Download Implementation of Oracle`s Primavera Enterprise Level Project

Successes and Challenges with NYSDOT’s
Implementation of Oracle’s Primavera
Enterprise Level Project Management
Presented By: Mark Nagata, PSP
Trauner Consulting Services, Inc.
March 5, 2012
Meet Your Presenter/Introduction
Mark Nagata, PSP
 Director, Shareholder
 Trauner Consulting Services
 12+ years experience as a
Scheduler, Claims Analyst,
Instructor
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Co-authored, Construction Delays,
second edition, and to AACE’s
Recommended Practice for
Forensic Schedule Analysis
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Trauner is assisting NYSDOT with
its implementation of P6 Enterprise
Discussion Topics
 Implementation of Oracle’s Primavera Enterprise
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Level Project Management
Transition from P3 to P6 Enterprise Project
Management
Critical Issues for Implementation
Lessons Learned
Advantages of P6 Enterprise
Implementation of Oracle’s Primavera
Enterprise Level Project Management
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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
Transition from P3 to P6 Enterprise PM
 Questions to be answered:
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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?
Transition from P3 to P6 Enterprise PM
 Do we realize that this transition represents a
paradigm shift in time management on projects?
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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.
Transition from P3 to P6 Enterprise PM
 Who are the “new” primary users?
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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.
Transition from P3 to P6 Enterprise PM
 What is the ultimate goal of this implementation?
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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?
Transition from P3 to P6 Enterprise PM
 What will it take to realize the ultimate goal of a
comprehensive program management tool?
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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.
Critical Issues for Implementation
 Establish Executive Vision/Goals
 Need Champions at Executive Levels
 Need Partnership with Contractors and Consultants
 Need DOT IT Support/Coordination “new/added”
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responsibilities
Need Sufficient Resources for Implementation and
Maintenance of Software System
Establish Procedures for Information Gathering and
Management, including Best Practices
Development and Issuance of Technical Policies,
Standards, and Guidance (Scheduling Manual)
Training to Improve Project Management Skills and
Proficiency in P6 Software
Critical Issues for Implementation
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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.
NYSDOT Lessons Learned
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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 Measurement
High-level CPM requirements in specification. Scheduling
Manual to supplement CPM specification and provide
detailed requirements.
NYSDOT Lessons Learned
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IT ISSUES:
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PROGRAM AREA SUPPORT ISSUES:
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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 graphics
DO NOT import schedules in the enterprise database.
Use Web page to disseminate policy & guidance to users.
Implement shared email address for Admin staff.
Implement group email contact list to notify user group of
schedule maintenance issues.
Regularly monitor security profiles and privilege for changes.
NYSDOT Lessons Learned
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RESOURCES ISSUES:
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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.
NYSDOT Lessons Learned
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TRAINING ISSUES:
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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.
Advantages of P6 Enterprise
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NYSDOT’s Main Office provides all of the IT support
and user licenses for the enterprise system.
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Maintains data security and integrity
Regularly scheduled and automated data back-ups
Only 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.
Advantages of P6 Enterprise
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Having the Main Office database from which
contractors, NYSDOT staff, and consultants work from
ensures that:
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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.
Further Information:
Mark F. Nagata, PSP
Director/Shareholder
1617 JOHN F. KENNEDY BLVD.
SUITE 600
PHILADELPHIA, PA 19103
Phone: (215) 814-6400
Fax: (215) 814-6440
[email protected]
www.traunerconsulting.com
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