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Benefits of Implementing Primavera P6 R8.1 and Integration to Oracle
Carol C. Johnson, MBA, PMP, CMQ/OE
Vice President, Enterprise Applications
DRS Defense Solutions
Tamim Kulaly, PMP
Vice President, PPM Division
Project Partners
Session 10638, 4/23 at 3:45 to 4:45 PM
DRS Defense Solutions
• Wholly Owned Subsidiary of DRS Technologies
• Created in 2008 when DRS was acquired by Finmeccanica (Italy)
• Focus on defense programs, engineering and manufacturing
• $1.3 billion annual rev, approx 3,000 employees
• Headquartered in Rockville, MD
• Five primary Business Units
DRS History with Primavera
• Use of Primavera since 2000 at several
DRS Divisions
• Use of the Application:
– For all Projects Planning Management
– Recourse Management
– Budget & Forecast tracking
– EVM in Limited fashion
• Integration to EBS via OP3
Outline
• New Initiative to Upgrade
– EBS, Primavera & Integration
• Corporate Challenges and Benefits
• Upgrade of Primavera and EBS and
Impacts
• Benefits going Forward
• How our Lessons Changed our Approach
New Initiative to Upgrade • Migration of business units to R12
– Change from Project Costing to Project Management Model
– Change the Resource Structure in EBS
– Change the to WorkPlan/Financial Plan Model
• Upgrade of Primavera version 7 to Primavera P6 R8.1
• Upgrade Integration Platform (P6 R8.1 to R12) via
OP3
• Timeline April 2011 to Aug 2011
Corporate Challenges • No consistent program management practices,
data, reporting, or visibility across programs would remain
• Decided to implement to other locations after this one – How to accomplish a design usable at other sites
without affecting current implementation schedule
– Proposed Solution – Keep the global team involved and updated, any changes to the system at the site should go through that team
– Consequence – knew there would be items still left to review, but at least we would have a global framework we could implement on and refine.
Corporate Challenges
• Units using different tools: MS Project, Excel, Primavera, MPM, and don’t like change
• How do you solve the problem of lots of entrenched tools and processes but go global
– Proposed Solution – Involve representatives from across the units and different functions to help identify gaps and requirements, and solutions
– Consequence – Do not mandate use of the tool up front until solutions can be shown
– Excel and reporting still remain, but original team has grown and is in tact
Other Benefits
• “Primavera is a critical tool for our business and management of our programs”
• Linking multiple schedules together easily
• Multiple baselines
• Portfolio View
• Resource Capacity Planning
• Linkage to EBS
Impact of Primavera
Upgrade and R12 Upgrade
Together
Implementation Approach
Focus on one Division
• Upgrade P6 R7 to P6 R8.1
• Upgrade EBS 11.5.10 (Project Costing Model) to
R12 (Oracle Project Management Model)
• Focus on one division as a Pilot
• Implementation Team
– DS Project Management
– Vendor 1 – EBS Upgrade
– Vendor 2 – Primavera and Integration Upgrade
– Tight timeline
Implementation Challenges • P6 Upgrade to Web Platform:
– Harder to Transition to Web Platform. UI differences
impacted adoption
– Had to still provide P6 R8.1 client to limited users
– IT involvement to maintain and support a global
Platform
• Migration of Projects (Not as Simple):
– Changes to the Configuration impacted the
migration effort - (EPS, OBS, Codes, Recourses, etc
were all changed.
– Project Budgets had to be migrated from the old
Resources Model to New Resources Model
Implementation Challenges • Oracle Project Management vs Oracle Project
Costing
– Business Users did not have a good
understanding of the differences
– Changes to the Budgeting Process
– Changes to the Resource Planning Structures
– Understand differences between Work Plan
and Financial Plan
– Migration of Projects (Not as Simple):
Impact on Integration
Prima
P6 V7
Project Header Sync
WBS/Tasks/Dates
(Structure)
Budget Update at
Resource Assignment
and WBS Log Level
(Cost)
Actual Financial Costs &
Effort
Scheduled Progress
Classification Codes
Global Resources &
Rates
EBS
R12.1.1
Proj
Mgmt
Primavera P6 R8.1
Activity Coded to DFF
Current Data Flow
OP3 Upgrade
• OP3 Needed to be tested and certified
quickly on 8.1 and R12 to make the
deadline
• Changes made in what would be linked
and synchronized between EBS and P6
– Actual Costs
– Some customizations were removed
Overall Challenges • Underestimated the impact of EBS upgrade
on data flow
• Underestimated the migration effort
• Coordination between teams was not as expected. – This included between EBS and Primavera, but
also Primavera and the technical team.
• Testing suffered (CRP/UAT) was not fully flushed as some data was always missing.
• Delay in Delivery of Project. (Over Budget/Schedule)
Post-Upgrade • After the upgrade, had to complete migration of unit’s
programs into P6
• 3 months to migrate, link, and work out any kinks
– WBS task order out of synch with EBS
– Templates not set up correctly in EBS
– Duplicated resources
– Performance issues
– Java client issues
– Bug in PSI number in EBS (remains an issue)
Benefits Going Forward
Global Framework
• Global Framework wasn’t completed during the
initial implementation
• PM Working Group defining common practices
now
• Primavera Working Group-Implementation Team
working to define gaps and solutions to meet
those requirements
• Global Design currently in motion
Resources • Global Resource Usage Capacity Planning
• Current: Department Only
• Future: Consistent Resource Lists at a mid/aggregated
level with Department, Speciality, Level, Location, Average
Rate
• This plan will span into other types of tools and reporting
Example Resource Map Old Title
HR Title
Pool title
Location
Avg Rate
Esc 1 Esc 2 Esc 3 Esc 4 Esc 5
Technical Engineer I
Technical Engineer JR
Dayton, OH
$50 $52 $55 $58 $63 $65
Technical Engineer II
Technical Engineer JR
Dayton, OH
$50 $52 $55 $58 $63 $65
Technical Engineer II
Technical Engineer JR
Cypress, CA
$70 $73 $78 $81 $84 $87
Technician Level 3
Technical Engineer III
Technical Engineer Mid
Cypress, CA
$80 $83 $86 $89 $91 $93
WBS/CBS Templates
• Set of templates that can be mixed and matched
by type of project and provide common reporting
• Current: No templates or Activity Codes are
implemented
• Future: Templates include Activity Codes to map
between required CBS and Program’s WBS
Example WBS / CBS CWBS Task name PM WBS Task Name
1 Program Management and Support 1 Program Management
1.1 Program Management 1.1 Program Planning
1.2 Program Support 1.2 Program Monitoring & Control
1.2.1 Developmental Quality Assurance 1.3 Customer Management Reviews
1.2.2 Project Training 1.4 Subcontract/ Material Management
1.2.3 Project Work Environment (if not capital) 1.5 Project Training
1.6 Project Closure
1.7 Project Work Environment
2 System Development 2 System Development
2.1 Technical Reviews and Management 2.1 System Requirements Definition (Requirements
Analysis)
2.2 Systems Engineering 2.2 System Architecture Design
2.3 Support Engineering
2.4 Internal Reviews/Meetings
2.5 Customer Technical Reviews
2.6 Program Support
3 Product Development 3 Product Engineering
3.1 CI #1 3.1 Configuration Item #1
3.2 CI #2 3.1 Configuration Item #2
4 System Test and Evaluation 4 System Integration and Test (Product Integration
Verification and Validation)
4.1 Integration, Verification, Validation 4.1 Test Plans & Procedures
4.2 Test Equipment
4.3 Integration Test
4.4 Risk Reduction Test / HALT
4.5 System Verification & Validation Tests - Internal
4.6 PIVV / Formal System Qualification
CBS WBS
Apply Activity Code
WBS turns to CBS View
Project and Activity Codes
• Sets of Consistent Project and Activity Codes to
use for global reporting
• Current: Not defined yet, only at unit level
• Future: Define sets of codes that will be
common and those that are optional
Operations Data
• Provide program managers the ability to
see key operations data and analyze
affect on the program
• Current: No link to Operations data, all
manual
• Future: Link to key summary data in
MRP/ASCP in EBS
Reports • Define the key set of reports needed for different
levels of users that are consistent so that ALL Program
Reporting comes out of Primavera as much as
possible
• Current: Only using the workbooks
• Future: Define required data sets from out of the box
as much as possible, but also using BIApps as needed
• This project intersects with a general ERP project to
globalize and consolidate ALL reporting in our systems
Other Plans
• Implement the Risks functionality in P6
– Look at Risk Module in future
• Define the best way to get ETCs into the
system from workers that is quick but
allows for discussion and collaboration
• Look at P6 Analytics in the Future
How our Lessons
Changed our Approach
Lessons and Changes • Vision
– Global Framework is the primary goal not schedule
– Communication of vision and approach occurs
constantly to all levels
– Vision is tool agnostic in many ways
• Sponsorship
– Vision comes from the highest levels of the company
so has teeth
– PM Working Group chaired by Senior Execs
Lessons and Changes • Teams
– Single project/program manager to coordinate across
aspects
– Oracle EBS and Primavera support team overlaps
Kept the Same
– Maintain the PM Working Group for requirements, but
the Implementation team is more hands on – with
overlap
– Teams should be cross-functional and cross unit
Lessons and Changes • Training
– Training is split into pieces so not all at once
• Just complete basic training on PMs for sandbox
• Will do 2-3 day trainings every 45 days or so
– Train key team individuals up front
– Work side by side with partners to learn the
system
Lessons and Changes • Technical
– Defined CM and Instance Management
Strategy
– Environment stable and in place with support
plan implemented
– Performance issues seem resolved
– Testing and piloting will be key to the process
