Monday Dec 31, 2012

Register today for the 1ST Annual Oracle Primavera Executive Forum – February 5-6th 2013

Register today to attend the Oracle Primavera Executive Forum, February 5-6 2013 at Gaylord Palms – Kissimmee, FL. This premier event will bring together Oracle Primavera executives, partners and thought leaders to share best practices and real–world experience.

The Oracle Primavera Executive Forum will provide you and your organization with innovative ideas and opportunities to:

  • Improve financial rigor and results with greater financial discipline driven by better governance & control.
  • Increase efficiency and reduce costs through improved operational excellence via robust collaboration and integration..
  • Manage and react to uncertainty with enhanced risk mitigation processes through improved visibility and transparency.

This 2 day, event will provide you with unparalleled networking opportunities and complete visibility to Oracle Primavera's strategy direction.

Click here to view the current list of presenters and agenda.

Mark your calendars for the Oracle Primavera Executive Forum!

Thursday Dec 27, 2012

Three Keys to Project Management: What can organizations with world-class project management teach the rest of us?

By: Susan Poser

Executives go through various processes to determine which projects to fund internally and which opportunities to engage in externally. For instance, a high-technology company may develop a new product or build a new facility internally, and may provide installation services externally. Once these decisions are made, managing the execution by tracking the schedule, costs, resources, and milestones is critical to ensure project success. Many managers have the additional complexity of overseeing a supply chain to ensure that equipment, material, and resources are available on time at the point of need and use. The question is, how can they integrate their portfolio and project management processes in order to manage projects profitably—and ensure business value?

Managing visibility in three important areas of your portfolio and project management processes will help ensure success:

1. Project/portfolio prioritization
Are you working on the most-profitable projects? Leaders of best-in-class companies can prioritize projects based on a set of predefined criteria—such as revenue, return on investment, importance to future strategic needs, alignment to core business, and risks. For external projects, that may mean ranking each by priority to help determine the proper pricing schedule for the work. For internal projects, priority ranking can determine whether it makes sense to fund the project and the appropriate resources to commit to the work. Comprehensive portfolio management tools can help prioritize and align the project portfolio to ensure that limited resources are deployed for maximum impact.

2. Project execution
How well can you track project progress, resource utilization, and project milestone success? Executives at world-class companies have full visibility into the supply of parts, equipment, and labor. If there is a disruption in the supply chain that affects the delivery of parts or equipment, they can simulate alternative plans, understand the impact, and prioritize their options within hours. The improved visibility enables smart managers to make quick decisions on how to allocate limited parts to the right projects in the portfolio, minimizing cost and maximizing revenue.

Customer satisfaction is a key differentiator, so the ability to execute with more precision can translate to a happy customer and repeat business.

3. Project closeout
How quickly is your billing department notified when work is completed so revenue can be booked? With the proliferation of mobile and tablet technology, staff at cutting-edge companies can leverage mobile technology to capture accurate project-completion or parts-delivered data in real time. That data can then be automatically transmitted throughout the enterprise—keeping critical enterprise data off error-prone, paper-based processes that can take much longer to resolve. Real-time, mobile data transfer and automation will not only increase the accuracy of revenue recognition but will also support better coordination of resources, cost reduction, and more-efficient access to working capital. Customer satisfaction is a key differentiator, so the ability to execute with more precision can translate to a happy customer and repeat business.

With portfolio and project management increasing in complexity and contributing more to revenue, business leaders should consider approaches to automate processes, integrate portfolio and project management, and employ best-practice processes. The impact will not only create a more comprehensive and integrated view of projects; it will also provide complete visibility and improved profitability.

Tuesday Dec 18, 2012

Why Executives Need Enterprise Project Portfolio Management: 3 Key Considerations to Drive Value Across the Organization

By: Guy Barlow, Oracle Primavera Industry Strategy Director

Over the last few years there has been a tremendous shift – some would say tectonic in nature – that has brought project management to the forefront of executive attention. Many factors have been driving this growing awareness, most notably, the global financial crisis, heightened regulatory environments and a need to more effectively operationalize corporate strategy.

Executives in India are no exception. In fact, given the phenomenal rate of progress of the country, top of mind for all executives (whether in finance, operations, IT, etc.) is the need to build capacity, ramp-up production and ensure that the right resources are in place to capture growth opportunities. This applies across all industries from asset-intensive – like oil & gas, utilities and mining – to traditional manufacturing and the public sector, including services-based sectors such as the financial, telecom and life sciences segments are also part of the mix.

However, compounding matters is a complex, interplay between projects – big and small, complex and simple – as companies expand and grow both domestically and internationally. So, having a standardized, enterprise wide solution for project portfolio management is natural. Failing to do so is akin to having two ERP systems, one to manage “large” invoices and one to manage “small” invoices. It makes no sense and provides no enterprise wide visibility.

Therefore, it is imperative for executives to understand the full range of their business commitments, the benefit to the company, current performance and associated course corrections if needed. Irrespective of industry and regardless of the use case (e.g., building a power plant, launching a new financial service or developing a new automobile) company leaders need to approach the value of enterprise project portfolio management via 3 critical areas:

1. Greater Financial Discipline – Improve financial rigor and results through better governance and control is an imperative given today’s financial uncertainty and greater investment scrutiny. For example, as India plans a US$1 trillion investment in the country’s infrastructure how do companies ensure costs are managed? How do you control cash flow? Can you easily report this to stakeholders?

2. Improved Operational Excellence – Increase efficiency and reduce costs through robust collaboration and integration. Upwards of 66% of cost variances are driven by poor supplier collaboration. As you execute initiatives do you have visibility into the performance of your supply base? How are they integrated into the broader program plan?

3. Enhanced Risk Mitigation – Manage and react to uncertainty through improved transparency and contingency planning. What happens if you’re faced with a skills shortage? How do you plan and account for geo-political or weather related events?

In summary, projects are not just the delivery of a product or service to a customer inside a predetermined schedule; they often form a contractual and even moral obligation to shareholders and stakeholders alike. Hence the intimate connection between executives and projects, with the latter providing executives with the platform to demonstrate that their organization has the capabilities and competencies needed to meet and, whenever possible, exceed their customer commitments. Effectively developing and operationalizing corporate strategy is the hallmark of successful executives and enterprise project and portfolio management allows them to achieve this goal.

Article was first published for Manage India, an e-newsletter, PMI India.

Thursday Dec 13, 2012

Projected Results: Sound project management practices, combined with a complete technology platform, have an immediate and lasting impact on an organization’s bottom line.

Article By: Alan Joch, is a business and technology writer who specializes in enterprise applications, cloud computing, mobile computing, and the Web.

It’s no secret that complex, large-scale projects need close management controls to ensure that they’re delivered on time and on budget. But now there’s growing evidence that failing to meet these goals can have far-reaching consequences, not only for the reputations and value of individual organizations but also for the tenure of their top executives.

Government watchdogs forced one large contractor to suspend a multibillion-dollar defense program—and delay payment receipts—until a better management system was launched to more accurately track spending, project milestones, and other fundamental metrics.

Significant delays in the opening of the £4.3 billion Terminal 5 at Heathrow Airport impaired an airline’s operations and contributed to a drop in its share prices.

These real-world examples are noteworthy because of the huge financial risks they created. They’re also far from being isolated cases. Research by the Economist Intelligence Unit found that only 11 percent of companies claimed they delivered expected ROI on major capital projects 90 percent of the time or more. In addition, 12 percent of respondents said they achieved planned ROI less than half the time. According to Phil Thornton, lead consultant at the analyst firm Clarity Economics, the numbers demonstrate obvious challenges related to managing risks, accurately predicting ROI, and consistently delivering bottom-line growth for major capital investments

“Portfolio management is a path to improve your organization’s competitive advantage. It helps make sure your organization is investing in the right things and not spending its time on things that are not delivering the intended results for the firm.”

Read the full article here

Wednesday Dec 12, 2012

Live Webcast: Make Better, Faster Decisions using Visualization - December 18th

Register today for Oracle’s Primavera upcoming Live Webcast: Make Better, Faster Decisions using Visualization, December 18th at 12pm ET.

Join this webcast and discover how Oracle’s AutoVue enhances Primavera solutions with visualization of project documents, enabling users to view and digitally collaborate, improving decision making and project execution.

Don’t miss this live webcast: register today and learn how you can increase visibility, improve productivity and leverage existing infrastructures with Primavera and AutoVue.

Wednesday Dec 05, 2012

LUKOIL Overseas Holding Optimizes Oil Field Development Projects with Integrated Project Management

LUKOIL Overseas Holding deployed Oracle’s Primavera P6 Enterprise Project Portfolio Management to generate structured project management information and optimize planning, monitoring, and analysis of all engineering and commercial activities—such as tenders, and bulk procurement of materials and equipment—related to oil field development projects.[Read More]
About

Information and insights on EPPM trends and best practices.

Stay Connected


Twitter

Search

Archives
« December 2012 »
SunMonTueWedThuFriSat
      
1
2
3
4
6
7
8
9
10
11
14
15
16
17
19
20
21
22
23
24
25
26
28
29
30
     
Today