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How To Keep Your PCM Implementation
From Becoming A Circus
Prepared by:
Ginger Bennett
Senior Consultant
Terillium
Ten Tips For A Successful
Implementation
Session ID#: 15426

2. Ginger Bennett
■ Senior Consultant
■ Implementing Primavera Contract Management since late
1990s
 Variety of Project Types and Sizes –
 Construction Management: Up to $4.5 Billion
 O&G Drilling Program: $6.5 Billion
 Light Rail Expansion: $700 Million
 US Border Patrol: $10 Million
 Integrated Systems / P6 & ERP Implementations
 Single Stand-Alone Systems

3. Terillium’s Resume
Platinum Partner
 Over 250 implementations, 125+ certified consultants
 15 Oracle Product Specializations
 Consultants Average 15 years of experience
 Oracle Accelerate Partner
Awards
 FY2011, FY2012 Oracle Partner of the Year
 2011, 2009, 2008, 2007, 2005: Titan Award Winner
 Oracle Certified Accelerate Partner (EBS, OBIA)
Expertise:
 Oracle Primavera Suite
 Oracle JD Edwards, e-Business Suite, Business
Intelligence Applications
 Technical Consulting & Upgrades
 System Implementation Consulting
 Managed Services

4. What is Oracle’s Primavera Contract
Management? What Will It Do For Me?
■ Does your organization struggle with maintaining project
history?
■ Do your projects end up with several versions of the “final
documents”?
■ Does Senior level management have a hard time tracking
down project information and confirming that they are looking
at current data?
■ Do your project managers have to wait for Accounting to
provide monthly reports to give them information about where
the $$ are?

5. What is Oracle’s Primavera Contract
Management? What Will It Do For Me?
■ Provides A Platform for Project Collaboration
■ Central Repository
■ One version of the “truth”
■ Enforces Standards
■ Scalable

6. We Purchased The Software.
Now What?
Is It Worth The Price Of Admission?

7. Is It Worth The Price Of Admission?
MAXIMUM RETURN
ON YOUR INVESTMENT

8. A Successful Implementation
Versus A Circus

9. One:
Determine The Audience
Assessing the Business Requirements

10. Determine The Audience –
Assessing The Business Requirements
■ What does the business need the software to do?
■ Who needs the information?
■ What information do they need?
■ What information do they feed?
■ In what formats?
■ THINK WITH THE END IN MIND

11. Two: How Big Is Your Tent?
Determining The Scope

12. How Big Is Your Tent?
- Determining The Scope
■ Many different modules and components
■ Intelligent functionality
■ Information gathered from the Business Requirements
determines what modules and features to implement
■ Turn on? – or Off?
■ Also determined by what information the organization needs
to get out of the system
■ THINK WITH THE END IN MIND

13. Three:
Who Is The Ringleader?
Who Is Calling The Shots?

14. Who Is The Ringleader?
Who Is Calling The Shots?
■ The Project Sponsor
■ Represents Senior Management with authority to:
▪ Define Goals
▪ Allocate Resources
▪ Make Decisions
■ Will champion the new system’s adoption
■ The Consultant is NOT the Project Sponsor or Ringleader –
but is the experienced Subject Matter Expert that assists

15. Four:
Addressing The Elephants In
The Room
What Are The Elephants?

16. Addressing The Elephants In The Room
■ Elephants are the issues no one wants to talk about – but
must for a successful outcome
▪ Standardized Processes and Procedures

17. Addressing The Elephants In The Room
■ Elephants are the issues no one wants to talk about – but
must for a successful outcome
▪ Standardized Processes and Procedures
▪ Standardized Roles and Responsibilities

18. Addressing The Elephants In The Room
■ Elephants are the issues no one wants to talk about – but
must for a successful outcome
▪ Standardized Processes and Procedures
▪ Standardized Roles and Responsibilities
▪ Consider the impact

19. Addressing The Elephants In The Room
■ Elephants are the issues no one wants to talk about – but
must for a successful outcome
▪ Standardized Processes and Procedures
▪ Standardized Roles and Responsibilities
▪ Consider the impact
▪ Significant But Necessary

20. Five:
How To Tame The Lions
Who Are The Lions?

21. How To Tame The Lions
■ Who are the “Lions”?
▪ Loudest protestors
▪ People who hate change (everyone)
▪ People whose “old ways” work just fine for them
▪ Don’t understand higher-level corporate objectives
■ Identifying the Lion Tamers (“System Champions”)
▪ Positive Influencers/Communicators
▪ Know the system and can demonstrate functionality
▪ Can communicate the benefits

22. Six:
The Three Rings That Go Hand-
In-Hand
Corporate Sponsorship / Communication
Management / Change Management

23. The Three Rings That Go Hand-In-Hand
■ Corporate Sponsorship –
▪ Worthy objectives
■ Communication Management –
▪ Communicate objectives and how we are going to meet them
■ Change Management –
▪ Changes need to be understood and managed so people can
cope effectively

24. Seven:
Who Gets In?
Setting Up Security

25. Setting Up Security
■ Role-based Security templates
▪ Full access or partial access?
■ Multiple projects/multiple roles

26. Setting Up Security
■ Well-defined Security Matrix

27. Eight:
Training The Handlers
Role-Based Training

28. Training The Handlers
■ Role-based Training
■ Conference Room Demos
■ Lunch & Learns
■ UPK
■ Email “Tips & Tricks”
■ TRAIN THE SYSTEM – not just the product

29. Nine:
Enjoying The Peanuts
And Popcorn
Forms and Reports

30. Enjoying The Peanuts & Popcorn –
Forms and Reports
■ CM enforces standardized forms and reports

31. Enjoying The Peanuts & Popcorn –
Forms and Reports
■ Sometimes used as a determining factor in which modules to
implement

32. Enjoying The Peanuts & Popcorn –
Forms and Reports
■ Ball In Court Assignments

33. Enjoying The Peanuts & Popcorn –
Forms and Reports
■ Ball In Court Assignments
2
3
0

34. Enjoying The Peanuts & Popcorn –
Forms and Reports
■ Alerts
0
2
0

35. Ten: The Closing Parade
Things Project Management Loves About CM

36. The Closing Parade –
Things Project Management Loves About
CM
■ Integration with financial systems provides a single source of
the “truth”

37. The Closing Parade –
Things Project Management Loves About
CM
■ CM is scalable
■ CM provides project-level Document Management
■ Provides Issue Management
■ Provides Change Management

38. Change Life Cycle
RFI
Issue
Estimates
Meeting
Minute
Proposals
Change
Order

39. The Closing Parade –
Things Project Management Loves About
CM
■ Provides more efficient Project Closeout
■ Project Binder

40. Recap
Breaking It All Down

41. Recap -
Breaking It All Down
■ Tip 1: Determine The Audience
▪ Assess The Business Requirements
■ Tip 2: How Big Is Your Tent?
▪ Determine the Scope
■ Tip 3: Who Is The Ringleader?
▪ Decide Who Calls The Shots
■ Tip 4: Address The Elephants In The Room
▪ Address Process & Procedures, Roles & Responsibilities
■ Tip 5: Taming The Lions
▪ Identify the System Champions

42. ■ Tip 6: The 3 Rings Go Hand In Hand
▪ Establish Corporate Sponsorship
▪ Communication Management
▪ Change Management
■ Tip 7: Who Gets In?
▪ Set Up Security
■ Tip 8: Training The Handlers
▪ Provide Role-Based Training
■ Tip 9: Enjoying The Peanuts & Popcorn
▪ Develop Forms & Reports
■ Tip 10: The Closing Parade
▪ Things Project Management Loves About CM

43. Questions?

44. Please complete the session
evaluation
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