Proposal to Serve:

Agilent Business Intelligence Roadmap

June 2006
 Contents

• Our Understanding

• Proposed Approach
– Objectives and Scope
– Business Intelligence Framework
– Approach and Deliverables
– Project Timeline

• Project Structure and Fees

• Why Deloitte

• Appendix
– Case Studies and Qualifications
– Deloitte Leadership Team Profiles
– Deloitte Project Accelerators and Intellectual Property (IP)

2 ©2006 Deloitte.
 Our Understanding
• In 2005 alone, Agilent underwent several key reorganizations which necessitate new management visibility into business performance
• Additionally, Agilent faces ongoing business intelligence challenges including:
– Inefficiencies from disparate, siloed business intelligence applications across the enterprise
– Lack of confidence in reporting due to reconciliation challenges and reporting inconsistencies

Sales Forecasting Order Mgmt Reporting Manufacturing/Supply Sales Compensation

• No consistent data • Manual data analysis Chain / R&D • Requires significant FTEs
sources for forecasts required to track open • Limited visibility into to administrate
• Forecasts manually order, revenue vs product costs and • Does not focus on
developed and reported forecast and quota production planning profitability
by the business assignments performance • Limited by current
• Manual calculation of territory assignment
costs and Return on capability
Investment (ROI)
Financial Reporting Business Planning/ Customer Reporting Human Resources
• Reporting net orders Budgeting • Unclear governance • No holistic view of
requires business • Disparate data requires process on customer set headcount / FTEs in
intelligence through Pony significant manual up leading to issues with management units
logic manipulation billing and credit • Uncertain if resource
• Scale and Flash allocation is optimized
processes difficult to
execute
• Manual data analysis
required to allocate
expense against revenue
• Management requires a unifying strategy to address global business intelligence priorities
and alignment of business needs with Information Technology (IT) capabilities.
3 ©2006 Deloitte.
 Objectives and Scope

Objective
• To build an overall vision and strategy for Business Intelligence at Agilent
• To build an Business Intelligence roadmap that addresses short and long term activities
globally across the enterprise. This roadmap will enable:
- Visibility into functional performance of business
- Improved decision support processes and tools
- Infrastructure foundation to enable integrated enterprise reporting, financial planning
and performance measurement
- Reduced manual processes by integration of point solutions and/or shadow systems

Scope
• The focus will be on Discovery and Planning
• What applications and tools do we currently have and how they are used?
• What urgent needs for business information and intelligence are not currently being addressed?
• What plans for FY07 should be accelerated, delayed, or combined to best leverage resources to meet
the outstanding needs?
• Business areas included: Sales/ Order Mgmt, Manufacturing /Supply Chain / R&D,
Finance and HR

Assumptions
• Alignment and sponsorship of key stakeholders from business and IT
• Resources from “in scope” functions fully engaged as team members
• Boundaries may be set on level of analysis to avoid “diving too deep” without more detailed
understanding of current solutions and common needs
• The roadmap will contain an architectural blueprint and application rationalization, however
it is not expected that decisions will be made on specific tools or technologies
4 ©2006 Deloitte.
 Business Intelligence Framework - Reporting
The Business Intelligence Initiative will help transform the transactional data used to run
the business into tactical and strategic information that can be used to manage and build
the business
Enterprise Dashboards
Strategic /  Management
Executive Level  Decision Making
Exec Information  Effectiveness
Info  End Customer
Tactical/
 Data
Management Level Warehousing
Mgmt Information
Summary Manage and Build
Operational / the Business
Employee Level
Hum

Operational Information
Fina

an R
t
Mgm

 Operational
nce

eso
Supply Chain

 Transaction
Transactional /
r

urc

 Efficiency
Orde

Source Data  End to End

/ R&

es

Systems
Process
s&

Transactional  Core Oracle

Mfg
Sale

Run the Business

5 ©2006 Deloitte.
 Types of Reporting
Executive Information
Transactional &
& Corp Performance Analytical
Operational
Mgmt
Level of Typically high Typically intermediate Typically very detailed
Summarization
Analytical Drilldown on predefined Complex analytics Minimal
Capabilities dimensions
Simple, follows a guided Could be structured or Predetermined formats,
path unstructured may be able to vary
User Interface predetermined
User typically needs parameters (time
knowledge of tool and period, status, etc.)
data
Strategic trends, key Drill-downs, trends, Operational activity,
Key Area of Interest performance indicators, statistical relationships transaction details
alerts
Quarterly, monthly Monthly, weekly Real time
Frequency Daily on selected Daily on selected Daily on selected
information information information
Monitor business Interrogation or analysis Operator work
performance through of data to answer management
key metrics and business questions of
performance indicators why, where, who, etc. Transaction execution or
dispute resolution
Typical Uses
Identification of new
opportunities Operational
management
Organizational trending
analysis

6 ©2006 Deloitte.
 Business Intelligence Framework – Conceptual Architecture

Transactional Reporting and Business Intelligence

Transactional Data Integration & Information
BI Apps Portals
systems Transformation Warehouse
Sales &
Reports Order Mgmt Extract
Automated Alerts and Partner
Warehouse Continuous
Infrastructure Monitoring
Manufacturing Supplier
Reports / R&D Cleanse
Data Marts & Scheduled
aggregates Reporting Customer

Reports Supply Chain Customer

Transform Scorecards Employee
Intelligence

Query & Financial

Enterprise
Reports Finance Information Analysis Community
Load

Human Staging Database Relational Storage Customization

Reports Common Tools
Resources Transformation Procedures OLAP Cubes Shared Services Personalization
Security

Reporting Metadata

Enterprise Architecture

7 ©2006 Deloitte.
 BI Program Effectiveness Model

Effective alignment between Business Strategy and IT Operations is build upon

establishing a common language, defining ownership and accountability for results that
bring real value to the business.

BI PMO: Formal organization

responsible for overseeing the goals BI Goals / Metrics: Establishment of
and progress of global BI initiatives performance criteria, aligned for
optimal collaboration between
BI Governance: Global standards, Business and IT across initiatives
Common decision-making framework,
Business case and approval processes,
Program Management standards
BI Stakeholders

Finance HR Corporate
Sales Mfg R&D Planning

Business
$ $ $ $ $ $
BI Program

Leadership

IT Leadership $ $ $ $ $ $

Supported by Communication and Collaboration Across Geographies and Business Units

8 ©2006 Deloitte.
 Deloitte Approach to Reporting System Development

– Collaboratively constructing a business-focused, logical and technological

1-3 year vision or road map.

– Methodology is iterative, stressing frequent deliverables, with a

demonstrable rapid return on investment and a shortened delivery cycle.

– Prioritized solutions are incrementally added and fully integrated for

maximum benefit to the business community.

Deploy Incrementally

BI Design Revisions
Design
Revisions
Design
Revisions

Roadmap Analyze
& Plan Construct
Analyze
& Plan
Analyze
& Plan
Construct Construct
Creation & Deploy
& Deploy & Deploy

90-120 days/phase

Business Intelligence Roadmap

9 ©2006 Deloitte.
 BI Roadmap Development Approach

Data Gathering Analysis & Findings

• Develop and distribute templates to collect an • Create reports from the data
inventory of measures, tools, techniques, users, • Compare current portfolio to Business Vision and
applications used today identify gaps
• Provide information to Core team • Develop findings and plans to validate
• Conduct Visioning Sessions with Business and IT
Leadership

Recommendation & Roadmap Communication & Transition

• Create sub-teams (data, architecture, portfolio, • Present recommendations to Business & IT
best practices) to drive findings into actionable Leadership
recommendations • Incorporate additional input
• Share status across teams • Update FY07 plan as appropriate
• Build roadmap • Communicate out to Business and IT organizations
• Finalize effectiveness & governance model • Transition roadmap to long-term owners
• Finalize recommendations • Socialize PMO and engagement model

10 ©2006 Deloitte.
 Approach:
Data Gathering
An inventory and analysis of current applications, matched with Agilent’s business
objectives and needs, provides a baseline for evaluating and prioritizing business
intelligence initiatives and opportunities.

Current & Future Business Needs

App Inventory What do we need?
Template Who needs it?
Enterprise Application When do they need it?
and Enterprise Data What value does it provide?
Management Plans Do we have it today?
FY07 Budgets What will we give up to get it?
What are the roadblocks?

What do we have?
Area of Overlap
How is it used? Visioning Workshop
What is it costing us? Open-ended Questionnaire
What potential overlaps exist?
What tools are used and how?
What issues limit effectiveness?
What do we plan to add?

Current Applications Portfolio

11 ©2006 Deloitte.
 Approach:
Analysis & Findings
Application rationalization begins with evaluating how the current application portfolio
addresses business priorities. Ineffective and inefficient solutions are identified as
potential candidates for retirement, replacement, or consolidation.

Prioritized NO
Needs
Business Met? Buy/Build
Needs
YES Repair
Met NO
Effectively Replace
?

YES Consolidate
No
Current
Met Cost NO
Business Effectively ? Migrate
Need
YES Upgrade
Retire Do Nothing
12 ©2006 Deloitte.
 Approach:
Recommendations and Roadmap
The Business Intelligence Roadmap includes defining and validating the enterprise-wide
strategic vision and business case for global reporting and analysis. Analysis results and
findings, gaps and recommendations, and the short and long-term roadmap are
examined, and an operational strategy for the BI program is defined.

Specific activities
• Document Business Intelligence Strategy

• Develop & review the short- and long-term roadmap

• Validate business case by phase

• Design program effectiveness model to executing roadmap

 BI Effectiveness Goals – consistent standards, metrics and governance policies
o Provide alignment of goals and metrics across Business and IT
o Define key decisions and activities to be managed by BI PMO
 PMO Infrastructure & Program Governance
o Design Program structure and resource model
o Establish issue & risk management processes & tools
o Develop engagement and governance model to support program effectiveness
o Design communications strategy and plan

13 ©2006 Deloitte.
 Approach:
Communication & Transition
Once the roadmap is complete, it is socialized and reviewed by the Business and IT
communities. The governance and operational structure is validated and plans are
solidified for execution of the initial phases of the roadmap.

Specific Activities
• Present roadmap to Business & IT leaders for confirmation and commitment
• Execute communication plan to educate and inform Business and IT teams
• Determine ownership and responsibility for further definition and long-term
governance
• Gain acceptance and buy in for on-going engagement model between
Business and IT teams to carry out the activities on the roadmap

14 ©2006 Deloitte.
 BI Roadmap Deliverables

 Vision and Strategy

 Overall strategic direction of Business Intelligence over the next 3 to 5 years including key
goals
 Analysis of current portfolio and planned additions
Metrics, data, costs, usage, tools, issues
Examples: % of IT budget, Highest cost/user
 Recommendations from gap analysis
Reporting/BI needs not being addressed
Applications that are candidates for retirement
Potential opportunities to consolidate tools/applications
 Common vocabulary of Reporting & Business Intelligence terms that can be understood and
used by Business and IT
 High level business case to identify order of magnitude of the program implementation
 Roadmap
Short-term and long-term actions in priority order
Example: Validate the top data entities for EDM to define Reporting technology in need of standardization
Documented business value realization plan (business case)

 Program Effectiveness Model

 Business and IT Performance Metrics and Ongoing Engagement Model
 BI Governance Policies and Decision-making processes
 Program Office Structure and Tools (issue management, escalation procedures)
 Program Communications Strategy and Plan

15 ©2006 Deloitte.
 Key Milestones
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8

BI Core Team Kickoff

Portfolio Data Gathering
Data Consolidation &
Initial Reports
Best Practice Research
Functional Findings
Development
Visioning Workshop
Cross-Functional
Findings Development
Roadmap Definition &
Socialization
Program Effectiveness
Design

Executive Presentation

Launch Engagement
Model & Communications

16 ©2006 Deloitte.
 Project Structure
Agilent Sponsors Deloitte Partners
Project Leaders
• Establish goals and • Overall Deloitte project
objectives responsibility
Agilent Deloitte
• Sponsor - Finance • Partner – Finance • Provide guidance and • Coordinate expertise in
• Sponsor - IT • Partner- IT direction specialized areas
• 15 % time • 30% time • Participate in key • Address specific issues
meetings
Project Management
• Manage project activities
Agilent Business Deloitte • Provide team leadership and orientation
• .5 FTE • 1 FTE • Provide quality assurance
Agilent IT
• .5 FTE • Conduct workshops and interviews/meetings
• Provide senior functional expertise
Project Team
• Gather data and conduct analysis
Agilent Leads Deloitte • Validate business needs and priorities
• BI Apps lead • BI Lead
• GDW lead • Business Functional
• Identify key dependencies between
• Business Liaisons Lead functional areas
• Administrative support • PMO Design Lead • Conduct gap analysis & prepare
& coordination • Team Analyst recommendations
• Develop roadmap & business case
• Design program effectiveness model
Subject Matter Experts

Agilent (*) Deloitte

• Sales / Order Mgmt • Sales / Order Mgmt • Participate in client workshops
• Manufacturing/Supply • Manufacturing/ Supply • Provide direction on findings and opportunities
Chain/ R&D Chain / R&D • Provide best practices
• Finance • Finance
• Human Resources (HR) • Human Resources (HR) • Validate recommendations
• BI Architecture • Infrastructure

* Note: Additional Agilent subject matter experts will be available as needed throughout the project to support group working sessions,
17 ad hoc interviews, and/or individual working sessions. ©2006 Deloitte.
 Agilent Business Resource Requirements

Resource Description Resource Duration

Business and IT Sponsors One each for 8 Weeks
finance and IT (10%)
Advocate of the initiative
Escalation point
Lead visioning workshop
Business and IT Executives One per functional Visioning
area workshop
Participate in visioning workshop
Validate recommendations
Business and IT Project Manager One IT and one 8 Weeks
business (50-60%)
Ensures completion of the business information gathering (e.g.
needs, measures)
Completes information needs assessment and strategy
Identifies appropriate SME’s to provide information and
participate in meetings
Participates in analyzing inventory, developing findings and
recommendations
Reviews and validates the recommendations with business
executives and business leaders
Business and IT Leads Based upon 8 weeks
number of (30%)
Provides all information as required to support information
business functions
gathering
Participates in meetings/ workshops to discuss findings and
recommendations
Drive participation in leading practice discussions
Validates the findings and recommendation
Provides information and validation for current and planning BI
initiatives
18 ©2006 Deloitte.
 Project Fees

The following is our estimate of project fees, based on the following assumptions:
 We have estimated on a time and materials basis; actual fees could be lower or higher, but
we will discuss this with Agilent before exceeding the fee estimate below.
 Expenses are estimated at X% of fees, and will be billed at actual. We will aggressively
manage expenses.
 Billing and payment terms are those in the Amended Strategic Alliance Agreement
between Agilent and Deloitte.

19 ©2006 Deloitte.
 Why Deloitte

• We know Agilent and its Business Intelligence Issues

– Have extensive knowledge of current legacy infrastructure
– Have just complete smaller version of the same project with Verigy
 Sales and Order Management Reporting Design
 Sales Compensation Transformation
 Financial reporting and associated infrastructure
 Supply Chain Transformation
 HR Design
 Supporting Infrastructure

• We have successfully navigated across functions

– Project Islands
– PI
– Everest

• We have strong capabilities in Business Intelligence including both

the functional business requirements and the infrastructure

20 ©2006 Deloitte.
Appendix
Qualifications

Representative Resumes

Supporting Methodology

©2003 Firm Name/Legal Entity

 Deloitte’s Business Intelligence Qualifications

 AllState  Mead Corporation  Polo/Ralph Lauren

 Bayer  Merrill Lynch  Prudential
 Bell Canada  Motorola  SaskPower
 Company A  Mutual of Omaha  Sears
 Company B  Lubrizol  Talbots
 Delphi  National Bank of Canada  San Diego Gas & Electric Co
 Dr Pepper / Seven Up  Newbridge  Sasktel
 Elder Beerman  Northrop  TRW Inc.
 The Gap  Norwegian Chemicals &
 General Motors Plastics Surgery
 Hercules  Pacificorp
 Houston Power Industries  Pacific Bell
 Hughes Aircraft Company  Paragon Trade
 Mainline Freight  Phillips Morris
 Mastercard International  Pepsi
 MCI

•The Prudential

22 ©2006 Deloitte.
 Deloitte Intellectual Property (IP)
InformationPrint
• provides industry specific best practices regarding management information
needs organized by information customer
• facilitates identification of specific management information needs
• offers templates to develop client specific Information Prints.
• enables phased implementation to handle current and future needs
• provides a common view of the information that is important to manage the
business

Global INSite Best Practices Database

• Gathers global information to focus on the specific opportunities and issues
• enables identification of benchmarks based on industry peer performance
measures

Change Management Framework and Tools

• creates a common language and is used to capture business perspectives
on current and desired analytical capabilities
23 ©2006 Deloitte.
 InformationPrint
InformationPrint™ is a framework for identifying and articulating an organization’s
information requirements – both financial and non financial

Information & Performance

Information Sets InformationPrint Measurement Solutions
Strategy Scoreboard ERP
In InformationPrint Strategy
Print
ABC
ABC
Scoreboard
Dashboard
ERP
Applications
C for
Print Dashboard Applications
Information Requirements
on m
su at Business
Business
m ion Data
Data Warehouse
Warehouse Data
Data Mart
Mart Warehouse
Warehouse
er Information
s Components
Dimensions

Information Requirements and

Business

Information Attributes IndustryPrint Performance Measurement Requirements

O wners e.g. Proc ess O wner, Syst em O wner ,
Database
Time e.g. C urrent, His torical , F ut ure, etc.
Cycle e.g. Weeks, Periods , Quarters , Years, etc.
Qualit y e.g. Validit y, Ac curac y, Compl et eness, Ye s

S1
S1 S2
S2 S3
S3 S4
S4 ERP
ERP

Application Information/ ERP & Legacy

Benefits (SEM) Data Systems

 Provides industry specific best practices regarding management information needs

organized by information customer
 Provides a powerful facilitation tool that can be used to help identify specific
management information needs
 Delivers the necessary templates to develop client specific InformationPrints.
 Enables phased implementation of a solution that will handle current and future
information needs
24  Offers a common view of the information that is important to manage the business.©2006 Deloitte.
 Global INSight Best Practice Database

Global INSite database is a powerful yet flexible knowledge management instrument,

which offers sophisticated capabilities for defining benchmarks that reflect a
company’s size, industry and competitive profile, as well as recognized best business
practices

Benefits
 Obtain valuable performance measurement data based on both quantitative and
qualitative competitor information
 Identify innovative practices to improve overall performance based on industry
specific information, as well as practices in other industries if applicable

25 ©2006 Deloitte.
 Change Management Framework and Tools

Deloitte Consulting’s perspectives and toolkits have been developed through substantial
experience in both BI/DW efforts as well as the various functional areas that they impact
Tool Kit
EIM Maturity Model
EIM Maturity Profile
Our EIM Maturity Model helps to create a common language and
The maturity profile is a starting point to
is used to capture business perspectives on current and desired
understand where you are in relation to the key
analytical capabilities. We have three models that can be used
dimensions measured. This profile process is
to collect a self-assessment of information and capability
supported by the EIM Maturity model on the left.
maturity. Individual assessment results are compiled and totaled
by plan and for the enterprise.
Maturity
Stage Deloitte Confidential

1
p g
ge hi
p hi rti
n e
ua s rs d y it y lit
y ur
ng rd ne a n v er al po bi ct
La ew
a
Ow n g li Qu Re pa hi
te
ac
h
s St re s at a o r t i l D e n of C a ag e c ro n
io re
ne
s d lt u e s D t at
io
l it
y g Ar p at t u
s i an Cu in o f e p t ic a or rm b i t in d U s io
n Ap rm uc
Bu ce
s R y pp fo il a
r at gn fo tr
n io
n Bu al Su In a o
ep an m s i I n f r as
on r na at An IT Av R f or De In
m rm In
m ve fo
Co Go In -- Reporting and Analytical -- Data Architecture and
---------- Information Strategy ---------- --------- Organization --------- Processes – Technology –
Dimensions (1.6) Dimensions (2) Dimensions (2) Dimensions (1.8)
Client Current State
*Based on survey response from 5 people
Capability Stages:
Stage 1 = Limited – I nformation and/ or capabilities are limited or do not exist.
Stage 2 = Emerging – I nformation and/ or capabilities are maturing or will be delivered soon.

The structured approach and tools will:

Stage 3 = Defined – I nformation and/ or capabilities are well defined and meet basic needs.
Stage 4 = Established – I nformation and/ or capabilities are advanced but require some improvements.
Stage 5 = Leading – I nformation and/ or capabilities are comprehensive and provide competitive advantage.

• Capture informational pain points, business impacts, and expected outcomes

• Categorize objectives by improvement lever and information assets

• Identify key improvement themes

• Plot objectives on the roadmap

26 ©2006 Deloitte.