Presentation on theme: "Successes and Challenges with NYSDOT’s Implementation of Oracle’s Primavera Enterprise Level Project Management Presented By: Mark Nagata, PSP Trauner."— Presentation transcript:
1Successes and Challenges with NYSDOT’s Implementation of Oracle’s Primavera Enterprise Level Project ManagementPresented By: Mark Nagata, PSPTrauner Consulting Services, Inc.March 5, 2012
2Meet Your Presenter/Introduction Mark Nagata, PSPDirector, ShareholderTrauner Consulting Services12+ years experience as a Scheduler, Claims Analyst, InstructorCo-authored, Construction Delays, second edition, and to AACE’s Recommended Practice for Forensic Schedule AnalysisTrauner is assisting NYSDOT with its implementation of P6 Enterprise2
3Discussion TopicsImplementation of Oracle’s Primavera Enterprise Level Project ManagementTransition from P3 to P6 Enterprise Project ManagementCritical Issues for ImplementationLessons LearnedAdvantages of P6 Enterprise
4Implementation of Oracle’s Primavera Enterprise Level Project Management NYSDOT has implemented Oracle’s Primavera P6 Enterprise Level Project Management software.Scheduling software database is installed on NYSDOT’s network servers.Contractors, NYSDOT staff, and consultants access P6 through NYSDOT’s WAN and via Citrix.Trauner has worked with NYSDOT to draft its new CPM scheduling provisions and CPM scheduling manual.Trauner is also providing on-site staff augmentation to NYSDOT for P6 administrative support and USER helpdesk support.2,500-named user license and 10 concurrent user licenses.Key NYSDOT Contact: Mark White
5Transition from P3 to P6 Enterprise PM Questions to be answered:Do we realize that this transition represents a paradigm shift in time management on projects?Who are the “new” primary users?What is the ultimate goal of this implementation?What will it take to realize the ultimate goal?
6Transition from P3 to P6 Enterprise PM Do we realize that this transition represents a paradigm shift in time management on projects?Barchart/P3 to Primavera Enterprise Level Project Management is a shift from using the project schedule as a project management tool to a Program Management tool.The nature of the system represents a shift in control and shift in the both the schedules’ intended use and “new” primary users.
7Transition from P3 to P6 Enterprise PM Who are the “new” primary users?Based on the fact that the schedule can no longer be located on the contractor’s database and, in most cases, is actually located on the owner’s server, it can be argued that the primary user of the schedule information is the owner.In an enterprise level implementation, the owner has decided to have all of the project schedules for all of its projects located in one location. In most cases, the goal is to better manage the entire capital program.
8Transition from P3 to P6 Enterprise PM What is the ultimate goal of this implementation?Better managing the entire capital program is a very broad description of the goal of this implementation.Having all of the project scheduling information in one place allow quicker identification and management of potential issues, delays, or problems on the program level.However, what does it take to realize the full power of the software?
9Transition from P3 to P6 Enterprise PM What will it take to realize the ultimate goal of a comprehensive program management tool?Although we discussed the concept of a paradigm shift in from using the project schedule as solely a time management to the project schedules being used in a consolidated program management system, the second and possibly most difficult paradigm shift is the training, implementation, and maintenance of P6 with all project schedules on a continual basis.The proper implementation and maintenance of the system requires full department-wide buy and adherence to the requirements.
10Critical Issues for Implementation Establish Executive Vision/GoalsNeed Champions at Executive LevelsNeed Partnership with Contractors and ConsultantsNeed DOT IT Support/Coordination “new/added” responsibilitiesNeed Sufficient Resources for Implementation and Maintenance of Software SystemEstablish Procedures for Information Gathering and Management, including Best PracticesDevelopment and Issuance of Technical Policies, Standards, and Guidance (Scheduling Manual)Training to Improve Project Management Skills and Proficiency in P6 Software
11Critical Issues for Implementation Used Phased Implementation. Focused on most complex projects.Used Pilot Projects. Relied on volunteers that were motivated individuals, automation oriented, and early implementer types, and provided support.Recommend that Design and Construction jointly develop preliminary schedule during final design and use it determine project completion, constructability review, etc.Recommend providing preliminary construction schedule to all bidders.Later phase to include electronic preliminary schedule for all projects.Training for construction and consultant staff. Stress importance of project schedule integrity and its primary use is to manage project.
12NYSDOT Lessons Learned NYSDOT uses a variation of four different specifications:Type 1 – bar chart, simple projects (monthly)Type 2A – CPM, routine project (monthly)Type 2B – CPM, moderately complex (bi-weekly)Type 2C – CPM, complex projects (weekly)Contractors “MUST” develop and maintain schedules on DOT servers.Need to include criteria for minimally acceptable schedule.Must have provision for no payment for late schedule subissions.Lump Sum – Method of MeasurementHigh-level CPM requirements in specification. Scheduling Manual to supplement CPM specification and provide detailed requirements.
13NYSDOT Lessons Learned IT ISSUES:Need higher level Oracle Primavera Maintenance/Support Agreement.CITRIX server farm to distribute user load for P6 client users for remote access.P6 web for Dashboard, reports, and graphicsDO NOT import schedules in the enterprise database.PROGRAM AREA SUPPORT ISSUES:Use Web page to disseminate policy & guidance to users.Implement shared address for Admin staff.Implement group contact list to notify user group of schedule maintenance issues.Regularly monitor security profiles and privilege for changes.
14NYSDOT Lessons Learned RESOURCES ISSUES:Initially required various levels of resource loading based on project complexity.Contractors dislike resource loading, time consuming data entry, and impression that DOT had limited use for data.Have now shifted to requiring productivity rates instead of resource loading.Productivity rates entered into activity Notebook tab, along with corresponding quantity.Easier for both contractor and DOT review.
15NYSDOT Lessons Learned TRAINING ISSUES:Use custom training manuals geared toward Primavera software that utilize highway/bridge example projects.Use separate training database for hands-on training for course attendees.Use training AD accounts and P6 accounts. Accounts active during training courses.Use Master training database to restore training database after each training course.Providing just in time training for construction field office staff.Training rooms have one computer per course attendee.Program Area facilitator at training course to handle detailed construction policy issues, coordinate with IT HelpDesk staff to resolve problems, and assist attendees.Train the Trainer not successful. Engineers do not wan to provide training in software or project management.
16Advantages of P6 Enterprise NYSDOT’s Main Office provides all of the IT support and user licenses for the enterprise system.Maintains data security and integrityRegularly scheduled and automated data back-upsOnly one software version needs to be maintained and supported by NYSDOT IT.More reliable training environment: application software, dedicated training database, training user accounts.No proprietary software issues.Use Consultant Term Agreements to provide assistance to EICs for schedule reviews & dispute resolution.Able to coordinate additional assistance through Oracle Support contract.
17Advantages of P6 Enterprise Having the Main Office database from which contractors, NYSDOT staff, and consultants work from ensures that:Schedule development is standardized.Schedule structure coding, layouts, filter, etc., are all the same.Schedules are calculated using the same settings.Faster schedule review. No mailing of discs, loading files, lost files, or converting.Project record (Schedules, Narratives, Reviews) are available to all parties via the web electronically.Improve collaboration/communication between NYSDOT, contractors, and consultants.
18Further Information: Now Available! Mark F. Nagata, PSP 18 Director/Shareholder1617 JOHN F. KENNEDY BLVD.SUITE 600PHILADELPHIA, PA 19103Phone: (215)Fax: (215)18