Monday Apr 14, 2014
Monday Jan 06, 2014
University of Minnesota Saves Millions with Fewer Construction Change Orders and Claims, Improves Collaboration with Project Management Solution
By Melissa Centurio Lopes on Jan 06, 2014
University of Minnesota is one of the most comprehensive public universities in
the United States, offering more than 370 fields of study at campuses in the
Twin Cities, Duluth, Morris, Crookston, and Rochester. It also has six
agricultural experiment stations, two biological stations, one forestry
station, and regional extension services throughout the state.
The university’s capital planning and project management department oversees approximately 300 capital projects annually, valued at US$250 million. Typically, 10 to 15 of those projects have budgets exceeding US$2 million.
- Deploy a robust project management solution to support the university’s new capital planning and project management group, which oversees more than US$250 million in projects annually across multiple campuses and school facilities.
- Standardize and automate processes and closely track the cost of capital projects, which range from classroom building construction to campus infrastructure initiatives, to ensure on-time, on-budget completion.
Read complete list of challenges here.
- Gained a consistent project management methodology and process for the university’s construction projects with Oracle’s Primavera Unifier, improving the team’s ability to complete projects on time and within budget and achieving return on investment in three years.
- Integrated contract and financial management and enabled the capital projects group to track and benchmark costs to gain a more accurate picture of expenditures associated with building certain types of campus structures, whether instructional buildings or infrastructure projects.
- Reduced the number of change orders by 15%―saving US$3.7 million in 2009 alone―thanks to more detailed cost and scope information, audit trails, and transparency.
Read complete list of solutions here.
"With Oracle’s Primavera Unifier, we have introduced standardized project management methodologies, resulting in significant savings and enabling us to be better stewards of the projects entrusted to our group.” – Kevin McCourt, Business Manager, Capital Planning and Project Management Department, University of Minnesota
Friday Nov 15, 2013
By Melissa Centurio Lopes on Nov 15, 2013
With an eye on transparency and financial discipline, the University of Utah in Salt Lake City has taken a cloud-based approach to manage its over 300 capital projects totaling more than US$900 million.
The University of Utah is a leading education and research institution that serves more than 33,000 students. It offers more than 90 undergraduate degree programs and more than 100 fields of study at the graduate level, including law and medicine.
Maintaining aging facilities and constructing new facilities to meet the needs of the students, educators and researchers is a continuous and complex task. For years, the University of Utah’s Facilities Management department had used an in-house database for construction project tracking. In an effort to improve project visibility and enable more stringent financial controls, the university deployed Oracle’s cloud-based Primavera Unifier project management system.
Greg Colf, senior business systems analyst in Facilities Management at the University, recalls, “We went from a simple database system with limited access to a cloud-based, robust cost management and contract control system that provides greater flexibility to end-users, reduces IT management costs and enables project transparency.”
The University integrated Primavera Unifier with its PeopleSoft Financial environment to manage contracts, automate payments to vendors and ensure fiscal transparency.
In the near future, the university plans to integrate its Primavera Unifier system with facility operations, maintenance management and geographic information systems for greater data management, transparency and sharing opportunities.
Read the complete article here.
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Wednesday Oct 16, 2013
By Melissa Centurio Lopes on Oct 16, 2013
RWE IT GmbH is the internal IT service provider for the RWE Group, by revenue the second-largest German utility company, which supplies electricity to more than 20 million consumers and gas to more than 10 million consumers, mainly in Europe. Through technological expertise and extensive knowledge of business and processes, RWE IT helps RWE Group companies meet their challenges. The company’s competencies, aligned toward the processes of RWE Group’s value-creation chain, include the rollout of standardized systems for acquisitions, new business segments, and regions; flexible integration or expansion for acquisitions, new business segments, and regions; and optimized use and expansion of the group’s IT infrastructure.
- Enable three group companies—RWE Technology, RWE Power, and RWE Innogy—to efficiently manage multiple power construction projects at the same time and optimize resource use across those projects.
- Provide schedulers with the ability to effectively open and modify projects with thousands of activities—to ensure on-time and on-budget delivery of major capital projects
- Deployed Oracle’s Primavera P6 Enterprise Project Portfolio Management to optimize project scheduling for power station construction while reducing costs for project management and operations.
- Enabled 80 internal and external schedulers to leverage information from a dozen databases, including country-specific and test databases, and perform multiproject management—including opening and comparing projects with thousands of activities—to drive more cost-effective and on-time projects
- Enabled RWE Technology, RWE Power, and RWE Innogy to ensure construction quality and better meet project deadlines with optimized power station construction planning and monitoring.
“Oracle’s Primavera P6 Enterprise Project Portfolio Management is the only project management software capable of handling tens of thousands of simultaneous activities in multiple projects without using excessive computing time. It offers complete security and has the industry’s most advanced scheduling functionality. With the next Primavera release, we anticipate the introduction of advanced scheduling features, such as taking meteorological information into account when planning construction activities,” said Carsten Jung, applications corporate solutions, RWE IT GmbH.
Monday Sep 30, 2013
By Melissa Centurio Lopes on Sep 30, 2013
Aegion Corp. is a global leader in infrastructure protection. It provides proprietary technologies and services that protect against the corrosion of industrial pipelines and rehabilitate and strengthen water, waste water, energy and mining piping systems and buildings, bridges, tunnels, and waterfront structures. It is a newly formed parent company for Insituform Technologies, Bayou, Corrpro, CRTS, Fibrwrap, Fyfe, and United Pipeline Systems.
Strengthen and standardize project management processes across the organization, starting with the company’s Insituform Technologies group.
Increase visibility into project schedules, budgeting, costs, and progress to identify emerging issues quickly and take action to minimize risk.
Improve operational efficiency and data integrity, and allow project management teams to focus on strategic priorities.
Standardize on a project management solution and integrate it with the company’s legacy enterprise resource planning (ERP) and customer relationship management (CRM) solutions.
Deployed Oracle’s Primavera P6 Enterprise Project Portfolio Management and Primavera Contract Management, Business Intelligence Publisher Edition, and integrated the solutions with the company’s JD Edwards EnterpriseOne 9.0 and Oracle CRM On Demand applications to ensure end-to-end visibility and enhanced control for the company’s pipeline and infrastructure development rehabilitation projects—from new-business wins, through to project completions.
Standardized and created a single source for all project scheduling information that improved construction crew utilization, reduced penalties related to delays, avoided rush charges, and improved materials planning and utilization.
Gained insight into emerging issues and enabled more rapid corrective action, supporting on-budget and on-time completion of projects, including public sector construction initiatives that require granular reporting.
Standardized project scheduling and management processes to help support larger and more geographically dispersed projects.
Reduced the need for data re-entry across multiple systems to improve productivity and data accuracy and ensured that project management, ERP, and CRM systems share consistent and up-to-date information.
Friday Aug 16, 2013
SOLV Provides Accurate Risk Estimates for Oil and Gas Customers with Monte Carlo-based Simulation—Saves Customer US$550 Million
By Melissa Centurio Lopes on Aug 16, 2013
SOLV is an engineering consultancy and software developer
based in the United Kingdom. It provides
- Provide accurate estimates of uncertainty around the measurement of oil and gas output from pipelines
to enable global oil and gas organizations to manage exposure to risk.
- Assess accuracy of oil and gas allocation to multiple partner organizations, working in oil fields with
shared interest throughout the world.
- Deployed Oracle Crystal Ball to perform Monte Carlo simulations to more accurately measure
the uncertainty around oil and gas flow measurement and calculate the probability that
measurements and allocations of oil to individual partners are correct.
- Saved one oil and gas client US$550 million by providing better risk estimates with the help of
Oracle Crystal Ball.
"Oracle Crystal Ball enables us to use Monte Carlo simulation to estimate allocation uncertainties
in oil and gas flows and advise oil and gas clients on minimizing risk exposure."
– Martin Basil, Senior Flow Measurement Consultant, SOLV Limited
Read complete customer snapshot here.
Wednesday Jul 31, 2013
Monday Jun 24, 2013
Uralelektrostroy Improves Turnaround Times for Engineering and Construction Projects by Approximately 50% with Better Project Data Management
By Melissa Centurio Lopes on Jun 24, 2013
LLC Uralelektrostroy was established in 1998, to meet the growing demand for reliable energy supply, which included the deployment and operation of a modern power grid system for Russia’s booming economy and industrial sector. To rise to the challenge, the country required a company with a strong reputation and the ability to strategically operate energy production and distribution facilities. As a renowned energy expert, Uralelektrostroy successfully embarked on the mission—focusing on the design, construction, and operation of power grids, transmission lines, and generation facilities. Today, Uralelektrostroy leads the Russian utilities industry with operations across the country, particularly in the Ural, Western Siberia, and Moscow regions.
Track work progress through all engineering project development stages with ease—from planning and start-up operations, to onsite construction and quality assurance—to enhance visibility into complex projects, such as power grid and power-transmission-line construction
Implement and execute engineering projects faster—for example, designing and building power generation and distribution facilities—by better monitoring numerous local subcontractors
Improve alignment of project schedules with project owners’ requirements—awarding federal and regional authorities—to avoid incurring fines for missing deadlines
Used Oracle’s Primavera P6 Enterprise Project Portfolio Management 8.1 to streamline communication with customers and subcontractors through better data management and harmonized reporting, reducing construction project implementation and turnaround times by approximately 50%, on average
Enabled fast generation of work-in-progress reports that track project schedules, budgets, materials, and staffing—from approval and material procurement, to construction and delivery
Reduced the number of construction sites by nearly 30% (from 35 to 25) by identifying unprofitable sites—streamlining operations at the company’s construction site network and increasing profitability
Improved project visibility by enabling managers to efficiently track project status, ensuring on-time reporting and punctual project deliveries to federal customers to reduce delay penalties to zero
“Oracle’s Primavera P6 Enterprise Project Portfolio Management 8.1 drastically changed the way we run our business. We’ve reduced the number of redundant assets, streamlined project implementation and execution, and improved collaboration with our customers and contractors. Overall, the Oracle deployment helped to increase our profitability.” – Roman Aleksandrovich Naumenko, Head of Information Technology, LLC Uralelektrostroy
Monday Jun 03, 2013
By Melissa Centurio Lopes on Jun 03, 2013
Western University of Canada was able to improve its capital project management practices & lower their IT costs with the implementation of Oracle Primavera solutions and Oracle PeopleSoft. Discover why they are a success story and how they were able to free up cash for re-investment in facilities and research for its 35,000 students and faculty.
Monday May 20, 2013
E.ON New Build & Technology Increases Profitability, Reduces Risks by Streamlining Engineering and Construction Projects
By Melissa Centurio Lopes on May 20, 2013
E.ON New Build & Technology GmbH—global unit of the world’s largest, investor-owned utility company, Germany’s E.ON SE—is a leading engineering and construction firm. The company unites excellence in project management, project delivery, and engineering to support the entire E.ON Group with advanced engineering services and technology competence. E.ON New Build & Technology is engineering a cleaner and better future for E.ON by delivering world-class solutions that it has seen through, from ideas to reality. E.ON New Build & Technology is the central hub for research and development activities within the E.ON Group, enabling further development of sustainable, low-carbon-energy technologies and broadening E.ON’s geographical footprint with new market development.
- Manage more than 100 engineering and construction projects, annually, with increased efficiency—ranging from small projects, such as power transformer maintenance, to very large projects, such as the turnkey construction of thermal, coal-fired, or nuclear power plants.
- Facilitate proactive project management by providing actual project status information and ad-hoc, root-cause analysis to strengthen decision-making and mitigate project risks.
- Provide accurate project performance forecasts to meet hand-over dates and avoid project budget overruns—usually caused by numerous change requests, which on average cost between US$10,000 and US$100,000 per request.
- Deployed Primavera P6 Enterprise Project Portfolio Management to prioritize, schedule, execute, and monitor engineering projects with earned-value analysis and E.ON-specific adaptations—from the construction of entire power plants to the maintenance of power transformers, involving up to several thousand workers, across dozens of teams per project.
- Enabled assessing E.ON-specific project management environments, as well as developing and implementing procedures that make project scheduling, execution, and monitoring more efficient.
- Reduced dependency on engineering, procurement, and construction firms by facilitating end-to-end control over projects and subprojects, helping the company to run complex projects, such as a set of 1,100 megawatt thermal power plants with more than 50 lots, by coordinating interfaces among subcontractors and the general planner.
“We decided to implement Oracle’s Primavera P6 Enterprise Project Portfolio Management over Microsoft Project and Power Project because P6 proved to be an expert system, handling large data volumes much better than its competitors and offering a stable and centralized scheduling environment. The use of various layout and filtering criteria was also highly appreciated,” said Heinrich Genent, project scheduling, E.ON New Build & Technology GmbH.
Read the full customer story here.
Tuesday Feb 19, 2013
Xcel Energy Accurately Predicts Resource Requirements Five Years in Advance with Enterprise Project Management
By Melissa Centurio Lopes on Feb 19, 2013
Wednesday Dec 05, 2012
By Melissa Centurio Lopes on Dec 05, 2012
Wednesday Nov 21, 2012
By Melissa Centurio Lopes on Nov 21, 2012
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.
Monday Nov 12, 2012
Tuesday Nov 06, 2012
Merck Serono Gains Deep Understanding of Product Portfolio Value-Drivers, Risks, and Sales Expectations Through Forecasting Solution
By Melissa Centurio Lopes on Nov 06, 2012
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
“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.
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