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9r1 – Upgrade Success<br />© 2011 Ariba, Inc. All rights reserved. <br />
Content<br />Introduction<br />ReasonstoMigrate<br />MigrationImpact<br />MigrationProcess<br />Conclusions<br />© 2011 Ar...
Our company specializes in Spend Management with presence in eleven countries and more than ten years of experience<br /><...
A multidisciplinary team of over 250 specialists in Spend Management
Direct experience on more than 120 spend categories
Proved workflow methodology in collaboration with our customers using world-class technology (ARIBA)
13,820 25,840 MM € trading volume in negotiations, achieving average savings of 12% (1,650 MM €)
Aquanima’s target is success; Our remuneration is a percentage on the generated savings</li></ul>UK<br />GERMANY<br />PORT...
FocusNon-Strategic Items (Non Core)<br />More than 120 purchasing categories among direct and indirect material and servic...
Our Products<br />Demand Management Quantity<br />Purchase Management<br />Price<br />CONSUMPTION REDUCTION<br />Change of...
Bargain Power<br />Specialization<br />Agility<br />Technological Platform<br />Negotiations & Electronic Catalogues<br />...
Aquanima in World Performance Aligned with Global Savings<br />14% in savings<br />7<br />© 2011 Ariba, Inc. All rights re...
Content<br />Introduction<br />ReasonstoMigrate<br />MigrationImpact<br />MigrationProcess<br />Conclusions<br />© 2011 Ar...
WhytoMigrate<br />© 2011 Ariba, Inc. All rights reserved. <br />9<br /><ul><li>Ariba has developed his platform to a new r...
The new version brings more than 150 new functional features. The main changes are found in the module known as “Upstream”...
At a technological level, the new version represents a very clear evolution in terms of architecture, more homogeneous and...
Revision 5 (9s5) of its On Demand product is what became Jupiter, so we can say that has been running over 2 years in prod...
Centralization of administration activities. Currently, each module has different platform administration.</li></ul>Reduce...
Approach<br />© 2011 Ariba, Inc. All rights reserved. <br />12<br />The project was presented strategically in two phases....
ChallengeJupiter Project<br />© 2011 Ariba, Inc. All rights reserved. <br />13<br />Technological complexity, comprehensiv...
Content<br />Introduction<br />ReasonstoMigrate<br />MigrationImpact<br />MigrationProcess<br />Conclusions<br />© 2011 Ar...
Migration ImpactOperative impact<br />Key operative aspects impacted by the migration:<br />During the six month time the ...
Migration ImpactTechnical Impact<br />Key operative aspects impacted by the migration:<br />It was needed to enhance the h...
Content<br />Introduction<br />ReasonstoMigrate<br />MigrationImpact<br />MigrationProcess<br />Conclusions<br />© 2011 Ar...
Migration Plan<br />© 2011 Ariba, Inc. All rights reserved. <br />18<br />The original plan was a result of a Migration as...
Commitment at AllLevels<br />© 2011 Ariba, Inc. All rights reserved. <br />19<br />New Project Management techniques<br />...
Technical responsible and team coordinator(ConradoCompanys)
Technical architect(Carlos Sanchiz)
Changemanagement responsible(José Antonio Sanz)
Responsible of Ariba(Carlos Marti)</li></ul>The team put in place innovative techniques in project management (SCRUM), and...
Aquanimamainfocusareas<br /><ul><li>Server set up and configuration
Data Base adaption
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9r1 - Upgrade Success - London

Have questions about 9r1? Want to hear from customers that have gone through the 9r1 upgrade? Whether you've finished your implementation, haven't started, or are anywhere in between; bring your questions to this session. This session will feature a panel of experts from customers who have recently upgraded, Ariba Product Management, Ariba Engineering, and Ariba Consulting.

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9r1 - Upgrade Success - London

  1. 1. 9r1 – Upgrade Success<br />© 2011 Ariba, Inc. All rights reserved. <br />
  2. 2. Content<br />Introduction<br />ReasonstoMigrate<br />MigrationImpact<br />MigrationProcess<br />Conclusions<br />© 2011 Ariba, Inc. All rights reserved. <br />2<br />
  3. 3. Our company specializes in Spend Management with presence in eleven countries and more than ten years of experience<br /><ul><li>Presence in 11 countries with its corporate headquarters in Spain
  4. 4. A multidisciplinary team of over 250 specialists in Spend Management
  5. 5. Direct experience on more than 120 spend categories
  6. 6. Proved workflow methodology in collaboration with our customers using world-class technology (ARIBA)
  7. 7. 13,820 25,840 MM € trading volume in negotiations, achieving average savings of 12% (1,650 MM €)
  8. 8. Aquanima’s target is success; Our remuneration is a percentage on the generated savings</li></ul>UK<br />GERMANY<br />PORTUGAL<br />USA<br />SPAIN<br />MEXICO <br />BRAZIL<br />COLOMBIA<br />URUGUAY<br />CHILE<br />ARGENTINA<br />Source: Internal information Aquanima<br />3<br />© 2011 Ariba, Inc. All rights reserved. <br />
  9. 9. FocusNon-Strategic Items (Non Core)<br />More than 120 purchasing categories among direct and indirect material and services<br />Health Insurance<br />Armored Cars<br />Office Supplies<br />IT/ Telecom<br />Average Global Saving 2001/2010: 14%<br />Logistics<br />Security Services<br />Construction / Rebuilding<br />Maintenance<br />4<br />© 2011 Ariba, Inc. All rights reserved. <br />
  10. 10. Our Products<br />Demand Management Quantity<br />Purchase Management<br />Price<br />CONSUMPTION REDUCTION<br />Change of the operating model<br />DIRECT SOURCING <br />Negotiation without specification Changes<br />STRATEGIC SOURCING Negotiation with specification changes and applying best practices<br />Purchase<br />Requisition<br />Quotation Approval<br />Delivery<br />Confirmation<br />Purchase order in the supplier portal<br />OUTSOURCING <br />Externalization of the purchase activities<br />5<br />© 2011 Ariba, Inc. All rights reserved. <br />
  11. 11. Bargain Power<br />Specialization<br />Agility<br />Technological Platform<br />Negotiations & Electronic Catalogues<br />Ariba Platform <br />(full suite)<br />Proved Methodology Adhesion to pre existing contracts<br />Category Specialists<br />290 all offices<br />Negotiation Volume<br />Competitive Differentials<br />NON CORE of the client <br />CORE of Aquanima<br />=<br />6<br />© 2011 Ariba, Inc. All rights reserved. <br />
  12. 12. Aquanima in World Performance Aligned with Global Savings<br />14% in savings<br />7<br />© 2011 Ariba, Inc. All rights reserved. <br />
  13. 13. Content<br />Introduction<br />ReasonstoMigrate<br />MigrationImpact<br />MigrationProcess<br />Conclusions<br />© 2011 Ariba, Inc. All rights reserved. <br />8<br />
  14. 14. WhytoMigrate<br />© 2011 Ariba, Inc. All rights reserved. <br />9<br /><ul><li>Ariba has developed his platform to a new release named “Jupiter” (or ASM 9r1). This evolution took Ariba more than 4 years to develop and evolves in a significant way the actual version used by Aquanima (ASM 4). Júpiter was released on sale on 2008 june.
  15. 15. The new version brings more than 150 new functional features. The main changes are found in the module known as “Upstream” (Sourcing + ACM + Analysis), taking apart the Sourcing obsolete module and adapting it to the general architecture of the platform and fully integrating it with ACM.
  16. 16. At a technological level, the new version represents a very clear evolution in terms of architecture, more homogeneous and robust, eliminating weaknesses.ConcerningAriba’s performance, Jupiter shows significant improvements and scalability becomes a reality on critical modules as ACM .
  17. 17. Revision 5 (9s5) of its On Demand product is what became Jupiter, so we can say that has been running over 2 years in production environments.</li></li></ul><li>WhytoMigrate (II)Overview<br />© 2011 Ariba, Inc. All rights reserved. <br />10<br /><ul><li>Simplification of the master data synchronization model between modules.
  18. 18. Centralization of administration activities. Currently, each module has different platform administration.</li></ul>Reduced maintenance costs due to problems of synchronization and processes simplification both platform support and CIS.<br /><ul><li>New architecture clearly distinguishes between Upstream and Downstream.</li></ul>Platform Administration simplification.<br /><ul><li>Multi-node platform for all modules.</li></ul>Improved performance and true scalability<br />Simplification and downtime reduction due to production deployments<br /><ul><li>Hot pluggin module architecture</li></ul>Enables migration in two stages: first upstream and then downstream.<br /><ul><li>Upstream (Analysis+Sourcing+ACM) integrated with Buyer ASM 4 version</li></li></ul><li>WhytoMigrate (III)Jupiter Project<br />© 2011 Ariba, Inc. All rights reserved. <br />11<br />The project Jupiteris slightly more than a "migration" to a new version of technology. The project Jupiter is one more step in Aquanima's continuous improvement, since our internal processes to the aptitude on developing new solutions, giving an answer to the needs of our clients. <br />Jupiter is to evolve to a technology and platform of future, scalable and that allows to align with the present and future needs of the different business units.<br />Jupiter integrates Sourcing with ACM, allowing us to evolve in the core part of our business. In addition to incorporating significant improvements in terms of scalability, which can increase performance by adding additional hardware.<br />CLIENT<br />TEC<br />Business<br />Business<br />TEC<br />This required a Change Management Aquanima had to face in a coordinated manner and with the involvement of all business units.<br />
  19. 19. Approach<br />© 2011 Ariba, Inc. All rights reserved. <br />12<br />The project was presented strategically in two phases. In a first phase, to transmit in a fast and effective way, all actors involved, the most significant of the new platform and, in a second phase, continue to evolve.<br />Robustness<br />Scalability<br />Flexibility<br />Phase I (Migration Project)<br />GAP “0” User<br />FunctionalImprovement<br />Phase II (Releases)<br />Change Management<br />
  20. 20. ChallengeJupiter Project<br />© 2011 Ariba, Inc. All rights reserved. <br />13<br />Technological complexity, comprehensive chang<br />Project duration, more than 9 months of work<br />Impact Force, more than 500 users<br />Large team, over 50 people directly involved in the project (Technology, Operations, Business)<br />Geographic distribution; 11 countries affected<br />It is the first time Aquanimahas faced a migration project of this size and complexity<br />
  21. 21. Content<br />Introduction<br />ReasonstoMigrate<br />MigrationImpact<br />MigrationProcess<br />Conclusions<br />© 2011 Ariba, Inc. All rights reserved. <br />14<br />
  22. 22. Migration ImpactOperative impact<br />Key operative aspects impacted by the migration:<br />During the six month time the project took it was not possible to provide any business improvement due to a code freeze on the solution.<br />The migration of the solution represents a Big-Bang affecting all the geographies, and forcing to manage the change in all geographies at the same time.<br />It made necessary to review, adapt and update all process and process handbooks related to the solution: CIS Operations; NOL Documents & processes, Suppliers…<br />The new functionality introduced by the merge of Sourcing and ACM made necessary to review the use cases of ACM and the NOL processes.<br />© 2011 Ariba, Inc. All rights reserved. <br />15<br />
  23. 23. Migration ImpactTechnical Impact<br />Key operative aspects impacted by the migration:<br />It was needed to enhance the hardware infrastructure. In order to minimize the investment, a IT plant to reuse hardware and reaccommodateservers was put in place.<br />The technical and functional teams in charge of the solution had to follow a learning plan during the migration process.<br />All the operative and solution management processes were reviewed to be adjusted to the new solution’s capabilities and features.<br />© 2011 Ariba, Inc. All rights reserved. <br />16<br />
  24. 24. Content<br />Introduction<br />ReasonstoMigrate<br />MigrationImpact<br />MigrationProcess<br />Conclusions<br />© 2011 Ariba, Inc. All rights reserved. <br />17<br />
  25. 25. Migration Plan<br />© 2011 Ariba, Inc. All rights reserved. <br />18<br />The original plan was a result of a Migration assessment project, made previous to the migration project, The assessment resulted in a project plan from January 2010 to October 13th, 2010.<br />Due to Ariba staffing problems, the project begun in March. As the final date cannot be moved due to it was strategically as it was a long holiday break in almost all impacted geographies, the project was replanified to meet this deadline, and this way mitigate the business impact of the go-live.<br />February<br />August<br />June<br />April<br />October<br />Code Migation<br />4r4 to 9r1<br />Dvelopment Migration<br />►Upstream<br />►Downstream<br />Tests Development <br />Functional tests<br />Issue resolution<br />Preparation <br />Develop Env<br />4r4, Stage<br />Preprod Migration<br />►Upstream<br />►Downstream<br />Tests Preprod<br />Functional tests<br />Issue resolution<br />Preparation <br />Preprod Env<br />4r4, Stage<br />Upstream: ACM, Analysis, Sourcing 9r1<br />Downstream: ACC, ACP, Buyer 9r1<br />4r4: Actual release<br />Stage: Bridge environment to run migration processes <br />General Test &<br />Go Live<br />Preparation <br />Production Env<br />4r4, Production<br />13/10/2010<br />
  26. 26. Commitment at AllLevels<br />© 2011 Ariba, Inc. All rights reserved. <br />19<br />New Project Management techniques<br />CommunicationTechniques<br />TeamMotivation<br />success<br />Project management team<br /><ul><li>Overall project manager(Alberto Clares)
  27. 27. Technical responsible and team coordinator(ConradoCompanys)
  28. 28. Technical architect(Carlos Sanchiz)
  29. 29. Changemanagement responsible(José Antonio Sanz)
  30. 30. Responsible of Ariba(Carlos Marti)</li></ul>The team put in place innovative techniques in project management (SCRUM), and in communication and virtual team management, inorer to sucessfullyaproach and finalize the project. This techniques helped to genereat a very commited and collaborative environment. <br />Multidisciplinarycoordination<br />Coordination and cooperation of the business area<br />
  31. 31. Aquanimamainfocusareas<br /><ul><li>Server set up and configuration
  32. 32. Data Base adaption
  33. 33. Configuration of communications and protocols
  34. 34. Set up working technical environments</li></ul>13/10/2010<br />GO LIVE<br /><ul><li>Module unification in the new platform (Upstream-Downstream)
  35. 35. Process adaption and redesign
  36. 36. Develop new components</li></ul>CHANGE MANAGEMENT<br /><ul><li>Work sessions
  37. 37. User Aceptance Test (UAT)
  38. 38. Knowledge transfer
  39. 39. Trainings</li></ul>20<br />© 2011 Ariba, Inc. All rights reserved. <br />
  40. 40. AquanimaMainFocusAreas<br />© 2011 Ariba, Inc. All rights reserved. <br />21<br />TECHNICAL ARCHITECTURE<br />ROBUST PLATFORM<br />MOVED FROM 42 TO 112 PROCESORS<br />RAM MEMORY INCREASED FROM 66Gb TO 132 Gb<br />CHANGED FROM WINDOWS TO LINUX<br />FUNCTIONAL MIGRATION<br />ESTABLE<br />PLATFORM<br />OVER 1.000 TEST CASES DEFINED AND<br />OVER 3.000 EXECUTIONS<br />460 ISSUES DETECTED AND SOLVED <br />CHANGE MANAGEMENT<br />OPERATIVE<br />PLATFORM<br />100% OF THE PROCCESES WERE TESTED<br />60 ADDITIONAL ISSUES DETECTED<br />NO BLOCKING ISSUES AT THE END<br />
  41. 41. Go Live Plan<br />© 2011 Ariba, Inc. All rights reserved. <br />22<br />V<br />8/10<br />L<br />11/10<br />X<br />13/10<br />S<br />9/10<br />D<br />10/10<br />M<br />12/10<br />20:24<br />GMT+1<br />01:59<br />GMT+1<br />14:49<br />GMT+1<br />04:44<br />GMT+1<br />07:26<br />GMT+1<br />13:47<br />GMT+1<br />22:42<br />GMT+1<br />22:00<br />GMT+1<br />18:00<br />GMT+1<br />09:00<br />GMT+1<br />120 HOURSOF CONTINOUS WORK AND SUPERVISION<br />FULL MIGRATED DONE IN 5 DIAS <br />COORDINATION OF MORE THAN 400 ACTIVITIES& PROCESSES<br />30 PERSONS DIRECTLY INVOLVED<br />Cut-Over Start<br />START OPERATIONS<br />5.- Backwards integrate<br />6.- Buyer pre-migration<br />3.- Upstream migration<br />4.- Viking Data Import<br />7.- Buyer migration<br />8.- Post Migration<br />9.- Go-live Tests<br />
  42. 42. Content<br />Introduction<br />ReasonstoMigrate<br />MigrationImpact<br />MigrationProcess<br />Conclusions<br />© 2011 Ariba, Inc. All rights reserved. <br />23<br />
  43. 43. OneMonthLater<br />© 2011 Ariba, Inc. All rights reserved. <br />24<br />A month after launching the Aquanima new platform on October 13, 2010 at 09:00 a.m. (GMT-1),it had received a total of 228 non-blocking request to Platform Support of Global Technology area as part of post-go live phase.<br /> These applications are classified by their type in:<br /><ul><li>INQUIRIES Questions about features or other issues
  44. 44. IMPROVEMENT REQUESTS: Requests for new features or other proposed areas for improvement.
  45. 45. ADMINISTRATION REQUEST: “Day by day” requests on access to platform, change profiles, password, user creation, etc.
  46. 46. INCIDENT: Problems encountered by users who require intervention or no and technological parameters resolution.</li></li></ul><li>Applications Filed in Platform Support<br />© 2011 Ariba, Inc. All rights reserved. <br />25<br />There are only two notable incidents:<br /><ul><li> Performanceto create supplier users
  47. 47. Refinement of some Analysis reports</li></li></ul><li>Finally…<br />© 2011 Ariba, Inc. All rights reserved. <br />26<br />Teaminvolvement<br />Introduction of new Project Management (scrum)<br />Estimated delivery vs. Actual execution: start-end<br />Support from the Executive Team<br />Business AreaPartnership<br /><ul><li>January 1-October 13 planned vs March 1 - October 13
  48. 48. Deviation on the start of the project being managed not to affect the go-live of the platform migration (it began with less than 2 months time with regard to the original plan).
  49. 49. Executiondeviation: 0%</li></ul>Keystosuccess<br />_<br />
  50. 50. Summarizing<br />© 2011 Ariba, Inc. All rights reserved. <br />27<br /><ul><li>GOALS WERE SUCCESSFULLY ACHIEVED
  51. 51. GOALS AND TERMS SET FORTH IN THE PROJECT HAVE BEEN ACOMPLISHED
  52. 52. STABLE PLATFORM, FROM TECHNOLOGICAL TO FUNCTIONAL POINT OF VIEW
  53. 53. THERE IS NO ASPECT PUTING AT RISK THE “ON GOING”.
  54. 54. EXCELLENT COORDINATION AND COOPERATION BETWEEN THE DIFFERENT AREAS (OPERATIONS-BUSINESS-TECHNOLOGY)</li></li></ul><li>Whataboutthefuture?<br />FASE II <br />Robustness<br />Scalability<br />Flexibility<br />Phase I (Migration Project)<br />GAP “0” User<br />FunctionalImprovement<br />Phase II (Releases)<br />Change Management<br />© 2011 Ariba, Inc. All rights reserved. <br />28<br />CONTINUE TO EVOLVE<br />
  55. 55. Thank You<br />Jose Antonio Sanz<br />Business Relationship Manager<br />Joseantonio.sanz@aquanima.com<br />29<br />© 2011 Ariba, Inc. All rights reserved. <br />
  56. 56. Questions<br />30<br />© 2011 Ariba, Inc. All rights reserved. <br />30<br />© 2011 Ariba, Inc. All rights reserved. <br />
  57. 57. 31<br />© 2011 Ariba, Inc. All rights reserved. <br />“Safe Harbor” and Confidential Information Statement<br />This information reflects the status of Ariba solution planning as of January 2011. All such information is the Confidential Information of Ariba (per the contract between our companies), and must not be further disclosed, as stated in the confidentiality clause of that contract. This presentation contains only intended guidance and is not binding upon Ariba to any particular course of business, product strategy, and/or development. Its content is subject to change without notice. Ariba assumes no responsibility for errors or omissions in this document. Ariba shall have no liability for damages of any kind including without limitation direct, special, indirect, or consequential damages that may result from the use of these materials.<br />31<br />© 2011 Ariba, Inc. All rights reserved. <br />
  58. 58. 9r1 – Upgrade Success<br />

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