Tuesday Nov 24, 2015

The Benefits of Moving from Primavera on-Premise to the Cloud

To stay ahead in today’s competitive landscape, business units demand access to innovation. They want it fast, and they want it now. But increasingly, IT groups can’t keep up with rapid advancements in technology. In fact, the No. 1 problem facing IT departments today is nonstop demand, according to research firm Gartner. Demand for more capabilities, faster connection to the Internet, more computing capability, storage, networking and human resources is increasing at a rapid rate, with no let-up in sight.

Businesses that want a competitive edge today are moving to the cloud to keep pace with innovation. Right now, more than 360,000 projects are being managed in Oracle’s Primavera cloud, representing $250 billion in project budgets managed each year.

These companies know that moving software to the cloud can bridge the growing gap between current software and the newest versions while raising the bar on performance. Overloaded IT personnel have the help of trained professionals and can focus on keeping the business satisfied. Updates are regularly scheduled, all the newest capabilities are available and handled by the service provider, and security is ensured as partners and contractors access systems to collaborate on projects.

Cloud computing yields substantial economies of scale and skill, while lowering costs, according to The Hurwitz Group. The total cost of ownership of running software in the cloud can be 77% less than on-premise, according to the Yankee Group.

Still not convinced? Oracle’s Primavera P6 Enterprise Project Portfolio Management Cloud Service offers even more benefits to moving to a SaaS model.

A Platform for Business Agility

Cloud services allow companies to take advantage of world-class infrastructure and a much more robust IT environment than what most currently have in house.

The cloud infrastructure supports high speed, load balanced environments, which means companies can quickly scale up or scale down without over- or under-utilizing their investment spend on servers. It also guarantees system availability of more than 99%.

Primavera spends over a million hours of development effort every year to quickly bring new capabilities to users. Of course, it would be nearly impossible to consume all those updates in house while tackling other IT responsibilities. With cloud services, you can upgrade seamlessly to make sure you’re always on the latest version and can take advantage of new capabilities.

Primavera schedules two releases every year for its flagship Primavera P6 EPPM suite -- in the fall and spring – so you can plan on innovative functional enhancements being introduced at a regular cadence. If you’re in the middle of a project or a critical issue and want to hold off, Primavera’s cloud team can schedule the upgrade to match your schedule.

Enhanced Support and Best Practices

Cloud services take a lot of pressure off IT departments when it comes to break-fixes, uptime and best practices. In the cloud, Oracle is responsible for your success. Subscription models replace upfront license fees, so Oracle’s entire business model of recurring revenue is dependent upon customers’ satisfaction and usage. They’ll work hard to make sure you stay.

Companies can also keep up with best practices by taking advantage of the cloud’s staging environment. Here they can test new software before moving it into production.

Taking the Plunge

Moving to the cloud may seem daunting, but Primavera’s team of professionals can do most of the work for you.

Scalability – When you’ve decided on Primavera P6 EPPM as a service, a team of Primavera’s most seasoned developers is the first to start work. The team’s highly skilled pros are responsible for sizing and configuration options to ensure you’re going to get the optimal solution.

Security – There’s always some nervousness when thinking of moving corporate data to the cloud. The Primavera cloud uses a single tenant model. That means only a single instance of a software application and supporting infrastructure serves one customer. They set up an environment that is solely used for you.

Security extends to third-party interactions, even using mobile devices. Projects almost always involve stakeholders outside the company, and information is constantly imported and exported into systems. With cloud services, you don’t have to worry about giving access to third parties into your network. In the cloud, project leaders can confidently roll out mobile solutions and give third parties access to networks because Oracle is managing the security.

Cost – When considering a move to the cloud, companies often compare only the costs of a cloud subscription fee with the cost of on-premise software, but there are other costs to consider. When calculating costs, think about annual maintenance costs of on-premise software, yearly costs for maintenance on databases and middleware, hardware and networking costs, and floor space for hosting servers.

The Primavera P6 EPPM Cloud Solution

Primavera P6 Enterprise Project Portfolio Management Cloud Service includes Primavera P6 Professional - the desktop client, Primavera P6 Web Interfaces for project and resource management, Primavera P6 Team Member -- the solutions that lets staff enter status updates via mobile devices from the field, Oracle BI Publisher -- the reporting engine embedded in the Web, and Web Services.

Also enabled with Primavera P6 Cloud Service are Oracle BPM for workflow requirements, and Oracle’s AutoVue for in-depth collaboration with technical and business documents without the need for CAD tools.

Companies can also add on Primavera Analytics for deep reporting. Cloud functionality with this solution is identical to on-premise functionality, with no difference in the interface.


Today’s business pressures have IT departments overwhelmed and make it tough to keep up with software upgrades. Updating requires time, purchases, resources and money that many IT departments don’t have. Some have even settled into the status quo and have postponed upgrades to avoid disruptions or maybe even failures.

As the years go by, that gap widens between older versions and the newest software features – making updates even more elusive – at least until something major breaks, and you can’t avoid the problem any longer.

Moving to the cloud can solve these problems. Leading companies already know that moving Primavera P6 to the cloud gives them access to Oracle’s world-class infrastructure, guarantees timely updates, provides all of the features of Primavera P6, frees up IT staff and saves money.

Don’t fall into the upgrade void. Bridge the gap by moving to the cloud.

Friday Nov 13, 2015

Join us for Primavera Day, coming in your area

Join Oracle for this exclusive customer briefing and learn all about Primavera’s latest solutions directly from Oracle’s executive team.

Primavera provides organizations of all sizes, across industries and regions with a global business foundation that reduces costs and increases productivity through a portfolio of rapid value, integrated and industry-focused solutions available on premise and in the Cloud.

Attend this event and get the information you need to actively evaluate plans for moving to the latest release, leverage the power of the Cloud and mobile applications, — and find out how  Primavera Cloud can further improve your business. 

 Find out more at   http://bit.ly/PrimaveraCloudDay

Thursday Oct 22, 2015

Swinerton Elevates Project Controls and Collaboration with Primavera Cloud

By: Yasser Mahmud, vice president industry strategy and business development, Primavera Global Business Unit, Oracle

Swinerton Builders, a construction and construction management services company operating throughout the Western United States, has been building excellence for more than 125 years. That is no small feat in the engineering and construction sector, where volatility is the norm and competition is consistently fierce.

Innovation has been fundamental to the company’s success, whether through its 100 percent employee-ownership model, focus on green building initiatives (which have garnered numerous awards), or the creation of its Center for Excellence in Project Delivery, designed to help the company adopt advanced construction technology even faster.

Most recently, Swinterton embraced innovation in the form of the cloud and Oracle’s Primavera enterprise project portfolio management (EPPM) platform to bring project controls, collaboration, and client satisfaction to a whole new level. Mike Murphy, corporate manager of project controls, Swinerton Builders, recently shared the company’s cloud journey in an exclusive webcast. There is a lot of talk about cloud and project portfolio management, and I think Swinerton’s story offers some valuable information and lessons that can help break through the noise.

So why cloud for EPPM? Based on its experience with Oracle’s Primavera P6 Enterprise Project Portfolio Management Cloud Service, here are Swinerton’s top five reasons:

  1. Extend collaboration and project controls across the business. A single repository for all project-related data provides stakeholders with access to real-time data, supports continuous improvement and best-practices adoption across the company, and eliminates cumbersome, paper-based spreadsheets. It also enables them to establish enterprisewide standards. The company now has a complete and accurate picture of project performance and supports consistency across the firm using standards, which include codes and templates.
  2. Gain new visibility into and control over critical projects. Key stakeholders—including project owners—can instantly check the progress of active projects, accessing up-to-the-minute information from their mobile devices as well as PCs and laptops. In addition, Swinerton executives can view critical data for all construction projects in progress across all divisions from a single screen, providing unprecedented insight.
  3. Scale up system users quickly and cost-effectively to match construction sector growth and project demand. The group can add users in minutes, with the confidence that the process is managed by a world-class IT support organization, while avoiding additional on-premises hardware investment. The flexible, cost-effective model also enables Swinerton to roll out the solution to more stakeholders, such as partners and project owners, which widens visibility and collaboration while accelerating decision-making.
  4. EPPM innovation. Right now. Swinerton gets instant access to the latest functionality, empowering users with the most up-to-date capabilities.
  5. Get out of the IT business, and put the focus back on what Swinerton does best—engineering and construction. The cloud solution alleviates strain on IT as it reduces the need to coordinate support for the application with the technology that sits below it.

To learn more about Swinerton Builders’ move to Primavera cloud, check out the full webcast with Mike Murphy and Garrett Harley, director, engineering and construction strategy, Oracle Primavera. And if you haven’t already, be sure to register for a Primavera Day event in your area and get additional information about Primavera cloud, including Primavera P6 Cloud, Primavera Unifier Cloud and more.

Sunday Feb 08, 2015

Managing Change on E&C Projects

Written by Krista Lambert, Director Engineering & Construction Strategy, Oracle

 As the saying goes: change happens. But the recent report from the Economist Intelligence Unit (EIU), Building in Change: Project Construction in Asset-Intensive Industries revealed that for engineering and construction projects, change is not only inevitable, it creates its own set of challenges. According to the report:

  • More than 60% of survey respondents blame unexpected change for at least one-half of all project overruns
  • 55% of the executives surveyed consider their companies as average or below at anticipating change

Clearly, both owners and E&C firms feel that they could vastly improve their ability to manage change. An enterprise-wide project management system not only provides greater visibility and insight into changes, but also improves communication across organizational boundaries, so you can quickly adapt to disruptions in labor, materials, and costs. To find out more, read the article Critical Components to Effective Project Execution in the latest issue of Construction Connection.

Wednesday Feb 04, 2015

Visualization and the Digital Project

written By Garrett Harley, Director, Engineering & Construction Strategy, Oracle

5D virtual construction will transform the construction industry

 Redesign should take place on the computer, not on the construction site.

 5D virtual construction modeling, or 5D BIM (short for building information modeling) enables the various participants of a construction project—from designers and contractors to owners—to visualize and display the entire construction progress sequentially over time, factoring in a critical component: actual and forecasted costs. It has the potential to vastly transform the delivery of projects large and small.

 Here’s how BIM technology has progressed through the years:

3D: Three-dimensional design modeling that enables project visualizations, walkthroughs, clash detection, and item scheduling

4D: 3D modeling plus time, linking the project schedules: resources, tasks, etc.

5D: 4D plus cost, integrating design with estimating, scheduling, and costing

 Leveraging the data available in the 3D BIM model, 5D BIM optimizes construction project management, enabling project team members to visualize the progression of construction activities and the associated costs. Beyond the ability to maximize physical and constructability constraints, 5D virtual construction gives companies the ability to better manage budgets and forecasted expenditures. Understanding construction sequencing can help prevent problems related to constructability and optimize cash flow within the framework of construction sequencing.

 In today’s environment, many E&C companies and some owners have begun to adapt and adopt 5D into their work processes. Recent surveys predict that 100 percent of owners and 80 percent of contractors will use BIM in some way in 2014.

 Currently, there is no standard definition of BIM and many partial or incomplete solutions. Dual standards have been developed by different organizations such as the Industry Foundation Classes (IFC) by the buildingSMART allianceTM and ISO 15926. The number of developers in the BIM space has also grown creating integration issues.

For visualization to drive projects from concept to completion and into operations and maintenance, developers must extend current BIM capabilities. Users need mapping and display capabilities between the embedded construction schedule and the 3D model. They need easy, effective ways to verify clearances, identify design incompatibilities, and detect clash or collision points.

 All construction contractors are currently investing in standalone, specialized niche technology, so now is the time to bring those niche technologies together in an interoperable environment.

 For more information on BIM, read the whitepaper: “Leverage 4D Building Information Modeling (BIM) to Help Meet the Challenges of Infrastructure Growth”

Wednesday Oct 16, 2013

RWE IT Updates Project Schedules with 10,000 Activities in Less Than One Minute

RWE IT GmbH is the internal IT service provider for the RWE Group, by revenue the second-largest German utility company, which supplies electricity to more than 20 million Project Portfolio Management software for Utilitiesconsumers and gas to more than 10 million consumers, mainly in Europe. Through technological expertise and extensive knowledge of business and processes, RWE IT helps RWE Group companies meet their challenges. The company’s competencies, aligned toward the processes of RWE Group’s value-creation chain, include the rollout of standardized systems for acquisitions, new business segments, and regions; flexible integration or expansion for acquisitions, new business segments, and regions; and optimized use and expansion of the group’s IT infrastructure.


  • Enable three group companies—RWE Technology, RWE Power, and RWE Innogy—to efficiently manage multiple power construction projects at the same time and optimize resource use across those projects.
  • Provide schedulers with the ability to effectively open and modify projects with thousands of activities—to ensure on-time and on-budget delivery of major capital projects

Read full list of challenges here


  • Deployed Oracle’s Primavera P6 Enterprise Project Portfolio Management to optimize project scheduling for power station construction while reducing costs for project management and operations.
  • Enabled 80 internal and external schedulers to leverage information from a dozen databases, including country-specific and test databases, and perform multiproject management—including opening and comparing projects with thousands of activities—to drive more cost-effective and on-time projects
  • Enabled RWE Technology, RWE Power, and RWE Innogy to ensure construction quality and better meet project deadlines with optimized power station construction planning and monitoring.

Read full list of solutions here

Why Oracle

Oracle’s Primavera P6 Enterprise Project Portfolio Management is the only project management software capable of handling tens of thousands of simultaneous activities in multiple projects without using excessive computing time. It offers complete security and has the industry’s most advanced scheduling functionality. With the next Primavera release, we anticipate the introduction of advanced scheduling features, such as taking meteorological information into account when planning construction activities,” said Carsten Jung, applications corporate solutions, RWE IT GmbH.

Tuesday Oct 08, 2013

Explore the Fundamental Connections Between Stock Value and Project Management

Senior executives are today more accountable, even vulnerable, than ever before to poor share price performance. There are numerous reasons for this, but the increasing negative impact for organizations means that senior executives need to take a more active role in making the right decisions throughout business operations. According to research conducted by the global consulting firm Booz & Co.1, over the last decade the average tenure of a global chief executive has dropped from 8.1 years to 6.3 years. This analysis of the world’s top 2,500 publicly listed companies found that executive turnover had increased from around 12% in 2000 to 14.3% in 2009, with more than a third (36.7%) of departures in 2009 being dismissals rather than part of a planned succession. project and portfolio management on share price and stock value

For project-intensive organizations, there is even more intense pressure on executives to deliver forecasted returns on investment (ROI). With the current economic climate, shrinking margins and increased global competition, the impact of huge capital investment projects extending beyond their scope and budget carries significant consequences. This places even greater emphasis on capital planning, a core business process that remains fraught with difficulties. In a survey conducted by the Economist Intelligence Unit in October 20102, only 11% of companies could claim they delivered expected ROI on major capital projects 90-100% of the time, and 12% reported planned ROI delivery less than half the time. These results highlight that organizations – irrespective of industry sector – are still struggling to manage risks, accurately predict levels of ROI and consistently deliver bottom line growth from their major capital investments. Bad investment decisions can lead to huge financial losses, which serves to place the spotlight firmly on the capital planning process. It also places greater emphasis on executive decision-making capabilities to determine which potential investments deliver the greatest value and reliability, as well as providing the financial stability to attract funding.

The danger of poor evaluation can quickly lead to a significant reduction in the value of the organization’s overall portfolio and compromise long range capital planning goals. From here, it is a short journey to poor share price performance.

Click here and read this full complimentary paper that looks at the intrinsic connection between long-term capital investment and short-term market performance, and how this can in turn affect the profit outlook for project-intensive organizations. Discover existing research undertaken in this area, and highlight case examples where project management performance has impacted – whether positive or negative – the stock price and, in turn, the overall image of both the company and those in the C-suite of these organizations.

Read here and share with your colleagues.

1Favaro, Ken et al, CEO Succession 2010: The Four types of CEOs. Issue 63 2011. Booz & Co

2“Prepare for the unexpected: investment planning in asset-intensive industries,” Economist Intelligence Unit, January 2011

Thursday Sep 05, 2013

Transform your business with Oracle Primavera

If you use Oracle’s Primavera solutions, and you're attending Oracle OpenWorld, then the Primavera sessions are for you. Featuring 18 sessions, hands-on labs, demos, meet the experts and exhibits. The sessions are designed for you to gain valuable information on how to drive innovation, enhance operations or manage finance & risk, and effectively use our solutions to support both short and long-term growth through better formulation, alignment and execution of corporate initiatives and projects.

Add these ten essential sessions to your schedule:

  • What’s New and the Planned Roadmap: Primavera P6, Primavera P6 Analytics, and Primavera Gateway
  • Improving Productivity Throughout the Capital Asset Lifecycle
  • What’s New and the Planned Roadmap: Primavera Unifier and Instantis EnterpriseTrack
  • Instantis EnterpriseTrack Cloud Service for IT and Enterprise Project Portfolio Management
  • Primavera PPM Solutions for Manufacturing Projects
  • Leveraging Oracle’s Primavera Across the Enterprise at Pacific Gas & Electric
  • New Product Update: Maximize the Effectiveness of Your Scheduling Process
  • Primavera PPM Solutions for Maintenance Projects
  • Primavera PPM Solutions for Capital Projects
  • Qualcomm Streamlines Its Design and Manufacturing Process with AutoVue/Agile Products

In practical self-paced learning sessions covering everything from Oracle’s Primavera P6 solutions to Primavera Portfolio Management, Primavera Capital Planning and Instantis Enterprise Track and Unifier, you’ll discover new ways to derive maximum benefits from your Oracle software.

(Seven labs to choose from - see Focus on Oracle Primavera for more information)

Download the Focus On Oracle Primavera guide (pdf) and stay connected via Twitter.com/@OracleEPPM, LinkedIn, and Facebook/OraclePrimavera.

Tuesday Sep 03, 2013

Accelerating Speed to Market in the Highly Competitive Automotive Industry

In the auto industry, introducing new products to market can cost up to $1 billion depending on the product’s complexity. Getting these products to market on time is crucial in order to realize ROI during the full lifecycle of the product. Without a timely launch, OEMs aren’t only affected, but suppliers, dealer sales & services and aftermarket ecosystems lose out, as well.

Earlier this year, we saw new product launches that struggled and experienced recalls, with the potential loss of thousands of units in sales and corresponding loss of market share and customer confidence -- something that in this competitive environment is hard to win back. Studies also suggest that for every day an automotive launch was late, an OEM missed out on a million dollars in sales.2 One OEM believed that after being three months late on a major launch – it had lost 60% of the lifecycle profit.

Why does production fall behind?

Getting these products to market on time is crucial in order to realize ROI during the full lifecycle of the product.

Read the complete whitepaper here to learn how an Enterprise Project Portfolio Management solution can help in accelerating the launch of new automotive products to achieve full lifecycle return on investment.

Thursday Aug 29, 2013

Top Strategic Drivers to Success in an Unpredictable, Changing World

Whether they are in the power or process industry, owners, operators, and their E&C partners face extraordinary demands in the next 20 years. The International Energy Agency (IEA) 2012 World Market Report estimates that a cumulative investment of US$37 trillion is needed in the world’s energy supply system by 2035.1 Of that investment, US$19 trillion will need to go to oil and gas facilities and infrastructure and US$17 trillion to meet generation, transmission, and distribution needs with the remaining targeted at other energy solutions.

The $19 trillion in oil and gas investments is expected to span the globe from U.S. shale and Canadian oil sands to Iraq’s new oil fields and Brazil’s deepwater drilling. IEA also points out that the current energy renaissance in the U.S. will have significant implications for energy markets and trade. By 2030, the U.S. should be self-sufficient in net energy needs and a net oil exporter because of its increased production of oil, shale gas, and bioenergy as well as improved fuel transport efficiency. As a consequence of the U.S. shift, international oil owners will place more emphasis on Asian markets and strategic links to the Middle East. Utilities face unprecedented pressures, as well, given IEA’s estimating $17 trillion investment in power infrastructure. Global electricity demand is expected to increase over 70% by 2035, according to IEA, with over half that demand from China and India. As well, electric utilities in the U.S. are expected to invest at least $51.1 billion in transmission projects through 2023.2 The Edison Electric Institute (EEI) estimates that more than three-quarters of the $51.1 billion will be used to support the integration of renewable resources in an effort to meet growing demand, relieve congestion, improve reliability, and support new generation sources to power grids.

Whether owner, developer, utility, or E&C company, success in the current and emerging environment will most certainly depend on an organization’s cost control, operational efficiency, and risk mitigation—read the full article in Engineering News Record’s (ENR) 2nd edition of the Construction Connection digital magazine to discover why.

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


Information and insights on project portfolio trends and best practices, including cloud project management.

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