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

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.

Monday Aug 12, 2013

Live Webcast Series Part III: Parkland Hospital's Multi Initiative PPM Successes - Aug.28


The largest public construction project in America is Dallas County’s New Parkland Hospital and Campus. The project has redefined public health care with a LEED Silver facility that will provide more patient-centered care in a second to none healing environment. The changing nature of healthcare infrastructure required them to manage this program differently.

By implementing Oracle’s Primavera P6 Enterprise Project Portfolio Management, Parkland was able to:

  • Improve their ability to coordinate both internally and externally
  • Control costs, schedules, and documentation
  • Gain the transparency of compliance that providers need for asset lifecycle support

Shelly Sipes and Garrett Harley will discuss how Parkland Hospital resolved their challenges by implementing Oracle Primavera EPPM, and not only applied it to their needs around engineering and construction, but is now extending the Oracle Primavera platform to support a multi-initiative PPM across the business.


August 28, 2013 at 10:00 AM PDT
Register Here

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