Innovations in program controls integrating primavera and cost systems
COLLABORATE 15 CRAA Session FinalR2
1. REMINDER
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Airport Improves Capital Program
Financial Visibility
Prepared by:
Hannah Webber
Manager, Systems & Analytics
Columbus Regional Airport Authority
Capital Program Financial Visibility
Improved through Project Controls
Software Integration
Session ID#:
@PortColumbusCMH
7. Regional Economic Impact
Direct Multiplier TOTAL
Employment 29,482 24,690 54,172
Payroll $1,000,000,000 $806,700,000 $1,846,300,000
Output $3,536,400,000 $3,023,600,000 $6,560,000,000
8. Capital Scale and Performance
2011
• Capital budget $126.6M
• Executed $100.9M
2012
• Capital budget $89.3M
• Executed $82.1M
2013
• Capital budget $72.4M
• Executed $54.0M
2014
• Capital budget $82.6M
• Executed $58.2M
• Typically working 80-100
projects per year
• Projects range from $50K
to $50M or more
• Projects can be grouped
into programs upwards of
$150M or more
• We currently have $2B of
planned spend from now
until 2030.
10. Capital Planning Process
Planning
JAN-APR
Prioritization
& Vetting
JUN-AUG
Approval
AUG-OCT
Final
Approval
NOV
Two-year
Rolling
Budget
Chartering
Year Round
$$$
Financial
Feasibility
Current
Year
Staffing
Plan
Based on Financial
Feasibility
$$$
Financial
Feasibility
Next Year
11. Timeline leading to Capital and Operating
Budget Improvements (COBI) Project
‘08 ‘09 ‘10 ‘11 ‘13 ‘14
Chartering
Process
Common
Scheduling
/Cash Flow
Platform
Leadership
Committee
COBI
Project
Strategic
Priorities
*$20M
Carryover
Enterprise
Project
Portfolio
Single
Project
Budgets
‘12
12. Pre-COBI conditions that drove
the requirements
Columbus Regional Airport Authority
Critical Business Analysis, Inc.
13. Schedule
& cost
NAV
P6
- Schedules
- Cash flow
- Dashboards
-Project perf.
- LR Planning
- Resources
- Budget
- Payments
CBIS
$ checks $
No System
Integration. Human
data entry required.
REPORTS
Payments
Contracts
Pre-COBI conditions
REPORTS
No System
Integration.
Human
data entry
required.
Accounting
Software
Budgeting
Software
Scheduling
Software
15. Three Software Applications
■ Microsoft Dynamics NAV (2009 Version) -
Accounting Software
▪ System of Source for Contracts, Journal Entries
■ Primavera Contract Management (Version 13.1) –
Replaces in-house built CBIS
▪ System of Source for Charters, Budgets, Budget Modifications,
Payment Requisitions, Change Orders
■ Primavera P6 (Version 7.0) – Scheduling and
Forecasting
16. Approach and Challenges
■ Establish core team and stakeholders
■ Determine the data flow model between applications
■ Establish which applications house the majority of
originating data
■ Review of current processes and procedures to
determine what could be discontinued, modified, or
maintained
■ Create workflow approval structure
■ Evaluation of current reports to determine what could be
discontinued, modified, or maintained
■ Development of integration functional spec
■ Determine how to manage legacy data
21. Example Data Flows - Budgets
P6PCM Budget Activity Line Item(s)
Created in P6
Budget
Contract
Entered in
PCM Budget
Module
22. Example Data Flows – Committed Contracts
P6PCM Contract Activity Line Item(s)
Created in P6
NAV
Contract
created in
Navision.
Cost Code
and Activity
ID added to
contract in
PCM,
Routed for
Approval
Contract Integrated to CM
Committed Contracts Module
23. Example Data Flows – Change Orders
P6PCM Change Order Activity Line
Item Created in P6
NAV
Change
Order
document
created in
PCM.
Change Order Integrated to
Contract in Navision
24. Example Data Flows – Payment Requisitions
P6PCM Actuals applied to
corresponding P6 line item(s)
NAV
Payment
Requisition
document
created in
PCM.
Payment information
Integrated to Contract
in Navision
Checks sent out
from Navision in
weekly check run
Payment Verification
Integrated to Pay Req
in PCM
25. Historical Data Migration
CBIS
PCM
Challenges
• SQL Scripts vs. CM+ Tool
• Decision – Sponsor stepped in
• Manual Data Entry
• Delta Processes
• What needed migrated?
• How were we going to migrate?
26. Final Steps
■ Report Creation
▪ Several Custom PCM (Infomaker) and P6 (P6 Report Writer)
Reports
■ End-User Training
34. COBI Project Benefits
■ Sole source of
enterprise cost
information
■ Integration of the
budgeting software
and accounting
software
■ More accurate and
timely reporting
■ Standardization of
business processes
■ Ability to forecast
future budget and
funding plans by time
period
■ Savings of time for
P6 data entry
■ Standardization of P6
schedules
35. Lessons Learned
■ Don’t assume you
have the in-house
resources to do
everything
■ Be more proactive in
designing a plan to
manage legacy data
and test the plan
thoroughly well in
advance of the actual
need for the legacy
data
■ Plan for delays and
problems
■ Know when to say
when. Sometimes
there is not a
technological
solution and things
(data) just need to be
done by hand.
■ Make sure you
partner up with the
right outside
resource(s) – this
made all the
difference for CRAA
36. Questions?
Alex Beaver
Columbus Regional Airport Authority
abeaver@columbusairports.com
614.238.7814
Marc Bobby
CBA
mbobby@cbainc.com
567.202.9275
Hannah Webber
Columbus Regional Airport Authority
hwebber@columbusairports.com
614.239.5044
37. Please complete the session
evaluation
We appreciate your feedback and insight
You may complete the session evaluation either
on paper or online via the mobile app
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