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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2. <Insert Picture Here>
Enterprise Project Portfolio Management best practices series
Episode I: Fact not fiction - make informed business decisions with
reliable project data
Richard Sappé
Industry Strategist

3. Sales Brief Agenda
• Introduction and PPM as an enterprise <Insert Picture Here>
critical business function
• Five key project information challenges
• Five key project information best practices
• Demonstration
• Summary
• Questions & Answers
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4. Enterprise project portfolio management
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5. The problem
Too few projects finish on time and on budget
90% say project
management is
critical or Yet 49% only Only 6% say Only 20% use
important to follow formal their projects Less than 50% standardised
deliver project come in on time measure return project
successful management and on budget on investment management
projects and practices all of the time solutions
remain
competitive
Source :Economist Intelligence Unit Survey
© 2010 Oracle Corporation 5

6. Macro trends
The Economy – financial volatility, budget constraints, overall
uncertainty, competitive pressures
The People – skill and resource constraints, aging/ retiring
workforce, virtual teams, partners
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 Process – more complex IT environments; more systems,
more people, more information; “flattened” processes
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7. Driving business value
The business impact of Enterprise Project Portfolio Management
Inefficiency Value
• Lack of Standards • Strategic Alignment
• Unmitigated Risks • Governance
• Poor Accountability • Innovation
• Inadequate Enterprise
• Competitive Advantage
Capacity Planning Project Portfolio • Velocity, Agility
• Rework, Waste Management
• Repeatable Success
• Overruns • Successful Projects
• No Best Practices • Visibility
• Process Inefficiency • One version of the
• High TCO “truth”
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8. Managing the challenges 21st century projects
Companies utilising project portfolio management can expect
Governance greater consistency in project execution and ability to drive
project outcome.
53% of organisations are continually working to improve their
Optimisation PPM methods and processes. Yet only 10% rated themselves
as excellent at PPM. (EIU*)
73% of organisations measure project success by determining
Predictability whether projects come in on time and on budget. Yet only 6%
consistently deliver projects both on time and on budget. (EIU*)
80% of organisations say having project portfolio management
as a core competency helps them remain competitive during a
Inclusivity recession. Yet 49% follow formal PPM processes on only large
or complex projects. (EIU*)
* Source: EIU Poll, September 2009
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9. Project information challenges
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10. 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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11. 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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12. Project information best practices
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13. 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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14. 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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15. Oracle Primavera ePPM
EPPM Integration
Business Uses
Construction Project Portfolio Management Financials
Program
Project Resource Business
Management
Management Management Intelligence
Capital Asset
Maintenance Building
Information
Software System Modeling / VDC
Development &
Global Project
Deployment Repository Asset Mgmt
Enterprise Construction
Risk
Investment Supply Chain
Portfolio Mgmt Management Management
Resource Productivity Product
Project Collaboration Lifecycle Mgmt
& Capacity Planning
Product Design , Role-Based Views Human Capital
Manufacturing, & All projects, all sizes Management
Implementation
Program Performance
Management Management
© 2010 Oracle Corporation

16. Oracle Primavera ePPM
P6 Analytics / P6 ERD / BI / Reporting
Business Process Management
Portfolio Management
Propose, Prioritize & Select Initiatives
Review, Track & Adjust Portfolio
P6 ePPM Contract Management
Risk Analysis Project Management Change Management
Quantitative Risk Analysis Risk Management Contract Management
Quantitative Risk Management Project Scheduling Claim Management
Resource Management Issue Management
Oracle Universal Content Management
(or other content management system)
ERP
Integration with other core Applications (AutoVue, Spatial, etc.)
© 2010 Oracle Corporation

17. Demonstration
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18. • 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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19. • 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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20. Summary
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21. 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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