Managing Projects using  Oracle Project Management (PJT) & SPREADSHEETS  Neeraj Garg Vice President, Client Services
A Project Manager’s World Schedule Budget Resources Scope Forecasts Issues & Changes Management Client and Vendors
Oracle Project Management (PJT) Enterprise and Project Insight Resource Management Accounting & Operations Collaboration P...
Oracle Project Management All Project Information in One Place
PJT -  Planning the Project Create Workplan Staff Project Team Create Budget Define Work Breakdown  Structure Define  Deli...
PJT - Executing & Controlling the Project Collect Progress Manage Issues & Changes Create & Update Forecast Enter Delivera...
PJT - Managing Project Performance Monitor Performance Review Detailed Project Performance Review Overall KPI’s Monitor Ex...
PJT Key Issues– Complexity and Usability
Solution: Spreadsheets <ul><li>Project Managers need easy-to-use tools that still deliver complex functionality… </li></ul...
Requirement 1 from E&C: One Spreadsheet  for WBS and Budget Entry
Requirement 2: Actuals, ETC and Progress
Spreadsheet Interface:  Enabling PJT Functions for PMs in E&C
Spreadsheet Interface for  Professional Services <ul><li>Workplan, Budget and Staffing Plan in one worksheet </li></ul>
<ul><li>ETC, Submitting Forecast, Resource Assignments </li></ul>Spreadsheet Interface for  Professional Services
Spreadsheet Interface:  Enabling PJT Functions for PMs in PSA aQuantive/PBS&J Example Many Oracle Forms vs. V/S
Spreadsheet Interface Demo
<ul><ul><li>Project Status Overview  </li></ul></ul><ul><ul><li>Project Details </li></ul></ul><ul><ul><li>Tasks and Deliv...
Implementation Process <ul><li>Define Business Process Flow for Project Managers </li></ul><ul><li>Map the steps in the pr...
Questions & Answers  Project Partners, LLC. [email_address] 650-612-7200
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Managing Projects Using Oracle Project Management (PJT) and ...


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  • The majority of this presentation’s content is provided by Project Partners LLC, which retains the copyright.
  • Speaker Notes: Oracle Corporation’s contingent labor solution provides buying organizations with the ability to effectively procure and manage contract labor procured for the projects.
  • Create Workplan This phase is where the project manager with the support of the project team will be doing Scope Definition, Activity Definition, Activity Sequencing, Activity Duration Estimating, Schedule Development, and Resource Planning - identifying project deliverables and decomposing the activities for each deliverable into a detailed work breakdown structure, sequencing activities, estimating how long each activity will take, planning what resources are needed for each activity, and then finally developing the schedule based on all of these factors. 1)      Create Project, identify project type: Project creation is the first step to creating your project workplan, and best practices assume that you will create your project based on a project template or previous project of similar type of project work – so that the previous workplan, deliverables, financial plan, and other attributes about the project are copied to your new project, and therefore knowledge is re-used and data entry is minimized. You as the project manager only have to configure what is unique to your specific project, taking the guesswork and overhead out of the rest of setting up your project. 2)      Define Deliverables: Deliverables allow you to define what are the outputs of your project work will be created. Deliverables can include document deliverables, item deliverables, or other deliverables that you define as things that you want to track as part of project execution. Deliverables are different from tasks in that deliverables don’t have effort, resources, or scheduled dates associated to them, as they simply the output of project. You can however associate a deliverable to a task, which will then track the schedule of resources and their associated effort &amp; cost required to complete that deliverable. a)      Each deliverable has a deliverable owner identified, who can specify deliverable actions that must be done in order to complete the deliverable. For example, if you have a document deliverable, some actions might be to have a midpoint document review by the PM, to schedule a meeting to review the final document, to send the document to the review team, and to gain final approval of the document – as each action is completed, you can track the progress of the overall deliverable, which can contribute to the overall progress of the project. 3)      Define work breakdown structure: Define the tasks for the activities that need to be done in order to complete the project work &amp;/or deliverables defined above. Define the sequence and hierarchy of these tasks, along with other task information such as its priority, estimated dates, and how you want to track progress on it. If this task is going to result in deliverables, assign those deliverables to the task. Attach documents that are relevant, which other team members on the task may need to collaborate on. Identify milestone tasks, as well as key phases of the project for tracking progress during project execution. a)      If you’re using integration with a scheduling tool such as MSP, specify other scheduling attributes including constraint type, constraint date, task type, scheduled duration, etc. 4)      Define dependencies: Track dependencies between tasks within the WBS, or even between tasks of other projects. Note that you can only defined/update dependencies in Projects for informational purposes, i.e. viewing on tasks list &amp; Gantt charts. In order to really determine the impact of dependencies on your workplan schedule, you need to integrate with your scheduling tool such as MSP, we Projects currently does not do any scheduling of dates based on task dependencies. This is a future planned enhancement). 5)      Assign Resources: Assign what resources will be needed to execute the work of the task (either people or equipment), or what resources will be consumed to complete the task (for example material items, or financial costs/money). There are many different resource types that you can assign to the task; for example, not only can you assign named people from HR, or Projects non-labor resources, but you can also assign more general resources such as team roles, jobs, person types (contractor vs. employee), organizations, suppliers, expenditure categories, expenditure types, BOM labor, BOM equipment, and inventory items. You can also assign a combination of resource attributes, for example a job in a specific organization (i.e. DBA-US Consulting), or an expenditure category for a specific organization (i.e.. Labor-US Consulting). Each resource you assign to the workplan is called a Planning Resource, because it’s how you’re planning for resources to be used to do task work – whereby each planning resource can be a simple resource, or up to a combination of 3 resource attributes. This gives you complete flexibility as to the level of granularity you want to track resources needed on your workplan. i)        You also have visibility into the estimated cost impact of each resource assignment on your workplan as the system will derive default rates for each assignment, and the user can then override rates. ii)       Identify scheduled dates, effort (hours) or quantity of the planning resource needed. The system will automatically spread total hours/qty over the duration of the asgmt using a spread curve you’ve selected, thereby allocating the effort/qty by period.You can also override the hours or even cost by period manually if you like. 6)      Schedule the Workplan:By integrating with a scheduling tool such as MSP, you can send your entire WBS along with task dependencies and resource assignments to MSP so that you use MSP to do advanced schedule development of the workplan, for example resource leveling and critical path analysis.You can also add new tasks and resource assignments in MSP.Once you’re done updating your workplan in MSP, you can send all the information back to Oracle Projects so that the information is updated in the central repository, so that you can publish the information for the rest of the project team to start execution. 7)      Review Costs of WP Resources: Now that you have resources assigned to your workplan with estimated cost automatically derived at each assignment, you can review total estimated costs of resources across your workplan by viewing the rollup at each level of the WBS. a)      You can also review the costs by resources in a resource breakdown structure, which is hierarchy of resource groupings that you’ve selected on how you want to report/view resource costs.Resource hierarchies use attributes of a planning resource assignment to rollup effort &amp; cost amounts in a way that makes sense for reporting purposes.For example, even though your tasks have assignments for Amy Marlin, Crane123, and DBA-US Consulting, you may want to report resource costs by Organization and then by Job or Expenditure Category as opposed to the individual resources themselves.The resource breakdown structure gives you this flexibility in reporting, as the system will automatically map each planning resource assignment to the appropriate node in the resource breakdown structure using attributes of the planning resource assignment, for example Amy’s org, job, and expenditure category charged.     Define Project team This phase is also known as Staff Acquisition by PMI, whereby you need to secure the resources who will be working on the project team, ultimately coming up with the project team directory. 1)      Rollup workplan resources:Now that you’ve assigned resources to your workplan, you will need to staff your project team.In order to determine whom you need to assign to your project, you can review your Resource Usage across the workplan, which rolls up the effort required by each planning resource assigned to tasks of your workplan.You can review the usage of all planning resources, by each resource class (people, equipment, material, financial elements).For your people resource types, you will want to formally book/request those resources on your project, by assigning them to the project team.Since your workplan could’ve included both named people, as well as generic planning resources without a name but maybe only a role, job, or organization – you will be creating both filled and unfilled team roles - resource assignments for the named people, and resource requirements for unknown roles which will be staffed by your staffing manager. a)      Assign known resources, submit for approval: For all your planning resource which already have specific names of people , you will want to assign those people to the project team to formally book their scheduled time on the project, as well as give them access to the project via their team role.If you’re using PJR, you can also submit the assignment for approval from the person’s resource manager and/or staffing manager, after which the person’s availability will be reduced for the duration of time &amp; scheduled effort that you’ve booked them on this project. b)      Create resource requirements for unknown resources: for all the remaining planning resources which don’t have a specific named person identified, you will want to create resource requirements to be staffed.As part of the requirement definition, you can specify competencies, location, and other criteria which should be used in staffing the team role. c)      Fill resource requirements, automatic update to tasks: Once a person has been identified to fill the requirement, any tasks which were assigned to that planning resource from which the requirement was created will automatically be updated with the newly staffed person’s name.For example, if you created a requirement for a Lead DBA for all your task assignments to planning resource DBA-US Consulting, and then Emily Heather is found to staff that Lead DBA requirement - then all tasks which previously were assigned to DBA-US Consulting will automatically be updated and now show as assigned to Lead DBA-Emily Heather.This makes the Project Manager’s job easy, in that he doesn’t have to manually update resource assignments on the workplan, as data is streamlined through integration between your project team roles and workplan resource assignments. d)      Review Resource Usage: again the PM can review how resources are used across the workplan.But now that people have been assigned to the project in team roles, those resources now have project capacity scheduled – and the PM can review the difference between how much time the resource has to work on the project (his project capacity determined based on his project assignment) vs. how much time the resource is assigned across tasks (via his assignments to tasks).It’s often the case that the PM will need to shift work amongst resources on the workplan, or request additional time from already scheduled resources, because the amount of task work doesn’t fit in the amount of time that the resource is scheduled on the project.The PM can easily request this extension of time for resources from the Resource Usage flow. e)      Identify extended team members – In addition to your scheduled team members, you will also have other nonscheduled team members who have an interest in the project, but you’re not formally tracking their work and scheduled time.These nonscheduled/extended team members can include your project sponsor, customer contacts, or even the organizations playing a role on the project (ie customer, partner).By identifying these other team members and their role on the project, you will be forming the project directory, and also giving those members the appropriate security access to the project workbench so that they can collaboratively participate on the project.   Communication Planning 2)      Identify Status reporting audience and their needs – Specify which type of status reports you will need on your project, who the recipients are for each, and how frequently you will be sending them.Your status reports can include information about project progress, phases, key milestones, issues, change requests/orders, financial performance graphs &amp; KPIs 3)      Identify exception reports – As the Project Manager, you need to be on top of any exceptions that occur on the project, especially in regards to the project’s financial and schedule performance.You can select what type of exception report you want to receive automatically in your notificaiotn/email box, and how frequently you should get them.This way you don’t have to always be manually logging into the system to check the project’s status, it’s sent to you as well. 4)      Specify Project Home layout – as the PM, you may want to specify what type of information you want the rest of your project team to be seeing when they enter the project workbench.You can specify the content of your project home page, as well as the general layout of the project workbench, to tailor it to the needs and priorities of your specific project.   Create Budget This is the Cost Estimating and Cost Budgeting phase of the planning cycle, whereby the ultimate goal is to use estimates against tasks &amp; resources to come up with a baseline budget that you will later use for measuring project performance against. 5)      Define financial breakdown structure - In order to plan for the finances (cost, revenue) of your project, you need to identify the structure of how you want to track finances.This structure can be the same as the workplan structure, whereby all or just the higher levels of your workplan WBS are the same as how you want to track project finances; or, your financial structure can be completely different than your workplan structure, whereby you have the option to map tasks of the workplan structure to tasks of the financial structure so that you can capture costs associated to workplan tasks on your financial structure.   6)      Generate budget (based on Workplan resources or Project team resources) - The project manager has many different methods on how to create the budget for the project – whereby each method leverages data already in the system, minimizing effort on the project manager’s side through streamlined budget creation.Firstly, an initial budget could have been copied when you created the project, leveraging past project history to help plan your current project.Secondly, if your created an initial estimate financial plan before you even had defined your workplan, you can also create your budget leveraging that estimate, or any other financial plan version you created on the project.Thirdly, you can generate your budget from resources that you’ve planned against your workplan, or from resources scheduled on project team roles.In either case, the system will automatically derive the tasks that should be planned on the financial structure, and the types of planning resources that are appropriate for your budget financial plan type – to come up with a full budget for you.You can then edit this budget to modify any amounts that the system generated, add manual budget lines for add’l resources or contingencies, adjust standard rates or periodic amounts, add currencies, etc. 7)      Review Budget – after editing your budget, you have the ability to review the budget amounts rolled up the fiancial breakdown structure, as well as against a resource breakdown structure.From either of these views, not only you can drill up and down the hierarchy to analyze costs, but you can also drill into a node to review periodic analysis, or more detailed task or resource analysis.You can also do mass adjustments at any level of the structure, so that you don’t have to always manually edit indiivudal budget lines for multiple tasks &amp; resources one-by-one. 8)      Submit &amp; Approve budget – after you’ve finished modifying your budget, you can use automated workflow approval processes to submit your budget for approval from the appropriate people.   9)      Submit and Publish Workplan - once the budget has been approved, or in parallel to this approval process, the project manager will want to submit the workplan for approval.Once the workplan is approved, it will be published to all team members of the project – so that everyone is aware of what work is being done on the project, and what they’re assigned to do.They can then start project execution!
  • The execution phase is when team members are all doing the work of the project against their assigned tasks and deliverables, and information is distributed in a collaborative work project environment.The key function that the team member needs to be involved with during this phase is reporting progress on their assigned activities, so that the project manager has visibility to how the project is progressing to plan, and can accurately forecast future results.Because one of the project manager’s key functions during the execution phase is to control changes on the project, specifically against schedule and cost/finances. 1)      Collect Progress a)      Team members enter progress against assigned tasks – In order to determine the progress against your workplan, you need to first collect progress from resource doing the work on tasks.These team members will be reporting how much actual time they’ve done on their assigned tasks.(Depending on how your workplan and financial structures are defined, if they’re the same – then actual time will automacitally be populated from timecards from OTL; otherwise team members will enter actuals against workplan tasks on progress entry pages from Team Member Home, separate from timecard entry which is against your financial task structure).For other non-human resource asgmts, actual costs can be entered in the system manually by the task manager, or they can automatically be populated based on other cost collection systems in Projects or integrating applications (ie purchase orders, manufacturing costs, inventory costs, etc).In addition to actual work done, the team member may also enter their estimate to complete (ETC) and estimated finish dates. b)      Deliverable owners enter % complete – any team members who are assigned deliverables can also enter their progress against those deliverables, which includes % completion, completion date, status, and other textual progress information.Team members assigned deliverable actions can also report completion of those actions, so that the deliverable owner has visibility and can better report on progress for the deliverable. c)      Task mgrs reviews progress, reports for task: Task managers are those who are the owners of the tasks; each task has one task manager.In order to determine the overall task’s progress for final progress publishing, the task manager may look at other factors in addition to progress reported by the resources assigned to his task.For example, progress for the task could be determined based on deliverables associated to that task, or what work quantity has been complete against planned.Or the task manager can simply override any derived physical % complete with his own manual number based on his estimate of where the task is. d)      Review progress against WBS: after all task mangers have published progress for their tasks, progress figures (Actual, ETC, % complete, % spent, physical % complete) all rollup the WBS, so that the project manager has visibility to the overall workplan progress.The project manager can also override the reported progress figures at any level of the WBS – as this progress is what will be reported in status reports, and also be used in generating his financial forecast. 2)      Track &amp; Resolve Issues 3)      Capture Changes a)      Change requests, create orders for those change requests which are approved and will have impact which will affect the project’s workplan, financial plan, resource staffing plan, or contract.For financial impact, you can automatically implement the impact of financial amounts (cost and/or revenue) to any financial plan, which can include your budget and/or forecasts. This flow is streamlined from the change order so that you don’t have to reenter change order impact amounts on each financial plan manually, and you also have audit/traceability from the financial plan to the change orders. 4)      Update Project Schedule a)      Update workplan amounts to reflect latest progress figures (ETC) – Based on the progress reported by your task managers, you may wan to look at what the impact of new ETC figures would be to your workplan schedule. You can do this easily by applying the latest progress to a new version of your workplan, which allows you to do what-if analysis of what your new Planned figures would be based on the latest progress figures (actual and ETC). b)      Update schedule (MSP integration) – In order to fully determine the schedule impact of the latest progress, you will need to integrate with your scheduling tool such as Maspeth scheduling tool will take into consideration the latest actual, etc, and revised plan (estimate at complete) figures to determine what dates your project &amp; tasks will complete. After your workplan is rescheduled in the scheduling tool, you will send back the workplan to Oracle Projects as the central repository, where you can do remaining planning and analysis. c)      Update Project Team Role Schedules– Based on your revised workplan, you may review the Resource Usage and determine that you have now assigned resources to tasks outside the duration of time that they’re scheduled on the project. Therefore you may need to extend those resource assignment’s, request new resources to help do the work of the overloaded resources, or reassign tasks to other resources – until you come to a point where you have the proper schedule of team members assigned to the project, to cover the amount of work required on the workplan’s tasks. 5)      Create/update Financial Forecast a)      Generate Forecast: Now that the project is in the execution phase, you can generate a forecast based on actual progress completed to-date, as well as the estimate to completes for remaining work. The forecast generation process allows many different sources to derive your ETC, which can include ETC reported against your workplan, remaining budget amounts, remaining hours against project team roles, open change orders, purchase order commitments, or unspent amounts that you had planned for the current period. Once the system has generated the forecast for you, you have the ability to override generated amounts, including ETC, Forecast at Complete, rates, currencies, add new tasks &amp; resources with new amounts, etc. b)      Review Forecast – similar to the options available for reviewing the budget, you can also review and do mass adjustments of your forecast by financial breakdown structure or resource breakdown structure. You can also compare different plan versions, for example you can compare actuals to-date to your budget vs. your latest forecast, or you may want to compare your current forecast to your prior forecast. The options are there for you to choose what data you want to see, in order to help your analysis to come up with your final forecast. c)      Submit &amp; Approve forecast: Once you’ve completed adjusting the forecast, you will want to submit it for approval, so that the appropriate people are aware of what your latest financial forecast looks like. 6)      Republish revised project workplan to team – assuming your revised forecast is approved, you will want to republish your workplan with the revised schedule so that the rest of the team is aware of the changes and can continue executing assigned work.
  • During the execution phase, in addition to controlling schedule and financial changes, the project manager’s other main responsibility is reporting project performance, and monitoring exceptions which may need escalation and higher visibility.Monitoring performance isn’t something limited to the project manager, as often other interested stakeholders such as your project sponsor, senior management/project executives, program manager, portfolio manager, etc will be also be monitoring the performance of your project, amongst and in comparison to other projects of similar nature. 1)      Review Performance Reports – There are a wealth of analytical reports available for you to review the financial performance of your project. These reports are also the same reports that are available for project executives who can drilldown from Project Intelligence Projects Profitability reports at the organization level, since all the numbers on those reports are just rollup from your detailed projects. a)      Review Overview KPI’s – The overview is a summary of KPI’s of your total project’s cost, revenue, effort, billing &amp; collections, and earned value.From this summary, you can have red/yellow/green status indictators on those KPI’s which flagged as exceptions, because they are out of acceptable tolerance thresholds (defined by your implementation team). b)      Review Detailed Project Performance – After reviewing the summary KPI’s, there are a multitude of analytical reports available for more detailed analysis by task in the financial breakdown structure, by resource in the resource breakdown structure, by period, or even by period/year/inception/project-to-date.For actual cost figures, you can drilldown on any lowest amount to see the actual expenditure line items which have been charged to that task.For committed cost, you can drilldown to see the supplier invoices and purchase orders which are pending.You also have the ability to review Earned Value metrics against your financial breakdown structure, that includes many different variances such as your cost and schedule performance indices. 2)      Review Key Performance Areas – In addition to monitoring the financial figures of your project, you can also track the performance of your project against Key Performance Areas that are defined by your implementation team as areas which your business wants to track as contributing to overall project health.For example, you could have a Schedule Performance Area which reports on the overall schedule health of the project based on a set of performance rules against schedule metrics.Or you could have a Financial Performance Area which reports on overall financial health of the project based on a set of performance rules against financial metrics, such as profitability %, cost performance index, etc. 3)      Monitor Exceptions – Exception are specific performance rules which are out of tolerance, based on thresholds your implementation team has defined.For example, you could define that your project profitability % should be greater than 50% to be Green, 30-50% to be Yellow, and anything under 30% is Red.This allows you as a project manager to focus on those KPI’s which are important to your business, by giving your exception indicators of how you’re doing. a)      Receive Email Notifications of performance &amp; exceptions – as a project manager, you can configure what types of email notifications you want to receive on a regular basis, so that you get pushed the information in your inbox rather than having to log into the system to see status on your project workbench.You can select what type of notification report you receive, which can include project performance reports (graphs or tables of budget, forecast, actual data), key performance area and exception metrics, as well as other project information such as escalated issues, pending change requests, late tasks, etc.These email notifications can also be sent to other project members, who you’ve identified as recipients.From the notification, if you see something that you want to analyze further, you can easily drill from the notification to the project workbench. 4)      Send Status Reports (include workplan, financial, performance reporting information) – Finally after reviewing your project’s financial performance reports, key performance areas &amp; exceptions, you will need to report on the status of the project to the rest of your project stakeholders. As part of your status report, you can include any of the performance information you just reviewed, as well as other project information (tasks, deliverables, issues, changes), and textual information where you can comment or summarize the project’s status. Each status report is then sent to the recipient list you’ve identified upon publication.
  • Speaker Notes: The remaining sections will drill into the details for each feature.
  • OP 3 delivers a complete project work and cost management solution Operations utilizes Primavera for planning and scheduling the project work, providing project managers the right information for successful project work management activities. Finance utilizes Oracle Projects for budgeting and forecasting the project costs, providing finance managers the right information for proactively monitoring the cost performance against the plan and for taking corrective actions in timely manner, if needed. OP 3 provides a single point of data entry for project work and cost information and efficiently ties this data together in the two systems.
  • Managing Projects Using Oracle Project Management (PJT) and ...

    1. 1. Managing Projects using Oracle Project Management (PJT) & SPREADSHEETS Neeraj Garg Vice President, Client Services
    2. 2. A Project Manager’s World Schedule Budget Resources Scope Forecasts Issues & Changes Management Client and Vendors
    3. 3. Oracle Project Management (PJT) Enterprise and Project Insight Resource Management Accounting & Operations Collaboration Project Management Global Project Repository Sales Delivery Research Product Development Information Technology Construction Financials HR Time & Labor Sales Supply Chain Documents Marketing Project Initiatives Enterprise Integration Personalized Role-Based Views Portfolio Management
    4. 4. Oracle Project Management All Project Information in One Place
    5. 5. PJT - Planning the Project Create Workplan Staff Project Team Create Budget Define Work Breakdown Structure Define Deliverables Develop Workplan Schedule Assign Resources Define Dependencies Assign Known Resources <ul><li>Assign named people to team </li></ul><ul><li>Obtain approval for provisional assignments(PJR) </li></ul>Review Resource Usage on Workplan <ul><li>Review aggregate need for resources based on workplan resource assignments </li></ul>Project Team Assigned, Review Timeline Staff Resources Requirements <ul><li>Search resource pool, manage candidates, assign resource resources to open reqts (PJR) </li></ul>Create Resource Requirements <ul><li>For unknown resources, create resource requirements to be staffed </li></ul>Generate Budget <ul><li>Generate based on Workplan Resources or Project Team Reqmts/Asgmts </li></ul>Define Financial Breakdown Structure <ul><li>Define tracking of financials for the project in financial breakdown structure </li></ul><ul><li>Can be shared with WBS, or separate </li></ul>Adjust Budget <ul><li>Adjust/override generated lines </li></ul><ul><li>Add contingency & other manual amts </li></ul><ul><li>Plan in multiple currencies </li></ul><ul><li>Define task details </li></ul><ul><li>Sequence tasks in hierarchy </li></ul><ul><li>Define outputs, such as items,documents, etc. </li></ul><ul><li>Assign labor and non-labor resources to tasks </li></ul><ul><li>Identify dates, effort/quantity </li></ul><ul><li>Define task dependencies </li></ul><ul><li>Integrate with 3 rd party scheduling tool (i.e.. MSP) to schedule workplan </li></ul>Submit & Approve Budget <ul><li>Submit budget for approval </li></ul>Review Workplan Costs <ul><li>Review cost impact of resources on workplan </li></ul><ul><li>Review by WBS or Resource Breakdown Structure </li></ul>Publish Workplan <ul><li>Automatically notify all team members of published workplan </li></ul>
    6. 6. PJT - Executing & Controlling the Project Collect Progress Manage Issues & Changes Create & Update Forecast Enter Deliverables Progress Enter Progress Against Tasks Review Progress Against WBS Review Progress for Task Capture Changes Track & Resolve Issues <ul><li>Automatically implement cost/revenue impact to financial plan </li></ul>Update Schedule Update Workplan Based on ETC Review Forecast Generate Forecast <ul><li>Automatically generated from multiple sources to derive ETC </li></ul><ul><li>Override system-generated forecast </li></ul><ul><li>Enter time, actuals against tasks, ETC or estimated dates </li></ul><ul><li>Enter or process actual costs for non-labor resources </li></ul>Submit & Approve Forecast Update Schedule Update Team Schedules Re-publish Workplan <ul><li>Enter % complete, date, status, etc. </li></ul><ul><li>Report completion of actions against deliverable </li></ul><ul><li>Review progress for task, deliverables, work qty’s </li></ul><ul><li>Override derived progress </li></ul><ul><li>Roll progress up all tasks of the WBS </li></ul><ul><li>Override progress number at any level of WBS </li></ul><ul><li>Apply latest progress to new workplan version </li></ul><ul><li>Use MSP to update task dates </li></ul><ul><li>Push info back into Oracle for further analysis and planning </li></ul><ul><li>Based on new task dates, extend resource assignment duration, request new resources, or reassign tasks </li></ul><ul><li>Review forecasts and do mass adjustments by RBS or WBS </li></ul><ul><li>Compare different versions </li></ul><ul><li>Submit forecast for approval </li></ul><ul><li>Automatically notify all team members of revised schedule and forecast </li></ul><ul><li>Improved UI to manage project issues </li></ul>
    7. 7. PJT - Managing Project Performance Monitor Performance Review Detailed Project Performance Review Overall KPI’s Monitor Exceptions Review Key Performance Areas Send Status Reports <ul><li>Review total project costs, revenues, effort, billing, earned value </li></ul><ul><li>Review traffic light indicators for overall exceptions </li></ul><ul><li>Review by task in financial breakdown structure, resource in RBS, period, etc. </li></ul><ul><li>Drill down to transaction level for costs </li></ul><ul><li>Set up and review performance scores </li></ul><ul><li>Set up thresholds for exceptions </li></ul><ul><li>Configure e-mail notifications for exceptions </li></ul><ul><li>Publish status report including performance information </li></ul>
    8. 8. PJT Key Issues– Complexity and Usability
    9. 9. Solution: Spreadsheets <ul><li>Project Managers need easy-to-use tools that still deliver complex functionality… </li></ul><ul><ul><li>Spreadsheets are the PM tool of choice </li></ul></ul><ul><ul><ul><li>Easy to use </li></ul></ul></ul><ul><ul><ul><li>Easy to create and maintain </li></ul></ul></ul><ul><ul><ul><li>Don’t require connectivity </li></ul></ul></ul><ul><ul><ul><li>Convenient to use while on-the-go (e.g. in meetings) </li></ul></ul></ul><ul><ul><ul><li>Updatable in real-time </li></ul></ul></ul><ul><ul><li>They are ubiquitous </li></ul></ul>
    10. 10. Requirement 1 from E&C: One Spreadsheet for WBS and Budget Entry
    11. 11. Requirement 2: Actuals, ETC and Progress
    12. 12. Spreadsheet Interface: Enabling PJT Functions for PMs in E&C
    13. 13. Spreadsheet Interface for Professional Services <ul><li>Workplan, Budget and Staffing Plan in one worksheet </li></ul>
    14. 14. <ul><li>ETC, Submitting Forecast, Resource Assignments </li></ul>Spreadsheet Interface for Professional Services
    15. 15. Spreadsheet Interface: Enabling PJT Functions for PMs in PSA aQuantive/PBS&J Example Many Oracle Forms vs. V/S
    16. 16. Spreadsheet Interface Demo
    17. 17. <ul><ul><li>Project Status Overview </li></ul></ul><ul><ul><li>Project Details </li></ul></ul><ul><ul><li>Tasks and Deliverables </li></ul></ul><ul><ul><li>Budget </li></ul></ul><ul><ul><li>Review Detailed Charges </li></ul></ul><ul><ul><li>Forecasts </li></ul></ul><ul><ul><li>Invoices </li></ul></ul><ul><ul><li>Issues </li></ul></ul><ul><ul><li>Changes </li></ul></ul><ul><ul><li>Client Status Reports </li></ul></ul>Other Possibilities with Spreadsheet Interface Enables creation and maintenance of all aspects of a Project
    18. 18. Implementation Process <ul><li>Define Business Process Flow for Project Managers </li></ul><ul><li>Map the steps in the process flow to Oracle Project Management Functions </li></ul><ul><li>Layout spreadsheets for the business functions needed keeping in mind how the PMs work </li></ul><ul><li>Embellish spreadsheet with formulas and macros to display information needed and for ease of use </li></ul><ul><li>Identify Public Views and APIs for each function </li></ul><ul><li>Identify security requirements for end users </li></ul><ul><ul><ul><li>Who has access to which functions and on which projects </li></ul></ul></ul><ul><li>Hook up the spreadsheet to the back end </li></ul>
    19. 19. Questions & Answers Project Partners, LLC. [email_address] 650-612-7200
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