Oracle Lifecycle

1. April 12-13, 2011 Lifecycle Services for Oracle Applications a.k.a. Oracle Lifecycle Global General Awareness Webcast

2. Contents

History of Application Lifecycle Services

Oracle Specific Offering for Application Lifecycle Services

NL Launch of Oracle Lifecycle

Other Application Lifecycle Services offerings in the portfolio

Zoom on Wide-Angle Application Rationalization Program (WARP) / Value Management

Zoom on Oracle Run & Host

Zoom on JDE Run & Host

Zoom on Menu Cards

Zoom on Subscription Based Pricing

Zoom on Upgrade offering

Oracles Application Management suite and how to leverage Oracle to grow opportunities

Marketing Assets to leverage

Sample customers and funnel opportunities

Links to more information

Who to Contact

Call to Action

3. History of Application Lifecycle Services 4. Capgemini launched ApplicationLifecycle Services

Aiming for a leadership position in the fast-growingapplication lifecycle segment

Creation of anew global Application Lifecycle Services capabilityto help clients manage theentire lifecycle of applications

Combination of application development and outsourcing capabilitiesto help clients revitalize IT as a source of business innovation and differentiation and be more competitive

Support15,000 specialistsacross the globe, including half of Capgemini 20,000 strong workforce in India (we now have 30K+ in India)

Train5,000 application consultants , engineers, architects and managers

Development of apowerful Application Lifecycle Service Frameworkresulting from hundreds of best practices,

Offer services inall major geographiesand forall mainstream technology platforms.

Global centralized governance, dedicated go-to-market teams

Partnership withmajor alliances

Launched December 2009 Building new city in the old city 5. The Oracle Specific Offering 6. Lifecycle Services for Oracle Applications

Challenges for the CIO:

Rationalization of the application landscape

Simultaneously enable new business demands

Building a new city in the old one

Innovate while reducing TCO

Facing Oracle Developments:

Oracle Product Strategy and Applications Portfolio

Timing and availability of Fusion Apps Components

Co-Existence, Upgrade and Migration Policy

Our proposition:

Shift focus from IT to business perspective

Commoditization of AD & AM

Provide a pro-active, sustainable relief from systems management burden

Provide guidance with future proof roadmapping

Added value:

Provide continuous, value driven, business and application improvement

Leverage Oracle Applications strengths to improve business value

Subscription based pricing to provide predictable TCO

7. Capgeminis Lifecycle Servicesfor Oracle Applications Synergy: the total is more than the sum of its parts Subscription pricing Moving CAPEX to OPEX with a monthly fixed rate over a (rolling) period of 3 to 5 years. Choose & Pick Menu CardMenu Card of Commoditized Business Functions supported by application components, pre-developed implementation and pre-determined costs, including affected KPIs. Your Fusion Applications Co-Existence Roadmap Oracles new, evolving Fusion Applications suite co-exists with current applications, e.g. E-Business Suite, PeopleSoft, Hyperion, JD Edwards and Siebel. The Roadmap can be complex: when to upgrade, how to migrate, how to integrate. Creates a clear business focused, continuously improving target architecture. Oracle-Sun Hosting Application to Disk Integration: consolidate on Oracle-Sun stack through Virtualization.Value Management Includes all components across the entire lifecycle focusedon value generation and cost reduction. To drive Continuous Business Improvement through a series of Value Workshops.Oracle Run Application Management, leveraging Oracle Enterprise Manager and our industrialisation models, covering technical and functional applications as well as database management. 8. Key Principles of Oracle Lifecycle

Full service (Cradle to cradle application management)

Proactive Relief

Continuous application improvement

Long-term commitment (5 year rolling contract): enduring relationship

Subscription rates: fixed monthly fees depending on complexity criteria

Shared risk: youre no longer on your own!

Opex instead capex >>operational lease instead of financial lease

Standardization (best practices only)

Best practice user operations and processes

Industrialized application development and maintenance with processes Capgemini tooling

Vanilla process enablement at vanilla pricing (applying predefined reusables)

Allows for exceptional solutions at exceptional prices (justifiably unique)

Business value driven (we wont do it if it doesnt make any sense)

9. NL Launch of Oracle Lifecycle 10. NL Launch of Oracle Lifecycle 11. Other Applications LifecycleServices Assets to Leverage 12. Other Application Lifecycle Offerings to Leverage 13. Zoom on WARP / Value Management 14. Are you Struggling with A Sprawled IT Landscape? 15. with many different destiniesto be determined Sustain Consolidate Extend / Enhance Migrate Re-platform Decommission Remediate Replace keeping the application fed and watered for the minimum effort and cost reducing duplication, reducing overheads and driving efficiency by consolidation of platforms improve integration and flexibility through service enablement translate to a new language or re-use the code in a modern environment mine the application for the essential rules and re-create in a modern language or package moving the application to a more modern hardware / operating system retiring the applicationin a controlled manner, preserving essential data re-factoring the application to a better structure to improve integration & flexibility 16. this can be kick-started by the Wide-angleApplication Rationalization Program (WARP 1).. 17. producing the 3 key deliverables that areneeded to launch any rationalization effort

WARP 1 takes a bold, hypothesis-driven approach, combining hard fact-finding with deep business insight and sensitivity to the change landscape

18. WARP APPS CoE Engagement Model Offering Name Engagement Delivery Model Duration Deliverables Application Inventory Analysis Delivered by Application Portfolio Analysts from offshore 1 Week 1. Landscape benchmarks study 2. High level recommendations on optimization opportunities based on data shared as part of RFP Application Portfolio Analysis (WARP0) Deliveredby Portfolio Strategy Analyst and Portfolio Tool experts from offshore (Without direct client involvement) 3-4 Weeks

Recommendations onindividual application destiny aligned to hypothesis

2. Benchmarking analysis, Heat-maps, Health scan charts

3. High level As Is technology and application landscape

APPS Engine of WARP1 Delivered by Portfolio Strategy Analyst from India CoE travelling to client location and the Portfolio Tool Expert working from offshore.6-8 Weeks 1. Detailed recommendations on application destiny aligned to business and IT strategy 2. Benchmarking analysis, Heat-maps 3. Transformation map & migration plan with impact analysis 4. Business-Case for select transformation recommendations Application Portfolio Strategy(Includes Enterprise Architecture) Delivered with two India CoE resources, an Enterprise Architect and a Portfolio Strategy Analyst travelling to client location and the Portfolio Tool Expert and additional portfolio strategy analysts working from offshore 10-12Weeks 1. Detailed recommendations on application destiny aligned to business and IT strategy 2. Benchmarking analysis, Heat-maps 3. As Is Landscape blue printing 4. Capability and Architecture Gap Assessment 5. To Be Enterprise Architecture 6. Transformation Map & migration plan with impact analysis 7. Business-Case for select transformation recommendations 19. Whatis the Value Management component

The Value Management component of Lifecycle for Oracle Applications is

A series of workshops over the full lifecycle of the lifecycle relationship

To discover and track benefit potential for the client

To identify opportunities for simplification, rationalization and innovation

To drive continuous Business Improvement

Shape, align and Realign the Oracle Roadmap in order to maximize value creation

Performed by a joint Capgemini/Client team

20. Whydoes Lifecycle for Oracle Applicationsinclude Value Management

The purpose of the Value Management workshop is to

Ensure value creation of the Lifecycle engagement for the client

Understand current external drivers and internal issues caused by them

Discover benefit areas and promising solution components (e.g. new relevant Menu Card Items) and improve existing menu catalogue components

Develop, share and document a deeper understanding of how the solution components create value, often by simplification, rationalization and innovation

Perform top-down quantification of the benefit areas

Decide on next steps to implement new solution components

Ensure that the client is in control of value creation throughout the lifecycle of the engagement

Help the client to select and prioritize menu items and other parts of the catalogue

21. Whois involved in theLifecycle Value Management engagement

A typical Value Management workshop team has the following players:

Capgemini

Value Management expert

Lifecycle for Oracle Applications expert

Client sector/industry expert

Client business and IT landscape expert

Account Manager

A Client team that can:

Report-out on benefits tracking

Identify drivers, issues and solutions

Perform top-down qualifications

Select and prioritize Menu Card items or other new components of Lifecycle

Decide on next steps

22. Continuous Business improvement

Create the fusion of the business value in relation with:

Business Model (core business and value proposition)

Process Model (optimization using Services and LEAN)

Information Model and services and data consolidation

Application Landscape

Business Analysis

Subject Matter Expertise (in depth process knowledge)

Information Analysis (Information gathering)

Services definition and recognition

Business Process Management (Apply leading practice BPM (Business Process Management) to match identified improvement areas to applicable Lifecycle Services)

Identify application solutions to meet Application Lifecycle improvements

23. Zoom on Oracle Run 24. Oracle Run & Host

Oracle Run & Host build by a core team from AO and IO.

Capgemini provides its own flexible cloud hosting platform optimized for Oracle products

Based on the SAP Run concept on technical and procedure aspects

We keep continuously improving the cloud platform and the offering in a true ALS fashion for all customers

Providing a lower TCO to customers

Providing a higher margin for Capgemini

25. Traditional Oracle Hosting Database &ApplicationOperatingsystem Storage Hardware System A System B System C System D Traditional customer landscape setup is commonly diverse, grown over time, difficult to monitor, costly and difficult to maintain, inflexible, and hard to transform to meet new business requirements. 26. Oracle Run & Host Cloud Solution Database &ApplicationOperatingsystem Storage cloud Hardware cloud System A System B Virtualization layer Shared Oracle Run & Host cloud solution is build to be; flexible, extremely stable, easy to maintain, easy to monitor, open, future ready, continuously improved, lower in costing. 27. Why Oracle Run

Menu card options results in customer pay-per-use costing

Options to reduce license costs towards Oracle

Reduce time (money) needed to setup new systems

Save the state of a machine and only pay storing costs

Options to reduce storage costing

28. In Conclusion

Helping your customer to plot a future roadmap on business and not on IT

Roadmap towards technology simplification and improvement by both Oracle and Capgemini

Options to provide customers quicker and more flexible hosting tuned for Oracle Applications

Hosting as a utility solution in a pay per use model

Helping your customer lower its TCO

Be able to offer a lower total price than our competitors

29. Zoom on JDE Run & Host 30. Service Model JDE Run & Host JDEFunctional ApplicationMaintenance JDE Technical Application& Dba MaintenanceComputer Processing&Networking Storage Backup Integrated Service Desk Integrated Monitoring Service Management JDE RunUtility Based Computing On Demand Request Utility & Subscription Charging JDE Application Management JDE Application Hosting Capacity on Demand JDE Run SAS70 31. JDE Run-Host Benefits

Business Benefits

Direct Access to JDE Competence Experienced and competent JDE support teams to think with you to best utilise the system for your business

Flexibility in IT costs Transfer from capital expenditures (capex) to operational expenditures (opex),

Growing and Shrinking with your business capacity needs Flexibility in quickly up and downscaling to support your business needs

Focus on supporting innovation in stead of supporting technologyrefresh.No more hardware refresh needed with much testing effort

Scalable JDE costs Transparent and predictable costs on a utility basis (pay-as-you-use )

Reduced TCO By using Itil and ASL processes, best practices, tools, shared resources shared Utilities, virtualisation delivered with Rightshoring. No more hardware refreshandmuch testing effort.

Strong Alliances Enabling innovations through Capgeminis eco system

IT benefits

Possibility to save IT costs with more than one third comparing to in-house operations

Using Standard (rchitectures

Single or dual datacentre setup

Virtualised setup, no hardware refresh needed

No infrastructure investments

All hardware owned by Capgemini

High Available, Scalable, Resilient, Reliable and Proven Service

24*7 controls

Industrial Approach and Compliant delivery (FDA, SAS70) Proven infrastructure and JDE operations

Temporary capacity for peak loads, one-off projects. e.g. new JDE software installations for upgrades or during implementation projects)

32. Zoom on Menu Cards 33. Current Menu Card Items

Oracle eBS R12 Finance:

Global Consolidation Financial Reporting (GCFR)

Accounting Compliance - Multi Currency Ledger (MCL)

Accounting Compliance - Compliance with Accounting Board

Centralized Payables Management

Centralized Receivables Management

Asset maintenance - Revenue Taxation

Customer Collection Management

Customer Credit Management

Employee Expense Processing

invoicing XML

Rule Based Tax Derivation

Financial Analytics

Oracle eBS R12 Logistics:

Margin Master Buyers Workbench

Integrated Procurement Contracts And Compliance

Procurement For Complex Services

Online Sourcing Collaboration and Negotiation

Online Buyer and Employee Procurement

On-Line Supplier Collaboration

Warehouse Management Efficiency

Landed Cost Management

Inventory Data Management Attributes

Customer Portal

Integrated Customer Contracts and Compliance

Commercial Electronic Exchange

Oracle eBS R12 Projects:

Budgetary Tracking and Proprietary Accounting

Supplier Cost Management

Project Resource Planning

Project Billing

Project Analytics

Subcontractor Payment Management

34. Menu item LOG02: Margin Master Buyers Workbench

What is it

The Margin Master Buyers Workbench is a new solution from Capgemini that is based on leveraging the market leading Oracle applications - along with multiple, customized propriety components - to give the buyers and planners within an organization the real-time information needed to maximize margins for their organization and improve the value in supply chain.

Margin Master Buyers Workbench has been created to automate the forecasting, netting, and purchase order review/creation into a streamlined process flowing into a primary workspace where buyers and planners will have access to all relevant data to make accurate purchasing decisions.

The Margin Master Buyers Workbench is an extension to Oracle EBS application. Its design is based on the leading practices to manage buyers/planners workbench. It leverages Oracle standard applications ASCP/Demantra/ Inventory recommendations and applies specific business rules to place and manage purchase orders. This Buyer's Workbench is a central desktop from which buyers can efficiently perform their daily tasks, such as viewing and acting upon demand, creating purchase orders, managing excess inventories, managing investment purchases.

What are the benefits

The key benefit is to AUTOMATE the forecasting, netting, and purchase order review/creation into a streamlined process.

Integrated workbench for Planners and Buyers

Improving Inventory Management and Order Management by the use of forecasting tools and other advanced supply chain features.

Easily integrates with all Oracle Application modulessuch as Supplier Management, Inventory, Sales Orders, Demand Planning, Transportation Management, Warehouse Management, Financials and Purchasing.

35. Menu item FIN11 Employee Expenses Processing

What is it

This function provides an automated streamline processing of employee expenses. With Oracle Internet Expenses, employees can enter and submit expense reports using a standard Web browser or a Web-enabled mobile device. Oracle Approval Management Engine automatically routes expense reports for approval to the concerned approvers based on configurable conditions like Project/Non-Project related expenditures, Expense Amount approval limits etc. Further, reimbursement policies are enforced at the time of creating expense reports. Oracle Internet Expenses integrates with Oracle Payables to provide quick processing of expense reports for payment

Oracle Payables provides a feature that is specifically intended for employee expenses, and by combining that with the Oracle Payments and Oracle Projects functions, an integration is established that charges your employee expenses directly to a project or cost center and requires only the approval of an appropriate manager to have the expenses reimbursed following a specific time schedule and approval amount limit.

Complete Audit Trail from Expense Report Creation till Payment

Employee expenses are integrated with Master Card or Visa Credit Card providers

Expense Report can be created offline in an Excel template and then it can be imported into I-expenses

Automatic auditing of Expense Report that are complying with organization policies without having to Audit all Expense Report thereby resulting in saving of time

Automatic routing of Expense approvals and notification to cost centre owners etc. as per the hierarchy existing in Oracle

36. Menu item FIN12: eInvoicing XML import

What is it

The procurement invoice is one of the most used documents in todays business. Every organization has to deal with incoming invoices. However in most of the cases it is still treated as a few hundred years ago, it is printed and send via normal postal routes. The last couple of years there has been some progress but it has not led to one optimized efficient solution which is always applied. There are a lot of different processes which are used.

Capgeminis invoicing solution holds a generic adapter which can be applied to several ERP systems such as the Oracle E-Business Suite, SAP and JD-Edwards. It offers an integrated set of applications that are engineered to work together.

The bulk processing will be done by the use of an adapter that will process XML files with the use of Oracles XML Gateway.

XML Gateway is a set of services that allows easy integration with the E-Business Suite to support XML messaging. The Oracle E-Business Suite utilizes the Oracle Workflow Business Event System to support event based XML message creation and consumption. A business event that can occur is the receiving of a invoice. This will result in the automatic processing of the file.

The key benefit is to automate processes that are otherwise performed manually:

Invoice processing improves through automatic purchase order matching

Just in time invoice payments increase cash forecast efficiency

Paper invoices reduced

37. e-Invoicing Menu Item

Electronic invoice processing with Oracle eBS.

Menu Item with unique

Business Case!

3 processing channel solution:

Portal

Scanning & Processing

Its helping the clients payables process in terms of cost reduction, efficiency and compliancy.

Ingredients available:

* BP080 Future Proces Model

* BR100 Setup Documentation

* MD050 Functional Design

* TE020 Unit Test Scripts

* XML Mapping Explained

* XML Messages (examples)

* XML Transaction Maps

Its waiting for you to be eaten!

Does your appetite kick in and you are hungry for more?contact Jeroen Sprangers or check the wiki page(wiki search invoicing) 38. e-Invoicing Whitepaper 39. Zoom on Subscription Based Pricing 40. Philosophy of the Oracle Lifecycle Services offering

Oracle Lifecycle a new breed of productized services

Catalogue-based,off-the-shelf service

Complete lifecyclethinking:with standardizedValue Managementand innovation components

Simple & appealing commercial model:Subscription-based pricing and flexible contracting

Highly standardized and highlyindustrialized, yet flexible offering

Clearly defined scope:Out-of-scope services are not part of the fixed subscription fee, but will be delivered at extra charge as FP or T&M service

Moving away from one-off projects/implementations to investments mutualized across multiple clients 41. There is a clear market trend and a strong Capgeminiresponse Application Lifecycle Services and Oracle Lifecycle There is a clear market trend identified by analysts, new models are asked for by our clients and our competition has partially picked up on this trend. We have a holistic answer Application Lifecycle ServicesApplication Lifecycle Services Oracle Lifecycle Services classical classical current current new new TREND TREND

Following the trend towards value based pricing, lifecycle concepts and productized services is essential to survive in the market and it clearly offers new chances:

Moving away from pressures on rate cards

Chances to improve margin through standardization & re-use

Value based pricing as an opportunity to improve margins

Pricing Schemes Engagement Types (i) Time & Material (ii) Fixed Price (iii) Use based (iv) Value based (a) Resourcing- (b) Build(on requirements)(c) Run(maintain)- (d) (Run) / Build / Run (e) Run / RaIn / Run(Run, Rationalize, Innovate,Run) (f) Productized Services(from a catalogue) - 42. Commercial Model for Oracle LifecycleServices:Subscription Pricing & Rolling Contracts

Subscription Pricing

Fixed fee for a defined service scope(productized service as described in the catalogue)

AM and AD components are combined into one monthly feepaid over 3-5 yrs. Lifecycle contract term

Standardized pricing approach(fixed formula and parameters) based on an NPV-break-even calculation

Subscription pricinginvolves vendor financing(by spreading initial AD costs across the deal term CAPEX to OPEXfor clients)

Central Apps team is working with group Finance to build atemplate for vendor financing involving external financing facilities

This means moving away from effort/cost based pricing towards a market price for a package

Flexible Contracting (Rolling Contracts)

Targeting ROLLING CONTRACTs for Oracle Lifecycle reflects thetrue lifecycle thinking of the ALS philosophyby

Institutionalizing value discussions and formalizing a (bi)annual roadmap creation

Instead of engaging with a client in a 5+ year contract and only thinking about renewal when the final year of the term has arrived,

a rolling contract aims at shorter overall contract durations (e.g. 3 yrs.) and atinstant renewals of the relationship with the client after the first yearalready.

This approach is seamlesslyintegrated with our mandatory Value Management component.

As a result ofannual or bi-annual value creation meetingswith the client, CG aims to renew the client relationship for a new (e.g.) 3-yr. term annually.

43. Cost determination (explained) Productimpact on run Product maintenace Product developement Client implementation Cost of capital Product costs per month Interest compensationfor deferred income Creating the ultimate reusable Mutualized costs Complexity dependant implementationcosts More sales lower the investment costs Expected contract duration Annual interest rate = monthly rate at compund interest Menu item investment f or a specific client Interested monthlymenu item costs Decoupling effort from payment Monthly operational costs Generic + specific maintenance Total cost per month!= commercial price! Keeping the solution current,fresh and attractive Making sure the solution is workingFor the client 44. Upgrade Offering 45. Component Offers Fixed PriceAssessment for Technical Upgrade to R12 (1:1)

Objectivesof Fixed Price Assessment Service

Evaluate impact on existing customization due to the upgrade Amount of retrofitting required during the upgrade (Quantity & Efforts)

Findings and recommendations of Assessment get buy-in on recommendations of the assessment especially on the technical efforts required for Upgrade

Focused on building detail Project Plan for Upgrade: Offers Fixed Price offer for the technical Upgrade to R12 (1:1)

Based on best practices and Lessons Learned

Reduce Risks during Upgrade Minimal interruption to business with Proper Project planning

46. What we cover in Upgrade Assessment?

Focuses on whats important to you

Identify customization that would require retrofitting to work in R12 environment.How many of the currentcustomizations will fail working on R12and what iseffort requiredto fix them?

Future Design Process:How will the current Business process be mapped to R12 and the new changes that impacts the business process?

Define R12 Technical Upgrade Approach.How will the Technical Upgrade to R12 be implementedwith minimal impactto the business?

Perform Technical Infrastructure and Hardware Needs Analysis.Willadditional hardware(or less) be required to support Oracle R12?

Develop a detailed project plan for the Upgrade:Detail project Plan with Timelines and resource requirements.

Propose a fixed price offer for the Upgrade: Fixed price for the actual upgrade

47. Upgrade Assessment Mobilize and Kick-offBusiness and Technology Review Conduct Work Sessions & Interviews Prepare, Finalize Present Findings 6 to 8 weeks of Assessment with 2 weeks for each phase with some overlap

Validate project plan, logistics, and schedule

Schedule resources and work-sessions / interview schedules

Conduct project kick-off and align project team

Review existing work products and/or current documentation

Conduct informational sessions to understand existing systems and processes, key stakeholders, and project critical success factors

Compile an inventory of the current state technology to use in the R12 Upgrade Approach development.

Conduct sessions to demonstrate changes and events that need to be addressed and planned for in the R12 Upgrade.

Analyze impact on the current customizations using Capgemini Proprietary Tool: Custom SpotLighter

Consolidate findings and analyze results

Present R12 Business Upgrade Approach

Develop detailed project plan for the upgrade

Fixed Price proposal for the R12 Upgrade

Present findings and facilitate next steps and approach discussion

1 2 3 4 48. Key Deliverables Assessment

The key deliverables along with Specific accelerators and corresponding benefits derived from these accelerators are shown below.

Detailed Upgrade Approach

Customization Impact Report

Interface Impact Assessment

Infrastructure Readiness

Detailed Project Plan

Fixed Price Proposal for Upgrade

Impact Analysis Tool Kit

Key facts to plan the upgrade

Effort estimates for customization

Analysis of future state readiness

Low Risk Execution Plan

Deliverable Accelerator Benefit 49. Working with Oracle 50. Oracle is very interested in Partnering with Capgemini

Oracle Application Management Suite in Enterprise Manager is good fit for our Oracle Run & Host offer and Oracle is very interested in engaging with Capgemini around this area

With our Fusion Co-Existence Roadmap offer, the Oracle PTS is very interested in us helping clients with Fusion Middleware and preparing for Fusion applications

House of Oracle Lifecycle covers almost all products in scope and engagement can be made with various organizations with Oracle to generate demand and leads and grow the install base

Oracle owns the stack

In-depth management (from just monitor to prompt diagnostics)

Single, Oracle-based management platform

Simplified, integrated platform to Manage Oracle

Builds Manageability within each layer of stack

Beyond generic bolt-on tools:Designed to work together: manage as one, automated!

Complete Business & IT visibility Understand real-user experience, business transaction flowsandapplication artifacts

Operational Excellence: Margin, Quality

Automate manual, repetitive, error prone tasks inApplication Management processes

Why Oracle for Capgemini ALS for Oracle clients? 52. IT Operations Challenges: Summary Oracle Application Management Suites 2011 Capgemini. All rights reserved. Application Management Suites Better Quality of Service Cost of Downtime: 42,000/hour/87 Better Agility 40% of CIOs surveyed: lack of automation tools Lower Operational Costs 70% of IT budget to keep running User Experience Management Software Lifecycle Automation Configuration Management Systems Monitoring & Diagnostics 53. IT Operations Challenges: Summary Oracle Application Quality Management 2011 Capgemini. All rights reserved. Application Quality Management Data Masking Lower Risk 75% of applications are deployed without testing Application Testing Suite Functional Testing, Load Testing, Test Management Real Application Testing 54. Marketing Assets to Leverage 55. Marketing Assets to Leverage 2011 Capgemini. All rights reserved. Brochure / Fact Sheet Presentations Sales Battlecard Videos Direct Marketing / Mail Whitepapers 56. Sample Customers andFunnel Opportunities 57. A great market response TS shifting to Lifecycle WARP 1 targets * * * * * ** All deals not marked withare under Non Disclosure Agreement * * * * 58. 2011 Wins and Funnel

Largest Sold Accounts in 2011

UWV (NL) 29.9M

Fairpoint (NA) 15.1M

GM (NA) 3.6M

Manheim (NA) 3.2M

TeliaSonera (Sweden) 2.4M

KPN (NL) 2.1M

London Borough of Croydon (UK) 2.0M

NAV Arbeids- og velferdsetaten (Norway) 2.0M

TSF Broadband (Finland) 1.7M

AT&T (NA) 1.4M

FUNNEL

Navistar (NA) 59M

SNCF (FR) 59M

KPN (NL) 51M

Adecco (Spain) 45M

Sociedas Estatal Correos y Telegrafos (Spain) 28M

Dept. of Finance (India) 25M

Canon (NL) 25M

Smiths (UK) 18M

EMIX (Sweden)16.5M

SNCF (FR) 22.1M

FT (FR) 15.1M

LNV (NL)11.1M

Eneco (FR) 10M

Michelin (NA) 9M

Application Lifecycle Services in 2011 Talent article

http://talent.capgemini.com/news/47214/

Oracle Lifecycle landing page on Talent:

http://talent.capgemini.com/Infocenter/global_functions/global_services_lines/application_lifecycle_services/oracle_lifecycle/

Application Lifecycle Services Hub on KM 2.0

http://km20.capgemini.com/community/417080

Oracle Lifecycle on the Capgemini Wiki

http://wiki.capgemini.com/index.php/Oracle_Lifecycle

Oracle Lifecycle on Capgemini.com

http://www.capgemini.com/oracle-lifecycle/

2011 Capgemini. All rights reserved. 61. Who to Contact 62. Governance 2011 Capgemini. All rights reserved. THEO VAN ROEKEL MARY NIEMANN Henk Vermeulen ASHWIN YARDI MuralidharGidugu EXECSPONSOR PRODUCTMANAGER DEVLOPMENT MANAGER INDIAN EXEC SPONSOR INDIAN DEV MANAGER KESHAV MITHAL SUNIL MUNSIF SUDHIR PAI EMIEL BOS OIVIND GLADSO /CarstenVellv OIVIND GLADSO OIVIND GLADSO / NinaRautelin OIVIND GLADSO / ChristerNordbergPHILIPPE ROQUES ALFRED AUE XXXX SAMUEL TUATI DIDIER GRIMALDI ELISABETTA SPONTONI Apps 1 Apps2 KevinSullivan PaulLuckett JanRichards Theo van Roekel Svein Frode KristiansenHannu Jarvi Johan Alpman DominiquePhilippon Filip DeBruyn AndreaMartera Faisal GhadiallyMarchel Tolboom Thor-Christian Lorange Ivar AuneAri Vanninen, Annelie Barklind-Wranne KEVIN SULLIVAN PAUL LUCKETT (Oracle Alliance) Alexandra Fadin Sebastian Lw Edu Ortiz Geoff Swaffer 63. For More Information Contact 2011 Capgemini. All rights reserved. Please contact: Mary Niemann Global Application Lifecycle ServicesOracle Lead Capgemini Nederland +31 615030971 [email_address] 64. Call to Action 65. Call to Action

Shift your paradigm and change your thinking.

Think big

Think global

Think multi-year

Think opex

Think Run

Think Host

Think full lifecycle

Think value

Oracle Lifecycle

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