Downloaded 37 times
Uploaded byp6academy
Project portfolio management comparison of microsoft epm and primavera p6 v7 ppt (1)
This document compares Oracle Primavera P6 and Microsoft EPM for project portfolio management software. It summarizes the experiences of two biotech companies, one using Primavera and one using EPM. Both systems provided schedule management and cost tracking. Primavera had advantages for customization and speed while EPM was easier to use but slower. Project prioritization was important, with both companies ranking projects based on business drivers, though Primavera calculated scores while EPM used pairwise comparisons. In conclusion, Primavera P6 is preferred for its robust capabilities over the less mature EPM, though company standards could favor Microsoft.
More Related Content
Similar to Project portfolio management comparison of microsoft epm and primavera p6 v7 ppt (1)
Project portfolio management comparison of microsoft epm and primavera p6 v7 ppt (1)
- 1. Pharmaceutical Project PortfolioManagement Comparison of Microsoft EPM vs. Primavera P6 v7 Sarah Benjamin Taurus Project Controls April 2012
- 2. The Agenda Speaker Types ofProjects Transition from Manual Tracking into Enterprise Tool Dimensions Project Prioritization Budget Management for the Portfolio Resource Management
- 3. Speaker Sarah Benjamin Project Scheduler PrimaveraP6 v7 Web Lead Project Portfolio Manager Consultant Email: sbenjamin@tauruspcc.com Linked In: http://www.linkedin.com/in/sarahbenjamin
- 4. Who We Are TaurusProject Controls Consulting firm formed in 2011 Interactive Planners Schedulers Portfolio Managers Cost Engineers
- 5. Why Use ProjectPortfolio Management Enhancement of the project by project scheduling system Central system for project status that allows one-stop shopping for answers to “Where Are We Right Now?” “Where Are We Going?” “What Are We Doing Next Year?” “What Issues and Risks Are Affecting Projects?” Site-wide project prioritization based on business drivers Internal resources need visibility of workload and site priorities Flexible Cost Forecasting and Reporting
- 6. Types of BiotechProjects Projects within the scope of Project Controls for each facility are typically capital improvements Good Manufacturing Practices (GMP) Change Control / Regulatory Approvals Impact Assessments Implementation Plans, Test Plans, Validation Reports Example Projects: Changes to Process Equipment to accommodate new products Valve Replacements Tank Repairs Utility System Maintenance Automation Improvements
- 7. Types of Datain the PM System Project Business Drivers and Priority Schedule Tracking High Level Cost Forecasting Project Notes Types of Data Not in the PM System • Transactional Cost Tracking • Resource Tracking for All Projects
- 8. Situational Comparison ofMicrosoft EPM vs. Primavera P6 v7 This is a situation comparison of two biotech companies based on my personal experience over the last 4 years Both companies are large corporate biotech manufacturers Company A is bigger and more mature Company B is not quite as big and has not been manufacturing products as long as Company A This is NOT a feature to feature checklist of all possible software functionality in the two systems
- 9. Transition from ManualTracking into Enterprise Tool Excel was the tool of choice for both biotech companies before Enterprise Project Management was implemented Excel Advantages: Quick updates Notes & Comments could be added anywhere Portable – easy to attach and share Excel Challenges: Version Control Changes by many users were not tracked Project marked complete – who said it’s done? Schedule Information Not Driven by Actual Schedules (outdated)
- 10. Excel Project List– The Manual Method Disadvantages: No single version of the Truth. Missing Important Data like Phase, PMs, Dates, Budgets, Sponsors Schedule Dates Not Driven By Actual Schedules And Often Outdated
- 11. Enterprise System Architecture Differences CompanyA’s Primavera System Maintained In-House Speed of System = Fast Cost per Year < $50k Speed of System via VPN = Medium Maintenance/Updates = Slow IT Support = Slow Data Loss / Backups = Challenging due to DB restoration process Reporting Capabilities = Accessible, customizable, non-graphical Company B’s Microsoft EPM System Hosted Remotely Speed of System = Slow Cost per Year > $100k Speed of System via VPN = Slow (but VPN not required) Maintenance/Updates = Fast IT Support = Medium Data Loss / Backups = Manageable due to Automatic Archive DB Reporting Capabilities = Challenging, OLAP cubes may need consultant support, graphical
- 12. Company A Oracle PrimaveraP6 Web Portfolio Gantt P6 provides more options for Multi-Project Gantt view like showing milestones for each project.
- 13. Company B Microsoft EPMWeb Portfolio Gantt Microsoft EPM has a standard Portfolio level Gantt chart view that shows one bar per project.
- 14. #1 Reason forProject Portfolio Management: Schedule Management Centralizing All Project Schedules is the #1 Reason PPM Systems are Implemented Schedules can have inter-project links Schedules are more visible to all users of the software Schedule updating is more visible to managers Schedule reporting is simplified
- 15. P6 and EPMare Both Robust Schedule Management Systems Schedule Management Features Used by Companies A & B: Inter-project links / logic between activities Standardized schedule views – output to PDF Schedule update cycles improved Schedule reporting provided management a better view Schedule templates Activity level coding allowed enterprise level reporting
- 16. Oracle Primavera P6Schedule Web View
- 17. Microsoft EPM Schedulein Project Professional
- 18. Graphical View ofSchedule Progress Made Outside of the PM Software 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 21-Sep 5-Oct 19-Oct 2-Nov 16-Nov 30-Nov 14-Dec 28-Dec 11-Jan 25-Jan 8-Feb 22-Feb 8-Mar 22-Mar 5-Apr 19-Apr 3-May 17-May 31-May 14-Jun 28-Jun 12-Jul 26-Jul 9-Aug 23-Aug 6-Sep 20-Sep 4-Oct 18-Oct 1-Nov 15-Nov 29-Nov 13-Dec 27-Dec 10-Jan 24-Jan Week Ending Baseline Plan (Early % Cumulative) Actual (% Cumulative) Baseline Plan (Late % Cumulative) First Construction Contract Awarded May 8 (P) Detail Design Complete - Apr 3 (P) Substantial Completion Dec 23 (P) Preliminary Design Complete - Dec 23(A) Baseline Plan Actual Baseline Critical Status as of 31JAN09 11.8% 7.2% 3.6% Project on Hold -Risk assessment to determine exact scope of work required is ongoing.
- 19. P6 and EPM: ScheduleManagement Differentiators Software Functionality Differences: EPM is “buggy” – errors arise in schedules. It is hard to pinpoint root cause Customer Support for troubleshooting issues is much better with P6 Baseline functionality is better in P6 Unlimited baselines Naming conventions Date stamp for last updated Layout customizations are better in P6
- 20. #2 Reason forProject Portfolio Management: Cost Management Cost Tracking in Project Portfolio Management Software High Level – Total Project Budgets / Forecasts Detailed Level – Cash flow per week Resource coding available for filtering costs Resource Graphs show Cash Flow if detailed in schedule
- 21.
- 22.
- 23. Cost Curves inP6 and EPM P6 EPM
- 24. #2 Reason forProject Portfolio Management: Cost Management Software Functionality Differences: EPM is “buggy” – forecast may change when merely opening a project. Hard to pinpoint root cause Customer Support for troubleshooting issues is much better with P6 Graphical cash flow curves are possible with either tool for the detailed activity level data, but portfolio high-level cash flows are not as simple
- 25. #3 Reason forProject Portfolio Management: Project Selection Assistance Project Selection encompasses the initial phases a project goes through prior to execution Request Rough Scoping Initial Approval Detailed Execution Planning Final Approval Execution Which Projects Should Be Approved?
- 26. Project Status =Most Important Field Proposed Approved In Close Out Complete Cancelled Deferred Proposed SG1 Approved SG2 Approved Complete Cancelled Deferred Company B’s Options:Company A’s Options: Project Status Code is shown in every view and report Approvals are milestones in every schedule
- 27. Elements of ProjectSelection What is not kept in codes and milestones? The general story behind status changes. Why is this important? Everyone wants to know which meeting Project X got approved. How did we incorporate this? P6: Project Level Notebook. EPM: Multi-line text field in PWA
- 28. Project Notes =Story Line to the Project Microsoft EPM View: Project Web Application Disadvantage: Need to Open Project in PWA each time to view or edit notes
- 29. Company A’s NotebookExample 0082 Project Notebook Example: Project Team Update 13Apr11 (AVS/PTeam): Per DJW- a meeting to discuss BCRB status to be held on 15Apr11. 30Mar11 (DJW) BCRB pending 02Mar11 (AVS/PTeam):Wait in for BCRB 16Feb11 (AVS/PTeam) Waiting for APO to Implement SOP. 0814Feb11 (DJW) Per CC meeting on 07Feb11 : · Change was discussed to whether proceed with the change or cancel. It was decided by the subcommittee to proceed with the change since it captures the rational to remove the need to complete a CIP between two consecutive make-ups of the same buffer in Suite Support. Change endorsed by all stakeholders; however, still pending the BCRB endorsement form 24Jan11 (AVS): Per email from DJW: 'Waiting on a memo. There will be no PQs required. Following that, the change cannot be made until Demo period is over and another regulatory round is complete. Expect Jun 2011 at this point.' 11Jan11 (DJW): Meeting on 07 Jan11 determined that there is reg impact. Preapproval not required. No testing required. Change control to be completed. Target usage and sign off of CC for end of demo runs(May/June timeframe). 05Jan11 (AVS): No Change per DJW. Still waiting on Regulatory response. Moved DD and maintained RA approval date in 21Jan2011. Rebaseline? Oracle Primavera’s Structure for Project and Activity Notebooks is a rich-text format and is more functional than Microsoft’s.
- 30. Microsoft Enterprise Project Management(EPM) View of Projects Status Indicators Cancelled SG2 Approved SG1 Approved Proposed Problem Caution OK No Info Schedule/Cost Indicators
- 31. Oracle Primavera P6v7 View of Projects
- 32. Project Selection Which ProjectsFit in the Budget? Budgets for next year were requested between July and September based on best info at that time Budgets approved in October Project portfolio constantly in flux How to decide which projects are “IN”? PRIORITIZATION!
- 33. Project Prioritization Project Request 4Business Drivers Enterprise Project Management P6 > Project Level User Defined Field Microsoft > Portfolio Analysis Ranking of Projects 1) Project B (top priority) 2) Project F 3) … 4) Project L 5) Project M 6) Project C (lowest priority)
- 34. Company A’s BusinessDrivers Impact cGMP Compliance Worker Safety & Health Environmental Impact Critical Could result in product recall, warning letter, regulatory or enforcement action, severe adverse effect or consent decree. Could result in a fatality event and/or willful regulatory citation. Could result in significant environmental impact beyond the site boundaries and/or regulatory action and/or legal liability. Major Could result in critical regulatory observation, severe product quality complaint, or equivalent. Could result in non-compliance with approved Level I/II. Could result in serious injury and/or exposure to workplace health-hazards and/or regulatory compliance violation. Could result in significant environmental impact in excess of permitted levels and/or regulatory compliance violation. Moderate Could result in batch rejections, major observation or multiple minor observations. Could result in injury or health impact. Could result in and/or enhances current environmental compliance. Facilitates meeting internal environmental objectives. Marginal Could result in internal observation. Could result in minor injury to personnel, no compliance issues/concerns. Could result in and/or required to meet current standards. Negligible Enhances compliance in existing operations. Safety enhancement. Environmental enhancement.
- 35. Scoring Behind theProject Request to Calculate Project Score
- 36. Company A’s Excel-BasedProject Request Form Showing Project Business Driver
- 37. Company A’s OraclePrimavera P6 Web Portfolio View – Graphical Output
- 38. Company B’s BusinessDrivers Compliance Need Operational Need Capability Improvement Unit Cost Improvement These were ranked 0, 1, 2, or 3 based on strength and urgency. Compliance and Operational need were weighted higher than Capability and Unit Cost. Microsoft Enterprise Project Management (EPM) produced a “pair- wise” comparison of projects and ranked them in order of priority Leadership teams judged the prioritization output and made adjustments to keep business drivers application consistent
- 39. Microsoft EPM Viewof Project Prioritization –Driver Prioritization
- 40. Microsoft EPM Viewof Project Prioritization – Business Drivers Manual Data Input from Project Request Form
- 41. Microsoft EPM Viewof Project Prioritization - Table Output Priority Values are Relative Within Each Portfolio – Not Consistent Enterprise Wide
- 42. Company B’s MicrosoftEPM View of Project Prioritization – Graphical Output
- 43. Company B’s MicrosoftExcel View of Project Prioritization – Export Advantage: These weekly Excel spreadsheets were easy to distribute, modify and filter Disadvantage: EPM does not export Business Driver data in the same file so two exports had to be merged prior to each distribution, not able to include prioritization on standard reports
- 44. Company A’s PortfolioReport Generated by Oracle Primavera P6 The Project Score is a Project Code that is easily included on any view or report
- 45. Project Prioritization -Commonalities Both Companies: Weekly Review of Priorities by Leadership Team Management Stood Behind Focus on Business Drivers Final Score / Ranking Drove Project Prioritization Prioritization Drove Resource Assignments Forcing In Allowed, but Not Commonly Utilized Systems Do Not Track Changes to Drivers Prioritization Drove Inclusion in Overall Portfolio Budget
- 46. Project Prioritization -Differences Software Generation of Prioritization: P6 Uses Standard Mathematical Formula Projects Easily Ranked Against Each Other Example: Score 14 vs. Score 12 Score is an Enterprise-wide Project Code Microsoft Uses Pair wise Comparison Projects Ranked within Portfolios and Score Not Easily Transferable Absolute Value of Project’s Priority Difficult to Calculate Rankings Kept in Separate Module of EPM, Not Project Code
- 47. Project Prioritization: Theoretical vs.Practical Both P6 and EPM use a calculation of business drivers to score projects Theoretically there are many more attributes related to whether or not the project should be approved There is considerable maturity still left to be gained at pharmaceutical companies in regards to project selection Net Present Value and Return on Investment are not factored in Overall financial implications of doing projects versus not doing them need to be better modeled to produce overall Value to the company Better modeling requires more time spent on scoping the projects
- 48. P6 Portfolio Viewof Value Over Time
- 49. Resource Forecasting High LevelResource Estimating – Immature Process Ballpark Total Hours Provided by Each Department Estimates Not Input into EPM or P6 Estimates Used for Approval Decision Company A Tried Implementing a Separate Resource Management Tool, no integration to project schedules Company B did not have a mechanism for calculating total resource forecasts across the portfolio Resource Forecasting = Political Black Hole
- 50. P6 Resource HistogramBased on Roles
- 51. Microsoft EPM orOracle Primavera P6? Strengths to Either System: One Single Source of Project Information Schedule Maintenance and Automatic Roll Up / Reporting The Ability for Future Maturity: Improved Portfolio Management Cost Forecasting / Tracking Resource Forecasting / Tracking Flexibility of Reporting for Varied Audiences Business Intelligence Data Mining
- 52. Microsoft EPM orOracle Primavera P6? Oracle Primavera P6 Oracle Primavera P6 Wins My Heart Speed! Efficiency of Linking Tasks Between Project Schedules Efficiency of Switching Between Projects for Common Tasks like updating Project Notebooks Web Client Customization Features and Usability Speed!
- 53. Why Did CompanyA Choose Primavera vs. Other Portfolio Management Tools? Centralized Database (no file revisions) Accessible via web portal – included with licenses Future Integration Capabilities with SAP and/or Process Scheduling Software Email Notifications about Issues WBS Standardization In-House Expertise – Site has utilized Primavera for 10+ years
- 54. Why Did CompanyB Choose Microsoft EPM vs. Other Portfolio Management Tools? Company Culture Liked Microsoft Project Believed MS Project is Easier to Use Less Training Required for PMs
- 55. Based on therobust capabilities of the Oracle Primavera P6 solution compared to the relatively less mature Microsoft Enterprise Project Management, the preference for a company with no other influences should be to Use Oracle Primavera P6. Certain company cultures may already be entrenched in Microsoft technologies and may shy away from supporting a major Oracle-based solution due to corporate standards. This would need to be weighed with the long term commitment that will be made to the project management solution and the various headaches that will need to be overcome by the project management departmental software users and administrators. Microsoft EPM or Oracle Primavera P6? CONCLUSION
- 56. Extra Slides forReference The following slides are included for reference purposes
- 57. References GMP http://en.wikipedia.org/wiki/Good_manufacturing_practice Oracle Primavera http://www.oracle.com/us/products/applications/primavera Microsoft EnterpriseProject Management http://www.microsoft.com/project/en-us/solutions.aspx Project Server 2010: A financial management solution for projects, programs and portfolios (white paper) http://go.microsoft.com/fwlink/p/?LinkId=216201 Portfolio strategy with Project Server 2010 (white paper) http://go.microsoft.com/fwlink/p/?LinkId=194203
- 59. Thank You Thanks forlistening to my story. Feel free to contact me with questions or comments. Email: sbenjamin@tauruspcc.com Linked In: http://www.linkedin.com/in/sarahbenjamin