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Oracle Primavera Overview and Roadmap Mike Sicilia Senior Vice President and GM, Oracle Primavera GBU
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The following is intended to outline our general product direction. It is intended for information purposes only, and may not be incorporated into any contract. It is not a commitment to deliver any material, code, or functionality, and should not be relied upon in making purchasing decision. The development, release, and timing of any features or functionality described for Oracle’s products remains at the sole discretion of Oracle.
Safe Harbor Statement
© 2010 Oracle Corporation
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Oracle Primavera Transformation
Single Project Single User Scheduling
Time
Multi-Project Multi-User Program
Management
Enterprise PPM ERP Integration
Role based, Web based
Enterprise Governance:
Workflow and ERP
Integrations
Primavera as a Platform:
Complete EPPM for the Extended
Enterprise
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Portfolio Management
P6 EPPM & P6 Professional
Risk Analysis
Complete enterprise project portfolio management for prioritizing, planning, managing and executing projects, programs, resources and portfolios – WHEN? HOW?
WHO? HOW MUCH?
Enterprise investment portfolio management software. Data entry forms for business case/investment; pair-wise comparisons; idea through benefit realization – WHAT?
Contract Management
Full lifecycle risk analytics solution integrating cost and schedule risk management; determines confidence levels for project success, contingency and risk response plans
– HOW SURE?
Change and document management, job cost and project controls solution for managing engineering and
construction projects – CHANGES?
Oracle Primavera Products
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Governance and Accountability
Resources
Oracle’s EPPM, Provides Complete, Global Visibility and Accountability
Time Scope
PPM
Align
Plan Report
Monitor
Execute Analyze
Global, Real-time Coordination
Strategic Planning
Human Capital
Profitability
Supply Chain
Cost Control
Finance
Program Mgmt
Resources
Visibility
Change Control
Forecasting
Risk Mitigation
What-if
Deliver Projects On Time, Within Budget, As Intended
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A Changing Technology World
7 New York Times, 12 Feb. 2008
Increasingly Rapid Rate of Change Technology Adoption
• Telephone: 45 years to reach 50% adoption, 75 years to reach 90% • Colour TV: 13 years to reach 50% adoption, 25 years to reach 90% • VCR: 5 years to reach 50% adoption, 25 years to reach 90% • Mobile phone: 13 years to reach 50% adoption, 18 years to reach 90%
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Growth of Social Networking – Information Explosion
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So why does project management resist change?
Messy Reporting is impossible Hard to control Hard work to re-plan Hard enough to build one baseline Can’t measure performance
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But if change is good why do we resist it?
Loss of authority Loss of control Creates more work for us Our tools don’t support change Can’t keep all the possibilities in mind Moving target is hard to hit
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We Need Better PPM Tools • Tools that are built to handle collaboration • Tools that treat change as inevitable and
desirable • Experienced people who can use the new tools well
Platform
People Processes
Partners
Customer Results
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A New Proposition: Two Heads are Better than One
• We can have tools that help us collaborate, not litigate • We can have tools that
help us consider possibilities • We can have tools that triangulate
schedule, cost and scope • We can tolerate more input (like
our kids do)
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Results of Project Management Systems and Processes Embracing Change
• Better run projects • Higher client satisfaction with the outcome • Rapid response to changing circumstances • Greater success • Appreciation for project management for
leading the future
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The Value of Project Management as an Enterprise-Wide Discipline
Project Management Challenges
Projects Drive the Business
• Projects are a primary business concern, especially in project/asset intensive industries
• Projects consume resources and costs
• Projects generate the revenue stream and profit margin for these businesses
© 2010 Oracle Corporation
90% say project management is
critical or important to
deliver successful
projects and remain
competitive
Yet 49% only follow formal
project management
practices
Only 6% say their projects
come in on time and on budget all of the time
Less than 50% measure return on investment
Only 20% use standardized
project management
solutions
Source :Economist Intelligence Unit Survey
The Project “Problem” Too few projects finish on time and on budget
Economies of Scale
• When projects are managed as businesses unto themselves, it becomes very hard to create economies of scale
• Losses and inefficiencies incurred at the single project level compound across all projects
• More importantly any efficiency gains achieved at any project level are contained to only that project
The Value of an Enterprise Approach
The Enterprise Approach
An enterprise approach to projects allows business to: • Tackle those incremental losses that add up • Capture economies of scale across projects to: – Gain efficiencies and reduce costs – Capture best practices – Increase the bottom line for the business
• The value can be created for the project AND the business as a whole, since the economies of scale are reciprocal
But what does this mean to the project?
Given that each project is unique, how can this work for my projects?
• While the project deliverable may be unique,
resources are frequently shared, and more importantly many processes across projects will be the same
• If we think of the project delivery process as the product of the project intensive business then we can begin capturing economies of scale
Consistency and Standardisation
• Standardisation – of project structure, processes and codes (project and enterprise level) – are key to achieve full project and enterprise value
• Standardisation allows for meaningful comparison of metrics within and importantly across projects.
• In turn this ensures that a project has a clear understanding of its current status, and that the enterprise has an exact understanding of that project’s impact upon the business
Transparency
• Maintaining transparency into project performance across the enterprise is essential to gauge impact on business, to support in project and executive decision making, and to avoid negative surprises
• An enterprise approach to project management must focus on providing the right information to the right people at the right time to achieve this value
• Transparency requires consistency and standardisation in project execution and reporting
Visibility
• Making sure that all projects in the organisation are visible helps insure that they are managed properly
• Visibility makes it hard to hide poor performance
• Visibility makes apparent whether the selection of projects is tied to the strategy of the organisation
Protection of Organisational Assets
• Project data is a key asset of the organisation
• Having it stored in one repository insures that is protected
• Having different version of a project scattered on laptops is risk to assets that organisations should not have to take
Enterprise Project
Portfolio Management
Inefficiency Value
• Lack of Standards • Unmitigated Risks
• Poor Accountability • Inadequate
Capacity Planning • Rework, Waste
• Overruns • No Best Practices
• Process Inefficiency
• High TCO
• Strategic Alignment • Governance • Innovation
• Competitive Advantage
• Velocity, Agility • Repeatable Success • Successful Projects
• Visibility • One version of the
“truth”
Driving Business Value The business impact of Enterprise Project Portfolio Management
Enabling an Enterprise Approach
Moving Beyond the Insular PMO
• A PMO is necessary and vital to support an enterprise approach, but the work happens at the project level
• Enterprise project management needs to be applied at the project level
• The PMO consolidates, creates and standardises project management processes to meet project team needs, rolls out the process, and then iteratively reviews the process with the project teams
Business Systems Integration
• Projects are business critical and it is important that the management of projects is closely tied to the management of the business
• Standardised project management processes must take into account both project and business requirements
• Integration of any project management platform to the core business systems is essential to achieve the full value of an enterprise project management approach
Supporting an Enterprise Approach with Technology
• When we consider the project delivery process as our product, it is easier to understand how technology can support us in attaining economies of scale
• To do so a technology solution for enterprise project management needs to be: – Inclusive – Functionally complete – Interoperable – Scalable – Secure
Resource Management
Change Management
Risk Management
Project Management
Role-Based Views All projects, all sizes
Project Portfolio Management
EPPM Business Uses
Integration
Construction Program
Management
Product Design , Manufacturing, & Implementation
Program Management
Software System Development &
Deployment
Capital Asset Maintenance
Enterprise Investment
Portfolio Mgmt
Resource Productivity & Capacity Planning
Human Capital Management
Performance Management
Building Information
Modeling / VDC
Financials
Supply Chain
Asset Mgmt
Business Intelligence
Product Lifecycle Mgmt Project Collaboration
Oracle’s Enterprise Project Portfolio Management
Global Project Repository
© 2011 Oracle Corporation
Oracle Universal Content Management (or other content management system)
Business Intelligence / Analytics / P6 Reporting Database / Reporting
Business Process Management
User Productivity Kit
Portfolio
Management Budgeting / Planning
Evaluation and Selection Portfolio Rationalization
Benefits Realization
Oracle Primavera Solution Footprint
ERP Integrations: E-Business Suite, PeopleSoft, JDE, Fusion, SAP
Other Integrations (CRM, Contracts, GRC, Agile PLM, EAM)
Contract
Management
Risk Analysis
P6 Project Management
Risk Management Project Scheduling
Resource Management
Administration and User Management
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“With Oracle’s Primavera P6 Enterprise Project Portfolio Management, we have the most accurate portfolio we have ever had, enabling us to demonstrate to our customers
and shareholders the progress we are making to develop, install, and operate wind projects across the country.”
Christina Bonda-Riva, Senior Project Scheduler Iberdrola Renewables
BENEFITS • Hit schedule goals on all 12 construction projects in the last two
years—getting wind turbines up and running more quickly to produce green energy and maximize revenue generation
• Optimized turbine component delivery schedules, saving substantial amounts of fuel in transport and set up
• Reduced the time needed to pull pipeline reports from 2 weeks to 4 hours, also improved data accuracy for a 95% reduction in time
Enhancing the Construction Process: Delivering All Projects On-Time
Optimizing Existing Assets: Streamlining Shutdowns and Standardizing Processes
“From the initial quotes to awarding of contracts and beyond, we can track all elements of purchasing and payments, as well as the
progress of the work itself.” Project Management Professional (PMP)
Kuwait National Petroleum Company BENEFITS
• 7% reduction in shutdown duration
• Savings of US$21 million per year, with US$3 million from manpower reduction
• Increased efficiency in procurement cycle; a reduction from 2 months to an average of 9 days
• Information flow is both fluid and bi-directional, so start and finish dates can be calculated based on resource availability
Standardisation Across the Enterprise: Best practices & increased executive visibility
“Oracle’s Primavera was able to give us the resources we needed for solid, streamlined management approach. We got out of the gate quickly and operated like a well-oiled machine—and our
clients could see that we were using proven best practices along the way.”
Chairman & CEO Hill International
BENEFITS • 40% time savings in responding to RFIs
• 25% increase in planning productivity
• 30% reduction in IT effort required to maintain data
• Increased competitive margin in bidding price and overall profitability
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Summary
• Projects are an enterprise concern • Seek reciprocal economies of scale
• Consider the process your product
• Consistency, standardisation and transparency
• Capture efficiencies with Oracle technology
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Other Oracle Primavera Sessions
Wednesday 17th August 2011 • 09:00-9:45 Today & tomorrow: What's new in
Primavera and planned roadmap
• 11:15-12:00 Overview of Primavera contract management for change management and contract conditions
• Wednesday 17th August 2011 Optimizing the Capital Asset Lifecycle Management Process
San Francisco 2011 October 2–6, 2011
Latin America 2011 December 6–8, 2011
Tokyo 2012
April 4–6, 2012
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