Datacard Confidential

E-BUSINESS SUITEUPGRADE CASE STUDYFROM 11.5.9 TO 12.1.1

Chadd FowbleProject Manager, Datacard Group

January, 25th 2011

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• Datacard Profile, Market Positions• Oracle Footprint• Challenges• Choice to Upgrade to EBS Release 12.1• Value Proposition• Oracle Support Agreements• Project Plan, Resource Plan, Test Plan, Training Plan• Lessons Learned• What’s Next

Agenda

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Datacard Group is a driving force in virtually every major card program around the world. Its secure ID and card personalization solutions are used to issue millions of financial cards and identification documents each day.

COMPANY BACKGROUND• Secure ID & Card Personalization Solutions• Privately held business founded in 1969• Acquired by Quandt family of Bad Homburg, Germany in

1987• Approximately $400M in Revenue Worldwide (43%

Americas, 29% EMEA, 27% APAC)• 1400+ Employees Worldwide • Sales & Service in 120 Countries

ORACLE BACKGROUND• Implemented 11.5.9 for US & Canada in 2005• 9 Rollouts to Global Subsidiaries between 2006 and 2008• Global Upgrade to 12.1.1 in 2009• 3 Acquisitions Rolled into Oracle in 2010• 2+ Rollouts & Business Enhancements Planned for 2011

Datacard Profile

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Prominent Market Positions

Corporate

FinancialGovernment

EducationTelecommunications

Retail/Loyalty

Healthcare

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FINANCIALSGeneral Ledger, Payables, Payments, Internet Expenses, Receivables, Collections, Cash Management,

Fixed Assets, E-Business Tax, Project Accounting, Project Collaboration, Project Management

SUPPLY CHAINPurchasing, iProcurement, iSupplier Portal, Inventory, Work in Process, Bills of Material, Engineering,

Quality, Cost Management, WMS, Mobile Supply Chain, Advanced Supply Chain Planning (ASCP)

ORDER FULLFILMENTOrder Management, Shipping Execution, Quoting, Advanced Pricing, Configurator, Spares Management

SALES & SERVICESales, Install Base, Service, Contracts, iSupport, iStore

HUMAN RESOURCESHRMS, Time & Labor

THIRD PARTY APPLICATIONSPeopleSoft (HR), Agile (PLM), Vertex (TAX), ADSI (Shipping)

Oracle Footprint

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Oracle Multi-Org Structure

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1. Upgrade single global instance with 40+ applications that run 24x7

2. To be implemented in-house with minimum external resources, minimum time and within budget

3. Ability to execute complex global processes seamlessly

4. Ability to access real time information globally

5. Quick global consolidation and shortest possible closing period

6. Coordinated upgrade to global data warehouse using Business Objects – an SAP product ☺

Upgrade Challenges

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• Maintain a well supported and maintained environment from which users can perform activities required

• Continue to protect existing investment & have ability to leverage new features, as and when required

• An application platform which supports tighter Integration with different products

• Minimize existing customizations

• Ability to access real time information globally

• A single platform that supports continuous enhancement of business processes

Choice to Upgrade to EBS Release 12.1

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Value Proposition

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Extended Support for Oracle EBS 12.1 continues through May 2017 whereas 12.0 ends in January 2015

Oracle Support Agreements

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Project Plan

GO-LIVE: November 16th • Final Migration

CRP5: October 12th

• Final User Acceptance Test

CRP4: August 10th

• Add Majority of Customizations

CRP3: June 15th

• Add Release 12.1.1• Add Global User Community

CRP2: April 20th

• Add Integration (End-to-End) Testing

CRP1: February 23rd

• First Opportunity on Upgraded System• Unit Testing Functionality Only

Each Conference Room Pilot (or CRP) serves as a cornerstone for the project. They represent a culmination of coordinated efforts across business areas and the global user community. Each CRP builds upon the success of the last and grows to include more people and more processes.

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Resource Plan

• External help limited to 2 FTE consulting resources

• Functional expertise sought early in the project to fill knowledge gaps

• Shift to technical needs for consulting help toward the tail of the project

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Testing is a continuous, iterative process and we have decided to split our activities between testing unit test conditions and integration threads.

UNIT TEST CONDITIONS – Between CRP’s•1000’s of unique conditions that require little or no coordination with others•Simple, paper-based checklists by module

INTEGRATION THREADS – During CRP’s•100’s of scripted test threads that focus on critical business activities•Folder method used to capture internal, customer, and supplier-facing documents•SharePoint technology used to virtually route test threads and capture results globally

USER ACCEPTANCE SURVEYS•User acceptance surveys issued to all stakeholders 4 weeks before go-live•Digital acceptance required from all SME’s and international site leads•Filter 200+ open issues (out of approximately 900 total) to go-live critical list•Measure readiness department-by-department for the SME and user community

Test Plan

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Training for new features in R12 were delivered through 3 methods; updated training manuals, WebEx seminars and conference room pilots. We chose to follow the train-the-trainer approach meaning that we expect our subject matter experts (or superusers) and subsidiary superusers to train their peer colleagues.

TRAINING MANUALS•Training manuals were collected and consolidated on a central project site•Original 11i manuals were updated, rewritten, or in some cases created for R12

WEBEX SEMINARS•Weekly training seminars conducted by SME’s to educate subsidiaries•WebEx desktop sharing tools employed to reduce costs (compared with travel)

CONFERENCE ROOM PILOTS•BA’s and SME’s from corporate travel to on-site locations for CRP•1-1 follow-up training will be provided within context of testing to subsidiary super-users

Training Plan

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SUCCESS CONTRIBUTORS• Oracle’s “Critical Accounts Program” partnership• Single instance | single language simplified footprint• Standardized global process accelerated testing & issue resolution• Engaged senior leadership focused energy, priorities and support• SharePoint project site centralizing all communication, training and testing• Collaborative approach reduced PM duties to part-time• Balance between formal documentation vs. hands-on testing • Clear definition of roles and responsibilities (sense of accountability)• Reserve budget dollars for short assignment talent acquisition• Early detection of upgrade script errors and application of pre-install patches

GO-LIVE ISSUES• SLA History Upgrade• E-Business Tax & Inter-Company Invoicing (Inventory)• Plan to Re-implement E-Business Tax Post Go-Live• ASCP Planning Engine Complexity• Order Modifiers on Internal Orders

Lessons Learned

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• Oracle supported applications and well protected investment

• Ability to perform global consolidation and period closure in three days

• Real time access to all critical information across the globe, for e.g. expense information

• Single platform capable of integrating with products like Agile, Demantra and more

• Only 9 months to upgrade E-business suite from Release 11.5.9 to Release 12.1.1 for a global single instance with a footprint of 40+ applications

• Successful upgrade on time and on budget

Benefits

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• Upgrade or Re-install? GL code redesign?• Big-bang approach or module-by-module

implementation?• Timeframe? Resources required? • Business users’ availability for planning, testing,

implementation?• In-house implementation or hire external consultants or

hire a 3rd party implementer?• Design and implementation processes and approach?• How to deal with Legacy applications?

Q&A