EXHIBIT 99.471
[PEROT SYSTEMS LOGO]
RELIANT ENERGY
Friday August 4, 2000
[PEROT SYSTEMS LOGO] Agenda
10:00 - 10:15 Perot Systems Overview
10:15 - 10:45 Global Infrastructure Services
10:45 - 11:15 Systems Integration Services
11:15 - 11:45 SAP Practice
11:45 Break
12:00 - 12:30 Business Consulting - Change Management
12:30 - 13:00 Business Consulting - E-commerce
13:00 - 13:30 Energy Domain Discussion
13:30 - 14:15 Q & A
14:15 - 14:30 Merit Drive
[PEROT SYSTEMS LOGO]
PEROT SYSTEMS CORPORATION OVERVIEW - JOHN KING
[PEROT SYSTEMS LOGO] GROWTH TRACK RECORD
51 World-wide
Locations:
33 North America,
18 International
[CHART]
$1.1b
Revenue
[CHART]
More than
7,000
Employees*
[CHART]
*As of November 1999
[PEROT SYSTEMS LOGO] PEROT SYSTEMS ORGANIZATION
PEROT SYSTEMS
JULY 11, 2000
[ROSS PEROT ORGANIZATIONAL CHART]
[PEROT SYSTEMS LOGO] U.S. OFFICES
[MAP]
[PEROT SYSTEMS LOGO] European and Asian Offices
[MAP]
[PEROT SYSTEMS LOGO] Corporate Value
WE SERVE OUR CUSTOMERS -- with innovative, responsive solutions to their needs.
WE VALUE OUR PEOPLE -- by attracting, developing, and recognizing outstanding
people, and caring for them and their families.
WE OPERATE WITH INTEGRITY -- by treating our customers, people, and suppliers
in a fair and honest manner, as we would want to be treated.
WE REWARD OUR STOCKHOLDERS -- by producing strong financial performance from
which everyone benefits.
WE CONTRIBUTE TO OUR COMMUNITY -- by using our talents and resources to better
the conditions in the diverse communities in which we work.
LEAD by example.
CONDUCT our personal and professional life in a manner that will bring credit
to ourselves, our family, and our company at all times.
OPERATE in the center of the field of ethical behavior -- never on the
sidelines.
CREATE and maintain an atmosphere of mutual trust and respect.
LISTEN carefully to our customers and our team members who work directly with
our customers, and be open to ideas.
ENCOURAGE every team member to take risks, exercise initiative, deliver quality
results, and never be afraid to make honest mistakes.
CREATE a supportive environment that nurtures personal and professional growth.
DO what we say we're going to do -- and more than is expected.
AND FINALLY, while we are building this great company -- have fun!
[PEROT SYSTEMS LOGO] What We Do--Overview
WE FOCUS ON KEY INDUSTRIES THAT ARE EXPERIENCING RAPID GROWTH, A HIGH DEGREE OF
CHANGE GLOBALLY, AND HAVE AN INCREASING RELIANCE ON INFORMATION TECHNOLOGY.
[GRAPHIC]
CUSTOMIZED SOLUTIONS ARE DELIVERED THROUGH OUR INDUSTRY GROUPS, DESIGNED BY
BUSINESS AND TECHNOLOGY EXPERTS WITH IN-DEPTH INDUSTRY KNOWLEDGE.
[PEROT SYSTEMS LOGO] What We Do--Integrated Service Offerings
Business
Integration
Systems Integration/
Applications Development
Infrastructure
Services
We blend our Core Disciplines to provide a custom
mix of services for each of our clients
[PEROT SYSTEMS LOGO] Vertical Industry Focus
<Table>
<Caption>
FINANCIAL TRAVEL &
SERVICES HEALTHCARE TRANSPORTATION
--------- ---------- --------------
INSURANCE/DELIVERY BACK OFFICE
FOCUS ------> PAYMENT SYSTEMS CONVERGENCE OPERATIONS
HEALTHCARE SYSTEMS
SEGMENTS ------> CAPITAL MARKETS MANAGED CARE RENTAL CARS
BANKING SERVICES & DISTRIBUTION HOSPITALITY
PRODUCTIZED PEROT SYSTEMS
SERVICES UNDER ------> BILLINGZONE.COM HEALTHBANK* VRS
DEVELOPMENT
</Table>
*Internal code name
[PEROT SYSTEMS LOGO] Vertical Industry Focus
<Table>
<Caption>
ENERGY COMMUNCATIONS
& UTILITIES MANUFACTURING & MEDIA
----------- ------------- --------------
FOCUS ------> DEREGULATION SHOPFLOOR AUTOMATION BACK OFFICE
AUTOMATION
POWER MANAGEMENT
SEGMENTS ------> ELECTRIC UTILITIES HEAVY MANUFACTURING TIER 2 AND TIER 3
PROVIDERS
PRODUCTIZED OSS
SERVICES UNDER ------> IQom(TM) Co-Create PSCS
DEVELOPMENT
</Table>
[PEROT SYSTEMS LOGO] Some Of Our Clients and Key Events
[TIME LINE]
[PEROT SYSTEMS LOGO] Subsidiaries and Equity Partners
Perot Systems augments its business and technical strengths through
partnerships and alliances. Perot Systems has made several acquisitions since
1996, adding strength in the areas of business integration and consulting,
business to business e-commerce, business re-engineering, SAP implementation,
data mining and systems management.
[TIME LINE]
Syllogic, a leader in the data mining and systems management, and,
Solutions Consulting, a leader in SAP implementation, are some of the
latest additions to the Perot Systems family of business
[PEROT SYSTEMS LOGO] The Partnership Development Process
Initiating Exploring Defining Cementing
Partnership Partnership Partnership Partnership
o Side by side
STYLE o Business case driven -> DELIVER ->
o High level executive involvement from outset
o Meeting o Understanding o Business Case o Due Diligence
of minds Business Issues Driven
Discussions o Contracting
o Complementary o Articulate
of Values & Objectives o Deal Structure o Closing
Style
o Statement of o Transition
Intent
[PEROT SYSTEMS LOGO]
GLOBAL INFRASTRUCTURE SERVICES (GIS) OVERVIEW - DERRELL JAMES
[PEROT SYSTEMS LOGO] Agenda
o Vision
o What is GIS?
o Data Center Operations
o Infrastructure Practices
o Strategic Partnerships
[PEROT SYSTEMS LOGO] A Vision of Infrastructure Operations
o Demand for managed infrastructure services has never been greater
o Tremendous demand to move some key systems to "Internet data centers"; but
private, "hardened" data centers will not disappear.
o "New breed" of infra providers; now challenged to offer managed services
o Unique value in offering total, seamless infrastructure solutions
o World-class total solutions require partnerships between tradition and "new
breed" providers.
o Those who recognize the opportunities presented by these changes are
greatly rewarded
o Perot Systems must hone its core infrastructure management capabilities and
supplement non-core with strategic partnerships
[PEROT SYSTEMS LOGO] Capability Development Process
Technical Technical
Core -> Implementation -> Consulting
Capabilities Capabilities Capabilities
(Operations Teams) <- (Delivery Teams) <- (Practice Teams)
INFRASTRUCTURE STRATEGY
Outsourcing Client SI Client Industry Analysis &
Requirements Requirements Partner Direction
[PEROT SYSTEMS LOGO] What is GIS?
o Global Infrastructure Services
o The core "infrastructure utility" for Perot Systems and its clients
o Mission: To provide the highest quality of service at the lowest possible
cost by matching business needs to appropriate infrastructure technologies
through innovative thought leadership
o We empower our customers by applying our technology competencies,
scalability and processes to achieve their business goals
APPLY TECHNOLOGY COMPETENCIES AND PROCESSES TO ACHIEVE BUSINESS GOALS
[PEROT SYSTEMS LOGO] The Integrated Management Matrix
[CHART]
[PEROT SYSTEMS LOGO] GIS FUNCTIONAL SUPPORT VIEW
GIS
MANAGEMENT
<Table>
<Caption>
BUSINESS END USER TECHNICAL COMMUNICATIONS QUALITY
DEVELOPMENT SUPPORT OPERATIONS SUPPORT ENGINEERING MANAGEMENT
- ----------- -------- ---------- --------- -------------- ----------
Network Site Support System Ops Capacity Network Asset/Inventory
Practice Planning Management
Help Desk Tape Ops WAN
ESM Practice Performance Configuration
Security Prod. Control Management LAN Management
CRM Practice Administration
Facilities Database Voice Problem
Account Email Support Management Management
Migrations Scheduling Network Ops
Systems Change
Account Programming/ Hosting Ops Management
Services Administraton
Security Design Trend Analysis
Cost Level 1 Program
Modeling European Products/ Systems
Infrastructure Software Automation
Vendor Delivery
Channel Tivoli
Management Storage
Management Contingency
Business Planning
Support Hardware
Management
Procurement
& Travel Automation Level 2 &
Support Level 3
Finance
Delivery
Support
</Table>
[PEROT SYSTEMS LOGO]
DATA CENTER OPERATIONS
[PEROT SYSTEMS LOGO] Data Center Operations Overview
o Core capability
o 24x7 Level 1-3 operations
[MAP]
o PSC facilities adding Internet-focused capabilities
[PEROT SYSTEMS LOGO] Multi-Client Business Environment
<Table>
<Caption>
HEALTH CARE COMMUNICATIONS TRAVEL &
& MEDIA LEISURE
o Magellan o MediaOne o Choice Hotel International
o TENET o AT&T o Citibank Travel Services
o St. Joseph's o British Telecom o Europcar
o Value Heath Sciences o Cable & Wireless o National Car Rental
o Owens & Minor o Deutsche Telecom o Pentaster
o Harvard Pilgrim o Excel o Rosenbluth
o Cedars Sinai o MCI o Ryder TRS
o Quintiles o WinStar o Alamo Car Rental
o Triton Container
MANUFACTURING ENERGY FINANCIAL SERVICES
o Cadillac Plastics o Los Angeles Department o Bank of Ireland
o Hayes Wheels of Water and Power o Barclays Home Mortgage
o Kelsey-Hayes o Northern States Power o Credit Agricol
o Parsons o Southern California Edison o M&G
o Rouge Steel o CalPX o NationsBank
o Safeskin Corp. o UBS
o Volkswagen of NA o Cedel
o SafeSkin
INSURANCE
o Hamburg Mannheimer
o Robert Plan
o Rocky Mountain Life
</Table>
[PEROT SYSTEMS LOGO] Internet Data Center Additions
o Redundant, truly diverse, high capacity Tier 1 Internet connectivity
o "Ready cabinet" leveraged hosting infrastructure
o Pre-provisioned, full redundancy
o Routing, switching, caching, load balancing, cabling
o "Ready mail" leveraged messaging infrastructure
o Web-centric management tools
o Support for multicast data/video transmission
o Future expansion of "front-end" facilities to co-lo partner
[PEROT SYSTEMS LOGO] Internet Hosting Services Architecture
[GRAPHIC]
User
Redundant
Cache
Redundant
LOAD
BALANCER
Redundant
FIREWALL
Redundant
WEB
DATABASE APPLICATION
Serves redundant as user requirements demand
[PEROT SYSTEMS LOGO]
ENTERPRISE SYSTEMS MANAGEMENT
[PEROT SYSTEMS LOGO] ESM Practice Mission
o Provide our clients predictability and efficiency in the operations of
their Distributed Systems Information Technology environment through the:
o Development of formal IT operational processes.
o Re-alignment of the IT operational organization.
o Deployment of systems management technologies.
o . . . thereby formally establishing Information Technology Operations as a
mission critical business activity.
[PEROT SYSTEMS LOGO] ESM Service Offerings
ESM PROGRAM CONSULTING
[CHART]
ESM PROGRAM MANAGEMENT
[CHART]
ITIL PROCESS CONSULTING
[CHART]
APPLICATION MANAGEMENT
[CHART]
TECHNOLOGY RAPID RESULTS
[CHART]
ADAPTIVE SYSTEMS MANAGEMENT
[CHART]
[PEROT SYSTEMS LOGO] ESM Presence
- --------------------------------------------------------------------------------
<Table>
<Caption>
EMS
CONSULTING DEPLOYMENT DEVELOPMENT TRAINING OPERATIONS
---------- ---------- ----------- -------- ----------
The Netherlands * * * *
ESM Practice
United Kingdom * * *
EMS Practice
Germany * * * *
ESM Practice
North American * * * *
ESM Practice
GIS ESM Operations * *
</Table>
[PEROT SYSTEMS LOGO] ESM Methodology
<Table>
<Caption>
Project
Initiation Quickscan Blueprint Integration Deployment
- ----------------- ----------------- ------------------- -------------------- -----------------
Define Scope Assess Existing IT Process Detailed integration Project planning
Environment Architecture Design requirements and management
definition
Itemize Identify Technology Process design and IT Infrastructure
Requirements Opportunity/ Architecture Design integration Preparation
Investment Profile
Establish Project ESM Process, Build ROI model Tool selection and Process
Plan Organization, and integration implementation
Technology
Capability Infrastructure ESM tool
Evaluation impact analysis deployment
Identify Lab and pilot
Quick-hit development
Enhancements
</Table>
[PEROT SYSTEMS LOGO]
NETWORK SERVICES
[PEROT SYSTEMS LOGO] Network Services Mission
o Bring the state of the art in end-to-end distributed computing
infrastructure services to our customers' enterprises.
o Develop and deliver a refined, proven and reliable set of consulting and
project management processes that addresses the networking lifecycle
o Develop and maintain the key vendor partnerships to create a value-added
end-to-end solution
o Build, develop, retain a world-class delivery team
[PEROT SYSTEMS LOGO] NETWORK SERVICES OFFERINGS
- -------------------------------------------------------------------------------
<Table>
SNA-TO-IP NETWORK
MIGRATION SECURITY
Consulting Assessment/remediation,
Deployment Services deployment, consulting
services
"END-TO-END"
PLANNING AND DEPLOYMENT
WAN, LAN, server, desktop,
physical infrastructure, thin
client, remote access, carrier
services, VPN, Internet,
project management
INTERNET NETWORK
HOSTING OPERATIONS
Consulting 24X7 monitoring,
Deployment Services management, reporting,
maintenance
</Table>
[PEROT SYSTEMS LOGO] Network Lifecycle Methodology
<Table>
<Caption>
Assessment Design Implementation Management Optimization Transfer
- ----------------- ----------------- ------------------- -------------------- ----------------- ----------------
Business Map Technology Procurement Monitor & Network Mentoring
Drivers to Business Manage Utilization
Needs o Sourcing Training
Current IT o Desktop Backbone
Architecture Develop o Contract Architecture Tools
Conceptual NW Management o Servers
Existing Infrastructure Adds Transition
Topologies o Logistics o Firewalls
Define external Moves
Vendor Connectivity Install o Routers
Contracts Changes
Migration Path Configure
Asset
Inventories Resource Test
Requirements
Roll Out
Migrate
</Table>
PSC PMM
<Table>
Feasibility Initiation Planning Execution Shutdown
</Table>
[PEROT SYSTEMS LOGO]
INFRASTRUCTURE STRATEGIC PARTNERS
[PEROT SYSTEMS LOGO]
- --------------------------------------------------------------------------------
STRATEGIC PARTNERS
[LOGOS]
"LEVERAGE" AN IMPORTANT PART OF OUR CAPABILITY
[PEROT SYSTEMS LOGO]
GLOBAL INFRASTRUCTURE SERVICES
Q & A
[PEROT SYSTEMS LOGO]
ENTERPRISE SYSTEM DEVELOPMENT AND INTEGRATION - ROD THOMPSON
[PEROT SYSTEMS LOGO] Agenda
o Program Management Methodology Overview
o Case Study - Odyssey
[PEROT SYSTEMS LOGO]
- --------------------------------------------------------------------------------
[CHART]
[PEROT SYSTEMS LOGO] WHY DO WE NEED A METHODOLOGY?
- --------------------------------------------------------------------------------
Standish Group 1998 Chaos Study Results
[CHART]
[PEROT SYSTEMS LOGO] Feasibility
PURPOSE
ESTABLISH THE END USER RELATIONSHIP TO GENERATE SUFFICIENT INTEREST TO JUSTIFY
INVESTMENT.
OBJECTIVES OUTPUTS
* GATHER SUFFICIENT INFORMATION TO ASSESS OPPORTUNITY
* CLARIFY AND DEFINE THE SPONSOR'S BUSINESS NEED * PROJECT CHARTER
* UNDERSTAND THE PROBLEM TO BE SOLVED
* IDENTIFY DESIRED APPROACH TO SOLVE THE PROBLEM
[PEROT SYSTEMS LOGO] Initiation
PURPOSE
Further define the business requirements and objectives. The resulting work in
this phase feeds the proposal development process.
OBJECTIVES OUTPUTS
- - IDENTIFY PROJECT OBJECTIVE - PROJECT DEFINITION WORKSHOP
- - CLEARLY IDENTIFY BUSINESS CHECKLIST
REQUIREMENT AND MAJOR DELIVERABLES - PROJECT DEFINITION WORKSHOP
- - DEVELOP HIGH-LEVEL ESTIMATES OF REPORT
PROJECT SCOPE, SCHEDULE AND RESOURCES - RESOURCE ESTIMATE
- - PROVIDE INPUT TO THE PROPOSAL PROCESS - SCHEDULE FOR PLANNING PHASE
[PEROT SYSTEMS LOGO] Planning
PURPOSE
PROJECT PLANNING IS OF MAJOR IMPORTANCE TO A PROJECT. DETAILED PROJECT PLANNING
ESTABLISHES THE PLANS, PROCESSES, CONTROLS AND TOOLS TO WILL BE UTILIZED
DURING EXECUTION PHASE.
OBJECTIVES OUTPUTS
- -> VALIDATE AND REFINE BUSINESS -> PROJECT INITIATION WORKSHOP
REQUIREMENTS CHECKLIST
- -> DRILL DOWN SCOPE TO PRODUCE DETAILED -> PROJECT INITIATION WORKSHOP
WORK BREAKDOWN STRUCTURE REPORT
- -> FINALIZE PROJECT SCHEDULE, RESOURCES -> PROJECT SCHEDULE
AND BUDGET -> QUALITY AND COMMUNICATIONS
PLANS
- -> ORGANIZE AND FINALIZE PROJECT TEAM -> CHANGE CONTROL PROCESS
- -> ESTABLISH PROJECT CONTROL PROCEDURES -> STATUS REPORT FORMAT
- -> OBTAIN CUSTOMER AGREEMENT/CONTACT -> SIGNED PROJECT PLAN
[PEROT SYSTEMS LOGO] Execution
PURPOSE
KICKS OFF DELIVERY ASPECTS OF THE PROJECT. PROGRESS, QUALITY, SCOPE, RISK,
COSTS AND CHANGES ARE MONITORED, MEASURED AND CONTROLLED AGAINST THE PROJECT
PLAN USING THE MECHANISMS ESTABLISHED IN THE PLANNING PHASE.
OBJECTIVES OUTPUTS
- - FULFILL CONTRACT DELIVERABLES - KICK-OFF MEETING MINUTES
SUCCESSFULLY - UPDATED PROJECT SCHEDULE
- - MONITOR AND CONTROL CONTACT - COST TRACKING WORKSHEET
DELIVERY - STATUS REPORTS AND MINUTES
- - COMMUNICATE PROGRESS AND ISSUES - APPROVED CHANGE REQUESTS
TO PROJECT STAKEHOLDERS - PROJECT COMMUNICATIONS
CALENDAR
- METRICS AND SHUTDOWN SCHEDULE
- CUSTOMER ACCEPTANCE SIGN-OFF
[PEROT SYSTEMS LOGO] SHUTDOWN
PURPOSE
REVIEW AND EVALUATION OF THE PROJECT AND REPORTING THE OUTCOME OF THE PROJECT.
SHUTDOWN OF ALL PROJECT WORK AND PROCESSES AS WELL EFFORTS TO ENSURE FUTURE
PROJECTS BENEFIT FROM THE ACCOMPLISHMENTS OF THIS PROJECT.
OBJECTIVES OUTPUTS
- - REVIEW, EVALUATE AND REPORT PROJECT - POST PROJECT REPORT
ACCOMPLISHMENTS, DELIVERABLES, BEST
PRACTICES AND LESSONS LEARNED
- - TRANSITION PROJECT STAFF
- - SHARE PROJECT KNOWLEDGE GAINED WITH
CUSTOMER AND PEROT SYSTEMS
[PEROT SYSTEMS LOGO]
Case Study: Odyssey
[PEROT SYSTEMS LOGO] Car Rental Industry -- AN INTERNATIONAL PERSPECTIVE
o The car rental business model
o Customer perceived commodity-type service
o Saturated Market -- Significant global, national and niche competitors
o Significantly price competitive versus service competitive
o Difficult economic model
o low profit margins
o large capital outlays for vehicles
o Customer perceptions
o Business travelers / frequent renters (70%)
o car companies are much the same
o service is slow and quality is spotty
o Leisure travelers / infrequent renters (30%)
o car rental companies are out to sell optional services
o rental prices are too high
o not as concerned about speed or service levels
o Travel industry is generally predictable and experiences annual cycles
[PEROT SYSTEMS LOGO] National Car Rental: Business Drivers/Needs
o Background Information on National:
o National Car Rental System, Inc. was acquired in January 1997 by
Republic Industries
o Headquartered in Minneapolis, Minnesota, National has approximately
650 locations in the United States, Canada and Australia with
marketing affiliations in Latin America, Europe, japan and the
Caribbean. Domestically, the company operates an average fleet of
approximately 160,000 vehicles.
o National is the 5th largest company world-wide in the car rental
industry
o Business Drivers/Needs
o Ability to deliver a cost contained solution with tightly-coupled,
shared risks
o Ability to rapidly bring Odyssey to market
o quickly improve ability to manage the business through improved
information
o ability to displace the incumbent IT provider's expiring contract
o faced with a significant investment to re-mediate the legacy
system
[PEROT SYSTEMS LOGO] National Car Rental: Business Drivers/Needs
o Business Drivers/Needs a low-risk system and provider with a proven
solution
o a system containing global/international capabilities
o multi-language
o multi-currency
o multi-national regulations and taxes
o flexibility in a system to incorporate future business and market
changes
o internet
o supplier e-commerce integration
o future company expansions
o National Tilden
o National Australia
o Alamo
o the Euro
o and so on . . .
[PEROT SYSTEMS LOGO] National/Odyssey Project Description
o National Car Rental (NCR) operational perspective:
o Three major Reservation facilities
o Over 500 Rental Operations Stations
o Over 4,000 user terminals
o Over 7,000 end users
o Existing mission critical application (Expressway) resided on an IBM
mainframe; comprised of 70+ legacy systems, 20+ years old
o Odyssey development and rollout:
o Migrate the existing Expressway system off of the mainframe and onto a
new multi-tiered client / server platform (Odyssey) over a 15+ month
period
o New platform comprised of five high-end and fourteen mid-range Unix
servers, supporting four terabytes of disk space
o Convert Expressway operational and historical data
o Bridge Expressway and Odyssey information during transition
o Overhaul process / procedure workflow
[PEROT SYSTEMS LOGO] National/Odyssey Project Description (continued)
o Scope/challenges
o Managing the client sub-teams on 'must-have' functionality and having
client senior leadership make the tough decisions on moving
functionality to the future
o Tight delivery time frames
o Creating the 'point release' strategy to avoid the 'big bang'
o Staffing the team
[PEROT SYSTEMS LOGO] National/Odyssey Project Description (continued)
o Scope/challenges (cont'd)
o Remote development sites; Orlando, Reston, Denver, Lexington, London,
India
o Internal Communication amongst over 400 associates
o Implementation / Integration / Testing of the components of a complex
system
o Deferring non 'day one' requirements to future releases
o Client's ability to support data setup requirements
o Change Control, Contract Management, Budget control
o Interim support of other NCR systems currently supported by EDS
[PEROT SYSTEMS LOGO] Application Methodology
[CHART]
[PEROT SYSTEMS LOGO] Development Staffing
[] Odyssey development locations included Atlanta, Denver, Lexington,
Minneapolis, Orlando, and Reston in the US, and London in the UK.
[] Implementation teams include Infrastructure (network, operations, database
administration, testing, and user training), Development, Data Conversion
and Training
[] Development sub-teams include:
[] Reservations, Rental Operations, GDS, Managed Resources/Fleet,
Billing, Rates, Sales and Marketing, Tools and Methodology,
Internet/Intranet
[] Development staffing requirements -- 7/1/97 start:
[] by 01 Sep 1997 down 53
[] by 01 Oct 1997 down 81
[] by 01 Jan 1998 down 115
[] by 01 Feb 1998 down 132
[] by 01 Apr 1998 down 145 (maintain this level until 01-Jul-1998)
[PEROT SYSTEMS LOGO] Odyssey Development Effort
[] Overall Effort:
- 300 Man-Years within First 2 Year
- At Peak 200 developers
- $100M + investment to-date
[] Application Size:
- >750 Screens
- >750 Pro C Programs
- >250 Report Writer Modules
[] Scalable -- up and down
[PEROT SYSTEMS LOGO]
PRACTICE AREAS (SAP) - SUKUMAR NARAYANAN
[SOLUTIONS CONSULTING LOGO]
[PEROT SYSTEMS LOGO] TeamSAP Partner
o Solutions Consulting (SC) specializes in the planning, implementation and
support of SAP R/2 and R/3 for manufacturing and distribution companies.
o SC is an SAP National Implementation Partner, mySAP.com Partner and a
Certified ASAP Partner.
o SC has a track record of 100% success as a prime integrator and supporter
of SAP solutions. This means:
o all projects at or under budget
o total actual project consulting fees consistently less than
competitive bids
o all projects completed at or earlier than scheduled timeframe
o all projects achieved scoped or additional functionality and planned
or greater business process re-engineering to support targeted
business case.
o all projects achieved targeted knowledge transfer to client personnel
o references available from multiple core team members at all of SC's
SAP clients
[PEROT SYSTEMS LOGO] SAP Project Profile
o Our consultants average 5 years of SAP experience
o Our consultants average 9 years of industry and business process experience
o On each of the projects, we are working with a client team to deliver a
solution which will cost between 1/3 and 1/2 less than fees quoted by the
competition
o Each project is "powered" by the ASAP implementation methodology
o We are providing substantial re-engineering of business processes and
knowledge transfer to the client core team
o The projects include a large number of international sites
o We will provide long-term application and infrastructure both on-site and
remotely (from our Solution Centers)
o The result -- 100% project success (...just ask our customers)
[PEROT SYSTEMS LOGO] SAP Implementation Successes - (Dow Corning Corporation)
o Full suite, global SAP R/3 implementation
o SAP Modules: FI, CO, MM, PP-PI, QM, SD, PM, WM
o The project followed a phased implementation approach -
o Global design template used to roll-out across all Dow Corning
locations
o United Kingdom first, followed by Europe, the Americas, and Asia
o Timeline: SC start Nov 95, 3.0b installed Feb 96, Pilot Roll-out completed
in September 1996 in 3.0e
o Solutions consultants led the team through gap analysis, design,
conference room pilots, configuration, conversion, testing, and cut over
o SC participated through the European roll-out and into Japan and the US
o Dow Corning implementation now includes:
o Europe, North America, South America, Asia-Pacific
o 18 Countries, 3 languages (including Kanji)
o Over 85 locations
o Average 800 concurrent users in near 24/7 environment
[PEROT SYSTEMS LOGO] SAP Implementation Successes - (Calgon Carbon Corporation)
o International chemical and equipment manufacturer and distributor with
$340 million in annual sales
o SAP Modules: FI, CO, AM, MM, PP, QM, SD
o Five in-scope business units ranging from discrete/small project systems to
consumer packaged goods environment to batch process chemicals environment
o 12 Sites in 6 Countries implemented in 8 months. Phase II (3 sites, 2
countries) implemented on schedule over 4 months in parallel with Phase I
support.
o SAP R/3 supports all critical business functions
o Order management, product allocation, pricing, promotion and credit
management
o Procurement, material planning, supply chain management and quality
management
o Financial, cost/profit center accounting, legal consolidations and
asset management
o Make-To-Stock/Package-To-Order chemicals management, services business
management and small projects management
o SC consulting fees charged 1/3 less than top end budget
[PEROT SYSTEMS LOGO] SAP Implementation Successes - (RTI International - RMI
Titanium)
o Core manufacturing business implementation and pilot distribution business
implementation for nonferrous metals manufacturer and distributor with
$360 million in annual sales.
o SAP Modules: FI, CO, MM, PP, SD, VC, HR (PA, PD, 9 payrolls) Integrated 3rd
party applications for product specifications (MASS), shop floor data
collection (Factivity), custom production data approval system, custom
labor incentives system, time and attendance (Kronos), custom lab
information management and custom cast(melt) formulation management.
o Phase II launched on schedule for acquisitions roll-out, plant
maintenance, app analysis
o SAP R/3 supports all critical business functions for RMI and core
converters
o Order management, pricing, promotion, credit management, variant
configuration
o Procurement, material planning, and custom cutting production
management
o Forecast, plan, schedule, production management, piece rate
incentives, traceability/certificates for Melt(Cast) and Mill sides of
production
o AP, AR, Costing, Financials, Mgmt. and Financial Reporting, employee
admin, benefits, payroll
o Met time, dollar and business drivers budget by managing to vision
o Proactive reaction to additional needs as they became visible (VC,
Factivity, Kronos, etc.)
o Managed through labor strike in the middle of the implementation
[PEROT SYSTEMS LOGO]
LEADING FOR CHANGE - DAVID KANALLY
[PEROT SYSTEMS LOGO] Sample Objective of a Change Process
[] To successfully create a new, enterprise-wide IT entity
SUCCESS IS MEASURED BY:
[] No impact on service levels/seamless to the customer
[] People feel they have been treated fairly and with respect
[] People affected will judge it a good move 12 months later
[] 100% acceptance of the change
[] No employee relations flash points
[] No negative press
[PEROT SYSTEMS LOGO] Sample Ground Rules
[] Our style will be strongly persuasive
[] We operate with principles
[] We communicate timely, honestly, factually
[] We plan and publicize, so people have a roadmap
[] We support our change agents with development and training to achieve
a successful transition
[] We design the process with fairness and report for people
[] Cascading of information with be through line managers
[] We will sequence the transition strategically, staring with line
managers and working from there
[PEROT SYSTEMS LOGO] Sample Change Process
[GRAPHIC]
SPONSOR
DELIVER ON THE COMMITMENT
o Ensuring feedback
o Integrating new practices
o Fostering ownership
o Producing a culture of change
SPONSOR
DEFINING THE CHANGE
o Creating a vision for change
o Ensuring change compatibility
o Assuring "end user" buy-in
o Ensuring top management support
SPONSOR
DEFINING KEY STRATEGIES
o Building the change team
o Generating a network
o Clarifying change strategies
o Contracting for responsibilities
SPONSOR
DIRECTING THE IMPLEMENTATION PROCESS
o Generating a change plan
o Developing individual and team leadership
o Making critical decisions
o Generating continuous improvements
[PEROT SYSTEMS LOGO] Sample Principles for Change
[] Strong leadership and direction from executive and senior management
[] Words and actions
[] Financial support
[] Be there when the going gets tough
[] Secure leaders in their future roles
[] Leadership by example from line managers
[] Early transition of line managers (change agents)
[] Setting the pace for the new environment
[] Bringing their teams through transition
[PEROT SYSTEMS LOGO] Sample Principles for Change (continued)
[] Communicating the business context for change
[] Benefits to the business
[] Fit with the company's competitive strategy and vision
[] Open and honest approach to change
[] All people issues will be dealt with fairly
[] At a minimum, nobody will lose out in the transition
[] Individual's need for reasonable time to reflect, consult and
decide will be respected
[] Approximate support and advice will be available to staff
[] Communications will be clear, timely, truthful and concrete
[PEROT SYSTEMS LOGO] Sample Roles
[] Sponsor--responsible for successful transition
[] Leading enthusiastically, from the front, in words and actions
[] Creating and articulating the vision
[] Clearing the roadblocks
[] Driving the change
[] Managing issues and risks
[] Integrator/manager--responsible for orchestrating and driving overall
approach to change
[] Generating change plan
[] Getting the job done at all costs
[] Assuring timely progress of all change plan elements
[] Forging alliances, gaining personal acceptance
[PEROT SYSTEMS LOGO] Sample Roles (continued)
[] Driving completion of critical actions
[] Monitoring and reporting progress
[] Change agents/line managers--implement change on the ground
[] Implementing change on the ground
[] Making the change themselves first
[] Bringing their teams through the change
[] Highlighting issues and risks
[] Feedback
[] Living the example
[PEROT SYSTEMS LOGO] Sample Roles (continued)
[] Communications manager--develops and delivers communications through
the life of the change process
[] Identifying audiences
[] Identifying key messages, provides consistency in messages
[] Identifying appropriate media, channels and frequency
[] Supporting/qualifying change agents in communications
[] Validating communications through feedback channels
[] Subject matter experts--provide content and guidance as required
[] HR/Personnel
[] Training and Development
[] Change management
[PEROT SYSTEMS LOGO]
TRANSITION PROCESS - DAVID KANALLY
[PEROT SYSTEMS(TM) LOGO] Perot Systems Transition Approach
Perot Systems employs an integrated
transition process that affords both its
applicants and Associates the opportunity to
share and gather essential information that
serves as the basis for the evaluation and
decision regarding current career
opportunities
[PEROT SYSTEMS LOGO] Transition and On-Boarding Processes
[CHART]
[PEROT SYSTEMS LOGO]
PEOPLE PROGRAMS
[PEROT SYSTEMS LOGO] What are People Programs?
BUDDY PROGRAM
o On-Boarding -- one-year process
o Company orientation
o Key activities
o Employees volunteer
BROWN BAG SESSIONS
o Informal learning sessions
o Emphasis on personal and professional growth
o Supports knowledge and people integration
ALL HANDS
o Industry Group/Account meeting
o Provides business unit status report
BUSINESS UNIT ORIENTATION
o Follow up to company orientation
o Provides business unit, account, or Industry Group overview
o Leadership volunteers
NEWSLETTER
o Provides current information on business unit activities
o Celebrates personal and professional Associate accomplishments
C.A.R.E. community and associate related events
o Addresses emergency needs of Associates
o Includes community service projects
[PEROT SYSTEMS LOGO]
BUSINESS CONSULTING / E-COMMERCE - BOB SUH
[PEROT SYSTEMS LOGO] Introduction
[] 70 expects in strategy, business performance improvement, organization
change
[] 200 expects in CRM, ERP, and e-commerce
[] 150 expects in B2B exchange platform development
[] Flawless execution and change provides huge shareholder value
[PEROT SYSTEMS LOGO] E-Commerce Track Record
<Table>
<Caption>
Clients Work Results
------- ---- -------
W.W. GRAINGER Designed and built OrderZone Voted 3rd most successful B2B
B2B marketplace e-commerce site by Business
Week
- ------------------------------------------------------------------------------------------
PNC BANK Building BillingZone EBPP 1st payor focused EBPP B2B
marketplace marketplace - launch date
6/1/00
- ------------------------------------------------------------------------------------------
OWENS & MINOR Developed corporate e-commerce Prioritized IT initiatives
strategy and implemented around new e-commerce stragegy
e-commerce enabling technologies
- -----------------------------------------------------------------------------------------
METALSITE Defined B2B marketplace value B2B Industry leader in metals
proposition, developed system industry
architecture
- -----------------------------------------------------------------------------------------
LOUISIANA PACIFIC Identified e-commerce Positioned LP to drive
opportunities and developed development of e-commerce in
investment grade business plan building products industry
- -----------------------------------------------------------------------------------------
GE PLASTICS Designed / implemented a web Transformed an e-commerce
based front end and integrated site that had < $10K sales /
this into existing order mgmt, week into one doing over
fulfillment, and financial $1.5MM sales / day
systems
- -----------------------------------------------------------------------------------------
</Table>
[PEROT SYSTEMS LOGO] Recent Deals in E-Commerce
o SmithKline Beecham
o Global e-commerce strategy
o Focus on getting ahead of curve for major customers
o LTV
o Global e-commerce strategy
o Microsoft
o Project management support for Next Generation Supply Chain
project
o Gerling
o New venture in internet insurance
o Johnson Controls
o E-commerce organization set-up and business planning
[PEROT SYSTEMS LOGO] Sector by sector highs and lows
[ILLEGIBLE]
[CHART]
[PEROT SYSTEMS LOGO] What drives the wild ride?
o P/Es have moved up -- we are in a promise-driven market
o Huge ramp-up in venture capital and faster seed-to-IPO cycles
o Day traders and individuals are swinging the market
o Large institutions claim they (HAD) no choice but to heed momentum and
ignore fundamentals
[PEROT SYSTEMS LOGO] What does this mean for executives?
[] Make big promises to keep up
[] Spend more time with non-customer constituents
[] Be capable of attracting and retaining talent
[] Top-line on "things", bottom-line on "non-things"
[] Execution, execution, execution
[PEROT SYSTEMS LOGO] EXECUTION AFFECTS SHARE PRICE
[GRAPH]
OPERATIONAL
EXCELLENCE METRICS
[PEROT SYSTEMS LOGO] Owens & Minor
- -------------------------------------------------------------------------------
[] Target a
business area
[] Increased sales growth with
e-commerce
[] Now starting supply chain program
- -------------------------------------------------------------------------------
[] Practical and
flexible
[] Started and stopped new ventures
[] Advised on industry partnerships
[] Supported dot com alliances
- -------------------------------------------------------------------------------
[] Ability to
change all
aspects of
targeted area
[] Manage end-to-end systems
[] Manage IT cost center
[] Provide strategic consulting and
systems integration for e-commerce
- -------------------------------------------------------------------------------
[] Market focus
[] Helped close major new deal
[] Actively partner in sales involving
e-commerce and technology
- -------------------------------------------------------------------------------
[PEROT SYSTEMS LOGO] Five E-Commerce Myths
1. Dot-com's can beat established firms.
2. E-commerce will solve old problems.
3. B2B exchanges are stand-alone businesses.
4. E-commerce is strategic and proprietary.
5. First movers gain competitive advantage.
[PEROT SYSTEMS LOGO] Early Predictions
- -------------------------------------------------------------------------------
[] Huge consolidation of [] 50+ STOCK EXCHANGES IN NEW YORK
B2B exchanges [] MOST EXCHANGES WILL LOOK LIKE PONG
[] MOST WILL RECOGNIZE AS UTILITIES
- -------------------------------------------------------------------------------
[] Industry alliances aren't [] STANDARDS AND COMMON PROCESSES
businesses, but may be HIGHEST PRIORITY
shared services [] MUST OVERCOME GROUP GROPE CHALLENGE
- -------------------------------------------------------------------------------
[] EDI will be as persistent [] IF IT AIN'T BROKE, DON'T FIX IT
as COBOL [] NETWORKING BENEFITS FAR OFF
[] CONCERN OVER CAPACITY AND THROUGHPUT
- -------------------------------------------------------------------------------
[] Collaboration will [] CULTURE, HISTORY AND COMPENSATION
provide gains, but big ARE ROADBLOCKS
execution hurdles [] MASSIVE DATA WAREHOUSING ISSUES
- -------------------------------------------------------------------------------
[PEROT SYSTEMS LOGO] Assessing Projects Against Risk/Return Criteria
<Table>
<Caption>
AREAS TO ASSESS LOW MEDIUM HIGH
- --------------- --- ------ ----
[] Ownership [] One owner [] Shared ownership [] Unclear ownership
[] Clear accountability [] Aligned objectives [] Wrong owner
- -----------------------------------------------------------------------------------------------------------------
[] Stakeholders [] Competitive pay [] Workload exceeds pay [] Pay not competitive
[] Role matches skills [] New functions added [] Role exceeds skills
[] Communication clear [] Communication unclear [] No communications
- -----------------------------------------------------------------------------------------------------------------
[] Information Technology [] No technology changes [] Known technology [] New technology
[] Can use manual [] Modifications [] On-line, real-time
procedures, faxes, [] New front-end [] Real-time interfaces
phones
- -----------------------------------------------------------------------------------------------------------------
[] Implementation Team [] Strong leader [] Untested leader [] Undefined leader
[] Team worked together [] Experienced team [] Extensive outside
[] Team has track record assistance
[] Inexperienced, young
team
- -----------------------------------------------------------------------------------------------------------------
[] Deployment [] Simple policy/procedure [] Requires training [] Systems installation
change [] New systems/reports [] Complex technical
[] Clear understanding interfaces
communication [] New roles & reporting
- -----------------------------------------------------------------------------------------------------------------
</Table>
[PEROT SYSTEMS LOGO]
ENERGY DOMAIN DISCUSSION - KEN SCOTT/ED SMITH
[PEROT SYSTEMS LOGO] Summary - Recap
[CHART]