This document provides a summary of an implementation review of project and portfolio management tools at Pepco Holdings, Inc., a major utility company. The implementation involved transitioning to Oracle's Primavera P6 software for project scheduling and Oracle's OPPM software for project management. Key aspects of the implementation included aligning departments around a single project data repository, improving transparency around resource needs and accountability, and establishing processes for project initiation, scope changes, and reporting. The implementation methodology involved four phases - strategic alignment, design, configuration, and implementation. Lessons learned included ensuring senior management support, stakeholder involvement, and addressing change management with users.

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Implementation Review: EPPM P6
8.x at a Major Utility
Prepared by:
Bill Hyde
Director
SUB3 Management, Inc.
Aligning OPPM and SAP Interface
Session ID#: 15473

2. This is a divider slide title that
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Implementation Review: Pepco Holding, Inc.

3. Pepco Holding, Inc.
■ Service Area
▪ Delaware
▪ District of District of
Columbia
▪ Maryland and
▪ New Jersey
■ Provides regulated electric
service
▪ Atlantic City Electric
▪ Delmarva Power
▪ Pepco
■ Provides Natural Gas Service
■ Provides Energy Efficiency &
Renewable Solutions

4. Pepco Holding, Inc. Fun Facts
■ Incorporated: 2002
■ Service Territory:
▪ 8,340 sq miles / 13,421.9 km
▪ Customers: 2M
▪ Substations: 530+
▪ Transmission Lines:
— 3,500 miles / 5,632.7 km
▪ Distribution Lines:
— 30,000 miles /48,280.3 km
■ Diverse geographic area

5. Project Vision
■ Departments within the organization working in concert with
one another utilizing centralized and linked databases to track
comprehensive aspects of the capital projects throughout
their lifecycle.

6. Future
State
Current
State
/
Challenges
One
Project
data
repository
(Only
one
version
of
the
truth)
• Department
&
Individual
repositories
• Excel
for
Everything!
Transparency
What
is
the
true
resource
need?
Who
is
accountable?
• SeEng
and
Enforcing
expectaFons
of
the
responsible
engineer
• Using
the
tool
conFnuously
&
consistently
Capital
Budget
Steering
CommiJee
• Eliminate
best
‘PowerPoint’
wins
• Ensure
proper
representaFon
• Eliminates
5
year
Excel
spreadsheet
Projects
entered
into
PPM
@
concepFon
with
prioriFzaFon
criteria
• Provides
rich
data
on
upcoming
projects
• CollaboraFon
between
planning
&
engineering
• EliminaFng
individual
data
repositories
Project
PorRolio
analyzed
monthly
(actual
&
forecast
spend),
target
financials
from
10K
report,
and
prioriFzaFon
cost/value
analysis
• Paradigm
Shirt
• Living
to
the
Target
Plan
Future State vs. Current State

7. Future
State
Current
State
/
Challenges
Fully
loaded
schedules
exist
for
all
project
the
Project
PorRolio
• Implement
WBS
consistently
• Work
with
responsible
engineer
throughout
organizaFon
Update
schedules
consistently
and
regularly
to
drive
monthly
forecast
• SeEng
and
Enforcing
expectaFons
of
the
responsible
engineer
Scope
Changes:
Must
be
approved
by
sponsor
&
routed
via
the
Capital
Budget
Steering
CommiJee
prior
to
any
changes
• EliminaFng
individual/small
group
decision
making
• Eliminate
Monday
Morning
Quarterbacking
Annual
budget
prepared
from
project
porRolio
which
is
acFvely
managed
to
financial
targets
• Shi_ing
the
paradigm
• AccepFng
there
is
a
beJer
way
Future State vs. Current State (cont’d)

8. Previous State: Project Management
Lifecycle

9. Determine the Solution
■ Various Departments
▪ Identify areas of Improvements
▪ Work with ‘bundling’ individuals solutions for the ‘greater good’
■ Utilize Existing IT systems
■ Process Impacts
▪ Cross functional mapping
▪ Data collection
■ Analysis of possible solutions
▪ Vendor presentations
▪ Hands on exercises with vendors
▪ References

10. Data Repository Solution

11. Implementation State: Project Management
Lifecycle

12. Reasons for Implementation State Solutions
■ P6 was already being used for schedules (versus SAP, MSP)
■ P6 was already was integrated with SAP
■ OPPM configuration
▪ Build to business requirements
▪ Adjust & made improvements on the fly
▪ Future enhancements
■ OPPM parallel workflows
▪ Align workflow to requirements
▪ Minimize time projects spent within a process
■ PPM -> P6 Bridge exists and configurable

13. Integrated Solution
■ Four Phase Implementation Methodology
▪ Strategic Alignment
▪ Design
▪ Configure
▪ Implement
■ Strategic Alignment
▪ Align Proposal to true business need
▪ Received approval of modified approach
■ Design
▪ Project Definition to match SAP
▪ Enhanced Work Breakdown Structure
▪ Enhanced SAP->P6 Interface Design

14. Integrated Solution
■ Configure
▪ Phase 1
— Initiate Project
— Retrofitted In Flight Projects
— Tested Revised SAP->P6 Interface
— Configured flexible solution to allow for easy enhancements
▪ Phase 2
— Populated System
— Analytics / Reporting
■ Implement
▪ JIT Training Workshops
▪ Rolling wave of projects
▪ Lesson Learned

15. OPPM – Modules Implemented
■ Processes
■ Workflows
■ Investor Module
■ Scorecard Module
■ Forms Module

16. OPPM System Processes
■ Project Initiation*(5)
■ Scope Change (1)
■ PM Coordination (4)
■ Standard Reporting (1)
■ Instructions, shortcuts and
references provided within
each process
■ * Tied to P6 EPPM
11 Processes +

17. OPPM Workflows
■ Project Initiation (21)
■ Scope Change (13)
■ Instructions, shortcuts and
references provided within
each workflow
■ Provides individuals with their
‘to-do’ list
34 Workflows +

18. OPPM Investor Module
■ Multi-dimensional view of
project data
■ Investor Maps for financial
data (3)
■ Color Coding to distinguish
different aspects of the project
The Capital Program

19. OPPM Scorecard Module
■ 40+ Scorecards
▪ Capital Program
— 5 Year Capital Plan
— 1 Year Capital Plan
▪ PJM Interconnection LLC (PJM) Reports
— Regional Transmission Organization in the United States
▪ Reliability Enhancement Plan
▪ Manage Portfolio Data Dynamically
— New Project Requests
— Project Scope Change Status
— Project Teams

20. OPPM Forms
■ 25+ Forms
■ Forms has several tabs (1 to 7)
■ Forms include:
▪ Admin
▪ Scope changes
▪ Project Initiation
▪ Project Prioritization
▪ Project Review
▪ Work Coordination

21. P6 EPPM – Modules Implemented
■ Professional (Client)
■ EPPM - Web
■ Business Intelligence (BI) Reports
■ Primavera Analytics

22. P6 Professional (Client)
■ Input: 5 Year Plan Stage Schedule

23. P6 EPPM (Web)
■ Configurable on a global level
or by an individual
■ Select Dashboard and select
portlets will be on each
■ Role based profile to minimize
Graphical User Interface
(GUI) and keep job easy
Dashboards

24. P6 EPPM (Web)
■ Output: 5 Year Resource Plan Usage

25. P6 Primavera Analytics
■ Highly Configurable reporting
tool
■ Easy to use with minimal data
clicks
■ Data is published to system
twice a month
The BIG Picture

26. Lesson Learned – What went well
■ Admit a problem(s) needs to be addressed
■ Senior Management Support
■ Vision
■ Defined Scope
■ Stakeholder involvement
■ Dedicated, multi-disciplinary team
■ Current State / Future State Analysis
■ Embracing Change – the users

27. Lesson Learned – Opportunities for
Improvement
■ IT Resources, competing Projects
■ Some areas did not provide desired level of input during
design stage
■ IT security measures provided some limitations implementing
solutions full capabilities
■ Push back from process changes ‘be careful what you ask
for’
■ Changing strategies effected timeline
■ Keeping users happy - Rolling out additional features

28. Thank You!.......Questions
■ Contact Info
▪ Bill Hyde
▪ whyde@sub3mgmt.com
▪ SUB3 Management Inc.
— www.sub3mgmt.com
— @SUB3MGMT
■ Sources and Thanks to Pepco Holdings, Inc.
▪ Kim Deeley, kim.deeley@pepcoholdings.com
▪ Pamela Zucaro, pamela.zucaro@pepcoholdings.com

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