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Primavera _ Mike Sicilia _ Orace Primavera vision and road ahead.pdf
Primavera _ Mike Sicilia _ Orace Primavera vision and road ahead.pdf
Primavera _ Mike Sicilia _ Orace Primavera vision and road ahead.pdf
Primavera _ Mike Sicilia _ Orace Primavera vision and road ahead.pdf
Primavera _ Mike Sicilia _ Orace Primavera vision and road ahead.pdf
Primavera _ Mike Sicilia _ Orace Primavera vision and road ahead.pdf
Primavera _ Mike Sicilia _ Orace Primavera vision and road ahead.pdf
Primavera _ Mike Sicilia _ Orace Primavera vision and road ahead.pdf
Primavera _ Mike Sicilia _ Orace Primavera vision and road ahead.pdf
Primavera _ Mike Sicilia _ Orace Primavera vision and road ahead.pdf
Primavera _ Mike Sicilia _ Orace Primavera vision and road ahead.pdf
Primavera _ Mike Sicilia _ Orace Primavera vision and road ahead.pdf
Primavera _ Mike Sicilia _ Orace Primavera vision and road ahead.pdf
Primavera _ Mike Sicilia _ Orace Primavera vision and road ahead.pdf
Primavera _ Mike Sicilia _ Orace Primavera vision and road ahead.pdf
Primavera _ Mike Sicilia _ Orace Primavera vision and road ahead.pdf
Primavera _ Mike Sicilia _ Orace Primavera vision and road ahead.pdf
Primavera _ Mike Sicilia _ Orace Primavera vision and road ahead.pdf
Primavera _ Mike Sicilia _ Orace Primavera vision and road ahead.pdf
Primavera _ Mike Sicilia _ Orace Primavera vision and road ahead.pdf
Primavera _ Mike Sicilia _ Orace Primavera vision and road ahead.pdf
Primavera _ Mike Sicilia _ Orace Primavera vision and road ahead.pdf
Primavera _ Mike Sicilia _ Orace Primavera vision and road ahead.pdf
Primavera _ Mike Sicilia _ Orace Primavera vision and road ahead.pdf
Primavera _ Mike Sicilia _ Orace Primavera vision and road ahead.pdf
Primavera _ Mike Sicilia _ Orace Primavera vision and road ahead.pdf
Primavera _ Mike Sicilia _ Orace Primavera vision and road ahead.pdf
Primavera _ Mike Sicilia _ Orace Primavera vision and road ahead.pdf
Primavera _ Mike Sicilia _ Orace Primavera vision and road ahead.pdf
Primavera _ Mike Sicilia _ Orace Primavera vision and road ahead.pdf
Primavera _ Mike Sicilia _ Orace Primavera vision and road ahead.pdf
Primavera _ Mike Sicilia _ Orace Primavera vision and road ahead.pdf
Primavera _ Mike Sicilia _ Orace Primavera vision and road ahead.pdf
Primavera _ Mike Sicilia _ Orace Primavera vision and road ahead.pdf
Primavera _ Mike Sicilia _ Orace Primavera vision and road ahead.pdf
Primavera _ Mike Sicilia _ Orace Primavera vision and road ahead.pdf
Primavera _ Mike Sicilia _ Orace Primavera vision and road ahead.pdf
Primavera _ Mike Sicilia _ Orace Primavera vision and road ahead.pdf
Primavera _ Mike Sicilia _ Orace Primavera vision and road ahead.pdf
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Primavera _ Mike Sicilia _ Orace Primavera vision and road ahead.pdf

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  • 1. <Insert Picture Here>Oracle Primavera Overview and RoadmapMike SiciliaSenior Vice President and GM, Oracle Primavera GBU
  • 2. Safe Harbor Statement The following is intended to outline our general product direction. It is intended for information purposes only, and may not be incorporated into any contract. It is not a commitment to deliver any material, code, or functionality, and should not be relied upon in making purchasing decision. The development, release, and timing of any features or functionality described for Oracle’s products remains at the sole discretion of Oracle.© 2010 Oracle Corporation 2 2
  • 3. Oracle Primavera Transformation Primavera as a Platform: Complete EPPM for the Extended Enterprise Enterprise Governance: Workflow and ERP Enterprise PPM Integrations ERP Integration Multi-Project Role based, Web based Multi-UserSingle Project Program Single User Management Scheduling Time 3
  • 4. Oracle Primavera Products Portfolio Management Enterprise investment portfolio management software. Data entry forms for business case/investment; pair-wise comparisons; idea through benefit realization – WHAT?P6 EPPM & P6 Professional Complete enterprise project portfolio management for prioritizing, planning, managing and executing projects, programs, resources and portfolios – WHEN? HOW? WHO? HOW MUCH? Contract Management Change and document management, job cost and project controls solution for managing engineering and construction projects – CHANGES? Risk Analysis Full lifecycle risk analytics solution integrating cost and schedule risk management; determines confidence levels for project success, contingency and risk response plans – HOW SURE? 4 4
  • 5. Oracle’s EPPM, Provides Complete, Global Visibility and Accountability Global, Real-time CoordinationStrategic Planning Program Mgmt Resources Human Capital Scope Align Time Report Plan Forecasting Cost Control PPM Analyze Execute What-if Finance Monitor Risk Mitigation Supply Chain Change Control Resources Profitability Visibility Governance and Accountability Deliver Projects On Time, Within Budget, As Intended 5
  • 6. <Insert Picture Here>A Changing Technology World
  • 7. Increasingly Rapid Rate of Change Technology Adoption •  Telephone: 45 years to reach 50% adoption, 75 years to reach 90% •  Colour TV: 13 years to reach 50% adoption, 25 years to reach 90% •  VCR: 5 years to reach 50% adoption, 25 years to reach 90% •  Mobile phone: 13 years to reach 50% adoption, 18 years to reach 90%New York Times, 12 Feb. 2008 7
  • 8. Growth of Social Networking – Information Explosion 8
  • 9. So why does project management resist change?1 Messy2 Reporting is impossible3 Hard to control4 Hard work to re-plan5 Hard enough to build one baseline6 Can’t measure performance 9
  • 10. But if change is good why do we resist it?1 Loss of authority2 Loss of control3 Creates more work for us4 Our tools don’t support change5 Can’t keep all the possibilities in mind6 Moving target is hard to hit 10
  • 11. We Need Better PPM Tools•  Tools that are built to handle collaboration•  Tools that treat change as inevitable and desirable•  Experienced people who can use the new tools well Platform Customer Results Processes People Partners 11
  • 12. A New Proposition: Two Heads are Better than One•  We can have tools that help us collaborate, not litigate•  We can have tools that help us consider possibilities•  We can have tools that triangulate schedule, cost and scope•  We can tolerate more input (like our kids do) 12
  • 13. Results of Project Management Systems andProcesses Embracing Change •  Better run projects •  Higher client satisfaction with the outcome •  Rapid response to changing circumstances •  Greater success •  Appreciation for project management for leading the future 13
  • 14. <Insert Picture Here>The Value of Project Management as an Enterprise-Wide Discipline
  • 15. Project Management Challenges
  • 16. Projects Drive the Business•  Projects are a primary business concern, especially in project/asset intensive industries•  Projects consume resources and costs•  Projects generate the revenue stream and profit margin for these businesses
  • 17. The Project “Problem” Too few projects finish on time and on budget 90% say project management is critical or Yet 49% only Only 6% say Only 20% use important to follow formal their projects Less than 50% standardized deliver project come in on time measure return project successful management and on budget on investment management projects and practices all of the time solutions remain competitive Source :Economist Intelligence Unit Survey© 2010 Oracle Corporation
  • 18. Economies of Scale•  When projects are managed as businesses unto themselves, it becomes very hard to create economies of scale•  Losses and inefficiencies incurred at the single project level compound across all projects•  More importantly any efficiency gains achieved at any project level are contained to only that project
  • 19. The Value of an Enterprise Approach
  • 20. The Enterprise ApproachAn enterprise approach to projects allows business to:•  Tackle those incremental losses that add up•  Capture economies of scale across projects to: –  Gain efficiencies and reduce costs –  Capture best practices –  Increase the bottom line for the business•  The value can be created for the project AND the business as a whole, since the economies of scale are reciprocal
  • 21. But what does this mean to the project?Given that each project is unique, how can this work for my projects?•  While the project deliverable may be unique, resources are frequently shared, and more importantly many processes across projects will be the same•  If we think of the project delivery process as the product of the project intensive business then we can begin capturing economies of scale
  • 22. Consistency and Standardisation•  Standardisation – of project structure, processes and codes (project and enterprise level) – are key to achieve full project and enterprise value•  Standardisation allows for meaningful comparison of metrics within and importantly across projects.•  In turn this ensures that a project has a clear understanding of its current status, and that the enterprise has an exact understanding of that project’s impact upon the business
  • 23. Transparency•  Maintaining transparency into project performance across the enterprise is essential to gauge impact on business, to support in project and executive decision making, and to avoid negative surprises•  An enterprise approach to project management must focus on providing the right information to the right people at the right time to achieve this value•  Transparency requires consistency and standardisation in project execution and reporting
  • 24. Visibility•  Making sure that all projects in the organisation are visible helps insure that they are managed properly•  Visibility makes it hard to hide poor performance•  Visibility makes apparent whether the selection of projects is tied to the strategy of the organisation
  • 25. Protection of Organisational Assets•  Project data is a key asset of the organisation•  Having it stored in one repository insures that is protected•  Having different version of a project scattered on laptops is risk to assets that organisations should not have to take
  • 26. Driving Business Value The business impact of Enterprise Project Portfolio Management Inefficiency Value•  Lack of Standards •  Strategic Alignment•  Unmitigated Risks •  Governance •  Poor •  Innovation Accountability •  Competitive Enterprise •  Inadequate Project Advantage Capacity Planning Portfolio •  Velocity, Agility •  Rework, Waste Management •  Repeatable Success •  Overruns •  Successful Projects•  No Best Practices •  Visibility •  Process •  One version of the Inefficiency “truth” •  High TCO
  • 27. Enabling an Enterprise Approach
  • 28. Moving Beyond the Insular PMO•  A PMO is necessary and vital to support an enterprise approach, but the work happens at the project level•  Enterprise project management needs to be applied at the project level•  The PMO consolidates, creates and standardises project management processes to meet project team needs, rolls out the process, and then iteratively reviews the process with the project teams
  • 29. Business Systems Integration•  Projects are business critical and it is important that the management of projects is closely tied to the management of the business•  Standardised project management processes must take into account both project and business requirements•  Integration of any project management platform to the core business systems is essential to achieve the full value of an enterprise project management approach
  • 30. Supporting an Enterprise Approach withTechnology•  When we consider the project delivery process as our product, it is easier to understand how technology can support us in attaining economies of scale•  To do so a technology solution for enterprise project management needs to be: –  Inclusive –  Functionally complete –  Interoperable –  Scalable –  Secure
  • 31. Oracle’s Enterprise Project Portfolio Management EPPM Integration Business Uses Construction Project Portfolio Management Financials Program Management Project Resource Business Management Management Intelligence Capital Asset Maintenance Building Information Software System Modeling / VDC Development & Deployment Global Project Repository Asset Mgmt Enterprise Change Investment Risk Supply Chain Portfolio Mgmt Management ManagementResource Productivity Product Project Collaboration Lifecycle Mgmt & Capacity Planning Product Design , Role-Based Views Human Capital Manufacturing, & Management Implementation All projects, all sizes Program Performance Management Management © 2011 Oracle Corporation
  • 32. Oracle Primavera Solution Footprint Business Intelligence / Analytics / P6 Reporting Database / Reporting Business Process Management Portfolio P6 Contract Management Project Management Management Budgeting / Planning Risk Management Evaluation and Selection Project Scheduling Portfolio Rationalization Resource Management Benefits Realization Risk Analysis Oracle Universal Content Management (or other content management system) User Productivity Kit ERP Integrations: E-Business Suite, PeopleSoft, JDE, Fusion, SAP Other Integrations (CRM, Contracts, GRC, Agile PLM, EAM) Administration and User Management
  • 33. Enhancing the Construction Process: Delivering All Projects On-Time “With Oracle’s Primavera P6 Enterprise Project Portfolio Management, we have the most accurate portfolio we have ever had, enabling us to demonstrate to our customers and shareholders the progress we are making to develop, install, and operate wind projects across the country.” Christina Bonda-Riva, Senior Project Scheduler Iberdrola Renewables BENEFITS •  Hit schedule goals on all 12 construction projects in the last two years—getting wind turbines up and running more quickly to produce green energy and maximize revenue generation •  Optimized turbine component delivery schedules, saving substantial amounts of fuel in transport and set up •  Reduced the time needed to pull pipeline reports from 2 weeks to 4 hours, also improved data accuracy for a 95% reduction in time33
  • 34. Optimizing Existing Assets: Streamlining Shutdowns and Standardizing Processes “From the initial quotes to awarding of contracts and beyond, we can track all elements of purchasing and payments, as well as the progress of the work itself.” Project Management Professional (PMP) Kuwait National Petroleum CompanyBENEFITS •  7% reduction in shutdown duration •  Savings of US$21 million per year, with US$3 million from manpower reduction •  Increased efficiency in procurement cycle; a reduction from 2 months to an average of 9 days •  Information flow is both fluid and bi-directional, so start and finish dates can be calculated based on resource availability
  • 35. Standardisation Across the Enterprise: Best practices & increased executive visibility “Oracle’s Primavera was able to give us the resources we needed for solid, streamlined management approach. We got out of the gate quickly and operated like a well-oiled machine—and our clients could see that we were using proven best practices along the way.” Chairman & CEO Hill InternationalBENEFITS •  40% time savings in responding to RFIs •  25% increase in planning productivity •  30% reduction in IT effort required to maintain data •  Increased competitive margin in bidding price and overall profitability
  • 36. Summary•  Projects are an enterprise concern <Insert Picture Here>•  Seek reciprocal economies of scale•  Consider the process your product•  Consistency, standardisation and transparency•  Capture efficiencies with Oracle technology
  • 37. Other Oracle Primavera SessionsWednesday 17th August 2011 <Insert Picture Here>•  09:00-9:45 Today & tomorrow: Whats new in Primavera and planned roadmap•  11:15-12:00 Overview of Primavera contract management for change management and contract conditions•  Wednesday 17th August 2011 Optimizing the Capital Asset Lifecycle Management Process
  • 38. San Francisco 2011 October 2–6, 2011Latin America 2011 December 6–8, 2011 Tokyo 2012 April 4–6, 2012

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