1. John Philbrick PE, CCP, PMP
Managing Project Cost and Schedule at the Portfolio Level in Oracle/Primavera P6
John Philbrick PE, CCP, PMP
Introduction
Determine who in meeting and ask about their experience in Portfolio scheduling and the direction their company is going with scheduling in this manner. What tools are you using to accomplish this work? Offer to share our SOQ with them.

2. Speaker Degree: BS Civil Engineering University:
University of Cincinnati
Summary
Mr. John Philbrick, PE, CCP, PMP is a Civil Engineer who has over 35 years’ experience in performing program and construction management for major road, airport, infrastructure, architectural, manufacturing/ process, theme parks, water/wastewater projects and electric utility projects in the eastern United  States.   As a scheduling lead with an implementation and Project Management Organization (PMO) team, he has led in the creation of procedure manuals, flow charts, user guides, articles, and presentations. Mr. Philbrick is currently working as the lead scheduler in the Project Integration team for a large utility in the Northeast.

3. Summary of Presentation
Discussion of an Example Portfolio
Conditions where managing at a portfolio level is beneficial.
Listing of Benefits

4. Summary of Presentation
Stakeholder Engagement
Understanding the Organization
Provide Training
Scheduling Standards
This presentation will provide some insights into some of the successful practices to consider in the startup of a schedule portfolio as well some examples of benefits to scheduling at a portfolio level. Stakeholder Engagement …

5. Summary of Presentation
Examples of Opportunities with Portfolio Scheduling
Coordination between Projects
Easy access to historic performance data
Cost performance visibility for total portfolio
High Level Visibility using milestones for all project performance at a glance.
Dashboards and Reporting
PMA has worked with a number of clients working with Scheduling at the Enterprise level or portfolio schedule. In this presentation we will share a few of examples of ways that it has been beneficial to our other clients and as we go through the presentation we would encourage you to ask questions and share some of direction you are currently.

6. Project Portfolio Example
Large Electrical Utility which in order to maintain electrical reliability to their customers is upgrading their Electrical Transmission and Distribution Grid in New Jersey. Some of the challenges include:
Keeping the power flowing to their customers at all times while upgrading the lines and over 300 substations.
Maintaining a work flow of approximately 400 projects with an overall spend rate in excess of $1.5 billion a year.
Multiple project are scheduled to occur simultaneously at the same substation.

7. Benefits in Managing as a Project Portfolio
Enables Coordination between projects
Enables performance measurement for teams supporting projects.
Enable estimation of required staffing to support yearly work effort.
Enables projection of spending requirements.
Provides a high level view of individual project performance
Provides a historical view of similar projects

8. Understanding the Organization
In reaching the total organization an implementation must engage the departments and groups making up the organization.
Many organizations have problems with their various departments working independently from the whole (In silos) Recognizing this it will not be enough to achieve corporate or project goals with your scheduling but you will need to also enable the department to operate better as a result of your scheduling effort.

9. Overview Creation of a Schedule Template - Determination of
Critical Stakeholders
Interface Points between Stakeholders
Tasks to be included in Stakeholder schedules
To manage Stakeholder Operations
To manage work required by individual projects
What could we place in a schedule template that would help the stakeholders in tracking the performance of their department as well as supporting the project?

10. Critical Stakeholders
Typical Project from Planning through Construction
This NetPoint diagram represents the sequencing of work among the critical stakeholders on a typical project.
Critical Stakeholders – In the beginning of an implementation, it is imperative that the key or critical stakeholders be identified and that their work be reflected properly in the project schedule template. In this step we determine who those stakeholders are and arrange to have NetPoint sessions to identify their particular activities and interface requirements.

11. Interface Points between Stakeholders
Design with Ties to Other Stakeholders
This slide depict the key interface points between the work in the design phase on a single project with the work by other stakeholders in other phases of the project.
Interface Points – The determination of interface points between stakeholders will need to be obtained from multiple sources: project managers, upper management and each of the stakeholder teams.

12. Tasks to be included in Stakeholder Schedules1
Civil Design Activities
The NetPoint sequence in this slide depicts only the Civil Design portion of the overall design sequence. The flexibility of NetPoint allows the stakeholder group to be involved in the determination of the exact activities and sequences that the group feels best represents their work effort. More importantly, it allows them to determine the level of detail that they would be willing to provide in making progress updates. When the schedule templates are finalized, they will serve as the basis for the development of all future projects. This schedule will not only be used to track the progress of the stakeholders’ work on a particular project, but also to plan how the stakeholder groups staff their work to complete the work on all assigned projects in the portfolio.

13. Playbook Setting the Standard Operating Procedures
Project Controls Scheduling Reference Manual

14. Training Training Performed using the User Productivity Kit
Training Options - Oracle has software that enables student to see, try and actually do the actions taught in class with the help of the User Productivity Tool.

15. Training Training Performed using the User Productivity Kit
This slide provides a sample of the training.

16. Introduction to Portfolio Scheduling
This example includes only four projects as an example. The point of the example is to demonstrate the ability to organize the portfolio of projects into meaningful grouping. As can be seen in this view you would easily have access to open several project within a region to coordinate work between projects. Having a portfolio also provides easy access to historic performance data
Demonstration Portfolio

17. Introduction to Portfolio Scheduling
One of our clients has used the Application program interface (API to import the costs from their cost program. In their case they were using SAP.
Cost imported into Primavera P6 through and application program interface (API) from the costs in SAP

18. Introduction to Program at PSEG
P6 enables the user to create a custom forecast in the Resource Assignments view in the Thick Client software
View of cost forecasted in Primavera P6

19. Dashboards Types of Dashboards Cost Matrix
Stakeholder Reports on schedule status
Cost Forecasting
Major Project Status Report
The following are some examples of custom dashboards. We found that this was of great interest to non-scheduling stakeholder.

20. Actual vs Planned Cost Comparison
With many public clients there is a high degree of interest in how the actual cost compares with the yearly forecast and budget. This particular dashboard provides the means for view the cost projections by the total portfolio, director, project manager or by project.

21. Actual vs Planned Cost Comparison
This is another portion of the same dashboard with a slightly different method of presenting the same data.

22. Contract Award Dashboard
One of the other areas which has been important to the stakeholders is keeping a scorecard on how well the different stakeholders where able to achieve their milestones. The dashboard in this slide depicts a monthly update on the performance of the Contract Group against their planned milestone dates. These dashboards have been customized for other stakeholder groups as well. In two more slides I show how the scorecard milestones have been incorporated in to a monthly status report for a project.

23. Project Status Report PM - 1
This is a view of a one project update in a portfolio status report. Note that we have many options of sorting the data in this report. In this view we have selected to organize the data by Project Manager. The status for each project is detailed by the six categories shown in the slide.

24. Project Status Report
This is a continuation of the Project Status report where the report details the scorecard milestones which were achieved or missed during the month of October 2014

25. Major Project Status Report
On larger projects we have created a custom major project status report which extracts information from other PMIS tools such as P6, Cost Forecasting Tool for cost and schedule information. This will eliminate redundant data entry and improve reporting accuracy

26. Major Project Status Report
This is view of a different portion of the same report.

27. Portfolio Options Using Oracle Analytics
This is view of a Typical Oracle Analytics report

28. Portfolio Dashboard Using Oracle Analytics
This is view of a Typical Oracle Analytics report

29. Questions & Answers
Contact me if you have any questions in the future.
Thank-you