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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