Friday Aug 08, 2014
Wednesday Jul 23, 2014
By Melissa Centurio Lopes on Jul 23, 2014
By Garrett HarleyWith the introduction of Oracle’s Primavera P6 Enterprise Project Portfolio Management (EPPM) Release 8.3.2, Oracle now offers business-driven PMO through the cloud.This best-of-breed Software as a Service (SaaS) solution can be deployed quickly and securely. With no hardware to buy or install and minimal internal IT intervention up front, total cost of ownership is reduced. There’s also no network or server-level admin involvement to manage ongoing operations and minimal or no customization consulting and programming expenses. Cloud solutions are designed to allow admins to configure advanced functionality on the fly as business needs grow and change.
Modern cloud PPM enables you to:
- Deliver Primavera purpose-built solutions in the newest, most cost effective way
- Establish worldwide standards and accelerate staff ramp-up with self-service capabilities
- Institutionalize best practices for real-time collaboration with native social network communication tools
Primavera P6 cloud services include:
- Primavera P6 EPPM
- Primavera P6 Professional
- Primavera EPPM Web Services
- Primavera P6 Team Member
- Primavera Team Member for iPhone and iPad
- Primavera P6 Email Statusing
- Primavera P6 Progress Reporter
- Document Management
- BI Publisher
- WebLogic Application Server
P6 Cloud Connect
Primavera P6 Professional connects to the cloud using a new connector called P6 Cloud Connect. Instead of connecting to the database on the cloud, this connector is used to send and receive data. Users still have a direct connection to the most up-to-data project information. The cloud service supports all of the Primavera P6 user interfaces and mobile apps. In addition, customers can now deploy both Primavera P6 EPPM and Primavera Unifier in the cloud—and run them together. Each cloud service includes both a test and a production environment.
More Cloud to Come
Oracle plans to add the following Primavera P6 cloud services in the future:
- Business Process Management (BPM)
- Primavera P6 Analytics
- Primavera Gateway
Check back with us for the latest updates. For more information about Primavera in the cloud, read the complete article in the latest issue of Construction Connection.
Thursday Jun 26, 2014
By "Sylvie Mackenzie, Pmp-Oracle" on Jun 26, 2014
— Sylvie MacKenzie (@symack)
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Monday May 19, 2014
By Melissa Centurio Lopes on May 19, 2014
The last eighteen months have seen incredible activity within Oracle Primavera, with two significant acquisitions, movement of key applications to the Cloud, and new solutions being offered to the market.Oracle’s leadership in the enterprise project portfolio management space continues to grow, with exciting new solution areas being developed to solve historically un-served needs. Watch Paul Verveniotis keynote at Oracle Industry Connect to hear an update of current activities and how his Product Strategy team are paving the way to revolutionary capabilities that will transform EPPM.
Tuesday Mar 25, 2014
By Melissa Centurio Lopes on Mar 25, 2014
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:
Wells Fargo, Vice President of Project Management Office Manager
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
By Melissa Centurio Lopes on Mar 13, 2014
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.
Wednesday Oct 30, 2013
By Melissa Centurio Lopes on Oct 30, 2013
By Paul Bender, Director of Public Administration Strategy, Oracle Primavera
It goes without saying that communication between project team members is a core competency that connects every member of a project team to a common set of strategies, goals and actions. If these components are not effectively shared by project leads and understood by stakeholders, project outcomes can be jeopardized and budgets may incur unnecessary risk.
As reported by PMI’s 2013 Pulse of the Profession, an organization’s ability to meet project timelines, budgets and especially goals significantly impacts its ability to survive—and even thrive. The Pulse study revealed that the most crucial success factor in project management is effective communication to all stakeholders—a critical core competency for public agencies. PMI’s 2013 Pulse of the Profession report revealed that US$135 million is at risk for every US$1 billion spent on a project. Further research on the importance of effective project team communication uncovers that a startling 56 percent (US$75 million of that US$135 million) is at risk due to ineffective communication. Simply stated: public agencies cannot execute strategic initiatives unless they can effectively communicate their strategic alignment and business benefits.
Executives and project managers around the world agree that poor communication between project team members contributes to project failure. A Forbes Insights 2010 Strategic Initiatives Study “Adapting Corporate Strategy to the Changing Economy,” found that nine out of ten CEOs believe that communication is critical to the success of their strategic initiatives, and nearly half of respondents cite communication as an integral and active component of their strategic planning and execution process. Project managers see it similarly from their side as well. According to PMI’s Pulse research, 55 percent of project managers agree that effective communication to all stakeholders is the most critical success factor in project management.
As we all know, not all projects succeed. On average, two in five projects do not meet their original goals and business intent, and one-half of those unsuccessful projects are related to ineffective communication. Results reveal that while all aspects of project communication can be challenging to public agencies, the biggest problem areas are:
- A gap in understanding the business benefits.
- Challenges surrounding the language used to deliver project-related information, which is often unclear and peppered with project management jargon.
Public agencies -- federal, state, and local -- have difficulty communicating with the appropriate levels with clarity and detail. This difficulty is likely exacerbated by the divide between each key audience and its understanding of project-specific, technical language. For those involved in public sector project and portfolio management, I would be interested to hear your thoughts and please visit Primavera EPPM solutions for public sector.
Monday Oct 28, 2013
By Melissa Centurio Lopes on Oct 28, 2013
By Amy DeWolf
Are you doing any of these in your organization? How are you leveraging historical data to forecast projects?
There’s a lot going on in government today. The economic pressures agencies feel from the uncertainty of budget cuts and sequestration effect every part of an organization, including the Project Management Office (PMO). The PMO is responsible for monitoring and administering government IT projects. As time goes on, priorities shift, technology advances, and new regulations are imposed, all of which make planning and executing projects more difficult. For example, think about your own projects. How many boxes do you need to check and hoops do you need to jump through to ensure you comply with new regulations? While new regulations and technology advancements can be a good thing, they add an additional layer of complexity to already complex projects.
To overcome some of these pressures, particularly new regulations, many in the PMO world are adopting a new approach- Project Intelligence (PI). According to a new Oracle Primavera white paper, The Rise of Project Intelligence: When Project Management is Just Not Enough, “PI uses Business Intelligence methods to leverage historical project data to make more informed decisions and greatly enhance project execution.”
Currently, project managers plan and forecast the possible phases in an execution cycle. However, most project managers don’t have the proper tools to do this as effectively as they would like. As the white paper noted, “The underlying deficiencies in most forecasting approaches are that 1) the PM fails in most instances to leverage historical data and 2) the PM doesn’t employ current Business Intelligence tools.” PI seeks to overturn this by combining modeling tools used in Business Intelligence for projects with the understanding of Emotional Intelligence for managing people.
- Simply put, Project Intelligence is built off four main pillars:
- Actively use historical data to forecast project cycles
- Understand the intricacies of complex projects
- Enhance social and emotional intelligence in projects
- Actively use Business intelligence tools
Read our complimentary whitepaper and discover the importance of emotional intelligence and best practices for improving projects, specifically in terms of communication.
Tuesday Jul 23, 2013
By Melissa Centurio Lopes on Jul 23, 2013
As executives in financial services organizations across the
globe face intense regulatory scrutiny, the
Mike Metcalf, Oracle’s strategy director for services, says the right enterprise project portfolio management (EPPM) solutions and a central project management office can help financial services firms become less reactive and better equipped to deal with regulatory challenges.
Q: What problems are financial services organizations facing in the aftermath of the financial crisis?
A: Legislators in various countries have decided to tighten up regulations after a period when some rules were being loosened. So for financial services organizations, the challenge today is how to survive in an era of reregulation. The first obstacle they face is that new regulations may span different areas of banking operations, so some regulations may overlap and conflict with each other. Organizations must be sure that responding to one regulation doesn’t impact some other area.
Second, many organizations address these regulations in silos—different parts of the organization are responding to regulations independently, and they are tracking compliance with ad hoc tools, such as spreadsheets. This leads to increased risk because these tools are not conducive to collaboration or to creating a centralized view of all the regulations that need to be addressed.
Saturday Jul 13, 2013
By "Sylvie Mackenzie, Pmp-Oracle" on Jul 13, 2013
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.
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