1. High Performance. Guaranteed. Totalamber’s IFS Performance Review (IPR) Part of Totalamber’s Integrated Service Component Model

3. To convert improvement aspirations into a clear strategy and direction

4. To share how we help our clients to maximise business benefit from their IFS investment

5. To share Totalamber’s approach to enhancement, upgrades, roll outs and replacement

7. Part 2 – Totalamber’s Methodology & Guiding Principles

8. Part 3 – Totalamber’s Integrated Service Component

9. Part 4 – IPR – IFS Performance Review

12. Europes Leading Provider of IFS Services Support

13. Has a dedicated service delviery tream of 50 IFS experts

14. With Offices in the UK, EU, US & AsiaTotalamber is equipped to provide themost professional IFS Service Delivery team withthe relevant experience, language skills and capability to take ona programme of any size, character and importance.

15. Part 2 – Totalamber Methodology & Guiding Principles

16. Core Guiding Principles Strategy Into Direction Business Management Into Control Execution Into Delivery People Process Technology Support Into Sustainability

17. Core Guiding Principles Understand Business Drivers Understand Management Aims Understand Priorities & Constraints Understand what success looks like Agree strategies Align Global & Local Agendas Understand important KPIs Strategy Into Direction Business

18. Core Guiding Principles Understand Business Processes Understand Ways of Workings Understand A-Is vs. To-Be Processes Agree Required IFS Capabilities Define Key Policies & SOP Define RICE-WF* for each Process Establish Knowledge Centre Understand Business Drivers Understand Management Aims Understand Priorities & Constraints Understand what success looks like Agree strategies Align Global & Local Agendas Understand important KPIs Strategy Into Direction Business Management Into Control Process

19. Core Guiding Principles Understand Business Processes Understand Ways of Workings Understand AS-IS vs. TO-BE Processes Agree Required IFS Capabilities Define Key Policies & SOP Define RICE-WF* for each Process Establish Knowledge Centre Understand Business Drivers Understand Management Aims Understand Priorities & Constraints Understand what success looks like Agree strategies Align Global & Local Agendas Understand important KPIs Strategy Into Direction Business Management Into Control Execution Into Delivery People Process Understand End User Landscape Understand IT Literacy Levels Assess Training Needs Understand buy-in levels Develop Change Management Plan Develop Communications Plan Develop Training Programme

20. Core Guiding Principles Understand Business Processes Understand Ways of Workings Understand AS-IS vs. TO-BE Processes Agree Required IFS Capabilities Define Key Policies & SOP Define RICE-WF* for each Process Establish Knowledge Centre Understand Business Drivers Understand Management Aims Understand Priorities & Constraints Understand what success looks like Agree strategies Align Global & Local Agendas Understand important KPIs Strategy Into Direction Business Management Into Control Execution Into Delivery People Process Technology Understand End User Landscape Understand IT Literacy Levels Assess Training Needs Understand buy-in levels Develop Change Mgt Plan Develop Communications Plan Develop Training Programme Understand As-Is & To-Be Infrastructure Understand IFS Landscape Understand Modules Required Manage IT Risks Understand IT skills and capabilities Develop Technical Architecture Roadmap Define IFS Support Strategy Support Into Sustainability

21. Part 3 – Totalamber’s Integrated Service Component Model

23. Organisations who want to upgrade their IFS software and leverage new functionalities, ways of workings and business benefits (Upgrades & Implementations);

24. Organisations who wish to rollout core IFS solution – a single or multiple modules – to multi sites in standardised and controlled fashion (Rollout of a Core Solution);

26. 24 x 7 Global Support Centre where the named consultants operate as part of the service;

27. Agreed and formalised delivery and support SLAs;

28. All IFS rollouts and improvements supported as part of the Global Support Centre organisation and allocated team;Enhance & Improve Upgrade& Implement Rolloutof Core Solution Supportof Service Initiative

29. Integrated Framework of Service Initiatives Service Initiative Enhance & Improve Service Initiatives Enhance & Improve Upgrade& Implement Rolloutof Core Solution Supportof Service Initiative Upgrade& Implement Rolloutof Core Solution Supportof Service Initiative

30. Integrated Framework of Service Initiatives

36. Totalamber EUROS Service Initiatives Service Initiative Enhance & Improve Service Initiatives O E U R S Upgrade& Implement Rolloutof Core Solution Supportof Service Initiative

37. Totalamber’s Integrated Service Component Model - Framework & Approach Within 3 Years Within 3 Weeks Within 3 Months Phase1 Baseline to Assess Phase 3 Execution & Delivery Phase 2Proof of Capability Service Initiative Delivery: Methodology & Approach Tools: Baseline & Assessment Outputs: Capability Strategy & Direction Enhance & Improve Upgrade& Implement Rolloutof Core Solution Supportof Service Initiative

38. Totalamber’s Integrated Service Component Model - Phase 1. Baseline Within 3 Years Within 3 Weeks Within 3 Months Phase1 Baseline to Assess Phase 3 Execution & Delivery Phase 2Proof of Capability TA Service: IPR IFS Performance Review TA Service: RNA Rollout Needs Analysis TA Service: SNASupport Needs Analysis Service Initiative IFS Snapshot Assessment Rollout Project Configurator Support Rollout Configurator Tools: Baseline & Assessment Enhance & Improve SoW LiSA & SNA Support Tools Snapshot LiSA & SNA Support Tools LiSA & SNA Support Tools TA Service: UNA Upgrade Needs Analysis Upgrade& Implement SoW Upgrade Project Configurator Snapshot LiSA & SNA Support Tools Rolloutof Core Solution SoW Supportof Service Initiative SoW

39. Totalamber’s Integrated Service Component Model - Phase 1. Baseline Within 3 Years Within 3 Weeks Within 3 Months Phase1 Baseline to Assess Phase 3 Execution & Delivery Phase 2Proof of Capability TA Service: IPR IFS Performance Review TA Service: RNA Rollout Needs Analysis TA Service: SNASupport Needs Analysis Service Initiative IFS Snapshot Assessment Rollout Project Configurator Support Rollout Configurator Tools: Baseline & Assessment Enhance & Improve SoW LiSA & SNA Support Tools Snapshot LiSA & SNA Support Tools LiSA & SNA Support Tools TA Service: UNA Upgrade Needs Analysis Upgrade& Implement SoW Upgrade Project Configurator Snapshot LiSA & SNA Support Tools Rolloutof Core Solution SoW Supportof Service Initiative SoW

40. Totalamber’s Integrated Service Component Model - Phase 2. Proof of Capability Within 3 Years Within 3 Weeks Within 3 Months Phase1 Baseline to Assess Phase 3 Execution & Delivery Phase 2Proof of Capability TA Service: IPR IFS Performance Review TA Service: RNA Rollout Needs Analysis TA Service: SNASupport Needs Analysis Service Initiative IFS Snapshot Assessment Rollout Project Configurator Support Rollout Configurator Tools: Baseline & Assessment Outputs: Capability Strategy & Direction Enhance & Improve SoW Boost Roadmap Quick Wins Improvements Tips & Training Enhancements 12 wk. Initiatives Project Charter Shared Risk Milestone Pay Prioritised Scope Defined Roles Clear Governance SoW LiSA & SNA Support Tools Snapshot LiSA & SNA Support Tools LiSA & SNA Support Tools TA Service: UNA Upgrade Needs Analysis Upgrade& Implement SoW Upgrade-in-a-box 1. Upgrade Template Readiness 2. Upgrade Streams Readiness 3. Local Site or Country Readiness UpG. Roadmap & Project Charter 1.Strategy & Direction 2. Mgmt. & Controls 3. Execution & Delivery 4. Support Sustainability SoW Upgrade Project Configurator Snapshot LiSA & SNA Support Tools Rolloutof Core Solution SoW Rollout-in-a-box 1. Core Template Readiness 2. Data / Training / Support Factory Readiness 3. Site / Country Readiness RO. Roadmap & Project Charter 1.Strategy & Direction 2. Mgmt. & Controls 3. Execution & Delivery 4. Support Sustainability SoW Supportof Service Initiative SoW SoW Support-in-a-box 1. Right-sized 1st 2nd & 3rd line Support 2. Defined Local or Global Sup. Services 3. Alignment of TA Support Tower Sup. Roadmap & Project Charter 1.Strategy & Direction 2. Mgmt. & Controls 3. Execution & Delivery 4. Support Sustainability

41. Totalamber’s Integrated Service Component Model - Phase 2. Proof of Capability Within 3 Years Within 3 Weeks Within 3 Months Phase1 Baseline to Assess Phase 3 Execution & Delivery Phase 2Proof of Capability TA Service: IPR IFS Performance Review TA Service: RNA Rollout Needs Analysis TA Service: SNASupport Needs Analysis Service Initiative IFS Snapshot Assessment Rollout Project Configurator Support Rollout Configurator Tools: Baseline & Assessment Outputs: Capability Strategy & Direction Enhance & Improve SoW Boost Roadmap Quick Wins Improvements Tips & Training Enhancements 12 wk. Initiatives Project Charter Shared Risk Milestone Pay Prioritised Scope Defined Roles Clear Governance SoW LiSA & SNA Support Tools Snapshot LiSA & SNA Support Tools LiSA & SNA Support Tools TA Service: UNA Upgrade Needs Analysis Upgrade& Implement SoW Upgrade-in-a-box 1. Upgrade Template Readiness 2. Upgrade Streams Readiness 3. Local Site or Country Readiness UpG. Roadmap & Project Charter 1.Strategy & Direction 2. Mgmt. & Controls 3. Execution & Delivery 4. Support Sustainability SoW Upgrade Project Configurator Snapshot LiSA & SNA Support Tools Rolloutof Core Solution SoW Rollout-in-a-box 1. Core Template Readiness 2. Data / Training / Support Factory Readiness 3. Site / Country Readiness RO. Roadmap & Project Charter 1.Strategy & Direction 2. Mgmt. & Controls 3. Execution & Delivery 4. Support Sustainability SoW Supportof Service Initiative SoW SoW Support-in-a-box 1. Right-sized 1st 2nd & 3rd line Support 2. Defined Local or Global Sup. Services 3. Alignment of TA Support Tower Sup. Roadmap & Project Charter 1.Strategy & Direction 2. Mgmt. & Controls 3. Execution & Delivery 4. Support Sustainability

42. Totalamber’s Integrated Service Component Model - Phase 3. Execution & Delivery Within 3 Years Within 3 Weeks Within 3 Months Phase1 Baseline to Assess Phase 3 Execution & Delivery Phase 2Proof of Capability TA Service: IPR IFS Performance Review TA Service: RNA Rollout Needs Analysis TA Service: SNASupport Needs Analysis Service Initiative IFS Snapshot Assessment Rollout Project Configurator Support Rollout Configurator Delivery: Methodology & Approach Tools: Baseline & Assessment Outputs: Capability Strategy & Direction Enhance & Improve Enhance Roadmap 1.Strategy & Direction 2. Management & Controls 3. Execution & Delivery 4. Support SoW SoW Business Case Scoped Priorities Clear initiatives wit Tangible Business Benefit! A Clear R.O.I Project Charter Shared Risk Milestone Pay Prioritised Scope Defined Roles Clear Governance Boost Roadmap Quick Wins Improvements Tips & Training Enhancements 12 wk. Initiatives Project Charter Shared Risk Milestone Pay Prioritised Scope Defined Roles Clear Governance LiSA & SNA Support Tools Snapshot LiSA & SNA Support Tools LiSA & SNA Support Tools TA Service: UNA Upgrade Needs Analysis Upgrade& Implement Design Build Support Mobilise SoW Test Deploy Upgrade-in-a-box 1. Upgrade Template Readiness 2. Upgrade Streams Readiness 3. Local Site or Country Readiness UpG. Roadmap & Project Charter 1.Strategy & Direction 2. Mgmt. & Controls 3. Execution & Delivery 4. Support Sustainability SoW Upgrade Project Configurator Snapshot LiSA & SNA Support Tools Rolloutof Core Solution Migrate to IFS Localise Market Mods SoW SoW Mobilise Rollout Team Train Users & Super Users Rollout-in-a-box 1. Core Template Readiness 2. Data / Training / Support Factory Readiness 3. Site / Country Readiness RO. Roadmap & Project Charter 1.Strategy & Direction 2. Mgmt. & Controls 3. Execution & Delivery 4. Support Sustainability Supportof Service Initiative Alignment of SLA’s & Roles SoW Train & Align Support Team SoW Mobilise Support Team Alignment of Tools & Processes Support-in-a-box 1. Right-sized 1st 2nd & 3rd line Support 2. Defined Local or Global Sup. Services 3. Alignment of TA Support Tower Sup. Roadmap & Project Charter 1.Strategy & Direction 2. Mgmt. & Controls 3. Execution & Delivery 4. Support Sustainability

43. Totalamber’s Integrated Service Component Model - Enhance & Improve Within 3 Years Within 3 Weeks Within 3 Months Phase1 Baseline to Assess Phase 3 Execution & Delivery Phase 2Proof of Capability TA Service: IPR IFS Performance Review Service Initiative IFS Snapshot Assessment Delivery: Methodology & Approach Tools: Baseline & Assessment Outputs: Capability Strategy & Direction Enhance & Improve Enhance Roadmap 1.Strategy & Direction 2. Management & Controls 3. Execution & Delivery 4. Support SoW SoW Business Case Scoped Priorities Clear initiatives wit Tangible Business Benefit! A Clear R.O.I Project Charter Shared Risk Milestone Pay Prioritised Scope Defined Roles Clear Governance Boost Roadmap Quick Wins Improvements Tips & Training Enhancements 12 wk. Initiatives Project Charter Shared Risk Milestone Pay Prioritised Scope Defined Roles Clear Governance LiSA & SNA Support Tools Upgrade& Implement Rolloutof Core Solution Supportof Service Initiative

44. Totalamber’s Integrated Service Component Model - Upgrade & Implement Within 3 Years Within 3 Weeks Within 3 Months Phase1 Baseline to Assess Phase 3 Execution & Delivery Phase 2Proof of Capability TA Service: IPR IFS Performance Review Service Initiative IFS Snapshot Assessment Delivery: Methodology & Approach Tools: Baseline & Assessment Outputs: Capability Strategy & Direction Enhance & Improve Enhance Roadmap 1.Strategy & Direction 2. Management & Controls 3. Execution & Delivery 4. Support SoW SoW Business Case Scoped Priorities Clear initiatives wit Tangible Business Benefit! A Clear R.O.I Project Charter Shared Risk Milestone Pay Prioritised Scope Defined Roles Clear Governance Boost Roadmap Quick Wins Improvements Tips & Training Enhancements 12 wk. Initiatives Project Charter Shared Risk Milestone Pay Prioritised Scope Defined Roles Clear Governance LiSA & SNA Support Tools TA Service: UNA Upgrade Needs Analysis Upgrade& Implement Design Build Support Mobilise SoW Test Deploy Upgrade-in-a-box 1. Upgrade Template Readiness 2. Upgrade Streams Readiness 3. Local Site or Country Readiness UpG. Roadmap & Project Charter 1.Strategy & Direction 2. Mgmt. & Controls 3. Execution & Delivery 4. Support Sustainability SoW Upgrade Project Configurator Snapshot LiSA & SNA Support Tools Rolloutof Core Solution Supportof Service Initiative

45. Totalamber’s Integrated Service Component Model – Rollout of Core Solution Within 3 Years Within 3 Weeks Within 3 Months Phase1 Baseline to Assess Phase 3 Execution & Delivery Phase 2Proof of Capability TA Service: IPR IFS Performance Review TA Service: RNA Rollout Needs Analysis Service Initiative IFS Snapshot Assessment Rollout Project Configurator Delivery: Methodology & Approach Tools: Baseline & Assessment Outputs: Capability Strategy & Direction Enhance & Improve Enhance Roadmap 1.Strategy & Direction 2. Management & Controls 3. Execution & Delivery 4. Support SoW SoW Business Case Scoped Priorities Clear initiatives wit Tangible Business Benefit! A Clear R.O.I Project Charter Shared Risk Milestone Pay Prioritised Scope Defined Roles Clear Governance Boost Roadmap Quick Wins Improvements Tips & Training Enhancements 12 wk. Initiatives Project Charter Shared Risk Milestone Pay Prioritised Scope Defined Roles Clear Governance LiSA & SNA Support Tools Snapshot LiSA & SNA Support Tools TA Service: UNA Upgrade Needs Analysis Upgrade& Implement Design Build Support Mobilise SoW Test Deploy Upgrade-in-a-box 1. Upgrade Template Readiness 2. Upgrade Streams Readiness 3. Local Site or Country Readiness UpG. Roadmap & Project Charter 1.Strategy & Direction 2. Mgmt. & Controls 3. Execution & Delivery 4. Support Sustainability SoW Upgrade Project Configurator Snapshot LiSA & SNA Support Tools Rolloutof Core Solution Migrate to IFS Localise Market Mods SoW SoW Mobilise Rollout Team Train Users & Super Users Rollout-in-a-box 1. Core Template Readiness 2. Data / Training / Support Factory Readiness 3. Site / Country Readiness RO. Roadmap & Project Charter 1.Strategy & Direction 2. Mgmt. & Controls 3. Execution & Delivery 4. Support Sustainability Supportof Service Initiative

46. Totalamber’s Integrated Service Component Model - Support of Service Initiative Within 3 Years Within 3 Weeks Within 3 Months Phase1 Baseline to Assess Phase 3 Execution & Delivery Phase 2Proof of Capability TA Service: IPR IFS Performance Review TA Service: RNA Rollout Needs Analysis TA Service: SNASupport Needs Analysis Service Initiative IFS Snapshot Assessment Rollout Project Configurator Support Rollout Configurator Delivery: Methodology & Approach Tools: Baseline & Assessment Outputs: Capability Strategy & Direction Enhance & Improve Enhance Roadmap 1.Strategy & Direction 2. Management & Controls 3. Execution & Delivery 4. Support SoW SoW Business Case Scoped Priorities Clear initiatives wit Tangible Business Benefit! A Clear R.O.I Project Charter Shared Risk Milestone Pay Prioritised Scope Defined Roles Clear Governance Boost Roadmap Quick Wins Improvements Tips & Training Enhancements 12 wk. Initiatives Project Charter Shared Risk Milestone Pay Prioritised Scope Defined Roles Clear Governance LiSA & SNA Support Tools Snapshot LiSA & SNA Support Tools LiSA & SNA Support Tools TA Service: UNA Upgrade Needs Analysis Upgrade& Implement Design Build Support Mobilise SoW Test Deploy Upgrade-in-a-box 1. Upgrade Template Readiness 2. Upgrade Streams Readiness 3. Local Site or Country Readiness UpG. Roadmap & Project Charter 1.Strategy & Direction 2. Mgmt. & Controls 3. Execution & Delivery 4. Support Sustainability SoW Upgrade Project Configurator Snapshot LiSA & SNA Support Tools Rolloutof Core Solution Migrate to IFS Localise Market Mods SoW SoW Mobilise Rollout Team Train Users & Super Users Rollout-in-a-box 1. Core Template Readiness 2. Data / Training / Support Factory Readiness 3. Site / Country Readiness RO. Roadmap & Project Charter 1.Strategy & Direction 2. Mgmt. & Controls 3. Execution & Delivery 4. Support Sustainability Supportof Service Initiative Alignment of SLA’s & Roles SoW Train & Align Support Team SoW Mobilise Support Team Alignment of Tools & Processes Support-in-a-box 1. Right-sized 1st 2nd & 3rd line Support 2. Defined Local or Global Sup. Services 3. Alignment of TA Support Tower Sup. Roadmap & Project Charter 1.Strategy & Direction 2. Mgmt. & Controls 3. Execution & Delivery 4. Support Sustainability

48. Assess business processes and how IFS supports them

49. Assess current IFS skills, capabilities and bandwidth

51. Meet key business owners and identify issues

52. Review current IFS set up and configuration

53. Look for quick wins and initiatives to improve

54. Document findings, recommendations and actions

55. Develop action plan and delivery team

57. Reviewing IFS setup Alignment of SLA’s & Roles SoW Train & Align Support Team SoW Mobilise Support Team Alignment of Tools & Processes Support-in-a-box 1. Right-sized 1st 2nd & 3rd line Support 2. Defined Local or Global Sup. Services 3. Alignment of TA Support Tower Sup. Roadmap & Project Charter 1.Strategy & Direction 2. Mgmt. & Controls 3. Execution & Delivery 4. Support Sustainability Your Stakeholders Relevant Management Team Key Business Owners PM – Review Lead IFS Specialists Technical Lead Totalamber Stakeholders

59. Review the initial quick wins and initiatives per business areas (e.g. Finance) and agree priorities and timing

61. Assess best time for implementation

62. Identify internal users impacted

63. Develop improvement execution schedule

64. Commence improvementRolloutof Core Solution Migrate to IFS Localise Market Mods SoW SoW Mobilise Rollout Team Train Users & Super Users Rollout-in-a-box 1. Core Template Readiness 2. Data / Training / Support Factory Readiness 3. Site / Country Readiness RO. Roadmap & Project Charter 1.Strategy & Direction 2. Mgmt. & Controls 3. Execution & Delivery 4. Support Sustainability Output Quick win plan approved by relevant stakeholders Initiative plan approved by relevant stakeholders Implementation of simple and quick improvements Supportof Service Initiative Risk Mitigation Loss of momentum after the review – other priorities No ownership from business – IT driven improvements Alignment of SLA’s & Roles SoW Train & Align Support Team SoW Mobilise Support Team Alignment of Tools & Processes Support-in-a-box 1. Right-sized 1st 2nd & 3rd line Support 2. Defined Local or Global Sup. Services 3. Alignment of TA Support Tower Sup. Roadmap & Project Charter 1.Strategy & Direction 2. Mgmt. & Controls 3. Execution & Delivery 4. Support Sustainability Your Stakeholders Departmental Super user / Users Impacted Internal Lead / Sponsor Improvements Sponsor Project manager Module Consultant Technical Lead (where appropriate) Totalamber Stakeholders

66. Review priorities of quick wins and initiatives

67. Continue implementing improvements for the 12 week period

69. Reconfigure IFS to work efficiently

70. Develop new queries or reports

71. Develop plans for new phases of improvementsRolloutof Core Solution Migrate to IFS Localise Market Mods SoW SoW Mobilise Rollout Team Train Users & Super Users Rollout-in-a-box 1. Core Template Readiness 2. Data / Training / Support Factory Readiness 3. Site / Country Readiness RO. Roadmap & Project Charter 1.Strategy & Direction 2. Mgmt. & Controls 3. Execution & Delivery 4. Support Sustainability Output Improvements implementation Initiatives mobilisation Detailed Planning & Costs for larger initiatives Supportof Service Initiative Risk Mitigation Loss of momentum after the review – other priorities No ownership from business – IT driven improvements Alignment of SLA’s & Roles SoW Train & Align Support Team SoW Mobilise Support Team Alignment of Tools & Processes Support-in-a-box 1. Right-sized 1st 2nd & 3rd line Support 2. Defined Local or Global Sup. Services 3. Alignment of TA Support Tower Sup. Roadmap & Project Charter 1.Strategy & Direction 2. Mgmt. & Controls 3. Execution & Delivery 4. Support Sustainability Your Stakeholders Departmental Super user / Users Impacted Internal Lead / Sponsor Improvements Sponsor Project manager Module Consultant Technical Lead (where appropriate) Totalamber Stakeholders

72. Part 2 – IPR ‘IFS Performance Review’

73. Our Objectives What is an IPR? Who needs an IPR? What are the benefits of an IPR? What are the outputs of an IPR? How long will it take and how much will it cost?

75. An IPR is a proven framework methodology and toolkit developed by Totalamber that allows you to assess, review and analyse how your ERP system aligns with your business strategy and objectives, your people’s needs and capability and your processes and ways of working.

77. Part 1: Introduction: IFS Global Review: The aim of this The aim of of the review is to capture an section is to understand the interviewee's IFS snapshot (baseline) of where the XYZ business, people, background and IFS experiences and relevance processes and technologies are and provide options for in relation to the review. improvements Please complete this column Help! Interviewee Name XxxYyy Enter your full name Role IFS Support Enter your Job Title 1.1 Business Unit European Enter business unit / Group Function 1.2 Select one of the following to show how long you have been working at #Years in XYZ (9-14yrs) 1.3 XYZ: (1-3yrs) / (4-8yrs) / (9-14yrs) / (15+ yrs) Work Location XYZ 1.4 Enter your (physical) work location - where you based? X.Yyyy@Compnay.com Contact Details How best to contact you for further information: Telephone / Email 1.5 Reporting To XxxYyy Name of your line Manager(understand line of reporting) 1.6 # Staff (Reportees) 0 1.7 Number of Direct Reportees # of IFS Users within Team 8 How many within your team / staff use IFS? 1.8 IFS Support/Help Desk/Data cleaning/IFS projects/ Aircraft loading Interviewee Key Role & Enter your key responsibilities 1.9 Responsibilities Key Success Measures What are you judged on? (e.g. IT Mgr = system availability and In Performing Role User response performance / Sales Dir = Gross Profit / Engineering Manager = downtime & 1.10 H&S Incidents) What is the level of interactions with the IFS Tool? - Select one of the IFS Interaction Level Heavy following answers: 1.11 None / Light (weekly / monthly) / Heavy (Hourly / Daily) What IFS used for within your role? - Select one of the follwoing answers: IFS Used Not Used / Mgt Information (reports) / Modules Transactions (Raise 1.12 Purchase Req) None Formal IFS Training Received List any formal hands on IFS training received over past 2 years 1.13 How would rate your confidence and skill in using IFS? Current IFS Skill Level 8 - 10 High 1.14 N/A / ( 1-4) Low / (5-7) Medium / (8-10) High Select one of the following to describe your IFS engagement within the business: Key User IFS Support 1.15 N/A / Sponsor (Advocate) / Key User (Super User) / 1st line help / 2nd line help / Trainer / Others Have you been involved in the last IFS upgrade? Last IFS Upgrade Yes 1.16 Yes / No Profile (16 Questions)

78. IFS Baseline (45 Questions) Part 2: Baseline Snapshot The aim of this section is to un interviewee's views, issues and challenges relating to the IFS tool What are the main ERP (IFS) issues within your area? List the main 3 (ERP/IFS) Issues Issue Description - Please describe the issue Provide practical examples to illustrate the issue (Example) (heading) (Detail) Data inconsistency A part can have different status/locations in EAM and ARD A part can be shown as scrapped in EAM and serviceable in ARD 2.1 Incomplete transactions A part can be shipped for repair without all A part is sent for repair without the 'shipped' transaction being completed. On 2.2 return,a 'part number already in use' error is generated and the part cannot be transaction steps being completed. received. Management indifference to IFS No response to reports The issue of data integrity has been brought to management attention on many 2.3 occasions without any apparent reponse. problems Baseline Questionnaire Business View Pick score (1-2 = Poor / 3-5 = Average / 6-7 = What does the statement mean? Good / 8-10 = Excellent) How would you rate the clarity of goals / Wehave clarity on the products and services offered by our business? We have purpose within your area (business / Function / clear CRM strategy to manage customers from marketing to customer service? 2.4 8 - 10 Dept)? How would you rate the standardisation and We have blueprint which has been agreed by the Group and drives the standards of consistency between the XYZ business work practices and policies across process areas 2.5 3 - 5 units? How would you rate the clarity of KPIs - to Our managers are clear on what they are measured on and report against their measure and manage effectiveness, costs, KPIs on weekly/monthly 2.6 1 - 2 profitability and utilisation across business areas? How aligned is the IT strategy regarding IFS to Our IT systems and infrastructure support the way we want to do our business the business needs? 2.7 6 - 7 How clear is the XYZ IT strategy for IFS Our IT sstrategy is aligned with the way we want to do business 2.8 across the following layers: Presentation Layer We have clear set of rules on the type of look, feel and navigation needed for our 2.9 1 - 2 business applications (e.g. Windows look & feel) Reporting / Business Intelligence Layer We have clear set of rules on business inteligence, reporting and information mgt 2.10 1 - 2 and distrubution (e.g. Data Warehousing / web access / Dashboard) Data Layer We have clear rules on meta data and ownership. We have clear rules on meaning 2.11 1 - 2 of data and how it should be set up and maintenained. Integration Layer We have clear set of rules for linking our systems using intelligent interfacing and 2.12 1 - 2 protocols (e.g. BizTalk for middleware) Technical Layer We have clear set of rules on hardware, databases and networks. (e.g. Dell for all 2.13 3 - 5 laptops) Support Layer We have clear rules for supporting the IT components covering all regions and 2.14 3 - 5 language needs - (e.g. IBM for hardwar / Unisys for infrastructure and networks / Internal IT for ERP)

79. Transition Initiatives (6 Questions) Part 3: Transition: The aim of this section is to zoom in on the quick wins and initiatives which can be leveraged over the next 12-18 months What is the low hanging fruit within your process area / Dept / stream? Quick Win Examples Quick Win Features 3 hours Tips and tricks IFS Training Session - improved navigation and search Hours / Days to achieve Role based training - e.g. 3 hours on Work Scheduling Within a single process / department 3 hours overview to new joiners / untrained staff (raise confidence) Quick implementation Process streamlining within a business unit / between business units Low cost Development of key report or KPI Education based - making user aware of what is possible Raising confidence Supply Chain XYZ # Quick Win Quick Win Benefits Quick Win Setup Activities External Effort XYZ Effort Priority Provide staff at Tech Records (not Provide a Tech Records function at Good 1 Faster availability of components within IFS necessarily new staff - secondment from Nil 100% Inwards Tech Records would work 2 3.1 3 Engineering / Maintenance / Operations XYZ # Quick Win Quick Win Benefits Quick Win Setup Activities External Effort XYZ Effort Priority Ensure that BGAMS training is available to all 1 Effective use of IFS IFS Support staff to train (approx 1 hour per staff member) Nil 100% operational staff 3.2 2 3 Finance XYZ # Quick Win Quick Win Benefits Quick Win Setup Activities External Effort XYZ Effort Priority 1 2 3.3 3

80. Future Plans (3 Questions) Part 4: Future This section aims to identify any future considerations the review should consider as part of its assessment of options Supply Chain # Future Considerations Organisatiuonl Impact Process Considerations Technical (ERP) Considerations People / Users Considerations Consider use of RFI tags on 1 Reduction in errors Intro of RFI scanners components to improve identication 2 4.1 3 Engineering / Maintenance / Operations # Future Considerations Organisatiuonl Impact Process Considerations Technical (ERP) Considerations People / Users Considerations Consider use of RFI tags on 1 components to maintaing integral Reduction in errors. Intro of RFI scanners maintenance/life records. 2 4.2 3 Finance # Future Considerations Organisatiuonl Impact Process Considerations Technical (ERP) Considerations People / Users Considerations 1 2 4.2 3

81. Part 5: Lessons This section lists the key lessons that have been learnt during the IFS journey so far - e.g. Last upgrade List the lesson clearly with example Mark the severity of the lesson (High / Medium / Low) - on the business # Business / Organisation Related Lessons Severity e.g. Business had too many initiatives going at the same time - key resources were not available in testing High Lack of Business engagement (from the highest level down) around change of process (getting cold 1 feet as the change loomed even though they were advised many months ahead) High Lack of Business engagement around release of people to perform the upgrade (back filling as necessary) and, even when released, were not available full time - e.g. Finance continually went 5.1 back to Business as usual for 2 weeks every month - does nothing for project continuity. Use of external resource is fine too but there must be sufficient internal resource to 'own the project' and 2 understand it after go-live. High 3 Low/med/High - Select from list Low/med/High - Select from list # People / Users Related Lessons Severity e.g. Insufficient training provided. Most training was too generic - not relevant to user role High Having the team working in one place, in a dedicated office, is a great benefit - probably a challenge with members from different parts of the globe. Progress was certainly quicker when all were together and it avoids them being sucked back to Business as Usual. With the integration of the product it becomes even more important that the experts from the different workstreams work 1 together. High 2 As a result of 1 delivery of specifications to IFS was slow - with know on effects at IFS High 5.2 With correct business engagement the senior team members need to be empowered to make / take decisions which are best for the company / project. Change management will be required to ensure 3 that such changes can be executed. High The overall project manager from the business should be full time on the project - this sets an example to the rest of the team and ensures they remain focussed on the task in hand (with no 4 'Business as Usual'' distractions). High # Technical / IFS Related Lessons Severity e.g. Too many modifications to upgrade - complex and expensive to do High IFS complexity around what release of core product the AD modifications could / would be performed. AD always seemed to be a couple of releases behind that meant that fixes to core were 1 not always readily available when issues were found Medium IFS resource availability - when trying to work through issues the experts were not always readily available. When they did come they would spend time getting up to speed, go away, think about the issue and then forget about it! They would then come back again a couple of weeks later and repeat 2 the process meaning that resolution was painfully slow. High 3 IFS ability to deliver modifications in a timely manner High IFS had an upgrade path for Finance and Supply Chain but nothing for Aircraft Maintenance. They 5.3 started working on this far too late in the project. I believe now that, once processes have been resolved, the AD area will probably need to be re-implemented which will mean generating the data ahead of time in a 'clean' database and then copying this into the upgrade database at the point of go- live. IFS will need to be totally engaged in order to establish how this can be done and be able to map any dynamic data across from the old environment at the same time (if that is possible). This 4 will be a significant amount of work. High XYZ have now implemented other areas of IFS - IFS Project and Document Management - plus interfaced many more systems with IFS - the upgrade path for all of these is unknown and untested 5 at this time. High Ensure XYZ are dealing with one IFS body - last time there was a lot of internal politics at IFS 6 between IFS and IFS Defence which clouded the issues and delayed delivery. High # Process Related Lessons Severity e.g. No blueprint to ensure standardisation between business units - complex deployment High Agreement to new processes MUST be gained before embarking on the project next time in order that everyone is clear where we are going and what the software is being asked to perform (hopefully the new processes are based around the functionality of the latest software as this will also minimise any potential modification requirement). I believe implementation of some revised 5.4 processes would probably have to coincide with the go-live of the upgrade ( a challenge for all, 1 including any Change Management group associated with the project) High 2 Low/med/High - Select from list 3 Low/med/High - Select from list Low/med/High - Select from list Lessons Learnt (4 Questions)

82. Risks (4 Questions) Part 6: Risks This section identifies risks which may cause issues during the transition or in the future initiatives # Business Risks Probability Severity Mitigation Steps 1 Lack of resources to execute upgrade High High Commitment from highest levels and appropriate budget for the task re-inforced commitment from highest levels + project ownership by senior 6.1 2 Lack of engagement by Senior / mid level management High High managament 3 Lack of clear strategy High High Commitment and direction from highest levels 4 Low/med/High - Select from list Low/med/High - Select from list # Technical Risks Probability Severity Mitigation Steps 1 Oracle 8.1.7 fails Low High Perform system upgrade to move away from legacy version 2 Windows 2000 fails or attracts virus Medium High Perform system upgrade to move away from legacy version 6.2 Longer delays means more is built on to interface with IFS 3 giving more to be upgraded overall High High Perform system upgrade sooner rather than later 4 Low/med/High - Select from list Low/med/High - Select from list # People Risks Probability Severity Mitigation Steps Has happened in recent lay-offs. Considerable knowledge has left the organisation that does not exist to the same extent elsewhere. Hence 6.3 1 Loss of Key expertise to assist with upgrade High Medium consider carefully the impact when future lay-offs are being implemented 2 Low/med/High - Select from list Low/med/High - Select from list 3 Low/med/High - Select from list Low/med/High - Select from list 4 Low/med/High - Select from list Low/med/High - Select from list # Process Risks Probability Severity Mitigation Steps Keep processes aligned with IFS Capability and tailor our 1 process to use the software to best effect. Medium Medium Business to understand the implications ant tke a more pragmatic approach. IFS ability to deliver - resource for modifications, resource to Give IFS as much notice as possible, ensure they understand the nature and support the upgrade, clarity of product deliverables (core timeline for the project, Ensure everyone is clear on versions etc both for 6.4 2 version v.s. AD version etc) Medium High the project and a view forwards. Confirm process really require them, challenge to review alternatives. 3 Keep modifications to a minimum Medium Medium Ensure awareness of cost / time implications. 4 Low/med/High - Select from list Low/med/High - Select from list

83. Self-Evaluation - Is your support ready for the road ahead? Tool 2 ERP/IFS Support Assessment Tool (LiSA) 46

84. LiSA – Internal Support Self Assessment XYZ used Totalamber’s on-line Support Assessment toolkit (LiSA) to assess the issues & capabilities of XYZ’s ERP/IFS support organisation Part 1: Strategy Part 2: People Part 3: Processes Part 4: Technology Assessment of IT Support of The IFS/ERP Application 47

85. LiSA – Support Strategy Self-Evaluation - Is your support ready for the road ahead? The ERP/IFS support strategy was scored across a number of key criteria 48

86. LiSA – People Strategy Self-Evaluation - Is your support ready for the road ahead? The ERP/IFS support skills, resources and capabilities were scored across a number of key criteria 49

87. LiSA – Process Strategy Self-Evaluation - Is your support ready for the road ahead? The ERP/IFS support processes were scored across a number of key criteria 50

88. LiSA – Technology Strategy Self-Evaluation - Is your support ready for the road ahead? The IT support tools were scored across a number of key criteria 51

89. Self-Evaluation - Is your support ready for the road ahead? Tool 3 ERP/IFS (SNA) Support Need Analysis Tool 52

90. SNA – Support Needs Analysis XYZ used Totalamber’s SNA to assess the capacity & capability of XYZ’s ERP/IFS support infrastructure across the six layers

91. SNA – Support Needs Analysis

92. Contents What is an IPR? Who needs an IPR? What are the outputs of an IPR? What are the benefits of an IPR? How long will it take and how much will it cost?

94. Any organisation who is searching for improvement or efficiencies or guidance.

95. Any organisation who is looking for strategy and direction to help them establish the most appropriate road ahead.

97. Contents What is an IPR? Who needs an IPR? What are the outputs of an IPR? What are the benefits of an IPR? How long will it take and how much will it cost?

98. Survey Data / Analysis - Profiles 64% 8-10 Years Experience 31% 30% Country 1 IT Global 38% 15+ Years Service 24% 24% Country 2 COBU 15% 5-7 Years Experience 21% 9-14 Years Service 21% 1-4 Years Experience 17% 13% Country 3 IBU 26% 4-8 Years Service 12% 12% Corporate 15% 1-3 Years Service Country 4 10% 9% Country 5 EBU 5% 5% Country 6 Senior Management 2% 4% Country 7 WASBU 2% NASBU 2% AUSBU 59% Modules or Transactions Main messages : Business Focused Review - 70% from business functions Cross section of roles, responsibilities & time served Global coverage - Interviewees from across 5 business units Board spectrum of users with and without IFS experience 36% Use for Mgt Information 5% Don’t use IFS

100. How would you rate the clarity of goals and purpose within your Business area?

101. How would you rate the standardisation and consistency between the business units?

102. How would you rate the clarity of KPIs within your area?

103. How would rate the alignment of IT strategy with the business?People Processes Diamond Methodology Technology This part of the baseline review focused on the interviewees perception of the business aspects of the ERP/IFS implementation

104. Business View Lack of clearly defined global processes, KPIs and IT strategy 00% Score 9 – 10 or Excellent 30% Score 9 – 10 or Excellent 3% Score 9 – 10 or Excellent 0% Score 9 – 10 or Excellent 11% Score 6 – 8 or Good 41% Score 6 – 8 or Good 14% Score 6 – 8 or Good 10% Score 6 – 8 or Good 16% Score 3 – 5 or Average 22% Score 3 – 5 or Average 34% Score 3 – 5 or Average 15% Score 3 – 5 or Average 74% Score 1 – 2 or Poor Score 1 – 2 or Poor 7% 48% Score 1 – 2 or Poor 75% Score 1 – 2 or Poor Main messages from the interviewees on the business: “We are clear about our business and what is expected from us”; “We operate differently in some key processes depending on BU. We therefore use IFS differently”; “East & West hemispheres have different philosophies and approaches to Maintenance and ERP/IFS”; “The IT organisation has not kept up and has not developed its strategies, capabilities and capacity”

106. How would you rate the systems performance?

107. How would you rate the ease of use?

108. How would you rate the stability of the software?

109. How would you score the IFS tool as a "brand" within your area? (acceptance level?)Business People Processes Diamond Methodology Technology This part of the baseline review focused on the interviewees perception of IFS

110. Technology View The tool has the functionality to meet many of the job requirements. It is perceived by many as cumbersome to use (unfriendly) 11% Score 9 – 10 or Excellent 00% Score 9 – 10 or Excellent 19% Score 9 – 10 or Excellent 18% Score 6 – 8 or Good 26% Score 6 – 8 or Good 31% Score 6 – 8 or Good 29% Score 3 – 5 or Average 32% Score 3 – 5 or Average 50% Score 3 – 5 or Average 42% Score 1 – 2 or Poor 42% Score 1 – 2 or Poor 8% Score 1 – 2 or Poor Main messages from the interviewees on IFS: “The performance of the system improved in comparison with 2 years ago”; “The performance of the system still an issue where the infrastructure and connectivity is immature”; “The performance of the system can be variable through the day – slow at a particular times” “System looks old, tired and out of date. It is difficult to use”; “This version of IFS is not intuitive – “it is not like Amazon!”

111. Technology View IFS is a stable system but not liked in some business areas. 13% Score 9 – 10 or Excellent 39% Score 9 – 10 or Excellent 20% Score 6 – 8 or Good 39% Score 6 – 8 or Good 27% Score 3 – 5 or Average 18% Score 3 – 5 or Average 40% Score 1 – 2 or Poor 7% Score 1 – 2 or Poor Main messages from the interviewees on IFS: “IFS is a robust system. Can’t remember every seeing it crash over the past few years”; “Buy in is poor – it is being seen as a necessary evil by many within Engineering/maintenance” “Little is done to improve the way IFS perceived – not training or communications” “There is resistance in some areas for using systems full stop. They don’t see them as part of the job” “IFS operates on out of support version of Oracle. This is a business continuity risk”

113. How much formal IFS training provided over the past 12 months to new staff and/or existing users?

114. How would you rate your knowledge, skills and confidence with regard to IFS?

115. How would you rate other users knowledge, skills and confidence within your area/dept with regard to IFS?

116. How would you rate the level of buy-in and acceptance of the IFS tool within your area?

117. How clear is the IFS support staff (e.g. Super Users) within your business area?Business People Processes Diamond Methodology Technology This part of the baseline review focused on the interviewees perception of users

118. People View Lack of formal and quality IFS training to both managers and end users is regarded as a major block to better usage and buy-in 00% Score 9 – 10 or Excellent 46% Score 9 – 10 or Excellent 9% 11% Score 9 – 10 or Excellent Score 9 – 10 or Excellent 9% Score 6 – 8 or Good 29% Score 6 – 8 or Good 22% 17% Score 6 – 8 or Good Score 6 – 8 or Good 19% Score 3 – 5 or Average 7% Score 3 – 5 or Average 28% 22% Score 3 – 5 or Average Score 3 – 5 or Average 72% Score 1 – 2 or Poor 21% Score 1 – 2 or Poor 42% 50% Score 1 – 2 or Poor Score 1 – 2 or Poor Main messages from the interviewees on IFS: “I never had any training on IFS – I can’t even login!” “Most people get their training from their colleagues on the job. Very likely passing on some incorrect info” “Some new users don’t get any training at all on IFS. Some get little. No strategy for IFS training” “Although there are a handful of IFS experts, the majority have low confidence in using IFS” “Super users don’t exist in some processes or business areas. Gaps in knowledge exist with people leaving” “Some business units have good IFS support network and champion”

120. How would score the clarity, consistency and documentation of the IT policies?

121. How would you rate the clarity of business processes ?

122. How would you score the quality of the procedure guide?

123. How would you rate the way data is managed?

124. How would you rate the data quality?

125. How would you score the clarity and communications regarding data ownership?Business People Processes Diamond Methodology Technology This part of the baseline review focused on the interviewees perception of Business Processes

126. Processes View Different IFS operational approaches, data structures, KPIs and processes impacting data integrity and consistency of management reports 4% Score 9 – 10 or Excellent 0% Score 9 – 10 or Excellent 4% Score 9 – 10 or Excellent 7% Score 9 – 10 or Excellent 18% Score 6 – 8 or Good 24% Score 6 – 8 or Good 48% Score 6 – 8 or Good 20% Score 6 – 8 or Good 39% Score 3 – 5 or Average 36% Score 3 – 5 or Average 30% Score 3 – 5 or Average 27% Score 3 – 5 or Average 43% Score 1 – 2 or Poor 40% Score 1 – 2 or Poor 22% Score 1 – 2 or Poor 47% Score 1 – 2 or Poor Main messages from the interviewees on Processes: “Unless we have a common global approach and policies we will always have issues with data and IFS” “Lack of up-to-date processes and procedures makes the job of using IFS difficult” “Difficult to train people on IFS if we haven’t got clear processes and procedures to follow” “We use different maintenance plans and templates depending on the hemisphere. This makes IFS difficult” “Data integrity is a big issue. Lack of real time data and parts integration with maintenance are big factors” “Data ownership is an issue. We don’t have clear strategy on data governance and management”

128. Support Staff Capacity & Skills Assessment

129. Support Processes Assessment

130. Support Tools Assessment

131. IFS Support Needs AssessmentPeople Processes Diamond Methodology Technology Support This part of the baseline review focused on the ERP/IFS XYZ support organisation

132. LiSA – Internal Support Self Assessment XYZ used Totalamber’s on-line Support Assessment toolkit (LiSA) to assess the issues & capabilities of XYZ’s ERP/IFS support infrastructure Part 1: Strategy Part 2: People Part 3: Processes Part 4: Technology

133. Support View The ERP/IFS support organisation does not have the capacity and capabilities to provide global round the sun support 39% We have documented and provided descriptions for every criterion which failed to Compile. Lets now review three examples from the “Not Compliant” criteria

134. Support View Vision & Purpose The IT Support organisation does not have clearly documented ERP support strategy – with formal goals and services ✓ 72

135. Support View Service Level The IT Support organisation does not have clearly documented SLAs which monitors and reports on to the business ✓ 73

136. Support View Business Continuity There is no formal business continuity plans for the Group or Business Units in case of major disaster ✓ 74

137. Support View The ERP/IFS support organisation does not have the capacity and capabilities to provide global round the sun support 27%

138. Support View The ERP/IFS support organisation does not have the capacity and capabilities to provide global round the sun support 40%

139. Support View The ERP/IFS support organisation does not have the capacity and capabilities to provide global round the sun support 60%

140. Support View – LiSA Overall Assessment 40%Processes 27% People 39% Strategy 60% Tools 42%Overall Main messages from LiSA: A clear ERP/IFS support strategy needed; Support capacity and capabilities needed; Business continuity and disaster recovery scenarios and plans should be in place; and Business ownership of data, processes and reports need to be clearly defined (in RACI Matrix) IT ownership of software packages, hardware, vendors, etc need to be clearly defined (in RACI)

141. Support View XYZ used Totalamber’s SNA to assess the capacity & capability of XYZ’s ERP/IFS support infrastructure across the six layers

142. Support Needs Analysis – Software Layer

143. Support Needs Analysis – Database Layer

144. Support Needs Analysis – User Admin Layer

145. Support Needs Analysis – Functional Layer

146. Support Needs Analysis – Reporting Layer

147. Support – Support Needs Analysis – Training Layer

151. Two hemispheres with different approaches to Maintenance and IFS usage

152. Limited leadership and clarity from global perspectives (e.g. IT and Maintenance)

153. No clear ownership for IFS within the business

154. Lack of overall programme management and methodology to control projects

157. No IFS training reqs and certification

158. Limited buy-in and support from some managers and business areas

159. Some software decisions made without full assessment and consultation

161. No blueprint for policies and rules

162. Little global IFS documentation

163. No data architecture & governance

164. No common KPI's

165. Major Issues with data quality and integrity due to process and integration

166. Real time data updates not universal

168. System performance improved but still variable and slow in some locations

169. IFS considered as stable – no major failures / downtime

170. IFS modules being used differently depending on the region / BU (e.g. Document Management)

171. Lack of link between VIM/ARD and EAM

173. “Quick Win” (Low Hanging Fruit) 17

174. Implementation Roadmap – “Quick Wins” (Low Hanging Fruits) 18 19 17 Quick Wins Standard IFS reports Exported to EXCEL Data Inconsistency monitoring Independent audit of system setup

175. Key Upgrade/Initiative Recommendations Implement Web Sales Orders Enhanced Reports and Enquiries from IFS 2 3 4 5 6 7 8 9 10 11 12 1 User Training Like for Like upgrade (with some additional improvements) CRM interfacing Supported IFS system infrastructure Enhanced document outputs Enhanced User Access with Data Control Rollout of Procurement functionality throughout XYZ Client Action Management, Tasks, Notes Implementation of new workflow Customer Statements and reminder letters The main aim of the recommendations for the upgrade is to streamline business processes, ensuring the maximum time and cost savings are realised, but also to provide a greater audit trail, and to empower people to take responsibility for using the system to gain knowledge. This will make the business better informed to make better decisions and be more proactive than reactive in times of change. Below we have highlighted a summary of the time and money savings that could be realised from implementing the upgrade recommendations.

176. Implementation Roadmap “Back to Basics” “Implement Improvements & Upgrade” Jan11 – Jun11 Jan Feb March April May June July’11 – Jun 13 Develop Business Continuity & Disaster Recovery Planning & Scenarios Define Group IT Strategy XYZ IT (non IFS) Initiatives (e.g. Data Centres / Niche Products) Establish Common Delivery Principles (Methodology) Agree IT Rulebook & Data Governance Business Change & Transformation - Programme Management Assess & Implement IFS Quick Wins & Initiatives e.g. Develop and rollout ERP & IFS Training for Managers Establish Global Maintenance Strategy IFS Upgrade Design IFS Upgrade Build & Test Deploy Support Mobilise & Train Team For Process Standardisation Work Stream 1: Processes & Configurations / Standards Work Stream 2: Data Setup & Mgt / Rules / Ownership Define The XYZ Way “Global ERP Blueprint “ Work Stream 3: Management Reports / BI Work Stream 4: Testing / Business Continuity / Disaster Recovery Document & Communicate Management Policies & Guides for Common Operational Standards & Practices Work Stream 5: Technical Infrastructure / Sizing & Performance Work Stream 6: Integration / Middleware / Interfaces Develop IFS Upgrade Strategy & Detailed Plan Work Stream 7: Change Mgt / Training / Communications Work Stream 8: Support / Key Users / 1st Line / 2nd Line / 3rd Line Work Stream 9: IFS Project Management & Governance Mobilise & Train IFS Upgrade Team IFS Version Decision 7.5 or 8?

178. Savings in getting common solutions

179. Clarity to the business – available skills and capacity

180. Risk mitigation – e.g. Avoiding bleeding edge technologies

182. Software Approved Standards & Applications

183. Hardware & Infrastructure Standards

184. IT Delivery Methodology & Guidelines

185. IT Support OrganisationWork Stream 2: Data Setup & Mgt / Rules / Ownership Define The XYZ Way “Global ERP Blueprint “ Work Stream 3: Management Reports / BI Timing (Duration) ASAP (3-6 months) Work Stream 4: Testing / Business Continuity / Disaster Recovery Document & Communicate Management Policies & Guides for Common Operational Standards & Practices Work Stream 5: Technical Infrastructure / Sizing & Performance Owner CIO Work Stream 6: Integration / Middleware / Interfaces Develop IFS Upgrade Strategy & Detailed Plan Key Stakeholders Group Executives / Business Unit Management / IT Organisation Work Stream 7: Change Mgt / Training / Communications Risk Mitigation Software solutions being evaluated or/and implemented without clear strategy for the future to ensure supportability and integration Work Stream 8: Support / Key Users / 1st Line / 2nd Line / 3rd Line Work Stream 9: IFS Project Management & Governance Mobilise & Train IFS Upgrade Team IFS Version Decision 7.5 or 8?

187. Improve data quality

188. Reduce calls to OIT Helpdesk

190. 14 Initiatives – See Transition DocumentWork Stream 2: Data Setup & Mgt / Rules / Ownership Define The XYZ Way “Global ERP Blueprint “ Work Stream 3: Management Reports / BI Timing (Duration) On going Process - Start Feb11/Mar11 after preparations completed Work Stream 4: Testing / Business Continuity / Disaster Recovery Document & Communicate Management Policies & Guides for Common Operational Standards & Practices Work Stream 5: Technical Infrastructure / Sizing & Performance Owner Business Key User / Super User Work Stream 6: Integration / Middleware / Interfaces Develop IFS Upgrade Strategy & Detailed Plan Key Stakeholders Business Manager / Key User / End Users / Academy Work Stream 7: Change Mgt / Training / Communications Risk Mitigation No plan in place to ensure the right capacity and resources available to assess, plan and implement these quick wins and initiatives effectively. Work Stream 8: Support / Key Users / 1st Line / 2nd Line / 3rd Line Work Stream 9: IFS Project Management & Governance Mobilise & Train IFS Upgrade Team IFS Version Decision 7.5 or 8?

192. Train exiting resources on new capabilities

193. Improve SLAs

195. Data

196. System Administration

197. Modules Support

198. Reports Development

199. Training & InductionsScope Work Stream 2: Data Setup & Mgt / Rules / Ownership Define The XYZ Way “Global ERP Blueprint “ Work Stream 3: Management Reports / BI Timing (Duration) ASAP - start Feb11 on going until IT helpdesk can support its users Work Stream 4: Testing / Business Continuity / Disaster Recovery Document & Communicate Management Policies & Guides for Common Operational Standards & Practices Work Stream 5: Technical Infrastructure / Sizing & Performance Owner IT Manager / Project Manager / Support manager Work Stream 6: Integration / Middleware / Interfaces Key Stakeholders Project Manager / Stream Leads / Business Managers / Super users / Support Manager / Help desk Staff Develop IFS Upgrade Strategy & Detailed Plan Work Stream 7: Change Mgt / Training / Communications Risk Mitigation Support not engaged early enough. Work Stream 8: Support / Key Users / 1st Line / 2nd Line / 3rd Line Work Stream 9: IFS Project Management & Governance Mobilise & Train IFS Upgrade Team IFS Version Decision 7.5 or 8?

200. Project Governance Senior managers signing up to the journey and its challenges. Sponsors Client Totalamber Senior managers giving direction – scope, budget and resources Remove barriers and mitigate risks Ensure project delivers in line with sponsors expectations. Project Board Totalamber Client Totalamber leading the project – on time / to quality / to budget PM ensures business engagement and internal resources. Project Management Client Totalamber Vendor Develop the allocated aspect of the solution (e.g. Training). Streams e.g. Training e.g. Testing Others e.g. Support

201. Contents What is an IPR? Who needs an IPR? What are the outputs of an IPR? What are the benefits of an IPR? How long will it take and how much will it cost?

203. Feedback

205. Logistics

206. Templates

207. Approach

208. Tools

211. Staff

212. Systems Review

213. Documentation

214. Questionnaires