Oracle ERP Implementation_Genpact_V7.pptx

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Copyright © 2014 Tech Mahindra. All rights reserved.
Tech Mahindra Proposal for
Oracle ERP Implementation
at Genpact

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Team Introduction
Agenda
Our Understanding of Requirements
Scope of Work
Proposed Solution Approach
Proposed Project Plan
Data Migration, Cut Over Strategy and Handover
Tools & Templates
Implementation Methodology and Support
Previous Project Experience
Assumptions
Value Proposition
Q & A
Project Management

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Tech Mahindra -- Team Introduction
Balajirao Amalanadhuni
Solutions Consultant
DBA
xxxxxxx
Solutions Consultant –
Oracle
Sudipta Chattopadhyay
xxxxxxxxxx
xxxxxxxxx
Engagement Manager
Oracle Practice
xxxxxxxxx
VP & Business Leader
Strategic Relationships
xxxxxxxx
Program Manager
Oracle Engagements
xxxxxxxx
Project Manager

Copyright © 2014 Tech Mahindra. All rights reserved. 4
Our Understanding of
Requirements

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Our Understanding of Requirements
Genpact key businesses; CMIT and BPM are on aggressive growth path and the organization is looking efficient,
scalable, standardized and robust IT infrastructure to support and enhance growth objectives
Planned – Oracle R12 End-State: Oracle R12
Tech
Upgrade
Payroll
Instance
Tech
Upgrade
HRMS
Instance
Payroll
Instance
HRMS
Instance
CMIT
Instance
BPM
Instance
Payroll
Instance
As – IS : Oracle 11i
Global
Instance
for CMIT
and BPM
Business Transformation - Genpact
 Genpact has chosen Oracle EBS R12 for its consolidated Global ERP backbone which will be integrated with
external applications using Fusion middleware.
 Future State will have two instances – One global Single Instance contains BPM and CMIT Business operation
for HR, FINANANCE, PROJECTS, PROCUREMENTS and one for Payroll Operation for India and Dubai
Global
Template
Design for
BPM and
CMIT

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Scope of Work

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Scope of Work – In Scope
Modules in Scope
Sr. NO Business Process Modules for Consolidated Financials, Projects, Purchasing & HRMS Instance
1 P2P
Fixed Assets, Internet Expenses, Internet Procurement, iSupplier Portal (To be decided), Inventory,
Payables, Purchasing, Asset Tracking (To be decided)
2 R2R Consolidation Tool (To be decided), General Ledger
3 O2C
Cash Management, Project Billing, Project Costing, Receivables, Project Resource Management,
Time and Labour, Project Contracts (To be decided), Internet Receivables
4 H2R
Core HRMS, Compensation Workbench, Employee Self-Service (including Leave Management),
iRecruitment, Learning Management System, Taleo Onboarding, Taleo Recruiting, Right Now
/iSupport (To be decided)
5 Others Web Center, Oracle Golden Gate (To be decided), Gate (To be decided), BPM, SOA
In – Scope Programs for Oracle ERP Implementation
Technical Upgrade
HRMS instance from 11i to R12 (12.1.x)
Payroll instance (for India and Dubai) from 11i to R12 (12.1.x)
Re-Implementation
BPM business on upgraded HRMS instance (Financials, Purchasing and Projects)
CMIT business on upgraded HRMS instance (Financials, Purchasing, and Inventory)
Sr. NO Business Process Modules for Payroll Instance
1 H2R Core HRMS, Payroll

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Scope of Work – In Scope
Legal Entities in Scope (For Re-Implementation)
112 (one hundred and twelve)
CMIT Entities 22
BPM Entities 90
these legal entities have to be re-defined and re-implemented along with the processes of Order to Cash (O2C),
Procure to Pay (P2P), and Record to Report (R2R), on the upgraded Oracle HRMS R12 instance
Business Groups in Scope (For Payroll and HRMS Upgrade)
HRMS 11.5.10 instance 22 (Twenty two) Business groups
Payroll 11.5.10 instance 7 (Seven Business groups
CEMLI
We expect a total number of CEMLIs to be
developed in R12 instance is 130 in numbers
and in addition to 522 New Report
Development
We expect SOA Interfaces to design around 50 approx.
Post Go-Live Support
 HRMS Upgrade Project – 1 months of support from the date of cut-over and acceptance in production.
 Payroll Upgrade Project – 2 months of support from the date of cut-over and acceptance in production.
 BPM Re-Implementation and Roll-Out – Continuous Support per Wave (Americas, APAC and Europe)
 CMIT Re-Implementation – will be covered in 12 months AMS
SOA Interfaces

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TechM’s solution approach for both R12 Technical Upgrade and Oracle R12 template design and rollout spans
across 3 phases . The phase are depicted in the below picture and discussed in brief in following sections
Hybrid Solution Approach for a controlled and manageable implementation
Payroll Technical
Upgrade
Phase -1
Technical
Upgrade HRMS Technical
Upgrade
Global Template Design
For BPM and CMIT.
Process Validation
(BP80)
SOA Interface Build
BMP Rollout
 Wave 1 – Americas
 Wave 2 – APAC
 Wave 3 – EMEA
Phase -2
Blueprint & BPM
Rollout
 2 Months Overlap Between Rollouts
 Phased Approach for Rollout
Big bang Approach: Carried out in parallel and delivered
by 2 different teams.
Phase -3
CMIT
Implementation
Big
Bang
Approach

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Approach to Global Design
TechM suggests developing a Global Common Design, wherein group level parameters would be configured and form
the basis for rollout to other geographies. The Global Common Design provides for building the Standard processes
common across Genpact businesses , Key master data elements like Chart of Accounts, Item Master, Organization
Structure, Positions & Job structure, Grade structure, Asset Structure and classifications etc.,
Strateg
y and
Vision.
1
3.
Requirement
s and
Analysis.
5.
Solutio
n
Design
Gap Analysis.
7
Global
Template
Design
Key Benefits
 Business strategies broken down to business capabilities in order to
meet the strategic goals will be used as inputs for the process
optimization and standardization. Genpact will reap the benefit of
aligning business processes to its growth vision
 Inherent inefficiencies due to multiple businesses, locations and
differing processes will be eliminated. Best practices can also be
easily identified and implemented.
 Standard best practices based on our Oracle product experience
and HRMS and Payroll domain experience with other large
companies will be considered while designing the final processes.
 BP80 and MD50 prepared for the GROUP will be taken as major
Input to design the Global Template..
 This phase will also help in identifying the processes which have to
be still retained and unique to CMIT and BPM, which would be
rolled-out in a phased manner.
 To minimize site specific customizations and variations from Global
Template as much as possible.
 To design data conversion and extraction scripts so that one “size
fits all”.

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Alternative Approaches

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Approach for Global Implementations - Alternatives
Big Bang: The Solution is
implemented across
countries/Business Lines
at one go.
Phase Wise: The Global
Solution is implemented in a
phased manner in different
Geographies/Business
Lines
Pros Cons
 Implemented in a smaller time
frame
• Complex Program management
as team size and geographical
spread are huge
 Consolidated reports from day1
one
 Complex testing and change
management
 Lower cost of maintenance in
the interim period.
 Localization details may get
missed out as focus is on
Global implantation.
Pros Cons
 less risky as the scale of
implementation is smaller
• Time taken to implement in
phased manner will be more
 Program mgmt, change mgmt
is easier
 need to build interfaces
between new R12 instance and
old 11i for the interim period
 Learnings from each phase can
be used in subsequent phase
.

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Our Recommendation – Hybrid Approach
Approaches – ERP implementation for Genpact
Big Bang Approach
 Technical Upgrade of Payroll Instance
 Technical Upgrade of HRMS Instance
 CMIT Implementation Globally
Phased Approach
 Template design for BPM and CMIT
 Phased roll-out based on geographies for BPM
We recommend a hybrid approach for different phases of the project. Phased Approach is
recommended where complexity and scale are high in terms of business processes, Oracle footprint
and geographical spread.
Since BPM reimplementation involves complex P2P, O2C, H2R and R2R processes, we propose
phased implementation for BPM. This approach has following advantages:
• Minimize risk
• Better Change management
• Learning’s from first rollout can be applied to subsequent rollouts

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Key Success Factors
Robust & Unified Global Business Process Template for BPM and CMIT for O2C,
P2P, H2R and R2R processes. The template should be able to incorporate all
variations in business process
Business participation in requirements validation and UAT.
Avoiding scope creep and sticking to out of box functionalities as much as possible
Cleansed data for migration
PMO to have representation from all stake holders
Change management and Communication
User training, especially regarding new unified process and R12 changes
Using IP Based solution / tools – Upgrade xPre ss, Delivery Accelerators

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Project Plan

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Project Plan
Key Highlights of the Project Plan are as follows:
 Overall Project Schedule - 21 calendar months.
 Technical upgrade of Payroll and HRMS in parallel - 6 calendar months.
 The blue print phase will start in parallel to the UAT preparation phase of technical upgrade. Since we believe that users
for CMIT and BPM across process of Finance, Procurement and Projects are different.
 The blue print phase is scheduled to be completed within a time frame of 6 calendar months, where the common
design and build is frozen.
 The roll-out of BPM for Asia-Pac and Europe will have an overlap of 2-3 months between each wave.
 Implementation of CMIT will start in parallel to the roll-out of BPM Europe, and scheduled to take around 6 calendar
months.
Following is an indicative road-map for technical upgrade, re-implementation of BPM and CMIT on R12.

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Resource Ramp Up
0
10
20
30
40
50
60
70
80
M1 M2 M3 M4 M5 M6 M7 M8 M9 M10 M11 M12 M13 M14 M15 M16 M17 M18 M19 M20 M21
No.
of
Resources
Genpact Oracle ERP Implementation Ramp Up and Down
HRMS
Payroll
BPM
CMIT

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HRMS Upgrade Plan
1. After 1st Iteration
2. Vanilla R12 functionality testing
3. Testing of non-impacted customizations
4. Listing of Impacted customizations
1. After 2nd Iteration
2. Testing of existing functionalities, integrations and
interfaces.
3. Check for the forward-fits done for the impacted
customizations
CRP - 1 SIT

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Payroll Upgrade Plan
1. After 1st Iteration
2. Vanilla R12 functionality testing
3. Testing of non-impacted customizations
4. Listing of Impacted customizations
1. After 2nd Iteration
2. Testing of existing functionalities, integrations and
interfaces.
3. Check for the forward-fits done for the impacted
customizations
CRP - 1 SIT

Upgrade using R12 Accelerators
• Tool will gather all information on Application environment
such as module installed, versions, tools in use,
customizations, business processes etc.
Environment Snapshot Tool
• For the various customizations identified, this tool would
assess the impact of the architectural changes in R12 and
provide a report on the customizations that would be
impacted on account of migration to R12
Impact Analysis Tool
• This tool will programmatically update the code of custom
components for changes in table architecture from 11i to
R12. Such automation will ensure all DB Objects migration
into R12. 50-60% of what total custom component gets
migrated by the tool.
Customization Upgrade
Fitment Tool
• Data Reconciler will be used to record the count of select
records like Purchase orders, Sales orders, number of items
etc.
• This will be used during the transition to production phase
and also during the iterations to match the transaction counts
pre and post upgrade.
Oracle E-Biz Data Reconciler
• This tool will help in download of the existing responsibilities,
and uploading them back after the changes are done.
'User Responsibilities'
Upgrade Tool
• This tool will be used to migrate customizations from one
instance to another.
Customization Migration
Tool
Upgrade
Assessment
Custom
Component
Migration
and
Data
Migration
Reconciliation

Upgrade using R12 Accelerators
• 11i to R12 Functional Changes Listing – Module-wise listing of
functionality changes and new features induced
• 11i to R12 Technical Changes Listing - Changes to Concurrent
Programs, APIs, Changes to Forms & Reports, Changes to Tables &
Columns
R12 Changes Listing
• Delta changes content between 11i and Release 12 for existing 11i
Users
• R12 Training content for first time R12 users
R12 Training Content
• Reusable Test Scripts for vanilla functionality for R12
• Custom test script would be developed for testing customization.
Appreciate Cbeyond to provide custom use test case scenarios.
R12 Test Scripts
• This tool will help in download of the existing responsibilities, and
uploading them back after the changes are done.
Project Delivery Templates
• Tips, Techniques and guides to our consultants for handling changes in
the functionality and base architecture
Standards & Guidelines

Key Differentiator – using Upgrade xPress Tool
Factors Traditional Approach Approach using Upgrade xPress
Pre Upgrade Assessment Manual Automated
Manual Intervention Frequent Minimal
Business SME High Efforts Minimal Efforts
Upgrade Period Extended Minimal
Testing Scripts Manual Automated
Impact of Changed Processes Unknown Definitive
Risk Index Very High Low

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Key Assumptions – Payroll and HRMS Upgrade
 Business scenarios and test cases will be identified and ready before the start of the upgrade
project.
 During HR Technical Upgrade, it is expected Genpact SME will do all localizations related testing
and TechM will provide all required assistance.
 HR Upgrade will be a pure Technical Upgrade, any Process enhancements post Upgrade, will be
taken up as Change request subject to commercials.
 TechM will ensure standard test scripts execution and any business specific Test scripts need to be
provided by Genpact for execution.
 TechM will consider Customizations on HR instance as per the number given in RFP which is
around 40 and new report would be 103 in numbers. Any further report and CEMLI require to
develop will be taken through Change request subject to new commercials.
 All training (delta feature of R12) will be provided from Genpact Gurgaon office and the language
would be English.
 Trainings will be provided in Class and through webinar over internet to various locations across
the Globe.
 All training materials will be provided in MSWord and PPT format and the language would be in
English.

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Global Template Design Plan
5 Months of Template Build, including customizations

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America’s Roll-Out
3 Months Roll-Out for Americas

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APAC Roll-Out
4 Months Roll-Out for APAC

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EMEA Roll-Out
4 Months Roll-Out for EMEA

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CMIT Implementation
6 Months Timeframe for CMIT re-implementation on R12.

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Key Assumptions – BPM and CMIT Roll Out
 It is expected to have BP80 and MD50 ready both for BPM and CMIT Business processes as an
input to TechM. TechM will prepare and configure the Global Template for rolling out in different
countries based on the BP80. However, as a process TechM will ensure the BP80 validation.
 It is expected, both BPM and CMIT Business process mapping will have a straight fit to r12
solutions and CEMLI exist in 11i instance need to be removed in R12 instance by offering the
standard features of r12.
 However, as per the RFP, there would be few new CEMLI which needs to be configured – Such
CEMLIs are 80 in numbers from various processes like P2P, O2C etc.
 There would be a need of Reports development around 419 in numbers which is considered.
 All training (delta feature of R12) will be provided from Genpact Guregaon office and the language
would be English.
 Trainings will be provided in Class and through webinar over internet to various locations across
the Globe.
 All training materials will be provided in MSWord and PPT format and the language would be in
English.

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Other Assumptions
 TechM consider BPM and CMIT Business processes to be a standard fit into Oracle ERP keeping in mind the best
practices to follow and hence CEMLI scope to keep minimum. The effort has been estimated keeping in mind only
655 Number of CEMLI component to deliver in target R12 instance. Any CEMLI required will be taken and accepted
as a part of Change Management process.
 For all the current CEMLI to be retrofitted to R12 (both for HR Upgrade and Payroll Upgrade) should have MD50
and MD70 available to TechM Consultants for review and understand the components.
 Requirement gathering (BRD), Fit Gap, Future State Business Process (BP-080) and Functional Design
(MD050)has been done by Genpact and list of customizations is available, which are signed-off by business.
However, Tech Mahindra consultants will validate them before starting configuration and build in the Blue Print
Phase. Tech Mahindra project team will start the project from the site once Genpact confirms availability of the
configured hardware with operating system installed and the LAN connectivity is established.
 Tech Mahindra team will conduct process validation phase for the signed-off future process documents (BP80) for
re-confirmation, before proceeding with the build. A similar exercise will be done for Functional design documents
(MD50’s).
 Any new functionalities and customizations, which are not covered in the scope and are identified during the
requirement analysis and solution design phase will be estimated in terms of technical feasibility, time and cost and
taken up as a separate engagement on a mutually agreeable terms through a change request, for additional cost,
effort and schedule..

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Other Assumptions contd..
 We assume that Tech Mahindra consultants or leadership team, does not require to travel to any location outside GURGAON
(India), for any of the projects (Upgrade, Re-Implementation) during the life cycle of the project.
 In the entire engagement, a dedicated core team of Genpact will help Tech Mahindra Consultants in ensuring smooth
deployment of the application by providing all necessary clarifications in business processes and configurations.
 Genpact will ensure the availability of Oracle Applications instances (demo, development, test and production) to the
consulting team. Tech Mahindra DBA will be performing the initial installation and train the Genpact’s DBA on the installation
procedure. The instances are required for HRMS Upgrade, Payroll Upgrade, and during CMIT Re-Implementation and BPM
Re-Implementation.
 The implementation process will adopt a ‘Train the Trainer’ approach whereby the Key Users team will be fully trained on the
application as part of the implementation. This key user team will then be responsible for the End User Training as well as
User Training during Rollouts if any. The training will be given from Noida through classroom and if required can be organized
through webinar. Genpact Key users may logged into the webinars to participate the training classes. The language for the
training will be English.
 We have assumed there will be only manual testing and not budgeted for test scripts generation.
 Genpact should provide VPN setup and connectivity so that the Tech Mahindra development team can connect to the
environments remotely from one of Tech Mahindra’s offices in India for development and testing activity.
 We assume that Global template is a unified one for both BPM and CMIT and has been signed off. The Global Template will
be maintained by Genpact after the implementation.

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Other Assumptions
 All project documentation will be in the language of English.
 The testing of localization will be done by respective users/teams of that country. Tech Mahindra has considered
this as out of scope.
 The project team of Tech Mahindra does not have to travel outside GURGAON, India for any part of the project
duration, during the complete program. It is assumed that a key user representation will be available during
analysis, design, training and testing workshops for each of the project stream of HRMS Upgrade, Payroll
Upgrade, CMIT Re-Implementation and BPM Re-Implementation.
 We have taken approximately 4 temporary interfaces for the estimation purpose between E-Business 11i and
R12 during the phase-wise rollout to support the data exchange between legacy ERP and the new ERP. Any
change in phases, would require reconsidering the number of temporary interfaces.
 All the Third Party Interfaces will be build on R12 along with the rollout plan.
 Genpact doesn’t have any existing SOA / BPM Interfaces with Third Party Applications listed which would require
an upgrade
 Any remote training to different parts of the world to the Key Users will be provided through Webinar. Genpact
will provide/assist with appropriate interpreter to conduct training classes in various countries. If Tech M
consultants need to travel, the travel cost will be borne by Genpact at actual.
 All Training material will be provided in MSWORD, PDF file and the language would be in English.

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Out of Scope
 Functional Upgrade and implementation of new features during HRMS & Payroll upgrade.
 Re-Implementation of any HR or Payroll process during technical upgrade to R12.
 New Configurations or modifications to configurations on Payroll or HRMS instance, during technical upgrade. (Other than those impacted by R12
upgrade)
 Consolidation of Business Groups, or re-implementation of new business groups in Payroll or HRMS instance.
 Data extraction or data migration during technical upgrade of Payroll and HRMS instances.
 Retro-Fit of BPM or CMIT customizations in 11.5.10 to R12. (Only new customizations of 130 and 522 reports are considered in scope.)
 Any new development of customizations beyond 522 reports and 130 customizations listed in scope section of this document.
 Enabling of MLS for any Non-English language.
 Localization testing, for current localizations (This had to be done by GENPACT team)
 Data validation of Non-English language data, after data migration into R12. (This has to be done by GENPACT team, and provide sign-off)
 Data Clean-up & Reconciliation
 Historical data migration
 Tool based testing for systems integration testing, acceptance testing and performance testing.
 Training content development using UPK.
 End-user Training
 Delivery of project documentation including training user manuals other than English.
 Data Archival and data purging in 11i instance of BPM and CMIT instances. (This has to be scoped separately)
 Modification to any of the current customizations during upgrade, other than those required to be retro-fit to R12.
 BI & Reporting
 Travel by Tech Mahindra team to any locations of Genpact during the implementation life cycle.
 Procurement and installation of any hardware or software (other than installation the R12 patches)

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Expectations from Genpact
Role Role Description Number Required from when
Program Manager
 Person with over 20 years of experience.
 Experience in managing complex assignments
and Good understanding of Genpact’s business
& Systems
 Understanding of ERP implementation
1
Before the commencement of
engagement
Financials, Projects and
Supply Chain super users
 Person with 8-10 years of experience in
respective functions.
 Extensively exposed to domain and reasonable
experience on Oracle 11i.
6-8 or as
adequate.
the engagement
1 – 2 months into the project
Developer/Technical
consultant(s)
 Person with 6-8 years of development
experience.
 Knowledgeable in Oracle tools
4-6
As soon as the engagement is
commenced
Apps DBA  Person with 5-6 years of DBA experience. 1 or 2
engagement
Genpact shall provide the following resources, Hardware, Software and Personnel to assist Tech Mahindra to
complete the project.
TechM expects Genpact to have a dedicated team to implement this system across the organization. The table below
indicates the typical profiles for each of the business entities of Genpact

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Data Migration

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Data Migration Strategy
Data Sets

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Data Migration Contd..
Data Migration Activity mapped to different phases of the project
Process
Analysis and
Standardization
Template
Design (CRP)
SIT
UAT
Roll-Out
•Data entities in 11i,
legacy for migration
to R12
•As per process
standardization
Identify
(Genpact)
Iterations
• Load Data into Staging
Table
• Run script and validate
with Business
• Sign-Off
• Iterative migration to Dev,
SIT, UAT
Sign-off in UAT
• Migrate to Prod
• Extract, data ,message, correct
• Eliminate data duplication,
redundancy
• Map to template Verify
Cleanse
(Genpac
t)
Validate
(Genpa
ct /
TechM)
Migrate
(TechM /
Genpact
)

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Data Migration – Responsibility Matrix
SL
#
Roles / Activities
Responsibility
(P-Primary, S-Secondary)
Genpact TechM
1 Deciding what data needs to be migrated to Oracle P P
2 Study the existing Data– systems and in manual records S P
3 Preparing data collection templates P
4 Extracting data from Oracle systems S P
5 Cleansing the Data P S
6 Providing the Data as per the format P S
7 Data mapping S P
8 Developing and testing conversion programs P
9 Upload the data to UAT and production instances P
10 Entering data manually where data is not available in electronic form P
11 Verify and accept data conversion P S

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Implementation Methodology and Support

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Implementation Methodology
Tech Mahindra follows SIMPLE methodology
for implementing all the Projects.
 The methodology is a simple, structured,
flexible and scalable approach suggested
for fast and high quality successful
implementations.
 SIMPLE facilitates quicker and more
efficient business system implementations
by selecting and focusing on required tasks
in the project plan, reducing the
implementation timeframe and ensuring
consistent quality standards in every phase
of the implementation.

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Key Deliverables
Phases Deliverables
Project Initiation
 Project Charter
 MPP
Enterprise Design requirement &
analysis
 Current operating structure
 Future Financial and Operating Structure
Solution Design/ Blue Print
 BP.080. Future process model
 BR.010. High-Level Gap Analysis
 RD.060. Audit and Control Requirements
 RD.080. Master Report Tracking List
 BR.100. Application Setup Documents (First Cut)
 Cv.010. Data Conversion Requirements and
 Strategy
 PM.010. Transition Strategy (First Cut)
 TE.010. Testing Requirements and Strategy
 CV.040. Conversion Data Mapping (First Cut for Extraction)
 CV.060. Conversion Program Design (First Cut for Extraction)

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Key Deliverables
Phases Deliverables
Build and Prototype
 Acceptance Criteria
 MD.050. Application Extensions Functional
 Design
 MD.070. Application Extensions Technical
 Design
 CV.040. Conversion Data Mapping (Extraction and Upload)
 CV.060. Conversion Program Design (Extraction and Upload)
 TE.020. Unit Test Script
 TE.040. System Test Script
 TE.050. Systems Integration Test
 Script
 BR.100. Application Setup Documents (For CRP, SIT, UAT and Production)
System Integration Testing
 Accepted SIT Test Logs and Test results for TE.050. Systems Integration Test
Script
User Acceptance Testing
 PM.010. Transition Strategy
 PM.020. Production Support Infrastructure
 BR.100. Application Setup Documents
 BP.080. Future Process Model
 Training Material
Production Support
 System Hand-Over Report
 Project Closure Certificate

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Warranty and Support
Following support will be provided post GO-LIVE
 HRMS Upgrade Project – 1 months of support from the date of cut-over and acceptance in production.
 Payroll Upgrade Project – 2 months of support from the date of cut-over and acceptance in production.
 BPM Re-Implementation and Roll-Out – Continuous Support per Wave (Americas, APAC and Europe)
 CMIT Re-Implementation – will be covered in 12 months AMS
 TechM will provide L2 and L3 Support
 Coverage – 8X5 (To be finalized in discussion with Genpact)
 However during CMIT and BPM Roll out both HR and Payroll Instance will be supported by TechM

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Project Management

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Project Governance
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• Executive Sponsor
• Functional Executives (CXO)
• Program Director
Genpact TechM
• Delivery Head
• Practice Head
• Relationship Manager
STRATEGIC GOVERNANCE
Meeting : Monthly/Quarterly
• Relationship Oversight
• Strategic Planning
• Major Issue Resolution
• Major Risk Containment
• Other Party Relations
• Approve Cont. Improvement plan
• Process Owners / Champions
• Program Director
• Relationship Manager
• Program Manager
• Project Manager
PROGRAM GOVERNANCE
Meeting : Bi-Weekly
• Program Oversight
• Relationship management
• Continuous Improvement planning
• Change Management
• Commercial Management
• Demand forecast and planning
• Issues Resolution/escalation
• Risks Mitigation/escalation
• Scope Management
• Project Manager
• Team Leaders
• Process Champions
• Project Manager
• Leads from Functional and
Technical Tracks
OPERATIONAL MANAGEMENT
Meeting : Weekly
• Service Quality
• Project Planning & Execution
• Status Reporting
• KPI Reporting/Monitoring
• Issues resolution/escalation
Supported By -- TechM Oracle CoE team, Quality Assurance Team

47
Team Structure
 TechM proposes a strong team with a mix of technical, functional and organizational knowledge to carry out the
engagement in a predictable manner
 Proposed team has proven Oracle R12 experience in process design and analysis, data and process mapping,
solution designing and upgrade/implementation of complex Oracle R12 applications for global firms
Genpact Oracle ERP Implementation Team
PM – Payroll
Upgrade Track
PM – HRMS
Upgrade Track
PM – BPM Rollout
Track
PM – CMIT Impl
Track
Financial
Consultant
HRMS/Payroll
Consultant
SCM Consultant Track Leads
Data Migration
Consultants
Apps DBA
Technical
Consultant
Program Management

48
Change Management
Scope Control from both sides is the Key to Project Success

49
Communication Model
Communication Plan
Review meetings (and associated information sharing) across the Genpact and
TechM teams. A record of all communications and action items will be maintained
and action items tracked to closure.
Review/Meeting
Freq. of
Communication
Key Members
Project Steering
Committee Meeting
Monthly Once
• PM TechM & Genpact
• Executive – TechM & Genpact
Change Management
Meeting
On Need Basis
• Change management committee
members
Project Status Review
Meeting
Weekly • TechM & Genpact Project team
Project Initiation
Workshop
Project Start
• TechM & Genpact project team
• Executive – TechM & Genpact
Phase Exit Reviews
Completion of every
phase
• SMEs – TechM & Genpact as required
Oracle SR meeting As required
• SMEs – TechM & Genpact as required
Need based Reviews As required
• As required
• Project Status Report
• Issue Log
• Change management
Log
• Product Issue log
• Risk Register
• Weekly Project
Calendar Indicating
meetings
• Monthly Calendar for
key events and
meetings
TechM
Onsite
TechM
Offshore
TechM Genpact

50
Risk Management
All Project risks will be identified and captured with their impact and mitigation strategy in Tech
Mahindra Risk Log. The Risk Management process is shown in the flowchart below.

51
Risk Description Risk Impact Mitigation Strategy
Retro-fit of customizations
for BPM and CMIT
Schedule, Effort and Cost  Best Practice to follow and an approach to use standard functionality.
New customizations
beyond 522 reports and
130 customizations
Schedule, Effort and Cost
 Any additional customizations beyond 522 reports and 130
customizations, has to be taken up as a change request, with cost,
effort and new schedule.
Aggressive Implementation
Plan
Project Failure, Not yield
stated business results
 TechM recommends a phased implementation approach based on
process maturity and change readiness of the organization. Upfront
into the engagement, Tech Mahindra has suggested a maturity and
change readiness assessments to be done. This will be the key input
for evolving the implementation strategy.
Organization not ready to
Embrace the change
New processes and System
implementation not sustainable
and non-acceptance of the
users
 Create Internal champions of change, Well-crafted communication
change management plan considering all aspects of behavioral
change. Tech Mahindra’s Organizational Change Strategy has been
incorporated into our approach
Schedule overrun
Schedule risk due to unrealistic
estimates; Non-adherence by
project team/user
 An agreed and valid estimation process in place; Non-adherence to be
monitored
Scope Creep Increase in Scope
 This will impact resources, timelines and effort; Proposed changes to
scope will go through scope control and needs approval of both Tech
Mahindra and Genpact Project/Program management team before
inclusion.
Impact on ongoing &
dependent projects
Impact on regional rollouts
because of dependent project
rollouts
 Code freeze strategy to be in place. Genpact team to provide
requisite support for identification, coordination and handling these
 Plan strategies for dependent projects and align with upgrade
 Focus on early impact identification and resolution procedures
 Plan for additional testing effort and time
Key Risks and Mitigation Strategies

52
Escalation Mechanism
The escalation path between Tech Mahindra and Genpact will be as per the 3-tier diagram shown below. The Tech
Mahindra team will be responsible for facilitating the preparation and maintenance of the escalation process (as part of the
overall communication).
Broadly, escalation process will function as follows:
 Rule based escalation to the next higher level, based on impact of the issue, and the timeframe pending resolution at
that level
 Escalation to next level based on request from that level

53
Training Strategy
TrainingStrategy
& Plan
•Training Audience
•Training Duration
•Training Mode&
Location
Logistics &
Infrastructure
•Infrastructure
•Training Handouts
•Manuals
•Practice Cases
ConductTraining
•Classroom
•Webinar
•Self-paced
Review &
Feedback
•Assessments
•Review
•Feedback
Validation,Review&Feedback
Phase End User Adoption
Build
 Validating the test scenarios and test cases
 Involvement in sneak previews of the application under build.
 Validating the training materials.
User Acceptance
testing
 Users will get to test the configured application as per Genpact business requirements.
 TechM team will hand-hold the users to make their testing process easy.
 TechM encourages users to do free lance testing.
Deployment
 Key Users (trainers) will be trained based on their roles
 Genpact Key Users training the end users will be a very good strategy to enhance the user adoption.
Planned Trainings
Various Modes of Training
Product Training Content
Solution Training Content

54
Training Approach
Type of Training Training Mode
Targeted
Audience
Duration Responsibility Remarks
Overall Solution Overview Classroom/ Webinar
Key Users /
SME
10 Days
TechM /
Genpact
Extended team of Key
Users & SMEs as part
of User Acceptance
Testing Preparation
Role based Detailed
Training
Classroom/Webinar
Key
Users/End
Users
15 days TechM/ Genpact
Part of Key & End User
Training
Refresher Training
Walk the Floor & Hand-
outs
Key Users /
End Users
Need
based
TechM /
Genpact
Before Start of UAT
Issue Based Training
Walk the Floor & Hand-
holding, Hand-outs
Key Users /
End Users
Need
Based
TechM
Post
Production Support
New Solution Orientation Classroom/ Webinar
Training
Documentation updates
On the Job Training,
Hand Holding
IT Support
Team
Need
based
during the
support
period
TechM
Post
Production Support
Known Issues/FAQs
Shadow Support

55
Tools & Templates

56
Process detail capture Template – This is utilized for capturing process data such as activities,
actor, pain points, dependencies, desired outcomes, KPI’s, process description etc
Department / Function
KPI's
Sl.Number Actor Painpoints Dependencies
1
2
3
4
5
6
Organization: Aviat Networks
Processdescription:
ProcessName:
Desiredoutcome:
PainPoint Rationalization(3-6 majorpainpoints)
Activity
Sample Template for capturing Process Data
Tools and Templates

57
Templates used for prioritization, impact analysis and transition plan is given below for
reference.
Sample Templates: Prioritization, Impact analysis and Transition plan
Tools and Templates

58
Solution Accelerators used for Oracle ERP rollout:
Using our 16+ years of experience in enterprise applications, our Oracle practice started the transformation of
delivery from conventional to value added solutions. As a part of this journey, the Oracle team has built the
DeliveryXpress framework which accelerates the delivery with unstinted quality and productivity for our clients.
Accelerator Category Benefit
Data Conversion Accelerators
o Ready-made data conversion scripts, which will need to be slightly modified for Genpact
o Automates End to End Data Migration
o Improves the Productivity and Quality
o Reusable for multiple test cycles
o Reduction in setup time
o Eliminates the need of Data Loader
Technology Accelerators
o Reduces the developer technical efforts and maintenance cost of code
o Eliminates usage of tools like Kintana for objects movement.
o Improves the Productivity and Quality
o Results in delivery excellence
Service Delivery Accelerators
o Error free object creations
o Reusable for multiple instances
o Automation of Roll Outs
o Results in Delivery Excellence
Quality and Testing Accelerators
o Set-Up Docs and Test Cases, Which can be reused
o Check lists at various phases of the project to assess the health of the Progress at Each
Phase for quality purposes
Tools and Templates

59
Project Experience

60
Proven Experience in building credible Oracle ERP platform
for Global Firms
Client Scope Modules
UN / Global Upgrade from 11i to R12
 Application Upgrade to R12 along with database upgrade
 New custom applications migration to Oracle platform such as Travel & Strategic
Management etc
 New features implementation – Ledger Sets, SLA, TCA, MOAC to enable access
control.
 DB size = 2 TB, Number of CEMLIS >3000 (Medium to complex)
 Data Migration
 OATM Compliant
Cisco, US
Multiple Instances
consolidation to R12
Upgrade / Migrate Cisco
customisations to R12
 Implementation of iProcurement and iExpense
 Upgrade Cisco Customizations (Complex) for Financial modules (Payables,
Purchasing, Oracle Assets, General Ledger, Cash Management, iProcurement and
iExpense) to R12
 Data Migration
Dubai Silicon
Oasis Authority,
Middle East
Upgrade from 11i to R12
SOA integration
 Modules: Finance, HR, Payroll, Purchasing, Inventory, Telesales, Tele-Service,
Service Contract, Marketing, CRM Foundation, Project Costing and Management,
Property Manager, i-Recruitment and Enterprise Asset Management
 Data Migration
 Oracle BPEL, SOA Suite, Oracle Identity Manager, Single Sign On, Web center,
Oracle Portal and Access Manager
Old Mutual trust,
South Africa
 Upgrade of Oracle Applications version for HCM modules from 11.5.10.2 to 12.1.3 for
ZA Operations (17,500 employees)
 Modification of 500 odd existing customizations to make it read and work with the
new release of applications.
 Roll-out of HCM modules – HR, SSHR, Payroll, Learning Management, Advanced
Benefits, Compensation Workbench and iRecruitment modules for Namibia
operations (700 odd employees)
 Build of new processes and customizations in HR, SSHR & Payroll areas for both ZA
& Namibia Operations.

61
Proven Experience in building credible Oracle ERP platform
for Global Firms
Client Scope Modules
Srilanka
Airlines, Asia
 Upgrade of Oracle Applications from 11.0.3 to R12.0.4 Modules: GL, AP, AR,
Cash Management, Fixed Assets, Inventory and Purchasing.
 Integration with Bolt-on Applications – various third Party tools ( Aura, Payroll,
Comet, Rapid etc)
 Transaction Level MRC Implementation to meet FASB 52 & Currency
Exposure Reporting Requirements.
Qatar Steel,
Middle East
 The solution footprint encompasses Financials, Distribution, HR and
Manufacturing
 Upgrade from 11.5.10.2 to 12.0.6 version
 Upgrade of Discoverer
 Implementation services to implement Oracle Sourcing, Performance
Management System
 Conversion of D2K reports to XML reports.
 Database upgrade from version 9 to 10g.
PT Badak LNG,
Asia
 End to End process streamlining
across Finance, SCM, Asset
Management, HR & Payroll
processes in R12
 Address complex local statutory
requirements , mainly payroll.
 Integrations with multiple systems,
Hyperion, Travel system, HIS,
Security systems
 Oracle Applications R12
 Financials, SCM Module, Projects, EAM
 PeopleSoft 9.1
 HRMS, SS HR, ELMS, Performance, Payroll, OTL
 Oracle Web Logic Suite
 SOA, IDM
 Oracle BI – OBIA Finance, Procurement, Supply chain
Savola, Middle
East
 Upgrade of Oracle Applications from 11.5.10 to R12.0.6
 Modules: Financials, HRMS, SCM and Mfg tracks :
 Financials: GL, AP, AR, FA, CM, Property Manager
 HRMS: Core HR, Payroll, SSHR
 Distribution: Inventory, Purchasing ,OM
 Migration of complex customizations

62
R12 Upgrade for Old Mutual
CUSTOMER OVERVIEW: Old Mutual is a global financial services company with its primary listing on the London Stock
Exchange. This Fortune 500 company has an operational footprint that spans all 7 continents. Old Mutual has 18,000 odd
employees globally.
Business scenario
 Upgrade to the latest version of
Oracle release 12.1.3 and take
advantage of all the new features
offered.
 Upgrade to 12.1.3 and integrate
with the Oracle Financials
system.
 Roll-out some of the new
features of release 12.1.3 to
employees and Managers, and
take benefit of the product
functionality with out any
customizations.
 Segregate data by Legislation
and operations, by rolling out to
new countries without much pain
and efforts.
Our solution
• Organization re-design by making it more
scalable for Old Mutual Operations and
expansion plans.
• Upgrade of Oracle Applications version for
HCM modules from 11.5.10.2 to 12.1.3 for
ZA Operations (17,500 employees)
• Modification of 500 odd existing
customizations to make it read and work
with the new release of applications.
• Roll-out of HCM modules – HR, SSHR,
Payroll, Learning Management, Advanced
Benefits, Compensation Workbench and
iRecruitment modules for Namibia
operations (700 odd employees)
• Build of new processes and customizations
in HR, SSHR & Payroll areas for both ZA &
Namibia Operations.
Value delivered
• Customer on latest
release/technology and easily
scalable to next version of Oracle.
• Get seamless support from the
product vendor – Oracle.
• Improved user interface and easy
access to data.
• Use of new features offered by
latest release across modules.
• Avoiding of role and data
redundancy in operations.
• Doing away with customizations,
which are now standard features
with latest release.
• Reduce the manual intervention of
Service Center
• Reduction of cost, time and effort

63
R12 Upgrade for CISCO
CUSTOMER OVERVIEW: Cisco Systems, Inc. is an American multinational Corporation that designs and sells consumer
electronics, networking and communications technology and services. Headquartered in San Jose, California, Cisco has more than
65,000 employees and annual revenue of US $ 36.11 billion as of 2009.
Business scenario
 Cisco has taken up migration
and instance merge of Oracle
eBiz suite for P2R Applications
with a view to improve
enterprise-wide productivity,
strengthen internal business
controls and to lower total cost
of system ownership
 Identify opportunities to
streamline and standardize
business processes globally by
leveraging the consolidated
R12 instance and out of box
R12 features
Our solution
• Consolidation of all PROD DBs into
One
• Merger of all entities except US into
new R12 apps environment
• Implementation of iProc and
iExpenses
• Retire Legacy applications: Ariba
and Metro
• Upgradation of all Cisco
Customizations for Financial
modules to R12
• Finance modules: Payables,
Purchasing, Oracle Assets, General
Ledger, Cash Management,
iProcurement and iExpenses
Value delivered
• Alignment of common processes and
tools to support shared services and the
enterprise expansion into emerging
markets
• Additional functional enhancements
• Stronger internal business controls;
reduced risk
• Global standardized processes in
procurement and finance to enable
consistent enforcement of key controls
(SOX)
• Risk reduction by retiring unsupported
applications (Ariba and Metro)
• Lower total cost of system ownership
through retirement of reports,
customizations, bolt on applications, and
ERP instance reduction

64
R12 Upgrade for Srilankan Airlines
CUSTOMER OVERVIEW: National airline of Sri Lanka and known for its technological savy.The airline has operations in
28 countries and employee base of over 5000 people and known as the best service provider in Asia, linking East and
West.
Business scenario
 To achieve higher efficiency in
transaction an analytical
processing
 To provide better accessibility to
the users through web based
architecture
 Manage the Supplier and
Traders more effectively
 Develop and Upgrade an
integrated IT solution to R12
 Achieve efficiency in processing
by adopting various new features
offered by the new version and
also to provide better
accessibility to the users through
its web based architecture.
Our solution
• Upgrade of Oracle Applications from 11.0.3 to
R12.0.4 Modules: GL, AP, AR, Cash Management,
Fixed Assets, Inventory and Purchasing
• Developed 115 Reports in a short span of time.
• Integration with Bolt-on Applications – FMS/WOLF
and various third Party tools ( Aura, Payroll, Comet,
Rapid etc)
• Sequential number generation setups were
developed, so that same number will be printed as
barcode and populated to FA module with custom
program.
• Performed additional setups required for e-biz Tax
and implemented Oracle payments.
• Transaction Level MRC Implementation to meet
FASB 52 & Currency Exposure Reporting
Requirements
• Developed Solution Templates for Global Rollou
Value delivered
• Simplification and
consolidation of ledger
data
• Efficient period closure
process
• Streamlined payment
processing by leveraging
Centralized Payments
module
• Enhanced Reporting
procedures/processes

65
End to End IT
Solutions
provider
Skill Transfer &
Local Skill Up
gradation
Partnership Approach
and Cultural
Compatibility -
Fosters long term
relationship
Domain and
Technical
expertise
Quality &
Flexibility in
engagement
The most value
conscious
service provider
in the industry
Value Proposition

66
Summary & Wrap Up
Strong Expertise in Oracle Upgrade, Implementation and complex
multi country rollout for Global clients
Extremely Robust Oracle Practice and Large Engagements in the
Oracle Space
Availability of Talent Pool and Readiness to provide qualified
resources to GENPACT ERP Implementation Project
Leadership Commitment, Competitive Pricing & Transformation to
Managed Services mode

67
Q&A

68
Disclaimer
Tech Mahindra Limited, herein referred to as TechM provide a wide array of presentations and reports, with the contributions of
various professionals. These presentations and reports are for informational purposes and private circulation only and do not
constitute an offer to buy or sell any securities mentioned therein. They do not purport to be a complete description of the markets
conditions or developments referred to in the material. While utmost care has been taken in preparing the above, we claim no
responsibility for their accuracy. We shall not be liable for any direct or indirect losses arising from the use thereof and the viewers are
requested to use the information contained herein at their own risk. These presentations and reports should not be reproduced, re-
circulated, published in any media, website or otherwise, in any form or manner, in part or as a whole, without the express consent in
writing of TechM or its subsidiaries. Any unauthorized use, disclosure or public dissemination of information contained herein is
prohibited. Unless specifically noted, TechM is not responsible for the content of these presentations and/or the opinions of the
presenters. Individual situations and local practices and standards may vary, so viewers and others utilizing information contained
within a presentation are free to adopt differing standards and approaches as they see fit. You may not repackage or sell the
presentation. Products and names mentioned in materials or presentations are the property of their respective owners and the
mention of them does not constitute an endorsement by TechM. Information contained in a presentation hosted or promoted by
TechM is provided “as is” without warranty of any kind, either expressed or implied, including any warranty of merchantability or
fitness for a particular purpose. TechM assumes no liability or responsibility for the contents of a presentation or the opinions
expressed by the presenters. All expressions of opinion are subject to change without notice.
Thank you
Visit us at www.techmahindra.com

69

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