This document provides information about two sessions on making Oracle's Primavera P6 software ready for use and adoption. The first session discusses preparing P6 by setting up global and project-level administrative settings strategically to align with organizational goals. The second session is about using earned value management with P6 to provide a new perspective on project progress and help manage P6 compliance for various organization sizes. Both sessions aim to help users understand and properly configure P6 to support their projects and business objectives.

1. REMINDER
Check in on the
COLLABORATE mobile app
Making P6 Move-in Ready and
Adoption Easy
Prepared by:
Elaine Britt Krazer, PMP
Align Projects, LLC
Strategy + Chains = Success
Get ready before you aim to use P6!
Session ID#: 15439

2. Session ID #: 15439
Session Title: Making P6 Move in Ready and
Adoption Easy
Date: 4/9/2014
Time: 08:30 AM - 09:30 AM PDT (local Las
Vegas time)
Room: Level 3, Murano - 3302
Session ID #: 15429
Session Title: Earned Value and P6
Date: 4/8/2014
Time: 03:00 PM - 04:00 PM PDT (local Las
Vegas time)
Room: Level 3, Murano - 3303
Administrative settings that are
strategically focused toward end goals are
one link in a chain of features that
collectively make P6 functional, but
incorrectly designed chains of features
can shackle an organization. Get ready
before you aim!
Earned Value brings a new perspective to an
organization, a clearer understanding of
progress and success. EV also brings an entirely
new way of managing Primavera. So many
myths and miscommunications need clarity
surrounding Earned Value. This presentation
examines earned value for every user of P6
from small subcontractors all the way up to
detailed governmental compliance.

3. WELCOME!
This is a subtitle or bulleted list

4. Strategic Planning? Why does that affect P6?
■ Primavera is often adopted by companies seeking to
accomplish organizational goals through projects
■ At the very least projects are the core of a major revenue
stream (which is why anyone is in business)
▪ An organization should know what it does, who it serves and
has “wishes” where it wants to be
— Financial goals
— Position in market
— Exit strategy
▪ Typically daily operations are not enough to achieve wish list
items
▪ Projects are adopted to address wish list items

5. Strategically Align Your Schedules
Wait? I get that strategy and projects are linked…
But you said Schedule?!
The schedule is the core of a successful project
■ Drives today’s assignments based on
yesterdays’ accomplished work
■ Answers “What now”
■ Prioritizes our work for us
■ Gives out assignments for us
■ Uses trend and analysis for us

6. Schedule? Why does that affect Project
Outcomes?
■ “We used to do without it”
■ “Its just a report”
■ “Its not attached to the reality
of the actual project”
■ The CORE of the project is
the P6 schedule
Questions? Answer!

7. Schedule? Why does that affect Project
Outcomes?
■ “We used to do without it”
■ We used to hurt, waste and
miss, too
■ We used to have money,
resources, time
■ We used to be smaller
■ We have new goals
■ We used to have no
competition
■ WE MUST DO MORE WITH
LESS
Questions? Answers!

8. Schedule? Why does that affect Project
Outcomes?
■ “Its just a report”
■ Rear view mirror approach is costly,
▪ Catches conflicts and changes too late
▪ Surprises stakeholders
▪ Takes non-value added time
▪ Erodes the scheduler status and
profession
▪ Is old school, not as efficient as
today’s best practices
▪ DOESN’T MAKE FULL USE OF THE
POWER OF P6
Questions? Answers!

9. Schedule? Why does that affect Project
Outcomes?
■ “Its not attached to the reality
of the actual project”
■ WHY NOT?!?!?!
■ Update cycle too long
■ Info not gathered correctly or
fully
■ Too cheap to buy a scheduler,
especially a good one
■ Scheduler role seen as
administrative, not analytic
■ Old school, not informed of best
practices or experienced a good
schedule’s effectiveness
■ Waste of money on P6
Questions? Answers!

12. They don’t want the project to
move…but projects DO move!
We assume we know dates, but P6
tells us dates we don’t know…and it
is based on progress.
Tell P6 what you know, it tells you
what next before you know it.

13. REMINDER
Check in on the
COLLABORATE mobile app
So now we know we need P6 and a
schedule…let’s set it up!
Pre Work
Global Settings
All subsequent settings

14. Pre Work– GET READY!
■ Industry, role, why P6
■ Strategic Plan
■ Contracts and type
■ Workflow (PROJECT not
PRODUCT)
■ Roles for each step
■ Reports we rely on
■ Data we wish we had so we
can make better decisions
■ Future plans for P6
■ Cost decision
■ Risks, issues decision
■ Chains
■ Which projects to input
■ Settings and setup
■ Improvements and cycle
times
■ Training and security
■ Admin settings, layouts,
views, and communications
■ Integrations, settings and
licensing

15. Global settings—GET SET!
■ EPS-OBS alignment
▪ Security
▪ Summary data needs
▪ Efficiency
■ Admin settings
■ Project and WBS templates (settings)
■ Resources, Roles
■ Codes—a few is better than many
■ UDF—none is better than some
■ Costs prep
■ Risks, issues decision

16. Other settings—AIM!
■ Settings at global, eps, project, wbs,
activity, step, resource and USER
levels
■ Backups, restoration, training
■ Role-based step by step for each
part of the process
■ Serves as pilot for P6 setup
■ Serves as BOT
■ Previews for each level of the
organization WIIFM
■ Provides marketing opportunities for
the upcoming adoption

17. GO! (adopt it, use it, keep it clean!)
■ Use the process, even if it is a bad one
▪ Data tells you what to fix or enhance
▪ Data gives you proof to go to management
with requests
■ Follow input cycles with precision
■ Don’t be afraid of the truth P6 tells
■ Baseline is stable, no project is
■ Stop light reports have red on them
■ Bad news gets worse
■ Schedule view = Site view
■ Respect the scheduler and schedule
■ Have a disciplined change system

18. Adoption elements
■ Senior, higher-level support
■ Licensing appropriate
■ Training is applicable, relevant, accessible and mandatory
■ Documentation available, guided, short, use-case, maintained
■ Management understands value, or is made to accept it
■ Users use it as prescribed
■ Users are heard in a forum
■ System is technically stable, speedy, available
■ Marketing is done ahead of time
■ As many team members as can be, should be
■ Meetings are not beatings and have no paper

20. Please complete the session
evaluation
We appreciate your feedback and insight
You may complete the session evaluation either
on paper or online via the mobile app
Elaine Britt Krazer, PMP
Oracle certified implementation Specialist
Oracle Partner
www.AlignProjects.com