Implementing Oracle Projects for Professional Services at NetApp

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Implementing Oracle Projects for Professional
Services at NetApp
Marty Mayer Sr. Manager, Field Programs NorCal
OAUG Training Day January 17, 2008
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Agenda

• NetApp Overview
• Professional Services at NetApp
• Business Challenges Plans to Address
• Project Scope and Solution Design
• Teams and Timelines
• Patching, Deployment, and Training
• Lessons Learned
• Future Phases

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NetApp Today

• Founded in 1992
• Headquarters Sunnyvale, CA
• 6,000 employees
• Distribution into 138 countries
• Over 95,000 installed systems
• 3.3 B balance sheet 1.3 B in cash and
  investments
• No long-term debt
• SP 500, NASDAQ 100, Fortune1000

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NetApp Professional ServicesScalable Storage
Consulting Services

• Assessment of technology and methodology to align
  storage strategies with business needs and
  processes
• Support customer IT initiatives through
  strategic, architectural, operational, and
  implementation planning of storage solutions

• Free up internal resources
• Leverage NetApp storage expertise
• Get there faster

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NetApp Professional ServicesScalable Storage
Implementation Services

• Implementation and rollout of new storage
  infrastructures
• Consolidation of existing storage infrastructure
• Activities include hardware and/or software
  procurement, configuration, tuning, staging,
  installation, and interoperability testing

• Free up internal resources
• Leverage NetApp storage expertise
• Get there faster

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What is a Project in NetApp PS

• Installations
• High volume activity included in most product
  sales
• Short length projects that could last from ½ - 3
  days
• Often outsourced to subcontractors
• Consulting
• Varying types of projects
• Short term, high volume deployments services
  lasting 2-5 days
• Midterm projects 2-3 weeks
• Long range 6-12 months (low volume)
• Managed Services
• Long Term Staff Augmentation Engagements

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Business Challenges Facing NetApp PS in early
2006

• Increased PS revenue and headcount growth
  projected in upcoming fiscal year (FY07)
• Major emphasis and investment made by NetApp to
  hire and sell PS
• Lack of an enterprise system for project
  management and financial management of
  professional services
• Legacy system consisted of access database with
  Excel front end that was accessed via Citrix
• Unaligned PS, Sales and Finance processes, no
  single point of contact for PS business
  management at regional level
• Inconsistent processes across the globe for
  managing project delivery and signoff
• Lack of single data source to provide health
  check and status of the business

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PSA History Selection Process
Demo/ Validate Solution
Fund solution
Plan, Design Execute
Script Demo For Vendors
Field Research
Define Critical Needs

• Engaged The RedStone Group to conduct needs
  assessment, later chosen as the system integrator
• Interviewed 40 NGS, Finance and Sales SMEs
  globally in FY06 to define critical needs
• Engaged and evaluated vendors who met criteria of
  integrating into NetApp business and IT
  environments (SAP, Oracle and Siebel)
• Demonstrated Oracle solution to 20 NGS, Finance
  and Sales SMEs and received agreement and signoff
  choosing Oracle
• Completed Oracle Projects reference checks with
  other companies
• Developed business case and received funding
  approval
• Planned, scoped, staffed and initiated project

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Scope for NetApp PSA
Phase I FY07 Scope
End to End PS Business Process Definition
Expense Reporting (IExpense)
Resource Management (RM)
Discoverer Reporting
SOW, LOE Doc Mgmt
Subcontractor Travel Vendor Costs (AP)
Time Reporting (OTL)
Project Accounting/Management Milestone Mgmt
Activity Tracking
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Scope Definition

• Determined that Phase 1 would focus on PS Field
  usage of the system primarily for project
  management and project costing
• Booking of Orders including product and services
  continued through OM
• Customized user interface developed that extracts
  service orders from OM into custom views
• Effort to redefine process for booking Service
  Orders through PA was deferred for later phases
• Billing and Invoicing processes changes moved to
  a later phase

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Solution Design

• Conducted Global workshop with user
  representatives to determine high level design
  and requirements
• Identified 3 product gaps that required
  customizations
• Extensive amount of time required to create
  projects for high volume orders. Customization
  required to automate project creation from sales
  order
• User feedback indicated that Oracle standard
  offline time card (xls) was difficult to use.
  Developed offline/online time card application
  that is downloaded to users desktop
• Standard email notification of task assignments
  didnt include enough relevant project and
  customer information. Developed customized email
  with additional info.
• Additional customization was initially identified
  to capture additional customer information this
  was avoided by using User Defined Attributes
  (UDAs)

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Customization OM Projects User Interface
Highlights

• Daily extract of OM Professional Service Sales
  Orders
• Orders distributed into queues based on Ship To
  address
• Display order line details and customer contact
  information
• Project Manager and number of WBS subtasks
  selected by user
• Checks if there is an existing Pre-sales project
• Automation new delivery projects created based
  on sales order details in seconds
• Automation pre-sales projects converted to
  delivery projects in seconds
• Errors View reprocessing sales orders

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Customization Offline Timecard

• Frequent data extracts of Oracle Projects data
  distributed to global storage locations
• XML data download into Offline Timecard
• Displays all task manager assignments
• Displays basic project information
• Ability to refresh timecard to retrieve new
  assignments
• Ability to add other billable projects
• Ability to charge administration time
• Ability to add notes for time charged
• Creates CSV file (Oracle Format) for importing
  into Oracle Time and Labor

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PSA System Overview
Customized Interface-User Accepts as new or
appends Existing project
PS Sales
Oracle OM Order booked
Seibel Quote
Oracle Projects
Oracle AP 3rd Party Labor Air Travel
Oracle Time Labor PS Project hrs
Oracle iExpense Other project expenses
PS Costs
Real Time
Nightly feed
Cognos (Neo)
Oracle Discoverer
PS Reporting
Finance Reports
PS Ops Reporting Utilization Backlog
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Project Tracks

• Teams divided into 6 tracks with a PMO
• Configuration - focused on configuring PA, OTL,
  IExpense, Resource Management for 19 operating
  units
• Customization developed new UI for sales order
  presentation and project creation, offline time
  card, data conversion programs, and email
  notifications
• Reporting developed 14 Discoverer Reports and
  reports in Cognos
• Finance focused on business requirements and
  process design in finance groups
• Training developed instructor led and web based
  training
• Deployment developed all deployment plans,
  schedules, communications and business readiness

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Project Timeline
Q107
Q207
Q307
Q407
Q108
Jul
Design, Config Test PSA Application
Oracle PSA Patches
UAT
Prod Setup
CRP2
CRP1
Workshop
Americas East
Train
Training Dev Readiness
AMER
Train
Pilot Go-Live Americas-East Feb 26
Go-Live Americas Apr 30
EMEA
Train
Go-Live EMEA May 28
APAC
Train
Go-Live APAC Jun 25
Project Management
Support
Business Readiness
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Patching Activities

• NetApp Oracle ERP on version 11.5.K prior to PSA
  project
• Evaluated patch set L M
• M offered more features but was a higher impact
  non-PA modules
• L offered more functionality than K
• Extensive cross functional regression testing
  required with patch set K that impacted our
  original schedule
• HTML Performance issues found with patch set K,
  Oracle was very responsive and provided an
  additional patch to resolve
• OOD was used for patch analysis, planning and
  patching
• Production performance is excellent!

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Deployment

• Went Live with Production Pilot in Americas East
  in late Feb pilot lasted 2 months while team was
  prepping for Americas launch
• Global Deployment continued after pilot and was
  staggered by 1 month for each Geo Americas,
  EMEA, and APAC
• Worked with business to prepare data that was
  migrated at time of deployment
• Provided onsite support to Super User Business
  Managers for 2 weeks after deployment in each GEO

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Training Approach

• End User Training for PS engineers and
  consultants
• 1 day onsite instructor led in major locations
  globally focused on process and usage of Oracle
• Web based training for remote locations and new
  hires
• Project Manager Engagement Manager Training
• 2 day onsite instructor led in major locations
  globally focused on process and advanced usage of
  Oracle
• PS Business Manager and Resource Coordinator
  Training
• 3 day onsite instructor led in single location in
  each Geo focused on advanced usage, project
  creation and setup, resource assignment and
  reporting

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What Went Well

• Executive Sponsorship CIO, EVP and PS VPs on
  steering committee
• Partnership between consulting partner, IT and
  business to ensure successful solution design and
  deployment
• Early Engagement of Users global workshop to
  gain agreement on scope, approach, and set
  expectations
• Participation by key users in two Conference Room
  Pilots and UAT
• Support by leadership to build PS Business
  Manager team who are the SuperUsers and owners of
  projects
• Usage of User Define Attributes Using these
  helped meet many business requirements and
  reduced the needed for additional customizations
• Launching a 2 month production pilot prepared
  the deployment team, stabilized the solution,
  assured the global teams that the solution would
  work
• Staged rollout by Geo no big bang
• Hands on training for Business Managers, PMs, and
  end users
• Onsite support at go live deployment team
  sitting with Business Managers, open conference
  bridge during first day that time reports were
  due

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Lessons Learned

• Extensive amount of time to setup a project
  customized UI built to auto create projects
• Dedicated resources need to administer projects
• Identify patching requirements upfront
• Throw out legacy reports and reporting
  requirements, identify reporting requirements
  earlier
• Resource management and availability planning is
  difficult in Oracle when users are used to
  managing their calendar in Outlook
• Standard Offline Time Card is difficult to use
• Must plan for a Post Go Live Support Team

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NetApp PSA Future Focus Areas
Future Phases
Post Delivery Customer Management
Analytics
Tighter Integration With Siebel
Enhanced Financials
AR, Rev Rec, Linked to Projects
Partner Access Outside of Firewall
Purchasing Linked to projects
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Questions