primavera unifier roadmap 2015
TRANSCRIPT
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Capital Infrastructure and Asset Lifecycle Management Guy Barlow Director, Industry Strategy Primavera Global Business Unit 25 June 2015
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Safe Harbor Statement The following is intended to outline our general product direcPon. It is intended for informaPon purposes only, and may not be incorporated into any contract. It is not a commitment to deliver any material, code, or funcPonality, and should not be relied upon in making purchasing decisions. The development, release, and Pming of any features or funcPonality described for Oracle’s products remains at the sole discrePon of Oracle.
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Mission CriPcal SoluPon
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“invest to revive economic growth”
Huge investments & high expectaPons
R$200bn infrastructure package
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SMARTer Infrastructure • Oil & Gas • UPliPes (Power & Water)
• Mining
• TransportaPon • FaciliPes/Buildings
More Value • Streamlined CoordinaPon
• High frequency CollaboraPon • Purpose Built Integrated Controls • Consistent Performance
Reduce Cost • Performance to budget
• More with less
• Manage change
Lower Risk • Resilience based infrastructure • Life-‐cycle thinking • Partnered approaches & contracts
ObjecPves
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64% 73%
missed budget
not on schedule
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Project SelecPon & DefiniPon
Engineering Design (FEL/FEED)
ConstrucPon Commissioning & Handover
OperaPons Asset Management Decommissioning
Full lifecycle visibility & control
• Stage Gate management • Scope/Schedule/Risk • Resources • Document Control • What if analysis • Engineering Deliverables
• IntegraPon with ERP/EAM
• Rank, PrioriPse & opPmise projects • Business case • Driver based
• ROI • ROCE • Shareholder value
• Capital AllocaPon
• Eng/Const AcPvity Status • Contract / Change Management • Cost Management • Dashboards/KPI’s • Workflow and Alerts • Stakeholder reporPng
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Por@olio mgmt
Stakeholders
Program & Project Management Strategic Planning Capital Projects STO Decom
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Mission criPcal role
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Strategic Planning Befer Financial Discipline
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OperaKonal efficiencies
Facility investments & operaPng costs account for
40% of annual spending
Por@olio management
Cash Flow
Improve Time to first Oil & enhanced cost control
Capital AllocaKon
Efficient allocaPons of capital especially at FID
Regulatory
Impact on the porholio from conPnual enhancements from
government organizaPons
Challenges
The Grow reserves by greater than
100% per annum
Reserve Replacement
Driver based ,opPmized ,project selecPon
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Driver Based target sejng
Strategic Planning
Budget porholio
OpPmisaPon
Strategic Driver Budgets Business OpportuniPes
Porholio opPmizaPon
Approved Projects Benefits
ExecuPon
Process
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§ CapabiliPes § A strategy-‐first approach
§ Incorporate funding and workforce needs
§ Investor maps and dashboards to analyze key strategic decision-‐making data
§ Benefits § OpPmized porholio based on strategic,
financial, or risk metrics
§ Manage porholios of producPon and facility investments to achieve strategic goals
§ Maximize return on capital
OpPmize capital project porholios
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§ CapabiliPes § Simulate strategic plans
§ QuanPfy uncertainty in key drivers
§ Assess impact on KPI’s e.g. ROACE
§ Test plans robustness to external factors
§ Benefits § Learn risk of failure in advance
§ Adjust strategy to withstand external stresses
Integrate financial modeling & simulaPon
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§ CapabiliPes § Project the Income Statement, Balance Sheet,
and Cash Flow Statement
§ Manage earnings, working capital, etc.
§ Run what-‐if analysis
§ Compare to compePtors & market
§ Benefits § Create synergy across various stakeholders
§ Reduce the Pme required to iterate the plan
§ Increase plan feasibility
Create an OpPmized Plan for the Enterprise
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10%
Improvement on Kme to First Oil
Results
The
Improvement in Capital
AllocaKon
10%
Improvement in por@olio alignment
10%
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Capital Projects Smarter ExecuPon
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Change Control No standardized process leads
to poor change control
Planning
Cash Flow
Ensuring a posiPve cash flow during project life
Resource management
Ability to effecPvely plan and manage all aspects of resources
incl impact on supply chain
Contract management
Poor collaboraPon and doc control with the supply chain
Challenges
Lack of stakeholder engagement in detailed planning
Risk management
EffecPve risk and conPngency control throughout the project
life
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Process
1. Scope definiPon
2. Stage gate control
3. Resource & risk management
Oracle ConfidenPal – Internal/Restricted/Highly Restricted 18
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Scope definiPon
Oracle ConfidenPal – Internal/Restricted/Highly Restricted 19
Make use of workflows to define, capture and approve process for scope definiPon
Enable sharing and updaPng of scope documents
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Stage gate control
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Define Stage gates and deliverables due
Capture documents in a true document repository
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Resource & risk management
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Analyze risk and plan miPgaPon Risks stored centrally & scored against a standard matrix
OpPmize resources and schedule
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10%
Improvement in schedule delivery
Results
The
Improvement in Risk and
conKngency management
30%
Improvement in cost control
20%
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Shutdowns/Turnarounds & Outages Enhanced OperaPonal Excellence
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ProducKon loss
Impacts on Revenue due to late start up
Por@olio management
Cash Flow
Improve Time to start up and enhanced cost control
Resource management
Ability to effecPvely plan and manage all aspects of resources
incl impact on supply chain
Regulatory
Impact on the porholio from conPnual enhancements from
government organizaPons
Challenges
The Ensure all stakeholders are fully engaged in the definiPon of the
scope
Scope management
Which assets and when do we take offline
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Process
1. Plan/Resource opPmizaPon
2. Streamline execuPon
3. Change & discovery Control
Oracle ConfidenPal – Internal/Restricted/Highly Restricted 25
Planning cycle T-‐6 to T-‐1
ExecuPon cycle
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Plan/Resource opPmizaPon
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Store pre-‐work / best pracPce in project template
OpPmize resources and schedule
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Plan/Resource opPmizaPon
Oracle ConfidenPal – Internal/Restricted/Highly Restricted 27
Analyze risk and plan miPgaPon
Risks stored centrally & scored against a standard matrix
Establish sub contracts
Enabling effecPve governance
MiPgate cost and maximize ROI
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Streamline execuPon
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Capture progress in real Pme from onsite workers
Track progress via analyPcs reports
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Change & Discovery control
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Changes can be fully tracked through a pre configured workflow. Using template forms for simple accurate data collecPon.
Review impact using risk analysis, etc
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10%
Improvement in schedule delivery
Results
The
Improvement in Risk and
conKngency management
30%
Improvement in cost control
20%
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Mission CriPcal SoluPon
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Project management capabiliPes
Project management capabiliPes
Cloud Analytics Mobile Collaboration
Cost Management &
Control Budgeting & Forecasting
Contract Management
Project Management &
Scheduling Risk
Management
Resource Management
Insight & Performance
Project Visualization
Accelerate Project Delivery
Improve Project Profitability
Integrated EPPM Plahorm
Portfolio Management
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TransformaPonal Journey – where are you?
Marginal Project scheduling tools Manage just criPcal projects
Stable Project collaboraPon Formal processes in place
Evolving Use of porholio applicaPon Projects managed as porholios
Best-‐in-‐Class Workflows & business users Porholio is aligned to business
TransformaPonal Enterprise-‐wide deployment Real-‐Pme porholio management
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Most companies
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-‐R$140m planning efficiencies
-‐R$280m streamlining execuKon
Huge investments & high expectaPons
R$200bn infrastructure package
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3 quesPons to consider…
1. Are we making the right decisions?
2. Can we react quickly enough?
3. Will we be prepared for the future?
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