Monday Sep 29, 2014

Has the PMO Peaked? – A Glimpse into a Future of Decentralized Management

Most large organizations have established project, program or portfolio management offices, but there is a disconnect between many PMOs and the wider businesses they support, according to a group of senior executives and academics that studied the trend. They recommend that some organizations would be better served by a decentralized approach that creates “specialized PMOs.”  

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Thursday Aug 14, 2014

The Role of Crowd Sourcing in Enterprise PPM

Written by Wayne Caccamo

Crowd Sourcing has been a part of PPM processes for years, but now many of these processes like ideation, project prioritization and best-practice sharing have a more hip term to describe how they more broadly leverage ideas and information from project team members and stakeholders across the organization and beyond. If you’re not taking advantage of crowdsourcing across the PPM process life-cycle from ideation to business case and proposal management to project execution and benefits realization, perhaps you should. Read More....
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Tuesday Aug 12, 2014

The Latest Release of Oracle’s Primavera Unifier Improves Project Lifecycle Management in Four Important Ways

The latest version of Oracle’s Primavera Unifier offers a wide range of enhancements that improve project lifecycle management for capital planning, project delivery, cost control, and other areas. View a webcast that explores how the new release consolidates three previous standalone products—Primavera Project Delivery Management, Primavera Cost Controls, and Primavera Capital Planning—into a single application, Primavera Unifier Project Controls.
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Friday Aug 08, 2014

Oracle’s Primavera at Oracle OpenWorld

Register today for Oracle OpenWorld, taking place in San Francisco, California from September 28 to October 2, 2014. Read the Primavera Focus On Document to see the full list of demos, sessions, and activities, and watch for the schedule builder tool launching in August to create your personalized event itinerary. Don’t miss special sessions, including a preview of Oracle’s Primavera product roadmap; customer-led sessions with Kiewit, CHM2Hill, and CSX Transportation; and a chance to meet Oracle’s Primavera experts on-site or at the Primavera customer reception.
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Register Today
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Wednesday Aug 06, 2014

The best practices of EPPM

Governance: Ensure alignment of strategy, execution and results.

Resource Management: Support top-down and bottom-up resource requests and staffing processes and make it easy for project and resource managers to communicate their requirements and decisions throughout a project’s lifecycle. Provide a graphical analysis of resource and role utilization in order to help project teams manage resources in a dynamic environment and allow managers to see where resources are being used across all programs and projects, as well as their forecasted future use.

Communication and Collaboration: Quickly record, access, and review elements often to determine the successful outcome of a project. Adopting the ‘one single view of the truth' approach enables you to store everything about your project in a single, secure place enabling visibility into any potential issues or delays via workflows and alerts.

Reporting and Analytics: Deliver timely information for accurate decision making.

Cost Management: Roll up all costs to a central cost sheet normalized by a robust cost code structure, where project cost information is available for drill down by work package or for the entire project.

Cash Flow Management: Reliably forecast final costs by taking into account actuals to date, changes, trends, and risks over time.

Funds Management: Leverage a funds management capability that is fully integrated with the cost sheet, ensuring visibility of funding against project budgets, actual spend, and forecasted spend.

Document Management: Ensure that everyone is always working on the most-current versions, for storage of attachments, file control access, e-mail alerts, and version control.

Contract Management: Manage all of your contracts regardless of type, from simple material procurement to complex construction contracts and capture all relevant contract details.

Change Management: Manage all transactions leading up to and resulting in a schedule or cost change using approval workflows 

Monday May 19, 2014

Primavera Product Strategy Update – Path Forward

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.

Watch here.

Tuesday May 13, 2014

Powering Up: How Eskom Is Driving the Largest Infrastructure Program in Africa

Join Eskom CIO Sal Laher to hear firsthand how Eskom–the largest utility in South Africa–has embarked on a transformational journey to implement the largest infrastructure capital investment portfolio in Africa. From actionable metrics through to subcontractor management, Eskom is vastly improving visibility, increasing responsiveness, and driving greater efficiency across a myriad of critical new builds. The utility is creating significant numbers of new jobs and strengthening the delivery of basic services to the people of South Africa in a fast-growing economy. Laher provides information and experiences from Eskom’s own build program.

Watch the keynote presented at Oracle’s Industry Connect here.

Friday May 02, 2014

Critical Path: Getting Your Outage Ducks in a Row

Witten by: Aaron Larson, POWER Magazine

Productive maintenance turnarounds are vital to long, successful online periods. Getting the work done quickly and properly takes more than just luck. Good planning and excellent communication can lead to safe and efficient outages with fewer hiccups and less stress.

It’s no secret that equipment requires maintenance. Just as your personal vehicle needs an oil change periodically, a power plant needs to shut down regularly for a tune-up to take care of all those little issues that would otherwise turn into big problems.

Most generating companies are preparing for outages continuously. When one outage ends, plans begin for the next. Often planning is in progress for major projects years into the future (Figure 1). Work list items that could not be completed for one reason or another are added to the next outage schedule. The entire process is a full-time job, often with entire departments focused on the task.

But what makes some maintenance periods go smoothly—coming in on budget and on time—while other outages hemorrhage with cost overruns, unexpected delays, and continual surprises? It is very difficult to foresee every possible problem, but planning for contingencies and scheduling appropriately are two vital tasks required to get all involved parties on the same page.

Read the complete article here

Tuesday Apr 29, 2014

New Research: Improved Project Management Is Key to Reducing Infrastructure Risks in Energy, Power, and Chemicals Industries

The process manufacturing industry is confronting significant infrastructure problems that heighten risks to operations and leave executives struggling to bring their ageing facilities into the twenty-first century, according to a new report by the Economist Intelligence Unit and sponsored by Oracle. One executive put the challenge in stark terms, saying "It takes years to build a reputation, but one serious infrastructure failure can destroy it." 

The report, "The Impact of Aging Infrastructure in Process Manufacturing Industries," is based on a recent survey of 366 executives. The research found that aging systems are negatively impacting—sometimes substantially—companies in oil and gas, utilities, chemicals, and natural resource industries. A commanding majority—87 percent of the respondents—said aging infrastructure has impacted operations in the past 3 to 5 years, with 1 in 10 saying they suffered severe consequences that they are still trying to fix.
But as a group, the executives see a way to improve agility and seize new opportunities while protecting customers, employees, operations, and corporate images from costly infrastructure failures. The best solutions involve a blend of technology, project planning, and due diligence, the report stated. The executives added that these elements help organizations identify and resolve problems before crises occur.

Find out how others in the power and energy sector are adapting and developing new strategies to address the issues of ageing infrastructure. Compare your own experiences and strategies against those of your peers with Oracle’s interactive benchmarking test, take the test and receive a complimentary four-page personalized report’s a simple 5 minute test that gives you an instant graphical snapshot and recommendations on how to turn your organization’s ageing infrastructure issues into an opportunity.

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


Information and insights on EPPM trends and best practices.

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