Monday Oct 21, 2013

In the Firing Line: The impact of project and portfolio performance on the CEO

What are the primary measurements for rating CEO performance?

For corporate boards, business analysts, investors, and the trade press the metrics they deploy are relatively binary in nature; what is being done to generate earnings, and what is being done to build and sustain high performance?

As for the market, interest is primarily aroused when operational and financial performance falls outside planned commitments for the year. When organizations announce better than predicted results, they usually experience an immediate increase in share price. Likewise, poor results have an obviously negative impact on the share price and impact the role and tenure of the incumbent CEO.The impact of project and portfolio performance on the CEO

The danger for the CEO is that the risk of failure is ever present, ranging from manufacturing delays and supply chain issues to labor shortages and scope creep. This risk is enhanced by the involvement of secondary suppliers providing services critical to overall work schedules, and magnified further across a portfolio of programs and projects underway at any one time – and all set within a global context. All can impact planned return on investment and have an inevitable impact on the share price – the primary empirical measure of day-to-day performance.

Read this complete complementary report, In the Firing Line and explore what is the direct link between the health of the portfolio and CEO performance. This report will provide an overview of the responsibility the CEO has for implementing and maintaining a culture of accountability, offer examples of some of the higher profile project failings in recent years, and detail the capabilities available to the CEO to mitigate the risks residing in their own portfolios.

Friday Oct 18, 2013

Exclusive Webcast Series Explains How Project Success Drives Business Success

In the wake of the global financial crisis, organizations throughout the world are redoubling their efforts to enhance financial discipline, achieve operational excellence, and mitigate risk. How can they address all these areas with one comprehensive strategy? With enterprise project portfolio management solutions that provide greater transparency and visibility across all projects and portfolios, says Guy Barlow, OProject success drives business successracle director of industry strategy. In the following interview and in an exclusive, three-part webcast series, Barlow examines today’s new management realities and explains how organizations can succeed in this environment.

Q: Financial discipline has always been important, what’s different today?

A: A number of organizations are showing that by fiscally aligning projects with the business goals of their organizations, they can shave off hundreds of thousands if not millions of dollars in inefficiency and waste. For example, one Oracle customer, the Columbus Regional Airport Authority, reduced its unbudgeted costs from US$24.4 million to US$3.5 million, for an 88 percent improvement.

Q: How do organizations achieve results like this?
A: First, they need to have the vision to see project management as part of a broad and critical element in their overall enterprise strategy. That means using a single solution, such as
Oracle‘s Primavera, to manage multiple projects across multiple functions within a company. So someone in corporate mergers and acquisitions as well as a capital projects team can standardize on the same technology. By doing so they all gain greater efficiency in planning and execution—because the technology can be configured for their specific roles and needs—and the IT organization really benefits from lower maintenance.

Second, enterprises must give executive leaders—CFOs, COOs, and CEOs—visibility across the entire business to easily see what projects are on track and which ones are falling behind. In fact, once executives see the power of enterprise project portfolio management, uptake is very quick across the organization.

Read the full interview here.

Tuesday Oct 08, 2013

Explore the Fundamental Connections Between Stock Value and Project Management

Senior executives are today more accountable, even vulnerable, than ever before to poor share price performance. There are numerous reasons for this, but the increasing negative impact for organizations means that senior executives need to take a more active role in making the right decisions throughout business operations. According to research conducted by the global consulting firm Booz & Co.1, over the last decade the average tenure of a global chief executive has dropped from 8.1 years to 6.3 years. This analysis of the world’s top 2,500 publicly listed companies found that executive turnover had increased from around 12% in 2000 to 14.3% in 2009, with more than a third (36.7%) of departures in 2009 being dismissals rather than part of a planned succession. project and portfolio management on share price and stock value

For project-intensive organizations, there is even more intense pressure on executives to deliver forecasted returns on investment (ROI). With the current economic climate, shrinking margins and increased global competition, the impact of huge capital investment projects extending beyond their scope and budget carries significant consequences. This places even greater emphasis on capital planning, a core business process that remains fraught with difficulties. In a survey conducted by the Economist Intelligence Unit in October 20102, only 11% of companies could claim they delivered expected ROI on major capital projects 90-100% of the time, and 12% reported planned ROI delivery less than half the time. These results highlight that organizations – irrespective of industry sector – are still struggling to manage risks, accurately predict levels of ROI and consistently deliver bottom line growth from their major capital investments. Bad investment decisions can lead to huge financial losses, which serves to place the spotlight firmly on the capital planning process. It also places greater emphasis on executive decision-making capabilities to determine which potential investments deliver the greatest value and reliability, as well as providing the financial stability to attract funding.

The danger of poor evaluation can quickly lead to a significant reduction in the value of the organization’s overall portfolio and compromise long range capital planning goals. From here, it is a short journey to poor share price performance.

Click here and read this full complimentary paper that looks at the intrinsic connection between long-term capital investment and short-term market performance, and how this can in turn affect the profit outlook for project-intensive organizations. Discover existing research undertaken in this area, and highlight case examples where project management performance has impacted – whether positive or negative – the stock price and, in turn, the overall image of both the company and those in the C-suite of these organizations.

Read here and share with your colleagues.

1Favaro, Ken et al, CEO Succession 2010: The Four types of CEOs. Issue 63 2011. Booz & Co

2“Prepare for the unexpected: investment planning in asset-intensive industries,” Economist Intelligence Unit, January 2011

Thursday Sep 05, 2013

Transform your business with Oracle Primavera

If you use Oracle’s Primavera solutions, and you're attending Oracle OpenWorld, then the Primavera sessions are for you. Featuring 18 sessions, hands-on labs, demos, meet the experts and exhibits. The sessions are designed for you to gain valuable information on how to drive innovation, enhance operations or manage finance & risk, and effectively use our solutions to support both short and long-term growth through better formulation, alignment and execution of corporate initiatives and projects.

Add these ten essential sessions to your schedule:

  • What’s New and the Planned Roadmap: Primavera P6, Primavera P6 Analytics, and Primavera Gateway
  • Improving Productivity Throughout the Capital Asset Lifecycle
  • What’s New and the Planned Roadmap: Primavera Unifier and Instantis EnterpriseTrack
  • Instantis EnterpriseTrack Cloud Service for IT and Enterprise Project Portfolio Management
  • Primavera PPM Solutions for Manufacturing Projects
  • Leveraging Oracle’s Primavera Across the Enterprise at Pacific Gas & Electric
  • New Product Update: Maximize the Effectiveness of Your Scheduling Process
  • Primavera PPM Solutions for Maintenance Projects
  • Primavera PPM Solutions for Capital Projects
  • Qualcomm Streamlines Its Design and Manufacturing Process with AutoVue/Agile Products

In practical self-paced learning sessions covering everything from Oracle’s Primavera P6 solutions to Primavera Portfolio Management, Primavera Capital Planning and Instantis Enterprise Track and Unifier, you’ll discover new ways to derive maximum benefits from your Oracle software.

(Seven labs to choose from - see Focus on Oracle Primavera for more information)

Download the Focus On Oracle Primavera guide (pdf) and stay connected via, LinkedIn, and Facebook/OraclePrimavera.

Monday Aug 26, 2013

NEW! Oracle's Enterprise Project Portfolio Management (EPPM) Webcast Center

We have just launched Oracle's new EPPM Webcast Center, a single console where you can search and watch all EPPM related OnDemand webcasts and register to attend upcoming live webcasts.

These webcasts provide updates on new product features, best practices, customer case studies and more.

Simply log-on to the webcast center where you can filter by products and industries that you are interested in.

Click here to visit the webcast center now!

Tuesday Aug 20, 2013

Oracle Expounds on Primavera Software Roadmap

Since acquiring Primavera in 2008, Oracle has worked on enhancing several features of its software, such as application integration and mobile functionality.

Looking to the future, Oracle seeks to provide more governance of the project portfolio management (PPM) application. Tony Banks, product director for Primavera software, spoke recently to TechTarget editor Lena J. Weiner about the roadmap for Primavera software.

In the video, Banks said that Oracle's goal is to continue to deliver "its vision" of a "true" enterprise PPM solution. According to Banks, that means "single platform, single vendor."

But Banks added that it also means being able to organize projects across all departments, capitalizing on similar business functions across departments while acknowledging specific business use cases. Watch the video for more details.

Monday Jul 29, 2013

Upcoming Webcast Series: Drive project success with Enterprise Project Portfolio Management

With an increased focus on controlling costs, driving efficiency and minimizing risk, delivering projects that create measurable business value is becoming increasingly tough. Consistently delivering successful projects is vital to the financial success of any organization. Watch these exclusive Oracle Primavera webcasts, featuring expert insights and real-world case studies from across a range of industries showing how you can meet these challenges. Each webcast focuses on one of the three hottest topics in project portfolio management today:

  • Financial Discipline: learn how you can gain greater visibility and control of project finances
  • Operational Excellence: discover the key to increasing efficiency and reducing project costs
  • Risk Mitigation: understand how to overcome uncertainty and avoid costly project delays

If you need to deliver consistent project success, register for the webcasts today to learn how EPPM is helping organizations like yours do just that.

Register today, for the first webcast of this three part series, Financial Discipline: Take Control of Project Finances to Maximize Business Value, August 1st, 2013 – 2:00 p.m. ET

Wednesday Jul 17, 2013

Live Q&A Automotive Webcast: Make or Break: Why Auto Products Must Get to Market On-Time - July 30

According to a new industry forecast from Bank of America Merrill Lynch, automakers who replace their products faster stand to increase market share over the next four years.

But standing in the way of this opportunity is a daunting reality:

  • A four month delay in the auto industry for new products can translate into a cost of $1m per day of delay.

  • Lost profits due to delays can be as high as 60% over the product lifecycle.

So, how can automakers avoid these challenges and get to market on-time?

Join auto industry expert John Reichard
and learn about the importance of how planning, resource optimization and project management enables automakers to reduce development cycles and time-to-market.

 Live Date: Tuesday, July 30th 2013 / Time: 12:00pm EDT

Monday Jul 15, 2013

Cloud-Based Project Portfolio Management Gains Steam

in May 2013, Gartner named Oracle a Leader in its Magic Quadrant for Cloud-Based IT Project and Portfolio Management Services.

The report noted that “IT project and portfolio management (PPM) leaders are under extreme pressure to improve the speed, accuracy, and agility of their project organization, while also managing risks and costs. They are looking for software solutions that can support these seemingly conflicting objectives. For years, the IT PPM software market standardized on on-premises or traditional hosting for deployment of IT PPM software functionality, but with the continued maturity of the internet as an enterprise computing platform, on-premises and traditional hosting have given way to another viable option—cloud-based IT PPM application services deployment.”

The Gartner report offers nine key factors describing when and why an organization might choose a cloud-based IT PPM service provider over a traditional provider, including an immediate need for mainstream functionality that can be delivered rapidly and as a service, a lower likelihood of needing to extensively customize the solution, and a smaller or growing organization that is seeking a short-term solution, cost-effective solution.

Oracle’s Instantis EnterpriseTrack offers a number of complementary solutions and capabilities for the Oracle portfolio,” says Wayne Caccamo, a former Instantis executive and now part of the Oracle Primavera team. Instantis EnterpriseTrack is a market leader for lighter-weight project environments, such as IT, new product development, and process improvement. This complements Oracle’s traditional strengths in the capital planning, maintenance, and manufacturing environments that are prevalent in asset-intensive industries.

Instantis EnterpriseTrack has been successfully integrated into the Oracle development process, and the first release from Oracle is generally available. This release is a significant expansion of its capabilities in resource management, project demand management, and project execution. It also includes customer-requested product enhancements, reporting enhancements, performance optimizations, and user experience improvements.

Read the full Gartner Magic Quadrant for Cloud-Based IT Project and Portfolio Management Services report.

Get details about Oracle’s Instantis EnterpriseTrack.

Read Oracle’s press release about the Gartner Magic Quadrant for Cloud-Based IT Project and Portfolio Management Services.

Gartner does not endorse any vendor, product, or service depicted in its research publications, and does not advise technology users to select only those vendors with the highest ratings. Gartner research publications consist of the opinions of Gartner's research organization and should not be construed as statements of fact. Gartner disclaims all warranties, expressed or implied, with respect to this research, including any warranties of merchantability or fitness for a particular purpose.

Saturday Jul 13, 2013

Oracle Receives a Positive Rating and Is Named a Leader in New Gartner Reports

Gartner, Inc. evaluated Oracle enterprise project portfolio management solutions in two reports recently.

The Gartner MarketScope for IT Project and Portfolio Management Software Applications, published in May 2013, gave Oracle a positive rating.

The IT project and portfolio management (IT PPM) products included in the Gartner MarketScope address the challenges of portfolio, program, project management office leaders; program/project managers; and resource managers. The report says that these groups continue to struggle with selecting IT programs and IT projects, prioritizing them, executing them at the right time, matching and/or balancing IT supply with IT demand, monitoring and reporting IT project status and IT expenditures to date, improving IT project execution efficiency, proactively addressing emergencies on IT projects, and tackling changes to the existing and planned IT projects triggered by shifts in business direction.

Oracle released a new version—release 8.3—of Primavera P6 Enterprise Project Portfolio Management earlier this year, with enhancements that can help improve the speed, accuracy, and agility of IT project and portfolio management efforts. For instance, the new version offers enhancements for importing global data and for optimizing mobile solutions—one of the key considerations discussed in the report. The improvements give enterprises greater flexibility in how work is distributed and the kinds of information that can be made available to team members. The solution can also push status updates to mobile workers via e-mail, making it easier for workers to conduct time, approval, and status reporting from their mobile devices. The release is also now available for Android devices.

Read the full Gartner MarketScope for IT Project and Portfolio Management Software Applications report.

Learn more about the new features in Oracle’s Primavera P6 Enterprise Project Portfolio Management.

Gartner does not endorse any vendor, product, or service depicted in its research publications, and does not advise technology users to select only those vendors with the highest ratings. Gartner research publications consist of the opinions of Gartner's research organization and should not be construed as statements of fact. Gartner disclaims all warranties, expressed or implied, with respect to this research, including any warranties of merchantability or fitness for a particular purpose.


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