This document outlines Oracle Primavera's vision for enterprise project portfolio management (EPPM) to drive innovation and productivity improvements. It discusses how EPPM can help organizations balance innovation with execution excellence through financial discipline, operational efficiency, and risk mitigation. The vision is to make EPPM enterprise-wide by deploying it across all initiatives and including all stakeholders. This integrated approach could help save organizations over $1 trillion annually through 60% productivity gains in industries like infrastructure.

1. Innovation and the Vision of
Oracle Primavera for
Enterprise Project Portfolio
Management
Dick Faris
SVP - Oracle Primavera

2. The following is intended to outline our general product
direction. It is intended for information purposes only,
and may not be incorporated into any contract. It is not a
commitment to deliver any material, code, or
functionality, and should not be relied upon in making
purchasing decisions.
The development, release, and timing of any features or
functionality described for Oracle’s products remains at
the sole discretion of Oracle.

3. Innovation
Definition
1: the introduction of something new
2: a new idea, method, or device : novelty
Merriam Webster

4. Innovation
“Some men see things as they are and ask why. Others dream things that
never were and ask why not.” George Bernard Shaw (covered by Robert Kennedy)
“Necessity … is the mother of invention.” Plato, The Republic, 347 B.C.
“If you always do what you always did, you will always get what you
always got.” Albert Einstein
“They always say time changes things, but you actually have to change
them yourself.” Andy Warhol
The key to success is for you to make a habit throughout your life of doing
the things you fear. Vincent Van Gogh

5. Innovation
It is not just a good idea
Innovation results from the successful execution
of a new idea
….and often requires stopping the execution of
previous innovations

6. Innovation
Organizations must
innovate to grow, be
efficient, and be
competitive.
It is not enough to do things better,
you must find new things and do
them well

7. Innovation
Every organization strives for Innovation
… the challenge is creating a culture of
Innovation and managing it.

8. Innovation
It means being willing to make
mistakes,
….. but detecting, admitting,
and correcting those mistakes
quickly.
"Success is 99% failure." Sochiro Honda – Founder of Honda

9. Innovation
Continuous innovation means once you
are getting really good at executing
something….
…. it is time to try something new

10. Innovation in Scheduling
Gantt
CPM
Resource Leveling
PERT / Monte Carlo Simulation
RDM
Critical chain
Lean construction
Last planner

11. Examples of Innovative Companies
Federal Express – Overnight delivery – freight hub
Southwest Airlines – frequent direct flights, no frills, low cost
Amazon – On line retailing, electronic books, cloud services
Oracle – SQL Database, acquisitions, engineered systems
Apple – Mouse, GUI, digital music, smart phone, tablets, touch screens
IMAX, Disney, Ikea, Sony, Samsung, Virgin, Airbus,
Facebook, Twitter, Carrefour, Toyota, L’Oreal,
Vodafone, Tesco, BSkyB

12. Innovative Companies that failed
Polaroid – Instant pictures
Kodak – Point and shoot pictures and film
Xerox – Copiers
Dell – Selling PCs direct
Pan Am, TWA, Laker, People’s Express
Univac, RCA
Nokia, Blackberry
Studebaker, Nash Rambler
Satyam, Daewoo, Maxwell, Marconi

13. Innovations in Organization
Matrix Organizations
Decision making – Collaborative / Closer to the problem
Customer focus
Virtual meetings
Tiger teams
Business Intelligence / Big Data

14. Innovative Processes
Six Sigma
Lean Manufacturing / Just in Time
Crowdsourcing
Project Portfolio Management

15. Why Innovations Fail
Don’t solve an important problem
Take too long
Underfunded or poorly implemented
Too much effort for the benefit received

16. Innovations by Primavera
Mainframe Project Management on a micro
Autocost, Activity Codes
Organize bands by codes
Enterprise Project Portfolio Management
Mobile App for statusing
Analytics
Workflow

17. Innovations by Industry
Oil and Gas – 5D Seismic, tertiary oil recovery, Fracking
Utilities – Smart Meters/Smart Grid, Cogeneration, pumped storage
Engineering & Construction – BIM/VDC, Prefabrication,
Design/Build contracts
Discrete Manufacturing – Theory of Constraints, Robotic
assembly, lean manufacturing, 3D Printing
Public Administration – Use tax, VAT, Public/Private
Partnerships
Services – OnStar, GeekSquad, Zipcar, Urgent Care Clinic,
Handheld POS, VirtualMachines, click-to-talk

18. Innovation
The Innovator's Dilemma:
When New Technologies
Cause Great Firms to Fail
Clayton M. Christensen
Harvard Business School Press (C) 1997

19. The Innovator's Dilemma
A truly innovative business Idea has jump
started many successful companies.
But those same successful companies often fail to see
or execute the “next big thing”
They focus on perfecting and fine tuning the original
innovation, often incapable of further Innovations.

20. Creating a Culture of Innovation
Reward for taking risk
Failure is acceptable(at times)
Skunk works – removed from day to day time wasters
Thinking „outside the box‟

21. “Borrowing” an Innovation
..and improving on it
..or just making it work
IBM invented SQL but Oracle implemented it
Xerox PARC invented the mouse and GUI, but
Apple commercialized it

22. Buying Innovation
…and not killing the culture that created it
Apple buying neXt
Oracle buying Primavera (..and many others)

23. Innovation Failures
How do you know when an Innovation is
not working?
When do you stop working on it?
How do you know when an Innovation is
no longer Innovative?
"The essential part of creativity is not being afraid to fail.“ - Edwin H. Land

24. Innovation Funnel
Ideas Concepts Projects
New Products /
Processes

25. Developing Innovative Ideas
Keep up with current trends
Take time to think and read
Ask questions
Seek ideas from any source
Try something new each day
PPM as Idea Management System
“A discovery is said to be an accident meeting a prepared mind.” A. von Szent-Gyorgyi
“The way to get good ideas is to get lots of ideas, and throw the bad ones away”
Dr Linus Pauling

26. Selecting the Innovation
Portfolio Management is the obvious answer –
..But how do you know what will work?
What are the criteria?,
How are they weighted?
How do people rank them?
Who ranks them?
Where is the water line?
Gut feel still plays a role.

27. Innovation
How do you balance Innovation with
performance excellence?
Enterprise Project Portfolio Management !
Innovation is about execution
Successful execution requires monitoring

28. Innovation and Risk Management
Innovation entails risk
How do you measure and report that risk?
Publicize the Risks

29. Innovation and the Executive
Balancing Innovation and „keeping the lights on‟
What must we stop doing?
Allocation of resources
How to get my organization to embrace change?
Remove fear and reward innovation
Make your approach to risk taking transparent

30. Innovation and the Project
Manager
Best practices - get the job done
Innovative processes can accelerate execution
What if analysis planning for fallback
Look for opportunities for time and cost savings

31. Innovation and the Portfolio
Manager
Ensuring that innovative initiatives fit within the organization‟s
strategy
Balancing the mix of risky innovations with „tried and true‟ projects
Can the organization support two projects with same objective
Are there enough resources to execute all the innovations and
other projects?
Criteria for success for innovative projects

32. Innovation
It comes from luck
Luck comes from selecting the right
opportunity
and having the courage of executing it well at the right time
In large organizations, that requires EPPM

33. Innovation
“It is not how many ideas you have. It‟s how many you make happen.”
Accenture Ad
“An idea that is not dangerous is unworthy of being called an idea at
all.” Oscar Wilde
“The best way to predict the future is to invent it.” Alan Kay

34. Vision of Oracle Primavera
for Enterprise Project Portfolio
Management
Dick Faris
SVP - Oracle Primavera

35. “A Strategic Inflection Point is that which
causes you to make a fundamental
change in business strategy. Nothing less
is sufficient.”
Andy Grove
ex-Chairman, Intel

36. The catalyst for
change?

37. The drivers
Fiscal responsibility
Corporate governance & legislative
reform
Shareholder/Citizen activism

38. Let’s look at infrastructure
$57 trillion global infrastructure investment
needed in 2013–30
$101 billion annual cost in excess fuel costs/time
of road congestion in the US
4 years average time to obtain complete
permitting for European power projects
0 gain in construction sector labor productivity
over past 20 years Japan, Germany, US
Source: McKinsey Infrastructure Practice, Infrastructure productivity: How to save $1 trillion a year, January 2013

39. What’s the opportunity?
$1,000,000,000,000 a year savings
From a 60% productivity improvement
Source: McKinsey Infrastructure Practice, Infrastructure productivity: How to save $1 trillion a year, January 2013

40. Sounds impossible until…
Source: McKinsey Infrastructure Practice, Infrastructure productivity: How to save $1 trillion a year, January 2013

41. What does it take?
Financial discipline
Operational excellence
Risk mitigation

42. Start with the money
What? Improve financial rigor & results
How? Optimize portfolios & project
selection
Why? 7% reduction in costs

43. Next, exceptional execution
What? Enhance efficiency & reduce
costs
How? Streamlining delivery
Why? 14% reduction in cost

44. And, risk planning
What? Managing & reacting to
uncertainty
How? Communication & collaboration
Why? Reduces failure

45. So how do we get there?
1. Make it enterprise
2. Deploy across multiple initiatives
3. Include all stakeholders

46. Make it enterprise

47. Deploy across multiple initiatives
IT
NPD
Manufacturing
ETO
Owner
Capital Projects
FM/RE
EPC
Contractor
Routine
Maintenance
Process
Improvement / LSS
Earned Value
Program Management
Shutdown /
Turnaround /
Outage
Installation
Services

48. Include all stakeholders

49. Partners in the journey
Release Summary
• Primavera P6 EPPM 7.0 (2009) Primavera Portfolio Management 8.0 (2010)
• Primavera P6 EPPM 8.0 (2010) Primavera Contract Management 14.1 (2011)
• Primavera P6 EPPM 8.1 (2011) Primavera Portfolio Management 9.0 (2011)
• Primavera P6 EPPM 8.2 (2012) Primavera Team Member (2011)
• Primavera P6 8.1 (2011) Primavera Analytics 2.0 (2012)
• Primavera P6 8.2 (2012) AutoVue 20.2.1 (2012)
• P6 Analytics R3.1 (2013) Primavera Unifier 9.11 (2012)
Financial Discipline • Skire Unifier acquisition provides powerful integration of cost, schedule and contracts
• EPPM integration into ERP Financials & Asset Management
• Instantis acquisition provides best-of-class PPM solutions for IT, NPD, & Process
Improvements project
• Primavera Analytics (OBIEE)
• Spatial Integration
Risk Mitigation • Balanced portfolios across all projects in the enterprise
• Visibility into resource supply and demand across all projects
• Integrated Risk identification and control strategies
• Expanded collaboration across the contractor ecosystem
• Pre-built UPK Content to ease adoption and user participation
Operational Control • BI Publisher as standard reporting engine
• Visualizer with Advanced Gantt and Timescaled Logic output
• Mobile team member apps for project status collection
• Autovue
• 20 Product Releases since
acquisition (Jan 2009)
• 12 New Solutions
• 500+ Industry Specific
Enhancements

50. Oracle Primavera + Skire
Capital
Planning
Project
Funding
Plan and
Schedule
Cost
Controls
Manage
Resourc
e & Risk
Change
Mgmt.
Deliver
Projects
Manage
&
Operate
Assets
Initiate
Projects
Prioritize
Projects
Plan
Build
Operate
=
=
Visibility
Automation
Integration
Control Across the Entire Lifecycle
• Complete governance over all project phases from
planning and building to operations and maintenance
Automated Processes with Easy-to-Use
Workflows
• Developed by industry veterans with focus on ease
of use
Integrated with Analytics and ERP
• Easily monitor, visualize and adjust plans according
to actual financial forecasts

51. Oracle Primavera + Instantis
Purpose Built
• Instantis is specifically built to meet the
needs of top-down & resource driven
environments
Cloud Enabled
• Instantis is built from the ground up
using cloud native technology
Seamless PPM
• Instantis offers top-down portfolio
capabilities seamlessly integrated with
just enough project execution
.
Primavera
& Unifier
Strategies
Tasks
Work Orders
Portfolios
Resources
Deliverables
Projects
Instantis
Corporate Capital ProjectsR & D IT Manufacturing Maintenance
NVT35T

53. 53
Dick’s Picks – 2012-13
• Tablets replacing Laptops
• Mobile apps
• Social Networking on the job
• Smart Phones replacing Laptops
• Jawbone Wristband
• 3D printing
• Augmented Reality
These predictions are the personal opinions of Dick Faris
and do not necessarily represent the opinions of Oracle

54. 54
Dick’s Picks – Tablets Replace Laptops
© 2010 Oracle Corporatio
Ipad
Android
Tablets
Microsoft
Surface Pro

55. Dick’s Picks – Mobile apps
What Activities are
underway with 100m of
me?
Let me see a job photo
taken here 2 weeks ago?
Where is the Electrician?

56. Dick’s Picks – Social Networking on the job
To this:
Who has worked with
Subcontractor ABC?
Has anyone used
technology XYZ?
Who knows about the
new regs?
Who do I see in Finance
to get a supplier paid?
From this:
What’s a good french
restaurant in Denver?
Anyone using the new
Samsung Galaxy?

57. 57
Dick’s Picks – Smart Phones Replace
Laptops
Keynote
Remote
Keynote

58. Jawbone Wristband and UP app

59. Dick’s Picks – 3D Printing

60. Dick’s Picks – Augmented Reality
Augmented reality (AR) is a live, direct or indirect, view of a physical, real-world environment
whose elements are augmented by computer-generated sensory input such as sound, video,
graphics or GPS data - Wikipedia

61. dick.faris@oracle.com
primaverasig.com

62. Primavera Session Highlights
Monday
• 11:00 am - Today and Tomorrow: What’s New in Primavera & Planned Roadmap, Rom 207
• 1:15 pm - What's New In Primavera P6v8.3, Room 407
• 3:45 pm – Dive Deeper into Unifier for CPPM, Room 711
• 3:45 pm - An Introduction the P6 Web Services Programming Interface, Room 712
Tuesday
• 8:00 am - Oracle Primavera P6 Analytics: Providing Critical Insight Into Your Projects, Portfolios, and Resources, Room 711
• 10:45 am - Primavera Gateway Overview, Room 711
• 10:45 am - Mobilizing Your Primavera Work Force, Room 712
• 2:00 pm – Dive Deeper into Unifier for Facilities and Real Estate Management, Room 711
• 2:00 pm - Get Started with Oracle Primavera Analytics and Enterprise Reporting, Room 712
• 4:30 pm – Introducing Instantis EnterpriseTrack, Room 712
• 4:30 - Introducing the P6 Visualizer, Room 711

63. Primavera Session Highlights
Wednesday
• 8:15 am – What’s New in Primavera Mobile?, Room 711
• 9:30 am – Best Practices for Implementing Primavera Unifier, Room 711
• 1:00 pm - An In-Depth look at P6 Analytics, Room 711
• 1:00 pm - Oracle@Oracle: How does it work - Implementing Primavera in IT Services Environment, Room 710
• 3:00 pm – Best Practices for Implementing Primavera P6, Room 711
• 4:15 – Oracle Primavera Product Enhancement Session, Room 711
Thursday
• 8:30 am - Primavera and the Fusion Stack; Extending Projects Across the Enterprise, Room 712
• 8:30 am - Architecture, Performance And Scalability Considerations For A P6 EPPM Upgrade, Room 711
• 9:45 am - User Productivity Kit (UPK) and Primavera. What can UPK do for you?, Room 711

64. Additional Primavera Activities
Primavera product demos #48 and 49 in Oracle Booth
Primavera 1-1 Customer Support Clinic
• Hyatt Regency in room Agate C
• Products include: P6 (functional and technical issues), Contract Management,
Unifier, Integrations with Primavera
• Customers can register here: http://primaverasig.com
Primavera Customer Reception
• Tuesday, April 9th 7:30 – 9:30 pm at the Clyfford Still Museum
• Customers can register here: http://www.oracle.com/us/dm/154544-
nafm11127874mpp050-seo-1908936.html