Primavera Strategy and Roadmap within the Capital Infrastructure and Asset Lifecycle Management areas. Products: Primavera Unifier, Primavera P6, Primavera EPPM, Primavera Portfolio Management Title: Capital Infrastructure and Asset Lifecycle Management Author: Guy Barlow Director, Industry Strategy Primavera Global Business Unit Date: 25 June 2015 Copyright Oracle For more free articles and online training visit: www.p6academy.com

1. Capital
Infrastructure
and
Asset
Lifecycle
Management
Guy
Barlow
Director,
Industry
Strategy
Primavera
Global
Business
Unit
25
June
2015
Copyright
©
2015,
Oracle
and/or
its
affiliates.
All
rights
reserved.
|

2. Copyright
©
2015,
Oracle
and/or
its
affiliates.
All
rights
reserved.
|
Safe
Harbor
Statement
The
following
is
intended
to
outline
our
general
product
direcPon.
It
is
intended
for
informaPon
purposes
only,
and
may
not
be
incorporated
into
any
contract.
It
is
not
a
commitment
to
deliver
any
material,
code,
or
funcPonality,
and
should
not
be
relied
upon
in
making
purchasing
decisions.
The
development,
release,
and
Pming
of
any
features
or
funcPonality
described
for
Oracle’s
products
remains
at
the
sole
discrePon
of
Oracle.

3. Copyright
©
2015,
Oracle
and/or
its
affiliates.
All
rights
reserved.
|
Mission
CriPcal
SoluPon

4. Copyright
©
2015,
Oracle
and/or
its
affiliates.
All
rights
reserved.
|
“invest
to
revive
economic
growth”
Huge
investments
&
high
expectaPons
R$200bn
infrastructure
package

5. Copyright
©
2015,
Oracle
and/or
its
affiliates.
All
rights
reserved.
|
SMARTer
Infrastructure
• Oil
&
Gas
• UPliPes
(Power
&
Water)
• Mining
• TransportaPon
• FaciliPes/Buildings
More
Value
• Streamlined
CoordinaPon
• High
frequency
CollaboraPon
• Purpose
Built
Integrated
Controls
• Consistent
Performance
Reduce
Cost
• Performance
to
budget
• More
with
less
• Manage
change
Lower
Risk
• Resilience
based
infrastructure
• Life-­‐cycle
thinking
• Partnered
approaches
&
contracts
ObjecPves

6. Copyright
©
2015,
Oracle
and/or
its
affiliates.
All
rights
reserved.
|
64%
73%
missed
budget
not
on
schedule

7. Copyright
©
2015,
Oracle
and/or
its
affiliates.
All
rights
reserved.
|
Project
SelecPon
&
DefiniPon
Engineering
Design
(FEL/FEED)
ConstrucPon
Commissioning
&
Handover
OperaPons
Asset
Management
Decommissioning
Full
lifecycle
visibility
&
control
• Stage
Gate
management
• Scope/Schedule/Risk
• Resources
• Document
Control
• What
if
analysis
• Engineering
Deliverables
•
IntegraPon
with
ERP/EAM
• Rank,
PrioriPse
&
opPmise
projects
• Business
case
• Driver
based
• ROI
• ROCE
• Shareholder
value
• Capital
AllocaPon
• Eng/Const
AcPvity
Status
• Contract
/
Change
Management
• Cost
Management
• Dashboards/KPI’s
• Workflow
and
Alerts
• Stakeholder
reporPng
7
Por@olio
mgmt
Stakeholders
Program
&
Project
Management
Strategic
Planning
Capital
Projects
STO
Decom

8. Copyright
©
2015,
Oracle
and/or
its
affiliates.
All
rights
reserved.
|
Mission
criPcal
role
8

9. Copyright
©
2015,
Oracle
and/or
its
affiliates.
All
rights
reserved.
|
Strategic
Planning
Befer
Financial
Discipline

10. Copyright
©
2015,
Oracle
and/or
its
affiliates.
All
rights
reserved.
|
OperaKonal
efficiencies
Facility
investments
&
operaPng
costs
account
for
40%
of
annual
spending
Por@olio
management
Cash
Flow
Improve
Time
to
first
Oil
&
enhanced
cost
control
Capital
AllocaKon
Efficient
allocaPons
of
capital
especially
at
FID
Regulatory
Impact
on
the
porholio
from
conPnual
enhancements
from
government
organizaPons
Challenges
The
Grow
reserves
by
greater
than
100%
per
annum
Reserve
Replacement
Driver
based
,opPmized
,project
selecPon

11. Copyright
©
2015,
Oracle
and/or
its
affiliates.
All
rights
reserved.
|
Driver
Based
target
sejng
Strategic
Planning
Budget
porholio
OpPmisaPon
Strategic
Driver
Budgets
Business
OpportuniPes
Porholio
opPmizaPon
Approved
Projects
Benefits
ExecuPon
Process

12. Copyright
©
2015,
Oracle
and/or
its
affiliates.
All
rights
reserved.
|
§ CapabiliPes
§ A
strategy-­‐first
approach
§ Incorporate
funding
and
workforce
needs
§ Investor
maps
and
dashboards
to
analyze
key
strategic
decision-­‐making
data
§ Benefits
§ OpPmized
porholio
based
on
strategic,
financial,
or
risk
metrics
§ Manage
porholios
of
producPon
and
facility
investments
to
achieve
strategic
goals
§ Maximize
return
on
capital
OpPmize
capital
project
porholios

13. Copyright
©
2015,
Oracle
and/or
its
affiliates.
All
rights
reserved.
|
§ CapabiliPes
§ Simulate
strategic
plans
§ QuanPfy
uncertainty
in
key
drivers
§ Assess
impact
on
KPI’s
e.g.
ROACE
§ Test
plans
robustness
to
external
factors
§ Benefits
§ Learn
risk
of
failure
in
advance
§ Adjust
strategy
to
withstand
external
stresses
Integrate
financial
modeling
&
simulaPon

14. Copyright
©
2015,
Oracle
and/or
its
affiliates.
All
rights
reserved.
|
§ CapabiliPes
§ Project
the
Income
Statement,
Balance
Sheet,
and
Cash
Flow
Statement
§ Manage
earnings,
working
capital,
etc.
§ Run
what-­‐if
analysis
§ Compare
to
compePtors
&
market
§ Benefits
§ Create
synergy
across
various
stakeholders
§ Reduce
the
Pme
required
to
iterate
the
plan
§ Increase
plan
feasibility
Create
an
OpPmized
Plan
for
the
Enterprise

15. Copyright
©
2015,
Oracle
and/or
its
affiliates.
All
rights
reserved.
|
10%
Improvement
on
Kme
to
First
Oil
Results
The
Improvement
in
Capital
AllocaKon
10%
Improvement
in
por@olio
alignment
10%

16. Copyright
©
2015,
Oracle
and/or
its
affiliates.
All
rights
reserved.
|
Capital
Projects
Smarter
ExecuPon

17. Copyright
©
2015,
Oracle
and/or
its
affiliates.
All
rights
reserved.
|
Change
Control
No
standardized
process
leads
to
poor
change
control
Planning
Cash
Flow
Ensuring
a
posiPve
cash
flow
during
project
life
Resource
management
Ability
to
effecPvely
plan
and
manage
all
aspects
of
resources
incl
impact
on
supply
chain
Contract
management
Poor
collaboraPon
and
doc
control
with
the
supply
chain
Challenges
Lack
of
stakeholder
engagement
in
detailed
planning
Risk
management
EffecPve
risk
and
conPngency
control
throughout
the
project
life

18. Copyright
©
2015,
Oracle
and/or
its
affiliates.
All
rights
reserved.
|
Process
1. Scope
definiPon
2. Stage
gate
control
3. Resource
&
risk
management
Oracle
ConfidenPal
–
Internal/Restricted/Highly
Restricted
18

19. Copyright
©
2015,
Oracle
and/or
its
affiliates.
All
rights
reserved.
|
Scope
definiPon
Oracle
ConfidenPal
–
Internal/Restricted/Highly
Restricted
19
Make
use
of
workflows
to
define,
capture
and
approve
process
for
scope
definiPon
Enable
sharing
and
updaPng
of
scope
documents

20. Copyright
©
2015,
Oracle
and/or
its
affiliates.
All
rights
reserved.
|
Stage
gate
control
Oracle
ConfidenPal
–
Internal/Restricted/Highly
Restricted
20
Define
Stage
gates
and
deliverables
due
Capture
documents
in
a
true
document
repository

21. Copyright
©
2015,
Oracle
and/or
its
affiliates.
All
rights
reserved.
|
Resource
&
risk
management
Oracle
ConfidenPal
–
Internal/Restricted/Highly
Restricted
21
Analyze
risk
and
plan
miPgaPon
Risks
stored
centrally
&
scored
against
a
standard
matrix
OpPmize
resources
and
schedule

22. Copyright
©
2015,
Oracle
and/or
its
affiliates.
All
rights
reserved.
|
10%
Improvement
in
schedule
delivery
Results
The
Improvement
in
Risk
and
conKngency
management
30%
Improvement
in
cost
control
20%

23. Copyright
©
2015,
Oracle
and/or
its
affiliates.
All
rights
reserved.
|
Shutdowns/Turnarounds
&
Outages
Enhanced
OperaPonal
Excellence

24. Copyright
©
2015,
Oracle
and/or
its
affiliates.
All
rights
reserved.
|
ProducKon
loss
Impacts
on
Revenue
due
to
late
start
up
Por@olio
management
Cash
Flow
Improve
Time
to
start
up
and
enhanced
cost
control
Resource
management
Ability
to
effecPvely
plan
and
manage
all
aspects
of
resources
incl
impact
on
supply
chain
Regulatory
Impact
on
the
porholio
from
conPnual
enhancements
from
government
organizaPons
Challenges
The
Ensure
all
stakeholders
are
fully
engaged
in
the
definiPon
of
the
scope
Scope
management
Which
assets
and
when
do
we
take
offline

25. Copyright
©
2015,
Oracle
and/or
its
affiliates.
All
rights
reserved.
|
Process
1. Plan/Resource
opPmizaPon
2. Streamline
execuPon
3. Change
&
discovery
Control
Oracle
ConfidenPal
–
Internal/Restricted/Highly
Restricted
25
Planning
cycle
T-­‐6
to
T-­‐1
ExecuPon
cycle

26. Copyright
©
2015,
Oracle
and/or
its
affiliates.
All
rights
reserved.
|
Plan/Resource
opPmizaPon
Oracle
ConfidenPal
–
Internal/Restricted/Highly
Restricted
26
Store
pre-­‐work
/
best
pracPce
in
project
template
OpPmize
resources
and
schedule

27. Copyright
©
2015,
Oracle
and/or
its
affiliates.
All
rights
reserved.
|
Plan/Resource
opPmizaPon
Oracle
ConfidenPal
–
Internal/Restricted/Highly
Restricted
27
Analyze
risk
and
plan
miPgaPon
Risks
stored
centrally
&
scored
against
a
standard
matrix
Establish
sub
contracts
Enabling
effecPve
governance
MiPgate
cost
and
maximize
ROI

28. Copyright
©
2015,
Oracle
and/or
its
affiliates.
All
rights
reserved.
|
Streamline
execuPon
Oracle
ConfidenPal
–
Internal/Restricted/Highly
Restricted
28
Capture
progress
in
real
Pme
from
onsite
workers
Track
progress
via
analyPcs
reports

29. Copyright
©
2015,
Oracle
and/or
its
affiliates.
All
rights
reserved.
|
Change
&
Discovery
control
Oracle
ConfidenPal
–
Internal/Restricted/Highly
Restricted
29
Changes
can
be
fully
tracked
through
a
pre
configured
workflow.
Using
template
forms
for
simple
accurate
data
collecPon.
Review
impact
using
risk
analysis,
etc

30. Copyright
©
2015,
Oracle
and/or
its
affiliates.
All
rights
reserved.
|
10%
Improvement
in
schedule
delivery
Results
The
Improvement
in
Risk
and
conKngency
management
30%
Improvement
in
cost
control
20%

31. Copyright
©
2015,
Oracle
and/or
its
affiliates.
All
rights
reserved.
|
Mission
CriPcal
SoluPon

32. Copyright
©
2015,
Oracle
and/or
its
affiliates.
All
rights
reserved.
|
Project
management
capabiliPes
Project
management
capabiliPes
Cloud Analytics Mobile Collaboration
Cost
Management &
Control
Budgeting &
Forecasting
Contract
Management
Project
Management &
Scheduling
Risk
Management
Resource
Management
Insight &
Performance
Project
Visualization
Accelerate Project Delivery
Improve Project Profitability
Integrated
EPPM
Plahorm
Portfolio
Management
32

33. Copyright
©
2015,
Oracle
and/or
its
affiliates.
All
rights
reserved.
|
TransformaPonal
Journey
–
where
are
you?
Marginal
Project
scheduling
tools
Manage
just
criPcal
projects
Stable
Project
collaboraPon
Formal
processes
in
place
Evolving
Use
of
porholio
applicaPon
Projects
managed
as
porholios
Best-­‐in-­‐Class
Workflows
&
business
users
Porholio
is
aligned
to
business
TransformaPonal
Enterprise-­‐wide
deployment
Real-­‐Pme
porholio
management
33
Most
companies

34. Copyright
©
2015,
Oracle
and/or
its
affiliates.
All
rights
reserved.
|
34
-­‐R$140m
planning
efficiencies
-­‐R$280m
streamlining
execuKon
Huge
investments
&
high
expectaPons
R$200bn
infrastructure
package

35. Copyright
©
2015,
Oracle
and/or
its
affiliates.
All
rights
reserved.
|
3
quesPons
to
consider…
1. Are
we
making
the
right
decisions?
2. Can
we
react
quickly
enough?
3. Will
we
be
prepared
for
the
future?
35