Network General Corporation

1
Network General Corporation

• Ken Boyd VP IT CIO
• Dan Brann Director, IT Applications

2
Agenda

• Overview of Network General
• Highlight of our business drivers
• Why we selected Oracle
• What other vendors were evaluated
• Quote to Cash solution
• Experiences from the implementation
• Q A

3
Corporate Positioning

• Who is NETWORK GENERAL?
• One of the largest private companies in Silicon
  Valley
• Texas Pacific Group and Silver Lake Partners
  bought the business from Network Associates in
  July 2004
• Global leader in application and network
  performance analysis
• Nearly two decades of experience
• 13,000 customers worldwide

4
NetworkPerformance Analysis
Application Performance Analysis
Sniffer
AppWize
Distributed Portable InfiniStream Netasyst
Resource Manager Visualizer
Appera
Services
5
What drove the Oracle decision

• The Business was acquired with
• No GA
• No Systems
• No Infrastructure
• Key Decisions
• 1st Tier or 2nd Tier ERP
• Creation of a short list
• Select Vendor based on
• Ability to implement fast
• Strong core functionality
• Skills of the team

6
Quote to Cash Deployment Overview
7
Day 1 July 2004
8
SCREAM December 2004
9
FUSION FY06 (2005)

• International Rollout of Financial modules in
  process
• HRMS in process
• Fulfillment Provider Consolidation in process
• Customer Support enhancements in process
• 10g Portal discovery definition
• Inventory Tracking Returns Automation
• Enterprise Reporting Planning
• Approval Manager
• Sales Compensation
• Various Enhancement Requests from SCREAM in
  process

10
Summary

• 60 day deployment of G/L, Fixed Assets, Accounts
  Payable, and Purchasing for Day 1
• 90 day deployment of Marketing, TeleSales, Field
  Sales, Order Management, Inventory Management,
  Service Contracts, and Accounts Receivable
• 7 months to a stand-alone NGC application
  environment
• All this while hiring and building the
  business!

11
If we had to do it again

• More technical consultants to support the
  bubble of effort
• Insist that functional groups are staffed
  appropriately prior to beginning project
• Spend more time automating key intensely manual
  processes
• Earlier focus on reporting needs training

12
Q A