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1. Oracle Primavera Enterprise Success
At
City of Hope
Abhijit Patel - City of Hope
Troy Wyatt - Volantic, Inc.

2. It all Starts with the right Alignment

3. City of Hope
City of Hope is a leading research, treatment and education center for
cancer, diabetes and other life-threatening diseases.
Designated as a comprehensive cancer center, the highest honor bestowed
by the National Cancer Institute, and a founding member of the National
Comprehensive Cancer Network, City of Hope's research and treatment
protocols advance care throughout the nation.
City of Hope is located in Duarte, Calif., just northeast of Los Angeles, and
is ranked as one of "America's Best Hospitals" in cancer by U.S.News &
World Report. Founded in 1913, City of Hope is a pioneer in the fields of
bone marrow transplantation and genetics.

4. Volantic, Inc.
Volantic specialize in the technology and delivery of the Oracle Business
Applications and solutions.
Founded in 2006 Volantic works with clients, partners and Oracle to deliver
world-class solutions.
Volantic was created to provide corporate customers with the highest
quality Technology Management Solutions.
Our focus is on designing and managing the corporate information
infrastructure, providing measurable reporting, improved processes and
creating repeatable procedure controls.

5. Introductions

6. Abhijit Patel, Director PMO
Abhijit is the Director of PMO at City of Hope. Abhijit has extensive end-to-end experience
for project organization strategy, conceptualizing and executing PMO from ground up,
project/portfolio prioritization, demand based resource capacity modeling, user experience
and design.
Possesses over 18 years of progressive portfolio management experience within IT
industries of Healthcare, Pharmaceuticals, Media/Events, e-Commerce and Gem/Jewelry.
Abhijit’s experience includes:
Enterprise Governance, risk/value evaluation, portfolio tracking, project life cycle
management
Full software development life cycle (SDLC) in-line with the 9 areas of project management
Software Development projects with off-site & off-shore
Multi-tier Web-based & Business automation apps Information architecture, Web design
navigation, UI wire frames, usability analysis & reporting
Strategic market research, competitive landscape, requirements & use-case driven
specifications

7. Troy Wyatt
Troy Wyatt is responsible for leveraging advanced technology, architecture
design, and driving the future of Volantic’s products and services.
Troy has over 18 years experience in the Information Technology Industry.
His experience includes project management, process design and
implementation, methodology, network infrastructure, senior management,
budgeting and business analysis.
Having spent the major portion of his career working for large technology
companies such as Western Digital, ICL, Thomas Brothers Maps, Ricoh
Electronics and Lantronix, Troy also has 15 years of consulting experience in the
Healthcare, Utilities, Manufacturing, Banking and Entertainment industries, with a
focus on Analytics, Project Management and Process re-engineering.
Troy has launched two start-up companies in the Management Consulting
services and online Collaboration industries and later founded Volantic a
successful boutique consulting practice focused on providing strategic consulting,
operational, management and implementation services necessary for high growth
companies to accelerate Oracle application implementation strategies.

8. Session Agenda
• Oracle EPPM Tool Selection– How to Choose?
• The City of Hope EPPM Implementation
• The “Value Matrix” of the COH Portfolio
• The Road Map to Success
• Lessons Learned: Primavera P6, OPPM, P6 Analytics
• Conclusion
• Q&A Session

9. Choice?

10. Selecting the tools for Enterprise Project Portfolio Management
Enterprise Communication and Reporting - P6 Analytics
Project Risk Reduction – P6 R8.2/Portfolio/P6 Analytics
Strategic Alignment of the Right People with the Right Value – P6 Analytics
Driving Repeatable Success – P6 R8.2
Process Management and Alignment - Portfolio
The Process of Prioritizing the Enterprise - Portfolio

11. The City of Hope Implementation
Training
Process
Alignment
Change
Management
Implementation
Selection
Enterprise
Readiness
Maturity
Level
Governance

12. The Key Connector

13. Guiding Principles
1. Priorities will align, enable and help define organization’s overall strategy. This alignment will be
achieved through a formal, process that will prioritize IS&T’s project portfolio and investment
strategy
2. All IS&T teams will support our shared success by helping one another, promoting collaboration,
compliance, and sharing of knowledge and data; All IS&T assets, including staff and data, are
organizational assets and should be shared, deployed and enhanced
3. IS&T will follow best practices and standards to manage information systems and technology
4. IS&T will leverage commercially viablesolutions when available for efficiency and economy; Our
rule of thumb for system acquisition is: “Reuse before we buy, buy before we build”. We will engage
industry / academic alliances to access innovations and available infrastructure
5. IS&T’s program management approach and technology solutions will aim at managing and
mitigating risks and achieving predictable outcomes
6. We will managedata as a shared asset and adopt data standard guidelines as a means to
enhance our production of intellectual property and to take advantage of the collaboration and
convergence between its business units and partner institutions
7. IS&T initiatives will have defined and measureable objectives, which will include: level of
contribution to the business goals, operational effectiveness, and strategic alignment

14. IS&T PMO Mission Statement
Enable prioritization and tracking of City of
Hope’s investment in the IS&T portfolio (PPM)
projectportfolio
managementsystem
PDM: Leverage industry-recognized best
practices and approaches to managing projects
projectmanagement
methodology
PDM: Establish & train on standardized tools
and templates for managing projects
projectmanagement
toolkit
Support and advance organization vision and strategic goals by deploying a harmonized project
management lifecycle across all IS&T service providers
Centralized intake to analyze
requests/concepts that will follow process for
approval, prioritization for all IS&T initiatives
IS&T Governance
Process

15. PMO Strategy
Strategy
Action
Governance
ProjectPortfolio
Management
ProjectManagementToolkit
ProjectManagementMethodology
IS&T Governance Councils
IS&T Project Lifecycle,
PM Training
IS&T PM Core Templates
IS&T Portfolio Dashboard,
PPM System

16. IS&T Governance Model
The IS&T Governance structure ensures that the information systems and
technology needs of each operational area are supported
Chair:
Suniti
Ponksh
e
Roger
Davis
Chair:
Naveen
Raja
Chair:
Richard
Jove
Chair:
Adam
Bailis
Chair:
Gary
Conner
Chair:
Paul
Blodget
t
Executive Team
Strategic
Program
Office
Research
IS&T
Council
IS&T Program Management Office
Develop.
(PER)
IS&T
Council
IS&T Steering Committee
Business
Support
Services
IS&T
Council
Info. Tech
IS&T
Council
Clinical
IS&T
Council

17. Step Activity Input Output
• Project Sponsor completes Project Request Form (PRF)
Project
Information
Project
Request Form
• IS&T PMO gathers resource information and reviews internal
resource availability
• IS&T PMO determines project type / approval path
Project
Request Form
Approval Path
A – Strategic, B - Tactical, C - Routine
• Project Sponsor presents project information
• Domain Council discusses and approves, denies, or defers
Project
Request Form
Domain
Council
Approval
• Project Sponsor presents project request to IS&T SC
• IS&T SC determines conceptual approval status
Project
Request Form
Conceptual
Approval
• Project Sponsor completes Project Charter and Financial
Business Case*
• IS&T SC determines approval status and recommends to
Executive Team for Final Approval
• Board must approve projects ≥ $1.5M
Project
Charter and/or
Financial
Business
Case*
Final Approval
IS&T Project Approval – A day in a life of a project request
The IS&T PMO will provide assistance throughout the intake and approval processes
Project
Request
IS&TPMO
Review
Domain
Council
Approval
Conceptual
Approval
FinalApproval
*A detailed financial business caseis required for projects ≥$1.5Mor as requested during Conceptual Approval
IntakeApproval
A B C

18. Value

19. The “Value Matrix” of the COH Portfolio
Truth Governance
Integration Analytics
EPPM

20. The Road Map to Success
• Communication and Leadership
• Fit Gap
• Process Architecture
• ERP Alignment
• Governance
• Reporting
• Maturity

21. The Road Ahead

22. Lessons Learned: Primavera P6, OPPM, P6 Analytics
Governance Inclusivity Predictability Optimization

23. Conclusions
Why Oracle
Primavera
and City of
Hope?
Lessons
Learned
Value
Created
Enterprise
Management
Improvement
Next Steps
for City of
Hope

25. Q&A Session
Healthcare EPPM
Questions
Primavera
Technical
Questions
P6
Analytics
Questions

27. Thank You

28. A PeopleSoft Modular Deep-Dive Event
July 23-25, 2013 Rosemont, Illinois
A JD Edwards EnterpriseOne Deep-Dive Event
December 2-4, 2013 Denver, Colorado
Mark Your Calendar!

29. Online Series Offerings for 2013
Series Month
Professional Development Series June
Executive Series June
HCM Series July
Upgrades Series August
Mobility Series September
Financials Series October
JD Edwards World Series November
Tools & Technology Series November
Take advantage of these improved series offerings for
2013, featuring Oracle sessions, vendor sessions and
some of the best customer sessions from the Quest
community. Train from the comfort of your desk!