Wednesday Jan 21, 2015

Is your company ready to successfully execute a business transformation?

Intelligent Utility – January 18, 2015

Author: Guy Barlow, Director of Industry Strategy, Oracle Primavera

For companies that don’t want merely to succeed in the utilities industry but to lead, continual business transformation is a must. It appears, however, that actually achieving this transformation is also one of their most vexing challenges. New research from Oracle Primavera and Forbes, “Making the Change: Planning, Executing and Measuring a Successful Business Transformation,” shows that while the ability to execute transformation is critical to remaining relevant, nearly half of the 534 executives surveyed---from a number of different industries, including utilities---say their organization is only somewhat or not at all ready to successfully execute a business transformation today.

Continual business transformation is crucial for companies to stay ahead of emerging players and maintain a competitive edge. From bringing new offerings to market to embarking on major capital expenditures, business transformation can take countless forms. Many utility companies, however, are struggling with their transformation efforts. Despite strong agreement that business transformation is fundamental to success, 48% of total executives surveyed say their organization is only somewhat or not at all prepared to successfully execute a business transformation today.

Beyond the preparation, it’s the execution of the business transformation initiatives and projects that make or break its success. The most often cited cause for failure in the rollout of a business transformation initiative is inefficient execution (41%), followed by resource and budget constraints (35%). Additionally, top reasons for successful initiatives include support from leadership (51%) and strong, competent execution (48%).

When it comes to tools needed to ensure successful business transformation, respondents from utility companies say that having a summary of all costs associated with transformation initiatives is the single most critical capability (55%). More than half of utility industry respondents (55%) cite inefficient execution as the top reason for transformation failure while noting that the top reason for transformation success is support from leadership (48%). And, those who have successfully implemented transformation initiatives in the last three years say that business transformation met their expectations (47%).

Transformational change in utilities is needed. Given, among other factors, the volatility of commodity pricing, heightened regulatory scrutiny and diminishing talent, boards and executives realize the need for a step-change in their business. And it often depends on the successful planning and execution of strategic initiatives – that is, projects. (…)

Read the complete article here.

Monday Jun 24, 2013

Uralelektrostroy Improves Turnaround Times for Engineering and Construction Projects by Approximately 50% with Better Project Data Management

LLC Uralelektrostroy was established in 1998, to meet the growing demand for reliable energy supply, which included the deployment and operation of a modern power grid system for Russia’s booming economy and industrial sector. To rise to the challenge, the country required a company with a strong reputation and the ability to strategically operate energy production and distribution facilities. As a renowned energy expert, Uralelektrostroy successfully embarked on the mission—focusing on the design, construction, and operation of power grids, transmission lines, and generation facilities. Today, Uralelektrostroy leads the Russian utilities industry with operations across the country, particularly in the Ural, Western Siberia, and Moscow regions.


  • Track work progress through all engineering project development stages with ease—from planning and start-up operations, to onsite construction and quality assurance—to enhance visibility into complex projects, such as power grid and power-transmission-line construction

  • Implement and execute engineering projects faster—for example, designing and building power generation and distribution facilities—by better monitoring numerous local subcontractors

  • Improve alignment of project schedules with project owners’ requirements—awarding federal and regional authorities—to avoid incurring fines for missing deadlines


  • Used Oracle’s Primavera P6 Enterprise Project Portfolio Management 8.1 to streamline communication with customers and subcontractors through better data management and harmonized reporting, reducing construction project implementation and turnaround times by approximately 50%, on average

  • Enabled fast generation of work-in-progress reports that track project schedules, budgets, materials, and staffing—from approval and material procurement, to construction and delivery

  • Reduced the number of construction sites by nearly 30% (from 35 to 25) by identifying unprofitable sites—streamlining operations at the company’s construction site network and increasing profitability

  • Improved project visibility by enabling managers to efficiently track project status, ensuring on-time reporting and punctual project deliveries to federal customers to reduce delay penalties to zero

“Oracle’s Primavera P6 Enterprise Project Portfolio Management 8.1 drastically changed the way we run our business. We’ve reduced the number of redundant assets, streamlined project implementation and execution, and improved collaboration with our customers and contractors. Overall, the Oracle deployment helped to increase our profitability.” – Roman Aleksandrovich Naumenko, Head of Information Technology, LLC Uralelektrostroy

Read the complete customer snapshot here.


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