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Implementation Focus Day –
Content and Practical Field Usage Enablement Workshop Series
21st April 2011- Oracle Gurgaon, India
Program Contributors:
Nick Elford (Oracle Corporation)
Introductions
• Name
• Organisation and Role
• Expectation from the class
• Delivery issues and points
Workshop Agenda
• 09:00- 09:30 Introduction to the day
• 09:30-10:15 How you’re currently delivering Primavera? Breakout
Break
• 10:30- 10:45 PIM Phases ‘Walk through, context setting and materials’
• 10:45-11:45 PS, RA,D
• 11:45-12:15 Estimating
• 12:15- 12:45 P6R8 Design Document
Lunch
• 13:45-14:30 Case Studies- 1 (Thinking Big- Large Integrated Projects)
• 14:30- 15:45 P&T, PV, R, AR
Break
• 16:00-16:30 Break Out- PIM on your projects.
• 16:30- Case Study- Steve Gahm, Consulting Leader, Oracle PGBU
• 17:10- Wrap Up, Review, Next Steps and Questions (Capture of actions)
• 17:30- Close
Workshop Series Agenda: Day 2- Wednesday 16th February
09:00-16:00
• Phase 3 Prototype and Test
BREAKOUT 2- On a smaller implementation where design and prototype have been merged list and
present the expected deliverables at the end of the combined phase.
• Phase 4 Production Pilot
• Phase 5 Rollout
• Phase 6 Assess Results
BREAKOUT 3- List and present parties to engage to write and gain approval for the rollout plan noting
core and extended team members. At which point of the implementation project should each of them
have been first engaged?
• Business Cultural Impacts on Project delivery (discussion on points gathered throughout the day)
• Wrap up and Close and Evaluation
Rules of the Road
• Freeflow Session
• Open
• Question and Answer
• Break Out’s
• Use Everyone’s experience
• Adequate breaks placed in for email and calls
• Focus on role within Primavera Implementations- use the sessions to really enable yoursleves
Learning Objectives
• By the end of the course attendees will:
• Understand the phases of the Primavera Implementation Methodology and how this
will migrate to the Oracle Unified Method over time.
• Appreciate current status and be able to apply concepts learnt to operational project
environments
• Be able to relate content to live case studies given during the class
Business Cultural Impacts on Primavera project
delivery (collected through the day)
• ‘Use flip chart’
• Quick fire round up at end of day
What is the PIM
• Developed over 20 years
• Well established methodology based upon PMI lifecycle
• Simple but effective phased process supporting a release based approach
• A ‘starter’ kit to be used in part and scaled accordingly
• Leveraged across the partner base
Tried and Tested: How well used is it?
PIM Summary Process Flow by
Key Document
Introduction of OUM (Oracle Unified Method)
OUM's Vision –
®
Oracle is evolving the Oracle Unified Method (OUM) to achieve the vision of
supporting the entire Enterprise IT lifecycle, including support for the
successful implementation of every Oracle product – applications, middleware,
and database.
OUM includes three focus areas – Manage, Envision, and Implement.
OUM's Manage Focus Area provides a framework in which all types of projects can be planned,
estimated, controlled, and completed in a consistent manner. At present, OUM Manage includes
Oracle's Project Management Method (PJM) and Oracle's Program Management Method (PGM) and
should be considered Oracle's single, global project management method.
OUM’s Envision Focus Area deals with development and maintenance of enterprise level IT strategy,
architecture, and governance. Envision also assists in the transition from enterprise-level planning
and strategy activities to the identification and initiation of specific projects.
OUM's Implement Focus Area provides a framework to develop and implement Oracle-based
business solutions and will ultimately replace all of Oracle's legacy implementation methods like
AIM Foundation, AIM for Business Flows, Compass, Results Roadmap, etc.
Top 10 Environment Success Considerations/Risks
Food for thought
Focus Area
Change Management
Simple steps and celebrate quick wins
Prepare for change well ahead.
“Global Desktop program”- what works well in an organisation
Supporting Organisation
Kick off from day 1
Requirements definition and ‘needs
analysis’
What business problems are we endeavouring to solve by the change
undertaken
Executive Sponsorship
An Ericsson or a
Business Process Understanding.
Where we are and where we need to be- will not be the same across an
Organisation
‘One size fits all’
Standardize not customize’
Parallel Programs
Who’s the biggest in the playground?
Progressive approach
Big Bang versus incremental change and release based approach
“continuous development”
Integrations
Moving data for the sake of it
Training and Adoption
Not just “Wave 1”
“Avoid Rigid Thinking”
http://www.50lessons.com/welcome.asp
Top Product Level Success Condsiderations/Risks
Food for thought- Product Level Examples
P6 EPPM
Consequence
Enterprise Project Structure
Resource Breakdown Structure
Cost Accounts Mapping
Work Breakdown Structures and standardised templates
Actual and Reporting Progress
Security roles and compliance
Activity coding structures
Reporting Catalogue
Workflow and process
Think big: Is our configuration ultimately addressing the business need
More with Less: The Opportunity to be a hero
Efficiency
http://www.50lessons.com/welcome.asp
Phase 0
Phase 1
Phase 2
Phase 3
Phase 4
Phase 5
Primavera consulting undertook a similar exercise with Network Rail in tandem with their upgrade from a distributed environment to the Primavera version 5
Oracle’s experience is that a cost effective and timely migration is critical to the success of the overall Balfour Beatty.
Oracle’s migration strategy ensures that the following key factors are thoroughly analysed and conclusions are completed well before the actual migration is
•The requirements for the migration- aims and objectives of this sub-project are clear to all
•The reasons and business benefits of the migration
•Sufficient technical and functional skills and resources required to deliver the migration are available and committed
•Cost of the migration versus the above benefit
•Timing requirements for the migration- noting resource requirements and levels of effort from Oracle and Balfour Beatty OpCo’s
•End-user key concerns and needs to be addressed during and post the migration. In many cases plans and schedules are wholly owned, developed from in
•The detailed migration plan including execution and test schedules
•Go/No decision criteria and recovery planning
•Migration risk mitigation and back up/out plan to help avoid disruption to the business operation and end customers.
Specifically related to the Primavera Project toolset are the following factors that will be considered:
•Complexity of schedule - this is not limited to volume of activities and is wider ranging to consider all project data.
•Consolidation of project formats- assumed the majority of live, working plans will be presented in Microsoft Project.
•Pragmatic approach to summary data- in a number of cases it is likely to be more prudent to take summary level rather than port across all data structures.
•Duration remaining on projects- closure in existing system and as built migration on completion to negate risk?
•Cross project relationships and dependencies
•Data structures in the Primavera database- these need to be established to support the incoming programmes
•Harmonisation and common process across projects
•Rationalisation where appropriate
•Programme and Portfolio configurations
•Data validation of project data through the migration process to culminate in production sign off
•User training ‘touch point’- assurance that users are ready, able and supported to use the Primavera system once the migration has occurred.
•Basic project reporting structures in place. Whilst a crucial element of the design phase the migration timing needs to support the reporting to ensure busine
•Adoption- the end user is considered the centre piece of this effort in the people, process, tool dynamic
•Current integrations and process for project updating – i.e. recognition in planning of monthly reporting cycles and required metrics to be available. Interface
The migration from each instance to the single Primavera instance may be executed in the following three steps shown simplistically below where phases 2
·
Phase 1 –
Establishment of staging database
Migration Assessment and planning (versions migration factors)
·
Phase 2 – Staging database administration
Project/Programmes cleansed
Validation checks and sign off of data changes
Critical updates (minimal approach)
·
Phase 3 – Migration to live database
Validation Checks (data integrity and interfacing checks)
Sign off
Phases two and three will provide an iterative cycle to allow a project/selection of projects to be moved through into the production environment.
The rolling approach is taken to allow business as usual activities and the work is undertaken in a staged manner to optimise working time to maintain opera
Oracle would recommend the migration assessment be undertaken during the design phase which is positioned as Phase one of the Primavera Implementa
As in all technical projects communication and stakeholder management together thorough risk assessment and management are required to help ensure s
Migration key success factors include:
·
Robust management and leadership and strong sponsorship
Phase 6
Aeronautics Company to switch to Primavera P6 to plan all aircraft programs
Readiness Assessment
Scenario 1
COMPANY OVERVIEW
An SA. based company known for building the finest military
aircraft in the world.
Industry: Aerospace and Defense
Employees: 110,000
Revenue: US$45.2 billion
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CHALLENGES/OPPORTUNITIES
Plan and schedule the design and manufacturing of the F-35 Joint
Strike Fighter, the most advanced aircraft yet produced by an
Aeronautics company
Apply the same solution to the F16, F22, C5, C130, and P3 aircraft
programs
Meet government guidelines for managing an Integrated Master
Schedule of over 100,000 interlinked tasks.
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SOLUTIONS to be used
Oracle Primavera P6 Enterprise Project Portfolio Management
Oracle Primavera Risk Manager
SUCCESS CRITERIA REQUIRED
• Create and maintain the Integrated Master
spread across multiple projects
• Schedule
Reduce the need for ad-hoc bolt-on
required in the current solution
• solutions
Implement new best practices not currently
followed by staff
May 2010
Public Sector Company uses P6 and OPPM to track IT project performance for submission
of monthly IT dashboard metrics
COMPANY OVERVIEW
Industry: Public Sector
Currently protects the pensions of more than 44 million workers and
retirees in more than 27,500 private single-employer and
multiemployer defined benefit pension plans.
•
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CHALLENGES/OPPORTUNITIES
Currently have multiple planning tools- excel and MSP. Not
consolidated and consistent data.
Annual budgetary submissions cover a wide range of topics from
business case development, alternatives analysis, financial planning.
Monthly IT Dashboard submissions include key performance metrics
such as:
o SV - Schedule Variance
o CV – Cost Variance
o Risk
o CIO Project Evaluation Criteria
o Track progress and status of activities related to payment of benefit
pension plans for PBGC trusted plans.
Readiness Assessment
Scenario 2
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SOLUTIONS
P6 - Oracle Primavera P6 Enterprise Project Portfolio Management
Success Criteria Required
• Provides monthly scoring and CIO review
•
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capabilities for IT projects against key performance
metrics (SV, CV, & Risk).
Successful monthly submission to the project
selection IT Dashboard.
Visibility of all current project performance
November 2010
Public Sector Rail Company aims to use P6
Readiness Assessment
Scenario 3
COMPANY OVERVIEW
Large rail track operating firm
Multiple locations with different processes
Multiple divisions and major projects
•
•
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CHALLENGES/OPPORTUNITIES
• . Move independent business units (assets) to a mutually
supported project environment.
• Integrate “key segments” of contractor plans in a controlled
environment.
• Migrate from embedded reporting solution to the “one-stop
shop” of Primavera P6.
• Enable a PM database structure for future scalability and
sustainable user performance acceptability.
• Multiple reporting and coding requirements for individual
divisions .
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SOLUTIONS
P6 - Oracle Primavera P6 Enterprise Project Portfolio Management
Success Criteria Required
•
•
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A standard set of enterprise-wide process flows,
procedural documents and work instruction
resulting in common understanding.
An archive solution to ensure a robust Primavera
system manages future project demand by
moving legacy and closed-statused projects
through an automated solution.
Significant reduction in track possessions by
combining dependent projects
November 2010
Primavera Contract Management
Cost
Manager
Package
Manager
Cost and Change
Client/Owner
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Cost Control
Accountability
Contract Performance
Change Control
Contract Reporting
Issue Management
PRIMAVERA
Contract Management
Contract
Manager
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Programme
Manager
Project
Manager
Resource
Manager
Team
Member
Planning and Execution
Project
Controls
Cost Management
Dashboard
Reporting
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PRIMAVERA
P6
Project Management
Project Reporting
Planning & Scheduling
Time Tracking
Resource Planning
Project Risk and Issues
Oracle’s EPPM Architecture
Master
Data
Leveraging Oracle Applications in the IT Ecosystem
ERP (EBS, JDE, PSFT & SAP)
Primavera
Portfolio
Management
Primavera
P6
Material Mgt, Agile, AutoVue,
Applications
UPK, UCM, Spatial
Processes
BPM & OBIEE
Portfolio Governance
Scope Mgt
Project Allocations, Burdening,
& Costing
Project Cost Reporting
Portfolio Finance Mgmt
Time Mgmt
Project Capitalization
& Chargeback
Project Monitoring
Portfolio Planning
Resource Mgmt
Project Planning & Budgeting
Work-flow
Benefit & ROI Mgmt
Risk Mgmt & EVMS
Supplier Management
Procurement Planning
Operational Effectiveness
Commitment Mgmt
Financial Accounting
Portfolio Analysis
Workshop Series Agenda: Day 1- Tuesday 15th February
09:00-17:00
• Welcome
• Introductions
• Rules of the Road
• Learning Objectives and Pre-requisites
• Workshop Series Structure
• What is the PIM, how has it been developed and where is it going? PIM in context with Oracle Unified
Method
• Implementation Considerations
• Top 10 Environment Success Considerations/Risks
• Top Product Level Success Considerations/Risks
• Phase 0 Preparatory Assessment
• Phase 1 Readiness Assessment
Customer Case Study 1
BREAKOUT 1 -Build and present Readiness Assessment plan which is resource loaded, has proposed
activities and deliverables. (5 mins only to present)
• Phase 2 Design
Customer Case Study 2- 15:00
• Business Cultural Impacts on Project delivery (discussion on points gathered throughout the day)
• Summary and Review