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1 Partners must format this presentation and its content into their standard template for use in customer-facing presentations, removing the Oracle template.

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Presentation on theme: "1 Partners must format this presentation and its content into their standard template for use in customer-facing presentations, removing the Oracle template."— Presentation transcript:

1 1 Partners must format this presentation and its content into their standard template for use in customer-facing presentations, removing the Oracle template and images.

2 Primavera P6 Enterprise Project Portfolio Management – Release 8 Richard Emil Sappé Industry Strategist

3 Copyright ©2010, Oracle and/or its Affiliates. All rights reserved. Company Confidential Safe Harbor Statement The following is intended to outline our general product direction. It is intended for information purposes only, and may not be incorporated into any contract. It is not a commitment to deliver any material, code, or functionality, and should not be relied upon in making purchasing decisions. The development, release, and timing of any features or functionality described for Oracle’s products remains at the sole discretion of Oracle.

4 4 Agenda Project management trends Targets and competitive landscape Core value proposition Industry benefits and propositions Summary

5 5 © 2010 Oracle Corporation 90% say project management is critical or important to deliver successful projects and remain competitive Yet 49% only follow formal project management practices Only 6% say their projects come in on time and on budget all of the time Less than 50% measure return on investment Only 20% use standardized project management solutions Source :Economist Intelligence Unit Survey The problem Too few projects finish on time and on budget

6 6 The Customer – higher expectations to do more with less, and do it faster, better and cheaper, heroics the new norm The Work – increasing complexity and greater risk of projects, more inter-relationships among projects and players; balancing core vs. context The People – skill and resource constraints, aging/ retiring workforce, virtual teams, partners The Economy – financial volatility, budget constraints, overall uncertainty, competitive pressures The Process – more complex IT environments; more systems, more people, more information; “flattened” processes Macro trends

7 7 Enterprise Project Portfolio Management Inefficiency Value Lack of Standards Unmitigated Risks Poor Accountability Inadequate Capacity Planning Rework, Waste Overruns No Best Practices Process Inefficiency High TCO Strategic Alignment Governance Innovation Competitive Advantage Velocity, Agility Repeatable Success Successful Projects Visibility One version of the “truth” Driving business value The business impact of Enterprise Project Portfolio Management

8 8 Targets and competitive landscape

9 Copyright ©2010, Oracle and/or its Affiliates. All rights reserved. Company Confidential Eng. / construction Utilities Oil & gas Manufacturing / A&D Public sector Information technology Primary targets Use case Primary target markets and use cases Construction program management Capital asset maintenance Software development and system deployment Enterprise investment portfolio management Resource productivity and capacity planning Product design, manufacturing and implementation program management 9

10 Copyright ©2010, Oracle and/or its Affiliates. All rights reserved. Company Confidential Competitive Landscape Enterprise-Wide Scope Completeness of PPM Solution Only Oracle delivers Enterprise PPM from a single, best-in class vendor. 10 Operational PPM systems; do not scale nor have functionality for enterprise-wide standardization. SaaS vendors -- inexpensive with both scale and implementation limits. Best-of-breed PPM solutions designed for department-wide use. ERP solutions with some embedded PPM capabilities – mostly around project costing and resource management.

11 11 Core value proposition

12 12 73% of organizations measure project success by determining whether projects come in on time and on budget. Yet only 6% consistently deliver projects both on time and on budget. (EIU*) Companies utilizing project portfolio management can expect greater consistency in project execution and ability to drive project outcome. Governance 80% of organizations say having project portfolio management as a core competency helps them remain competitive during a recession. Yet 49% follow formal PPM processes on only large or complex projects. (EIU*) Inclusivity Predictability 53% of organizations are continually working to improve their PPM methods and processes. Yet only 10% rated themselves as excellent at PPM. (EIU*) Optimization * Source: EIU Poll, September 2009 Managing the challenges 21 st century projects

13 Extend project portfolio management adoption to manage all projects, portfolios, people and processes enterprise-wide. Improve PPM maturity enterprise-wide Enterprise-wide Inclusivity Managing the challenges of 21 st century projects Benefits of Enterprise Project Portfolio Management Confidently make and keep project commitments to customers and clients. Achieve repeatable PPM excellence Set direction, establish best practices, and provide controls, while relying on lower levels to make sound decisions. Ensure alignment of strategy, execution, results Governance Better Predictability Ensure sufficient capacity, utilization, and availability of people, skills and other resources to meet current commitments and take on more work. Optimize management of all resources for maximum ROI. Optimization

14 Resource Management Construction Management Risk Management Project Management Role-Based Views All projects, all sizes Project Portfolio Management EPPM Business Uses Integration Construction Program Management Product Design, Manufacturing, & Implementation Program Management Software System Development & Deployment Capital Asset Maintenance Enterprise Investment Portfolio Mgmt Resource Productivity & Capacity Planning Human Capital Management Performance Management Building Information Modeling / VDC Financials Supply Chain Asset Mgmt Business Intelligence Product Lifecycle Mgmt Project Collaboration Oracle Primavera ePPM Global Project Repository © 2010 Oracle Corporation

15 Contract Management Change Management Contract Management Claim Management Issue Management Contract Management Change Management Contract Management Claim Management Issue Management P6 ePPM Project Management Risk Management Project Scheduling Resource Management P6 ePPM Project Management Risk Management Project Scheduling Resource Management Oracle Universal Content Management (or other content management system) Oracle Universal Content Management (or other content management system) Business Process Management Portfolio Management Propose, Prioritize & Select Initiatives Review, Track & Adjust Portfolio Portfolio Management Propose, Prioritize & Select Initiatives Review, Track & Adjust Portfolio Integration with other core Applications (AutoVue, Spatial, etc.) Risk Analysis Quantitative Risk Analysis Quantitative Risk Management Risk Analysis Quantitative Risk Analysis Quantitative Risk Management © 2010 Oracle Corporation Oracle Primavera ePPM P6 Analytics / P6 ERD / BI / Reporting ERP

16 16 Industry benefits

17 Enterprise project portfolio management Capital asset owners Plan Improve capital investment portfolios Deliver proven capital project planning, management and control solutions that increase CapEx value, mitigate risk and reduces costs Build Control the construction process Implement innovative construction management capabilities with EPCs to ensure optimal cash flow and timely project completion Operate Optimize maintenance Leverage leading project management capabilities to optimize the allocation of limited resources, capture best practices and reduce OpEx costs. © 2010 Oracle Corporation

18 Enterprise project portfolio management E&C Firms Consistently deliver Increase governance and transparency Establish your firm’s best practice “way” to deliver value-add projects for your clients, while maintaining full visibility into project, program and enterprise performance Drive margin Cut latency and optimize enterprise resource capacity Understand the impacts on project margin and implement strategies to increase margin, cut latency in the project delivery and optimize resource capacity across your organization. Reduce contingency Cash flow forecasts and performance metrics Leverage leading indicators to effectively lower contingency and increase your organizations project capacity © 2010 Oracle Corporation

19 19 WhatBenefit Communication of project content through multiple delivery options (print, , document management, dashboards, etc.) Enhanced Collaboration and Communication – Enable Fluid Communication for Individual Insight, Team Productivity, Project Success Each user’s role, responsibilities, and project management skill levels matched with appropriate software capabilities Better Application-wide Usability/User Experience Enhancements – Adapt to Various Levels of Complexities of Projects and User Needs World-class, integrated workflow engine and process design for management of complete project lifecycle business processes Robust Automated and Configurable Workflows to better Govern Compliance and Regulatory Requirements Maximum business value creation through projects and programs Enhanced Project Portfolio Management to Assemble a Risk- adjusted, Resource-optimized Portfolio to deliver Maximize Return Highest quality results without rework or waste along with management of best practices and core project knowledge Project Templates Establish Standards Critical to Project Success Industry-standard qualitative risk management capabilities and the evaluation of major risk factors and the effect of contingencies on costs and timing Qualitative Risk Analytics helps Reduce Financial and Performance Risk and Increase Client Satisfaction Consistent planning, execution and delivery of all projects, large and small, on time and within budget Industry-standard Planning / Scheduling Reduces the Risk of Cost and Schedule Overruns and Contract Penalties Complete solution for project lifecycle reporting and actionable insight for improving project portfolio performance P6 Analytics Enables Deep Insight and Proactive Decision- Making Continuous management of fluctuating demand for critical resources and skills Leading Resource Management Ensures Availability of People, Skills and Resources to Take on More Work P6 R8 Key Enhancements for Power, Energy & Process

20 20 Enterprise project portfolio management Industrial manufacturing and A&D Make and delivery on customer commitments Planning and Managing Projects Effectively with 100% Web Enabled Capability Extending Visibility Through Reporting Integration with BI Publisher and Universal Content Management Identify and mitigate risk Reducing Financial & Performance Risk with enhanced Risk functionality built into P6 Assembling Risk Adjusted Portfolios with new Portfolio Analysis capabilities Manage and control margins Process governance and standardization Grow PPM competence with User Productivity Kit integration and establish governance standards for project success with templates and workflows © 2010 Oracle Corporation

21 21 Enterprise project portfolio management Public sector Enforce agency processes and compliance Automated, configurable workflows ensure continuity of best practices with higher quality & lower costs Enforces regulatory compliance Eliminates unnecessary approval/ decision delays Enable proactive decisions Delivers actionable insight, improving project performance Identify root cause of problems and allows quick plan adjustment and impact assessment Measure and reports performance and demonstrates results Stay on budget Cut financial & performance risk Qualitative risk analysis evaluates risk factors and their effect on cost & schedule, allowing an agency to proactively respond © 2010 Oracle Corporation

22 22 Enterprise project portfolio management IT Accelerate the time between proposing and prioritizing IT work and delivering business results Develop governance and approval processes with Business Process Management (BPM), perform portfolio analysis, create project templates. Simplify IT’s ability to accomplish work through improved access and collaboration Leverage resource focus for creating assignments, updating status, prioritizing work, and performing resource capacity modeling and leveling Increase focus on results through knowledge transfer and improved user adoption Take advantage of User Productivity Kit on-line tutorials out-of-the-box directly from the system Help menu © 2010 Oracle Corporation Reap the rewards of delivering value and forging sustainable connections between IT and the business Identify and mitigate risks, generate dynamic reports using BI Publisher or P6 Analytics to foster objective decision making and improve accountability and transparency

23 23 Summary and questions

24 Copyright ©2010, Oracle and/or its Affiliates. All rights reserved. Company Confidential Driving Business Value The Impact of Enterprise Project Portfolio Management BUSINESS VALUE Agility Respond quickly to changing project or market conditions and overall business uncertainty. Strategic Alignment Assemble a resource-optimized and risk-adjusted portfolio to maximize returns. Competitive Advantage Create, enrich and standardize on proven best practices for maximum project and program success Inclusivity Elimination of communication gaps that cause project delays Predictability Make and keep project commitments with confidence. Productivity Ensure the highest quality results without rework or waste. EFFICIENCY 24 Governance Ensure alignment of strategy, execution, results Govern compliance and regulatory requirements

25 Copyright ©2009, Oracle and/or its Affiliates. All rights reserved Company Confidential. Oracle’s Primavera Enterprise PPM Helps You Maximize Business Value Increased project success amid huge budget cuts Managing US$1.75B in projects within 18 months of go live TBD Reduced 84-day outages by 9 days Reduced construction times by 40%, saving millions. Savings of $21M/ year; 7% reduction in shutdown durations $1.3M saved by eliminating manual data entry Standardized across 165 offices in 30 countries Standardized on Primavera across all refineries TBD Governance over IT processes and projects Reduced project durations by 15 to 20% TBD 25

26 Copyright ©2010, Oracle and/or its Affiliates. All rights reserved. Company Confidential Rid the World of Project Failure! CONTROL ONLY FROM ORACLE COMPLIANCE Governance COLLABORATION Enterprise-wide Inclusivity Better Predictability Optimization 26

27 Copyright ©2010, Oracle and/or its Affiliates. All rights reserved. Company Confidential Q & A

28 Copyright ©2009, Oracle and/or its Affiliates. All rights reserved Company Confidential. 28


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