Jeff Budge, CSC Consulting, Inc

The Road Map to Fusion

Presentation to the NCOAUG

Jeff Budge, Sr Technology Director, CSC Global Oracle Practice

March 12, 2007

© 2007 Computer Sciences Corporation KCRUG 2

With all of the activity in the Oracle space….


…many customers are searching for the right path forward…

What steps can I take to prepare for Fusion?

Should we upgrade our current applications with Fusion Applications coming down the road?

Will my necessary, in-house developed application fit in a Fusion world?

What can I do to prepare my organization and resources?


CSC’s Road Map to Fusion plots a course to enable your company to control it’s Oracle Fusion destiny!

CSC’s Road Map to Fusion


What the Road Map Will Do?

A Road Map to Fusion brings specialists to conduct an in-depth evaluation of:

• Business strategies, requirements, and challenges

• Prioritization, Business Value, ROI

• Application architecture and required integration with internal and external systems

• Technology and infrastructure architecture

A Road Map to Fusion brings specialists to conduct an in-depth evaluation of:

• Business strategies, requirements, and challenges

• Prioritization, Business Value, ROI

• Application architecture and required integration with internal and external systems

• Technology and infrastructure architecture

To DeliverTo Deliver

A Road Map strategy that articulates the best

options for the client

A Road Map strategy that articulates the best

options for the client


The Road Map to Fusion An Example Journey


SiebelMrkting

PSSales

JDE WMS

OracleOM

CustomDistrib

PSFIN

Applications

Oracle, Unix DB2, NT MainframeInfrastructure

Customer Lead to Cash Business Process

SuppliersCustomers

Partners Analytics & Collaboration

Lead Opportunity ATP Manage Ship InvoiceProcess Steps

John E. Doe Doi, John E. Jon Doe Doe, Johnny ------- Jon A. DoeData

Today’s Starting Point

SiebelAnalytics

CustomDW

BusinessObjects

Oracle Reports

CustomReports

PS EPMInfo. Access


SiebelMrkting

PSSales

JDE WMS

OracleOM

CustomDistrib

PSFIN

Applications



SuppliersCustomers




All steps (BPEL Process Manager)Orchestration

All master data (Oracle Data Hubs)Master Data

First Steps toward Fusion

SiebelAnalytics

CustomDW

BusinessObjects

Oracle Reports

CustomReports

PS EPMInfo. Access


SiebelMrkting

PSSales

JDE WMS

OracleOM

CustomDistrib

PSFIN

Applications



SuppliersCustomers






Evolve to a Canonical Data Model

Canonical (Standardized) Data Model (Fusion Model)

SiebelAnalytics

CustomDW

BusinessObjects

Oracle Reports

CustomReports

PS EPMInfo. Access


SiebelMrkting

PSSales

JDE WMS

OracleOM

CustomDistrib

PSFIN

Applications



SuppliersCustomers






Address the Information Access Challenge

Canonical (Standardized) Data Model (Fusion Model)

SiebelAnalytics

CustomDW

BusinessObjects

Oracle Reports

CustomReports

PS EPMInfo. AccessXML

PublisherInfo. AccessXML

PublisherXML

PublisherEnterprise Business Intelligence (BI Suite EE)


SiebelMrkting

PSSales

JDE WMS

OracleOM

CustomDistrib

PSFIN

Applications



SuppliersCustomers





Canonical (Standardized) Data Model (Fusion Model)Master Data

Oracle, Unix DB2, NT MainframeInfrastructure John E. Doe Doi, John E. Jon Doe Doe, Johnny ------- Jon A. DoeEnterprise System Mgmt (Oracle GRID)Infrastructure

Deploy on GRID

SiebelAnalytics

CustomDW

BusinessObjects

Oracle Reports

CustomReports

PS EPMInfo. AccessInfo. Access Enterprise Business Intelligence (BI Suite EE)


Applications



SuppliersCustomers


Lead Opportunity ATP Manage Ship InvoiceProcess Steps All steps (BPEL Process Manager)Orchestration

John E. Doe Doi, John E. Jon Doe Doe, Johnny ------- Jon A. DoeData Canonical (Standardized) Data Model (Fusion Model)Master Data

Applications SiebelMrkting

PSSales

JDE WMS

OracleOM

CustomDistrib

PSFIN

Fusion Applications

Fusion Applications

Fusion Applications

Fusion Applications

Fusion Applications

Fusion Applications

Upgrade to Fusion Applications

John E. Doe Doi, John E. Jon Doe Doe, Johnny ------- Jon A. DoeEnterprise System Mgmt (Oracle GRID)Infrastructure

SiebelAnalytics

CustomDW

BusinessObjects

Oracle Reports

CustomReports

PS EPMInfo. AccessInfo. Access Enterprise Business Intelligence (BI Suite EE)


EBS 11i.10 FIN upgrade

Div 1Psft 8.8 Upgrade

Fusion Integration and Orchestration

Fusion HCM Upgrade

Fusion FIN Upgrade

EBS 12 FIN Upgrade

Div 2EBS 12 Upgrade

Psft 8.8 Upgrade


Div 3ERP Implementation


Fusion SCM Upgrade

Fusion HCM Upgrade

Fusion FIN Upgrade

Fusion SCM Upgrade

Fusion HCM Upgrade

Fusion FIN Upgrade

General Dynamics Road Map


FY 2007 FY 2008

Business Value:

Reduce COGS

Reduce SG&A

Ent Integration

Example Division Level Milestone Plan

BPEL Integration Project – Phase 1

Identity Management

EBS 11i.10 FIN upgrade

Psft 8.8 Upgrade Fusion HCM Upgrade

Fusion FIN Upgrade

SCM Implementation

CRM Process Standardization CRM Implementation

BPEL Integration Project – Phase 2


Productivity Weight Weighted ScorePlanning 95% 30% 29%Coding 80% 20% 16%Testing 90% 20% 18%Deployment 80% 20% 16%Re-Use 60% 10% 6%

85%

Efficiency SummaryEfficiency Rating 85%Efficiency Rating* 38%

Red = Non-existent or non-deployed, Yellow = Present but needs Improvement, Green = Present and operating properly, Gray = Not evaluated

Current State Future State

Example Current to Future State Model

•Efficiency Rating criteria spans the architecture, SDLC, and PM dimensions

Assessment Dimensions

- Architecture

- SDLC- Project / Program Mgmt

Arc

hite

ctur

eSD

LCPr

ojec

t / P

rogr

am M

gmt

Enterprise Architecture

Business Architecture

Application Architecture

Account Management

Program Management

Project Management

ConceptualArchitecture

Frameworks

RoadmapsPAC / DPAC

ARC

Enterprise Process Model

Re-Use Leadership

Enterprise Data Model

BusinessArchitecture

Project Bus Process Model

LogicalArchitecture

PhysicalArchitecture

Re-Use Process

User Experience

Requirements

Vision & Strategy

Design Development Testing Deployment Operations

Measurement, Feedback and Improvement

Project Vetting

Detail Project Plans

Project Tracking

Process Approach

ProjectEstimates

IT PortfolioManagement


EstimatingTemplates

Architecture Skill Development

Efficiency / Quality Oversight

ProjectPrioritization

Change Management

TechnologyStandards

TechnicalArchitecture

Staffing Management

ProgramTracking

Architecture Center of Excellence

Thin IT PMOPM Training

& Mentoring

ConceptualArchitecture

Frameworks

RoadmapsPAC / DPAC

ARC

Enterprise Process Model

Re-Use Leadership

Enterprise Data Model

BusinessArchitecture

Project Bus Process Model

LogicalArchitecture

PhysicalArchitecture

Re-Use Process

User Experience

Requirements

Vision & Strategy

Design Development Testing Deployment Operations

Measurement, Feedback and Improvement

Project Vetting

Detail Project Plans

Project Tracking

Process Approach

ProjectEstimates



EstimatingTemplates

Architecture Skill Development

Efficiency / Quality Oversight

ProjectPrioritization

Change Management

TechnologyStandards

TechnicalArchitecture

Staffing Management

ProgramTracking

Architecture Center of Excellence

PM Training & Mentoring

Thin IT PMO

Metrics / Perf. Tracking



AcceptanceManagement

DocumentManagement

Risk Management

Issue Management

ProjectPlanning

FinancialManagement

SOW / Project Charter




AcceptanceManagement

DocumentManagement

Risk Management

Issue Management

ProjectPlanning

FinancialManagement

SOW / Project Charter

Enterprise Architecture

Business Architecture

Application Architecture

Account Management

Program Management

Project Management



Four Assessment Tools

• Oracle Fusion Health Check– 1 week elapsed time (1-2 days onsite), high level current state assessment

resulting in a scorecard and a milestone plan

• Oracle and CSC RTF Insight– 3 weeks elapsed time (2-4 days onsite), current state assessment resulting in a

scorecard, high-level recommendations by area, and a milestone plan

• CSC Road Map to Fusion– 4-5 weeks elapsed time (8-10 days onsite), assessment and planning resulting

in a scorecard, detailed recommendations by area, benefit analysis, and a milestone plan

• CSC Enterprise Systems Optimization– 8-10 weeks elapsed time, detailed assessment including APER application

portfolio assessment resulting in a scorecard, detailed recommendations by area, benefits analysis, application and environment consolidation recommendations, and a milestone plan



Control Your Oracle Fusion Destiny!



Experience. Results.

CSC.COM CONSULTING SYSTEMS INTEGRATION OUTSOURCING

The Road Map to Fusion Assessment Tools


Oracle Fusion Health Check

Fusion Component Status Comments

Applications

PeopleSoft HR/PayrollAfter upgrade, Release 8.9 is a Fusion launchable release

PeopleSoft CRMRelease 8.8 and 8.9 are Fusion launchable releases

JDE One World FinancialsXE is supported, but not a Fusion launchable release; get to EnterpriseOne 8.11/8.12

Oracle OTCRelease 11.5.10 is a Fusion launchable release

Architecture

SOAHave SOA architecture strategy and WBI tools in place

BPELImplement BPEL strategy. BPEL is the foundation for Fusion.

ReportingConsider using XML Publisher (Fusion reporting tool) for new reports

SecurityConsider Identity Management as an integral part of the architecture.



Oracle and CSC RTF Insight

• Understanding of RTF Program

• Agreement on Focus Areas & Agenda

DiscoveryWorkshop

SolutionDesign

RoadmapPresentation

Invite

Roadmap to Fusion InsightRoadmap to Fusion Insight

• Business and IT Objectives, Challenges, & Needs

• Current and Future Landscape

• Business and IT Objectives

• Applications & Technology Roadmap

• Findings and Recommendations

• Next Steps

FusionUpdates

• Updates to Roadmap



CSC Road Map to Fusion

Activities Work Products

Weeks

1 2 3 4

Step 1:Roadmap Prep

• Mobilize Project Resources, Conduct Project Team Kickoff

• Prepare Agendas and Content, Identify Sites

• Schedule Assessment Sessions

• Kick-off meeting materials to include objectives, overview, and project time line

• Participant lists and session schedules

• Session agendas and materials

Step 2:Conduct Assessment Sessions

• Conduct Assessment Sessions

• Organize and Prepare Findings

• Completed Sessions with Documented Summary of Findings, Current State Issues

Step 3:Compile Results

• Evaluate findings and develop recommendations for customized roadmap

• Evaluation Reports to include recommended middleware solutions, business transformation, technology positioning

Step 4:Review & Present Results

• Define value and benefits of recommended solutions

• Conduct Presentation of Findings

• Finalized Deliverables and Presentation to Executive Management

• Identify next steps



Migration PlanningDesign and Priority

SettingDirection SettingDiscoveryOrientation Phase

Aspiration and Background

Current State

Potential Future State

Visioning

AlternativeEnd State

Program Management

Personnel & culture

Processes

Mgt. & Control

Performance

Systems

Current situation

Vision

Program Management

Personnel & culture

Processes

Mgt. & Control

Performance

Systems

Current situation

Vision

Supporting Technologies

DesiredEnd State

Implementation Roadmap

RequiredBusiness

Capabilities

Technology Initiatives

1 2 3 4 5

X

X

X

X

X

X

X

StrategicImperatives

Vision

BusinessObjectives

Discovery

Business Process:

Technology:

Customers serviced locally

Customers serviced globally

Prices/discounts agreed to locally

Prices/discounts agreed to globally

Products from different BUs sold

to the same end customer

Products from different BUsare rarely sold to the same customers

Parts used across BUs

Parts are unique to BUs

Parts/materials tracked locally

Parts/materials tracked globally

IT as a differentiator

IT as a cost of doing business

Diverse product mix

Homogenous products

IT as an investment

IT as a cost

People and part certifications

managed locally

People and part certifications managed centrally

Organization:

Beliefs, Values, Norms:

Management & Control Systems:

People/ Resources

move between groups

Admin., HR, Finance share

info

Common beliefs/culture

Strong corporate

culture

BUs managed as a portfolio of companies

Leadership is dictated

Manage by the numbers

People/Resources stay within a single BU/group

Admin., HR, Finance don’t share info - also looking at doing it with design engrs

Collaboration occurs globally (collab is closer with customers than internally)

BUs have unique cultures

Limited corporate culture

Enterprise managed as a single company

Leaders provide guidance

Manage by process

Collaboration occurs locally

X – Current position O – desired position 3/07 discussion with Doug McCurry and Brian Cawley

X

O

X

X

X

X

X

X

O

O

O

X

X

X

X

X

X

X

X

X

X

O

O

O

Organization

Competitors

ValueProposition

$$

Customers

Channels

Organization

Competitors

ValueProposition

$$

Customers

Channels

Diverse Products

HomogeneousProducts

Global Customers

Location Specific Customers

Multiple InstanceSingle Vendor

Multiple InstanceMultiple Vendors

Single InstanceMulti-tiered:Top Tier – Single VendorBottom – Multiple Vendors

0

200

400

600

800

1000

1200

1400

1600

1800

Q1

05

Q2

05

Q3

05

Q4

05

Q1

06

Q2

06

Q3

06

Q4

06

Q1

07

Q2

07

Q3

07

Q4

07

Q1

08

Q2

08

Q3

08

Q4

08

Q1

09

Q2

09

Q3

09

Q4

09

Release 4

Release 3

Release 2

Release 1

Business Case

Industry Trends / Best Practices

InitiativeQ2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10 Q11 Q12

2004Q1

2002 2003

IT Roadmap + Methodology

Claims Cost Containment

Client Centric Databases

New Claims System

Direct Response/Service Center

WIP Client System

Business Management Information

IT Program Generation Facilities

GUI Interfaces for all Operations

Migration from XYZ to DB2

Collaborative Approach

Development

Market Pressures

Constraints

Many Enterprise System Versions

“Mosaic” of Systems

Common Enterprise System Version

Standardized Enterprise Platform

Optimized Enterprise Solution

ESO is an Enterprise Assessment that assists clients determine the most appropriate Enterprise System architecture for their Organization

ESO (Enterprise Systems Optimization)



CSC’s Approach Drives Strategic Alignment and Increased Business Value…

Migration PlanningDesign and Priority

SettingDirection SettingDiscovery

Aspiration and Background

Current State

Potential Future States

Visioning

AlternativeEnd States

Program Management

Personnel & culture

Processes

Mgt. & Control

Performance

Systems

Current situation

Vision

Supporting Technologies

DesiredEnd State

Implementation Roadmap

RequiredBusiness

Capabilities

Technology Initiatives

1 2 3 4 5

X

X

X

X

X

X

X

StrategicImperatives

Vision

BusinessObjectives

Discovery

Business Process:

Technology:

Customers serviced locally

Customers serviced globally

Prices/discounts agreed to locally

Prices/discounts agreed to globally

Products from different BUs sold

to the same end customer

Products from different BUsare rarely sold to the same customers

Parts used across BUs

Parts are unique to BUs

Parts/materials tracked locally

Parts/materials tracked globally

IT as a differentiator

IT as a cost of doing business

Diverse product mix

Homogenous products

IT as an investment

IT as a cost

People and part certifications

managed locally

People and part certifications managed centrally

Organization:

Beliefs, Values, Norms:

Management & Control Systems:

People/ Resources

move between groups

Admin., HR, Finance share

info

Common beliefs/culture

Strong corporate

culture

BUs managed as a portfolio of companies

Leadership is dictated

Manage by the numbers

People/Resources stay within a single BU/group

Admin., HR, Finance don’t share info - also looking at doing it with design engrs

Collaboration occurs globally (collab is closer with customers than internally)BUs have unique cultures

Limited corporate culture

Enterprise managed as a single company

Leaders provide guidance

Manage by process

Collaboration occurs locally

X – Current position O – desired position 3/07 discussion with Doug McCurry and Brian Cawley

X

O

X

X

X

X

X

X

O

O

O

X

X

X

X

X

X

X

X

X

X

O

O

O

Organization

Competitors

ValueProposition

$$

Customers

Channels

Diverse Products

HomogeneousProducts

Global Customers

Location Specific Customers

Multiple InstanceSingle Vendor

Multiple InstanceMultiple Vendors

Single InstanceMulti-tiered:Top Tier – Single VendorBottom – Multiple Vendors

0

200

400

600

800

1000

1200

1400

1600

1800

Q1

05

Q2

05

Q3

05

Q4

05

Q1

06

Q2

06

Q3

06

Q4

06

Q1

07

Q2

07

Q3

07

Q4

07

Q1

08

Q2

08

Q3

08

Q4

08

Q1

09

Q2

09

Q3

09

Q4

09

Release 4

Release 3

Release 2

Release 1

Business Case

Industry Trends / Best Practices

InitiativeQ2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10 Q11 Q12

2004Q1

2002 2003

IT Roadmap + Methodology

Claims Cost Containment

Client Centric Databases

New Claims System

Direct Response/Service Center

WIP Client System

Business Management Information

IT Program Generation Facilities

GUI Interfaces for all Operations

Migration from XYZ to DB2

Collaborative Approach

Development

Orientation Phase



ESO Deliverables

Future State Organization

Model

Implementation Approach & Roadmap

Business Case /

Benefits

Business / IT Strategy

Requirements

End State Vision

Future State Application and

Supporting Technology Models

• Business / Technology Strategy

• Conclusions

• Consolidation Approach

These deliverables provide the cornerstone to align the business and IT vision required to build the enterprise solution architecture

required to drive business benefits


Documents

Jeff Budge, CSC Consulting, Inc