The document discusses Capgemini's Transformation Gateway conference focused on cost, collaboration, and compliance in enterprise content management (ECM). It notes that properly executed ECM cost reduction agendas can help achieve compliance and collaboration objectives. The agenda covers how to establish a center of excellence and BNP Paribas's feedback on cutting costs while improving quality of service. Virtualization is presented as a way to increase flexibility for document management while realizing savings.

1. Cost, Collaboration, Compliance
Your Journey Through The Transformation Gateway
Author
Berlin, October 31 - November 03, 2011
TRANSFORMATION GATEWAY

2. Cost, Collaboration, Compliance
 Capgemini believes that there are three key drivers of the ECM agenda
• Cost reductions support company financial performance
• Collaboration supports company agility and reduces time-to-market
• Compliance protects the company in case of litigation
 A cost reduction agenda for ECM, if executed with the right staffing, focus, and governance
principles, will help accomplish compliance and collaboration objectives at the same time.
 Our agenda for today:
• How to set a course for changing your sourcing model to a Center of Excellence?
• BNP Paribas’s feedback on cutting costs while improving Quality of Service
| Cost, Collaboration, Compliance
October 31 - November 3, 2011
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© 2011 Capgemini. All rights reserved.

3. Virtualisation and the service centre –
Increased flexibility for document management

4. The challenge
Flexibility Quality of service Savings
| Cost, Collaboration, Compliance
October 31 - November 3, 2011
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© 2011 Capgemini. All rights reserved.

5. Profitability and savings
Example: manufacturing company
Turnover
220 Same
11 margin
levels
132
100 100 100
Margin 5 5 11
Purchasing 60 60 54
77
Other expenses 35 35 35
Today Target Today Target
Sales X2 Purchasing costs 10%
| Cost, Collaboration, Compliance
October 31 - November 3, 2011
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6. Flexibility and quality of service
 Lower investments
Reduction  Reductions passed on to new customers
in supplier  Longer-term commitment
margins
Reduction  Less experienced staff
in quality  Fewer training courses
of service
 Knowledge gap in latest versions and functions
 No awareness of existing bugs and features
Service
support
Upscale in  Inability to move to industrial
production production for increased supply
/quality and savings
| Cost, Collaboration, Compliance
October 31 - November 3, 2011
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7. How does the market respond?
DRS HA Consolidated
Backup
Virtual Center Management Server
Virtual Machines
App App App App App App App App App App
OS OS OS OS OS OS OS OS OS OS
Virtual SMP ESX Server VMFS
Enterprise Servers
Enterprise Network
Enterprise Storage
Service Centre Virtualisation Cloud
| Cost, Collaboration, Compliance
October 31 - November 3, 2011
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8. Service centre savings
An optimised service centre costs our
customers about half as much as local Offshore Service Centre Cost: - 50%
support...
 With better quality results
 With increased flexibility Nearshore Service Centre Cost: -35%
Onshore 3rd party application maintenance Cost: - 30%
Service centre requirements:
 New ways of working
On-site 3rd party application maintenance Cost: - 25%
 Change in production
methods
On-site technical assistance
| Cost, Collaboration, Compliance
October 31 - November 3, 2011
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9. Changing the sourcing model changes
working methods
Commitment mode  On-site ATG Service Centre
Responsibility for contract execution Customer Capgemini Capgemini
Invoicing Time & material Work Units Work Units
Commitment to results None SLA SLA
Transition cost supported by Customer Capgemini Capgemini
Place service is delivered Customer site Customer site Mixed Customer/ Cap
Resource sharing None None On request
Ability to alter load Duration of the contract Monthly Monthly
Option of going offshore Impossible Partial Integral
Daily cost Per profile Fixed price Fixed price
| Cost, Collaboration, Compliance
October 31 - November 3, 2011
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© 2011 Capgemini. All rights reserved.

10. Changing the sourcing model requires investments
Reduced costs, improved quality and flexibility Investments required
 Automated tests  Strengthened management to cope with
 Automated deliveries relocation
 Offshore service prices  Translation effort (for India)
 Resource sharing across projects  Reverse engineering
 More working days  Cost of offshore publishing resources
 Standard price services  Capgemini office expenses
 Driven by service level indicators  Travel expenses
 Up-to-date documentation  Rollback cost
 Knowledge base
 Publisher’s expertise
 Space-saving on site
 Reductions in volume for services
 Commitments to increased productivity
 Free transition
| Cost, Collaboration, Compliance
October 31 - November 3, 2011
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11. Uncertainties
 Feasibility
 Return on Investment
 Management procedure
 Implementation path
 Impact on my company’s organisation
 Risk identification and coverage
 Communication document / Mobilisation
| Cost, Collaboration, Compliance
October 31 - November 3, 2011
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© 2011 Capgemini. All rights reserved.

12. Choice of indicators
Key aspects of the management approach:
Reason Improvement driver Indicator
Reduce the cost per person / day Average cost of a production day
Reduce the cost of the development infrastructures Cost of the platform per implemented CPU
Reduce Reduce the cost of deploying a new server Cost of providing a new server
production
costs Increase operational staff productivity Number of production days
Reduce hosting and operating costs Hosting and operating costs
Reduce cost of premises Cost of premises
Improve management reporting Existence of reporting indicators for SLA
Increase Standardise production costs Value of work units
production
reliability Automate non-regression tests Number of instances of automated tests
Reduce the number of tickets generated Number of tickets per incident category
Reduce the timescale for processing tickets Processing timescale
Increase
service
Reduce the timescale for delivering a new infrastructure Delivery timescale
responsiveness
and flexibility
Reduce the timescale for producing corrective versions and new projects Production timescale and programming timescale
| Cost, Collaboration, Compliance
October 31 - November 3, 2011
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© 2011 Capgemini. All rights reserved.

13. Portfolio benchmark
Key aspects of the management approach: Reason Improvement driver Indicator
Value
Comment
Measured Target Variation
The tool: Portfolio management benchmark file Reduce the cost per
person / day
Average cost of a
production day
496 376 -120 Green, Orange, Red
(see attached Excel file) Increase operational
staff productivity
Number of production
days
6600 5900 -700 Green, Orange, Red
 Main components: Reduce
production
costs
Reduce hosting and
operating costs
Hosting and operating
costs
65000 400000 -250000 Green, Orange, Red
• Indicator type
Reduce the number of
suppliers Number of suppliers 4 1 -3 Green, Orange, Red
• Target lever
Reduce cost of
Cost of premises 49100 299202 -191798 Green, Orange, Red
premises
Improve management Existence of reporting
N/A Capgemini Standard Capgemini Standard Green, Orange, Red
• Affected indicator
reporting indicators for SLA
Formalise project Assessment of project
N/A Capgemini Standard Capgemini Standard Green, Orange, Red
management grading management grading
 Value Increase Standardise production
Value of work units N/A Capgemini Standard Capgemini Standard Green, Orange, Red
costs
• Measured against existing
production
reliability
Automate non- Number of instances of
0 600 600 Green, Orange, Red
regression tests automated tests
• Projected
Organise regular
Scheduled number of
application reviews by 0 50 50 Green, Orange, Red
publisher days
the publisher
Reduce the number of Number of tickets per
• Differential
1100 1000 -100 Green, Orange, Red
tickets generated incident category
Reduce the timescale
Processing timescale SLA compliant SLA compliant N/A Green, Orange, Red
for processing tickets
• Qualification criteria
Increase
service
Reduce the timescale
responsiveness Production timescale
for producing corrective
and flexibility and programming SLA compliant SLA compliant N/A Green, Orange, Red
versions and new
timescale
 Flash Benchmark
projects
• Qualitative
Qualitative criteria Improved qulaity +3 Green, Orange, Red
Flash
Benchmark
• Quantitative Quantitative criteria Potential gain in Euros 525798 Green, Orange, Red
| Cost, Collaboration, Compliance
October 31 - November 3, 2011
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14. Deliverables
Key aspects of the management approach:
 Choice of performance indicators
 Interview questionnaires
 Interview reports
 Portfolio benchmark
 Choice of study scenarios
 Valuation of the potential gains per scenario and
consolidation of ROI
 Conversion plan
 Business case
 Management summary document
| Cost, Collaboration, Compliance
October 31 - November 3, 2011
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© 2011 Capgemini. All rights reserved.

15. Contacts
Please contact:
• Pascal Simons
pascal.simons@capgemini.com
| Cost, Collaboration, Compliance
October 31 - November 3, 2011
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© 2011 Capgemini. All rights reserved.

16. Lessons Learnt
BNPP Momentum Berlin
Lucile GIRARDEAU & Jean CHARNAY
01 novembre 2011

17. Summary
1. Skill Center within the group
2. ECM and Archiving Skill Center
3. EMC Documentum’s Roadmap
4. Implementation of Outsourcing
5. Migration/Upgrading and Virtualization
6. New Interfaces
ITP-ITG 01/11/2011 17

18. Skills centers within the Group BNP Paribas
BNP Paribas, an European leader with global dimensions
 With more than 200,000 employees in 84 countries, BNP Paribas is a European leader in
global banking and financial services, with global coverage and a strong presence in all
major financial centers
.
 Within the IT function, we favor the mutualised approach by developing shared
platforms and coordinating the Competence Centers and Shared Services, particularly
in the ​ECM area.
The objectives of the ECM and Archiving Skill Center :
 Capitalizing on the expertise of BNP Paribas on:
 the document’s lifecycle, from its creation to its long-term preservation (document
management and collaboration)
 the archiving of objects and regulatory constraints in this area.
 Build service offerings that generate savings for the Group
ITP-ITG 01/11/2011 18

19. ECM & Collaborative Skills Center Service Offering
Development and Maintenance of ECM and collaborative solutions for the
various business unites and Group Functions Billing units
Project
• 19 applications ECM (BNPP Assurance, ITPS, CIB, AJG, BNPP Real Estate, RHG, GRM) that is JH devis
to say 90 000 users worldwide (Europe, Asia, America) Maintenance
Complexity of the application
• 155 eRoom spaces for 1840 users Hosting
• 1 application Microsoft SharePoint (Collaborative portal and social network) for RetailBanking Number of weighted users
Storage (Go)
Engagement criteria
A Web interface to access documents, developed from standard components and fully
customizable. Application availability
24/24 7/7
A library of reusable components, based on our achievements. An estimate within 5 days
A few figures
Full coverage of the applications with the following services
19 applications for
BDDF, CIB, AJG
• From conception to performance BNPParibas Assurance,
• Hosting on a shared platform BNP Paribas Real Estate,
• Support and maintenance RHG, GRM, ITP
REACTIVITY
Technologies A platform ready for use
PERENIALITY
A referenced software
ITP-ITG 01/11/2011 19

20. Positioning of ECM in the Group
Librairies
 Business documentary reference Examples of performances for:
 Publication of official documents
Group functions
Reference ITP - RBIS
 Quality SDPA Application for sharing documentation IT projects
and assets
 Compliance
PROCEDURES Management procedures level 3
Document management projects
RHG
 IT projects DEC Document management of employees records
 financial products
IS
Business Record Management Assurance
 Approval file banking commission REPPI (BNPP Assurance/BDDF) Reporting repositories of
protections tools
 Clients files
Real Estate
Publication EXPERTISE Records management expertise of real estate
 Repository of consultation assets
 Mass document injection CIB
AUGIAS (Corporate Finance) Deals document management
Documentary Services
 Blocks for business applications
 Documentary references portal or website
ITP-ITG 01/11/2011

21. ECM Roadmap Offer
 Reduce the total cost of ownership of ECM applications
 While increasing the wealth of application features and services
Diminution du coût de mise en oeuvre d'une
application classique
160
140
Off the shelf
120
100
Déploiement
Mise en qualification et production
applications
New user
Recette et qualification
Packaging
80
Développement-ergonomie
Développement-fonctionnel
Exigence et conception
60
Assistance à MOA
Estimation préalable
40
20 Integration interfaces based
0
2005 2006
Années
2007 2008
Witbe on the
configuration
Industrialization of the Generation
implementation of applications PDF Migration
IMGD 6.5
High dispo
24/24 Outsourcing of
development
Flow Injector
and maintenance
Web The launch of activities
services TMA GED
Synchronisation
LDAP
Migration/upgrade of
Authentification
grouped applications Optimizing the use
LDAP / PKI
Implementation of machinery
of the IMGD 5.3
platform Virtualization Gain flexibility
2005 2006 2007 2008 2009 2010 2011 2012
ITP-ITG 01/11/2011

22. Making use of outsourcing
Outsourcing policy of BNPP
 Skills internalization
 Increase in fixed price contracts with a reduced number of different suppliers
 Invest in mass producable development methods externally
To enroll in this context, the launch of a maintenance, support, and
development centre
 No change to our internal customers
 Control of the supplier
 Through internal quality control
 through the establishment of INS
ITP-ITG 01/11/2011 22

23. Why upgrade the IMGD platform?
Upgrade project in 2010-2011 to a newer version of Documentum allowing for the maintenance and
continuity of the IMGD offer.
Documentum version used on Documentum version used on
IMGD until 2010 IMGD since 2011
• New ergonomics
Documentum •Improved performance
V 5.3 V 6.0 V 6.5 V 6.6 •More settings, less development
Roadmap
2006 2007 2008 2009 2010
The platform IMGD entered its 5th year of service and used a version of Documentum (5.3 SP2) at
the end of Extended Support publisher like other software layers of IMGD
(Websphere, Oracle, Linux)
ITP-ITG 01/11/2011

24. Virtualize to gain flexibility
Virtualization of the Documentum platform:
 Virtualize the third application and presentation of the IMGD chain
 Use VMWare version 4
IMGD virtualized platform
Alteon
Previous IMGD platform
Physical
… …
WAS WAS WAS WAS
machine Alteon
Vm Vm Vm Vm
Virtual WAS WAS
machine Batch
Software
Linux Linux
Linux
CS
Vm
… CS
Vm
CS
Vm
… CS
Vm
CS CS
Linux Linux Batch
batch batch
Oracle Linux
Oracle Vm Vm
Linux Linux ESX server of virtual ESX server of virtual
machines machines
Chain 1 Chain 2
Oracle RAC Oracle
Linux Linux
ITP-ITG 01/11/2011 24

25. Overview of the new platform
Virtualized architecture is credible
 No virtualization incident
 No performance degradation
Optimization of resource use
 Resources deployed in production in virtual machines is 2 times the resources of
physical machines
Scalability of infrastructure
 Ability to add ESX server and redistributing virtual machines
Flexibility of infrastructure
 The deployment of a new machine is measured in days rather than months
 Changing the configuration of the machines (CPU RAM) can be done daily
Flexibiliy of service offering
 High availability and possible trades autonomy by the dedicated virtual machines
 Ability to tailor levels of service as needed
ITP-ITG 01/11/2011 25

26. Limit the development to reduce costs
Context
 20 applications based on the webtop
 Upgrade of 16 applications from webtop 5.3sp2 to 6.5sp3
 Average cost of upgrade per application: approx. 50 man-days
 Customization interface represents the majority of the upgrade cost
XCP/Taskspace offer
 Allows for a higher level of configuration than webtop
 Taskspace application customisations
 Choice of tabs
 Configurable interface according to the roles
 Definition of forms via Form Builder
 Introduce some definition constraints of HMI
 Forms Management
 Tab management
ITP-ITG 01/11/2011 26

27. Limit the development to reduce costs
Goal
 Using the capabilities of configuring XCP / TaskSpace to restrict customization
of Human Machine Interfaces (HMI)
 Save time in application development
 Decrease maintenance costs
 Decrease upgrade costs
Types of existing applications
 1/3 of applications are close to the standard, because either they are simple, or
the business logic is managed outside the GED.
 1/3 of applications are close to the standard but have a business logic beyond
the scope of TaskSpace.
 Their business behaviors are quite similar
 1/3 of applications are far from standard or highly costomized
 Developed directly from the WDK layer
 HMI webtop highly modified
ITP-ITG 01/11/2011 27

28. Limit the development to reduce costs
Implementation of existing applications
 Applications close to the standard
 Re-implementation via a TaskSpace application using only the capabilities of the
product configuration, supplemented if necessary in Business Objects
 Applications close to the standard but have a business logic beyond the scope
of TaskSpace.
 Determine business behaviors of the HMI : in the form of Business Object Adaptors
form or jobs / server method
 Reuse common application interfaces and components
 TaskSpace interface set to the HMI
 Applications far from standard or very specific
 Treated on a case-by-case basis
 A redesign may be necessary
 May not be suitable for implementation in XCP / TaskSpace
ITP-ITG 01/11/2011 28

29. More information
About Capgemini
With more than 115,000 people in A deeply multicultural organization, Capgemini
40 countries, Capgemini is one of the world's has developed its own way of working, the
foremost providers of consulting, technology Collaborative Business ExperienceTM, and
and outsourcing services. The Group reported draws on Rightshore®, its worldwide delivery
2010 global revenues of EUR 8.7 billion. model.
Together with its clients, Capgemini creates and More information is available at:
delivers business and technology solutions that www.capgemini.com
fit their needs and drive the results they want.
®
Rightshore is a trademark belonging to Capgemini
| Cost, Collaboration, Compliance
October 31 - November 3, 2011
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© 2011 Capgemini. All rights reserved.

30. www.capgemini.com
The information contained in this presentation is proprietary. ©2011 Capgemini. All rights reserved