Friday Sep 13, 2013

Top Challenges, Implications, and Strategic Solutions for Energy and Utility Companies

The International Energy Agency (IEA) forecasts roughly a $38T capital outlay over the next 15 years for the energy sector. Global energy and utility demand isTop Challenges, Implications, and Strategic Solutions for Energy and Utility Companiesexpected to increase by over one-third in the period to 2035, while the primary energy supply mix shifts considerably to natural gas and unconventional sources. The ability for global power and process owners, operators, contractors, and E&C companies to meet demand will largely depend on their ability to overcome five pain points: a constrained capital market, erratic supply and demand, aging infrastructure, a heightened regulatory environment, and declining global skills.

Iain Graham, director of Process Manufacturing Strategy, Oracle Primavera, hosts a Webcast available On-Demand that spotlights three strategic drivers—operational excellence, financial discipline, and risk mitigation—which are key in driving success and helping to identify, select, execute, operate, and maintain assets in an increasingly complex world. During the Webcast, Iain discusses how financial discipline can help manage capital expenses and focus capital on areas that drive greater shareholder value. Through examples that Iain provides, you can learn how operational excellence enhances efficiency, optimizes resource pools, and reduces waste and inefficiencies. He also covers how improved awareness of cash flow and capital expenditures can help any power and process company better manage and react to uncertainty.

Read the full edition of Engineering News Record’s 2nd edition of Construction Connection to discover more successes and stories in the current and emerging environment in the engineering and construction industry. 

Visit the microsite to read highlight articles from the digital magazine.

Monday Sep 09, 2013

Why Government Agencies Need to Prove Value by Producing Incremental Value

For years, government agencies have undertaken ambitious, multi-year projects often without a step-by-step project plan or documented ROI. This inevitably led to waste, a frustrated Congress, and a confused public. Now, government agencies must show their programs will achieve value from the very first stage of development.

By shelving expensive, multi-year IT programs for smaller projects that can show incremental value, agencies can prove to Congress real ROI. This makes it more likely that the agencies will receive continued funding and the projects can continue. Another benefit is that by breaking large projects into smaller ones, agencies can ensure that each phase works properly and will deliver the expected ROI before advancing to the next phase. If progress is not delivered, that project can be canceled or put on hold, without much lost. As Tom Davis, Director of Federal Government Affairs for Deloitte & Touche LLP notes, "significant amounts of government funding have gone to waste due to agencies trying to tackle too much at once." While this thinking is not necessarily new, the current fiscal environment has convinced many that "agile" is the right approach to successful programs. 

"Flat is the new up" may not be an ideal situation, but it is the one government agencies have come to know. To adjust, they will need to become more innovative in the way they extract efficiencies and cost savings out of their operations. Moreover, they will need to prove, every step of the way, that their programs are valuable. In a time of constrained budgets, failing to do so may result in reduced funding.    

Oracle's Primavera provides enterprise investment management technology that allows government agencies to propose, plan, and control investments that present the greatest value to both the agencies and the public they serve. With Primavera enterprise project portfolio management solutions, national and local governments can effectively manage time, costs, resources, contracts, and changes to all types of projects or programs—including management of IT investments, grants, military systems, capital facility projects, maintenance and improvement programs, and more. Learn more here

Tuesday Aug 06, 2013

Why Government Agencies Need to Prove Value

By: Amy DeWolf

From the fiscal cliff to the current sequester, government agencies are operating in a period of fiscal uncertainly. At best agencies will have flat year-on-year budgets, barely keeping up with the rate of inflation. At worst agencies will face deep budget cuts. While many agencies are already reducing waste, cutting back on training, and increasing efficiencies, this new environment of constrained budgets and stricter congressional oversight will require agencies to provide real proof of ROI.

In a new Economist Intelligence Unit research report, Proving value in an age of austerity: A new normal for US government programmes, they discuss three steps federal  agencies need to accomplish to prove value and accommodate this new environment:

  • Demonstrating Value
  • Doing more with Less
  • Producing Incremental Value

Read the full article here

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