Tuesday Mar 25, 2014

Delivering Consistent Project and Portfolio Management Success

As the business impact of project portfolios grows, organizations worldwide are challenged to deliver operational excellence, maintain financial discipline, and mitigate risks.
Watch a series of short videos from the Economist Intelligence Unit (EIU)
, and download EIU reports to get unique insights into how enterprise project portfolio management (EPPM) can help. Listen to senior executives at global organizations as they discuss how to plan, resource, execute, and assess projects—and what to do if things go wrong. 

Listen to the following experts:

  • NASA, Chief Knowledge Officer

  • Conoco-Phillips, Senior Vice President of Project Development and Procurement

  • DuPont Vice, President of Corporate Supply Chains and Central Competency

  • US Department of Energy’s Office of Project Management and Evaluation

  • Fluor Corporation, Senior Vice President

  • CH2M Hill, Senior Vice President and Programme Manager

  • American Water Company, Vice President of Operations

  • Voltaix, LLC - Executive Vice President of Operations and Technology

  • Gates Corporation, President and COO

Thursday Mar 13, 2014

Discover new agility and build your competitive advantage

As customer expectations grow, many financial services organizations are struggling to keep up. Customers want a faster, more efficient service across all channels, and won’t hesitate to look elsewhere to find it. But how can you accelerate service, stay on top of ever–evolving regulations, and stay ahead of the competition?

It’s important to:

  • Develop new agility to stay ahead of the competition
  • Simplify compliance to protect and enhance your reputation
  • Increase customer satisfaction in a highly competitive market
  • Take full control with enterprise project portfolio management

Learn how you can improve operational efficiency, quickly respond to changing customer demand and build competitive advantage.

Thursday Mar 06, 2014

Specialization in the Capital Asset Lifecycle

Taken from the 4th edition of Construction Connection’s digital magazine

Asset-intensive projects, regardless of scope and scale, are under constant pressure to control costs, meet demanding schedules and manage risk. For E&C contractors, one large problematic project could wipe out a year’s worth of profit. The risks to owners and operators are equally bad—ranging from discontented stakeholders to lost revenues.

Yet according to the Building in change: project construction in asset-intensive industries special report[1] prepared by the Economist Intelligence Unit (EIU), over one-third of asset-intensive companies miss their budget (39%) and schedule targets (34%) on major projects at least one-quarter of the time; and more than 60% of respondents blame unexpected change for at least one-half of all project overruns.

No doubt, the lifecycle of a capital asset project is fraught with challenges.

Craig Larson, director of E&C Industry at Oracle, explains, “Owners and project teams need effective ways to manage projects from concept to completion and react with agility to unplanned changes to deliver multiyear projects on budget and schedule.”

Read the full article to learn more about the common platforms and standards that support the lifecycle of a project and the long-term operational efficiency of an organization.

[1] oil and gas, utilities, infrastructure (excluding utilities), chemicals, mining and metals

Monday Mar 03, 2014

Keeping the Lights On: Transform your business today to meet the challenges of tomorrow

Written by: Iain Graham, Director, Process Manufacturing Strategy, Oracle Primavera

In all the years I’ve worked with the energy and utilities sector, it seems that two things remain constant: the need to replace or repair ageing infrastructure and the apparent low level of funds available to many organizations to do so. In many instances, the infrastructure that these organizations rely on is ageing faster than it is being replaced. I suspect those tasked with keeping these assets up and running might recognize the phrases “If it ain’t broke don’t fix it” and “out of sight, out of mind” when seeking more investment for preventative work. Yet failure to adequately address ageing infrastructure can cause a big headache for many companies, diverting resources and funds to remedial action and possibly impeding growth.

Customers don’t always fully understand the issues energy and utility companies face and expect a reliable yet lowest-cost service. The result is that, pushed to keep costs down, companies continue to sweat their infrastructure assets beyond their original intended life so as to maximize operational value, while even further demands are placed on those assets through growth. This approach brings increased risk of an infrastructure failure and no one wants to be to blame when the lights go out.

A new report by the Economist Intelligence Unit (EIU), based on a global survey of executives in the oil & gas, utility, chemical and natural resource industries, examines the impact of ageing infrastructure. A key finding in the report is that one of the biggest perceived obstacles for organizations is meeting infrastructure maintenance schedule and budget goals, resulting in poor project planning, regulatory interference and a lack of resources. In addressing those obstacles, there are things some companies may do to ease the problem of aging infrastructure, without necessarily requiring large-scale additional funding. The report found that many organizations believed they could overcome obstacles, meet budget and expansion goals through better planning processes. Deploying enterprise project portfolio management (EPPM) could help to optimize use of key resources, improve planning and project execution, and prioritize the right projects, amongst other benefits.

You can read the full report here.


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