Transcript Yes - Atlanta Oracle Applications Users Group

Project CornerStone
Atlanta OAUG
November 18, 2005
Kriss Poll, Director, ERP Development
Nancy Patin, Director, Enterprise Resource Planning
David Fearnley, Director, IT Operations
Erik Mogelgaard, Director, Data Center Operations
About Cox
• Multi-service broadband communications
company with approximately 6.6 million total
customers in 23 regional markets
• The nation’s third-largest cable television
provider
• High-speed Internet
• Digital Telephone service
• Cox Business Services offers commercial voice
and data services
• New Wireless product line
2
Free-Cash-Flow growth
Sustaining Strategies
Strategy
Capability
Integrated service Single integrated billing & back
bundling
office system across all markets
Expanded retail Integrated collaborative supply
push
chain
Increased revenue Scaleable and visible
and margin
assets/capabilities
Customer insight Standardized customer and
product data
3
Source: Cox Long Range Plan – Corp. Base Case (11/02)
Cornerstone –
Supporting our Strategies
The first phase of a
multi-year program
focusing on
improving our
financial, supply
chain, and capital
management tools.
Business
Drivers
Supply
Chain
Capital
Projects
JDE
Replacement
4
Benefits Identified
Sarbanes-Oxley
Makes regulatory compliance more manageable
Strategic Objectives
Enables a variety of initiatives such as the retail
distribution strategy
Critical Management Information
Delivers profitability analysis, Streamlined Capital Project
Tracking, and more accurate and timely revenue reporting
Delivers significant financial benefits:
We expect this program to deliver nearly $130 million in
cash flow improvement over a four year period
5
Wave 1 Goals
• Establish foundation for future business operations
• Integrated technology applications for finance,
accounting, supply chain management and capital
management
• New reporting capability that will leverage the
strength of Oracle as well as existing reporting
methods
• Oracle enabled process improvements inherent in
the software - Off the Shelf Version of Oracle
• Future stability and flexibility of CCI’s technical
infrastructure
6
Project Scope
Supply Chain

Wave 1:
Technology





Wave 2:
Process
Optimization



Wave 3:

Strategy/
Transformation
FP & A/
Accounting
Purchasing
Inventory
Item master
standardization
Warehouse mgmt

CPE process
standardization
Sourcing & contract
compliance
Demand & supply
planning

Regional planning
Supplier
collaboration
Strategic sourcing








GL, AP, AR
Program cost
Tax management
Fixed assets
Capital
Planning

Capital project
tracking
404/SOX Compliance
Workflow
Financial analysis 
Financial budgeting
& forecasting
Capital
transparency
Budget
Integration
Long term
planning
Income tax
planning
ROI
Measurement

Shortterm
Longterm
Wave 1 Schedule
• March 2004 - Selected Capgemini
• May 2004 – Selected Oracle
• January 1, 2005 – Three locations and
Corporate Live
• April 1, 2005 – Nine systems converted
• July 1, 2005 – Final seven systems
All milestones on-time, on-budget
8
eBusiness Suite
•
•
•
•
•
•
•
•
•
•
Assets
General Ledger
Inventory
iProc
Incentive Compensation
Payables
Purchasing
Receivables
Warehouse Management
Projects
9
Third-party applications
• Vertex – sales and use tax
• More4Apps – capital projects workbench
• Noetix views – packaged Discoverer
views
• Applimation – Configuration management
• Kintana – Migration control
10
Challenges
•
Linux
– Decision Made in August 2004
– Timing, not the decision slowed development
•
Hurricane Ivan
– Impacted one of our ‘pilot’ cable systems
•
New Data Center
– Migration in November and December 2004
•
•
Privatization
Selling 15% of our subscribers
– 4 Markets announced on eve of April go-live
11
Challenges (cont.)
• Incentive Compensation
– Used for Programming Cost Calculations,
not sale commissions
– Orphaned project team
– Conflicting milestones
– Did not engage Oracle Consulting Services
enough for overall design
– Good tool, hampered by unevenly applied
project management principles
12
Success Factors –
Governance
• Strong Sponsor and Active Executive Steering
Committee
– Defined Guiding Principles
– Define Decision Process, most resided in the teams
• Strong PMO team
• Team Mix
–
–
–
–
Over 120 full- and part-time members
Team Leads were all Cox Employees
Shadowed with senior Capgemini consultants
OCS SMEs on each team
13
Success Factors –
Vanilla
• Well defined criteria and approval
process
• 16 customizations
– Excluding reporting
• Less than 1000 hours of development
• Did not budget for customizations
– Required steering committee budget approval
14
Success Factors –
End User Focus
• Originally our major roadblock
– Did not want to repeat previous experience
• Genuine inclusion of the users
– Field focused, not a corporate application
• Change Ambassador Program
– Primary contact for all local activities and
communications
• Field Training resources
– Local Users comprised 70% of training resources
15
Motivation for Linux Decision
• Why Consider Linux
• Control and reduce escalating costs associated with I.T.
• Continuous availability and increased resource utilization
• Initial Steps
• Redhat Study - position Intel/Redhat
• Everything Microsoft - In depth analysis & options for
application migration to Intel/Microsoft/l Platform
• Review SUN Roadmap
• Review ORACLE Roadmap
16
Approach for Linux
• Action
• Initial Steps – triggered hybrid direction.
• Breakdown financial cost allocation.
• Stimulated a focus on portability of Oracle
• ORACLE Corporation
• Commitment to Linux
• GRID Computing, Real Application Cluster
 Implemented RAC/Solaris 2003 for High availability.
• Lower risk Application migration
 Oracle/Linux (vs) Microsoft Conversion.
• Minimal retraining of staff.
• Successfully migrated Operational Infrastructure to Linux for
validation.
• Vendor Alignment, Consolidation
• Industry Performance benchmarks
17
Infrastructure
•
•
•
•
•
•
•
•
•
Oracle Applications 11.5.9
Oracle Discoverer 10g (9.0.4)
Oracle Database Server 9.2.0.5
Oracle Forms/Reports 6i with Patch set 16
Oracle J-initiator 1.3.1.9
Oracle ADI
Oracle Enterprise Manager Grid Control 10g
Oracle Clustered File System
Red Hat Enterprise Linux ES release 3
18
Technical Architecture
OID Prod Environment
DB
Server
Apps
Server
10g
DB
Server
Apps
Server
10g
11.5.9 Production Environment
Load Balancer
OID
Dell
2650
Dell
2650
Dell
2650
Dell
2650
catlmsxp85
catlmsxp86
catlmsxp87
catlmsxp88
Identity Management Services (10g):
- Oracle Internet Directory
- Oracle Directory Integration and Provisioning
- Oracle Delegated Administration Services
-OracleAS Single Sign-On
-OracleAS Certificate Authority
-RMAN Catalog
-OEM Grid Control
Dell
Dell
Dell
6650
6650
6650
catlmsxp82 catlmsxp83 catlmsxp84
-OEM 10g Agent
PERP
Custom Interface
Concurrent Managers
Inbound and outbound
interfaces
Discoverer 10g and
11.5.9 Services
11.5.9 Services
-Forms 6i, Report 6i,
-Jserv, Portal, MWA,
-http/https
-Concurrent Managers
-OEM 10g Agent
-J2EE services for Vertex
Database Servers
9.2.0.5 RAC Database
Cluster Manager
Vertex data
OEM 10g Agent
19
Linux Conclusion
• Results
• Oracle Financials on Intel/Redhat successful
• Implementation costs for hardware and software reduced
over 50%
• Server infrastructure 50% idle during peak usage
• Additional Benefits
• Oracle Internet Directory OID – Active Directory
• SOX Compliance
• Expanded usage OID
• Oracle GRID Continuation
• Linux facilitates hardware portability
20
Future In Motion
• Acknowledge
• Increased Care & Feeding for Linux environment
• Downgrading from 64-bit to 32-bit architecture
• People overhead - 15% due to reduced ease of management.
• Boost in Intel capacity – Overcompensated for less mature
software.
• Reintroduce 64-bit when needed.
• Foundation built for Horizontal Scalability & GRID computing
• Guarantee efficiency and utilization of hardware.
• Commitment
• Billing System
• PeopleSoft 8.9
• Oracle Database Applications
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Cornerstone Service Reliability Logical Diagram
Financial Service (Cornerstone – Oracle Financials)
END USERS
COMM
ACCESS /
AUTHENTICATION
Diagram: Logical
APPLICATION
AND DATABASE
COMM
COMM
URL - Cornerstone: Discoverer 10g Plus
100%
STORAGE/
OUTPUT/
DEPENDENCIES
http://cornerstone.corp.cox.com
99.90%
Cox Employee
MSIEv6
Jinitiator 1.3.1.9
Version: R0006
8
VPN
DT_DIST_6509_1
DT_DIST_6509_2
Oracle Discoverer 10g:
catlmsxp88
8
99.97%
100%
14
100%
100%
8 16
Dual Attached
SAN FABRIC
100%
LAN
Cox Employee
MSIEv6
Jinitiator 1.3.1.9
Remote Dialup
8
DT_SRV_6513_1
DT_SRV_6513_3
DT_SRV_6513_2
DT_SRV_6513_4
9
100%
Duke Drive
Server Switches
DT_SRV_6513_1
DT_SRV_6513_3
DT_SRV_6513_2
DT_SRV_6513_4
E-Business Home Page:
PERP
Oracle 9i RAC Cluster
catlmsxp82 (PERPA)
catlmsxp83 (PERPB)
catlmsxp84 (PERPC)
100%
14
http://coxerp.corp.cox.com
98.43%
Internal Load
Balancer Farm
catl0ds01
catl0ds02 100%
100%
Authentication
Synchronized with Active Directory
BACKUPS
DDCX701
DDMX501
99.98%
PINFA
PRDINFRA
catlmsxp77
100%
EMC DMX
Storage:
8
Oracle Financial Application Cluster:
(eBusiness Suite 11.5.9)
catlmsxp85
catlmsxp86 100%
catlmsxp87
catlmsxp88
Dialup/PPP
ddf01dir01
ddf02dir01
100%
JDEdwards
Billing
8
99.96%
PeopleSoft
Bank of America
Oracle OID/SSO Cluster
catlmsxp79
99.96%
catlmsxp80
OEM 10g Master
catlmsxp80
98.37% AUG 2005
Data used in series
callculation
Date: 2005/07/12
Cox Proprietary Information – Internal Use Only
Change History: See Attached Page
Return to Presentation
Contacts
•
Kriss Poll
–
–
–
•
Nancy Patin
–
–
–
•
Director, ERP Systems
[email protected]
404-269-7295
David Fearnley
–
–
–
•
Director, ERP Development
[email protected]
404-269-8747
Director, IT Operations
[email protected]
404-269-8244
Erik Mogelgaard
–
–
–
Director, Data Center Operations
[email protected]
404-269-8441
23