implementation review eppm p6 8.2 at a major utility - oracle primavera p6 collaborate 14
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Implementation Review: EPPM P6 8.x at a Major Utility
Prepared by: Bill Hyde Director SUB3 Management, Inc.
Aligning OPPM and SAP Interface Session ID#: 15473
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Implementation Review: Pepco Holding, Inc.
Pepco Holding, Inc.
■ Service Area ▪ Delaware ▪ District of District of
Columbia ▪ Maryland and ▪ New Jersey
■ Provides regulated electric service ▪ Atlantic City Electric ▪ Delmarva Power ▪ Pepco
■ Provides Natural Gas Service ■ Provides Energy Efficiency &
Renewable Solutions
Pepco Holding, Inc. Fun Facts
■ Incorporated: 2002 ■ Service Territory:
▪ 8,340 sq miles / 13,421.9 km ▪ Customers: 2M ▪ Substations: 530+ ▪ Transmission Lines:
— 3,500 miles / 5,632.7 km
▪ Distribution Lines: — 30,000 miles /48,280.3 km
■ Diverse geographic area
Project Vision
■ Departments within the organization working in concert with one another utilizing centralized and linked databases to track comprehensive aspects of the capital projects throughout their lifecycle.
Future State Current State / Challenges One Project data repository (Only one version of the truth)
• Department & Individual repositories • Excel for Everything!
Transparency What is the true resource need? Who is accountable?
• SeEng and Enforcing expectaFons of the responsible engineer
• Using the tool conFnuously & consistently
Capital Budget Steering CommiJee • Eliminate best ‘PowerPoint’ wins • Ensure proper representaFon • Eliminates 5 year Excel spreadsheet
Projects entered into PPM @ concepFon with prioriFzaFon criteria
• Provides rich data on upcoming projects • CollaboraFon between planning &
engineering • EliminaFng individual data repositories
Project PorRolio analyzed monthly (actual & forecast spend), target financials from 10K report, and prioriFzaFon cost/value analysis
• Paradigm Shirt • Living to the Target Plan
Future State vs. Current State
Future State Current State / Challenges Fully loaded schedules exist for all project the Project PorRolio
• Implement WBS consistently • Work with responsible engineer
throughout organizaFon
Update schedules consistently and regularly to drive monthly forecast
• SeEng and Enforcing expectaFons of the responsible engineer
Scope Changes: Must be approved by sponsor & routed via the Capital Budget Steering CommiJee prior to any changes
• EliminaFng individual/small group decision making
• Eliminate Monday Morning Quarterbacking
Annual budget prepared from project porRolio which is acFvely managed to financial targets
• Shi_ing the paradigm • AccepFng there is a beJer way
Future State vs. Current State (cont’d)
Previous State: Project Management Lifecycle
Determine the Solution
■ Various Departments ▪ Identify areas of Improvements ▪ Work with ‘bundling’ individuals solutions for the ‘greater good’
■ Utilize Existing IT systems ■ Process Impacts
▪ Cross functional mapping ▪ Data collection
■ Analysis of possible solutions ▪ Vendor presentations ▪ Hands on exercises with vendors ▪ References
Data Repository Solution
Implementation State: Project Management Lifecycle
Reasons for Implementation State Solutions
■ P6 was already being used for schedules (versus SAP, MSP) ■ P6 was already was integrated with SAP ■ OPPM configuration
▪ Build to business requirements ▪ Adjust & made improvements on the fly ▪ Future enhancements
■ OPPM parallel workflows ▪ Align workflow to requirements ▪ Minimize time projects spent within a process
■ PPM -> P6 Bridge exists and configurable
Integrated Solution
■ Four Phase Implementation Methodology ▪ Strategic Alignment ▪ Design ▪ Configure ▪ Implement
■ Strategic Alignment ▪ Align Proposal to true business need ▪ Received approval of modified approach
■ Design ▪ Project Definition to match SAP ▪ Enhanced Work Breakdown Structure ▪ Enhanced SAP->P6 Interface Design
Integrated Solution
■ Configure ▪ Phase 1
— Initiate Project
— Retrofitted In Flight Projects
— Tested Revised SAP->P6 Interface
— Configured flexible solution to allow for easy enhancements
▪ Phase 2 — Populated System
— Analytics / Reporting
■ Implement ▪ JIT Training Workshops ▪ Rolling wave of projects ▪ Lesson Learned
OPPM – Modules Implemented
■ Processes ■ Workflows ■ Investor Module ■ Scorecard Module ■ Forms Module
OPPM System Processes
■ Project Initiation* (5) ■ Scope Change (1) ■ PM Coordination (4) ■ Standard Reporting (1)
■ Instructions, shortcuts and references provided within each process
■ * Tied to P6 EPPM
11 Processes +
OPPM Workflows
■ Project Initiation (21) ■ Scope Change (13)
■ Instructions, shortcuts and references provided within each workflow
■ Provides individuals with their ‘to-do’ list
34 Workflows +
OPPM Investor Module
■ Multi-dimensional view of project data
■ Investor Maps for financial data (3)
■ Color Coding to distinguish different aspects of the project
The Capital Program
OPPM Scorecard Module
■ 40+ Scorecards ▪ Capital Program
— 5 Year Capital Plan
— 1 Year Capital Plan
▪ PJM Interconnection LLC (PJM) Reports — Regional Transmission Organization in the United States
▪ Reliability Enhancement Plan ▪ Manage Portfolio Data Dynamically
— New Project Requests
— Project Scope Change Status
— Project Teams
OPPM Forms
■ 25+ Forms ■ Forms has several tabs (1 to 7) ■ Forms include:
▪ Admin ▪ Scope changes ▪ Project Initiation ▪ Project Prioritization ▪ Project Review ▪ Work Coordination
P6 EPPM – Modules Implemented
■ Professional (Client) ■ EPPM - Web ■ Business Intelligence (BI) Reports ■ Primavera Analytics
P6 Professional (Client)
■ Input: 5 Year Plan Stage Schedule
P6 EPPM (Web)
■ Configurable on a global level or by an individual
■ Select Dashboard and select portlets will be on each
■ Role based profile to minimize Graphical User Interface (GUI) and keep job easy
Dashboards
P6 EPPM (Web)
■ Output: 5 Year Resource Plan Usage
P6 Primavera Analytics
■ Highly Configurable reporting tool
■ Easy to use with minimal data clicks
■ Data is published to system twice a month
The BIG Picture
Lesson Learned – What went well
■ Admit a problem(s) needs to be addressed ■ Senior Management Support ■ Vision ■ Defined Scope ■ Stakeholder involvement ■ Dedicated, multi-disciplinary team ■ Current State / Future State Analysis ■ Embracing Change – the users
Lesson Learned – Opportunities for Improvement ■ IT Resources, competing Projects ■ Some areas did not provide desired level of input during
design stage ■ IT security measures provided some limitations implementing
solutions full capabilities ■ Push back from process changes ‘be careful what you ask
for’ ■ Changing strategies effected timeline ■ Keeping users happy - Rolling out additional features
Thank You!.......Questions
■ Contact Info
▪ Bill Hyde ▪ [email protected] ▪ SUB3 Management Inc.
— www.sub3mgmt.com
— @SUB3MGMT
■ Sources and Thanks to Pepco Holdings, Inc. ▪ Kim Deeley, [email protected] ▪ Pamela Zucaro, [email protected]
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