Wednesday Nov 21, 2012

From Trailer to Cloud: Skire acquisition expands Oracle’s on-demand project management options.

By Alison Weiss

Whether building petrochemical facilities in the Middle East or managing mining operations in Australia, project managers face significant challenges. Local regulations and currencies, contingent labor, hybrid public/private funding sources, and more threaten project budgets and schedules.

According to Mike Sicilia, senior vice president and general manager for the Oracle Primavera Global Business Unit, there will be trillions of dollars invested in industrial projects around the globe between 2012 and 2016. But even with so much at stake, project leads don’t always have time to look for new and better enterprise project portfolio management (EPPM) software solutions to manage large-scale capital initiatives across the enterprise.

Oracle’s recent acquisition of Skire, a leading provider of capital program management and facilities management applications available both in the cloud and on premises, gives customers outstanding new EPPM options. By combining Skire’s cloud-based solutions for managing capital projects, real estate, and facilities with Oracle’s Primavera EPPM solutions, project managers can quickly get a solution running that is interoperable across an extended enterprise.

Staff can access the EPPM solution within days, rather than waiting for corporate IT to put technology in place.

“Staff can access the EPPM solution within days, rather than waiting for corporate IT to put technology in place,” says Sicilia.

This applies to a problem that has, according to Sicilia, bedeviled project managers for decades: extending EPPM functionality into the field. Frequently, large-scale projects are remotely located, and the lack of communications and IT infrastructure threatened the accuracy of project reporting and scheduling.

Read the full version of this article in the November 2012 edition of Oracle's Profit Magazine: Special Report on Project Management

Monday Nov 12, 2012

Columbus Regional Airport Authority Cuts Unbudgeted Carryover Costs for Capital Projects by 88% in One Year

The Columbus Regional Airport Authority (CRAA) is a public entity that works to connect Central Ohio with the world. It oversees operations at three airports―Port Columbus International Airport, Rickenbacker International Airport, and Bolton Field Airport―and manages the Rickenbacker Inland Port and Foreign Trade Zone # 138. It was created in 2002 through the merger of the Columbus Airport Authority and Rickenbacker Port Authority. CRAA manages approximately 100 projects annually, including initiatives as diverse as road and runway construction and maintenance, terminal improvements, construction of a new air traffic control tower, technology infrastructure development, customer service projects, and energy conservation programs.

CRAA deployed Oracle’s Primavera P6 Enterprise Project Portfolio Management to create a unified methodology for scheduling and capital cash flow management. Today, the organization manages schedules and costs for all of its capital projects by using Primavera to provide enterprise wide visibility. As a result, CRAA cut unbudgeted carryover costs from US$24.4 million in 2010 to US$3.5 million in 2011―an 88% improvement.

"Oracle’s Primavera P6 and Primavera Contract Management are transforming project management at CRAA. We have enabled resource-loaded scheduling and expanded visibility into cash flow, which allowed us to reduce unbudgeted carryover by 88% in a single year.” – Alex Beaver, Manager, Project Controls Office, Columbus Regional Airport Authority


  • Standardize project planning and management for the approximately 100 projects―including airport terminal upgrades to road and runway creation and rehabilitation―that the airport authority undertakes annually
  • Improve control over project scheduling and budgets to reduce unplanned carryover costs from one fiscal year to the next
  • Ensure on-time, on-budget completion of critical infrastructure projects that support the organization’s mission to connect Central Ohio with the world through its three airports and inland port



  • · Used Primavera P6 Enterprise Project Portfolio Management to develop a unified methodology for scheduling and managing capital projects for the airport authority, including the organization’s largest capital project ever―a five-year runway construction project


  • · Gained a single, consolidated view into the organization’s capital projects and the ability to drill down into resource-loaded schedules and cash flow, enabling CRAA to take action earlier to avert the impact of emerging issues―including budget overages and project delays


  • · Cut unbudgeted carryover costs from US$24.4 million in 2010 to US$3.5 million in 2011―an 88% improvement


Click here to view all of the solutions.

Oracle’s Primavera solutions are the industry standard for project management. They provide robust and proven functionality that give us the power to effectively schedule and manage budgets for a wide range of projects, from terminal maintenance, to runway work, to golf course redesign,” said Alex Beaver, manager, project controls office, Columbus Regional Airport Authority.

Click here to read the full version of the customer success story.


Tuesday Nov 06, 2012

Merck Serono Gains Deep Understanding of Product Portfolio Value-Drivers, Risks, and Sales Expectations Through Forecasting Solution

Merck Serono S.A. is the biopharmaceutical division of Merck KGaA. It offers leading brands in 150 countries to help patients with cancer, multiple sclerosis, infertility, endocrine and metabolic disorders, as well as cardiovascular diseases.


  • Establish a better decision-making framework for its complex, development portfolio of pharmaceutical products, where single-point estimates or expected averages of portfolio values, portfolio risks, and sales forecasts are insufficient and can be misleading
  • Enable the company to be aware at all times of the range of possible outcomes of technical and market risks and uncertainties, such as the technical uncertainty of whether a product will produce the desired clinical outcomes, or the market-related uncertainty of whether a product will be outperformed by its competitors

Solutions to Overcome the Challenges:

  • Used Oracle Crystal Ball to devise a Monte-Carlo-based approach to better analyze and define the values and risks of the company’s development portfolio, laying the groundwork for optimized decision-making
  • Enabled a better understanding of the range of potential values and risks to improve portfolio planning
  • Enabled detailed analysis of the likelihood of favorable or unfavorable outcomes, such as the likelihood of whether Merck Serono can meet its sales targets planned for the next ten years with its existing product portfolio
  • Gained the ability to take into account correlative risks, synergies and project interactions, enabling Merck Serono to better forecast what the company may achieve—for example, that there is a 70% probability of a particular sales target being met
  • Established Monte-Carlo-based analysis using Oracle Crystal Ball as a useful element in decision-making at the board level, as the approach provides a better analysis of values and risks associated with the company’s product portfolio

“Oracle Crystal Ball enables us to make Monte Carlo simulations of the potential value and sales of our development portfolio. It is a very powerful tool for gaining a thorough understanding and improved awareness of value drivers, uncertainties, and risks, along with associated probabilities.” – Riccardo Lampariello, Associate Director, Merck Serono S.A

Why Oracle

“We chose Oracle Crystal Ball to enable us to perform Monte Carlo analysis, which gives us a deeper understanding and improved awareness of the value drivers, uncertainties and risks of our portfolio of development projects,” said Kimber Hardy, head of valuation and analysis, Merck Serono S.A.

Click here to read the full version of the customer success story

Friday Nov 02, 2012

Centralized Project Management Brings Needed Cost Controls to Growing Brazilian Firm

Fast growth and a significant increase in business activities were creating project management challenges for CPqD, a developer of innovative information and communication technologies for large Brazilian organizations. To bring greater efficiency and centralized project management capabilities to its operations, CPqD chose Oracle’s Primavera P6 Enterprise Project Portfolio Management.

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