Oracle P11i Upgrade to R12

Agenda

Project Progress Overview

Main Project Issues
Next steps
Option
Summary
Appendix

Options Summary
FEMA Analysis
BIA Analysis
Options Timelines

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Project Progress Overview

Proof of Concept Conducted in October
POC was conducted over 6-8 week period this initial testing was
based on the ability to translate the P11i setup to R12 - This proved
positive during the test. (Data and customizations were not part of
the POC)

Project Start up and IT Testing phase

Initially planned to Delivery IT system on Dec 17 but moved out to Jan
7
First IT system delivered with incomplete limited historical data and
the team were unable to reconcile the difference between P11i and
R12
Testing limited to only Oracle functionality
Second IT System delivered late, planned for Feb 15 still not
delivered
Combination of data conversion process and accounting generation
have lead to Rapid extending their original estimates which has
added 4+ month of delay
Testing again limited until reconciliation process is completed
Open transactions still to be loaded

Incremental Delta & UAT testing

Not started due to delay
Unproven process still needs to go through rigorous testing cycles before go
live

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Main Project Issues

Critical Milestone dates repeatable missed

Throughout the project Rapid have had difficultly meeting any plans that they
have created
The repeated late delivery has impacted the project timeline and the confidence
in Rapids clam that SwiftSuite is proven tool for Upgrading to R12

Questionable approach to data conversion

During the reconciliation process Flowserve have raised a series of questions

about the validity of the approach Rapid are using to migrate the data
Incorrectly migrated data has significant long term impact on the business units
and is difficult to detect during test cycles

Incremental Delta process

Unproven process still needs to go through rigorous testing cycles before go live
Limited documentation and inability to control the data migration of the static
data suggest that this incremental process is high risk and could have a serous
impact on the business units if any problems occur

Formal legal notice for breach of contract served

against Rapid

Letter of breach of contact sent on Mar 20, were they had 30 days to remedy the
breach however only 3 points have been addressed by Rapid and those 3 are still
not completed
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Review of Path forward with Rapid

Continue with Rapid approach What does it mean
The project approach is unproven and we are not able to define
a project plan with any degree of confidence until all the parts of
the process are fully tested
During the last few months the Flowserve team have had
growing doubt's that Rapid can deliver on their promise and
their capacity to upgrade a manufacturing system to R12
The team has seen significant issues related to data , project
management , custom code correction and now have grave
concerns about the incremental delta process that is required
for the phased go live
These issues amount to a significant high level of risk for the
upgrade, and the combination of these unproven process and
Rapids constant inability to deliver has driven a review of the
options
Moving forward to STAR adds another level of complexity with
data conversion for the pump project manufacturing solution to
deal with
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Low
Med
Med High
High

Benefits

Options

Ris
k

Options

Risks

Rapid
Upgrade
Conversion Continue
with Current
approach

Data
Synchronization
for Phased golive

Traditional
Upgrade

Revenue risk to
sites with all sites
live at the same
time

Training & go-live

support

Rapid Upgrade

Noncompliance
with Flowserve
reporting/auditin
g & possible
unsupported data
after go-live

Benefits

Cost &
Timeline

Able to spread the

revenue risk
across as different
sites go-live

Additional
cost with
expected

Current data in
P11i will be
available in R12
version

Go Live

Aug Oct
2013
or
Jan Mar
2014

Current data in
P11i will be
available in R12
version

Additional
cost with
expected

No risk related to
Go Live
migration or
The consensus is that the benefits that thesynchronization
Rapid approach offersSep
is 2013
or
outweighed by the level of risk that has been
found as we progressed
of data
Jan - through
2014

the project cycle

Traditional Upgrade approach

After a full review of the options the traditional approach offers the most
proven and reliable method
The preserved risk of a big bang Go live still offers a lower level of risk of an
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Summary
Recommendations
Stop with current Rapid approach as the offers significant risk
even if we complete the testing cycles
Start the legal process to clam for damages based repeated
late delivery that extended the project with at least a 4
month delay and pushed the go live into 2014
Continue with Pilot for the technical upgrade and bring in
additional resources to fix the custom code
Re-plan project for Jan 2014 go live based on the technical
approach
Ramp-up project team for an IT testing phase in May/June

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Appendix
FEMA Analysis
FEMA Analysis

BIA Analysis
BIA Analysis

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Option 1- Continue with current Approach

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Option 2 Rapid Setup & open transaction

data migrated

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Option 3 Traditional Upgrade

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Impact on R12 Upgrade Program

Overall R12 program is already impacted by the delays

incurred with current approach

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Option 1- Continue with current

Approach Timeline

Alternative planning if Go live is moved out due 4 th Quarter

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Option 2 Rapid Setup & open transaction data

migrated Timeline

ternative planning if Go live is moved out due 4th Quarter

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Option 3 Traditional Upgrade Timeline

ternative planning if Go live is moved out due 4th Quarter

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