Global IT Planning & Analysis February 6, 2009 1

The IT Governance Creditability Curve Potential Economic Value FY10 Tools Governance-Supported Funding Portfolio Management Service Pricing IT Value Measurement Post-project Audits What-if Analysis Price/ Performance Comparison to External Service Providers Perception Points Value Strategic Alignment Level 5 Respect FY09 Tools Strategy-Driven Funding ITFM System of Record Cost Recovery Strategic Sourcing Managed IT Costs Structure Return on Assets Analysis Financial Modeling Perception Points Accountability Insightfulness Level 4 Trust Tools IT CFO Prioritization Vendor Mgmt ITAM IT COA Benchmarking Perception Points IT Cost Visibility Improved Alignment Level 3 Acceptance Tools Financial Analysis Business Cases Contract Mgmt Spend Analysis Asset Tracking Perception Points Efficiency Predictability Level 2 Skepticism Tools Budgets Project Mgmt Procurement Cost Tracking Perception Points Accuracy Reliability Level 1 Uncertainty

GITPA Vision, Mission, Objectives Become a team of trusted advisors to IT leadership by helping maximize IT investments and to run IT like a business and ultimately as part of the business. Deliver the processes, tools, and analysis that lead to reasoned decision-making in IT. Create financial reporting & awareness of major issues affecting financial performance Drive for consistency & accountability in the budgeting, forecasting, and chargeback processes Facilitate portfolio management to enable EA to make the right investments Enforce IT Governance and data integrity with better process and the rollout of a PPM tool Implement mechanisms that allows IT to track it's external contractual obligations and integrate into financial planning process Effective management of the full lifecycle of the IT vendor portfolio Assist in managing staffing and spending levels by providing visibility including external and internal benchmarks such as costs by service and by customer Manage reporting process associated performance metrics Strategic Goals / Objectives 3

GITPA Service Portfolio Global IT Planning & Analysis IT Financial Management IT Project Governance IT Vendor Management IT Performance Management GL Management Global IT Financial Support Online/OCOR Label Financial Support IT Financial Allocations Annual Planning IT Spending & Staffing POR Governance Project Financial Management Project Analysis & Reporting Vendor Lifecycle Management Contract Management IT Procurement S/W Asset Management IT Benchmarking Global IT Scorecard IT Operational Metrics IT Spend Metrics

The Strategic IT Financial Management Maturity Model Evolution Through Five Stages Stage 1: IT spending is a “black box.” The budget is a single number. Business does not know how the budget is spent. Increasing need for flexibility Increasing need for transparency Stage 2: IT spending is a “glass box.” The budget is still a lump sum allocated as the CIO sees fit, but business has some input. Increasing need for sophistication Enterprise Portfolio Stage 3: IT spending is a simple portfolio. The budget has two goals: Keep the lights on and invest in the business. Comprehensive Portfolio Simple Portfolio Glass Box Stage 4: IT spending is a comprehensive portfolio; IT is viewed as an investment portfolio. Not sure how to use??? Black Box Stage 5: IT spending is an enterprise portfolio; IT expenditures are business expenditures. 1 2 3 4 5

Project Portfolio Management Council Approval Policies and Procedures for new Project Demands and Project budget Change Requests Project Financial Management - tracking and reconciliations Project “New Run” management Project portfolios review Aggregate IT Project scorecard PA IT Project Governance Manage and shape demands Support/guide delivery Ensure project aligns with business strategy and add value to EA Promote business ownership/adoption of IT solutions Business IT Initiate Project Execute Project Manage project to scope, budget/resource and schedule Operationalize solution Service Lines Develop policies and guidelines for approval of Project Demands, then enforce, adhere to SOX controls Financial Mgmt * Establish project financial reconciliations process between Clarity & Oracle Reconcile project spend against budget CIP controls/approvals Portfolio Review – project spends in portfolio, forecast GPMO – at D&I level – PM methodologies, Change Mgmt would be for project scope, schedule, process to get Service Ops ready to support solution Project Management methodologies SOX D&I Governance Change management Testing methodologies Resource Management Service Operation readiness GPMO Community

Global Strategic Sourcing Global Strategic Sourcing Responsibilities Service Line Owners IT VMO Global IT Sourcing Global Strategic Sourcing Service Line Owners Delivery of the End to End Service Technology Decisions , Roadmap Service/Product Demand Planning Managing Day to Day Activities, including Quality Establish and Maintain Technical Requirements Vendor (Service/Product) Interactions Negotiation Strategy IT VMO Entire IT Vendor Lifecycle Contracts Management Contractor Management Vendor Portfolio Analysis Vendor Governance Technology Spend Management Software Compliance Global Strategic Sourcing Procurement & Vendor Negotiations Supplier Qualification RFX Process Execution of Contract Coordination with Legal Global IT Sourcing All Global IT Sourcing Initiatives Partner Selection Strategy

Delivery Model P&A Centralized Services FP&A CIO ESO BIDS Online IT/Shared IMS GTS SRM BizIT P&A Analyst P&A Analyst P&A Analyst Monthly Financial Reporting Project Tracking PR/PO Process Contractor Spend OCOR Allocations Monthly Financial Reporting Project Tracking PR/PO Process Contractor Spend Label IT Spend Monthly Financial Reporting Project Tracking PR/PO Process Contractor Spend Capex P&A Centralized Services G.L Financial Management The delivery model will be described at the Strategic, Tactical and Operational levels. Since the (global) network engineering group is relatively small it is not considered at this time to split it into on-line and enterprise (delivery) groups Strategy Strategy development will be led by the EARS networking team with the participation of designated members from the regional and label networking teams. This includes: High level end to end architecture, including WAN, LAN, WLAN, VPN and other sub-architectures Networking standards Preferred vendors (equipment and carriers) Key operating elements, such as global processes Tactical Global project can be led from any region as per agreement. Typically a project will be led from the region with highest (business) impact Regional projects will be led and staffed by members from that regional team Local projects will led and staffed locally Capacity management will be conducted with the participation of all regions but driven by the EARS network engineering team Ordering of services will be coordinated globally to ensure that carrier preferences and pricing agreements are used and that global MSAs are established and adhered to Operational Level-1 (including monitoring) and level-2 support will primarily be done off shore – short term with resources from TCS Level-3 support will be provided in region by the network engineering groups. Issues that cannot be resolved within the time zone of one region will be handed off from region to region. Project Financial Management Purchasing/PR/PO/Invoicing Project Governance Framework Vendor Management Framework Performance Management Framework