Delivered in a seminar session for Prasetiya Mulya undergraduate student majoring in Business.

1. A Real Case of Information SystemsA Real Case of Information Systems
Development and ImplementationDevelopment and Implementation
Goutama BachtiarGoutama Bachtiar
Advisor, Global Innovations and Technology PlatformAdvisor, Global Innovations and Technology Platform
T: @goudotmobiT: @goudotmobi
June 4June 4thth
, 2013, 2013
Guest Lecture for Prasetiya Mulya Business SchoolGuest Lecture for Prasetiya Mulya Business School

2. INTRODUCTIONINTRODUCTION
IntroductionIntroduction

3. Presenter ProfilePresenter Profile
 15 years of working experiences: 12 years of Training and15 years of working experiences: 12 years of Training and
Education,Education, 8 years of IT Audit, 7 years of strategic8 years of IT Audit, 7 years of strategic
partnership, 8 years of writing, 6+ years of consulting,partnership, 8 years of writing, 6+ years of consulting,
software development, project management and networksoftware development, project management and network
administrationadministration
 Advisor at Global Innovations and Technology PlatformAdvisor at Global Innovations and Technology Platform
 Advisor at Guidepoint GlobalAdvisor at Guidepoint Global
 Subject Matter Expert at ISACA International ChapterSubject Matter Expert at ISACA International Chapter
 Head of Information Technology at Roligio GroupHead of Information Technology at Roligio Group
 Program Evaluator at Project Management InstituteProgram Evaluator at Project Management Institute
 Columnist at Asia Tech Site e27.co, Forbes Indonesia,Columnist at Asia Tech Site e27.co, Forbes Indonesia,
TechWireAsia, The Jakarta Post, DetikINET andTechWireAsia, The Jakarta Post, DetikINET and
InfoKomputer among othersInfoKomputer among others

4. Today’s ObjectiveToday’s Objective
Sharing a case study on howSharing a case study on how
a multinational companya multinational company
developed and implementeddeveloped and implemented
one of their Enterpriseone of their Enterprise
Information SystemsInformation Systems

5. Case StudyCase Study
Hewlett-Packard integrated Global SupplyHewlett-Packard integrated Global Supply
Operation (iGSO)Operation (iGSO)
DescriptionDescription
 Deployment of large and complex spare partsDeployment of large and complex spare parts
business in APJ, EMEA, the U.S, America andbusiness in APJ, EMEA, the U.S, America and
other regions in fourth quarter of 2008other regions in fourth quarter of 2008
 A complex program that involved over 3000A complex program that involved over 3000
professionals with one year preparation and sixprofessionals with one year preparation and six
months of implementationmonths of implementation

6. Case Study (cont’d)Case Study (cont’d)
DescriptionDescription
 Deploying latest updated version of SAP andDeploying latest updated version of SAP and
other enterprise software to accelerateother enterprise software to accelerate
business processes to support a multibillionbusiness processes to support a multibillion
dollar businessesdollar businesses
 Successfully migrated all related processesSuccessfully migrated all related processes
from multiple legacy environments to a globalfrom multiple legacy environments to a global
standard SAP and other enterprise softwarestandard SAP and other enterprise software
environmentenvironment

7. Case Study (cont’d)Case Study (cont’d)
Key factsKey facts
 OrganizationOrganization
A US multinational company based in Palo Alto,A US multinational company based in Palo Alto,
CaliforniaCalifornia
 SegmentSegment
Consumer, commercial and enterpriseConsumer, commercial and enterprise
 IndustryIndustry
Computer Hardware, Computer Software, Consulting,Computer Hardware, Computer Software, Consulting,
Information Technology and ServicesInformation Technology and Services
 Type: PublicType: Public
 Founded: 1939Founded: 1939
 Employees: 332,000Employees: 332,000

8. Case Study (cont’d)Case Study (cont’d)
Key factsKey facts
 Presence in 70 countriesPresence in 70 countries
 Groups: Personal Systems, Imaging Printing,Groups: Personal Systems, Imaging Printing,
Enterprise BusinessEnterprise Business
 Divisions: Financing, Hardware, Software, ServicesDivisions: Financing, Hardware, Software, Services
 Total Assets: US$109BTotal Assets: US$109B
 Total Equity: US$23BTotal Equity: US$23B
 Total Revenue: US$120BTotal Revenue: US$120B
 Operating Income: (US$11B)Operating Income: (US$11B)
 Net Income: (US$12.7B)Net Income: (US$12.7B)

9. Case Study (cont’d)Case Study (cont’d)
 CircumstancesCircumstances
Upon merger with COMPAQ in 2002, EDS in 2008, andUpon merger with COMPAQ in 2002, EDS in 2008, and
prior to 3Com acquisition announcement in Nov09 (dealprior to 3Com acquisition announcement in Nov09 (deal
closed in Apr10)closed in Apr10)
 GoalsGoals
Improving business process through streamlining andImproving business process through streamlining and
automation inside Global Part Supply Chain (GPSC)automation inside Global Part Supply Chain (GPSC)
and Technology Services Delivery (TSD) departmentand Technology Services Delivery (TSD) department
and other related parties (Original Equipmentand other related parties (Original Equipment
Manufacturer, Service and Support Delivery Partner,Manufacturer, Service and Support Delivery Partner,
Master Part Reseller, Warehouse, Shipment DeliveryMaster Part Reseller, Warehouse, Shipment Delivery
Companies)Companies)

10. Case Study (cont’d)Case Study (cont’d)
OutcomesOutcomes
1)1) Streamline and automate major businessStreamline and automate major business
processes in their back-endprocesses in their back-end
2)2) Reduce spare part management costsReduce spare part management costs
3)3) Improve quality of spare part shipmentImprove quality of spare part shipment
and delivery across the business groupsand delivery across the business groups
(PSG, IPG, EB)(PSG, IPG, EB)
4)4) Generate more revenue from spare partGenerate more revenue from spare part
businessesbusinesses

11. Case Study (cont’d)Case Study (cont’d)
Key factsKey facts
 Parties involvedParties involved
70 countries (team), 3000 company employees and70 countries (team), 3000 company employees and
8000 partner companies across the world affected8000 partner companies across the world affected
Internal: GPSC, TSD, Part Replacement, FinanceInternal: GPSC, TSD, Part Replacement, Finance
External: Partner (Channel, SubContractor) known asExternal: Partner (Channel, SubContractor) known as
Support Partner, Service Centre, Master Part Reseller,Support Partner, Service Centre, Master Part Reseller,
OEMsOEMs
 Software deployedSoftware deployed
SAP (FI&CO, MM), Ariba, Oracle Database, otherSAP (FI&CO, MM), Ariba, Oracle Database, other
custom software (GCSN, GCSS, Easitool, HP Partcustom software (GCSN, GCSS, Easitool, HP Part
Store)Store)

12. Case Study (cont’d)Case Study (cont’d)
Key factsKey facts
 SoftwareSoftware
SAP, Oracle, Ariba: off-the-shelf, implemented bySAP, Oracle, Ariba: off-the-shelf, implemented by
vendors/principalsvendors/principals
GCSN, GCSS, Easitool, HP Part Store: developed andGCSN, GCSS, Easitool, HP Part Store: developed and
deployed internallydeployed internally
 HardwareHardware
Numerous (HP) Servers upgraded and newly deployedNumerous (HP) Servers upgraded and newly deployed
particularly in U.S., French, Japan, Australia and SGparticularly in U.S., French, Japan, Australia and SG
 My involvementMy involvement
Channel Partner Service Delivery Management,Channel Partner Service Delivery Management,
Technology Services, Enterprise BusinessTechnology Services, Enterprise Business

13. Case Study (cont’d)Case Study (cont’d)
Key factsKey facts
 TeamTeam
iPMO (integrated Project Management Office)iPMO (integrated Project Management Office)
drives this project. Regional and country-leveldrives this project. Regional and country-level
team were formed: APJ (oSEA and AEC),team were formed: APJ (oSEA and AEC),
EMEA and othersEMEA and others
 Project Management MethodologyProject Management Methodology
Project Management Body of KnowledgeProject Management Body of Knowledge
(PMBOK) 4.0 from Project Management(PMBOK) 4.0 from Project Management
InstituteInstitute

14. Development PhaseDevelopment Phase
 SOFTWARESOFTWARE
ObjectivesObjectives
Updated the previous’ (GCSN, GCSS) with several newUpdated the previous’ (GCSN, GCSS) with several new
features and having them rebrandedfeatures and having them rebranded
Developed new application named HP Part Store andDeveloped new application named HP Part Store and
EasitoolEasitool
DescriptionDescription
GSCN: a web-based spare-part management systemsGSCN: a web-based spare-part management systems
for partners built over ASP.NET (previously was CSN)for partners built over ASP.NET (previously was CSN)
GCSS: a windows-based spare-part managementGCSS: a windows-based spare-part management
systems for SubContractor built over Visual Basic .NETsystems for SubContractor built over Visual Basic .NET
(previously was WFM)(previously was WFM)

15. Development Phase (cont’d)Development Phase (cont’d)
 SOFTWARESOFTWARE
DescriptionDescription
HP Part Store: a web-based marketplace for HP and itsHP Part Store: a web-based marketplace for HP and its
Master Part Resellers to buy spare part (break-fix and spare)Master Part Resellers to buy spare part (break-fix and spare)
HP Easitool: a web-based management systems for HPHP Easitool: a web-based management systems for HP
Support Partners and Service Centers to monitor spare-partSupport Partners and Service Centers to monitor spare-part
readinessreadiness
MethodologyMethodology
Agile ProgrammingAgile Programming
Number of ResourcesNumber of Resources
Hundred of analysts, designers and developers based in theHundred of analysts, designers and developers based in the
U.S and IndiaU.S and India

16. Development Phase (cont’d)Development Phase (cont’d)
 SOFTWARESOFTWARE
Major stepsMajor steps
Analysis, Design, Code, Integrate, (Alpha) TestAnalysis, Design, Code, Integrate, (Alpha) Test
Predicted number of usersPredicted number of users
GCSN: 7000 Partners with at least 16,000 usersGCSN: 7000 Partners with at least 16,000 users
GCSS: 1000 SubContractors with at least 10,000 usersGCSS: 1000 SubContractors with at least 10,000 users
Part Store: 300 Master Part Resellers with at least 1,500Part Store: 300 Master Part Resellers with at least 1,500
usersusers
Easitool: 8000 Partners with at least 52,000 usersEasitool: 8000 Partners with at least 52,000 users
Supporting toolsSupporting tools
Microsoft Windows 2008 ServerMicrosoft Windows 2008 Server
Microsoft Visual Studio .NET 2007Microsoft Visual Studio .NET 2007
Microsoft SQL 2007 ServerMicrosoft SQL 2007 Server
Microsoft Internet Information ServicesMicrosoft Internet Information Services
Microsoft Office Communicator 2007Microsoft Office Communicator 2007
HP Virtual RoomsHP Virtual Rooms

17. Development Phase (cont’d)Development Phase (cont’d)
 HARDWAREHARDWARE
ObjectivesObjectives
Upgraded existing hardware and deployed additionalUpgraded existing hardware and deployed additional
hardware to support updated and numerous newhardware to support updated and numerous new
applicationsapplications
TypesTypes
Servers: Proliant, Blade, BladeSystems, HP-UXServers: Proliant, Blade, BladeSystems, HP-UX
Network: Procurve, HP Networking switchesNetwork: Procurve, HP Networking switches
OthersOthers
Upgraded bandwidth of internet connection, securityUpgraded bandwidth of internet connection, security
(Protocol, Encryption)(Protocol, Encryption)

18. Development Phase (cont’d)Development Phase (cont’d)
 HARDWAREHARDWARE
Major stepsMajor steps
Acquisition, StagingAcquisition, Staging

19. Implementation PhaseImplementation Phase
 SOFTWARESOFTWARE
Major stepsMajor steps
(Beta) Test, Socialization, Orientation, Training,(Beta) Test, Socialization, Orientation, Training,
Cut-off, Data Migration, GO-LIVE!Cut-off, Data Migration, GO-LIVE!
Supporting toolsSupporting tools
Microsoft Office 2007Microsoft Office 2007
Microsoft Office CommunicatorMicrosoft Office Communicator
HP Virtual RoomsHP Virtual Rooms
Microsoft Share PointMicrosoft Share Point

20. Implementation Phase (cont’d)Implementation Phase (cont’d)
 HARDWAREHARDWARE
Major stepsMajor steps
Installation, Configuring, Testing, Deploying,Installation, Configuring, Testing, Deploying,
Socialization, Orientation, Training, Cut-off, GoSocialization, Orientation, Training, Cut-off, Go
LIVE!LIVE!
Supporting toolsSupporting tools
Microsoft Office CommunicatorMicrosoft Office Communicator
HP LabsHP Labs
HP Virtual RoomsHP Virtual Rooms
Microsoft Share Point, VisioMicrosoft Share Point, Visio

21. Problems Identified During DeploymentProblems Identified During Deployment
 Overview of issues after a month in Japan:Overview of issues after a month in Japan:
1.1. Manual orders during cut-overManual orders during cut-over
2.2. Orders rejected by courier services due to addressOrders rejected by courier services due to address
validationvalidation
3.3. Some parts not orderableSome parts not orderable
4.4. Misconfiguration in setting (SBD, NBD TLT set asMisconfiguration in setting (SBD, NBD TLT set as
‘0’ for initial 2 days)‘0’ for initial 2 days)
5.5. Operational issuesOperational issues
 GPSCGPSC
 UPSUPS
n Application Issues (fewer than HK/NZ till date)Application Issues (fewer than HK/NZ till date)

22. Problems Identified During Deployment (cont’d)Problems Identified During Deployment (cont’d)
Learning Country Mitigation Mitigated
?
Parts Not Orderable caused
by
-Allocation logic system Sync
Issue
-Master Data not fully loaded
Sync Issue
- Include 3 validation during cutover weekend which
was only once in the past
Master Data Fall Out
– All Master Data has been vigorously worked with
minimal fall out identified
Yes
Delivery Order (DO) creation
timing is not setup correctly
Timing for China has been set as 48 hrs to ensure
DO is created promptly
Yes
User Familiarization
- Parts Ordering process
-End to End validation was done will all affected
function (call agents, delivery team, GPSC and 3PL)
-Training to partner and hands-on familiarization
being conducted
Yes
Warehouse Change Mgmt Select/SAPIM Warehouses – Hands-on training
conducted leading to exam certification. Supported
with detailed Work Instructions signed off by HP
Logistics team
Cutover period: DHL assign a trained resource at
each location to provide 1st
level support
Yes
China ExampleChina Example

23. Learning Country Mitigation Mitigated?
Global Trade Screen
-Partial name match
resulting in SO hold
-Plant code not mapped
in GTS
- Partial name match
Validated – China will not run into name
match hold
-Plant code not mapped in GTS
Validated for all countries/plant: all
mapped
Yes
BCP Plan Use EXPO. Dry run will be conducted
week of 4th
May. Urgent deliveries
during cutover will be using EXPO to
ensure familiarity and proper recovery
Yes
Problems Identified During Deployment (cont’d)Problems Identified During Deployment (cont’d)

24. Lesson Learned from Other Countries (cont’d)Lesson Learned from Other Countries (cont’d)
 Hong Kong and New Zealand Go-LiveHong Kong and New Zealand Go-Live
 Cut-over activities completed on scheduleCut-over activities completed on schedule
over 6 Dec weekendover 6 Dec weekend
 Go-Live on scheduleGo-Live on schedule
 IT Warranty Exit at end of two weeksIT Warranty Exit at end of two weeks
 89 issues raised in first two weeks89 issues raised in first two weeks
 Closed: 53Closed: 53
 Resolved/Pend CR: 16Resolved/Pend CR: 16
 Open: 20Open: 20

25. • TrainingTraining
−NZ training to GSCB direct dispatch teamNZ training to GSCB direct dispatch team
performed but there are groups missedperformed but there are groups missed
within country and global GSCwithin country and global GSC
−Channel partners has a lot of ‘how to’Channel partners has a lot of ‘how to’
questions raised after go-livequestions raised after go-live
−Too much training information to absorbToo much training information to absorb
in short timeframe without sufficientin short timeframe without sufficient
hands-on experiencehands-on experience
Lesson Learned from Other Countries (cont’d)Lesson Learned from Other Countries (cont’d)

26. • Data/System ReadinessData/System Readiness
−Data needs to be clean up prior to migrationData needs to be clean up prior to migration
−Master Data:Master Data:
• Master Data not 100% setup in GCSN priorMaster Data not 100% setup in GCSN prior
deployment in all 4 master data systemsdeployment in all 4 master data systems
(SRS, CRS, PRM and SAP 4.7)(SRS, CRS, PRM and SAP 4.7)
• Partner renewal in NZ very near to GCSNPartner renewal in NZ very near to GCSN
deploymentdeployment
• HK partner re-org requires partner name to beHK partner re-org requires partner name to be
discussed/agreed across various team in HKdiscussed/agreed across various team in HK
before setupbefore setup
Lesson Learned from Other Countries (cont’d)Lesson Learned from Other Countries (cont’d)

27. −Parts Master:Parts Master:
• Incorrect fields setupIncorrect fields setup
• Insufficient validationInsufficient validation
• No formal sign-off carried out whichNo formal sign-off carried out which
leave gaps on readiness between eventleave gaps on readiness between event
systemssystems
Lesson Learned from Other Countries (cont’d)Lesson Learned from Other Countries (cont’d)

28. • Process/EngagementProcess/Engagement
−No proper post Go Live process to resolveNo proper post Go Live process to resolve
parts issues between GCSN & iGSOparts issues between GCSN & iGSO
−No agreed measurements and means ofNo agreed measurements and means of
obtaining data on business activityobtaining data on business activity
during/after Go Liveduring/after Go Live
−Lack of engagement between the IT teamsLack of engagement between the IT teams
and commitment of resourcesand commitment of resources
Lesson Learned from Other Countries (cont’d)Lesson Learned from Other Countries (cont’d)

29. • Process/EngagementProcess/Engagement
−Lack of clarity on roles & responsibilitiesLack of clarity on roles & responsibilities
on engagement with 3PL IT withinon engagement with 3PL IT within
countriescountries
−Combined Command Centre’s (CCC)Combined Command Centre’s (CCC)
process are not followedprocess are not followed
−Issues are not brought into CCC hotline forIssues are not brought into CCC hotline for
discussion and prioritization.discussion and prioritization.
Lesson Learned from Other Countries (cont’d)Lesson Learned from Other Countries (cont’d)

30.  ResourcesResources
 Flexibility of team membersFlexibility of team members
 Country Operation's team involvement asCountry Operation's team involvement as
part of the preparation, communication andpart of the preparation, communication and
deployment including the cut-over weekenddeployment including the cut-over weekend
and subsequent weekand subsequent week
 Dedicated Country TSDO lead to supportDedicated Country TSDO lead to support
the iGSO Deployment in facing the Countrythe iGSO Deployment in facing the Country
OperationsOperations
Critical Success FactorsCritical Success Factors

31.  Regional and Country iPMO played a key role toRegional and Country iPMO played a key role to
ensure teams are communicatingensure teams are communicating
 CommunicationsCommunications
 Ensuring all parties has constantEnsuring all parties has constant
communications on deployment tasks as part ofcommunications on deployment tasks as part of
the core team (e.g.: Finance, GSAO, GBS)the core team (e.g.: Finance, GSAO, GBS)
 Weekly meetings between HP and 3PL IT toWeekly meetings between HP and 3PL IT to
ensure alignment with Data Migration Tasksensure alignment with Data Migration Tasks
leading up to the cut-over weekendleading up to the cut-over weekend
Critical Success Factors (cont’d)Critical Success Factors (cont’d)

32.  Setting up of Combined CommandSetting up of Combined Command
Centres meetings and numerous jointCentres meetings and numerous joint
preparations meetings prior topreparations meetings prior to
deploymentdeployment
 Weekly to increased daily meetings withWeekly to increased daily meetings with
Master Data teams to ensure MasterMaster Data teams to ensure Master
Data readinessData readiness
Critical Success Factors (cont’d)Critical Success Factors (cont’d)

33.  Support and ProcessSupport and Process
 Strong Country Management support forStrong Country Management support for
deploymentdeployment
 HP 3PL lead with DHL during cutoverHP 3PL lead with DHL during cutover
weekend and for a week afterwards to liaisonweekend and for a week afterwards to liaison
between HP and 3PL at Warehousebetween HP and 3PL at Warehouse
 Having a Transaction Mock Session prior toHaving a Transaction Mock Session prior to
deployment helps to understand weekenddeployment helps to understand weekend
data migration tasks and expectationsdata migration tasks and expectations
between IT and Businessbetween IT and Business
Critical Success Factors (cont’d)Critical Success Factors (cont’d)

34.  Issue Tracker approach managed by iPMOIssue Tracker approach managed by iPMO
assisted in driving issues to completion whilstassisted in driving issues to completion whilst
allowing project managers to manager theirallowing project managers to manager their
respective areasrespective areas
 DocumentationsDocumentations
 GPSC detailed project plan of all tasksGPSC detailed project plan of all tasks
required to be performed prior to deploymentrequired to be performed prior to deployment
 Integrated Golden Transaction plan withIntegrated Golden Transaction plan with
prioritization and agreement across all partiesprioritization and agreement across all parties
(with further improvement actions to sync up(with further improvement actions to sync up
expectations)expectations)
Critical Success Factors (cont’d)Critical Success Factors (cont’d)

35.  Integrated Hour by Hour (HBH) plan forIntegrated Hour by Hour (HBH) plan for
the Cut-over weekend tasksthe Cut-over weekend tasks
 Consolidation of all communicationConsolidation of all communication
materials at a central Share Point sitematerials at a central Share Point site
 Consolidation of all issues in a ShareConsolidation of all issues in a Share
Point list allows respective owners toPoint list allows respective owners to
provide the latest updates for all to viewprovide the latest updates for all to view
Critical Success Factors (cont’d)Critical Success Factors (cont’d)

36. Q & A
June 28, 2013

37. THANK YOU!