© 2011 HCL AXON – Proprietary & Confidential

Telenor Global Roll Out

Global ERP Roll Out – Our Approach

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Introductions Summary proposition Global Delivery GP Delivery DTAC Delivery Integration Delivery Variants Commercial Offer

Agenda

3

Introductions Summary Proposition Global Delivery GP Delivery DTAC Delivery Integration Delivery Variants Commercial Offer

Agenda

4

Oracle capability

3250 Consultants

North

America

1270

EMEA

400

Latin

America

100ANZ

100

India

1170

APAC

210Consultants

Global Oracle Team

22 Specialisations and Accreditation in all areas relevant to Telenor global rollout

40% of the team are either Chartered Accountants or hold master degree in business

Very senior, experienced EBS delivery team

A commitment from our entire GLOBAL leadership team to see Telenor through to success

Oracle Consultants 3250+

Active customers 190 +

Countries 31

Offices 60

Global Delivery Centers 15

MARQUEE CUSTOMERS Practice Summary

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Your delivery team

Kevin Deeley-GrahamProgramme Manager

Idnan ModiDeployment Manager

Tammy MittelstaedtDelivery Assurance

David ReesProgramme Architect

Kannan P. M. Palanisamy Integration Lead

Tim PuddefootFunctional Lead

Ganesh ChidambaramWave Deployment Lead

Olav Tennøy Solution Architect

Off-shoreteams

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Our proposition to Telenor

Telenor Knowledge

Value Driven

Strong Team

Proven supplier to Telenor on Integration proof of concept Will leverage resources and learnings Proven ability to work in multi-vendor

Alternative approach can reduce programme cost by 20% and improve delivery certainty post DTAC

Risk sharing reflected in our fees approach A compelling approach to our management, deployment and

development teams

Senior team each has over 15 years experience Delivered over 50 back-office projects Many large global deployments

Partnership Approach

Relationship, transparency and trust. Easy to work with. Sensitive and experienced with Shared Services deployments Problem solvers to avoid commercial implications

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Introductions Summary Proposition Global Delivery GP Delivery DTAC Delivery Integration Delivery variants Commercial Offer

Agenda

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Cultural Compatibility in Global Delivery

A shared focus across all parties on the achievement of Telenor’s business objectives

Agreed, shared behaviours, defined at the outset. Honesty, joint working and pragmatism are key

Clearly defined accountabilities for each party and each team member contributing to a common goal

GERP is a major transformation programme that will require multiple vendors and skills. Cultural compatibility can make or break the programme.

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Key elements of the GERP Programme

Org & Process Change Org design and roles Training Comms

Programme Governance Governance PMO and planning Standards and

control

Design Authority Develop template Protect template Assess change

Build and Test Factories System build Testing Security

TSS Team Process specialists Centralised

expertise Data ownership

GP and DTAC Users Local knowledge Data prep/reconciliation Super users

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Programme Management Team and Design Authority Based in Norway

Core TeamCentral

Central DeployTeam

Org & Process Change

TSS core transformation Services • Shared Service transition• Manage User Acceptance• End user readiness

TSS core transformation Services • Shared Service transition• Manage User Acceptance• End user readiness

Core Team and Release Management• Programme management• Cross vendor and wave PMO• Central Deployment co-ordination• Release management

Core Team and Release Management• Programme management• Cross vendor and wave PMO• Central Deployment co-ordination• Release management

Design Authority

(CRB)

Solution Design Authority• Solution Governance and CR

assessment on changes

Solution Design Authority• Solution Governance and CR

assessment on changes

a

Wave

Build

Core Norway

Local BU team

Norway - extended team

“Offshore” teams

Legend

Org & Process Change

Central team deployed locally

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Offshore Build Teams Based in India

Offshore COE

Build

Testing

Data

Core TeamCentral

Central Deployteam

Org & Process Change

Design Authority

(CRB)

Industrialised Offshore CoE Delivery

• Local build extensions• Independent Testing• Data Migration factory• Development factory• Training Materials • Security extensions• Environment

Management

Industrialised Offshore CoE Delivery

• Local build extensions• Independent Testing• Data Migration factory• Development factory• Training Materials • Security extensions• Environment

Management

a

Wave

Build

Core Norway

Local BU team

Norway - extended team

“Offshore” teams

Legend

Org & Process Change

Central team deployed locally

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Regional Wave Delivery Teams Provide Local Functional Support at Key Stages

TSS

GPOffshore COE

Build

Testing

Data

Core TeamCentral

Central Deployteam

Org & Process Change

India Deployment Wave hub• Manage end to end plan for the

wave• Co-ordinate local deployment

activities across countries• Integrate with Telenor change

activities in the plan

India Deployment Wave hub• Manage end to end plan for the

wave• Co-ordinate local deployment

activities across countries• Integrate with Telenor change

activities in the plan

Design Authority

(CRB)

Wave DeployTeam

DTAC

Local BU team• Business readiness and

local process changes• Data preparation and

reconciliation• Local Cutover

Local BU team• Business readiness and

local process changes• Data preparation and

reconciliation• Local Cutover

a

Wave

Build

Core Norway

Local BU team

Norway - extended team

“Offshore” teams

Legend

Org & Process Change

Central team deployed locally

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GERP Programme Plan

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GERP Programme Structure

Programme Manager

Programme Management Office

Global Design Authority(EAI, Apps, Process, Data)

Deployment Manager

Org & Process Change

Business Lead/Sponsor

Country Business Owner

Process CoE

Legend

Org & Process Change

Deployment

Business Roles

Release

Delivery Areas

Retained systems ReleaseLeads

1

RICEFW

Data Migration

Change & Communication

User Acceptance

Training

Wave Deployment Lead

India WaveHub

Provide environments

Co-ordinate retained systems changes in line with plan

Build and Test Teams

Role MappingDeploy & C/O

Testing

P2P etcFI

Steerco

Business Prioritisation Board

TSS Core Programme Management

Release Management (IT)

QA

Country Process Owners

Local Project Manager

Local Change & Training

Local ITTeams

Key users – data prep, UAT

Local (in country) structures

Country HR Lead

Local Functional

Country Project Manager

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Programme Delivery Method

Part of our implementation is bringing the best of iGDM and your method together

The method defines our phases, workstreams and deliverables

Provides best practice templates

Provides our planning framework

Helps align all resources around a common process

...an effective delivery method makes the programme low risk and predictable

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HCL Accelerators and TemplatesAccelerators Benefits

iGDM: Project Controls –governance frameworks, risk and communication approach

Best practice framework for de-risking for global multi geo, multi time zone projects and ensures right levels of communication and control.

iLoad - HCL internal tool to migrate data into Oracle Applications

Baseline tool reducing overall effort especially in a standard global template.

iSetup: standard Oracle tool which helps easy migration of configurations between instances

Reduces effort , de-risks set up across instances

APSE (Axon Project Support Environment).

Real life project activity status – and workflow driven solution review process. Reduces overall effort and risk and promotes adherence to project timelines. Especially designed for global projects with multi geo and multi time zone teams

Project Deliverables Standard Test scripts, Training Materials, Environment Plans, Data extract and load scripts, standard global roll out plans, cutover plans to be used as a baseline and checklist reducing effort and risk

Testlink Bugzilla Test Management Suite

With preloaded test scripts for all Oracle modules in scope for Telenor. Will reduce effort to build vanilla test cases

Usage Tracking Route Program Monitors post go live system usage and performance enabling corrective actions around user training needs and lack of adherence to business and system processes

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Ensuring Effective Global Co-ordination

Benefits of APSE

• Drives project procedures• Document relationships• Electronic Sign-off & status

tracking• Web access to encourage

usage by broader project team including the business

• Collaborative working environment

• Working with global delivery teams

• Real-time reporting on all aspects of the project available to everyone

• Document Mgmt for Compliance

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Risks to Achieving Telenor Objectives

Develop TSS into an established and mature shared services business

Implement a template solution and achieve cost savings

Provide greater transparency, visibility and business agility

GERP will be a role model implementation for other rollouts and shared services

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GERP Programme Risks

Risk Impact Likelihood

Failure to Achieve a Template Design

H M• Defined up front design principles• Formalised design close out• Active sponsor involvement in design issues

Retained Systems and Legacy Integration

H M• Early engagement• Stub and connectivity testing• Reusable common components

Lack of Dedicated Market/TSS Resources

M M• Clear expectation exchanges and OSA attendance• Clear RACI and responsibility split• Realistic resource based planning

Timezone Challenges

M H• Use of APSE• Man marking• Clearly defined handoffs

Successful Data Migration

M M• Cleansing – early / transparent reporting• Reconciliation – early / active business involvement• Testing – early / active use of migrated data in testing

Mitigation

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Introductions Summary proposition Global Delivery GP Delivery DTAC Delivery Integration Delivery Variants Commercial Offer

Agenda

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Recap - HCL Deployment Team

GPOffshore COE

Build

Testing

Data

Core TeamCentral

Central Deployteam

Org & Process Change

Design Authority

(CRB)

Wave DeployTeam

a

Wave

Build

Core Norway

Local BU team

Norway - extended team

“Offshore” teams

Legend

Org & Process Change

Central team deployed locally

DTAC

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Optimisation of GP plan

M-2

M-1

M1

M2

M3

M4

M5

M6

M7

M8

M9

M10

M11

M12

Aug

Sep

Oct

No

v

Dec

Jan

Feb

Mar

Ap

r

May

Jun

e

July

Au

g

Sep

t

Phases Sub-Phases

Supplier Knowledege KTRemaining Analysis

Ramp-upDesignBuild and UTTest ST1 ST2 PSV RegrData conversion

Training TtT TrainUser Acceptance Test UATHandover and Release

Stabilization

Implementation

Migration

Preparation

Proposed GP deployment plan (SI view)

Month

Migration

D2 GP Stabilization

ImplementationMob

OAT ?

Training Material

Phased BuildSIT

Load 1 Load 2 Load 3

Mobilisation and KT to start prior to

contract if possible

1 All build work, EAI and retained systems changes

have same end date

3

Day by day plan complete design and spec work in 8 weeks

including retained systems and EAI

23 data loads into

individual test phases

5

4 weeks training - dependent on UAT

8

4 weeks Regression test

– after UAT

7

2 cycles of SIT – 4 weeks each

6

All integrations need to be tested in System Test 2

4

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Robust off-shore development management process

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Minimise changes to the Global Template and retain pace

Programme Steering Committee

Programme

EAMO2C

P2P

RTR TSS & GP Process Owners

Business Process Owner / Head of Service

Design Authority (CRB)

Escalate

Process Team

Tele

no

r

HC

L

Team Lead

Change required

Challenge

Workshop Attendees

Line ManagersLocal Process OwnersBenefit OwnersChange ChampionsLocal Key Users

Localisation Requirements

Solution & Process Validation

Localisation & Integration Workshops

Design Forums

DesignCo-ordination

Design Teams

EA, Process, Application, Technology, Data, Change

Business

Non Standard Template Requirement

Decision criterion:• Agreed authority level for

each decision type• Decision making Service

Level Agreements• Contingency budget

available for drawdown• Process assignment (global

v Local)• Clear principles agreed by

business

Business Prioritisation Board

(GPO, Country)

Preliminary Prioritisation

Work-around, or future release

Reject

Business Sponsor

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Introductions Summary Proposition Global Delivery GP Delivery DTAC Delivery Integration Delivery Variants Commercial Offer

Agenda

26

Approach & Plan for DTAC Established Induction’

approach to mobilisation and KT.

Extend existing governance & controls

to DTAC

1Reduced build effort through reuse of

RICEFW templates. Build can happen parallel to design

3

Day by day plan updated from GP learning's – earlier

engagement possible

2

Reuse test artefacts and refine risk that require testing to

reduce cost

4

Use implementation tool

kit from GP to reduce BU resource

effort

5

Reduced time required due to

load programmes build and tested

6

Regression test for changes only

7

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Sept Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

M1 M2 M3 M4 M5 M6 M7 M8 M9 M10 M11 M12 M13 M14 M15Planning and mobilisation Design - TLS Build and Unit testTesting (systems, Integration and UAT) ST1 ST2 SIT1 SIT2 UATFinal Prep ( Regression, Cutover) FPTrainingMigration & c/oStabilizationMobilisation & DTAC BU team Validate Process TLS changes PrepBuild Build

Test ST SIT SIT UATCut-Over & Go-Live FPTrainingMigration & c/oStabilization

Mobilise

Program PlanProject Activities

MobiliseDesign

Design

2012 2013

Dependencies across GP and DTAC in parallel

Need to manage Critical path on

environments across waves

Tight timings on design to allow build and test durations

Plan well in advance with Tieto

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Introductions Summary Proposition Global Delivery GP Delivery DTAC Delivery Integration Delivery Variants Commercial Offer

Agenda

29

HCL reduce the risk of integration element

•Understands existing services and can expand on them to make them standard

•Leverage re-use due to past knowledge – map standards

Standardise integration and re-use services

•We know the key Telenor systems and understand Cassini

•Standard workshops for integration with templates to be agreed across partners and drive common approached

Common approach to integration design

•Carry smoke tests with BU systems

•Carry out signature handshakes with BU

•Create stubs to isolate testing in advance of SIT

Reduce risk through early testing

•Strong collaboration with TSS Pakistan

•Understand Tieto with approach to manage additional scope

•Know stakeholders at TSS and how decisions work

Developed trusted relationships

•Look to set up early sessions to understand architectures

•Identify key systems and owners critical to integration

•Agree clear hand-offs across partners

Plan ahead for long lead times

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Introductions Summary Proposition Global Delivery GP Delivery DTAC Delivery Integration Delivery Variants Commercial Offer

Agenda

31

There are a number of risks that need to be managed in later waves

High level of parallel wave activity creates risks to be managed

2012 2013 2014

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

StabilizeD2 DIGI

D2 Tn Hungary Stabilize

StabilizeTn Sweden MobileD2

StabilizeD2 DTAC

StabilizeD2 Tn Serbia

StabilizeGPD2

DTAC design and validation prior to completing testing and closing solution gaps

and defects

Short validation window for identifying and building

legacy integration dependencies in line with

OBES plan

Potential environments overlaps between waves

with each one needing QA systems for testing

Parallel phases required larger team sizes and resource constraints

SAP data migration and process

alignment

Limited duration between D2 and design end

activity that allows loacl BU integration spec,

build and test durations

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Stabalise

Alternative approach – reducing cost and risk

Deploy Pilot

Release (build/test/tech deploy)

LocalisationDesign

End to End Wave & Go Lives

Technical Go Live

Business Go Lives

Handover CR Specs

Early engage

Process CoE GFS & Release Engine

DSI Local Deployment

6 month 6 month

Wave N

Legend

6 month

GP

Deploy (Data & bus ready)

LocalisationDesign

Early engage

Wave 2

6 month

DTAC(Thailand)

DIGI (Malaysia)

Release (build/test/tech deploy)

Retain rapid go-live cadence

Wave N+ 2

Deploy ( Data & bus ready)

Release (build/test/tech deploy)

Localisation Design

Early engage

Sweden Serbia Hungary

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Same scope in the same overall timelines, with more time per phase and wave to reduce risk

Apr May Jun Jull Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jull Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jull Aug Sep Oct Nov Dec

GPFP

UT Tr

DTAC DIGI

SW SR HU

Alternate plan - grouped by region

Test

KeyPilot deploy

Wave 2Release 2

A&P Design Build Test

2012 2013 2014

Wave 1Release 1

A&P Design

Assumed Pilot Release pilot

Des/Build

FP FP

Build Test

Tech Go Live Bus roll inBAU Update

Release

Release

APAC

Europe

Complete GP before starting DTAC-avoid delaying both and retrofitting CR’s

2

Sequential release approach critical path with

use of environments across parralell waves

5Decoupled go-live - flexible business adoption window -

elected a 3 month roll in window a

4

Synchronised project and BAU code drops to

manage retrofit adoption

6

Flexible long lead time to plan local IT and business

dependencies

1

Regional grouping to maximise alignment

3

End date met – each wave has

12 months

7

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Estimated 21.5% saving of cost for DTAC

Recognises the increase in efficiency as the waves and solution mature

Reduces risk of delays to 2014 based on– More flexible business roll in dates and

decoupled dependencies

– Extended up front analysis and

design time to plan complex integration

– Reduces peaks demands on TSS, GP &

GERP resources

DTAC to be delivered 1 to 2 months later than compliant approach

Cost saving across the total programme expected to be similar or larger given additional overlaps in later waves

Recommended approach reduces cost and risk

Offshore %

+

100%Delivery efficiency gains over time

Cost per

Entity

Full Industrialisation

Wave 1

Wave 2

Wave 3 Wave 4

35

Introductions Summary Proposition Global Delivery GP Delivery DTAC Delivery Integration Delivery Variants Commercial Offer

Agenda

36

BU Target Price (NOK)

GP 25,180,526

DTAC 18,460,439

Commercial Offer

excluding VAT and other applicable taxes

© 2011 HCL AXON – Proprietary & Confidential

Questions & Answers