Enterprise Project Portfolio Management Value, Visibility ...
Upcoming SlideShare
Loading in...5
×
 

Enterprise Project Portfolio Management Value, Visibility ...

on

  • 2,384 views

 

Statistics

Views

Total Views
2,384
Views on SlideShare
2,382
Embed Views
2

Actions

Likes
4
Downloads
179
Comments
0

1 Embed 2

http://www.slideshare.net 2

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment
  • Hello and welcome to the Oracle Primavera Project Portfolio Management webinar. Today, we hope you will have an opportunity to get a complete understanding of the Primavera Project Portfolio Management solution Our objective is to show that you can achieve maximum value in the projects you are planning, visibility into their performance, the agility to respond to changing marketing conditions and provide accountability so that you can deliver on commitments and measure your success. Key Points Provide governance across the enterprise to deliver the right projects and programmes Advance warning and analysis to reduce risk and eliminate project failure. Respond quickly to economic climate, changing market conditions, and customer requirements. Deliver on commitments: what gets measured, what gets done.
  • 06/02/10 With the acquisition of Primavera in 2008 Oracle is now the Global Leader in Project Portfolio Management solutions. We feel that we are offering the only complete Project Controls solution from a single vendor Analysts Like Gartner, Butler and Forester all now put Oracle as a Product Leader, and we now have the largest market share of any solution. Oracles objective of being the leader in the key industry markets they operate in means that the has been an increase in the investments made in the product to make sure we are constantly innovating and our customer are getting value from the investment they make.
  • Key Points While project management helped organizations it did not have all the answers. Things could be done better but this did not solve some of the other key issues. Ask anyone involved with Wembley or the Scottish Parliament on the financial impact and effect on Reputation Also when projects run in isolation it is difficult to see the conflicts One example is where one team were about to start an multi million pound refit of a large building and another team were planning to knock it down Other common questions like… Why are we doing this or biding this in the first place How can we see performance of all our projects Are we duplicating effort How do our project align to our strategy … These can not be answered by project management alone In the 1990s when organizations began implementing project management processes, they were promised better results with on-time delivery and projects that delivered tangible results. And while organizations did realize some improvements in project delivery, especially with critical projects, there still were problems. . This was especially true for large multinational companies that have multiple lines of businesses and division as often business unit managers manage project in complete autonomy. The result: Conflicting priorities of LOB and DIV Lack of business alignment to corporate strategy No visibility into strategy and the investments and projects required to meet objectives No visibility into the work that was planned and how well they were performing And consequently redundant projects leading to wasted time, money and resources.
  • One of the other major issues people face is not having all the data integrated in one place. Having fragmented process with manual handoffs can often lead to inconsistent data which leads to discussion around whose data is correct rather than what decisions are we going to make One organization commented that the implementation of a superficial reporting tool over the top of all this just gave him the wrong answers quicker. To further complicate the problem, within each division or LOB the processes we are often not consistent, which leads to: Greater Fragmentation of the information, which leads to: No accountability, which leads to: Duplication of effort, which leads to: Slow reaction High costs       
  • So what do your stakeholders want? The are looking to overcome key challenges to obtain maximum results. Challenges that keep sponsors and executives awake at night include: Are we doing the right things that are in line with our strategy, are we going to receive maximum return that delivers results Do we have the right people –are they producing, are they working on the right things, are they qualified and more importantly do we have the staff for future work that will positively impact the business. Are we going to deliver the program and projects as intended, on-time, within- budget? Is my team informed, prepared to do the work? Are they collaborating, sharing information and documenting for future success? How likely are we going to meet desired results, what can we expect? If not, do we have a plan to rectify the situations?
  • Presentation Title
  • Portfolio Management: what is it? According to the OGC’s Portfolio Management Guide published in 2008, Portfolio Management is a co-ordinated collection of strategic processes and decisions that together enable the most effective balance of organisational Change and Business as Usual. Portfolio Management: why bother? The most recent Cabinet Office research identified that organisations who adopt a Portfolio Management approach realise benefits through the following factors. 􀂄 More of the ‘right’ Programmes and Projects being undertaken. 􀂄 Removal of redundant and duplicated Projects. 􀂄 More effective implementation of Programmes and Projects 􀂄 More efficient resource utilisation. 􀂄 Greater benefits realisation. 􀂄 Improved transparency, accountability and Organisational Governance. 􀂄 Improved engagement and communication between senior management. In addition, the Operational Efficiency Report published in April 2009 by HM Treasury, specifically recommends the adoption of Portfolio Management processes in the Back Office Operations & IT strand, and in both the Asset Management & Sales strand, and the Property strand, that there should be a regular review of the asset & property portfolio to ensure the most efficient use is being made of assets. Portfolio Management Cycles At the top level all Portfolio Management activities can be grouped into two cycles: Portfolio Definition and Portfolio Delivery. Both of these have to be constantly re-iterated due to the ever-changing environment in which the organisation operates. The diagram above represents the cyclical nature of Portfolio Analysis and Programme & Project Delivery
  • So when combined with the rest of the Oracle solution it creates the first, comprehensive Enterprise PPM solution from a single vendor Combines PPM with ERP, database, middleware, and analytics Brings together complex scheduling and industry-specific PPM processes with project financial management, skills and inventory management, and other enterprise solutions Provides end-to-end visibility and control for improved decision making, coordination, and collaboration Provides consolidated view of enterprise and project portfolio for an accurate, up-to-date view of project, people and financial performance A great example is with Oracle’s Enterprise Resource Management (ERP and HCM) organization's will have now have access into all the possible resources and skills in the organization with an understanding of what projects and programs they are working on today or maybe working on tomorrow. This combination allows the management team’s to quickly understand their resource capacity, the skills they have on staff, their ability to deliver projects with those existing resources and skills and more importantly they now have the ability analyze alternatives such as hiring new staff, outsourcing, contracting for future projects and work. ,
  • Portfolio Management Investment Management tool that supports business decision making around what should we do, where will we get best value or return and how is it performing across the lifecycle. EPPM which is our core offering is a fully loaded Project Portfolio solution. Its is not a P3 replacement for simply scheduling. We hope we can demonstrate that today Contract Manager is a Change and cost management solution for managing all types of contract like NEC3. It is becoming a major part of our project controls solution for large Capital Projects Risk analysis – is designed to give great confidence in you plan and forecast at all stages of the Project from Contingency planning to prediction and validation of delivery capability
  • Ability to assign resources and roles to projects and WBS/Work Packages – this is the top down approach usually favoured in the early planning stages of the project lifecycle – or where resource is needed throughout the lifecycle. Making it quick and easy to assess your resource demand across the Enterprise.
  • Because the resourcing process is part of the centralised Enterprise view – you are able to search globally for the right resource with the right skills and availability – and apply them to the project so you have time phased effort. This is important when working within a live moving environment when estimate to complete, scope and durations are in a state of constant change.
  • Here you have 3 project competing for the same ‘scarce/valuable’ resource – causing (massive) over-allocation .
  • By resource levelling these 3 projects together – the work has been distributed to ensure no optimal resource allocation (no over-allocation) The factors determining projects or activities gets the resource first can be prioritised based on an unlimited number of customised criteria. Because this is being done in a centralised project resourcing environment the solution will intelligently level – factoring in all enterprise wide commitments (some may not be visible to the user) so there is no double booking of resources by making resource decisions in a vacuum/silo
  • Primavera pulls all of the live project related information into one easy to use central dashboard. Allowing Team members and stakeholders to get up to the minute updates on the projects that matter most to them.
  • For environments where people are used to using excel to manage project information the Primavera solution can be configured to replicate an excel type view. Allowing simple projects to be managed in a simple fashion.
  • For users with more experience managing projects the primavera solution can be used with “interactive” Gantt chart… this is a fully web based project management environment… -New activates added New WBS added New roles and resources can be assigned, Progress reported.
  • So when combined with the rest of the Oracle solution it creates the first, comprehensive Enterprise PPM solution from a single vendor Combines PPM with ERP, database, middleware, and analytics Brings together complex scheduling and industry-specific PPM processes with project financial management, skills and inventory management, and other enterprise solutions Provides end-to-end visibility and control for improved decision making, coordination, and collaboration Provides consolidated view of enterprise and project portfolio for an accurate, up-to-date view of project, people and financial performance A great example is with Oracle’s Enterprise Resource Management (ERP and HCM) organization's will have now have access into all the possible resources and skills in the organization with an understanding of what projects and programs they are working on today or maybe working on tomorrow. This combination allows the management team’s to quickly understand their resource capacity, the skills they have on staff, their ability to deliver projects with those existing resources and skills and more importantly they now have the ability analyze alternatives such as hiring new staff, outsourcing, contracting for future projects and work. ,

Enterprise Project Portfolio Management Value, Visibility ... Enterprise Project Portfolio Management Value, Visibility ... Presentation Transcript

  • Enterprise Project Portfolio Management Value, Visibility, Agility and Accountability .
  • Oracle Project Portfolio Management Leadership
    • PPM Product Leader
    • PPM Market Share Leader
    • Market Leadership in 40 Product or Market Categories
    • The Most Investment in Enterprise Mission Critical Applications
    • Protection of Customer Investments
    © 2010 Oracle Corporation
  • Today’s reality: Multiple business lines required to deliver results.
    • Conflicting priorities
    • Lack of business alignment
    • No enterprise visibility
    • Redundant projects
    LOB 3 Div 2 Div 1 Div 3 LOB 4 Div 7 LOB 5 Div 8 IT Div 6 DIV 2 R&D
  • Today’s reality: Management processes are fragmented.
    • No accountability
    • Slow reaction time
    • Squandered resources
    • Escalating costs
    Risk Mitigation Strategy Strategic Goals Programs and Projects Financial Reporting Monitoring Performance Talent Search Planning & Execution Distributed Information Profitability $ € £ ¥ Cost Controls
  • What Do Your Stakeholders Want? Overcome Key Challenges Desired Results Doing the Right Things, At the Right Time Accurate and enterprise-wide visibility With the Right People Locate and capitalise on talent Getting Control Real-time programme and project management Mitigating Risk Full life-cycle, risk analytics
  • Insight, Transparency and Value Align Strategy, Execution, Performance Business Value Strategy RESULTS Plan and Schedule Complex Projects PROJECT CONTROLS Planners Project Managers Project Controls PROJECT MANAGEMENT (PM) PROJECT PORTFOLIO MANAGEMENT (PPM) RESULTS Programs Resource Management Risk Management Change Management Plan and Schedule Key and Complex Projects DIVISION/LOB Planners Project Managers Project Controls Resource Managers Program Managers ENTERPRISE PROJECT PORTFOLIO MANAGEMENT (EPPM) RESULTS Strategic Alignment Talent Management Cash flow Projections Performance and Control Programs Resource Management Risk Management Change Management Plan and Schedule All Projects ENTERPRISEWIDE Planners Project Managers Project Controls Resource Managers Program Managers Team Members Executives
  • Portfolio Management Cycles Portfolio Analysis Programme & Project Delivery Establish Strategic Objectives (Optionally) Determine Risk Collect Project & Proposal Information Define Financial Criteria Calculate Project Ranking What-If Scenario Planning Determine Optimum Portfolio Deliver Benefits & Strategic Alignment Manage Performance & Exceptions Manage Resources Launch Project(s) Budget & Forecast Manage Schedule Manage Change Manage Costs Approve & Launch Portfolio EXECUTE PRIORITISE Manage Risk
  • Enterprise Project Portfolio Management Single Corporate System of Record
    • CONFIDENTIAL - ORACLE RESTRICTED
    Enterprise Resource Management Project Portfolio Management Human Capital Management Supply Chain Management Enterprise Performance Management OLTP & ODS Systems Collaborative Processes Business Processes Financial Management Governance Risk & Compliance Financial Operations Strategic HCM Processes Workforce Admin. & Management Workforce Service Delivery Product Lifecycle Management Transportation & Logistics Procurement/ Value Chain Planning Strategy Management Profitability Management Business Planning Portfolio Management & Optimization Resource Management Program & Project Management Risk Management Analytics
  • Primavera Portfolio Management Primavera P6 EPPM Primavera Risk Analysis An integrated enterprise solution for prioritizing, planning, managing and executing projects, programs and portfolios. An enterprise portfolio ‘investment’ management software solution. From data entry forms for business case/investment, idea through tracking benefit realization Primavera Contract Management A full lifecycle risk analytics solution integrating cost and schedule risk management. It determines confidence levels for project success, contingency and risk response plans A change management, job cost and project controls solution for managing subcontractor performance for engineering and construction projects. Oracle Solutions
  • Doing the Right Things. At the Right Time PRIMAVERA PORTFOLIO MANAGEMENT Project Portfolio Management Portfolio Management & Optimization Resource Management Programme & Project Management Risk Management
  • Business Case
  • Score Cards
  • Investor Maps
  • Work Books
  • Dashboards
  • With the Right People: PRIMAVERA RESOURCE MANAGEMENT Project Portfolio Management Portfolio Management & Optimization Resource Management Programme & Project Management Risk Management
  • Top Down & Bottom Up Planning
  • Top Down Resource
  • Top Down Resource
  • Resource Assignment Process
  • Enterprise Resource Levelling
  • Enterprise Resource Levelling
  • Getting Control: PROGRAMME & PROJECT MANAGEMENT Project Portfolio Management Portfolio Management & Optimization Resource Management Programme & Project Management Risk Management
  • Better Decision Making
  • Centralise Project Information
  • Manage Simple & Complex Projects
  • Manage Simple & Complex Projects
  • Mitigate Risk: PRIMAVERA RISK MANAGEMENT Project Portfolio Management Portfolio Management & Optimisation Resource Management Programme & Project Management Risk Management
  • Enterprise Risk Register
  • Multi Point Activity Analysis
  • Date analysis
  • DRIVING VALUE WITH ORACLE’S PRIMAVERA SOLUTIONS
  • Enterprise Project Portfolio Management Single Corporate System of Record CONFIDENTIAL - ORACLE RESTRICTED Enterprise Resource Management Project Portfolio Management Human Capital Management Supply Chain Management Enterprise Performance Management OLTP & ODS Systems Collaborative Processes Business Processes Financial Management Governance Risk & Compliance Financial Operations Strategic HCM Processes Workforce Admin. & Management Workforce Service Delivery Product Lifecycle Management Transportation & Logistics Procurement/ Value Chain Planning Strategy Management Profitability Management Business Planning Portfolio Management & Optimisation Resource Management Programme & Project Management Risk Management Analytics
  •  
  •  
  • What should EPPM Deliver
    • A step-wise solution with both early and long term benefits
    • Efficiencies, reduced waste, better utilisation of resources
    • Much improved alignment with strategy
    • Better visibility across into portfolio performance
    • Demonstrable governance
    • Greater accountability and transparency
    • Reduced risk of programme failure
  • Going Forward.
    • Get STRONG Sponsorship
    • Start at the beginning and do the right things
    • Make the decisions based on the best information
    • Be prepared to change direction
    • Follow best practice
    • Develop maturity across People, Process and Tools
  • Q & A CONFIDENTIAL - ORACLE RESTRICTED
  • Page CONFIDENTIAL - ORACLE RESTRICTED