The document provides a summary of GASCO's ERP Post Implementation Review (PIR). The PIR assessed the success of GASCO's ERP project in terms of planned vs actual objectives, identified gaps in the ERP solutions and business processes, and provided recommendations. It found 73 issues that were categorized as technical, process, or human-related. From these issues, 26 business cases and 33 quick win actions were developed as recommendations. An engagement model was also introduced to monitor the implementation of PIR recommendations and control new ERP initiatives. The model consists of an ERP steering committee, department heads, and focal points. Overall the PIR provided a positive assessment of the ERP project while identifying opportunities for improvement

1. GASCO ERP PIR
‫التطبيق‬ ‫بعد‬ ‫اجعة‬‫ر‬‫امل‬ ‫مرحلة‬
Post Implementation Review

2. This report has been prepared by GASCO for general information only. Information contained herein has been obtained from sources deemed reliable and no representation is made as to the accuracy thereof. This includes government agencies,
universities, third party suppliers, etc. GASCO does not guarantee, warrant or represent that the information contained in this document is correct. Any interested party should undertake their own inquiries as to the accuracy of the information.
GASCO excludes unequivocally all inferred or implied terms, conditions and warranties arising out of this document and excludes all liability for loss and damages arising there from.
Contents
04 Executive Summary
07 ERP Project Journey
08 ERP Engagement Model
11 Milestones
12 ERP PIR Assessment Summary
16 GAP Analysis and Recommendations
25 ERP Achievements
26 Lessons Learned
27 ERP PIR Department Head Workshop
30 Glossary
Maximo ORACLE Financials ORACLE HCM
Dear Colleagues,
The ERP Project was a journey resulting from a
strategy review completed in 2007, and we embarked
on it, because we needed to strengthen our position
as an undisputed leader in the gas processing field in
the region. To complete the life cycle of the project,
the PIR was initiated as a process to identify the
areas requiring improvement.
Our vision and corporate values emphasize our drive to continuously improve. The PIR, our next step toward
excellence, shows Gasco’s commitment to openness and transparency in our processes and culture. It ensures
that critical functionality is smooth and streamlined, it guarantees maximum benefits to the organization.
This booklet is a concentrated summary of the ERP journey, a brief and succinct look at our approach,
deliverables and experience.
Best Regards,
Mohammed A. Sahoo Al-Suwaidi
Chief Executive Officer, GASCO
،‫واالحترام‬ ‫التقدير‬ ‫وافر‬ ‫بقبول‬ ‫وتفضلوا‬
‫السويدي‬ ‫ساحوه‬ ‫بن‬ ‫عبدالله‬ ‫محمد‬
‫جاسكو‬ ،‫التنفيذي‬ ‫الرئيس‬

3. POST
IMPLEMENTATION
REVIEW
www.gasco.ae03 www.gasco.aewww.gasco.ae3
‫النمو‬
‫الفخر‬
‫و‬
Executive
Summary
As a result of the management discussion in Sir Bani Yas Management Retreat
last January 2011, the CEO initiated the ERP Post Implementation Review to
assess the ERP project’s success level, to identify the gaps and lessons learned
and to make recommendations for future projects.
The ERP Post Implementation Review (PIR) was conducted over a period of six
months with members from HC, FM, CD, TS, IT and with the assistance of
external subject matter experts. These experts were brought in to assess the
business and IT maturity based on best practices and to come up with
recommendations to bridge the gaps. A combined effort of the PIR team and
the experts was undertaken to conduct 376 online surveys, 44 face-to-face
interviews and 32 workshops with key Management and end-users. The results
revealed 73 issues that fell into technical, process and human categories, and in
turn, recommendations were generated and divided into two main categories:
business cases and quick win actions, of which 26 business cases and 33 quick
win actions were found.
The first part of the assessment included 2 major deviations, 12 minor
deviations, and 28 no deviations of planned vs. actual project objectives of
Maximo, ORACLE HCM, ORACLE Financials and the Infrastructure subprojects.
The second part of the review was to assess the effectiveness of existing ERP
solutions and business process gaps against leading best practices for
Maintenance, Commercial, Human Resource and Finance. Throughout these
assessments, a list of Lessons Learned was created to highlight which lessons
were missed or achieved.
Additionally, an Engagement Model was introduced to monitor the ERP PIR
recommendations implementation and to review and control the new ERP
initiatives. The Model consists of three groups: the ERP Steering Committee
to set future direction for ERP Solutions, IT/Business Department Heads (Custodi-
ans) to monitor and control the initiatives, and the systems’ custodian focal points
to formulate enhancement initiatives and to provide feedback on the success of
these enhancements.
In the following pages, you will be taken on a journey of the ERP PIR that will
exhibit the overall positive assessment of the project.
ERP PIR 4
‫موجزة‬ ‫نبذة‬

4. www.gasco.ae5
‫املجتمع‬
01The Journey
Engagement Model
ERP Project
Every day, GASCO processes
4,889,000,000 standard
cubic feet of gas.
‫احملدودة‬ ‫الغاز‬ ‫لصناعات‬ ‫ظبي‬ ‫أبو‬ ‫شركة‬ ‫تقوم‬
‫قياسي‬ ‫قدم‬ 4,889,000,000 ‫مبعاجلة‬ )‫(جاسكو‬
.ً‫ا‬‫يومي‬ ‫الغاز‬ ‫من‬ ‫مكعب‬

5. - ERP Project Initiation
- Analyze Project Performance
- Award External SME
- Face-to-Face Workshops /Surveys
- Document Achievements and
Lessons Learned
- Analyze / Verify Findings
- Design Improvement Program and
Engagement Model
- Present PIR to Management
- PIR Project closure
344Online ERP Applica-
tions End-Users Satisfaction
Surveys
29 Online ERP
Project Members Satisfaction
Surveys
3Online ERP Project Vendors
Satisfaction Surveys
32Workshops with
Maintenance, Commercial, Human
Capability and Finance staff
44Face-to-Face
Interviews with SVP, VP &
department heads from TS, CD,
FM, HC & Plants
2011PIR showed us how to
capitalize on the added functionality
of the system and how to use it to its
greatest potential. The review proudly
details the extensive efforts of the ERP
project team and benefits achieved
after years of hard work, dedication
and commitment. I look forward to
these systems providing increased
utilization of data and optimization of
maintenance operations.
Thank you for the combined energy
from HQ and Sites and the support
that was provided to make this project
a company-wide success.
Peter Verhulst, SVP (CS)
”
“
The introduction of the Engage-
ment Model is a prime example of
a Company coming together and
collectively striving to meet its goal.
The organization and execution of
the model should be replicated and
followed throughout all future relevant
projects.
Marwan Al Hammadi, VP (TS)
”
“
At a Glance
Jan
Mar
Apr
May
Jun
Jul
www.gasco.ae7
ERP Project Journey
The Model consists of three groups: the ERP Steering Committee to set future direction
for ERP Solutions, IT/Business Department Heads (Custodians) to monitor and control the
initiatives, and the systems’ custodian focal points to formulate enhancement initiatives and
to provide feedback on the success of enhancements.
As seen above, the Model provides a restricted process for introducing new initiatives or
enhancements into the ERP production environment with minimal disruption to the ongoing
operations and also to monitor the ongoing issues. As with all projects, user engagement is
a key factor to success, which was why GASCO tried to include the end users in as many
phases of the ERP project as possible.
ERP Steering
Committee
ERP Engagement Model
An Engagement Model was introduced to monitor the ERP PIR
recommendations implementation and to review and control the new
ERP initiatives.
ERP PIR 8

6. www.gasco.ae9
‫الجامعي‬ ‫العمل‬
02What Was Planned
Planned vs. Actual
ERP PIR Assessment Summary
GASCO was the winner of the
2010 Sheikh Khalifa Diamond
Excellence Award.
‫خليفة‬ ‫الشيخ‬ ‫بجائزة‬ ‫جاسكو‬ ‫شركة‬ ‫فازت‬
2010 ‫عام‬ ‫املاسية‬ ‫الفئة‬ ‫عن‬ ‫لالمتياز‬

7. 2007
Sept Apr May Mar Apr May Jun May Jun Jan Jun
2008 20102009 2011
Implementation Phase
Planned vs. Actual
Milestone
The ERP PIR assessment was divided into two main categories:
The first part was an assessment of planned versus actual objectives, deliverables, scope, schedule, expenses and resources.
The above chart illustrates the assessment results of planned versus actual achieved project objectives for Maximo,
ORACLE HCM, ORACLE Financials and the Infrastructure subprojects.
Planned
Planned
Planned
Planned
Planned
Planned
Actual
Actual
Actual
Actual
Actual
Actual
GO Live-Drop 1 (ORACLE HCM)
Pre - Implementation Phase
GO Live-Drop 2 (Maximo &
ORACLE Financials)
Post - Implementation Phase
Post - Implementation Review
Milestones
www.gasco.ae11
The major deviations were related to delays in
implementing the Budget Management module
[ORACLE Hyperion] and Journals workflow approval;
both are expected to be deployed by Q3 2011.
The second part of the review was to assess the
effectiveness of existing ERP solutions and busi-
ness process gaps against leading best practices
for Maintenance, Commercial, Human Resource and
Finance.
A Total of 73 issues were found, withthe issues
falling into technical, process and human categories.
26 business cases and 33 quick win actions were
generated as recommendations to bridge the gaps.
Maximo Upgrade
NO Deviations 10
Minor Deviations 1
Major Deviations 0
ORACLE
Financials
NO Deviations 9
Minor Deviations 6
Major Deviations 2
ORACLE HCM
NO Deviations s
Minor Deviations 4
Major Deviations 0
TOTAL:
28 NO Deviations
12 Minor Deviations
2 Major Deviations
Infrastructure
NO Deviations 4
Minor Deviations 1
Major Deviations 0
“
”
“
”
We were happy to support HQ’s
effort in this large-scale project and to
see it fully aligned with the needs of the
Plants. The results of the PIR identified
how the new system can enhance our
systems to assist our jobs even more.
Mahmoud Al Mazmi, VP (OMH),
Buhasa Plant
The business objective, in terms of
implementing an integrated ERP system,
was achieved. The PIR helped to define
the technical issues and recommended
some ways to close these gaps and
eliminate the deviations.
Abdulla Al Minhali, SVP (T)
ERP PIR Assessment Summary
ERP PIR 12

8. www.gasco.ae13
‫املستمرة‬ ‫التحسينات‬
GAP Analysis
and Recommendations
03
GASCO and ADNOC Distribution are leading
the way to expand the use of Natural Gas for
Vehicles (NGV). Natural gas is not toxic or
corrosive and is cheaper than gasoline at the
filling stations.
‫توسيع‬ ‫مبادرة‬ ‫للتوزيع‬ ‫وأدنوك‬ ‫جاسكو‬ ‫شركتا‬ ‫تقود‬
‫ويتميز‬ .‫للسيارات‬ ‫كوقود‬ ‫الطبيعي‬ ‫الغاز‬ ‫استخدام‬
‫وهو‬ ‫التآكل‬ ‫يسبب‬ ‫وال‬ ‫سام‬ ‫غير‬ ‫بأنه‬ ‫الطبيعي‬ ‫الغاز‬
.‫التموين‬ ‫محطات‬ ‫في‬ ‫البنزين‬ ‫من‬ ‫أرخص‬

9. www.gasco.ae15
‫املهنية‬
‫النجاح‬
‫و‬ The effectiveness of existing ERP solutions and
business process gaps were assessed against leading
best practices for Maintenance, Commercial,
Human Resource and Finance.
This section consolidates all gaps identified during
the workshops, project performance deviations and
ORACLE Financials/HCM snag lists.
A strategy and project plan have been developed
for the implementation of these recommendations.
6% Fair 12% Fair
Average
Fair5%
ORACLE FinancialsMaximo ORACLE HCM
Application Satisfaction Survey:
Overall how would you rank your satisfaction with the following systems?
Comparison
GAP Analysis and Recommendations
Average
Excellent
68%
26%
44%
Excellent
44% 68%
Average
27%
Excellent
ERP PIR 16
‫والتوصيات‬ ‫الثغرات‬

10. Maximo
Maximo is slow from Plant Sites
Commercial Directory is not utilized comprehensively
Accuracy of data in Maximo
Maximo is not being used for HSE requirements
1
2
3
4
• Better Coordination among IT Teams
• Analysis of Maximo performance issue by the Joint IT Team (team should be comprised of: Maximo Support
team, IT Systems & Database team, IT Security team, IT Network team)
• Analyze the Data Quality Errors in Maximo (especially in description of Assets, Locations and assignment of
Asset to Locations)
• Data Cleansing Exercise (ensure that Accuracy, Completeness and Uniqueness of data is achieved)
• Review of Quality Check Process before entering the data in Maximo
• Standardization of Data Entry in Maximo by agreeing on Nomenclature and centralizing the data entry of new asset
• Use Safety sub module to get directions from Safety department
• Use Hazardous Material functionality
• Automate and Integrate the Permit to Work Process
• Reports should be generated and reviewed by Commercial Management to identify the lack of utilization of
Commercial Directory
• Category Supplier History should be shared with Bid Opening Committee
• Implementation of Comprehensive Suppliers Performance Evaluation System
Gaps and Recommendations
www.gasco.ae17
”
“
Lengthy Supplier Pre-qualification cycle
Budget Check for Non Term contracts is done at
the Release Order level
Documentation is not updated once Change
Requests are entered
Lack of System Enviroments
Lack of Strategy for Reporting Tools
5
6
7
8
9
• Introduce comprehensive KPI to monitor supplier pre-qualification time
• Simplification of pre-qualification Process for Non Critical Categories
• Unification of Supplier pre-qualification Process and Directory across all Groups
• Budget check before raising a Non Term Contract
• Update and Preparation of all System Specifications
• Introduction of Design Authority and Change Control Procedure
• Introduction of Design Authority and Change Control Procedure
• Report Committee should formulate GASCO’S Reporting Strategy
The ERP PIR helped to discover and
further define the Major Projects Group’s
needs, including storing contracts,
capturing commitments and identifying
future inventory. Once this is accomplished,
the benefits of the systems will be
realized.
Abdul Aziz Al Ameri, SVP (P)
”
‫والتوصيات‬ ‫الثغرات‬
“Throughout the PIR and the
implementation of these advanced
technological tools, it became evident that
the increased amount of workflows have
positively impacted and improved business
processes. The end result has shown
drastic improvements in efficiency.
We are committed to excel in all we do. With
this and the long-term vision and prompt
execution of our leadership, our continued
corporate journey of excellence will be a
successful one.
Adel Salem Alkaff, VP (CD)

11. ORACLE Financials
Delay in resolving technical issues
Delay in Month-End Period Closing
Cash Management Process is manual
Major Projects Commitments are not captured in System
1
2
3
4
Gaps and Recommendations
• Conduct Regular Meetings with Finance Team
• Introduction of Design Authority and Change Control Procedure
• Establish Payables Task Force Committee to investigate Payables process and eliminate manual controls and other
non-value added activities in paying invoices
• Review and agree on holistic integrated Period-End Closure procedure to meet the GASCO target (and strive to achieve
industry benchmark)
• Configure Oracle to enable these available functionalities
• Capture Major Projects commitments in system
www.gasco.ae19
Budgeting Process is not fully automated
A lot of Manual work (manual verification) for Payments
processes
Lack of Financials KPIs
5
6
7
• Implement Oracle BI Applications and OBIEE
• Introduce financial KPIs according to IBM Best Practices
• Ensure end-to-end Budgeting Process before Hyperion implementation
• Increase the approval limits of the Accountant and Senior Accountant to reduce the
work of Head of AP
• Establish Payables Task Force Committee to investigate Payables process and
eliminate manual controls and other non-value added activities in paying invoices
• Review and agree on holistic integrated Period-End Closure procedure to meet the
GASCO target (and strive to achieve industry benchmark)
”
‫والتوصيات‬ ‫الثغرات‬
We at the Plants look forward to the
continuous improvement that Maximo will
provide to the Operations division.
Adel Bamardouf Al Amoodi, VP (OMA),
Asab Plant
Maximo is our essential tool in helping
the decision-making process, leading to
better allocation of resources and achieving
our mission of asset management in line
with operational and technical integrity
standards.
Saeed Y. Al Ameri, VP (OMR),
Ruwais Plant
It is encouraging to know that the
support and expertise of the IT division will
enable Operations to meet our safety and
maintenance objectives once the Maximo
HSE Module is fully implemented.
Abdul Nasser Al Mughairbi, VP (OHB),
Habshan and Bab Plants
“
“
“
”
”

12. ORACLE HCM
Data Management & Quality Issues
Lack of Reliable Reporting
Limited Analytical Reporting
Oracle Competency Management not being used
1
2
• Conduct an Effective Awareness Program Targeting Oracle End-Users
• Data Validation / Check Points
3
4
Gaps and Recommendations
• Conduct an Effective Awareness Program Targeting Oracle End-Users
• Implement and Deploy Business Intelligence Reporting Tool
• Conduct an Effective Awareness Program Targeting Oracle End-Users
• Data Validation / Check Points
• Implement and Deploy Business Intelligence Reporting Tool
• Integrated Talent Management Framework:
Deploy Oracle Self-Service
Build a “Smart” Skills Matrix
Implement Oracle Talent Management Solution
www.gasco.ae21
Learning Management not leveraged
Performance Appraisal Management not utilized
Urgent Payments outside Payroll
Contractual Staff Salary Payment Process
Paper-based Expense Reimbursement
• Automate Expense Reimbursement
• Carry out Business Process Realignment exercise escorted by effectual Change Management
5
6
7
8
9
• Integrated Talent Management Framework
• Adhere to the ad hoc payroll run and quick pay such that employee payments outside the
payroll can be eliminated
• Contractual Staff Payroll to be streamlined via Oracle
• Carry out Business Process Realignment exercise escorted by effectual Change Management
”
‫والتوصيات‬ ‫الثغرات‬
”
“
Automated workflows, business process
enhancements, coupled with new features and
functionalities that reflect industry’s best practice
were all very welcome in our division. The
integration of ORACLE Financials with Hyperion
Business Intelligence tool is expected to simplify
the 2012 planning and budgeting process. We
look forward to continual improvements and
to leverage the capabilities of both ORACLE
Financials and Hyperion to meet GASCO’s
transformation needs.
Ahmed Al Beiti, VP (FM)”
The ERP PIR has helped us in identifying
and bridging the gap between end users
expectations and the actual project deliverables
in order to meet Gasco Corporate objectives
with respect to asset integrity, reliability and
availability.
Abdul Raqeeb Al Haj, VP (OPL), Pipelines
From the Plants perspective, the ERP PIR
was not even an option and we really appreci-
ate the attention that was given to Operations
and its specific needs. We are positive that
the Maximo Maintenance system is central to
our capability to deliver and will help us in the
future to meet increasingly demanding objec-
tives, not only in terms of performance but also
integrity and HSE.
Alain Delaytermoz, SVP (O)
“
“

13. www.gasco.ae23
‫بالتميز‬ ‫ام‬‫ز‬‫االلت‬
Achievements
Lessons Learned
04
GASCO CEO, Mr. Mohammed A. Sahoo Al
Suwaidi, won ADNOC’s HSE Champion Award
in 2009 for his outstanding efforts in supporting
HSE initiatives within GASCO and across
Abu Dhabi.
‫بن‬ ‫الله‬ ‫عبد‬ ‫محمد‬ ‫السيد‬ ،‫جاسكو‬ ‫لشركة‬ ‫التنفيذي‬ ‫الرئيس‬ ‫فاز‬
2009 ‫عام‬ ‫والبيئة‬ ‫والسالمة‬ ‫للصحة‬ ‫أدنوك‬ ‫بجائزة‬ ،‫السويدي‬ ‫ساحوه‬
‫في‬ ‫والبيئة‬ ‫والسالمة‬ ‫الصحة‬ ‫مبادرات‬ ‫دعم‬ ‫في‬ ‫اجلبارة‬ ‫جلهوده‬ ً‫نظرا‬
.‫ظبي‬ ‫أبو‬ ‫مستوى‬ ‫وعلى‬ ‫جاسكو‬ ‫شركة‬

14. ICT Achievement Award
GASCO ERP Maximo Project won the ICT Achievement Awards of
Best Energy Deployment of the year 2010 over the Middle East.
The ICT Achievement Awards honor the high achievers and trend-
setters of the IT industry of the region.
• The ERP Project experience introduced more skilled internal support resources in both business and IT, leading to
major improvements in support quality and response time.
• Infrastructure was upgraded to the latest technology ensuring better security, performance and availability.
• Automated number of Financial & Human Capability processes resulted in improvement in processing time and
elimination of manual intervention.
• Automated the Maximo Maintenance and Commercial processes. As a result, the processing time and procedure
compliance was improved and more than 1,156,000 workflows were initiated and completed since the go-live date.
• More than 200 visits to Plants.
• More than 1,000 workshops conducted during the ERP Project.
• Full-time members spent 10,000+ additional working hours.
2010 IBM Maximo Supply Chain
Best Practice Award
Innovation
Return on Investment
Empowering the User Community
Best Practices
We learned many lessons throughout the
PIR, which contributed to quality improvement
of the project deliverables and overall
implementation. This project gave us, as a
company, an opportunity to reflect on which
areas we should focus our efforts for the
next large project that awaits us. We should
continue to strive for improvement on the
lessons we missed yet be extremely proud of
the lessons that were achieved.
Rashed Al Shamsi, SVP (A)
A vital component of PIR’s success
is the continued support we received from
end users and senior management. With
continuous improvement and business process
enhancement being our major goals, we
could not have undertaken a project of this
caliber without everyone’s full assistance and
collaboration.
Najim Al Romaithi, VP (IT)
”
“
”
“
www.gasco.ae25
‫اإلجنازات‬
“With Gasco’s rapid growth, it has become
essential to plan well and utilize all our resources
effectively. The PIR has highlighted the importance
of implementing the Oracle’s Talent Management
Solution, as an available resource to address
staff management process. Management of such
process effectively and efficiently will lead to
improvement of employee motivation and better
preparation of staff to fill future positions.
Rashid Annoon, VP (HC)
”
ACHIEVED
USER PARTICIPATION
Encourage the participation of low level users who use the system more
frequently in all project phases, especially requirements. They should be identified early on
and involved in decision making to get their buy-in and manage their expectations.
VENDOR SUPPORT
Ensure vendor is certified and qualified and has the required competencies and
capabilities. Moreover, vendor support continuity after the implementation is completed is
essential to increase awareness about the system. An agreement should be signed at the
project start to ensure their commitment.
TEAMWORK
The dedicated ERP interface team to test the process from end-to-end point of
view contributed in minimizing the integration issues.
Grouping and allocating project members from business, IT, and external
vendors in one location increased team’s productivity.
MANAGEMENT
Planning and simulating the ERP cut-off date more than 4 times minimized the
Go Live risks and improved the team readiness.
The ERP Systems deployment was smooth through the Soft & Safe Drops
approach, which increased the stability probability and minimized the culture shock.
COMMUNICATION
The ERP Project was successful in managing the communication process so
that all stakeholders were informed of the project status on-time. Many methods were
used, including web portals, emails, and newsletters.
MISSED
ERP EXPERIENCE
No comprehensive business cases were developed for the ERP Project. The
business cases should clearly state the expected business benefits and define measurable
objectives, goals and deliverables.
Data cleansing exercise was carried out during the ERP Project, but it was not
sufficient. More attention should be given to the ERP data quality.
COMMUNICATION
Change Management was not carried out properly and some ERP applications
faced user resistance.
MANAGEMENT
More site visits need to be conducted to ensure the implementer capabilities, to
collect lessons learned and to overcome the ERP challenges.
CORE-TEAM CONTINUITY
Core team continuity is the driver of the project: Part-time involvement of some of
the project team members and ending of the steering committee meetings caused a gap
towards the end.
4 3
32
32
3
Were the project
objectives achieved?
31
Did the implementation
process go according
to plan? Was the project
successful in your view?
Overall did you think the ERP was a succes?
no yes
“
ERP PIR 26
Lessons Learned ‫املستقاة‬ ‫الدروس‬ERP Achievements

15. The ERP Post-Implementation Review was held at Al Rimal Club on 23 June
to present the ERP Maximo and Oracle findings and to discuss the feedback
from the three-year long project.
Peter Verhulst (SVP, CS) welcomed the guests and was soon followed by
Ben Stanberry from the International Institute of Research (IIR), who was
brought in to discuss Change Management and how GASCO can benefit
from this inevitable organizational process.
Mr. Stanberry created a ‘crime scene’ to demonstrate how the 12 most
common corporate characteristics can ‘kill’ change and how GASCO can
better assimilate to and prepare for changes in the future. In the afternoon,
IBM external consultants held workshops for Maximo and Oracle users.
Also, a yoga instructor was brought in to show the team how stretching and
breathing can help to relieve stress.
23 JUNE 2011
PIR Department Head Workshop
www.gasco.ae27
Workshop Lessons Learned
Last year ERP project planned 09th March 2009 for its de-
liverables, and I am pleased to announce that the First ERP
deliverable Oracle HCM is live and operational as of Today,
09th March 2009 as promised.
From today the single source of HR data is Oracle HCM.
It is now up to all of us to utilize this new application to its
full potential and ensure that the expected benefits to the
organisation are realized rapidly.
I would like to thank the Project Team for their continuous dedication and the
very long working hours they spent on the project over the past months.
I would like also to recognize all other employees who contributed to the
ERP Project in a genuine spirit of openess, trust and teamwork, thus
ensuring this succes.
Best Regards,
Mohammed A. Sahoo Al-Suwaidi
Chief Executive Officer, GASCO
09 March 2009
Memories
،‫واالحترام‬ ‫التقدير‬ ‫وافر‬ ‫بقبول‬ ‫وتفضلوا‬
‫السويدي‬ ‫ساحوه‬ ‫بن‬ ‫عبدالله‬ ‫محمد‬
‫جاسكو‬ ،‫التنفيذي‬ ‫الرئيس‬

16. -
A Business
Driven
Project
‫الثقة‬
GLOSSARY
ERP – Enterprise Resource Planning, a system that is
used to manage and coordinate all the resources,
information and functions of a business.
Go Live Drop – the date on which a newly implemented
system and its related components and functionalities
become live and ready for use and the old system is no
longer utilized.
Maximo – an IBM Enterprise Asset Management system
used by Gasco for managing its Commercial and Plant
Maintenance areas.
ORACLE Financials – an Oracle system used by the
Finance Division to automate and streamline the financial
business processes.
ORACLE HCM – a Human Capital Management system
developed by Oracle, used by the Human Capability
Division to manage HR, workforce and talent management
functions.
PIR – Post Implementation Review
SME – subject matter expert

17. Printed October 2011