Tuesday Jan 29, 2013
Thursday Jan 24, 2013
By Melissa Centurio Lopes on Jan 24, 2013
Click here today to read the EPPM Information InDepth Newsletter.
Don’t miss reading this quarterly newsletter where you can read about and stay up-to-date on topics such as:
- Highlighted Oracle Primavera news articles;
- Watch our featured videos and ON-Demand webcasts;
- Discover and mark your calendars with upcoming Oracle Primavera webcasts and events;
- Read our newest datasheets, white papers and customer success stories;
- And discover much, much more just by clicking here…
Tuesday Jan 22, 2013
By Melissa Centurio Lopes on Jan 22, 2013
Register today for our on-demand Webcast.
Planning and forecasting can be challenging with traditional planning applications and manual modeling techniques.
Today, leading companies are adding predictive modeling to bring statistical techniques such as Monte Carlo simulation into the mix. Sound too math-intense and complicated? Not anymore. Join our webcast and hear speaker: Hilary Emmett, Crystal Ball Solution Specialist.
Friday Jan 18, 2013
By Melissa Centurio Lopes on Jan 18, 2013
Gaps in key pieces of information are causing many C-level
executives to make important decisions about projects without fully
understanding the inherent risks and opportunities.
This is one of the main findings in “Putting the Truth on the Table,” the latest in a series of reports about strategic project portfolio management by The EPPM Board, an international steering group of senior industry executives, academics, and commentators.
This report analyzes the root causes of information gaps and concludes that executives should be focusing on four areas: evolving corporate culture to gain more-accurate information, analyzing opportunity as well as risk, achieving greater visibility into supplier operations to help mitigate risk, and implementing practices that improve the relevance of information presented to management and enhance the overall health of the project portfolio.
1. Evolve the Culture Toward Truth and Visibility
The EPPM Board found that senior leaders might not get the insights they need due to how staff members report issues and problems. One example is excessive optimism, which was apparent when the Cranfield School of Management analyzed 400 projects and found no reports of impending glitches. To address behavioral challenges such as these, the C-suite must have technologies in place to collect information anonymously, such as through mobile devices and apps.
2. Analyze and Weigh Opportunity As Thoroughly As Risk
Operations and delivery teams often concentrate on identifying and managing risk, but this approach can miss important opportunities. Using enterprise project portfolio management technology can identify opportunities for turning portfolios into strategic assets that produce measurable benefits. The portfolio can then be viewed as an investment that can be advanced in different directions as the fundamentals behind a strategy change.
3. Reach Beyond Organizational Walls for Insight into Supplier Operations and Capabilities
Suppliers and contractors are often judged solely by their ability to meet deadlines and manage costs, but this limited criteria may conceal underlying risks. The C-suite should insist on detailed reports about how effective major suppliers and contractors are at delivering projects when confronted with change. This level of visibility enables executives to make strategic decisions on the suitability of third parties beyond mere cost.
4. Implement Project Assurance Practices
Project assurance provides impartial assessments about the necessary resources and risks needed to ensure successful implementations of capital investments. But some organizations fall short when developing unbiased and comprehensive analyses. Creating the new role of chief project officer may provide a resource who can gather and present data in a way that is relevant to C-level leaders.
The full report delves into each of these areas in detail—and reinforces The EPPM Board’s findings that improving C-level insight is critical to enabling better business decisions.
Download “Putting the Truth on the Table” by The EPPM Board.
Tuesday Jan 08, 2013
By Melissa Centurio Lopes on Jan 08, 2013
written By: Garrett E. Harley, Director, Engineering & Construction
I was sitting in a restaurant in downtown San Francisco in the winter of 1995 when the canvas of my future found fresh paint. I had been living in Lake Tahoe since the fall. I was studying for the Medical College Admission Test, commuting to Davis, California to take my final exams, and racing out the door anytime the snow flew to catch first tracks on Squaw Valley’s KT22 ski run. Being the son of three generations of physicians sounded like a stable future, but I had doubts. I had numerous friends recently graduated, and during the fall had canvassed them all with a simple question: “Are you happy?”
So one afternoon I dusted off the only suit I owned and drove to San Francisco to meet with a friend who had convinced me to attend one of the Project Management Institute’s monthly chapter dinners. He worked as a project controls engineer for a large engineering, procurement, and construction company based in San Francisco. “I love what I do” is what he said over the phone, “and the projects are tangible things that literally change the face of the planet.” The evening’s panel of contractors was working on the expansion of the San Francisco International Airport. As each participant shared their story, I became impressed by the complexity of the project, the coordination required, and the results achieved. By the time dinner rolled around I leaned over and whispered, “You’re right, this is pretty cool.”
On my way home, I decided I was going to find and enroll in a class that could teach me more about Oracle’s Primavera P3.I found a course and discovered that the area of project controls was a discipline that attracted me. What the technology let me do was intoxicating and I have been an enthusiast ever since.
The organization, the tracking, the ability to make sense out of masses of information— it was such powerful technology! It allowed me to keep my finger on the pulse of very complex activities. For more than 15 years I have worked with and enjoyed the technology that Dick Faris and Joel Koppelman, co-founders of Primavera Systems, Inc., helped build. I work with a large group of project controls devotees who continue to develop new and innovative ways for technology to help conceive, plan, visualize, execute, value, control, and deliver engineering and construction infrastructure across the world.
With Oracle’s recent acquisition of Skire’s Unifier product, the company has the capabilities that will help it develop an integrated and comprehensive cost and scheduling solution for engineering and construction.
I am often asked about Oracle’s strategy for the engineering and construction industry, and I answer with three principles that guide its strategy and offer a glimpse into the product development culture of the Oracle Primavera product family—commitment, focus, discipline.
Commitment. Oracle is committed to its customers, the engineering and construction industry, and to creating top-quality products
Focus. Oracle is focused on industry needs, value, and integrated solutions
Discipline. Oracle believes in empowering people with the right technology to support the discipline of project controls
Oracle is committed to supporting and enhancing its current products as well as to developing a new, market-leading, best-in-class solution. Let’s go build something together.
Garrett E. Harley
Director, Engineering & Construction Strategy
This content is intended to outline our general product direction. It is intended for information purposes only, and may not be incorporated into any contract. It is not a commitment to deliver any material, code, or functionality, and should not be relied upon in making purchasing decisions. The development, release, and timing of any features or functionality described for Oracle’s products remains at the sole discretion of Oracle.
Thursday Jan 03, 2013
By Melissa Centurio Lopes on Jan 03, 2013
Register today for the 5-part Primavera Unifier Webcast Series:
- Part 1 Automated Capital Planning with Primavera Unifier – 16th January 2013
Discover how you can manage all of your capital portfolios with full top-down and bottom-up visibility
- Part 2 Comprehensive Cost Control with Primavera Unifier – 6th February 2013
Discover how you can manage all costs throughout the project lifecycle in one tool
- Part 3 Project Delivery Management with Primavera Unifier – 27th February 2013
Gain unparalleled workflow and task management capabilities for the entire team, in one single, easy-to-deploy SaaS or on-premise solution.
- Part 4 Centralized Facilities Management with Primavera Unifier – 20th March 2013
Discover the centralized lifecycle system for projects and facilities management
- Part 5 Real Estate Management with Primavera Unifier - 10th April 2013
Learn how you can achieve fully automated business processes for lease requests, transaction management and planning approvals
- Learn How Oracle's Primavera Smart City Projects Solution Can Reduce the Risks of Transformation Initiatives
- 2: PLAN – planning across four levels of smart city
- Setting the Stage for Lasting Success with Project Portfolio Management
- 1: IDENTIFY - what to build and where to build it
- Providing Individualized Content to Clients and Employees
- Shared Insight: Utilities Power Up with Lifecycle Approach to Capital Projects
- Five Competitive Killers in the Manufacturing “Engineer to Order” Process
- Two Worlds Colliding
- How can I deliver better projects in my Smart City?
- Solve the Decommissioning Dilemma
- /Capital Projects and Program Management
- /Enterprise PMO
- /Maintenance Operations Support
- /New product Development
- /Process Improvement
- /Project Manufacturing