digital impact on project delivery - globuc

Digital impact on Project Delivery

Geoff Roberts - Oracle , Director Industry Strategy (Energy)

Confidential – © 2019 Oracle Internal/Restricted/Highly Restricted

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, timing, and pricing of any features or functionality described for Oracle’s products may change and remains at the sole discretion of Oracle Corporation.

Statements in this presentation relating to Oracle’s future plans, expectations, beliefs, intentions and prospects are “forward-looking statements” and are subject to material risks and uncertainties. A detailed discussion of these factors and other risks that affect our business is contained in Oracle’s Securities and Exchange Commission (SEC) filings, including our most recent reports on Form 10-K and Form 10-Q under the heading “Risk Factors.” These filings are available on the SEC’s website or on Oracle’s website at http://www.oracle.com/investor. All information in this presentation is current as of September 2019 and Oracle undertakes no duty to update any statement in light of new information or future events.

Safe Harbor


http://www.oracle.com/investor

Projects Lifecycle – Support Solutions

• Capital Planning

• Portfolio Mgmt.

Investment Planning

• FEL 1-3

• Execution

• Handover

Capital Projects • STO/TAR

• On Line Maintenance

O & M

• Planning

• Option

• Removal

Decom

Portfolio management is Key to Utilities health


1

2

543

1) Capital Strategy & allocation2) Portfolio Optimization3) Streamlined Project concept

& design4) Lean project governance &

stage-gate process5) Effective procurement &

contractor management6) Organization Enablers

Source: McKinsey AnalysisProcess Systems

6 Mindset & CapabilitiesStructure

Asset Deliver & Operational


Challenges/ Trends

Supply Chain Governance Poor collaboration and doc control

with the supply chainSingle platform for all interactions

both internal& external

Balanced Portfolio

Inability to effective select projects & manage scope definition

Renewed focus on portfolio management & scope control

ISO 55000

Little or no understanding of asset driven/modeled lifecycle

Focus on an end to end lifecycle solutions

Analytics ,Machine learning & AI

Poor visibility, Poor use of data Renewed focus on standardized data

,analytics, AI etc

Cost & Change control

Non standardized cost & change control

Integrated project controls environment

Resource Optimization

Inability to effectively plan and manage all stakeholders

Enterprise wide view on resourcing labor, materials and plant

Mobility

• The multi-disciplinary team simply can’t afford time in motion

• Version control needs to be managed on documentation flowing onto site; latency needs to be managed on progress and risks flowing off site

• Change needs to be reported accurately

• Not all jobsites are WiFi hotspots: online and offline work needs to be possible

• Geospatial information helps support health and safety of the extended team and streamlines operations


Accessibility• Direct procurement brings in individuals that

haven’t been exposed to the client’s approach to delivery

• The multi-disciplinary team wants powerful tool-based support that is easy to use

• Complex governance processes can be concealed by a simple interface

• An extensive array of contractors across the programme need access anytime, anywhere

• Minimal training should be required to pick up tools

• Standardised approach means that tools and techniques can rapidly be deployed on the next project


Project 3Project 2

Project 1

Visibility• Smallest number of tools can turn a loosely

integrated patchwork (if you’re lucky!) to an integral platform

• Bringing together data from across the disciplines is key, both:

• Horizontally to inform and align inherently-linked functions such as those involved in change controls

• Vertically to inform the boardroom of progress, portfolio health and to drive portfolio management and outcome-based decision-making

• The small numbers of post mortems are constructive


Disruption Thru Technology/ Innovation

• Technology• Smart Devices• Cloud• Pervasive WiFi• Location based

services (GPS)• RFID• Sensors

• Innovation• 4D• 5D• IoT• Machine Learning• AI• Video Analytics• Blockchain

‘ ‘ today forward and future back’ – Bain

CEGBU Innovation Lab


Copyright © 2019, Oracle and/or its affiliates. All rights reserved. | Confidential – © 2019 Oracle Internal/Restricted/Highly RestrictedCopyright © 2019, Oracle and/or its affiliates. All rights reserved. |

Innovation Lab Chicago

https://video.oracle.com/detail/video/5975961613001/oracle-construction-and-engineering-innovation-lab?autoStart=true&q=worksite%20of%20tomorrow

Industry Best Practice ensured

Best Practices packages (PDRI, AWP etc ) delivered

Methodology Baked Into solution

Projects Controls processes fully supported


Investment Planning

Capital ProjectsIdentify Proposals

Evaluate & Prioritize

Select

Plan & Schedule

Contracts &Documents

Change & Cost Control

Monitor Performance

Multi-year Budget Forecasting

Transformed Business – Integrated and Automated

Capital Project Delivery Solution

Projects

Eng

Procurement

Contracts

Contractors

Suppliers

Operations

Scope-Centered Single System

CollaborationCollaboration

The SolutionPublish & Subscribe



SAP

Capital Planning

Portfolio Mgmt

Schedule Resource Risk

Scope, FEL, PDRI

Contract Admin

Cost & Change Mgmt

Safety & Inspect

Supply Chain Collab

Doc Control

E/P/C Progress

BIM & AWPMobility

Portfolio/Program/Project Teams

Exec

uti

ve

Finance/HR/Procurement etc

Sup

ply C

hain

Analytics / AI / Machine Learning

Common Data Model

CEGBU – Utilities Solution

Deliver robust operational reports and

analytics within eachproduct

Develop AI powered features and

functionality within eachproduct

Allow customers access to data from any of the

CEGBU products

Develop an AI powered industry solution that delivers insights and

intelligence “out-of-the-box”

Build a Data Lake that integrates data across CEGBU and partner solutions

Empower customers with “build your own”

reports, dashboards and analytics

In-app (across all CEGBU products) Data-as-a-Service CEGBU Analytics

* To be renamed to “CEGBU Advanced Analytics” in the future to de-couple from product name references

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Primavera P6 Unifier Aconex Textura

Construction Intelligence Cloud

Partners


Our strategy

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