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$: 1 Copyright © 2012, Oracle and/or its affiliates. All ... · Oracle Applications ... • Manufacturing Execution / MES / E-Kanban ... providing better solutions to o\൰erate globally$
Copyright © 2012, Oracle and/or its affiliates. All rights reserved. 1


Oracle Projects: Strategy, Update, and Roadmap Dean Herback, Projects Strategy Manager


Safe Harbor Statements 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, and timing of any features or functionality described for Oracle’s products remains at the sole discretion of Oracle.


Applications Unlimited A BI Apps 7.9.6.3 Fusion V1.x

BI Apps 7.9.6.1 BI Apps 7.9.6.2

PeopleSoft Feature Pack Hyperion EPM 11.x

ATG Commerce 10 AutoVue 20.1 E-Business Suite 12.x

BI Apps 7.9.5 BI Apps 7.9.6 Fusion 11g Product Lifecycle Analytics 3.4

PeopleSoft Enterprise 9.x

Hyperion EPM 11.1.1

E-Business Suite 12.1

E-Business Suite 12.1.3

Agile PLM for Process 6.1

JD Edwards E1 9.1 & World A9.3

JD Edwards E1 9.0 PeopleSoft 9.1 PeopleSoft Feature Pack

GTM 6.2 OTM 6.2

Value Chain Planning 12.x

Demantra 7.2 JD Edwards World A9.2 Agile PLM 9.3.1 InQuira 8.4.2.1 &

8.4.2.2

Agile PLM 9.x Agile PLM for Process 6.x

BI Apps 7.9 Agile PLM 9.2.2.4 Demantra 7.3 OTM 6.0

GTM 6.1 OTM 6.1 Siebel CRM 8.2.2 OPA 10.x

E-Business Suite 12 Agile PLM for Process 5.2 Agile PLM 9.3 Hyperion EPM

11.1.2 OPA & OPA

Connectors 10.3 Siebel CRM 8.x

Innovation Packs

PeopleSoft 9.0 JD Edwards World A9.1

Contact On Demand 13 & 14

Agile PLM for Process 6

Siebel CRM 8.2 for Pub Sec E-Billing 6.0.4 E-Billing 6.1

JD Edwards E1 8.12 Siebel CRM 8.0 Siebel CRM 8.1.1 OPA 10.0 OPA 10.1 & 10.2 CRM On Demand

Marketing 5.0, 5.1, 5.2, 5.4

CRM On Demand Marketing 5.5

CRM & Contact On Demand 12


CRM & Contact On Demand 14 & 15


CRM & Contact On Demand 17 & 18



CY2006 CY2007 CY2008 CY2009 CY2010 CY2011 CY2012+

Presenter

Presentation Notes

A snapshot of the releases for the various product lines since calendar year 2006, we’ve had at least 2 major releases on every product line, some of these quite substantial.


Roadmap: Continued Releases & Innovation Ongoing Point Releases Easy to Uptake

12 12.1

12.1.2 12.1.3

Planned Released

Major Release

Minor Release

11.5.10 12.2

Nov. 2004

Jan. 2007

May 2009

Dec 2009

Aug 2010

RUP1…RUP2…RUP3…

TBD 2013


Oracle Support Policy Updates for EBS In Response to Customer Upgrade Needs

Customer Need

Risk Mitigation of 11.5.10 Production System Support While Focused on Upgrade

Support Timeline for 12.1 Upgraded System 12.1 Update: Extended Support through Dec 2018 with all uplift fees waived • Provides additional 19 months of Extended Support

Oracle Support Solution

11.5.10 Update: Severity 1 Production Support from Dec 1, 2013 to Dec 31, 2014

11.5.10 Update: Exception to Sustaining Support for Dec 1, 2013 to Dec 31, 2014 • Provided for first 13 months of Sustaining Support • Includes new fixes to Severity 1 production issues • Includes US Form1099 2013 year-end updates • Includes payroll regulatory updates for US, Canada,

UK, and Australia for fiscal years ending in 2014

ANNOUNCEMENT

Presenter

Presentation Notes

The point for 11.5.10 Sev 1 Production Support for payroll updates ‘for fiscal years ending in 2014’ is very relevant for countries where the fiscal year does not end in Dec. Australia fiscal year 2014 ends in July 2014 and UK fiscal year 2014 ends in March 2014. We will not deliver updates for those countries after that date.


Oracle E-Business Suite Support Timelines Updated Support Policies for 11.5.10 and 12.1

11.5.10

12.0

12.1

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Premier Sustaining

Premier Sustaining

Nov ’13

Jan ‘12 Jan ‘15

May ‘14 May ‘17

GA

GA

Nov ‘10

Extended

Dec ‘14 Exception

Offer Exception to Sustaining Support for first 13 months

12.2 GA will start new support timeline

Jan ‘07

May ‘09

Extended

Extended

Premier Dec ‘18

Waive all uplift fees for 12.1 Extended Support

Extend 12.1 Extended Support thru Dec 2018 Today


Oracle Applications Planning Oracle E-Business Suite Current Release and Roadmap

• Common: • Focus on technology and cost of ownership • Usability and user experience improvements • Analytics with OBIApps in every area • Integration with Fusion Apps , Talent mgt, DOO

• ERP: WW legal & reporting requirements in FIN • Supplier Lifecycle Management (SLM) • Spend Classification & Analytics etc... • Supplier cost dashboard in Projects • Contract Lifecycle Management (CLM)

• HCM: Enhancements across all HCM • Org Charting & Interactive Talent Profile • Succession Planning • Integration with Fusion Talent mgmt

• SCM: Enhancements across all SCM • OM & Pricing Performance enhancements • MES for discrete & process manufacturing • Standalone WMS with OTM integration • EAM enhancements + EAM Analytics • Field Service scheduling • Supplier Ship & Debit and Price Protection

• MDM: PIM -Telco/Retail, Supplier Hub ,Site Hub • Industry: Public Sector, Telco, Retail, CPG, E&C

• Common: • EBS Technology:

• Online Patching & WebLogic Server uptake • Usability & UX improvements

• Mobile capabilities: • iPad Safari certification for OAF applications • Native Mobile apps for iPhone/iPad/Android

• Endeca for EBS Applications • PRC,EAM, Service, OM, PRJ, Recruit,ChRM

• ERP: EBS GL to Fusion FAH integration • DRM Integration , New Prebuilt GRC Controls • SLM and CLM enhancements • Improve Projects integration to Primavera

• HCM: • Integration with Taleo recruiting • Payroll to Projects Integration

• SCM: • Manufacturing Execution / MES / E-Kanban • Serialized Express Manufacturing for Hi-Tech • Streamlined mobile user interfaces in WMS • Credit check enhancements in OM • Safety Management in EAM

• Industry: Public Sector, Telco, Retail, CPG, E&C

• Common: • Customer & field driven enhancements • Mobile capabilities:

• Native Mobile apps for iPhone/iPad/Android • Endeca for EBS Applications

• WMS, Mfg, OM, EAM, PRJ, PIM, ChRM • ERP:

• Supplier Governance & Oversight with SLM • Comprehensive Contract Mgt with CLM • Improve projects-based Procurement • Project Analytics for GL Reconciliation etc… • Supplier risk management - GRC

• HCM: • WebCenter Portal Integrations • New Learning Center

• SCM: • Outsourced Manufacturing for OPM • Field Service Integration to RightNow • Yard Management in WMS • Supply Chain Event Management • Selling subscription services in OM • Enhanced EAM integration to Primavera • Integration with Fusion Applications

Release 12.1.3 August 2010

What’s Next 0-12 month planning cycle

Future Directions Post 12 month planning cycle


Enterprise Project Management Matters


How Oracle EPPM Can Help? EPPM Evolution

Business Value

PROJECT MANAGEMENT (PM) RESULTS Plan and Schedule Complex Projects DEPT./GROUP RESOURCES Planners Project Managers Project Controls

RESULTS Programs Resource Management Risk Management Change Management Plan and Schedule Complex Projects DIVISION/LOB RESOURCES Resource Managers Program Managers Planners Project Managers Project Controls

PROJECT PORTFOLIO MANAGEMENT (PPM)

RESULTS Strategic Alignment Project Financial Management Project Analytics Performance, Governance, and Control Single Business System Procurement Resource Management Risk Management Change Management SUPPLY CHAIN WIDE RESOURCES COO/CIO/CPO/PMO Corporate Finance Business Unit Executives Suppliers Ecosytem Buyers Planners Project Managers Resource Managers Program Managers

ENTERPRISE PROJECT PORTFOLIO MANAGEMENT (EPPM)

Strategy

Presenter

Presentation Notes

We believe Oracle’s Enterprise Project Portfolio Management can help with this opportunities… First let’s look at the evolution of EPPM in general… Its started as standard project management,planners, pms, and project controllers… It’s moved onto Project Portfolio Mgmt, which added programs, resource mgmt, risk mgmt… From there it made a giant leap across the enterprise. It expanded to inlcude supplier ecosystem, corporate finance, strategic alignment It’s this expansion including buyers, suppliers, and corporate finance where we believe Oracle EPPM can help.


How Oracle EPPM Can Help?

• Bringing Together the Project Supply Chain

• Operate Better Globally • Improving Planning and

Controls

Align

Analyze Execute

Monitor

Plan Report

Presenter

Presentation Notes

bringing together the project supply chain as a way of mitigating risk and managing controls providing better solutions to operate globally as a way of expanding new markets, leveraging the best talent no matter where located, as well performing better in the markets you are in And improving the planning and controls as a way of managing costs when responding to change.


Bringing Together the Project Supply Chain


Pharmaceuticals 56%

Semiconductor 56%

Utilities 39%

Other Industries 48%

Financial Services 22%

Indust. Mfging. 55%

Metals & Mining 44%

Petroleum 43%

Aerospace & Defense 47%

Chemical 53%

DOE/NNE Contractors 46%

Eng. & Const.53%

Source: CAPS Research

Procurement is a fundamental part of the Project

Manage the Project Supply Chain Procurement Spend as % of Revenue

Presenter

Presentation Notes

Looking at the various industries, very large percentages of revenue is spent on procurement. 53% of E&C, 55% of Indust. Mfg, 56% in semiconductor… For example if your are in E&C, 53% of revenue is spent in procurement. This means procurement is a very large part of your project and if you are not collaborating And manging procurement, you are not managing your critical path. Here is benchmark data from Center for Advanced Purchasing Studies that reflects the %age of enterprise revenues spent with external suppliers. Even for services industries, the %ages are enormous.


Traditional Approach Disconnected Plans, High Latency, No Visibility

Tier 2 Tier 1

Paper

Delivery

Acquisition Plan

Mfg plans

Project Plan

Actuals

SUPPLIERS

Budget & Forecast

PROJECT MGR BUYER

• Longer Planning Times • Procurement Not

Aware of Project Needs

• Project Not Aware of Procurement Needs

• More and longer cycle times

Presenter

Presentation Notes

This is the typical approach to managing projects today: Project manager let’s procurement know what is needed Buyer procures with a focus on price and provides the delivery date to the PM. -However, for the PM, maybe price is not the most important. It could be date or quality. -If I’m retrofitting a bridge and it’s closing over a long weekend, then I’m guessing date is the most important or quality since it has 1000’s of cars on it daily. I’d be willing to pay a bit more for getting it sooner with higher quality. It’s probably an over exaggeration, but you get the point.


Accelerate Inter-Enterprise Knowledge Transfer Integration

SCHEDULE

PRODUCT

SOURCING & PROCUREMENT

SPECIFICATIONS

Project Managers Buyers

Subject Matter Experts

Suppliers

Presenter

Presentation Notes

A better way to do it is collaboration between the project manager who knows the date, budget, priorities, the SME experts who know exactly what is needed, the buyers who know the best suppliers, who delivers on time, who provides the best quality, and the suppliers who know their product best. It’s bringing together this project supply chain that is critical.


Project Driven Supply Chain Planning Reduce Planning

Cycle Time Plan your entire value chain Reduce the number of plans

Make Better Decisions Faster

Automate planning decision making What if simulation and root cause

analysis

Execute to Plan Integrated planning and scheduling Enforce planning decisions when

promising orders

Enable Best in Class Processes

Design collaborative planning processes

Plan demand and supply simultaneously and interactively

Presenter

Presentation Notes

One of the key solutions we are working on is a tool to bring together the collaboration between the project manager and the buyer. Sharing information the project needs and requirements with the buyer and sharing information about the procurement with the project manager. If a widget for the project is going to be late, let the PM know that immediately and the impact of it being late. It will reduce the planning time, improve decision making with simulations and root causes, better execution by integrating the procurement into planning and scheduling.


Operate Better Globally


Business Problem Oracle Solution The Oracle Difference

Common billing / invoicing Platform

Better Global Operations

Billing and invoicing the way the customer

expects

Billing from accruals; costing/adjusting using

payroll actuals

Improve efficiencies and project cash flow

Billing cycle not linked with payroll cycle; billing

delays

Manage globally while operating locally

Optimize resource Utilization; Billing/Account

Appropriately

Billing and account for use of resources across

LOBs

Customer payment delays because of invoicing questions

Presenter

Presentation Notes

Oracle has done a lot work between 11i to R12 to improve global operations….SLA, ebtax, shared services, etc… We are continuing to improve and enhance the product to improve global operations. The first problem we solve is allowing businesses to accurately bill between legal entities when leveraging each others resources. This allows an organization to tap into the best people for the job globally, and not have to worry about whether the intercompany billing is happening correctly. We are also addressing differences between the payroll and billing cycles. Among other things we’ll support the ability to bill from accruals and make the costing/adjusting transactions from the actuals payroll run. The last point I’d like to highlight, although a bit further out is the billing. Everyone loves the flexibility around billing, but even with that flexibility, there are calculations specific to each industry. We are looking at billing needs across industries to rationalize and provide a common platform. I’ll go into a little more details on each of these topics.


Global Project Operations

Revenue accounting in transaction and functional currency Accounting for exchange rate variances between revenue recognition

and customer invoicing

Multi-currency revenue budgets as contracted Funds consumption by funding currency Roll up of actuals to plan amounts/budgets in transaction currency

Intercompany billing between legal entities within the same operating unit

Provider and Receiver Controls by Project/Expenditure Organization

Presenter

Presentation Notes

Let’s start with the global project operations… As mentioned, as a resource is used by another legal entity, we’ll support the intercompany billing between the two organization with provider and receive controls by project/expenditure organization. We also have several currency related enhancements allowing you manage projects across the globe. We want to manage the project in the currency it was contract for. This includes Revenue budgets in contract currency. Funds consumption by funding currency Revenue account in contract currency Roll-up of actuals to budgets in contract currency For example, a US company executing a project in europe and the payment terms are in euro, then we handle that project in Euro. Not half USD half Euro.

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Payroll Integration Costing Using HR Rates

– Rate by Criteria – Prevailing Wage Support

Costing using Payroll Actuals – Support for Non-Oracle Time

Entry and/or Payroll Systems – Calculate and Bill Accruals prior

to Payroll Run – Costing Reversal Program for

Error Correction Total Time Reporting for Exempt

Employees

Presenter

Presentation Notes

One of the projects we’ve just about wrapped up is the by payroll integration project. We’ll allow you to bill prior to the payroll run by calculating and billing the accruals. Getting the bills and invoices out sooner means getting your cash in sooner. As the payroll is run, we’ll reverse any accruals, use the actuals for costing and adjustments. This leads to more accurate cost accounting. We will have support for 3rd party time entry and payroll systems. For those that need job or work based wage differentials, we’ll support to prevailing wages.


Streamlined Billing & Revenue Billing, Invoicing, Revenue, and Funds

Government Contractors

Engineering & Construction US Federal

Billing Platform

Funds Based Accounting Cost Control and Accounting by Fund Revenue Recognition by Fund Customer Billing by Agreement and

Fund On-line Inquiry of Cost, Revenue and

Invoicing by Fund

Government Invoicing Cost Plus Fixed Fee Incentive Fees Progress Billing Invoice by Contract Line Number (CLIN)

and Account Classification Reference (ACRN)

Customer Invoicing Progress Billing Application for Payment Progress Certification Earned Value Calculation

Invoice by Schedule of Values

Presenter

Presentation Notes

When it comes to billing we’ve got a great architecture that is very flexible. However, looking across industries, each industry has it’s nuances. Each customer/industry has created their own extensions for their nuances. For example: For E&C primarily around progress billing.. - creating an application for payment - certifying and signing off on progress - then billing based on that information - Invoice how the customer is expecting, based on the SOV For government contractors, there is also progress billing, but the calculations are different to include cost plus fixed fee or incentive fees. Rather than invoicing by SOV, they invoice contract line. Federal government has their own nuances, which to account based on fund. Rev. rec is by fund, billing is by agreement and fund. Views int the cost, revenue and invoicing is by fund.


What’s New for Project Controls


Development Strategy

Provide value-adding ecosystem with product

and industry specialization and innovative product

features

Innovative and high value-add new

features

Documented best practice recommendations and product support alignment

Enhanced E-Business Suite services and

technology

Presenter

Presentation Notes

Our overall product development strategy involves 3 key initiatives intended to help you get the best value from your investment in Project Management. First we want to provide innovative new features that add a high degree of value and support standard industry best practices. These features should be simple, easy to implement and provide fail-safe operations. Secondly, we want to develop the product ecosystem by constantly evaluating new services and technology available from the central technology teams that can add value to the product or be used to support new innovative features. And, lastly, we are also working to provide a broader and deeper supportive environment by going beyond the standard user and implementation guides to help you define the best approach for implementing and using new features and to troubleshoot any issues you might come across. We are also better aligning ourselves with the Oracle Support community.


Recent Enhancements

Enhanced Forecasting Supplier Payment Controls Enhanced Change Management Improved Project Performance Reporting Improved Workplan Usability Forecasting, MSP Integration and Performance Reporting “How To”

Whitepapers

Available on 12.1 Releases

Presenter

Presentation Notes

Our investment in the Project Management solution includes enhancements in all key project control areas, including: Forecasting, Subcontractor & Supplier Management, Change Control, Reporting and Plan Management improvements. All of these enhancements are already available on release 12.1.


Improved Planning and Controls


Enable Better Controls Challenges

• Project cost information in the right structure • Single integrated view of budgets, costs, and billing • Capture work progress/performed for billing

• Insight into Project costs and commitments • Obtain timely project data across integrated systems • Identify budget variances and other project issues

• Better estimates to maintain margins • Insight to improve planning and execution • Identify trends and exceptions quickly

• Tracking work for costs/resource spent • Continued reliance on management-by-spreadsheet • Project reporting and internal distribution

Information across the entire project lifecycle

Information to manage and report

Management of Project costs

Responses to Increased Competition SLICE DICE

Drill Across

Roll Up

Drill Down

Presenter

Presentation Notes

Businesses are faced with the challenges of enabling better controls, but to do that need better access to the information within their projects. Much of the information is already there, PMs just need to be able to slice, dice, and drill into the information much better. For example, if I’m building a set of condos, i’d like to know my concrete costs. I’d like to know how my the costs are for pouring, formwork, and re-enforcement. I’d also like to know how much concrete costs for each condo for pouring, formwork, and re-enforcement. And i’d probably also want to slice it by resource, so how much is my labor for pouring, formwork, and re-enforcement, and material by pouring, formworkk, and re-enforcement. We want to provide this cost information in the right structure across the entire project


OTHER

Enable Better Controls

Resource Breakdown Analysis

Cost Breakdown Analysis

Work Breakdown Analysis

Data for Estimate

Planning

Controls & Tracking

Reporting

Presenter

Presentation Notes

We believe we are in a unique position to this. The reason is our tight integration with the source transactions, something no other product in the industry can offer. With the integration with procurement, financials, asset lifecycle management, HCM, we have access to the cost transaction and can slice and dice and provide them by: Cost breakdown Work breakdown Resource breakdown By providing it in these ways, they can be used for better estimating for future projects, better planning, tracking and controls for the existing project…all leading to better margins now and in the future.


Planning by Cost Breakdown

Financial Breakdown

Define a cost breakdown structure as a hierarchy using cost codes Map the cost codes to your

plans and view summarized values for planned vs actuals Capture cost codes in your

source transactions

Site 1

Bldg A

Floor 1

Room 1

Indirects

Expenses

Engineering

Mechanical

Indirects

Expenses

Engineering

Civil

Room 2 Room 3

Floor 2 Floor 3

Bldg B Bldg C

Site 2 Site 3

Site1.BldgA.Fl1.Rm1 – Indirect.Exp.Eng.Mech

Budget Location = Lowest Task + Cost Code

Cost Breakdown

Presenter

Presentation Notes

The way we are going about this at a high level is to: Define a cost breakdown structure as a hierarchy Map the codes to your financial plans Capture the code codes from your source transactions whenever you enter the tasks


View by Activity, Resource, or Cost Breakdown Standard cost coding structure across portfolio

lead to better: Estimating Planning Tracking Cross-project reporting Benchmark productivity measurements

Benefits

Planning by Cost Breakdown

Presenter

Presentation Notes

With a standard structure and views by activity, resource, and cost breakdown, you will get a better views of your cost…leading to better planning, tracking, reporting, benchmarking


Project Executive Dashboard • Designed for project executives to provide aggregated project performance data at the

organizational level, allowing users to see the cumulative impact of their projects in the cost, revenue and profitability of their organizations

Public Sector Dashboard • Designed for public sector and non-profit organizations where profitability and margin are not

tracked. It is a demonstrative example of how existing objects can be leveraged to build a custom dashboard tailored to specific requirements industry requirements.

Project Management Dashboard • Designed for project managers to provide a complete view of project performance, from a

comprehensive high level view of accumulated and trending information for a single or a group of projects, to detail information such as cost, revenue and budget transactions

Oracle Project Analytics Rich Solution for Project Based Organizations

Feature Available

Now!

Presenter

Presentation Notes

We’ve been continuting to build out our analytics solution for projects the last few years. We’ve got dashboards for PM which give the view of the project performance from a cost, revenue, and budget. As well as the project executive who is looking at aggregate project information across the organization We’ve also released a dashboard for the public sector.


Oracle BI Apps 11g Unified Release • Resource Management

• GL Reconciliation

• Cross Charges (Shared Accounting)

• Commitments and Forecast

Oracle Project Analytics

Presenter

Presentation Notes

The key next release of project analytics covers resource management, along with gl reconcilation and including project commitments


Project Planning Integration P6 Integration

Financial Plan Maintained by EBS Detailed Workplan in P6 / Summarized in EBS Workplan & Financial Plan Fully Shared in EBS Global Information (e.g. rates, resources, roles)

maintained by EBS

Best P

ractice Flexibility &

P

erformance

Reduced Data Exchange Periodic Updates

Progress and Summarized resource assignments from P6 to EBS Cost and Budget Updates from EBS to P6

Infrequent Update Financial Plan changes from EBS to P6

Support for additional mappings

Presenter

Presentation Notes

We are working very closely with the P6 team on the scheduling integration. Not only are we working the key enhancements requested by customers of making it more performant by getting better at what we interface to each other and the frequency at which we require the intefacing, as well as providing support for additional mappings to what is seeded. But we are doing something I believe is even more important, and that is providing the best practice on the use of the interface. Not only should you look for an improved integration with P6, but best practices that go along with it. The best practices will outline the best business process and related configuration to make you successful.


Focus on solving business issues – Enhance flows around most

common activities – Fast performance – Available for mobile users – Information readily availble to

users

Strategy

Improve User Experience

Performance

Usability

Visibility

Presenter

Presentation Notes

One of the biggest initiatives across not only projects but across all EBS is to improve user experience. User experience is not just making the UI’s look pretty, its: Enhancing the whole business flow to be efficient. Identify what you do the most, what you do every day and make that the best flow it can be Ensuring the system performs Getting the information to the users to do their jobs rather than searching for information as part of their job Making the system available where it’s needed. Whether it’s capturing progress at a construction site, approving expenses at the local coffee shop or, viewing status reports while waiting at the airplane terminal. This is a continuing process, but for projects we have started with the workplan.


Utilize new, user-interface technology integrated with existing OAF

– More user control over page layout and configuration

– Enhanced searching capability – Faster performance

Endeca

Improve User Experience

Presenter

Presentation Notes

What has allowed us to make these new user experiences available on the ipad is a new tool we have called Endeca. It’s a technology that integrated with OA framework that allows control of page layout and configuration. It loads data into memory to improve performance and searching capabilities. We’ve been able to use this technology to solve some real business problems…


Endeca Demo


Improve User Experience System Performance

Business Flow Use Case x Faster Create Project Project with 6,800 tasks 3x Workplan Home Page Project with 8500 tasks 12x MSP Upload Project with 4500 tasks (via concurrent program) 2x Add Task API Add 100 tasks to a 11,000 task project 21x Update Task API Update 20 tasks on a 11,000 task project 4x Update Projects API Update 1000 tasks on a 11,000 task project 2x Move Task API Move 20 tasks on a 11,000 task project 78x Indent Task API Indent from level 2 to level 3 on 11,000 task project 10x Outdent Task API Outdent from level 2 to level 3 on 11,000 task project 19x Delete Task API Level 1 task on 2,500 task project 56x

* Improvement based on results from customer testing, results may vary

Feature Available

Now!

Presenter

Presentation Notes

We’ve spent the last few months working with customers to improve the performance of APIs and UIs. We’ll continue to work on performance, but you can already see the results. APIs or Uis performing many times faster…

Proprietary and Confidential. Copyright © Oracle Corporation, 2006.

Project Performance Reporting Pain Points

I don’t trust the data I can’t get the measures I need to accurately track

my project It takes too much time effort and cost to maintain the

data It’s too easy to make mistakes that corrupt the data


Root Cause Analysis Data Corruption Too many variables and processes between the source and target data Very complex architecture to achieve: partial online / partial offline

processing of change to the source data

Performance Too many variables and too many processes between the source and

target data Too much pre-aggregated data , hence too much data to maintain over the

life cycle of the project Lack of efficient change management, hence for a simple change to the

source data (WBS, budgets, actuals , etc ) leads to maintaining too much data

Very complex SQLs to aggregate


Solution Strategy Less pre-aggregated data (for all the modules) Pre-Aggregate Non Periodic Data

De-couple Project Performance Reporting , Budgets & forecasting and

Workplan

Simplified Architecture (Transactional System) To Support Workplan, Budgeting and Forecasting rollups

Project Performance Reporting (Analytics) Leverage OLAP CUBES technology

Presenter

Presentation Notes

1 On Demand Summarization of transaction data, of just non periodic data If people pick a specific task we make them pick a timeframe to view and then generate on the fly once we get the data we store the data in the same fact tables as today 2 Decouple -


Solution Strategy: Less Pre-Aggregated Data Less pre-aggregated data (for all the modules):

Pre-aggregate non-periodic data only. Generate Periodic Data on the fly and on demand. Do not

aggregate and store the data.

Customer Data Object Current

Volume Comments

Projects 1,530

Tasks 17,427 Avg 11.3 task per project.

Financial Plans

14,022 Avg 9.1 financial plans per project

Periodic Lines 5.6 million Avg 597 periodic lines per Financial plan. 3717 periodic lines per project.

PPR Fact Table (For Budgets Only)

50 million rows

Non Periodic => 603,620

Pre-Aggregate non-periodic data only :

Option 1 : All Non Periodic Data 600K. Option 2 : Only WBS Rollup : approx 200k rows . Generate RBS rollup online

Solution Strategy

Periodic Analysis : Generate on the fly

For a financial plan : Max rows to summarize is 597 on average.

Given one Customer’s experience, up to 5k rows of data can be summarized in less than 10 seconds.

Performance Benefits :

Very low volumes of data.

Can use Simple Architecture to create/maintain.

Data Corruption :

Eliminate the dependency on PJI intermediate setup data.

Directly read source to generate rollups.


Mobile Application Strategy for EBS iPad access to EBS Self-Service:

• OA Framework being certified on Safari • Application Examples:

• Projects time entry • Projects progress entry • HR Self-Service • iProcurement • Order Information Portal

Specialty Mobile Applications for EBS: • ADF Mobile-Based • Native Mobile UIs • Mobile device services • Disconnected access • Application Examples:

• Mobile Progress Entry • Mobile Field Service • Mobile Maintenance • Mobile Shop Floor Manager

Endeca for EBS enhances user experience: • Projects • Order Management • Asset Maintenance • Discrete Manufacturing • Field Service • Channel Management

Oracle Business Intelligence Mobile: • Business Intelligence content on iPhone & iPad

Presenter

Presentation Notes

Our strategy for mobile apps is to provide the right solution on the right device. EBS Self-Service apps is being certified on Safari, this is thinks like time entry, progress entry, iprocurement, etc. Where you need mobile device services, disconnected services, or native mobile Uis, we are creating specialty apps. BI is content is being made available for the iphone and ipad Improved user experiences are being made available on the ipad as well


• Integrated Services Procurement • Supplier Cost Dashboard • Subcontractor Payment Controls • Project Manager Reporting Pack • Reporting Performance Improvements • Enhanced Change Management • Prepayment Receipt Application • Effective Dates Fund Consumption • Contingent Worker support • Support for Self Assessed Tax • Project and Federal Financial Analytics • Self Services Expenditure Inquiry • Enhanced UI and Project List page • MSP Integration Improvements

• Enhanced Labor Planning and Costing • Project Analytics for Resource

Management • CMRO Integration Enhancements • Standard Invoicing for Adjusted

Transactions • Improved Performance and Usability for

Workplan Management (includes Endeca)

• Integration to Primavera’s Configurable Framework

• Intercompany Billing Enhancements • Revenue in Foreign Currency

Improvements • Next Generation Planning and Controls

• Planning by Cost Breakdown • Mobile Applications

• Continued Improvement in Usability and Performance (includes Endeca)

• Resource Management Enhancements • Project Analytics for GL Reconciliation,

Earned Value reporting, Cross Charges • Field Service Integration • Budgetary Controls in Project

Management • Project Driven Supply Chain

• Collaborative Dashboard for Project-Driven Supply Chain Planning

• Projects / Procurement Integration • Optimized Customer Billing

• Federalization • Schedule of Value/Construction • Government Contracting

• Reimbursable Agreements • Mobile Applications

Release 12.1.3 August 2010

What’s Next 0-12 month planning cycle

Future Directions Post 12 month planning cycle

EBS Projects Roadmap

Presenter

Presentation Notes

We’ve covered quite a bit in this session. I’d like to take a minute to tie it together and give you a good view on what and when…


Summary

Still #1 in Project Accounting

Bringing Together the Project Supply Chain

Next Generation Planning and Control

Oracle Projects


Planning your Roadmap


Planning your Roadmap Upgrading from E-Business Suite 11.5.10

Human Capital

Financials & Projects

Procurement

Asset Lifecycle &

Service

Applications Technology

Supply Chain

EBS 12.1

Presenter

Presentation Notes

1) Upgrade to EBS 12.1


Planning your Roadmap Leverage 12.1 New Features

Human Capital


Procurement

Asset Lifecycle &

Service


Supply Chain

EBS 12.1

Presenter

Presentation Notes

2) Leverage 12.1 new features and reduce customization


Planning your Roadmap Extend with 12.1 Adjacent Products

Human Capital


Procurement

Asset Lifecycle &

Service


Supply Chain

EBS 12.1

Presenter

Presentation Notes

3) Extend your footprint with new or much improved modules that are a lot stronger in 12.1


Planning your Roadmap Extend with Oracle Coexistence Solutions

Human Capital


Procurement

Asset Lifecycle &

Service


Supply Chain

EBS 12.1

GRC, Hyperion, FAH, Primavera BI Apps

• Fusion Sourcing • Fusion Procurement

Contracts • BI Apps

• Distributed Order Orchestration

• Fusion Product Hub • Oracle Transportation

Management • Agile PLM • BI Apps

• OBIEE • WebCenter • SOA Suite • IDM • Exadata • Exalogic

• RightNow • BI Apps

• Fusion Talent Mgmt Cloud

• Fusion Incentive Compensation

• BI Apps

Presenter

Presentation Notes

4) Extend with Coexistence solutions


Solution Strategy : De-Couple PPR , Workplan , Budget and Forecasting

De-Couple PPR : New Rollup Code :

Apply Huawei Implemented Progress rollup Algorithm to rollup Non Period Data.

Eliminate dependency on UPPD / PPR complex rollup code. Mapping Actuals :

Read Directly Source EI’s/CDL to map and generate actuals for forecast and workplan. ( For Currency Conv )

Eliminate the dependency of PJI architecture to support Workplan , Budget and Forecasting module. Example : XBS Denorm , RBS Denorm , WBS Header , RBS Header , etc .

Performance Benefits :

Very low volumes of data.

Simple Architecture to create/maintain.

Data Corruption :

Eliminate the dependency on PJI intermediate setup data.

Eliminate the need to maintain intermediate setup data , when source changes.

Directly read source to generate rollups.

Mitigating Risk : RISK 1 :

Storing Non Periodic Data in existing FACT table. ( A Slice ) . Minimal impact to Workplan , budget screens and API.

Call the new rollup API inside existing PJI API’s . All the integration points will have no impact.

RISK 2:

Simple Architecture and Good testing should mitigate the risk.

Risk Factor : RISK 1 : Missing Impacts of “removing PJI

TABLES and API dependency” in workplan , budgets and forecasting.

RISK 2 : New Code


OVERVIEW OF WORKPLAN IMPROVEMENTS


Multi-Select from the results to perform updates in an efficient manner

Get to your results faster by searching across the project with Google® like searches

Identify and act on tasks being delayed in either start or completion

Presenter

Presentation Notes

To start with, we re-did two new pages with this technology. The project list page and the workplan overview page. You are looking at the workplan overview page. To start with, you got a new workplan search on the left. Transactional intelligence on the top of the page, version and version overview information in the middle, and your tasks in the box below Like most of us, PMs spend 80% of their time working on the 20%. Which for PMs are the problem tasks. We quickly provide the tasks that are delayed in either start or finish. The user can click right on the graph and filter to those tasks. If the PM is there to update tasks, for example, a key resource is leaving. We provide a google like search to search for that resource across the projects.


Capture data specific each task selected and update…


Project Management

• Avoid schedule delays • Warn Project Managers of late tasks before they affect project deadlines and budgets

• Act on tasks behind schedule to keep project on track

• Improve project managers productivity • Quickly identify and update required progress and schedule changes

• Make the progress or schedule changes consistently across impacted tasks

• Reduce project risk • Identify tasks impacted across the project due to resource changes

• Efficiently assign the new team members to the required tasks

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