The document provides an overview of new features and enhancements in Oracle Enterprise Project Management in Release 12. Key highlights include:
- Project portfolio analysis capabilities for identifying initiatives, establishing budgets, and analyzing ongoing and proposed projects.
- Enhanced project planning features such as task dependencies, resource assignments, Gantt charts, and improved budgeting.
- New deliverables management, issue and change management, progress tracking, and forecasting tools.
- Earned value management integrated with workplans, resources, progress, and forecasts.
- Program management capabilities to roll up projects and reporting.
- Contingent workforce management, expense tracking, and time and billing improvements.
The document discusses balancing NASA's portfolio within tight budgets between successful programs and maintaining institutional capabilities. It addresses whether programs and institutions are competing priorities or if a competitive environment is healthy. It also questions if NASA can succeed with only one or the other. The document also notes challenges around effectively managing NASA's aging infrastructure portfolio, given it controls over 5,400 buildings and structures. Finally, it outlines NASA's budget formulation process and timeline, which allows only a small window for integrating program and institutional budgets.
EVM is a project management process that integrates scope, schedule, and cost to assess project performance and forecast outcomes. It allows objective measurement of progress against a performance measurement baseline (PMB) which includes a work breakdown structure, schedule, and time-phased budget. EVM helps identify variances so management can take corrective actions to mitigate risks and keep the project on track. NASA requires EVM for projects over $20 million to enhance the likelihood of success through active measurement and management.
This document discusses selecting useful software measures. It recommends using the Goal-Question-Metric method to first identify goals, then questions to meet those goals, indicators to show answers, and metrics to collect data. An example shows selecting measures to track project progress by setting goals for on-time and on-budget completion and monitoring staffing and scheduled activities. Charts of planned vs actual staffing and progress points are identified as useful measures.
This document discusses the process for developing Joint Confidence Level (JCL) assessments of cost and schedule estimates for programs and projects. It outlines the roles of programs/projects and the independent review board (SRB) in developing probabilistic cost estimates, risk analyses, and JCL assessments to present at key decision points. Both the program/project and SRB will develop their own analyses, then reconcile differences through iterative reviews and updates until agreeing on a final JCL assessment to report out. The goal is for estimates to have a 70% confidence level that costs and schedules will be equal to or less than predicted.
This document discusses NASA's Earned Value Management (EVM) capability project. It outlines the overarching EVM requirements for NASA, including compliance with ANSI/EIA-748 guidelines. It describes NASA's development of a common EVM process and its testing on two pilot projects. The rollout plan and available EVM resources are also summarized. Maintaining the integrity of the EVM process through surveillance is highlighted as a key ongoing activity.
The document discusses establishing a performance measurement baseline (PMB) in a cost effective manner. It defines key Earned Value Management (EVM) concepts like the PMB, which is a time-phased budget plan used to measure contract performance. It emphasizes the importance of thorough upfront planning, including developing a work breakdown structure (WBS) and schedule to fully capture the work scope. Establishing the PMB is a three-step process of defining the work, scheduling it, and allocating budgets to control accounts and work packages.
PPM Challenge #1: Prioritizing Demand – 2012 PPM Challenge and Opportunity We...EPM Live
2012 is quickly approaching and many organizations are preparing their portfolio strategies for the New Year. EPM Live recently partnered with Gartner in sponsoring the 2011 Gartner Symposium ITxpo. This week, Gartner published some of the key takeaways from the event and among them were a list of challenges that we as PPM supporters should look out for in 2012. The good news is ….with every challenge there is opportunity! Please join EPM Live as we lead you through a 4 part webinar series that focuses on these common Project Management challenges and leave you with the Enterprise Project management tools you need to create opportunity across your organization as you tackle these challenges one by one.
Challenge: Have you ever been asked to accomplish more than your technology and resources could handle? Prioritizing demand is not an easy task when there are many factors to consider: strategic objectives, benefits, risk factors and so on.
Opportunity: Join EPM Live as we walk you through the critical steps that must be taken to prioritize your 2012 Project Portfolio Management while taking into consideration the environmental factors that play a role in affecting the outcome. Find out how you can plan the most profitable portfolio for your organization while meeting all of your strategic goals. A profitable portfolio leads to a profitable business. Topics Include:
- Project and Work Requests
- Project and Work Definition
- Portfolio Capacity Planning
- Portfolio What-if Modeling
- Portfolio Selection
This document discusses the challenges of partnering on major research platforms and facilities. It notes that the high costs and complexity of such projects have driven increased partnering between U.S. agencies and with international entities. However, ensuring alignment between partner processes and practices can be challenging. The document analyzes the practices of three science agencies - DOE, NASA, and NSF - to identify similarities and differences in their approaches to developing and managing large science projects. Understanding these comparative practices is important for facilitating effective interagency and international cooperation on major research infrastructure initiatives.
The document discusses balancing NASA's portfolio within tight budgets between successful programs and maintaining institutional capabilities. It addresses whether programs and institutions are competing priorities or if a competitive environment is healthy. It also questions if NASA can succeed with only one or the other. The document also notes challenges around effectively managing NASA's aging infrastructure portfolio, given it controls over 5,400 buildings and structures. Finally, it outlines NASA's budget formulation process and timeline, which allows only a small window for integrating program and institutional budgets.
EVM is a project management process that integrates scope, schedule, and cost to assess project performance and forecast outcomes. It allows objective measurement of progress against a performance measurement baseline (PMB) which includes a work breakdown structure, schedule, and time-phased budget. EVM helps identify variances so management can take corrective actions to mitigate risks and keep the project on track. NASA requires EVM for projects over $20 million to enhance the likelihood of success through active measurement and management.
This document discusses selecting useful software measures. It recommends using the Goal-Question-Metric method to first identify goals, then questions to meet those goals, indicators to show answers, and metrics to collect data. An example shows selecting measures to track project progress by setting goals for on-time and on-budget completion and monitoring staffing and scheduled activities. Charts of planned vs actual staffing and progress points are identified as useful measures.
This document discusses the process for developing Joint Confidence Level (JCL) assessments of cost and schedule estimates for programs and projects. It outlines the roles of programs/projects and the independent review board (SRB) in developing probabilistic cost estimates, risk analyses, and JCL assessments to present at key decision points. Both the program/project and SRB will develop their own analyses, then reconcile differences through iterative reviews and updates until agreeing on a final JCL assessment to report out. The goal is for estimates to have a 70% confidence level that costs and schedules will be equal to or less than predicted.
This document discusses NASA's Earned Value Management (EVM) capability project. It outlines the overarching EVM requirements for NASA, including compliance with ANSI/EIA-748 guidelines. It describes NASA's development of a common EVM process and its testing on two pilot projects. The rollout plan and available EVM resources are also summarized. Maintaining the integrity of the EVM process through surveillance is highlighted as a key ongoing activity.
The document discusses establishing a performance measurement baseline (PMB) in a cost effective manner. It defines key Earned Value Management (EVM) concepts like the PMB, which is a time-phased budget plan used to measure contract performance. It emphasizes the importance of thorough upfront planning, including developing a work breakdown structure (WBS) and schedule to fully capture the work scope. Establishing the PMB is a three-step process of defining the work, scheduling it, and allocating budgets to control accounts and work packages.
PPM Challenge #1: Prioritizing Demand – 2012 PPM Challenge and Opportunity We...EPM Live
2012 is quickly approaching and many organizations are preparing their portfolio strategies for the New Year. EPM Live recently partnered with Gartner in sponsoring the 2011 Gartner Symposium ITxpo. This week, Gartner published some of the key takeaways from the event and among them were a list of challenges that we as PPM supporters should look out for in 2012. The good news is ….with every challenge there is opportunity! Please join EPM Live as we lead you through a 4 part webinar series that focuses on these common Project Management challenges and leave you with the Enterprise Project management tools you need to create opportunity across your organization as you tackle these challenges one by one.
Challenge: Have you ever been asked to accomplish more than your technology and resources could handle? Prioritizing demand is not an easy task when there are many factors to consider: strategic objectives, benefits, risk factors and so on.
Opportunity: Join EPM Live as we walk you through the critical steps that must be taken to prioritize your 2012 Project Portfolio Management while taking into consideration the environmental factors that play a role in affecting the outcome. Find out how you can plan the most profitable portfolio for your organization while meeting all of your strategic goals. A profitable portfolio leads to a profitable business. Topics Include:
- Project and Work Requests
- Project and Work Definition
- Portfolio Capacity Planning
- Portfolio What-if Modeling
- Portfolio Selection
This document discusses the challenges of partnering on major research platforms and facilities. It notes that the high costs and complexity of such projects have driven increased partnering between U.S. agencies and with international entities. However, ensuring alignment between partner processes and practices can be challenging. The document analyzes the practices of three science agencies - DOE, NASA, and NSF - to identify similarities and differences in their approaches to developing and managing large science projects. Understanding these comparative practices is important for facilitating effective interagency and international cooperation on major research infrastructure initiatives.
The document describes a tool developed by NASA to measure schedule performance by comparing two project schedules. The tool extracts schedule data from MS Project files to calculate schedule variance, performance index, and cost performance index at the task and project levels. These metrics are designed to assess whether the project is earning planned duration and completing tasks within planned timeframes. The tool is still being refined but provides a way to measure schedule performance without requiring detailed resource cost data.
Affinion Group is implementing HP Project and Portfolio Management Center (PPM) across all of its business units to improve visibility and standardize processes. It has implemented PPM in phases, starting with one business unit. Phase I focused on demand management and centralized project prioritization and approval processes. Phase II will leverage the existing configuration and implement resource, project, and program management capabilities across all business units. This will improve project delivery, standardize processes, and provide increased visibility across the organization.
Blythe ortiz7120 5e handbooks 2 15-2012 finalNASAPMC
This document discusses updates to NASA guidance documents for program and project management. The NPR 7120.5 has been streamlined and implementation guidance is now contained in a new Program and Project Management Handbook and an updated Standing Review Board Handbook. These handbooks provide best practices and guidelines to implement the requirements of NPR 7120.5. The speakers discuss the status and future plans for completing these handbooks, including aligning them with the revised NPR 7120.5E set to be released in summer 2012. The handbooks are intended to provide practical support for program/project managers in satisfying NASA's management requirements.
The document discusses integrating technical performance measures with earned value management. It argues that EVM data is only reliable if technical performance is objectively assessed using the right measures of progress. Standards like CMMI and IEEE 1220 provide guidance on using requirements, product metrics, and success criteria to evaluate technical progress. The document provides examples of how to calculate earned value by linking it to completion of drawings and meeting technical performance targets for weight and diameter. It recommends acquisition best practices like requiring technical performance measurement in proposals and verifying integration at contract award and reviews.
This document outlines improvements made to NASA's independent program review process in fiscal year 2010. It discusses the reviews completed, including 8 program and 20 project reviews. Process improvements included quick look reports, increased coordination, readiness assessments, and streamlining of review documentation. The roles and responsibilities of review board members are covered, including ensuring member competency, currency, and independence. Coordination between review boards and NASA mission directorates and centers is also summarized.
This document summarizes a seminar on government contractor financial systems. The seminar agenda includes an introduction, challenges for government contractors, an overview of the Raffa/Unanet solution, requirements for success, key benefits, and a software demonstration. The seminar will discuss evaluating and selecting new financial software, and how the integrated Microsoft Dynamics and Unanet solution addresses challenges for government contractors.
This document discusses integrated predictive performance management as a method for effective project management. It involves developing an integrated baseline for technical scope, schedule, and budget that serves as a shared plan. Performance is measured by comparing work completed to the baseline. This allows for predicting future performance and taking early actions to positively impact outcomes. Benefits include integrated performance measurement, a disciplined planning methodology, and improved visibility, accountability, and risk management. The key is for projects to own their baselines which are then status reported and maintained through a change control process.
The document discusses how configuration management (CM) helps projects innovate and communicate. It compares project management and CM processes, and describes traditional CM versus CM II approaches. It also outlines two project management models - Kepner-Tregoe and Deming's Plan-Do-Check-Act cycle. CM expands on these models by managing both requirements definition and physical project tasks in synchronized cycles. The document argues that CM helps address common problems that cause project failures, such as poor communication, requirements, documentation, and change control. CM is positioned to support the entire project management process.
This document discusses the development and validation of an Earned Value Management (EVM) system at the Jet Propulsion Laboratory (JPL). It outlines the key components of developing the EVM system, including establishing the architecture, implementing the necessary tools and processes, and providing education and training. It also describes validating the system through progress assistance visits and a formal validation review. The document shares lessons learned around implementing an effective EVM system.
Val Lunz of NASA Goddard Space Flight Center presented best practices for enhancing the Capital Planning Investment Control (CPIC) framework to optimize business portfolio analysis. The CPIC provides a framework to strategically assess IT assets and prioritize investments. Managing the portfolio through sub-portfolios of similar investments and streamlining processes can maximize returns and leverage existing resources. Continuous evaluation and stakeholder involvement are also important to ensure the appropriate investments are selected and controlled in the current fiscal environment.
The document provides an overview of a presentation on implementing an Earned Value Management System (EVMS) at a federal agency on a low budget. It discusses EVMS concepts and benefits. It then details a case study where a recession-proof EVMS was developed using existing tools and processes to integrate project scheduling, budgeting, reporting, and analysis with minimal costs. The solution standardized processes, automated data collection and linking of schedules and costs. It improved project performance monitoring, accountability, and success rates.
This document provides an overview and outline for a 4-day Microsoft Project 2007 training course. The course covers basic and intermediate skills for using MS Project 2007, including learning project basics, working with tasks, resources, calendars, tracking progress, customizing views, and more. It is divided into 22 modules covering topics such as managing simple projects, advanced scheduling, tracking progress, reporting status, troubleshooting issues, and introducing Project Server features. The training aims to provide attendees with the skills needed to use key MS Project 2007 functions and customize project information.
Alcatel lucent planning optimization proposal presentationLewis Wang
The document proposes a supply chain planning optimization solution for ASB based on Accenture's observations of key issues. It identifies a lack of end-to-end planning and control, complex planning logics, insufficient planning staff skills, and low data quality as root causes. The proposed solution includes establishing a "control tower" function for centralized planning and execution coordination, optimizing planning logics such as using ASP to drive purchasing, enhancing planning systems and functions like capacity planning, and improving data quality and staff competencies through training. Key deliverables would define new processes, business rules, KPIs and a training plan to realize the solution.
Design your business processes to embrace people Kobi Vider
The document discusses using agile business processes and strategic policy deployment (SPD) to support high maturity organizational performance management (OPM). SPD is presented as a solution that combines clear priorities, behavior changes, continuous improvement thinking, and waste elimination to achieve business goals. It involves deploying annual strategy and commitments down the organization to ensure cross-functional alignment through shared measures and accountability. Frequent review helps identify obstacles to goals and empower employees to take rapid corrective action through kaizen.
The NASA Schedule Management Handbook provides guidance on developing and maintaining an integrated master schedule for NASA projects. It outlines roles and responsibilities, considerations for schedule management tools, and processes for pre-schedule development, developing the integrated master schedule, and ongoing status updates and maintenance. The handbook aims to help project managers and teams adhere to NASA requirements for sound schedule management practices.
This document discusses EVMS certification and provides an overview of earned value management. It contains the following key points:
1) The objectives are to provide perspective on the EVMS certification challenge and identify areas of focus to position an organization for successful certification.
2) EVMS certification evaluates an organization's compliance with 32 ANSI guidelines across stakeholders, processes, baseline development, status and forecasting, metrics and reports, management, and corrective action.
3) Successful certification depends on having a documented EVMS that meets all guidelines, projects executing the documented system, and an adequate surveillance plan to ensure sustainability.
The document outlines the key features of Projectfichier project management software. It describes modules for defining project structure and billing methods, scheduling phases and allocating resources, tracking task progress and invoicing work, supporting projects through issue tracking, and providing statistics and custom dashboards. It also mentions the software's integration with other modules and applications.
Affinion Group is implementing HP Project and Portfolio Management Center (PPM) across all of its business units to improve visibility and standardize processes. It is taking a phased approach, first implementing PPM in the Affinion Loyalty Group. Phase I focused on centralizing and standardizing proposal processes. Phase II will leverage the existing PPM configuration and implement project, program, and portfolio management capabilities across all business units. This will improve resource management, provide a single source of project information, and deliver self-service reporting capabilities.
The document discusses roles and responsibilities in continuous process improvement (CPI). It describes the CPI deployment director as owning the deployment plan and communication plan. Project sponsors are responsible for the project charter and removing barriers. Process owners implement process changes. Black belts and green belts lead CPI projects under a master black belt. A DACI chart defines roles as drivers, approvers, contributors, and informers. CPI uses tollgates to approve project definitions, measures, analyses, improvements and controls.
The document describes a tool developed by NASA to measure schedule performance by comparing two project schedules. The tool extracts schedule data from MS Project files to calculate schedule variance, performance index, and cost performance index at the task and project levels. These metrics are designed to assess whether the project is earning planned duration and completing tasks within planned timeframes. The tool is still being refined but provides a way to measure schedule performance without requiring detailed resource cost data.
Affinion Group is implementing HP Project and Portfolio Management Center (PPM) across all of its business units to improve visibility and standardize processes. It has implemented PPM in phases, starting with one business unit. Phase I focused on demand management and centralized project prioritization and approval processes. Phase II will leverage the existing configuration and implement resource, project, and program management capabilities across all business units. This will improve project delivery, standardize processes, and provide increased visibility across the organization.
Blythe ortiz7120 5e handbooks 2 15-2012 finalNASAPMC
This document discusses updates to NASA guidance documents for program and project management. The NPR 7120.5 has been streamlined and implementation guidance is now contained in a new Program and Project Management Handbook and an updated Standing Review Board Handbook. These handbooks provide best practices and guidelines to implement the requirements of NPR 7120.5. The speakers discuss the status and future plans for completing these handbooks, including aligning them with the revised NPR 7120.5E set to be released in summer 2012. The handbooks are intended to provide practical support for program/project managers in satisfying NASA's management requirements.
The document discusses integrating technical performance measures with earned value management. It argues that EVM data is only reliable if technical performance is objectively assessed using the right measures of progress. Standards like CMMI and IEEE 1220 provide guidance on using requirements, product metrics, and success criteria to evaluate technical progress. The document provides examples of how to calculate earned value by linking it to completion of drawings and meeting technical performance targets for weight and diameter. It recommends acquisition best practices like requiring technical performance measurement in proposals and verifying integration at contract award and reviews.
This document outlines improvements made to NASA's independent program review process in fiscal year 2010. It discusses the reviews completed, including 8 program and 20 project reviews. Process improvements included quick look reports, increased coordination, readiness assessments, and streamlining of review documentation. The roles and responsibilities of review board members are covered, including ensuring member competency, currency, and independence. Coordination between review boards and NASA mission directorates and centers is also summarized.
This document summarizes a seminar on government contractor financial systems. The seminar agenda includes an introduction, challenges for government contractors, an overview of the Raffa/Unanet solution, requirements for success, key benefits, and a software demonstration. The seminar will discuss evaluating and selecting new financial software, and how the integrated Microsoft Dynamics and Unanet solution addresses challenges for government contractors.
This document discusses integrated predictive performance management as a method for effective project management. It involves developing an integrated baseline for technical scope, schedule, and budget that serves as a shared plan. Performance is measured by comparing work completed to the baseline. This allows for predicting future performance and taking early actions to positively impact outcomes. Benefits include integrated performance measurement, a disciplined planning methodology, and improved visibility, accountability, and risk management. The key is for projects to own their baselines which are then status reported and maintained through a change control process.
The document discusses how configuration management (CM) helps projects innovate and communicate. It compares project management and CM processes, and describes traditional CM versus CM II approaches. It also outlines two project management models - Kepner-Tregoe and Deming's Plan-Do-Check-Act cycle. CM expands on these models by managing both requirements definition and physical project tasks in synchronized cycles. The document argues that CM helps address common problems that cause project failures, such as poor communication, requirements, documentation, and change control. CM is positioned to support the entire project management process.
This document discusses the development and validation of an Earned Value Management (EVM) system at the Jet Propulsion Laboratory (JPL). It outlines the key components of developing the EVM system, including establishing the architecture, implementing the necessary tools and processes, and providing education and training. It also describes validating the system through progress assistance visits and a formal validation review. The document shares lessons learned around implementing an effective EVM system.
Val Lunz of NASA Goddard Space Flight Center presented best practices for enhancing the Capital Planning Investment Control (CPIC) framework to optimize business portfolio analysis. The CPIC provides a framework to strategically assess IT assets and prioritize investments. Managing the portfolio through sub-portfolios of similar investments and streamlining processes can maximize returns and leverage existing resources. Continuous evaluation and stakeholder involvement are also important to ensure the appropriate investments are selected and controlled in the current fiscal environment.
The document provides an overview of a presentation on implementing an Earned Value Management System (EVMS) at a federal agency on a low budget. It discusses EVMS concepts and benefits. It then details a case study where a recession-proof EVMS was developed using existing tools and processes to integrate project scheduling, budgeting, reporting, and analysis with minimal costs. The solution standardized processes, automated data collection and linking of schedules and costs. It improved project performance monitoring, accountability, and success rates.
This document provides an overview and outline for a 4-day Microsoft Project 2007 training course. The course covers basic and intermediate skills for using MS Project 2007, including learning project basics, working with tasks, resources, calendars, tracking progress, customizing views, and more. It is divided into 22 modules covering topics such as managing simple projects, advanced scheduling, tracking progress, reporting status, troubleshooting issues, and introducing Project Server features. The training aims to provide attendees with the skills needed to use key MS Project 2007 functions and customize project information.
Alcatel lucent planning optimization proposal presentationLewis Wang
The document proposes a supply chain planning optimization solution for ASB based on Accenture's observations of key issues. It identifies a lack of end-to-end planning and control, complex planning logics, insufficient planning staff skills, and low data quality as root causes. The proposed solution includes establishing a "control tower" function for centralized planning and execution coordination, optimizing planning logics such as using ASP to drive purchasing, enhancing planning systems and functions like capacity planning, and improving data quality and staff competencies through training. Key deliverables would define new processes, business rules, KPIs and a training plan to realize the solution.
Design your business processes to embrace people Kobi Vider
The document discusses using agile business processes and strategic policy deployment (SPD) to support high maturity organizational performance management (OPM). SPD is presented as a solution that combines clear priorities, behavior changes, continuous improvement thinking, and waste elimination to achieve business goals. It involves deploying annual strategy and commitments down the organization to ensure cross-functional alignment through shared measures and accountability. Frequent review helps identify obstacles to goals and empower employees to take rapid corrective action through kaizen.
The NASA Schedule Management Handbook provides guidance on developing and maintaining an integrated master schedule for NASA projects. It outlines roles and responsibilities, considerations for schedule management tools, and processes for pre-schedule development, developing the integrated master schedule, and ongoing status updates and maintenance. The handbook aims to help project managers and teams adhere to NASA requirements for sound schedule management practices.
This document discusses EVMS certification and provides an overview of earned value management. It contains the following key points:
1) The objectives are to provide perspective on the EVMS certification challenge and identify areas of focus to position an organization for successful certification.
2) EVMS certification evaluates an organization's compliance with 32 ANSI guidelines across stakeholders, processes, baseline development, status and forecasting, metrics and reports, management, and corrective action.
3) Successful certification depends on having a documented EVMS that meets all guidelines, projects executing the documented system, and an adequate surveillance plan to ensure sustainability.
The document outlines the key features of Projectfichier project management software. It describes modules for defining project structure and billing methods, scheduling phases and allocating resources, tracking task progress and invoicing work, supporting projects through issue tracking, and providing statistics and custom dashboards. It also mentions the software's integration with other modules and applications.
Affinion Group is implementing HP Project and Portfolio Management Center (PPM) across all of its business units to improve visibility and standardize processes. It is taking a phased approach, first implementing PPM in the Affinion Loyalty Group. Phase I focused on centralizing and standardizing proposal processes. Phase II will leverage the existing PPM configuration and implement project, program, and portfolio management capabilities across all business units. This will improve resource management, provide a single source of project information, and deliver self-service reporting capabilities.
The document discusses roles and responsibilities in continuous process improvement (CPI). It describes the CPI deployment director as owning the deployment plan and communication plan. Project sponsors are responsible for the project charter and removing barriers. Process owners implement process changes. Black belts and green belts lead CPI projects under a master black belt. A DACI chart defines roles as drivers, approvers, contributors, and informers. CPI uses tollgates to approve project definitions, measures, analyses, improvements and controls.
EPM Live is a global leader in enterprise project, portfolio, and work management solutions. It offers pre-built solutions on the Microsoft platform to provide project visibility, resource management, scheduling, collaboration, and more. EPM Live has over 5,000 customers in 35+ countries and has received recognition from Microsoft, PMI, and others. It provides a full suite of solutions for strategic portfolio management, project management, agile management, and work management through its WorkEngine product.
Key Considerations for a Successful Hyperion Planning ImplementationAlithya
The document provides an overview and recommendations for a successful Hyperion Planning implementation. It discusses key project phases, recommended build techniques including application definition, dimensionality, master data integration, building the planning model, and form and calculation development. It also covers tips for planning design including delineating plan types, defining dimensionality, integrating master data from various sources, and best practices for building forms to ensure performance.
Upgrading to TFS 2012: What You Need to Know!Imaginet
Microsoft Visual Studio 2012 brings a number of new features into the integrated ALM toolset. With new features like PowerPoint Storyboarding, Integrated Code Review Features, Stakeholder Feedback, and a newly integrated Developer / Operations Workflow, you will quickly find many reasons to upgrade to Visual Studio and Team Foundation Server 2012! In this webinar, we'll briefly discuss the breadth of new ALM features. Come join us for this free Webinar!
The document discusses the key processes involved in project integration management, scope management, time management, cost management, quality management, human resource management, communication management, procurement management, and risk management. For each knowledge area, the key processes and associated deliverables are listed.
The document provided an overview of KMA, an IT consulting firm focused on SharePoint and Project Server. It introduced two presenters, Chris McNulty and Amy Talhouk, who discussed KMA's Project Server and SharePoint 2010 services. The presentation covered a six-stage maturity model for project management, provided an overview of Project Server 2010 capabilities for portfolio management, reporting, and collaboration, and demonstrated some Project Server and PerformancePoint features.
The document summarizes an enterprise project, portfolio, and work management solution. It describes the company's experience and standards-based approach. It then demonstrates the solution's tools for capturing ideas, prioritizing projects, analyzing resource demands, building schedules, and tracking execution. The solution offers pre-built reports and configurable forms. It can be deployed online for a quick start or customized on-premise. The solution aims to provide faster time to value while leveraging existing Microsoft technologies and IT skills.
SAP cProjects (PPM) is a project management module that allows for planning, execution, and monitoring of projects while tightly integrating with other SAP modules. It provides capabilities for project structure definition, scheduling, resource planning, cost planning, and integration with finance, procurement, and other areas. cProjects has evolved as part of the SAP Portfolio and Project Management offering to provide comprehensive project management.
Dassian Program Plans and Controls (PPC)Dassian Inc.
Dassian’s Program Plans and Controls (PPC) provides a detailed overview of the products benefits and core features. Initial diagrams show a high level overview while explaining concepts and terms that will be covered further in the presentation. Subsequent slides show screen captures to give a look and feel of the tool while providing functionality overviews of key features. Finally, several reporting examples are included to highlight the change and graphical analytics. For a complete live demonstration please contact us: info@dassian.com
Realizing the Business Value of PPM - What to Expect When Implementing PPMEPM Live
Organizations who strive to improve their Project Portfolio Management (PPM) processes by leveraging a PPM tool are given a strategic advantage in today’s market.
Project Portfolio Management (PPM) is a set of business practices that bring projects together into tight integration with other business operations synchronizing strategies, resources and executive oversight. PPM provides the structure and processes for project portfolio governance.
Benefits of a PPM tool provide the organization a centralized location for stakeholders, PMs and project team members to easily view project portfolio items, resource demands, tasks, and project costs. It provides structure and standardization for project selection and execution and should be flexible to let users work the way that is most comfortable to them, improving user adoption and productivity. PPM solutions streamline collaboration between all invested personnel by providing easily accessible dashboards and reports and enabling more accurate and timely decision-making. Overall a good PPM solution provides the organization the toolset for selecting the right projects, improving ROI and creating a leading business edge.
This document provides an overview of a Microsoft Project 2007 training module that introduces participants to project management concepts and planning projects using Microsoft Project. The training covers topics such as the basics of project management, using Microsoft Project to plan tasks and resources, and project scheduling techniques like PERT charts and the critical path method. The course objectives are to teach participants how to identify, organize, manage and schedule tasks, resources, time and costs to complete a project.
Project management involves applying skills and techniques to meet stakeholder needs and expectations on temporary endeavors to create unique products or services. It balances project scope, cost, time and quality. Projects have a definite beginning and end, cease when objectives are met, and the team disbands upon completion. The product or service is different from others. Project management follows a typical life cycle of defining and organizing the project, planning it, executing and controlling it, and closing it out.
This document provides an executive overview of project management capability. It discusses how project management provides a foundation for managing expectations by defining requirements, planning to achieve outcomes, conforming to what is acceptable, and driving efficiency. It also explains how applying project management through "adaptive rigor" enables successful outcomes such as avoiding delays and overruns, improving productivity, making proactive decisions, and focusing on people, performance, and process. Finally, it outlines the typical project phases of initiation, planning, implementation and control, and closure that Computer Solutions uses to plan and execute projects according to plan.
PAVONE provides project management software with components for activities, project management, workflow management, document management, reporting, and collaboration. It offers a customizable Web 2.0 interface and integration of business processes. PAVONE has over 15 years of expertise and growth in successfully managing over 1,500 business cases across various industries internationally.
Flevy.com - Pricing a Consulting ProjectDavid Tracy
This is a partial preview of the document found here:
https://flevy.com/browse/business-document/pricing-a-consulting-project-94
Description:
This presentation discusses the basic principles behind designing and pricing a management consulting type project.
This document outlines the course objectives for a Microsoft Project Advanced course, which includes reviewing tasks and resources, creating custom reports and views, tracking project progress using baselines and variance tables, customizing Project through templates, views, and fields, linking multiple projects, and integrating Project with Excel.
Expert Guide to Migrating from the SAP NetWeaver BW Integrated Planning Tools...LAZAR Consultants LLC
Reporting and Analytics 2009
An Expert Guide to Migrating from the SAP NetWeaver BW Integrated Planning Tools to SAP BusinessObjects Planning and Consolidation
Similar to Esoaug r12 whats_new_projects_hcm(1) (20)
In the realm of cybersecurity, offensive security practices act as a critical shield. By simulating real-world attacks in a controlled environment, these techniques expose vulnerabilities before malicious actors can exploit them. This proactive approach allows manufacturers to identify and fix weaknesses, significantly enhancing system security.
This presentation delves into the development of a system designed to mimic Galileo's Open Service signal using software-defined radio (SDR) technology. We'll begin with a foundational overview of both Global Navigation Satellite Systems (GNSS) and the intricacies of digital signal processing.
The presentation culminates in a live demonstration. We'll showcase the manipulation of Galileo's Open Service pilot signal, simulating an attack on various software and hardware systems. This practical demonstration serves to highlight the potential consequences of unaddressed vulnerabilities, emphasizing the importance of offensive security practices in safeguarding critical infrastructure.
Introduction of Cybersecurity with OSS at Code Europe 2024Hiroshi SHIBATA
I develop the Ruby programming language, RubyGems, and Bundler, which are package managers for Ruby. Today, I will introduce how to enhance the security of your application using open-source software (OSS) examples from Ruby and RubyGems.
The first topic is CVE (Common Vulnerabilities and Exposures). I have published CVEs many times. But what exactly is a CVE? I'll provide a basic understanding of CVEs and explain how to detect and handle vulnerabilities in OSS.
Next, let's discuss package managers. Package managers play a critical role in the OSS ecosystem. I'll explain how to manage library dependencies in your application.
I'll share insights into how the Ruby and RubyGems core team works to keep our ecosystem safe. By the end of this talk, you'll have a better understanding of how to safeguard your code.
zkStudyClub - LatticeFold: A Lattice-based Folding Scheme and its Application...Alex Pruden
Folding is a recent technique for building efficient recursive SNARKs. Several elegant folding protocols have been proposed, such as Nova, Supernova, Hypernova, Protostar, and others. However, all of them rely on an additively homomorphic commitment scheme based on discrete log, and are therefore not post-quantum secure. In this work we present LatticeFold, the first lattice-based folding protocol based on the Module SIS problem. This folding protocol naturally leads to an efficient recursive lattice-based SNARK and an efficient PCD scheme. LatticeFold supports folding low-degree relations, such as R1CS, as well as high-degree relations, such as CCS. The key challenge is to construct a secure folding protocol that works with the Ajtai commitment scheme. The difficulty, is ensuring that extracted witnesses are low norm through many rounds of folding. We present a novel technique using the sumcheck protocol to ensure that extracted witnesses are always low norm no matter how many rounds of folding are used. Our evaluation of the final proof system suggests that it is as performant as Hypernova, while providing post-quantum security.
Paper Link: https://eprint.iacr.org/2024/257
Monitoring and Managing Anomaly Detection on OpenShift.pdfTosin Akinosho
Monitoring and Managing Anomaly Detection on OpenShift
Overview
Dive into the world of anomaly detection on edge devices with our comprehensive hands-on tutorial. This SlideShare presentation will guide you through the entire process, from data collection and model training to edge deployment and real-time monitoring. Perfect for those looking to implement robust anomaly detection systems on resource-constrained IoT/edge devices.
Key Topics Covered
1. Introduction to Anomaly Detection
- Understand the fundamentals of anomaly detection and its importance in identifying unusual behavior or failures in systems.
2. Understanding Edge (IoT)
- Learn about edge computing and IoT, and how they enable real-time data processing and decision-making at the source.
3. What is ArgoCD?
- Discover ArgoCD, a declarative, GitOps continuous delivery tool for Kubernetes, and its role in deploying applications on edge devices.
4. Deployment Using ArgoCD for Edge Devices
- Step-by-step guide on deploying anomaly detection models on edge devices using ArgoCD.
5. Introduction to Apache Kafka and S3
- Explore Apache Kafka for real-time data streaming and Amazon S3 for scalable storage solutions.
6. Viewing Kafka Messages in the Data Lake
- Learn how to view and analyze Kafka messages stored in a data lake for better insights.
7. What is Prometheus?
- Get to know Prometheus, an open-source monitoring and alerting toolkit, and its application in monitoring edge devices.
8. Monitoring Application Metrics with Prometheus
- Detailed instructions on setting up Prometheus to monitor the performance and health of your anomaly detection system.
9. What is Camel K?
- Introduction to Camel K, a lightweight integration framework built on Apache Camel, designed for Kubernetes.
10. Configuring Camel K Integrations for Data Pipelines
- Learn how to configure Camel K for seamless data pipeline integrations in your anomaly detection workflow.
11. What is a Jupyter Notebook?
- Overview of Jupyter Notebooks, an open-source web application for creating and sharing documents with live code, equations, visualizations, and narrative text.
12. Jupyter Notebooks with Code Examples
- Hands-on examples and code snippets in Jupyter Notebooks to help you implement and test anomaly detection models.
This presentation provides valuable insights into effective cost-saving techniques on AWS. Learn how to optimize your AWS resources by rightsizing, increasing elasticity, picking the right storage class, and choosing the best pricing model. Additionally, discover essential governance mechanisms to ensure continuous cost efficiency. Whether you are new to AWS or an experienced user, this presentation provides clear and practical tips to help you reduce your cloud costs and get the most out of your budget.
leewayhertz.com-AI in predictive maintenance Use cases technologies benefits ...alexjohnson7307
Predictive maintenance is a proactive approach that anticipates equipment failures before they happen. At the forefront of this innovative strategy is Artificial Intelligence (AI), which brings unprecedented precision and efficiency. AI in predictive maintenance is transforming industries by reducing downtime, minimizing costs, and enhancing productivity.
Salesforce Integration for Bonterra Impact Management (fka Social Solutions A...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on integration of Salesforce with Bonterra Impact Management.
Interested in deploying an integration with Salesforce for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
Programming Foundation Models with DSPy - Meetup SlidesZilliz
Prompting language models is hard, while programming language models is easy. In this talk, I will discuss the state-of-the-art framework DSPy for programming foundation models with its powerful optimizers and runtime constraint system.
Best 20 SEO Techniques To Improve Website Visibility In SERPPixlogix Infotech
Boost your website's visibility with proven SEO techniques! Our latest blog dives into essential strategies to enhance your online presence, increase traffic, and rank higher on search engines. From keyword optimization to quality content creation, learn how to make your site stand out in the crowded digital landscape. Discover actionable tips and expert insights to elevate your SEO game.
Fueling AI with Great Data with Airbyte WebinarZilliz
This talk will focus on how to collect data from a variety of sources, leveraging this data for RAG and other GenAI use cases, and finally charting your course to productionalization.
Generating privacy-protected synthetic data using Secludy and MilvusZilliz
During this demo, the founders of Secludy will demonstrate how their system utilizes Milvus to store and manipulate embeddings for generating privacy-protected synthetic data. Their approach not only maintains the confidentiality of the original data but also enhances the utility and scalability of LLMs under privacy constraints. Attendees, including machine learning engineers, data scientists, and data managers, will witness first-hand how Secludy's integration with Milvus empowers organizations to harness the power of LLMs securely and efficiently.
For the full video of this presentation, please visit: https://www.edge-ai-vision.com/2024/06/temporal-event-neural-networks-a-more-efficient-alternative-to-the-transformer-a-presentation-from-brainchip/
Chris Jones, Director of Product Management at BrainChip , presents the “Temporal Event Neural Networks: A More Efficient Alternative to the Transformer” tutorial at the May 2024 Embedded Vision Summit.
The expansion of AI services necessitates enhanced computational capabilities on edge devices. Temporal Event Neural Networks (TENNs), developed by BrainChip, represent a novel and highly efficient state-space network. TENNs demonstrate exceptional proficiency in handling multi-dimensional streaming data, facilitating advancements in object detection, action recognition, speech enhancement and language model/sequence generation. Through the utilization of polynomial-based continuous convolutions, TENNs streamline models, expedite training processes and significantly diminish memory requirements, achieving notable reductions of up to 50x in parameters and 5,000x in energy consumption compared to prevailing methodologies like transformers.
Integration with BrainChip’s Akida neuromorphic hardware IP further enhances TENNs’ capabilities, enabling the realization of highly capable, portable and passively cooled edge devices. This presentation delves into the technical innovations underlying TENNs, presents real-world benchmarks, and elucidates how this cutting-edge approach is positioned to revolutionize edge AI across diverse applications.
Let's Integrate MuleSoft RPA, COMPOSER, APM with AWS IDP along with Slackshyamraj55
Discover the seamless integration of RPA (Robotic Process Automation), COMPOSER, and APM with AWS IDP enhanced with Slack notifications. Explore how these technologies converge to streamline workflows, optimize performance, and ensure secure access, all while leveraging the power of AWS IDP and real-time communication via Slack notifications.
HCL Notes and Domino License Cost Reduction in the World of DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-and-domino-license-cost-reduction-in-the-world-of-dlau/
The introduction of DLAU and the CCB & CCX licensing model caused quite a stir in the HCL community. As a Notes and Domino customer, you may have faced challenges with unexpected user counts and license costs. You probably have questions on how this new licensing approach works and how to benefit from it. Most importantly, you likely have budget constraints and want to save money where possible. Don’t worry, we can help with all of this!
We’ll show you how to fix common misconfigurations that cause higher-than-expected user counts, and how to identify accounts which you can deactivate to save money. There are also frequent patterns that can cause unnecessary cost, like using a person document instead of a mail-in for shared mailboxes. We’ll provide examples and solutions for those as well. And naturally we’ll explain the new licensing model.
Join HCL Ambassador Marc Thomas in this webinar with a special guest appearance from Franz Walder. It will give you the tools and know-how to stay on top of what is going on with Domino licensing. You will be able lower your cost through an optimized configuration and keep it low going forward.
These topics will be covered
- Reducing license cost by finding and fixing misconfigurations and superfluous accounts
- How do CCB and CCX licenses really work?
- Understanding the DLAU tool and how to best utilize it
- Tips for common problem areas, like team mailboxes, functional/test users, etc
- Practical examples and best practices to implement right away
FREE A4 Cyber Security Awareness Posters-Social Engineering part 3Data Hops
Free A4 downloadable and printable Cyber Security, Social Engineering Safety and security Training Posters . Promote security awareness in the home or workplace. Lock them Out From training providers datahops.com
3. Project Management Lifecycle
Project Selection
Project Planning
Project Reporting
Work
Resources
Finances
Project Control Project Execution
4. New – Project Portfolio Analysis
• Identify Key Initiatives
• e.g., IT Governance, Capital
Projects Strategy Expansion
• Establish Available Funds for
Each Initiative
Ranking
• Review Ongoing and/or
Proposed Activities/Projects
• Score using multiple
performance metrics
• Financial Criteria (e.g., ROI)
Scenarios • Strategic (Non-Financial) Criteria
• Create/Analyze Different
Scenarios to Ensure Best ROI
Balanced and Proper Alignment of Work to
Portfolio Goals
5.
6. Enhanced Project Management
Workplan Definition
• Task dependencies within and
across projects
Critical Task
• Assign resources to tasks
Dependent Task
• Enhanced Gantt chart for
resources and dependencies
• Visibility of attachments for
Completed Task
tasks
• Workflow for managing task
execution
• Scheduling attributes, including
critical path, interface with
scheduling tool
7. Enhanced Project Management
Deliverables Management
Project • Track deliverables, status and
associated tasks
• Optionally rollup deliverable
progress to workplan
• Integrate deliverables with
other Oracle applications
Tasks
• Planning
• Shipping
• Billing
Deliverables
8. Enhanced Project Management
Budgeting Enhancements
• Budget generation based on
resource schedule or workplan
• Cost amounts based on quantity using rate
schedules and burden multipliers
Resources Workplans • Revenue amounts based on revenue
accrual method (work-based, cost-based,
event-based)
Streamlined
Data Entry
• Streamlined data entry
• Automatic extension of quantities into cost /
revenue amounts based on actual or
planning rates
• Entry of lump sum amounts across periods
using predefined spread curves
• Varying periods for data entry
• Leverage Excel integration
Budget
9. Project manager can generate a detailed
project budget directly from workplan or
resource plan, and easily make changes
10. Enhanced Project Management
Issue and Change Management
• Streamlined implementation
of financial impact to budget
• User-definable statuses
• Workflow notifications
• Usability & UI
enhancements
Project Change Budget
11. Enhanced Project Management
Progress Collection
• Capture actual and
Overall
Progress remaining effort against
tasks and assignments
• Calculate physical %
complete using various
progress methods
Physical
Actual Remaining • Effort
Percent
Effort Effort • Work Quantity
Complete
• Deliverables
• Rollup task progress using
various methods of task
weighting
12. Enhanced Project Management
Streamlined Forecasts
• Forecast (EAC) = Actuals + ETC
• ETC based on:
• Earned value
Actual & Future Costs • Percent complete
• Future budget amounts
• Future resource schedule
Percent Complete • Work quantity
• Workplan
• Remaining effort
Changes
Forecast • Open commitments
• Change documents
Initial Budget • Compare variances to prior forecasts
• Automatic creation of initial forecast on
baseline of approved budget
• Adjust quantity, rates, cost or revenue
by percentage across planning
elements
EAC = Estimate at Complete
ETC = Estimate to complete
13. Project manager can easily generate forecasts
by automatically aggregating project actual
costs and commitments, change documents,
and workplan progress.
14. Enhanced Project Management
Project Performance
Project • Visibility across all
levels of project
• Multiple reports
• Report Financial Info and
Earned Value
• Configurability with Graphs
Work Resources and Drilldown
• Analysis by WBS, RBS,
Period
• Enhanced Project
Status Inquiry in web
interface
15. Management can review configurable, real-
time reports to spot trends and issues with
project performance to plan
16. Project manager can communicate the most
current project information to all stakeholders
through tailored status reports
17. Enhanced Project Management
Earned Value Management
• Based on workplan,
Workplans resource plan and budget
• Leverages progress and
deliverables management
• Included in forecast
Planned calculation and status
Value
CV reports
• Multiple Earned Value
ACWP metrics, including:
Resources • Planned Value
Earned
Value • Earned Value
• Actual Cost of Work
Performed (ACWP)
• Variances (CV, SV)
• Performance indices (CPI,
Budget SPI)
18. Enhanced Project Management
Program Management
Program
• Definition of unlimited project
hierarchy
• A program can rollup other
projects
• Reporting rollup
Projects • Scheduled dates and progress
• Financial information
Tasks
19. Other Enhancements
Contingent Workforce Management
Oracle
Projects
Oracle Time & Labor PO Validation
iExpense
Expenditure Batch Payment
HR Entry via Excel
Contractors
Suppliers Financials
• Define contingent workers
• Assign contingent workers to tasks
• Process labor costs of contingent workers
• Link and validate timecards against PO’s
• Process contingent worker expenses same as employees
20. Other Enhancements
Top Task Customer/Billing Option
Project
• Invoice method at
Invoice top task level
Method
• Invoice customers
at top task level
• Line-level
concession and
Concession write-offs
or Write-off
• Billing Review in
HTML
Tasks
Customer
22. Evolution of Oracle Projects
Base Differentiators… New in 11i.10… New in R12…
• Single project repository • Enhanced asset capitalization • Costing and billing enhancements
automation for capital projects - Increased date defaulting
- Complete, secure and
personalized project info • User-defined attributes for flexibility for payables
for all stakeholders projects and tasks transactions
- Centralized space for • Gantt chart view in web interface - Improved flexibility & control for
managing project finances, processing project adjustments
workplans, resources and
• Supplier invoice adjustments
- Cash basis acctg /control for
deliverables across entire • Burden cost calculation and partial payments & reversals
project lifecycle processing enhancements
for manufacturing costs - Mass adjustment for large
• Integrated project management numbers of transactions
and collaboration capabilities • Customer account
relationships support - Sub-contractor payment
- Integrated work, resource, management
financial mgmt & operations • Contingent worker support
- eTax integration
across the entire lifecycle • Support for multiple
earned value metrics - Increased support for project
• Global support and functional currencies in
- Multiple currencies and • Integrated work management billing transactions
languages • Enhanced budgeting and
- Global project structures forecasting • Project Portfolio Analysis
across your business units • Streamlined change mgmt (new product)
• Applications integration • Increased billing visibility - Investment criteria definition
- Integration with • Performance & exception mgmt - Current / proposed projects
E-Business Suite analysis
• Program mgmt and reporting
- Open integration with - What-if scenario comparisons
multiple third-party apps • Enhanced resource definition
• Cascading bill rates
29. Talent Management Wheel
Talent
Planning
Measure
and Report Recruiting
Analyze Plan
Performance
Management
Compensation Reward
Talent Evaluate
Profile
Advance Develop
Learning &
Succession Development
Planning
Career Planning
30. Performance Management
Performance Management Plans
• Task oriented user interface
• Personal Scorecards
• Track goals throughout the review period
• Collaborative
Objectives (Goals)
• Defaulted based upon criteria
• Aligned to other individuals
• Cascaded
• Align employee goals to manager and organization goals
• Automatically included in Appraisals
42. Total Compensation Statement
Part of Compensation Workbench or Advanced
Benefits
• Full view and graphics of an employee’s
compensation and benefits package
• Employee and Employer contribution
• Easily configured by grouping and categorizing
competence and benefit elements in Oracle
HR or from 3rd party systems
• Printable Statement
46. Core Human Resource Management
Global Deployment
• Manage and automate employee record
moves between source and destination
Business Groups
• Permanent Transfer
• Terminate assignment in source Business Group
• Temporary Transfer or Secondment
• Suspend active assignment in source Business
Group
Only available in R12
48. Evolution of Oracle Human Capital Management
Base Differentiators… New in 11i.10… New in R12…
• Global multi-country, multi- • Contingent worker self- • New and improved user
payroll implementation on service support experience
single instance • Merged Oracle iLearning • Workforce performance
• Delivered localizations for and Training Administration management
18 countries • Automated grade step
• Best practice HCM for progression
• Cascading objectives
commercial and public sector • Rapid implementation • Appraisal uplifts
• Automated self-service workbench • iRecruitment offers
recruiting processes • Entry level processing for
• Day to day self-service time entry • HR checklists
processing • Training plans and talent • HR global transfers
• Competency based talent management
management enhancements • Enhanced compensation
workbench
• Time entry for all employees • Payroll process navigator
• Compensation mgmt • Combined candidate • Total compensation
search in iRecruitment statement
• Real-time business
intelligence and analysis • Ad hoc reporting layer in • Workforce Scheduling
• Configuration of international core products • UAE, Denmark & India
HCM for any country • Enhanced business payroll localizations
• Contingent worker maint. intelligence and analysis
• Part period accrual
functionality in payroll
Setup diff portfolios (collection of projects)- each can be analyzed as how well it will help you meet specific goals. Ex.Expanding Revenue INTERNAL projects (not billable)- For each strategic objective you compare scenarios- rate each project on ROI and non-fin criteria Org has # of projects they can undertake Will evaluate each project/scenario to see which perform best financially & strategically- have best combination of ROI and strategic
RCD Section 3.2.2.1 Project and task enhancements > reduce reliance on using other scheduling tools Link projects up to tasks in other projects (no task-to-task or project-to-project linkages) Task dependencies within and across projects - lag Program rollup Visibility into date exceptions Additional methods of measuring progress (actual or remaining effort, deliverables, work quantity, etc.) In past we relied on partners to manage schedule, we only managed costs. Now we can manage task dependencies and manage schedule.
RCD Section 3.2.2.2 Leveraging Deliverable Tracking System of Project Contracts, we’ve enabled you to track deliverables for a project. Includes progress, tasks to track deliverable work, actions. Track deliverables to rollup progress Task and deliverables integration or separation Reports based on deliverables progress Integration of deliverables to other apps (planning, shipping and billing). Integration with Procurement to automatically generate purchase requisitions, then track status of requisitions, purchase orders, and receivables. Track billing events as actions for completing the deliverable.
RCD Section 3.2.2.4 Excel based budgeting Entry has improved Enter quantities, calculates amounts Can be labor budget (person or position) or non-labor & must setup rate
RCD Section 3.2.2.5 Can raise issue w/ task in project & assign to people for resolution. Issue may result in Change Order Formal way to raise issue, track thru resolution, raise CO
RCD Section 3.2.2.6 Plan a workplan in a centralized manner (i.e. by project managers), and then manage progress centrally as well. E nter progress collaboratively by resources assigned to tasks, rollup of unpublished progress. Review/adjust by Task managers. C ollect progress for replanning , forecasting and progress reporting purposes from tasks, task assignments and deliverables. Progress can consist of: a. Actual effort/cost: how much cost or effort has already been spent to date b. Estimate to Complete effort/cost: how much cost or effort must be spent in order to complete the planned work. c. Estimated/Actual Dates d. Physical % Complete: allows project managers to determine how much work has been accomplished to measure work execution against the plan e. Textual Data C ollect progress from deliverables and roll this up the workplan. Support for physical progress. Override physical % complete at any level and roll up the overridden values. Perform earned value analysis for the workplan and financial structures. Map physical % complete from the workplan to financial structure, roll physical % complete up the financial structure to affect Revenue Accrual, Invoicing, Financial Reporting. Ability to set a task to Completed and optionally cascade this down the structure to its subtasks, including ETC and actuals. Once collected, progress information drives the following processes: 1. Progress reporting : using collected information, the status of work in a project can be reported by project team members to other team members. 2. Re-planning : use of collected Actuals and ETC to derive a new Estimate At Completion which can be used as a new planning value. For example, if 10 hours of actual effort have been incurred during the execution of work for a task and an additional 10 hours is estimated to be necessary for completion, the new Estimate At Completion is 20 hours, which can also be the new planned value. Additional progress information such as estimated dates, physical % complete can be also be used to help the re-planning process. 3. Forecasting : a financial forecast can be generated by using the physical % complete or estimates to complete that have been collected from resource assignments for the workplan.
RCD Section 3.2.2.7 EAC = Estimate at Complete ETC = Est to Complete
RCD Section 3.2.2.9 Enhanced project summary model Project management workbench (formerly Project Status Inquiry) in HTML (used to be ugly JAVA Forms) Project revenue, cost margin and effort performance Comparison of period-to-date and project inception-to-date amounts to show variance EAC figures Billability, billed, due, past due and unbilled Program reporting by date, progress and financial information Performance drill down by task / resource Analysis by WBS, RBS, OBS Period-based reporting Costing review, Billing Review available in HTML MRC support (global, cross-business group, operating unit, project currencies) Multiple calendars (PA, GL and global calendars) Configurability Configurable graphical format Frequently used criteria Search templates Result formats Personalized searches
RCD Section 3.2.2.10 How much work you’ve gotten done vs how much you’ve spent
RCD Section 3.2.2.11 Program managers need to manage multiple projects at the same time. In FP.M we’ve enabled you to track programs by grouping projects in a hierarchy, which then provides visibility of aggregate project data into a program. Progress can rollup subprojects into the program. This is applicable to both workplan programs and financial programs. (ie BCWP can rollup from workplan to financial structure via structure mapping, and then rollup program hierarchy for aggregate program reporting) Project and Program Lists , for visibility at both levels of information, if you’re managing both programs and projects. Ability to drill from programs to project details. Switch views of financial rollup data to view entire program rollup, or just program numbers for top level project.
RCD Sections 3.3.2.1 and 3.5.2.1
RCD Section 3.6.2 Invoice at Top Task level instead of Project as a whole
6 [Optional slide] Summary of differentiators plus two most recent releases
Make sure that the customer understands that all vendors may have a Talent Wheel but all but Oracle’s are missing some spokes! If the offering they are looking at cannot show how EVERY part of the Talent Wheel is supported and integrated to work with the other parts, they do NOT have a TM solution but a NICHE spoke on the Talent Wheel. Do NOT allow the Niche providers to say “It is very easy to move the data from your HR application to our Talent Application.” Make them realize that it is not only the Employee Data, which is easy to move, BUT also the underlying structures that need to be mapped and replicated unless they will provide ALL components of the TM Wheel. For example: In RECRUITING: Niche provider will talk about moving applicant data to the HR solution upon hiring or on-boarding. If all I am doing is EXTERNAL sourcing (hiring from outside the company) that would be just ducky! BUT, lets talk about best practice for retention. If I have people leaving because they don’t see OPPORTUNITY within the company, I need to proactively seek them out. Integrated analytics will give you the answer to the first question of whether you are losing folks for LACK of OPPORTUNITY, believe me you are! Once I validate that I need to change my focus from EXTERNAL Sourcing to INTERNAL Sourcing as a first resort. I need to be able to look at the current workforce and identify any qualified employees pursue either prior to External posting or concurrent with. BUT, if I have an EXTERNAL Recruitment provider I am doing these functions in TWO different places with disparate sets of data. If I use Integrated TM in Oracle HCM, I can manage that process seamlessly and to better business benefit for my enterprise. For instance, instead of EXTERNALLY recruiting for Management Position, which would require cost and time and then a long training cycle to get the person productive, I identify someone who would fit the Management Job as a Stretch Job and would be productive in a fraction of the time of the EXTERNAL person. Consequently I can Externally source a less skilled position in which the new employee is productive faster and costs less! The bigger accomplishment is that I have Pro-actively shown that there is OPPORTUNITY within the company and we are committed to develop that. With this new INTERNAL Focus on sourcing, the need for and attractiveness of Niche providers is reduced to almost nil because they don’t have access to your workforce data and cannot even validate the Turnover reasons you are trying to resolve. It also eliminates the Recruiting Niche providers argument about Superior Candidate Experience because it only addresses the EXTERNAL candidates, all INTERNAL candidates would have to manually DUPLICATE their workforce data in a Disparate system to even be considered!!! If the Niche Provider argues that you are talking about Talent Planning and not Talent Acquisition in the previous scenario, you OWN them. The reason is that now they have stepped into the INTEGRATION of DATA STRUCTURES and NOT just DATA. For example, if you want to separate the two, which you wouldn’t, now you have to DUPLICATE the core PROFILE capabilities in both systems. This is much more than duplicating a List of Values, it requires similar DATA MODELS and this is NOT EASY or CHEAP! Remember our recruitment applications leverage the Profiles at both the Person AND JOB level so comparisons can be made “apples to apples” and Not “apples to oranges” In LEARNING: Niche Learning vendors will wow you with how much CONTENT is delivered and how they Enable the Building of CONTENT. I would argue that there is enough CONTENT readily available and that what the customer should be evaluating is how their Learning solution will tie back into the Workforce data in the remainder of the Talent Wheel? Learning is leveraged in Recruitment, Performance, Career Planning and Succession Planning and Evaluated through workforce analytics that span from On-Boarding to Turnover to Compensation if you have a skill based pay organization. Learning is integrated with Performance Management as well as the Remediation device to fill skill gaps and develop for new opportunities. Again, any disconnected Learning tool would need to INTEGRATE more than just Employee Data, as Data Structures around skills, compensation, Career Planning and even Recruitment would all have to be identical to work in an INTEGRATED way. This is why the hub of the wheel is part of Core HR so it can be leveraged in all the areas of TM. Rather than looking at a single dimension of your workforce, Talent Management brings together the critical factors that drive employee performance and ultimately organizational success. By understanding how you attract your workforce, you can better prepare your training, and measure success and via performance. What were once very disparate functions and processes are now recognized as being critical success factors. Let’s start at the center of the talent life cycle. Talent Profiles and objectives are competency based criteria for both individuals and jobs. Once competencies have been defined for talent profiles and objectives, they can be integrated into a multitude of HR programs. Competencies are the underpinning of the Talent Management cycle. Let’s take a look at how competencies are integrated into HR as you PLAN your workforce, EVALUATE the workforce, etc. At the top of the wheel we have workforce planning. Workforce planning has two components: demand planning and supply planning. Demand planning is a proactive, mid- to long-term view of the demand for resources within an enterprise. Supply planning focuses on identifying the sources of talent and building up talent pools large enough to meet the anticipated demand If recruiting new talent, or talent acquisition , is your plan move to the next step in the wheel where you will profile new job requisitions, attract candidates, interview, select and then onboard them. Talent acquisition includes permanent hiring, as well as contingent worker hiring. Performance Management -- Now, whether you are looking for employees that fit business needs that you have or you are trying to gain visibility into, or communicate goals to employees you will use performance management. Employee performance management solutions handle goal and objective management, competency management/gap analysis, appraisal definition and management, and assessment definition and management. This functionality is an important linchpin for the talent management application suite. It is integrated with career development, succession planning, learning and compensation management. Learning and development are the next step of the wheel. Let’s say that a performance review rating uncovered a gap between an individual’s ability and those required for the job. Well, learning could be automatically triggered to help close that gap. Further, what if there is new equipment that the company is using or new compliance regulations are released? earning management would be able to track the employees who need to be trained and or certified to use new equipment, standards or become compliant. E-learning includes learning management, learning content management and e-learning. Career development — Career planning functionality includes career path definition, competency gap comparisons with different jobs or positions, career planning and mentoring. Compensation management — Correctly rewarding employees for their performance requires system integration. Compensation management solution helps managers perform compensation planning for their organizations (determine bonuses and merit increases, for example). This third type is part of the talent management application suite. Succession planning — Succession planning is the formal process for identifying and developing successors for key positions within an organization. These solutions help companies track high-potential employees and create development plans to ready them for assuming a key position in the event an incumbent leaves that position. Measure and Report -- Each application within the talent management application suite has unique reporting needs. One of the powerful elements of a talent management application suite is the capability to "marry" data across its applications. Examples include: • Understanding the effectiveness of talent sources by looking at employee performance • Looking at the effectiveness of compensation plans by examining performance (are higher performers being compensated appropriately compared to low performers, and how does that compensation stack up to market rates?) Managers and executives can answer many other important questions by using data from the suite of talent management applications. THIS IS A MAJOR DIFFERENTIATOR FOR ORACLE. We are able to pull like data from any part of the system for analysis and reporting.
Here we can see the internal equity analysis provided at the time of the offer. Recruiters/Managers are provided information about the highest, lowest and average salary for the MGR500.Manager job not only in the Corporate HR organization, but for that job in the entire company. Here, the manager or recruiter making the offer has this information readily available without needing to navigate to another page to get this information.
As the manager or recruiter proceeds with creating the offer letter, he/she is presented with additional compensation options. These compensation options are created using an eligibility profile which will only allow the manager/recruiter to see compensation plans that the prospect is eligible for (could be based on a job level, location, for example). So What? This reduces mistakes during the offer process (I.e. giving a car allowance to an ineligible job) and expedites the offer.
In a tight labor market, competition becomes fierce to find the best candidates. So recruitment offers can be delivered through email or electronic notifications to the candidate. The candidate drills into the ‘Offer’ notification.
The candidate can see the details of the offer letter and ‘accept’ or ‘decline’ on line. So What? This expedites the process and gets critical talent hired in a more efficient manner.
Make sure that the customer understands that all vendors may have a Talent Wheel but all but Oracle’s are missing some spokes! If the offering they are looking at cannot show how EVERY part of the Talent Wheel is supported and integrated to work with the other parts, they do NOT have a TM solution but a NICHE spoke on the Talent Wheel. Do NOT allow the Niche providers to say “It is very easy to move the data from your HR application to our Talent Application.” Make them realize that it is not only the Employee Data, which is easy to move, BUT also the underlying structures that need to be mapped and replicated unless they will provide ALL components of the TM Wheel. For example: In RECRUITING: Niche provider will talk about moving applicant data to the HR solution upon hiring or on-boarding. If all I am doing is EXTERNAL sourcing (hiring from outside the company) that would be just ducky! BUT, lets talk about best practice for retention. If I have people leaving because they don’t see OPPORTUNITY within the company, I need to proactively seek them out. Integrated analytics will give you the answer to the first question of whether you are losing folks for LACK of OPPORTUNITY, believe me you are! Once I validate that I need to change my focus from EXTERNAL Sourcing to INTERNAL Sourcing as a first resort. I need to be able to look at the current workforce and identify any qualified employees pursue either prior to External posting or concurrent with. BUT, if I have an EXTERNAL Recruitment provider I am doing these functions in TWO different places with disparate sets of data. If I use Integrated TM in Oracle HCM, I can manage that process seamlessly and to better business benefit for my enterprise. For instance, instead of EXTERNALLY recruiting for Management Position, which would require cost and time and then a long training cycle to get the person productive, I identify someone who would fit the Management Job as a Stretch Job and would be productive in a fraction of the time of the EXTERNAL person. Consequently I can Externally source a less skilled position in which the new employee is productive faster and costs less! The bigger accomplishment is that I have Pro-actively shown that there is OPPORTUNITY within the company and we are committed to develop that. With this new INTERNAL Focus on sourcing, the need for and attractiveness of Niche providers is reduced to almost nil because they don’t have access to your workforce data and cannot even validate the Turnover reasons you are trying to resolve. It also eliminates the Recruiting Niche providers argument about Superior Candidate Experience because it only addresses the EXTERNAL candidates, all INTERNAL candidates would have to manually DUPLICATE their workforce data in a Disparate system to even be considered!!! If the Niche Provider argues that you are talking about Talent Planning and not Talent Acquisition in the previous scenario, you OWN them. The reason is that now they have stepped into the INTEGRATION of DATA STRUCTURES and NOT just DATA. For example, if you want to separate the two, which you wouldn’t, now you have to DUPLICATE the core PROFILE capabilities in both systems. This is much more than duplicating a List of Values, it requires similar DATA MODELS and this is NOT EASY or CHEAP! Remember our recruitment applications leverage the Profiles at both the Person AND JOB level so comparisons can be made “apples to apples” and Not “apples to oranges” In LEARNING: Niche Learning vendors will wow you with how much CONTENT is delivered and how they Enable the Building of CONTENT. I would argue that there is enough CONTENT readily available and that what the customer should be evaluating is how their Learning solution will tie back into the Workforce data in the remainder of the Talent Wheel? Learning is leveraged in Recruitment, Performance, Career Planning and Succession Planning and Evaluated through workforce analytics that span from On-Boarding to Turnover to Compensation if you have a skill based pay organization. Learning is integrated with Performance Management as well as the Remediation device to fill skill gaps and develop for new opportunities. Again, any disconnected Learning tool would need to INTEGRATE more than just Employee Data, as Data Structures around skills, compensation, Career Planning and even Recruitment would all have to be identical to work in an INTEGRATED way. This is why the hub of the wheel is part of Core HR so it can be leveraged in all the areas of TM. Rather than looking at a single dimension of your workforce, Talent Management brings together the critical factors that drive employee performance and ultimately organizational success. By understanding how you attract your workforce, you can better prepare your training, and measure success and via performance. What were once very disparate functions and processes are now recognized as being critical success factors. Let’s start at the center of the talent life cycle. Talent Profiles and objectives are competency based criteria for both individuals and jobs. Once competencies have been defined for talent profiles and objectives, they can be integrated into a multitude of HR programs. Competencies are the underpinning of the Talent Management cycle. Let’s take a look at how competencies are integrated into HR as you PLAN your workforce, EVALUATE the workforce, etc. At the top of the wheel we have workforce planning. Workforce planning has two components: demand planning and supply planning. Demand planning is a proactive, mid- to long-term view of the demand for resources within an enterprise. Supply planning focuses on identifying the sources of talent and building up talent pools large enough to meet the anticipated demand If recruiting new talent, or talent acquisition , is your plan move to the next step in the wheel where you will profile new job requisitions, attract candidates, interview, select and then onboard them. Talent acquisition includes permanent hiring, as well as contingent worker hiring. Performance Management -- Now, whether you are looking for employees that fit business needs that you have or you are trying to gain visibility into, or communicate goals to employees you will use performance management. Employee performance management solutions handle goal and objective management, competency management/gap analysis, appraisal definition and management, and assessment definition and management. This functionality is an important linchpin for the talent management application suite. It is integrated with career development, succession planning, learning and compensation management. Learning and development are the next step of the wheel. Let’s say that a performance review rating uncovered a gap between an individual’s ability and those required for the job. Well, learning could be automatically triggered to help close that gap. Further, what if there is new equipment that the company is using or new compliance regulations are released? earning management would be able to track the employees who need to be trained and or certified to use new equipment, standards or become compliant. E-learning includes learning management, learning content management and e-learning. Career development — Career planning functionality includes career path definition, competency gap comparisons with different jobs or positions, career planning and mentoring. Compensation management — Correctly rewarding employees for their performance requires system integration. Compensation management solution helps managers perform compensation planning for their organizations (determine bonuses and merit increases, for example). This third type is part of the talent management application suite. Succession planning — Succession planning is the formal process for identifying and developing successors for key positions within an organization. These solutions help companies track high-potential employees and create development plans to ready them for assuming a key position in the event an incumbent leaves that position. Measure and Report -- Each application within the talent management application suite has unique reporting needs. One of the powerful elements of a talent management application suite is the capability to "marry" data across its applications. Examples include: • Understanding the effectiveness of talent sources by looking at employee performance • Looking at the effectiveness of compensation plans by examining performance (are higher performers being compensated appropriately compared to low performers, and how does that compensation stack up to market rates?) Managers and executives can answer many other important questions by using data from the suite of talent management applications. THIS IS A MAJOR DIFFERENTIATOR FOR ORACLE. We are able to pull like data from any part of the system for analysis and reporting.
Once objectives are set and agreed to in the performance management plan, the manager and employee can track progress. Once it is time for the mid-year or annual appraisal review, the PMP becomes part of the appraisal document. Performance Management is sold separately. So What? Having the ability to align corporate objectives with individual objectives gives the workforce a clearer picture of the direction of the organization. Increases employee morale and worth
The Talent Management home page tracks steps in the goal-setting process, making it easier for the manager and employee to set objectives as well as view and track the progress. Objectives = Goals
Here you are seeing a ‘top down approach’, where goal setting starts at high level and cascades down (Employer of Choice is the high level goal) The Manager is able to disburse portions of goals to employees (Create a work health program)
Make sure that the customer understands that all vendors may have a Talent Wheel but all but Oracle’s are missing some spokes! If the offering they are looking at cannot show how EVERY part of the Talent Wheel is supported and integrated to work with the other parts, they do NOT have a TM solution but a NICHE spoke on the Talent Wheel. Do NOT allow the Niche providers to say “It is very easy to move the data from your HR application to our Talent Application.” Make them realize that it is not only the Employee Data, which is easy to move, BUT also the underlying structures that need to be mapped and replicated unless they will provide ALL components of the TM Wheel. For example: In RECRUITING: Niche provider will talk about moving applicant data to the HR solution upon hiring or on-boarding. If all I am doing is EXTERNAL sourcing (hiring from outside the company) that would be just ducky! BUT, lets talk about best practice for retention. If I have people leaving because they don’t see OPPORTUNITY within the company, I need to proactively seek them out. Integrated analytics will give you the answer to the first question of whether you are losing folks for LACK of OPPORTUNITY, believe me you are! Once I validate that I need to change my focus from EXTERNAL Sourcing to INTERNAL Sourcing as a first resort. I need to be able to look at the current workforce and identify any qualified employees pursue either prior to External posting or concurrent with. BUT, if I have an EXTERNAL Recruitment provider I am doing these functions in TWO different places with disparate sets of data. If I use Integrated TM in Oracle HCM, I can manage that process seamlessly and to better business benefit for my enterprise. For instance, instead of EXTERNALLY recruiting for Management Position, which would require cost and time and then a long training cycle to get the person productive, I identify someone who would fit the Management Job as a Stretch Job and would be productive in a fraction of the time of the EXTERNAL person. Consequently I can Externally source a less skilled position in which the new employee is productive faster and costs less! The bigger accomplishment is that I have Pro-actively shown that there is OPPORTUNITY within the company and we are committed to develop that. With this new INTERNAL Focus on sourcing, the need for and attractiveness of Niche providers is reduced to almost nil because they don’t have access to your workforce data and cannot even validate the Turnover reasons you are trying to resolve. It also eliminates the Recruiting Niche providers argument about Superior Candidate Experience because it only addresses the EXTERNAL candidates, all INTERNAL candidates would have to manually DUPLICATE their workforce data in a Disparate system to even be considered!!! If the Niche Provider argues that you are talking about Talent Planning and not Talent Acquisition in the previous scenario, you OWN them. The reason is that now they have stepped into the INTEGRATION of DATA STRUCTURES and NOT just DATA. For example, if you want to separate the two, which you wouldn’t, now you have to DUPLICATE the core PROFILE capabilities in both systems. This is much more than duplicating a List of Values, it requires similar DATA MODELS and this is NOT EASY or CHEAP! Remember our recruitment applications leverage the Profiles at both the Person AND JOB level so comparisons can be made “apples to apples” and Not “apples to oranges” In LEARNING: Niche Learning vendors will wow you with how much CONTENT is delivered and how they Enable the Building of CONTENT. I would argue that there is enough CONTENT readily available and that what the customer should be evaluating is how their Learning solution will tie back into the Workforce data in the remainder of the Talent Wheel? Learning is leveraged in Recruitment, Performance, Career Planning and Succession Planning and Evaluated through workforce analytics that span from On-Boarding to Turnover to Compensation if you have a skill based pay organization. Learning is integrated with Performance Management as well as the Remediation device to fill skill gaps and develop for new opportunities. Again, any disconnected Learning tool would need to INTEGRATE more than just Employee Data, as Data Structures around skills, compensation, Career Planning and even Recruitment would all have to be identical to work in an INTEGRATED way. This is why the hub of the wheel is part of Core HR so it can be leveraged in all the areas of TM. Rather than looking at a single dimension of your workforce, Talent Management brings together the critical factors that drive employee performance and ultimately organizational success. By understanding how you attract your workforce, you can better prepare your training, and measure success and via performance. What were once very disparate functions and processes are now recognized as being critical success factors. Let’s start at the center of the talent life cycle. Talent Profiles and objectives are competency based criteria for both individuals and jobs. Once competencies have been defined for talent profiles and objectives, they can be integrated into a multitude of HR programs. Competencies are the underpinning of the Talent Management cycle. Let’s take a look at how competencies are integrated into HR as you PLAN your workforce, EVALUATE the workforce, etc. At the top of the wheel we have workforce planning. Workforce planning has two components: demand planning and supply planning. Demand planning is a proactive, mid- to long-term view of the demand for resources within an enterprise. Supply planning focuses on identifying the sources of talent and building up talent pools large enough to meet the anticipated demand If recruiting new talent, or talent acquisition , is your plan move to the next step in the wheel where you will profile new job requisitions, attract candidates, interview, select and then onboard them. Talent acquisition includes permanent hiring, as well as contingent worker hiring. Performance Management -- Now, whether you are looking for employees that fit business needs that you have or you are trying to gain visibility into, or communicate goals to employees you will use performance management. Employee performance management solutions handle goal and objective management, competency management/gap analysis, appraisal definition and management, and assessment definition and management. This functionality is an important linchpin for the talent management application suite. It is integrated with career development, succession planning, learning and compensation management. Learning and development are the next step of the wheel. Let’s say that a performance review rating uncovered a gap between an individual’s ability and those required for the job. Well, learning could be automatically triggered to help close that gap. Further, what if there is new equipment that the company is using or new compliance regulations are released? earning management would be able to track the employees who need to be trained and or certified to use new equipment, standards or become compliant. E-learning includes learning management, learning content management and e-learning. Career development — Career planning functionality includes career path definition, competency gap comparisons with different jobs or positions, career planning and mentoring. Compensation management — Correctly rewarding employees for their performance requires system integration. Compensation management solution helps managers perform compensation planning for their organizations (determine bonuses and merit increases, for example). This third type is part of the talent management application suite. Succession planning — Succession planning is the formal process for identifying and developing successors for key positions within an organization. These solutions help companies track high-potential employees and create development plans to ready them for assuming a key position in the event an incumbent leaves that position. Measure and Report -- Each application within the talent management application suite has unique reporting needs. One of the powerful elements of a talent management application suite is the capability to "marry" data across its applications. Examples include: • Understanding the effectiveness of talent sources by looking at employee performance • Looking at the effectiveness of compensation plans by examining performance (are higher performers being compensated appropriately compared to low performers, and how does that compensation stack up to market rates?) Managers and executives can answer many other important questions by using data from the suite of talent management applications. THIS IS A MAJOR DIFFERENTIATOR FOR ORACLE. We are able to pull like data from any part of the system for analysis and reporting.
Learning certifications can be leveraged for renewable training. The administrator can identify the renewal period as well as when to notify the learner before the due date. So What? To keep in compliance!
Make sure that the customer understands that all vendors may have a Talent Wheel but all but Oracle’s are missing some spokes! If the offering they are looking at cannot show how EVERY part of the Talent Wheel is supported and integrated to work with the other parts, they do NOT have a TM solution but a NICHE spoke on the Talent Wheel. Do NOT allow the Niche providers to say “It is very easy to move the data from your HR application to our Talent Application.” Make them realize that it is not only the Employee Data, which is easy to move, BUT also the underlying structures that need to be mapped and replicated unless they will provide ALL components of the TM Wheel. For example: In RECRUITING: Niche provider will talk about moving applicant data to the HR solution upon hiring or on-boarding. If all I am doing is EXTERNAL sourcing (hiring from outside the company) that would be just ducky! BUT, lets talk about best practice for retention. If I have people leaving because they don’t see OPPORTUNITY within the company, I need to proactively seek them out. Integrated analytics will give you the answer to the first question of whether you are losing folks for LACK of OPPORTUNITY, believe me you are! Once I validate that I need to change my focus from EXTERNAL Sourcing to INTERNAL Sourcing as a first resort. I need to be able to look at the current workforce and identify any qualified employees pursue either prior to External posting or concurrent with. BUT, if I have an EXTERNAL Recruitment provider I am doing these functions in TWO different places with disparate sets of data. If I use Integrated TM in Oracle HCM, I can manage that process seamlessly and to better business benefit for my enterprise. For instance, instead of EXTERNALLY recruiting for Management Position, which would require cost and time and then a long training cycle to get the person productive, I identify someone who would fit the Management Job as a Stretch Job and would be productive in a fraction of the time of the EXTERNAL person. Consequently I can Externally source a less skilled position in which the new employee is productive faster and costs less! The bigger accomplishment is that I have Pro-actively shown that there is OPPORTUNITY within the company and we are committed to develop that. With this new INTERNAL Focus on sourcing, the need for and attractiveness of Niche providers is reduced to almost nil because they don’t have access to your workforce data and cannot even validate the Turnover reasons you are trying to resolve. It also eliminates the Recruiting Niche providers argument about Superior Candidate Experience because it only addresses the EXTERNAL candidates, all INTERNAL candidates would have to manually DUPLICATE their workforce data in a Disparate system to even be considered!!! If the Niche Provider argues that you are talking about Talent Planning and not Talent Acquisition in the previous scenario, you OWN them. The reason is that now they have stepped into the INTEGRATION of DATA STRUCTURES and NOT just DATA. For example, if you want to separate the two, which you wouldn’t, now you have to DUPLICATE the core PROFILE capabilities in both systems. This is much more than duplicating a List of Values, it requires similar DATA MODELS and this is NOT EASY or CHEAP! Remember our recruitment applications leverage the Profiles at both the Person AND JOB level so comparisons can be made “apples to apples” and Not “apples to oranges” In LEARNING: Niche Learning vendors will wow you with how much CONTENT is delivered and how they Enable the Building of CONTENT. I would argue that there is enough CONTENT readily available and that what the customer should be evaluating is how their Learning solution will tie back into the Workforce data in the remainder of the Talent Wheel? Learning is leveraged in Recruitment, Performance, Career Planning and Succession Planning and Evaluated through workforce analytics that span from On-Boarding to Turnover to Compensation if you have a skill based pay organization. Learning is integrated with Performance Management as well as the Remediation device to fill skill gaps and develop for new opportunities. Again, any disconnected Learning tool would need to INTEGRATE more than just Employee Data, as Data Structures around skills, compensation, Career Planning and even Recruitment would all have to be identical to work in an INTEGRATED way. This is why the hub of the wheel is part of Core HR so it can be leveraged in all the areas of TM. Rather than looking at a single dimension of your workforce, Talent Management brings together the critical factors that drive employee performance and ultimately organizational success. By understanding how you attract your workforce, you can better prepare your training, and measure success and via performance. What were once very disparate functions and processes are now recognized as being critical success factors. Let’s start at the center of the talent life cycle. Talent Profiles and objectives are competency based criteria for both individuals and jobs. Once competencies have been defined for talent profiles and objectives, they can be integrated into a multitude of HR programs. Competencies are the underpinning of the Talent Management cycle. Let’s take a look at how competencies are integrated into HR as you PLAN your workforce, EVALUATE the workforce, etc. At the top of the wheel we have workforce planning. Workforce planning has two components: demand planning and supply planning. Demand planning is a proactive, mid- to long-term view of the demand for resources within an enterprise. Supply planning focuses on identifying the sources of talent and building up talent pools large enough to meet the anticipated demand If recruiting new talent, or talent acquisition , is your plan move to the next step in the wheel where you will profile new job requisitions, attract candidates, interview, select and then onboard them. Talent acquisition includes permanent hiring, as well as contingent worker hiring. Performance Management -- Now, whether you are looking for employees that fit business needs that you have or you are trying to gain visibility into, or communicate goals to employees you will use performance management. Employee performance management solutions handle goal and objective management, competency management/gap analysis, appraisal definition and management, and assessment definition and management. This functionality is an important linchpin for the talent management application suite. It is integrated with career development, succession planning, learning and compensation management. Learning and development are the next step of the wheel. Let’s say that a performance review rating uncovered a gap between an individual’s ability and those required for the job. Well, learning could be automatically triggered to help close that gap. Further, what if there is new equipment that the company is using or new compliance regulations are released? earning management would be able to track the employees who need to be trained and or certified to use new equipment, standards or become compliant. E-learning includes learning management, learning content management and e-learning. Career development — Career planning functionality includes career path definition, competency gap comparisons with different jobs or positions, career planning and mentoring. Compensation management — Correctly rewarding employees for their performance requires system integration. Compensation management solution helps managers perform compensation planning for their organizations (determine bonuses and merit increases, for example). This third type is part of the talent management application suite. Succession planning — Succession planning is the formal process for identifying and developing successors for key positions within an organization. These solutions help companies track high-potential employees and create development plans to ready them for assuming a key position in the event an incumbent leaves that position. Measure and Report -- Each application within the talent management application suite has unique reporting needs. One of the powerful elements of a talent management application suite is the capability to "marry" data across its applications. Examples include: • Understanding the effectiveness of talent sources by looking at employee performance • Looking at the effectiveness of compensation plans by examining performance (are higher performers being compensated appropriately compared to low performers, and how does that compensation stack up to market rates?) Managers and executives can answer many other important questions by using data from the suite of talent management applications. THIS IS A MAJOR DIFFERENTIATOR FOR ORACLE. We are able to pull like data from any part of the system for analysis and reporting.
This is showing an individual’s salary page. This new user interface for the professional HR user (this html page used to be viewed in Oracle’s professional forms) allows the access to view more details: Ability to delete salary proposals Allow gaps between salary proposals, end dating, retroactive and future changes Display current grade and step on assignment Display FTE on salary proposal View salary history for terminated employees View salary comparisons and market data As you scroll down the page (next slide)
On the same salary administration page you previously viewed, you can see detailed history and salary comparisons (to similar employees as well as to market data) So What? Easily viewable in one place to look for discrepancies and to have a better handle of where workers sit from a salary perspective in the workplace. Continuing on with other compensation features, Compensation Workbench is a great manager tool to allow managers to allocate reward amounts based upon an agreed upon budget. (FYI: CWB, or compensation workbench is sold separately)
Here, I’ll show you an example of a manager getting ready to allocate reward amounts to a group of employees
Here you can see that this compensation plan allows for multiple compensation types (we support up to 4) as well as viewing in the corporation’s currency or in the employees’ local currency Analyze and distribute up to 4 raise/merit pools at the same time
Here the manager selects the ‘global salary’ component and employee selection
Here is an example of allocating pay based upon a criteria like ‘prior performance rating and job’. The manager can allocate the percentages depending upon the rating the employee received. At the end, the manager will see the employee name, base and eligible salary, % of salary, dollar amt of increase and the new salary. CWB can also be used as a modeling tool for managers to see ‘what-if’ results.
The Total Compensation Statement, or ‘hidden paycheck’ can be viewed and printed (PDF) by employees via self-service or the compensation administrator can print statements and distribute to employees. So What? The Total Compensation Statement allows the employer to provide a full view and graphics of an employee’s compensation and benefits package. Employees can now see the employer cost of medical, dental and vision as well as any other types of compensation in addition to regular salary (I.e. commissions)
The Total Compensation Statement, or ‘hidden paycheck’ can be viewed and printed (PDF) by employees via self-service or the compensation administrator can print statements and distribute to employees. Here we are drilling down to commissions . . .
A drill down to the commissions view
A New Tool to Manage HR Actions Checklist Templates Set up tasks within checklists Identify task performers High Degree of Flexibility and Automation Use “Life Event” functionality to trigger “onboarding” or “offboarding” checklist allocation Workflow delivers allocated tasks Manual modification of allocated tasks Create Lists Based on Life Events (like OnBoarding and OffBoarding) Easy Interface Organized by categories Add Tasks to a List Assign owner to each task Approval identifier Reference internal documents Distribute Tasks Assignments are distributed automatically Progress tracking Automated reminders So What? Expedites a solution and minimizes downtime. Assign owners to the task with automated reminders
Secondment - the detachment of a person from their regular organization for temporary assignment elsewhere or reassignment - assignment to a different duty
Here we have already created a temporary deployment type from France to the U.S The global transfer was previously a manual process with some support in the professional user interface New functionality provides an easy-to-use process oriented approach So What? Intuitive, process oriented interface Online view and audit trail of all transfers Correct process is triggered behind the scenes according to what kind of transfer you select (e.g. temporary or permanent)