Monday Nov 11, 2013

EPPM Is a Must-Have Capability as Global Energy and Power Industries Eye US$38 Trillion in New Investments

“The process manufacturing industry is facing an unprecedented challenge: from now until 2035, cumulative worldwide investments of US$38 trillion will be required for drilling, power generation, and other energy projects,” Iain Graham, director of energy and process manufacturing for Oracle’s Primavera, said in a recent webcast. He adds that process manufacturing organizations such as oil and gas, utilities, and chemicals must manage this level of investment in an environment of constrained capital markets, erratic supply and demand, aging infrastructure, heightened regulations, and declining global skills. In the following interview, Graham explains how the right enterprise project portfolio management (EPPM) technology can help the industry meet these imperatives. Project Portfolio Management Solutions for Capital Projects

Q: Why is EPPM so important for today’s process manufacturers?
A: If the industry invests US$38 trillion without proper cost controls in place, a huge amount of resources will be put at risk, especially when it comes to cost overruns that may occur in large capital projects. Process manufacturing companies must not only control costs, but also monitor all the various contractors that will be involved in each project. If you’re not managing your own workers and all the interdependencies among the different contractors, then you’ve got problems.

Q: What else should process manufacturers look for?
A: It’s also important that an EPPM solution has the ability to manage more than just capital projects. For example, it’s best to manage maintenance and capital projects in the same system. Say you’re due to install a new transformer in a power station as part of a capital project, but routine maintenance in that area of the facility is scheduled for that morning. The lack of coordination could lead to unforeseen delays. There are also IT considerations that impact capital projects, such as adding servers and network cable for a control system in a power station. What organizations need is a true EPPM system that’s not just for capital projects, maintenance, or IT activities, but instead an enterprisewide solution that provides visibility into all types of projects.

Read the complete Q&A here and discover the practical framework for successfully managing this massive capital spending.

Wednesday Jul 31, 2013

Design. Connect. Build.

Mortenson Construction helps large project teams collaborate and share information—on and off the construction site.[Read More]

Friday Jul 19, 2013

Oracle’s New Magazine Targets Readers in Engineering and Construction

The premiere issue of Construction Connection, Oracle’s new digital magazine and microsite, published in partnership with Engineering News Record, for professionals for engineering and construction companies, is now available.
Read More[Read More]

Wednesday Jul 17, 2013

Q&A: Project Portfolio Management Can Help Financial Services Firms Succeed

For highly regulated financial services organizations, the project management office is playing a more crucial role in maintaining agility and strategic project planning. Mike Metcalf, director of services industry strategy for Oracle, says the right enterprise project portfolio management solutions can help financial services firms become better equipped to deal with regulatory challenges.
Read More[Read More]

Thursday May 09, 2013

Resource Management Maturity Model Benefits

 Wayne Caccamo, Sr Director, Product Marketing, Oracle

In a previous post we introduced the the Resource Management Maturity Model (RMMM) which is described in a white paper which you can download here. We defined the purpose of the RMMM as a tool that enables organizations to define and execute an effective resource management strategy. Here we describe four potential high-level benefits of adopting the RMMM as an Enterprise PPM (EPPM) best-practice tool.

1. Common Language

The RMMM provides resource managers, portfolio managers and business executives in project-intensive organizations with a framework and common language for communicating about resource management objectives, issues and outcomes. Terms like resource utilization and capacity, for example, mean different things to different stakeholders. For example, some people include or exclude non-project work in their working definitions of utilization. Total capacity may include vacation time and holidays. The RMMM doesn't prescribe the "right" terms to institutionalize and the "right" definition for those terms. But, it does raise awareness about the need to create a standardized language and the challenges associated with accomplishing this.

2. Roadmap

The RMMM deliver a roadmap and a guide for stakeholders that helps them characterize their current level of maturity and determine the optimal, aspirational level of maturity. In other words, it's hard to plot a course to where you want to go without firmly understanding where you stand.

3. Clarity

The RMMM attempts to expose clearly the implications and consequences of aspiring to or operating at a particular level of resource management maturity in areas like data gathering and reporting requirements, software technology selection, governance infrastructure, and resulting business benefits. Too many organizations charge off with a software technology strategy, for example, without understanding the process and governance implications or vice versa.

4. Software Selection

One fall out of the RMMM, as eluded to above, is that it can prepare stakeholders to make better assessments of PPM software options for resource management and choose the solution that is best suited to meet current and projected needs. Many PPM software applications are geared for environments which assume a very high-level of process sophistication and burden users with resource-related data input requirements. Other solutions operate at a higher-level only while still others can provide a growth path from a low-level of maturity to a very high level. The key is to find a solution that let's you bite off only what you can chew at any given point in your resource management maturation journey.

The Resource Management Maturity Sweet Spot

Wayne Caccamo, Sr Director, Product Marketing, Oracle

The Resource Management Maturity Model (RMMM) defines five levels of process maturity: 1: Work Visibility; 2: Controlled Assignment; 3: Governed Capacity; 4: Schedule-Driven Availability; 5: Granular Management. One of the principle tenets of the RMMM is that higher is not necessarily better when it comes to the maturity of your resource management process. In fact, for most organizations, the optimal level of maturity is Level 3: Governed Capacity.

We call this the resource management maturity sweet spot.

At Level 3, resources are managed at the "project" level rather than at a more granular level like project phase or task. In other words, resource management is essentially a top-down process as opposed to the next level of maturity where resource assignments are driven bottom-up from the project Work Breakdown Schedule (WBS) at either the project phase level (Level 4) or detailed project activity level (Level 5).

Managing resources at the "project" level of detail, provides most of the benefits organizations desire in terms of the ability to assign resources to the highest priority projects, manage capacity to meet existing and future demand, and track project and portfolio costs.

At the same time, it doesn't burden organizations with the additional process complexity associated with bottom-up resource management. The key business benefit of more granular resource management control -- the ability to accommodate incremental demand with existing resources in a highly time/schedule constrained environment -- may not be justified simply because of the potentially onerous information and supporting technology complexity and process maturity demands.

To illustrate exactly what you are signing up for when you go bottom up, consider this.  WBS-driven resource management puts the burden on project managers to accurately:

1. Maintain and update project phase dates
2. Assign individual resources to the relevant phases; and
3. Provide utilization requirements by phase. 

For a portfolio with 100 projects, with an average of 5 phases per project and 5 resources per phase, the required number of data values to be kept up to date by the PM is 100x5x5x3 or 7,500!

If the organization does not possess adequate process maturity, the dependent capacity planning and governance processes will be driven from a mass of unreliable underlying information. This is a big risk.

In sum, understand your resource information requirements carefully and make sure you can justify the incremental maturity level benefits with the additional process complexity and associated risks. 

Friday May 03, 2013

Oracle Instantis Complements and Expands EPPM Solutions

Late last year, Oracle announced its purchase of Instantis, a leading provider of cloud-based and on-premises project portfolio management solutions. Wayne Caccamo, a former Instantis executive and now part of Oracle’s Primavera team, discusses what the acquisition means for users of Oracle solutions for enterprise project portfolio management (EPPM).

Q: What new capabilities does the Instantis acquisition bring to Oracle’s already extensive portfolio of EPPM solutions?
A: Oracle’s Instantis EnterpriseTrack offers a number of complementary solutions and capabilities for the Oracle portfolio. At a high level, Instantis EnterpriseTrack brings top-down strategy execution and portfolio management capabilities to resource-constrained PPM environments. At the same time, Primavera P6 Enterprise Project Portfolio Management and Primavera Unifier provide robust bottom-up project-planning capabilities for schedule-constrained PPM use cases.

As such, Oracle’s Instantis product line has established market leadership in relatively lighter-weight project environments, such as IT; new product development; and process improvement. This, of course, complements Oracle’s traditional strengths in the capital planning, maintenance, and manufacturing environments that are prevalent in asset-intensive industries. This combination results in the most comprehensive single-vendor EPPM solution offering in the industry.

Q: Can current users of Primavera P6 and Oracle Fusion Applications integrate Oracle’s Instantis solutions into their existing platforms now?
A: Instantis EnterpriseTrack can integrate with Primavera P6, Oracle Fusion Applications, and other solutions through existing Web service APIs. More packaged integrations are on the product development roadmap. The vision is to move from the current, single-vendor EPPM solution to a single-platform EPPM solution by leveraging common cloud-service and Oracle components. At that point there will be a single, converged EPPM services layer for portfolio management, analytics, strategy alignment, and global resource and capacity management. However, there will continue to be a number of PPM-environment-specific configuration options to preserve cultural acceptability for each distinct user community in areas such as idea and demand management, project scheduling, financial modeling, and metrics tracking.

Q: What is the value of cloud computing to users of EPPM applications?
A: Often, cloud-based EPPM solutions are easier to deploy, use, administer, and afford. For example, deployment timeframes for Instantis EnterpriseTrack can be measured in days, not months. Oracle’s Instantis solutions are 100-percent Web based, which means they are easier to use since they are always on—anytime, anywhere—making it simple to support a remote and mobile workforce.

Q: Can EPPM users expect to see future upgrades and innovations to Oracle’s Instantis solutions?
A: Before being acquired by Oracle, Instantis built a 12-year track record of industry firsts and has been recognized by leading industry analysts as being innovative and visionary. With the additional resources being brought to bear under Oracle, it is expected that the rate of innovation will accelerate over time. Oracle is committed to continuous innovation in areas such as dashboards, reporting and analytics, user experience, and social/mobile PPM.

Read the full version of the EPPM Quarterly Newsletter here

Wednesday Oct 24, 2012

Webcast Series Part I: The Shifting of Healthcare’s Infrastructure Strategy – A lesson in how we got here

Register today for the first part of a three-part webcast series and discover the changing strategy of healthcare capital planning and construction. Learn how Project Portfolio Management solutions are the key to financial discipline, increased operation efficiency and risk mitigation in this changing environment.

Register here for the first webcast on

NEW DATE: Wednesday, November 7, 2012
10:00 a.m. PT/ 1:00 p.m. ET


In this engaging and informative Webcast, Garrett Harley, Sr. Industry Strategist, Oracle Primavera and Thomas Koulouris, Director, PricewaterhouseCoopers will explore:

  • Evolution of the healthcare delivery system
  • Drivers & challenges facing the current healthcare infrastructure
  • Importance of communication and integration between Providers and Contractors to their bottom lines

View the evite for more details.

Tuesday Sep 11, 2012

Webcor Builders Coordinates Construction Schedules and Mitigates Potential Delays More Efficiently with Integrated Project Management

With more than 40 years of commercial construction experience, Webcor Builders is a leading builder of distinguished, high-profile projects, including high-rise condominiums and hotels, laboratories, healthcare centers, and public works projects. Webcor is also known for its award-winning concrete, interior construction, historic restoration, and seismic renovation work. The company has completed more than 50 million square feet of projects to date.

Considering the variety and complexity of the construction projects Webcor undertakes, an integrated project management solution is critical to ensuring optimal efficiency and completing client projects on time and on budget. The company previously used a number of scheduling systems for its various building projects. These packages provided different levels of schedule detail and required schedulers, engineers, and other employees to learn multiple systems. From an IT cost and complexity perspective, the company had to manage multiple scheduling systems and pay for multiple sets of licenses.

The company looked to standardize on an enterprise project management system, and selected Oracle’s Primavera P6 Enterprise Project Portfolio Management. Webcor uses the solution’s advanced capabilities to schedule complex projects, analyze delays, model and propose multiple scenarios to demonstrate and mitigate delays and cost overruns, and process that information efficiently to deliver the scheduling precision that public and private projects require. In fact, the solution was instrumental in helping the company’s expansion into public sector projects during the recent economic downturn, and with Primavera P6 in place, it can deliver the precise schedule reporting required for large public projects.

With Primavera P6 in place, the company could deliver the precise scheduling and milestone reporting capabilities required for large public projects.

The solution is in managing the high-profile University of California – Berkeley Memorial Stadium project. Webcor was hired as construction manager and general contractor for the stadium renovation project, which is a fast-paced project located near the seismically active Hayward Fault Zone. Due to the University of California’s football schedule, meeting the Universities deadline for the coming season placed Webcor in a situation where risk awareness and early warnings of issues would be paramount. Webcor and the extended project team needed a solution that could instantly analyze alternate scenarios to mitigate potential delays; Primavera would deliver those answers.The team would also need to enable multiple stakeholders to use an internet-based platform to access the schedule from various locations, and model complicated sequencing requirements where swift decisions would be made to keep the project on track.

The schedule is an integral part of Webcor’s construction management process for the stadium project. Rather than providing the client with the industry-standard monthly update, Webcor updates the critical path method (CPM) schedule on a weekly basis. The project team also reviews the schedule and updates weekly to confirm that progress and forecasted performance are accurate.

Hired by the University for their ability to deliver in high risk environments The Webcor team was hit recently with a design supplement that could have added up to 70 days to the project. Using Oracle Primavera P6 the team sprung into action analyzing multiple “what if” scenarios to review mitigation means and methods.  Determined to make sure the Bears could take the field in the coming season the project team nearly eliminated the impact with their creative analysis in working the schedule. The total time from the issuance of the final design supplement to an agreed mitigation response was less than one week; leveraging the Oracle Primavera solution Webcor was able to deliver superior customer value

With the ability to efficiently manage projects and schedules, Webcor can ensure it completes its projects on time and on budget, as well as inform clients about what changes to plans will mean in terms of delays and additional costs.

Read the complete customer case study at : 

http://www.oracle.com/us/corporate/customers/customersearch/webcor-builders-1-primavera-ss-1639886.html


Friday Aug 10, 2012

Life Sciences Leader Covance Strengthens Its Portfolio Management Processes

Covance, one of the world’s largest and most comprehensive drug development services companies, recently implemented Oracle’s Primavera Portfolio Management to standardize IT project portfolio governance processes. “With Oracle’s Primavera Portfolio Management and our staged-gate methodology, we have transformed IT project portfolio management at Covance,” says Jason Davis, the company’s senior director of IT governance, portfolio management, and process excellence.
Read More

[Read More]

Friday Aug 03, 2012

Connecting with the Field: Mobile Apps Boost Collaboration

New mobile applications can create a platform that provides data access and efficient, repeatable business processes throughout project lifecycles. A new white paper from Oracle looks at the role of these mobile applications and how they’re improving communications not only between owners and contractors but also among all members of project teams.

Read More

[Read More]

Friday Jul 27, 2012

Fuel Your Bottom Line Through Successful Project Management

Effective project management is essential for the success of your business, so you need real-time visibility into each step of the project lifecycle. This is especially true in the oil and gas industry, where companies are struggling to maintain profitability in the face of growing costs, risks, and regulations.

That’s why leading global oil and gas companies rely on Oracle's Primavera enterprise project portfolio management (EPPM) solutions. Discover how you can use this solution to successfully plan, build, and manage your projects, as well as fuel your bottom line.


 Gain Insight

In the oil and gas industry, companies are struggling to deal with change in every sector and at every level.

  • When and where should you rebuild older infrastructures and incorporate new technologies to unlock upstream and downstream production?
  • How can you control the soaring costs of exploration, production, and even raw materials?
  • How can you effectively plan and execute projects to ensure competitive advantage now and in the future?
  • How can you attract and keep talented, skilled labor as the baby-boom generation heads into retirement?

To help find the answers, many industry leaders are standardizing their project planning and portfolio management activities with the help of EPPM solutions, such as those from Oracle.

Oracle’s Primavera solutions seamlessly integrate with your existing asset management and ERP systems to provide rich capabilities for unified enterprise reporting, real-time data exchange, and comprehensive risk analytics. This gives you the transparency you need to maximize operating efficiencies, reduce costs, and effectively cope with change. Learn more in this white paper.

Friday Jul 20, 2012

Project Portfolio Management Is Key to CEO Success

Chief executives in project-intensive industries are under especially high pressure to deliver complex, lengthy projects within predetermined schedules. Now a new white paper, In the Firing Line: The Impact of Project and Portfolio Performance on the CEO, looks at the direct link between the health of the portfolio and CEO performance. [Read More]

Sunday Jun 03, 2012

Projected Results

New demands—from executives and users alike—are transforming the role of project portfolio management in the enterprise.

“It comes back to a mantra: provide as many alternative user interfaces as possible, so you can give people the ability to work, to participate, to raise issues, to create projects, in the places where they live,” says Yasser Mahmud, Oracle’s vice president of product strategy and industry marketing.

[Read More]

Thursday May 03, 2012

Hill International Streamlines Forecasting, Improves Visibility into Project Productivity and Profitability

Hill International, with 3,200 employees in 110 offices worldwide, provides program, project, and construction management, as well as construction claims and consulting services. Engineering News-Record magazine recently ranked Hill as the eighth-largest construction management firm in the United States. In addition, Hill was a winner of Oracle’s 2011 Eco- Enterprise Awards.

Hill’s mission is to be the very best professional services firms in the world, helping its clients minimize the risks inherent in the construction process. Hill’s experience and expertise helps its clients deliver their projects on time, within budget, and with the highest quality possible.


As Hill manages numerous large construction projects, totaling US$2 to US$3 billion each year, the company needed to streamline business processes by implementing an integrated project management platform. It also needed to replace its Excel-based financial reporting system with a comprehensive tool that provides project-level detail and consolidates forecasts for multiple projects worldwide. The company implemented Oracle’s Primavera P6 Enterprise Project Portfolio Management, Primavera Contract Management, and Primavera Risk Analysis for a centralized, Web-based system that improved visibility into project status worldwide and streamlined project planning and scheduling, ultimately reducing planning cycle time by 66%. Hill also implemented Oracle Hyperion Financial Management to standardize financial reporting and forecasting processes and support decision-making. With Oracle, Hill gained visibility into the true productivity of each project and cut the financial reporting cycle time from two weeks to one. The company also used the data generated to support new construction project proposals and determine the profitability of potential projects.

A word from Hill International

  • “Oracle Hyperion and Primavera applications provide us with project delivery transparency, which allows us to replicate successful processes, market our success metrics to our clients, and win over contractors and subcontractors to a new way of collaborating and delivering projects.” – Shawn Pressley, Vice President of Project Management Systems, Hill International
To find out more information about this case study, please click here.
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