Business and technical lessons learned from post merger p6 integration project ppt
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This document discusses lessons learned from GenOn Energy's integration of their Primavera P6 project management databases after a merger. Some key points: - GenOn merged with another company in 2010 to increase scale and diversity across regions. Integrating their P6 databases was an important post-merger integration project. - Culture and staffing challenges needed to be addressed, such as defining new IT/business cultures, allowing time for employee relocations, and using contractors for knowledge transfer. - Thorough planning was critical, including building a schedule, planning test environments in advance, and accounting for other application migrations. - Technical lessons included creating multiple databases, using third-party tools, priorit
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Business and technical lessons learned from post merger p6 integration project ppt
- 1. Business and Technical Lessons Learned from a Post-Merger P6 Integration Project Patricia Champagne, PMP Greg Hunt, PMP GenOn Energy
- 3. GenOn at a Glance Corporate HQ: Houston, TX Located in: 12 States Number of Employees: ~3,400 Generating Capacity: 23,692 MW Generating Stations: 47 Background
- 4. Customers include: Utilities: Generate, transmit, and distribute power to retail or wholesale customers. Municipal systems: Owned and/or operated by a city that generates and/or purchases electricity. Aggregators: Marketers who pool customers to buy large volumes of power. Electric-cooperative utilities: Utilities owned by and operated for the benefit of those using the service. The utility company generates, transmits, and/or distributes supplies of power to a specified area not being serviced by another utility. Generators: Produce electricity intended to be sold at wholesale. Marketers: Entities that become an owner or controller of power for the purpose of buying and selling the power at wholesale. Background
- 7. Background The strategic rationale for the merger included: • Significant near‐term value creation driven by annual cost savings of $150 million • Strengthened balance sheet and enhanced financial flexibility • Increased scale and geographic diversity across key regions • Well positioned to benefit from improvement in market fundamentals
- 8. Background Cost Savings was a particularly important goal: • $150 million in annual cost savings • Achieved through reduction in corporate overhead and G&A, including: – Consolidating two headquarters – Accounting, finance, human resources, administrative – IT systems – Costs to achieve of $125 million • Expected run‐rate cost savings fully realized starting in January 2012 • Consolidating the two headquarters would result in the elimination of the headquarters and data center in Atlanta.
- 9. Background This was one of merger’s integration projects. It’s goals: – Merge P6 Databases into a Single Database & Environment – Provide a 2‐way Interface between SAP and P6 – Minimize Loss of Capability for Either User Group
- 10. Background
- 11. What Follows Approximately 75 Things we learned in managing this project. These address: – IT & Business Culture – Staffing – Project Planning – Technical
- 12. Culture Define the IT culture up front – Philosophy – Expectations – Ways IT interacts with users
- 17. Staffing • Find out who your sales rep is early. Oracle may want to change them. • Assign a new Oracle Support Administrator BEFORE the current ones are gone! • Get everybody on a common Oracle Support CIS early.
- 18. Staffing • Find out who is relocating and allow time for that. Also allow for trips home, etc. • If you have retirement eligible workers on staff, expect some of them to chose that over the new company. • Define Roles & Responsibilities
- 19. Staffing • Make sure some people staying with the company go to the integration meetings. • Include BOTH technical and business application owners in the integration meetings. • Make sure every application has an IT owner from day 1.
- 20. Staffing • Be flexible on severance dates. • Attitude is just as important as Business and technical knowledge when selecting severance dates. • Use Outgoing staff for Infrastructure Work, One‐time work, Knowledge Transfer & Documentation • Use Retained Staff for Application Work
- 21. Staffing • Use contractors. But mostly for 1‐time tasks & knowledge transfer (do with you, not for you). • Go to the other person’s location. • Create a merger PMO office prior to the merger
- 22. Planning • Build a CPM schedule for merger activities • Know the Schedule for Moving Other Apps • Plan around Infrastructure Moves
- 25. Planning • If a decision requires a committee – form that immediately! • If you don’t have dev/test environments & processes, fix that first.
- 26. Planning • If a Decision Requires a Committee – Form that Immediately! • If you don’t have dev/test environments, you need to build them.
- 27. Planning • If you are going to integrate systems, train people on them first. • If systems are to be integrated, plan well in advance for synchronized test data. • First, get on one system and minimize change backwards or forwards.
- 30. Technical • Get IT on a common Oracle account • Log every issue with Oracle while trying to solve it DO THIS NOT THIS
- 31. Technical If you are an MS Access fan • Install P6 Stand‐alone with MS SQL on your 2nd PC and create 2 databases. • In each production DB, create a project with one calendar for each activity, export it, and import it into a MS‐SQL database. • You can now easily read the calendar blob field and find duplicate calendars.
- 32. Technical Other things I used MS Access for • Making a global calendar a project‐level calendar • Swapping out one calendar for another (e.g. a duplicate for the original so that I can then delete the duplicate). • Making a global activity code a project‐level activity code • Merging activity codes • Swapping out the Maximo‐centric activity IDs with their SAP IDs.
- 33. Technical • Consider 3rd Party Tools (e.g.XENA) • Give administrators a 2nd PC
- 34. Technical • Get the IT components in synch • Prioritize correction of performance issues • If you aren’t merging domains quickly, disable LDAP right away • If you migrate projects via export/import, make sure Citrix is mapped to a drive in th data center
- 35. Technical • Don’t Bring over Everything • Use Codes to Flag Projects for Migration • Create Integration Check Layouts
- 36. Technical • Have Cleanup Databases • Pay attention to Citrix home directories • Get as‐built documentation from the vendors
- 38. QUESTIONS?