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This presentation was given a few months ago on the oracle.com/eppm site. Check it out for the full presentation, white papers and more information on Enterprise PPM.

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Page 2: EPPM Webcast

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Enterprise Project Portfolio Management best practices series

Episode I: Fact not fiction - make informed business decisions with

reliable project data

Richard Sappé

Industry Strategist

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Sales Brief Agenda

• Introduction and PPM as an enterprise

critical business function

• Five key project information challenges

• Five key project information best practices

• Demonstration

• Summary

• Questions & Answers

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Enterprise project portfolio management

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5© 2010 Oracle Corporation

90% say project management is

critical or important to

deliver successful

projects and remain

competitive

Yet 49% only follow formal

project management

practices

Only 6% say their projects

come in on time and on budget all of the time

Less than 50%measure return on investment

Only 20% use standardised

project management

solutions

Source :Economist Intelligence Unit Survey

The problemToo few projects finish on time and on budget

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The Customer – higher expectations to do more with less, and do it faster, better and cheaper, heroics the new norm

The Work – increasing complexity and greater risk of projects, more inter-relationships among projects and players; balancing core vs. context

The People – skill and resource constraints, aging/ retiring workforce, virtual teams, partners

The Economy – financial volatility, budget constraints, overall uncertainty, competitive pressures

The Process – more complex IT environments; more systems, more people, more information; “flattened” processes

Macro trends

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Enterprise Project Portfolio

Management

Inefficiency Value

• Lack of Standards

• Unmitigated Risks

• Poor Accountability

• Inadequate

Capacity Planning

• Rework, Waste

• Overruns

• No Best Practices

• Process Inefficiency

• High TCO

• Strategic Alignment

• Governance

• Innovation

• Competitive Advantage

• Velocity, Agility

• Repeatable Success

• Successful Projects

• Visibility

• One version of the

“truth”

Driving business valueThe business impact of Enterprise Project Portfolio Management

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73% of organisations measure project success by determining whether projects come in on time and on budget. Yet only 6% consistently deliver projects both on time and on budget. (EIU*)

Companies utilising project portfolio management can expect greater consistency in project execution and ability to drive project outcome.

Governance

80% of organisations say having project portfolio management as a core competency helps them remain competitive during a recession. Yet 49% follow formal PPM processes on only large or complex projects. (EIU*)

Inclusivity

Predictability

53% of organisations are continually working to improve their PPM methods and processes. Yet only 10% rated themselves as excellent at PPM. (EIU*)

Optimisation

* Source: EIU Poll, September 2009

Managing the challenges 21st century projects

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Project information challenges

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Five enterprise and project information challenges

1. Increasing amounts of information

Complexity, information overload

2. Multiple sources of information and information

ownership

Inter-organisational ownership, siloes of data, multiple

system repositories, non-interoperability

3. Increasing time-criticality of information

The right information for the right person at the right time,

rear-view mirror project management

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Five enterprise and project information challenges

4. Consistent information and the lack of project

processes

Lack of effective baselines, apples to oranges, lack of

accuracy and reliability, information dissemination and

security

5. Conflicting priorities for information use

Arduous non-management tasks and busy-work, lack of

automation, lack of analysis and scenario development

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Project information best practices

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Five enterprise and project information best practices

1. Centralise and/or integrate project information

Eliminate siloes not through dumps, but integration and

interoperability – standards vs. proprietary – data centric vs.

file centric (document centric – even e-docs)

2. Secure project information at appropriate levels of

granularity for access by role

Centralised security profiles for easy role out, field level

data security

3. Develop and capture project information processes

Standardise workflows and processes to maximise

automation and efficiency, and raise accuracy and

timeliness

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Five enterprise and project information best practices

4. Automate reporting

Eliminate administrative tasks within project team and focus

on information use. Security ensures reporting automation

is controlled

5. Focus project and portfolio teams on information

analysis and decision-making

Encourage data analysis, problem discussion, collaboration

and resolution. Early warning for tactical executive support

and enterprise visibility for strategic planning and control

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Resource

Management

Construction

ManagementRisk

Management

Project

Management

Role-Based Views

All projects, all sizes

Project Portfolio Management

EPPM

Business UsesIntegration

Construction

Program

Management

Product Design ,

Manufacturing, &

Implementation

Program

Management

Software System

Development &

Deployment

Capital Asset

Maintenance

Enterprise

Investment

Portfolio Mgmt

Resource Productivity

& Capacity Planning

Human Capital

Management

Performance

Management

Building

Information

Modeling / VDC

Financials

Supply Chain

Asset Mgmt

Business

Intelligence

Product

Lifecycle MgmtProject Collaboration

Oracle Primavera ePPM

Global Project

Repository

© 2010 Oracle Corporation

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Contract ManagementChange Management

Contract Management

Claim Management

Issue Management

P6 ePPMProject Management

Risk Management

Project Scheduling

Resource Management

Oracle Universal Content Management(or other content management system)

Business Process Management

Portfolio ManagementPropose, Prioritize & Select Initiatives

Review, Track & Adjust Portfolio

Integration with other core Applications (AutoVue, Spatial, etc.)

Risk AnalysisQuantitative Risk Analysis

Quantitative Risk Management

© 2010 Oracle Corporation

Oracle Primavera ePPM

P6 Analytics / P6 ERD / BI / Reporting

ERP

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Demonstration

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• Centralise and integrate project information i.e. eliminate siloes– Show integration of ERP and PPM information

– Show project driven cost/resource or schedule information that would be lost or very late in an ERP

• Secure project information at appropriate levels of granularity for

access by role– Show the right information for the right person at the right time (an alert for instance)

– Show security so that even external project participants can see and enter information

– Show a roll-up to an executive level making the appropriate synopsis for strategic evaluation

– Show effective information comparison - within a project and within a portfolio - i.e. apples to apples

across two projects, to determine true performance rates

• Develop and capture project information processes– Standardise workflows and processes to maximise automation and efficiency, and raise accuracy and

timeliness

– Show an information entry process (status update for instance), as well as the configurability of the

process support (BPM information update and approval from/by non-P6 user)

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• Automate reporting

– Eliminate administrative tasks within project team and focus on information

use. Security ensures reporting automation is controlled

– automated reporting -

– Show automated reporting as well as ease of reporting on the fly, i.e. no

more scrambling for an executive meeting, or a client report out - taking the

waste out of it

• Focus project and portfolio teams on information analysis and

decision-making

– Encourage data analysis, problem discussion, collaboration and resolution.

Early warning for tactical executive support and enterprise visibility for

strategic planning and control

– Show scenario analysis to leverage information dynamically to evaluate

decision options rather than finding info and stabbing in the blind with

incomplete info

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Summary

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Drive efficiency, reduce risk and gain transparency

with real-time project and portfolio information

• Project data and information is an invaluable asset to

the project and the enterprise – use it!

• Eliminate information guarding

• Workflow information gathering and approvals

• Automate information dissemination and reporting

• Shift back to a culture of analysis, evaluation and

informed decision making

Target: informed decisions versus best guesses

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