Tuesday Jan 13, 2015

The New Face of Project Management: Are Specialized PMOs and Mobile Tech the Future?

PM World Journal - January 2015

Author:  Mike Sicilia, Senior Vice President & General Manager, Oracle Primavera

The face of project management is changing. Economic fluctuation, evolving risk, and increasingly stringent regulations are creating new challenges for project managers. To meet these challenges and ensure the success of diverse projects across the enterprise, organizations must consider new and innovative methodologies and approaches that can inject innovation into processes.

Illuminating these realities, Oracle recently brought together a group of business leaders who revealed insight into two evolving areas: the role of project management offices (PMOs) and the increasing real-time reach of mobile technology. The Enterprise Project Portfolio Management (EPPM) Board – a steering group of senior executives, academics, and industry experts that looks at how C-level executives can successfully prioritize and manage the project portfolio – raised questions over the long-term value of PMOs and the way mobile technology can transform project management.

Read the complete article here.

Monday Dec 08, 2014

Litmus Test: 86% of Large Enterprises See the Value of Business Transformation, Yet Nearly Half Are Not Fully Ready to Execute

Author: Mike Sicilia, Senior Vice President and General Manager, Oracle Primavera

 Today, “business as usual” simply does not, and will not, suffice for large enterprises seeking success. New competition is emerging, existing competitors are upping their game, and the legislative regulation is challenging organizations to reach new levels of transparency. The landscape is dynamic, and for those businesses that strive not simply to compete, but to win, the need for business transformation is urgent. However, while the majority of executives agree that business transformation is vital to maintain a competitive edge, nearly half (48%) are only somewhat or not at all prepared to successfully execute a business transformation today.

 Oracle, in partnership with Forbes Insights, explored what drives business transformation initiatives both internally and externally for a company, and what determines the success or failure of such initiatives in the study, “Making the Change: Planning, Executing and Measuring a Successful Business Transformation .

[Read More]

Thursday Dec 04, 2014

Why New Product Development is so Important to Manufacturers

Written by the Aberdeen Group

Innovation has become critical to the long-term health of a business. No longer can a company rest on its laurels and keep doing “business as usual” you must always be looking at new ways to serve your customers. New products are an organization's most important source of revenue. New products bring in higher sales, increased customer loyalty, and ultimately higher profits. One only needs to look towards Apple back in 2001 when it released the iPod. A great product for its time that was extremely successful, Apple was not satisfied however and continued to focus on new innovative products. Instead they released new products like the iPhone and iPad, which directly contributed to Apple’s market share increasing at the rate that it has.

The data backs up that thinking, as half of the revenue for Best-in-Class companies comes from these new products, a clear gap between their peers (Figure 1).

It is true that the launch of a new product offers an organization's greatest opportunity for increasing revenue and profitability. However, new product development is not a simple, uniform or sequential process. Its complexity and risks arises from its many phases, its many stakeholders, and the intricacy of the product being developed. Increased product complexity, changing consumer demands, market globalization, extended supply chains and design networks, and regulatory compliance are all concerns that affect new product development. Executives that are considering how to improve this complex process must find the right balance between improving execution, efficiency and timeliness with the genius of innovation and problem solving. Executives that tip the balance too far in either direction end up with a great product that is late or a poor product that is on-time: and either makes for a commercial failure.

For those companies looking to improve NPD, read the recent Aberdeen Report on The Hidden Costs of Late Products.

Wednesday Oct 29, 2014

Mobility Now!

The October 27 edition of Projects@Work features the following bylined article from Oracle’s Guy Barlow focused on the use of mobility in enterprise project portfolio management.  The article notes that people expect to use mobility in project-intensive industries to present C-level executives with even more visibility, in real-time, into the project portfolio.  Further, the article notes that implementing mobile programs offers a wealth of benefits such as new ways to visualize projects for immediate resource management, as well as the ability to instantaneously share costs and schedules with team members.

[Read More]

Monday Sep 29, 2014

Has the PMO Peaked? – A Glimpse into a Future of Decentralized Management

Most large organizations have established project, program or portfolio management offices, but there is a disconnect between many PMOs and the wider businesses they support, according to a group of senior executives and academics that studied the trend. They recommend that some organizations would be better served by a decentralized approach that creates “specialized PMOs.”  

[Read More]

Thursday Aug 14, 2014

The Role of Crowd Sourcing in Enterprise PPM

Written by Wayne Caccamo

Crowd Sourcing has been a part of PPM processes for years, but now many of these processes like ideation, project prioritization and best-practice sharing have a more hip term to describe how they more broadly leverage ideas and information from project team members and stakeholders across the organization and beyond. If you’re not taking advantage of crowdsourcing across the PPM process life-cycle from ideation to business case and proposal management to project execution and benefits realization, perhaps you should. Read More....
[Read More]

Tuesday Aug 12, 2014

The Latest Release of Oracle’s Primavera Unifier Improves Project Lifecycle Management in Four Important Ways

The latest version of Oracle’s Primavera Unifier offers a wide range of enhancements that improve project lifecycle management for capital planning, project delivery, cost control, and other areas. View a webcast that explores how the new release consolidates three previous standalone products—Primavera Project Delivery Management, Primavera Cost Controls, and Primavera Capital Planning—into a single application, Primavera Unifier Project Controls.
Read More

[Read More]

Friday Aug 08, 2014

Oracle’s Primavera at Oracle OpenWorld

Register today for Oracle OpenWorld, taking place in San Francisco, California from September 28 to October 2, 2014. Read the Primavera Focus On Document to see the full list of demos, sessions, and activities, and watch for the schedule builder tool launching in August to create your personalized event itinerary. Don’t miss special sessions, including a preview of Oracle’s Primavera product roadmap; customer-led sessions with Kiewit, CHM2Hill, and CSX Transportation; and a chance to meet Oracle’s Primavera experts on-site or at the Primavera customer reception.
Read More
Register Today
[Read More]

Industry Luminary Robert Kaplan Explains How to Close the Project Execution Gap

A new on-demand webcast titled “Align Project Portfolio Management to Strategy Execution” lays out a six-stage management system for strategy execution that helps enterprises streamline, fund, and implement strategic initiatives through the use of enterprise project portfolio management (EPPM). The webcast features presenter Robert Kaplan, professor emeritus at the Harvard Business School and codeveloper with David Norton of activity-based costing and the balanced scorecard.[Read More]

Wednesday Aug 06, 2014

The best practices of EPPM

Governance: Ensure alignment of strategy, execution and results.

Resource Management: Support top-down and bottom-up resource requests and staffing processes and make it easy for project and resource managers to communicate their requirements and decisions throughout a project’s lifecycle. Provide a graphical analysis of resource and role utilization in order to help project teams manage resources in a dynamic environment and allow managers to see where resources are being used across all programs and projects, as well as their forecasted future use.

Communication and Collaboration: Quickly record, access, and review elements often to determine the successful outcome of a project. Adopting the ‘one single view of the truth' approach enables you to store everything about your project in a single, secure place enabling visibility into any potential issues or delays via workflows and alerts.

Reporting and Analytics: Deliver timely information for accurate decision making.

Cost Management: Roll up all costs to a central cost sheet normalized by a robust cost code structure, where project cost information is available for drill down by work package or for the entire project.

Cash Flow Management: Reliably forecast final costs by taking into account actuals to date, changes, trends, and risks over time.

Funds Management: Leverage a funds management capability that is fully integrated with the cost sheet, ensuring visibility of funding against project budgets, actual spend, and forecasted spend.

Document Management: Ensure that everyone is always working on the most-current versions, for storage of attachments, file control access, e-mail alerts, and version control.

Contract Management: Manage all of your contracts regardless of type, from simple material procurement to complex construction contracts and capture all relevant contract details.

Change Management: Manage all transactions leading up to and resulting in a schedule or cost change using approval workflows 

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