Wednesday Jul 16, 2014

Top three considerations for #PMO deployment best practices

It all starts with good intentions; your good intentions to make a positive impact on the business, your good intentions to help the business become organized, and your good intentions to improve efficiencies and effectiveness. You’re thinking creatively, you’re excited about making positive changes and you’re full of optimistic energy. Yet with all these good intentions, your attempt to deploy a Project Management Office (PMO) is met with resistance from colleagues and fraught with difficulties in implementation. 

Why? 

Corey Spagnoli, Senior director of Continuous Improvement PMO from NCR Corporation, a PMO veteran with 13 years’ experience, talks through three of his most problematic examples of PMO rollout in IT and Continuous Improvement environments, and the critical success factors involved. Corey talks us through his PMO deployment mistakes, demonstrates the pitfalls to avoid, and shows us how to overcome the difficulties, becoming one of our PMO rollout success stories. 

Corey’s advice is to consider three key elements for a successful PMO rollout:

    1). Understand the needs of the business

    2). Match to the business culture

    3). Build in flexibility

    Read about the three key elements in more detail here. Full article here.

    Tuesday Jun 17, 2014

    Why Time-to-Market is Critical for Today's Automotive Suppliers

    After years of slumping sales, the auto industry is rebounding at an unprecedented pace. Auto parts and components suppliers, who were equally battered, now face the challenge of quickly retooling and re-staffing to regain status with OEMs.

    This White Paper looks at the current trends and how automotive suppliers can get back on the fast track.

    Learn how automotive suppliers can position themselves to help OEMs meet their new model goals.

    Tuesday May 06, 2014

    Establishing an EPMO to Achieve Maximum Impact and Results

    Recent research has shown that more than 60 percent of Fortune 1000 companies plan to implement an enterprise project management office (EPMO) over the next two years. Attend this session to learn the value of true enterprisewide portfolio management and the best practices associated with an EPMO. Don Kingsberry, deputy director and leader of the EPMO for the Bill and Melinda Gates Foundation–the largest private foundation in the world–shares what he has learned over 30 years in establishing six different EPMOs across multiple industries. Kingsberry's focus areas for the session include linking strategy to execution, prioritization, EPMO implementation, critical success factors, and resource management.

    Watch the full keynote here.

     

    Monday Apr 14, 2014

    How GENCO did it – Resource Management and Project Portfolio Management #PPM Implementation

    Project management success did not happen without its share of drama at GENCO. They met, and often exceed customer expectations but not without “last second diving catches, heroic efforts and brute force,” said Doug Belding, Senior Director of Product Management in his webcast on Resource Management and Project Portfolio Management Implementation.[Read More]

    Monday Jan 06, 2014

    University of Minnesota Saves Millions with Fewer Construction Change Orders and Claims, Improves Collaboration with Project Management Solution

    The 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. Project Management Solution for university of Minnesota

    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.

    Challenges:

    • 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.

    Solutions:

    • 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

    Read complete customer snapshot here.

    Friday Nov 15, 2013

    Enabling Cloud-Based Project Visibility at the University of Utah

    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. cloud-based project portfolio management solution

    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.

    Visit the microsite to read more stories like this one.

    Wednesday Oct 16, 2013

    RWE IT Updates Project Schedules with 10,000 Activities in Less Than One Minute

    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 Project Portfolio Management software for Utilitiesconsumers 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.

     Challenges

    • 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

    Read full list of challenges here

    Solutions

    • 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.

    Read full list of solutions here

    Why Oracle

    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

    Aegion Improves Operations; Gains Consistency; and Increases On-Time, On-Budget Project Delivery

    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.

    Challenges:

    • 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.

    Click here to read all challenges

    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.

    Click here to read all solutions

    Click here to read the complete customer story

    Friday Aug 16, 2013

    SOLV Provides Accurate Risk Estimates for Oil and Gas Customers with Monte Carlo-based Simulation—Saves Customer US$550 Million

    SOLV is an engineering consultancy and software developer based in the United Kingdom. It provides flow measurement engineering and consultancy services for fiscal, allocation, and process flow

    measurement in upstream oil and gas production, pipelines, transportation, downstream petrochemical

    refining, and power generation.SOLV’s experience stems from North Sea oil and gas, fiscal,

    and allocation flow measurement, which is subject to stringent regulation by the

    UK Department of Environment and Climate Change, the Norwegian Petroleum Directorate,

    and other regulatory bodies.

     Challenges:

    - 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.

    Read more

     Solutions:

    - 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.

    Read more….

    "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

    Design. Connect. Build.

    Mortenson Construction helps large project teams collaborate and share information—on and off the construction site.[Read More]
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