Implementing Oracle Projects for Professional Services at NetApp

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

2. 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

3. 2007 2006 2005 2004 2003 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 • S&P 500, NASDAQ 100, Fortune1000

4. 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

5. 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

6. 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

7. 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

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

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

10. 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

11. 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 didn’t 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)

12. 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

13. 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

14. 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

15. 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

16. Oct Nov Dec Jan Feb Mar Apr May Jun Jul Sep Aug May Jun Project Timeline Q107 Q307 Q207 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 Support Project Management Business Readiness

17. 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!

18. 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

19. 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

20. 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

21. 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

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

23. Questions