Project controls for csx engineering ppt

Project Controls for CSX
Engineering
James Minks, Project Manager II
CSX Technology
Jacksonville, FL

Speaker Background
• 26 years development and IT experience
• 16+ years with Oracle in various capacities:
– Technical Support – Applications
– Global IT
– Application Development & Infrastructure
• Joined CSX Technology in February 2011
– Implemented Project Controls for Engineering
Division (Dec. 2011) for 140+ users
3/30/2012 Copyright © CSX Corporation All rights reserved. 2

Agenda
• Abstract
• CSX Overview
• Business Drivers for Project Controls
• Key Success Factors
• Q&A
• Websites and Email

CSX OVERVIEW
Operate in every major population and industrial
center east of the Mississippi and two Canadian
provinces
• $10.6B in Revenue
• 21,000+ route miles / Over 32,000 employees
• 4,000 locomotives / 80,000 freight cars
• Operates an average of 1,200 trains per day
• Transports an average of 20,000 carloads per day
• Transports 3.9 million carloads of products and raw
materials a year
Our Vision
To be the safest, most progressive,
North American railroad, relentless
in the pursuit of customer and
employee excellence

Abstract
• CSX Transportation (CSX) identified the need to improve its project and
project portfolio management processes.
• The implementation satisfied the need to begin deriving value for the
Engineering organization by leveraging the acquisition of technology
solutions from Oracle (Primavera P6 and Contract Management).
• CSX Project Controls implementation was divided into three (3) releases,
to minimize the cultural change impact on end users by introducing
functionality in a methodical manner.
• In this presentation I want to impart three key phases.
– First, how CSX defined standard Project Controls business processes.
– Secondly, how we mapped those business processes to Oracle Primavera P6 and
Contract Management functionality.
– Third, how CSX integrated Oracle Primavera P6 with Oracle Project Accounting for
capturing project budget and actuals data.

Business Drivers
• No standardized Engineering project management processes
– Major Programs (Nation Gateway & Florida S-Line High Speed Rail)
• Information is everywhere but nowhere to be found
– Network drives, C: drives
– MS Outlook
– Day Planners
– Post Its
• Aging workforce – retirements - loss of project experience and
knowledge
• Duplication of effort:
– Reinventing the wheel
– Lost project artifacts
• No standardized software solution
• No central document management repository

National Gateway

Florida SunRail

Crawl Walk Run
KEY
MILESTONES
• Standardize
business
processes
• Roll-out P6 &
CM
• PM training
• Basic Financial
Integration
• Advanced Dashboard
Analytics
• Improved Resource
Allocation
• Improved OP3 Interface
• Technology upgrades
• P6 from 8.0 to 8.2
• CM from 13.0 to 14.0
• Implement Oracle AutoVue
• Reduced
dependency of
legacy document
management
system
• Possible OP3 2-way
interface between
Oracle EBS / P6
TIMEFRAME:
12 months
TIMEFRAME:
24 months
TIMEFRAME:
36 months
CSX Approach

One Business
Process
What is CSX Project Controls?
Oracle Primavera P6 is the most
powerful, robust and easy-to-
use solution for prioritizing,
planning, managing and
scheduling projects, programs
and portfolios.
PrimaveraP6
Oracle Primavera Contract
Management is a document
management and field controls
solution that keeps construction
projects on schedule and on
budget.
Contract Management
Two tools

Business Process Design

Business Process Design cont.

Initial Rollout
Once we had the Project Management Business Processes defined, we worked on
the implementation phase of project which consisted of:
1. Producing Training Materials for P6 & CM, which consisted of detailed desk
instructions which mapped to our business processes
2. Installing and Configuring of P6 & CM “sandbox” environment for training purposes
3. Conducting “Pilot” training with 12-15 Project Managers from various engineering
departments
4. Making adjustments to the training material and approach based on “Pilot” team
feedback
Lessons learned, made course correction for Rollout Training (July-Nov 2011):
• The 17 page Business Process was too complex for most users to follow, and they
requested that we render those 17-pages down to 1-2 pages
• More time was needed on P6 and less on CM, as scheduling was the critical need
vs. a document storage system (CM)

Project Lifecycle
OP3™

CSX Oracle Technical Landscape

Project Controls Architecture

Capital Spend Dashboard

Contract Management

Oracle EBS Integration
• CSX chose Project Partners OP3 2.5.10 for
integration with Oracle Financials 12.1.3
• CSX adopted a single transfer flow of projects
from Oracle to P6
• CSX implemented four (4) integration points with
OP3
– Initial project structure flow
– Updated/New/Deleted WBS
– Budget Transfer
– Transfer of Actual Cost and Quantity

Integrating Oracle with P6 via OP3
Classify
project(s) for
transfer in EBS
Daily concurrent
request to transfer
the project(s)
budget, tasks, and
header information
Daily concurrent
request to transfer
the project(s) actual
costs

One-way Flow from Oracle
Oracle E Business Suite (“EBS”)
Integration Overview
Classification codes
Global Resources and
Rates
Project Header, WBS,
Tasks, Dates
Budget Updates at
Task UDF
Actual Financial Costs
& Effort
3/30/2012
Copyright © CSX Corporation All rights
reserved.
21

Oracle EBS Integration Process Flow
3/30/2012
reserved.
22

Project Creation in EBS
Projects created in
Oracle are
transferred to P6
3/30/2012
reserved.
23

Task Structure Transfer in EBS
3/30/2012
reserved.
24

Summary Budget Transfer in EBS
3/30/2012
reserved.
25

Detail Budget Transfer in EBS

Transfer Actuals in EBS

Key Success Factors
• Top tier P6/CM implementation consultants
– CSX chose Innovative Management Solutions
• Core team approach with business partners,
technology, and IMS
• Roll-out training (80 project managers)
• Desk Instructions following the business processes
• Phased implementation approach – 1 (crawl), 2 (walk),
3 (run)
• Monthly Newsletters - informing business partners &
project sponsors of progress

Newsletters

Questions

Contact Information
James Minks, Project Manager II
CSX Technology
James_minks@csx.com
904.633.5135

Project controls for csx engineering ppt

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