- 1. April 12-13, 2011 Lifecycle Services for Oracle Applications
a.k.a. Oracle Lifecycle Global General Awareness Webcast
2. Contents
- History of Application Lifecycle Services
- Oracle Specific Offering for Application Lifecycle
Services
- NL Launch of Oracle Lifecycle
- Other Application Lifecycle Services offerings in the
portfolio
- Zoom on Wide-Angle Application Rationalization Program (WARP) /
Value Management
- Zoom on Oracle Run & Host
- Zoom on Subscription Based Pricing
- Oracles Application Management suite and how to leverage Oracle
to grow opportunities
- Marketing Assets to leverage
- Sample customers and funnel opportunities
- Links to more information
3. History of Application Lifecycle Services 4. Capgemini
launched ApplicationLifecycle Services
- Aiming for a leadership position in the fast-growingapplication
lifecycle segment
- Creation of anew global Application Lifecycle Services
capabilityto help clients manage theentire lifecycle of
applications
- Combination of application development and outsourcing
capabilitiesto help clients revitalize IT as a source of business
innovation and differentiation and be more competitive
- Support15,000 specialistsacross the globe, including half of
Capgemini 20,000 strong workforce in India (we now have 30K+ in
India)
- Train5,000 application consultants , engineers, architects and
managers
- Development of apowerful Application Lifecycle Service
Frameworkresulting from hundreds of best practices,
- Offer services inall major geographiesand forall mainstream
technology platforms.
- Global centralized governance, dedicated go-to-market
teams
- Partnership withmajor alliances
Launched December 2009 Building new city in the old city 5. The
Oracle Specific Offering 6. Lifecycle Services for Oracle
Applications
- Rationalization of the application landscape
- Simultaneously enable new business demands
- Building a new city in the old one
- Innovate while reducing TCO
- Facing Oracle Developments:
- Oracle Product Strategy and Applications Portfolio
- Timing and availability of Fusion Apps Components
- Co-Existence, Upgrade and Migration Policy
- Shift focus from IT to business perspective
- Commoditization of AD & AM
- Provide a pro-active, sustainable relief from systems
management burden
- Provide guidance with future proof roadmapping
- Provide continuous, value driven, business and application
improvement
- Leverage Oracle Applications strengths to improve business
value
- Subscription based pricing to provide predictable TCO
7. Capgeminis Lifecycle Servicesfor Oracle Applications Synergy:
the total is more than the sum of its parts Subscription pricing
Moving CAPEX to OPEX with a monthly fixed rate over a (rolling)
period of 3 to 5 years. Choose & Pick Menu CardMenu Card of
Commoditized Business Functions supported by application
components, pre-developed implementation and pre-determined costs,
including affected KPIs. Your Fusion Applications Co-Existence
Roadmap Oracles new, evolving Fusion Applications suite co-exists
with current applications, e.g. E-Business Suite, PeopleSoft,
Hyperion, JD Edwards and Siebel. The Roadmap can be complex: when
to upgrade, how to migrate, how to integrate. Creates a clear
business focused, continuously improving target architecture.
Oracle-Sun Hosting Application to Disk Integration: consolidate on
Oracle-Sun stack through Virtualization.Value Management Includes
all components across the entire lifecycle focusedon value
generation and cost reduction. To drive Continuous Business
Improvement through a series of Value Workshops.Oracle Run
Application Management, leveraging Oracle Enterprise Manager and
our industrialisation models, covering technical and functional
applications as well as database management. 8. Key Principles of
Oracle Lifecycle
- Full service (Cradle to cradle application management)
- Continuous application improvement
- Long-term commitment (5 year rolling contract): enduring
relationship
- Subscription rates: fixed monthly fees depending on complexity
criteria
- Shared risk: youre no longer on your own!
- Opex instead capex >>operational lease instead of
financial lease
- Standardization (best practices only)
- Best practice user operations and processes
- Industrialized application development and maintenance with
processes Capgemini tooling
- Vanilla process enablement at vanilla pricing (applying
predefined reusables)
- Allows for exceptional solutions at exceptional prices
(justifiably unique)
- Business value driven (we wont do it if it doesnt make any
sense)
9. NL Launch of Oracle Lifecycle 10. NL Launch of Oracle
Lifecycle 11. Other Applications LifecycleServices Assets to
Leverage 12. Other Application Lifecycle Offerings to Leverage 13.
Zoom on WARP / Value Management 14. Are you Struggling with A
Sprawled IT Landscape? 15. with many different destiniesto be
determined Sustain Consolidate Extend / Enhance Migrate Re-platform
Decommission Remediate Replace keeping the application fed and
watered for the minimum effort and cost reducing duplication,
reducing overheads and driving efficiency by consolidation of
platforms improve integration and flexibility through service
enablement translate to a new language or re-use the code in a
modern environment mine the application for the essential rules and
re-create in a modern language or package moving the application to
a more modern hardware / operating system retiring the
applicationin a controlled manner, preserving essential data
re-factoring the application to a better structure to improve
integration & flexibility 16. this can be kick-started by the
Wide-angleApplication Rationalization Program (WARP 1).. 17.
producing the 3 key deliverables that areneeded to launch any
rationalization effort
- WARP 1 takes a bold, hypothesis-driven approach, combining hard
fact-finding with deep business insight and sensitivity to the
change landscape
18. WARP APPS CoE Engagement Model Offering Name Engagement
Delivery Model Duration Deliverables Application Inventory Analysis
Delivered by Application Portfolio Analysts from offshore 1 Week 1.
Landscape benchmarks study 2. High level recommendations on
optimization opportunities based on data shared as part of RFP
Application Portfolio Analysis (WARP0) Deliveredby Portfolio
Strategy Analyst and Portfolio Tool experts from offshore (Without
direct client involvement) 3-4 Weeks
- Recommendations onindividual application destiny aligned to
hypothesis
- 2. Benchmarking analysis, Heat-maps, Health scan charts
- 3. High level As Is technology and application landscape
APPS Engine of WARP1 Delivered by Portfolio Strategy Analyst
from India CoE travelling to client location and the Portfolio Tool
Expert working from offshore.6-8 Weeks 1. Detailed recommendations
on application destiny aligned to business and IT strategy 2.
Benchmarking analysis, Heat-maps 3. Transformation map &
migration plan with impact analysis 4. Business-Case for select
transformation recommendations Application Portfolio
Strategy(Includes Enterprise Architecture) Delivered with two India
CoE resources, an Enterprise Architect and a Portfolio Strategy
Analyst travelling to client location and the Portfolio Tool Expert
and additional portfolio strategy analysts working from offshore
10-12Weeks 1. Detailed recommendations on application destiny
aligned to business and IT strategy 2. Benchmarking analysis,
Heat-maps 3. As Is Landscape blue printing 4. Capability and
Architecture Gap Assessment 5. To Be Enterprise Architecture 6.
Transformation Map & migration plan with impact analysis 7.
Business-Case for select transformation recommendations 19. Whatis
the Value Management component
- The Value Management component of Lifecycle for Oracle
Applications is
- A series of workshops over the full lifecycle of the lifecycle
relationship
- To discover and track benefit potential for the client
- To identify opportunities for simplification, rationalization
and innovation
- To drive continuous Business Improvement
- Shape, align and Realign the Oracle Roadmap in order to
maximize value creation
- Performed by a joint Capgemini/Client team
20. Whydoes Lifecycle for Oracle Applicationsinclude Value
Management
- The purpose of the Value Management workshop is to
- Ensure value creation of the Lifecycle engagement for the
client
- Understand current external drivers and internal issues caused
by them
- Discover benefit areas and promising solution components (e.g.
new relevant Menu Card Items) and improve existing menu catalogue
components
- Develop, share and document a deeper understanding of how the
solution components create value, often by simplification,
rationalization and innovation
- Perform top-down quantification of the benefit areas
- Decide on next steps to implement new solution components
- Ensure that the client is in control of value creation
throughout the lifecycle of the engagement
- Help the client to select and prioritize menu items and other
parts of the catalogue
21. Whois involved in theLifecycle Value Management
engagement
- A typical Value Management workshop team has the following
players:
-
- Lifecycle for Oracle Applications expert
-
- Client sector/industry expert
-
- Client business and IT landscape expert
-
- Report-out on benefits tracking
-
- Identify drivers, issues and solutions
-
- Perform top-down qualifications
-
- Select and prioritize Menu Card items or other new components
of Lifecycle
22. Continuous Business improvement
- Create the fusion of the business value in relation with:
-
- Business Model (core business and value proposition)
-
- Process Model (optimization using Services and LEAN)
-
- Information Model and services and data consolidation
-
- Subject Matter Expertise (in depth process knowledge)
-
- Information Analysis (Information gathering)
-
-
- Services definition and recognition
-
- Business Process Management (Apply leading practice BPM
(Business Process Management) to match identified improvement areas
to applicable Lifecycle Services)
- Identify application solutions to meet Application Lifecycle
improvements
23. Zoom on Oracle Run 24. Oracle Run & Host
- Oracle Run & Host build by a core team from AO and IO.
- Capgemini provides its own flexible cloud hosting platform
optimized for Oracle products
- Based on the SAP Run concept on technical and procedure
aspects
- We keep continuously improving the cloud platform and the
offering in a true ALS fashion for all customers
- Providing a lower TCO to customers
- Providing a higher margin for Capgemini
25. Traditional Oracle Hosting Database
&ApplicationOperatingsystem Storage Hardware System A System B
System C System D Traditional customer landscape setup is commonly
diverse, grown over time, difficult to monitor, costly and
difficult to maintain, inflexible, and hard to transform to meet
new business requirements. 26. Oracle Run & Host Cloud Solution
Database &ApplicationOperatingsystem Storage cloud Hardware
cloud System A System B Virtualization layer Shared Oracle Run
& Host cloud solution is build to be; flexible, extremely
stable, easy to maintain, easy to monitor, open, future ready,
continuously improved, lower in costing. 27. Why Oracle Run
- Menu card options results in customer pay-per-use costing
- Options to reduce license costs towards Oracle
- Reduce time (money) needed to setup new systems
- Save the state of a machine and only pay storing costs
- Options to reduce storage costing
28. In Conclusion
-
- Helping your customer to plot a future roadmap on business and
not on IT
-
- Roadmap towards technology simplification and improvement by
both Oracle and Capgemini
-
- Options to provide customers quicker and more flexible hosting
tuned for Oracle Applications
-
- Hosting as a utility solution in a pay per use model
-
- Helping your customer lower its TCO
-
- Be able to offer a lower total price than our competitors
29. Zoom on JDE Run & Host 30. Service Model JDE Run &
Host JDEFunctional ApplicationMaintenance JDE Technical
Application& Dba MaintenanceComputer Processing&Networking
Storage Backup Integrated Service Desk Integrated Monitoring
Service Management JDE RunUtility Based Computing On Demand Request
Utility & Subscription Charging JDE Application Management JDE
Application Hosting Capacity on Demand JDE Run SAS70 31. JDE
Run-Host Benefits
-
- Direct Access to JDE Competence Experienced and competent JDE
support teams to think with you to best utilise the system for your
business
-
- Flexibility in IT costs Transfer from capital expenditures
(capex) to operational expenditures (opex),
-
- Growing and Shrinking with your business capacity needs
Flexibility in quickly up and downscaling to support your business
needs
-
- Focus on supporting innovation in stead of supporting
technologyrefresh.No more hardware refresh needed with much testing
effort
-
- Scalable JDE costs Transparent and predictable costs on a
utility basis (pay-as-you-use )
-
- Reduced TCO By using Itil and ASL processes, best practices,
tools, shared resources shared Utilities, virtualisation delivered
with Rightshoring. No more hardware refreshandmuch testing
effort.
-
- Strong Alliances Enabling innovations through Capgeminis eco
system
-
-
- Possibility to save IT costs with more than one third comparing
to in-house operations
-
-
- Using Standard (rchitectures
-
-
- Single or dual datacentre setup
-
-
- Virtualised setup, no hardware refresh needed
-
-
- No infrastructure investments
-
-
- All hardware owned by Capgemini
-
-
- High Available, Scalable, Resilient, Reliable and Proven
Service
-
-
- Industrial Approach and Compliant delivery (FDA, SAS70) Proven
infrastructure and JDE operations
-
-
- Temporary capacity for peak loads, one-off projects. e.g. new
JDE software installations for upgrades or during implementation
projects)
32. Zoom on Menu Cards 33. Current Menu Card Items
- Global Consolidation Financial Reporting (GCFR)
- Accounting Compliance - Multi Currency Ledger (MCL)
- Accounting Compliance - Compliance with Accounting Board
- Centralized Payables Management
- Centralized Receivables Management
- Asset maintenance - Revenue Taxation
- Customer Collection Management
- Customer Credit Management
- Employee Expense Processing
- Rule Based Tax Derivation
- Oracle eBS R12 Logistics:
- Margin Master Buyers Workbench
- Integrated Procurement Contracts And Compliance
- Procurement For Complex Services
- Online Sourcing Collaboration and Negotiation
- Online Buyer and Employee Procurement
- On-Line Supplier Collaboration
- Warehouse Management Efficiency
- Inventory Data Management Attributes
- Integrated Customer Contracts and Compliance
- Commercial Electronic Exchange
- Budgetary Tracking and Proprietary Accounting
- Project Resource Planning
- Subcontractor Payment Management
34. Menu item LOG02: Margin Master Buyers Workbench
- The Margin Master Buyers Workbench is a new solution from
Capgemini that is based on leveraging the market leading Oracle
applications - along with multiple, customized propriety components
- to give the buyers and planners within an organization the
real-time information needed to maximize margins for their
organization and improve the value in supply chain.
- Margin Master Buyers Workbench has been created to automate the
forecasting, netting, and purchase order review/creation into a
streamlined process flowing into a primary workspace where buyers
and planners will have access to all relevant data to make accurate
purchasing decisions.
- The Margin Master Buyers Workbench is an extension to Oracle
EBS application. Its design is based on the leading practices to
manage buyers/planners workbench. It leverages Oracle standard
applications ASCP/Demantra/ Inventory recommendations and applies
specific business rules to place and manage purchase orders. This
Buyer's Workbench is a central desktop from which buyers can
efficiently perform their daily tasks, such as viewing and acting
upon demand, creating purchase orders, managing excess inventories,
managing investment purchases.
- The key benefit is to AUTOMATE the forecasting, netting, and
purchase order review/creation into a streamlined process.
-
- Integrated workbench for Planners and Buyers
-
- Improving Inventory Management and Order Management by the use
of forecasting tools and other advanced supply chain features.
-
- Easily integrates with all Oracle Application modulessuch as
Supplier Management, Inventory, Sales Orders, Demand Planning,
Transportation Management, Warehouse Management, Financials and
Purchasing.
35. Menu item FIN11 Employee Expenses Processing
- This function provides an automated streamline processing of
employee expenses. With Oracle Internet Expenses, employees can
enter and submit expense reports using a standard Web browser or a
Web-enabled mobile device. Oracle Approval Management Engine
automatically routes expense reports for approval to the concerned
approvers based on configurable conditions like Project/Non-Project
related expenditures, Expense Amount approval limits etc. Further,
reimbursement policies are enforced at the time of creating expense
reports. Oracle Internet Expenses integrates with Oracle Payables
to provide quick processing of expense reports for payment
- Oracle Payables provides a feature that is specifically
intended for employee expenses, and by combining that with the
Oracle Payments and Oracle Projects functions, an integration is
established that charges your employee expenses directly to a
project or cost center and requires only the approval of an
appropriate manager to have the expenses reimbursed following a
specific time schedule and approval amount limit.
- Complete Audit Trail from Expense Report Creation till
Payment
- Employee expenses are integrated with Master Card or Visa
Credit Card providers
- Expense Report can be created offline in an Excel template and
then it can be imported into I-expenses
- Automatic auditing of Expense Report that are complying with
organization policies without having to Audit all Expense Report
thereby resulting in saving of time
- Automatic routing of Expense approvals and notification to cost
centre owners etc. as per the hierarchy existing in Oracle
36. Menu item FIN12: eInvoicing XML import
- The procurement invoice is one of the most used documents in
todays business. Every organization has to deal with incoming
invoices. However in most of the cases it is still treated as a few
hundred years ago, it is printed and send via normal postal routes.
The last couple of years there has been some progress but it has
not led to one optimized efficient solution which is always
applied. There are a lot of different processes which are
used.
- Capgeminis invoicing solution holds a generic adapter which can
be applied to several ERP systems such as the Oracle E-Business
Suite, SAP and JD-Edwards. It offers an integrated set of
applications that are engineered to work together.
- The bulk processing will be done by the use of an adapter that
will process XML files with the use of Oracles XML Gateway.
- XML Gateway is a set of services that allows easy integration
with the E-Business Suite to support XML messaging. The Oracle
E-Business Suite utilizes the Oracle Workflow Business Event System
to support event based XML message creation and consumption. A
business event that can occur is the receiving of a invoice. This
will result in the automatic processing of the file.
- The key benefit is to automate processes that are otherwise
performed manually:
-
- Invoice processing improves through automatic purchase order
matching
-
- Just in time invoice payments increase cash forecast
efficiency
37. e-Invoicing Menu Item
- Electronic invoice processing with Oracle eBS.
- 3 processing channel solution:
- Its helping the clients payables process in terms of cost
reduction, efficiency and compliancy.
- * BP080 Future Proces Model
- * BR100 Setup Documentation
- * MD050 Functional Design
- * TE020 Unit Test Scripts
- * XML Messages (examples)
- Its waiting for you to be eaten!
Does your appetite kick in and you are hungry for more?contact
Jeroen Sprangers or check the wiki page(wiki search invoicing) 38.
e-Invoicing Whitepaper 39. Zoom on Subscription Based Pricing 40.
Philosophy of the Oracle Lifecycle Services offering
- Oracle Lifecycle a new breed of productized services
-
- Catalogue-based,off-the-shelf service
-
- Complete lifecyclethinking:with standardizedValue Managementand
innovation components
-
- Simple & appealing commercial model:Subscription-based
pricing and flexible contracting
-
- Highly standardized and highlyindustrialized, yet flexible
offering
-
- Clearly defined scope:Out-of-scope services are not part of the
fixed subscription fee, but will be delivered at extra charge as FP
or T&M service
Moving away from one-off projects/implementations to investments
mutualized across multiple clients 41. There is a clear market
trend and a strong Capgeminiresponse Application Lifecycle Services
and Oracle Lifecycle There is a clear market trend identified by
analysts, new models are asked for by our clients and our
competition has partially picked up on this trend. We have a
holistic answer Application Lifecycle ServicesApplication Lifecycle
Services Oracle Lifecycle Services classical classical current
current new new TREND TREND
- Following the trend towards value based pricing, lifecycle
concepts and productized services is essential to survive in the
market and it clearly offers new chances:
- Moving away from pressures on rate cards
- Chances to improve margin through standardization &
re-use
- Value based pricing as an opportunity to improve margins
Pricing Schemes Engagement Types (i) Time & Material (ii)
Fixed Price (iii) Use based (iv) Value based (a) Resourcing- (b)
Build(on requirements)(c) Run(maintain)- (d) (Run) / Build / Run
(e) Run / RaIn / Run(Run, Rationalize, Innovate,Run) (f)
Productized Services(from a catalogue) - 42. Commercial Model for
Oracle LifecycleServices:Subscription Pricing & Rolling
Contracts
- Fixed fee for a defined service scope(productized service as
described in the catalogue)
- AM and AD components are combined into one monthly feepaid over
3-5 yrs. Lifecycle contract term
- Standardized pricing approach(fixed formula and parameters)
based on an NPV-break-even calculation
- Subscription pricinginvolves vendor financing(by spreading
initial AD costs across the deal term CAPEX to OPEXfor
clients)
- Central Apps team is working with group Finance to build
atemplate for vendor financing involving external financing
facilities
- This means moving away from effort/cost based pricing towards a
market price for a package
- Flexible Contracting (Rolling Contracts)
- Targeting ROLLING CONTRACTs for Oracle Lifecycle reflects
thetrue lifecycle thinking of the ALS philosophyby
-
- Institutionalizing value discussions and formalizing a
(bi)annual roadmap creation
- Instead of engaging with a client in a 5+ year contract and
only thinking about renewal when the final year of the term has
arrived,
- a rolling contract aims at shorter overall contract durations
(e.g. 3 yrs.) and atinstant renewals of the relationship with the
client after the first yearalready.
- This approach is seamlesslyintegrated with our mandatory Value
Management component.
- As a result ofannual or bi-annual value creation meetingswith
the client, CG aims to renew the client relationship for a new
(e.g.) 3-yr. term annually.
43. Cost determination (explained) Productimpact on run Product
maintenace Product developement Client implementation Cost of
capital Product costs per month Interest compensationfor deferred
income Creating the ultimate reusable Mutualized costs Complexity
dependant implementationcosts More sales lower the investment costs
Expected contract duration Annual interest rate = monthly rate at
compund interest Menu item investment f or a specific client
Interested monthlymenu item costs Decoupling effort from payment
Monthly operational costs Generic + specific maintenance Total cost
per month!= commercial price! Keeping the solution current,fresh
and attractive Making sure the solution is workingFor the client
44. Upgrade Offering 45. Component Offers Fixed PriceAssessment for
Technical Upgrade to R12 (1:1)
- Objectivesof Fixed Price Assessment Service
- Evaluate impact on existing customization due to the upgrade
Amount of retrofitting required during the upgrade (Quantity &
Efforts)
- Findings and recommendations of Assessment get buy-in on
recommendations of the assessment especially on the technical
efforts required for Upgrade
- Focused on building detail Project Plan for Upgrade: Offers
Fixed Price offer for the technical Upgrade to R12 (1:1)
- Based on best practices and Lessons Learned
- Reduce Risks during Upgrade Minimal interruption to business
with Proper Project planning
46. What we cover in Upgrade Assessment?
- Focuses on whats important to you
- Identify customization that would require retrofitting to work
in R12 environment.How many of the currentcustomizations will fail
working on R12and what iseffort requiredto fix them?
- Future Design Process:How will the current Business process be
mapped to R12 and the new changes that impacts the business
process?
- Define R12 Technical Upgrade Approach.How will the Technical
Upgrade to R12 be implementedwith minimal impactto the
business?
- Perform Technical Infrastructure and Hardware Needs
Analysis.Willadditional hardware(or less) be required to support
Oracle R12?
- Develop a detailed project plan for the Upgrade:Detail project
Plan with Timelines and resource requirements.
- Propose a fixed price offer for the Upgrade: Fixed price for
the actual upgrade
47. Upgrade Assessment Mobilize and Kick-offBusiness and
Technology Review Conduct Work Sessions & Interviews Prepare,
Finalize Present Findings 6 to 8 weeks of Assessment with 2 weeks
for each phase with some overlap
- Validate project plan, logistics, and schedule
- Schedule resources and work-sessions / interview schedules
- Conduct project kick-off and align project team
- Review existing work products and/or current documentation
- Conduct informational sessions to understand existing systems
and processes, key stakeholders, and project critical success
factors
- Compile an inventory of the current state technology to use in
the R12 Upgrade Approach development.
- Conduct sessions to demonstrate changes and events that need to
be addressed and planned for in the R12 Upgrade.
- Analyze impact on the current customizations using Capgemini
Proprietary Tool: Custom SpotLighter
- Consolidate findings and analyze results
- Present R12 Business Upgrade Approach
- Develop detailed project plan for the upgrade
- Fixed Price proposal for the R12 Upgrade
- Present findings and facilitate next steps and approach
discussion
1 2 3 4 48. Key Deliverables Assessment
- The key deliverables along with Specific accelerators and
corresponding benefits derived from these accelerators are shown
below.
- Detailed Upgrade Approach
- Customization Impact Report
- Interface Impact Assessment
- Fixed Price Proposal for Upgrade
- Key facts to plan the upgrade
- Effort estimates for customization
- Analysis of future state readiness
Deliverable Accelerator Benefit 49. Working with Oracle 50.
Oracle is very interested in Partnering with Capgemini
- Oracle Application Management Suite in Enterprise Manager is
good fit for our Oracle Run & Host offer and Oracle is very
interested in engaging with Capgemini around this area
- With our Fusion Co-Existence Roadmap offer, the Oracle PTS is
very interested in us helping clients with Fusion Middleware and
preparing for Fusion applications
- House of Oracle Lifecycle covers almost all products in scope
and engagement can be made with various organizations with Oracle
to generate demand and leads and grow the install base
51. Unique Business Value Only Oracle can Manage Oracle 2011
Capgemini. All rights reserved.
-
- In-depth management (from just monitor to prompt
diagnostics)
-
- Single, Oracle-based management platform
- Simplified, integrated platform to Manage Oracle
-
- Builds Manageability within each layer of stack
-
- Beyond generic bolt-on tools:Designed to work together: manage
as one, automated!
-
- Complete Business & IT visibility Understand real-user
experience, business transaction flowsandapplication artifacts
- Operational Excellence: Margin, Quality
-
- Automate manual, repetitive, error prone tasks inApplication
Management processes
Why Oracle for Capgemini ALS for Oracle clients? 52. IT
Operations Challenges: Summary Oracle Application Management Suites
2011 Capgemini. All rights reserved. Application Management Suites
Better Quality of Service Cost of Downtime: 42,000/hour/87 Better
Agility 40% of CIOs surveyed: lack of automation tools Lower
Operational Costs 70% of IT budget to keep running User Experience
Management Software Lifecycle Automation Configuration Management
Systems Monitoring & Diagnostics 53. IT Operations Challenges:
Summary Oracle Application Quality Management 2011 Capgemini. All
rights reserved. Application Quality Management Data Masking Lower
Risk 75% of applications are deployed without testing Application
Testing Suite Functional Testing, Load Testing, Test Management
Real Application Testing 54. Marketing Assets to Leverage 55.
Marketing Assets to Leverage 2011 Capgemini. All rights reserved.
Brochure / Fact Sheet Presentations Sales Battlecard Videos Direct
Marketing / Mail Whitepapers 56. Sample Customers andFunnel
Opportunities 57. A great market response TS shifting to Lifecycle
WARP 1 targets * * * * * ** All deals not marked withare under Non
Disclosure Agreement * * * * 58. 2011 Wins and Funnel
- Largest Sold Accounts in 2011
- TeliaSonera (Sweden) 2.4M
- London Borough of Croydon (UK) 2.0M
- NAV Arbeids- og velferdsetaten (Norway) 2.0M
- TSF Broadband (Finland) 1.7M
- Sociedas Estatal Correos y Telegrafos (Spain) 28M
- Dept. of Finance (India) 25M
2011 Capgemini. All rights reserved. 59. Links to More
information 60. Links to More Information
- Application Lifecycle Services in 2011 Talent article
- http://talent.capgemini.com/news/47214/
- Oracle Lifecycle landing page on Talent:
-
http://talent.capgemini.com/Infocenter/global_functions/global_services_lines/application_lifecycle_services/oracle_lifecycle/
- Application Lifecycle Services Hub on KM 2.0
- http://km20.capgemini.com/community/417080
- Oracle Lifecycle on the Capgemini Wiki
- http://wiki.capgemini.com/index.php/Oracle_Lifecycle
- Oracle Lifecycle on Capgemini.com
- http://www.capgemini.com/oracle-lifecycle/
2011 Capgemini. All rights reserved. 61. Who to Contact 62.
Governance 2011 Capgemini. All rights reserved. THEO VAN ROEKEL
MARY NIEMANN Henk Vermeulen ASHWIN YARDI MuralidharGidugu
EXECSPONSOR PRODUCTMANAGER DEVLOPMENT MANAGER INDIAN EXEC SPONSOR
INDIAN DEV MANAGER KESHAV MITHAL SUNIL MUNSIF SUDHIR PAI EMIEL BOS
OIVIND GLADSO /CarstenVellv OIVIND GLADSO OIVIND GLADSO /
NinaRautelin OIVIND GLADSO / ChristerNordbergPHILIPPE ROQUES ALFRED
AUE XXXX SAMUEL TUATI DIDIER GRIMALDI ELISABETTA SPONTONI Apps 1
Apps2 KevinSullivan PaulLuckett JanRichards Theo van Roekel Svein
Frode KristiansenHannu Jarvi Johan Alpman DominiquePhilippon Filip
DeBruyn AndreaMartera Faisal GhadiallyMarchel Tolboom
Thor-Christian Lorange Ivar AuneAri Vanninen, Annelie
Barklind-Wranne KEVIN SULLIVAN PAUL LUCKETT (Oracle Alliance)
Alexandra Fadin Sebastian Lw Edu Ortiz Geoff Swaffer 63. For More
Information Contact 2011 Capgemini. All rights reserved. Please
contact: Mary Niemann Global Application Lifecycle ServicesOracle
Lead Capgemini Nederland +31 615030971 [email_address] 64. Call to
Action 65. Call to Action
- Shift your paradigm and change your thinking.
2011 Capgemini. All rights reserved. 66. 2011 Capgemini. All
rights reserved.