Enterprise Architecture uniqueness in Contracting Industry Meoug majlis 2016

Bahrain, Jordan, KSA, Kuwait, Lebanon, Oman, Qatar, UAE, Yemen
Enterprise Architecture
Uniqueness in Contracting
Industry
Ali katkhada
Head of IT Department
Depa united Group
Mar 21 & 22, 2016 Hotel Atlantis, Dubai

Agenda
• Who We are?
• Our Challenges..
• EA
• What is Unique
– Infrastructure
– Processes
– Collaboration and communities
– Support

Iconic Projects5-Star Hospitality
Emirates Palace, Abu Dhabi Burj Al Arab, Dubai Atlantis The Palm, Dubai
25/06/2016 Depa 3
Marina Bay Sands, Singapore Fairmont Flame Towers, Baku Four Seasons Hotel at San Stefano, Alexandria

Iconic Projects
Infrastructure, Commercial and Residential
Green and Red Lines Metro Stations, Dubai Museum of Islamic Art, Doha T2 Chatrapati Shivaji International Airport, Mumbai
25/06/2016 Depa 4
Business Park, Al Khobar IPIC Headquarters, Abu Dhabi Burj Khalifa Residences, Dubai

Iconic projects
6/25/2016 Depa 5
Education and Research
Museum of Islamic Art | Qatar KAPSARC | KSA Weill Cornell Medical College | Qatar

Ferrari World Abu Dhabi / UAE
6/25/2016 Depa 6
Image copyright: Pia Torelli

Terminal 2, Chatrapati Shivaji International Airport, Mumbai / India
6/25/2016 Depa 7

Iconic projects
6/25/2016 Depa 8
Retail
Dior Dubai | UAE MoE Extension | UAE Robinson‘s | Singapore

Yacht and Aviation Projects
Depa United Group 9
MY Nirvana MY Angels’
Share

International Workshops
25/06/2016 Depa 10
Vedder Munich / Germany
Vedder / Germany
Deco Emirates / UAECarrara Mid-East / UAEThrislington Gulf / UAE
DIG / UAE
DIG / UAE
PMYI / UAE
Eldiar / UAE
PMEG / Egypt
Design Studio / Singapore

Geographic Reach
25/06/2016 Depa 11
Brands and Markets
*Associate

Who We Are
Number of Labour:
Number of Staff :
Nationality :
County :
Revenue
Backlog

IT Department Early Days
• Business is booming
– Geographic Growth
• Organic
• M&A
• JVs
– 17 new sites within 4 months
– Intensive Hiring

• Lack of Real-Time Reporting
– Delay of 4 to 6 weeks
– Lack of Decision Support Systems
The Story Early Days

• Lack of Communication
– Hard Copy Memos
– Functional Silos
• Estimated vs. Actual
– Deep Dispersion among
projects

• Loose Control
– Excel Discrepancies
• During Monthly Reporting
• Across Months
– No Concept of Period Closure in Legacy system
– Big Four Findings (BSP Audit)
– Monthly Incidents of Unbalanced TB

Bahrain, Jordan, KSA, Kuwait, Lebanon, Oman, Qatar, UAE, Yemen17
58

• Lack of Enterprise Architecture EA
The Story before Oracle

• Lack of Enterprise Architecture EA
– 18 legacy Systems across 30 locations
– No Architectural Support for Consolidation
– No Projects Consolidation
– Commercial vs. Finance (BUCCR)
– PRO, Camp, and Payroll
– No Collaboration Platform

EA, Current EA of DUG
20

3) Suggested EA – Project Level
21

Suggested EA – DUG Level
22

• Management Perspective
– We are Very Unique
• We need to build our own
system
• “I can give you 50 different
scenarios of variations” …
we cannot be automated

• Management Perspective of IT
– Integrating Legacy with Primavera Expedition
– Getting CD of Oxaion ERP

• Infrastructure
– 30 DBs of Legacy across
geographical locations
– Low Performance
– High Cost of Maintenance
• Replicating across DBs
– Not Scalable
– No Consolidated Business Process
The Story before Oracle

• Infrastructure
– Private Cloud
• Managed from Single Datacenter
– Single Oracle Instance
– Real Application Clustering RAC
The Story after Oracle

• Infrastructure
– High Performance
• Consistent Business Demand for faster services
– 24/7 High Availability
– Planned Downtime during holidays

• Infrastructure
– Scalable Hardware aligned with
Business
– Business Grows and Shrinks
according to Market Conditions
• Acquiring Company
• Merging Company
• Closing Company
– Provisioning IT Services within 48
Hours

• Infrastructure
– Ease of Administration
• Storage Management
• Server Maintenance
• Backup and Restoration
• Auditing Logs
• Secured Access

• Critical Integrations with External Systems
– Primavera P6
– RIB (BOQ to Discrete Jobs)
– Attendance Systems
– Job Tracking Systems
– Sharepoint

• Critical Integrations within Oracle
– Leave to OTL
– Payroll to Projects
– SC Payment Certificate with AP

• Highlights
– Group Consolidation
• Commercial
• Financial
– Standardized COA
– Shortened Payroll Processing (15 to 2 days)
– Shortened Period Closure (15 to 2 days)
– Shortened Reporting Cycle (5 to 1 day)

• Highlights
– Automatic Reconciliation among Departments
– Standardized Processes with Flexibility
• Operational Reporting (FBS)
• Dynamic Approval Hierarchies
• Multi-Level Manufacturing Control
– Solid Cost Control
– Smart Phones for Executives

• Critical Customizations
– Full Budget Control
through PO Notifications
– Full Subcontractor
Management
– Unallocated Cost
– Full Production Control
– Bid Comparison with
Budget Reconciliation

– Payment Request
• Advance Payment
• Payment On Delivery
• Subcontractor Payment Request
– Letter of Credit LC and Bank Guarantee BG
– Client Payment Application and Certification

• Critical Customized Reports
– Budget vs. Actual – Project wise and Task wise
– Cash flow (In and Out) at Project Level
– Stock Ledger (Weighted Average)
– Reporting HR Cost at project level before running payroll

• Critical Customized Reports
– Business Unit Project Summaries
– Inventory Aging
– Budget Reconciliation
– Payroll Conflict Report

• Critical Dashboards
– Project Profitability COMPAS
– HR Cost Analysis
– HR Effort Analysis
– Intercompany Labor Costing

Keep you Focus of Objective

Uniqueness
Letter of Credit and Bank Guarantee

Uniqueness HCM
Weekly payroll

Uniqueness Commercial
Payment Request
Subcontract Payment Certificate
Comprehensive PO Process (notifications with Budget, Actuals)
Unallocated Cost allocation
Primavera P6
Estimation to Manufacturing BOQ

• Critical Integrations with External Systems
– Primavera PCM
– Primavera P6
– RIB
– Attendance Systems
– Job Tracking Systems

• Critical Integrations within Oracle
– Leave to OTL
– Payroll to Projects
– Billing to AR
– Sales to INV, AR, WIP,

• Highlights
– Group Consolidation
• Commercial
• Financial
– Standardized COA
– Shortened Payroll Processing
– Shortened Period Closure

• Highlights
– Automatic Reconciliation among Departments
– Standardized Processes with Flexibility
• Operational Reporting (FBS)
• Dynamic Approval Hierarchies
• Multi-Level Manufacturing Control
– Solid Cost Control
– Smart Phones for Executives

– Full Budget Control through PO Notifications
– Full Subcontractor Management
– Unallocated Cost
– Full Production Control
– Bid Comparison with Budget Reconciliation

– Counter Sales
– Business Development
– Payment Request
– LC and BG
– Client Payment Application and Certification

• Critical Reports
– Budget vs. Actual – Project Summaries and Task wise
– Cash flow (In and Out) at Project Level
– Stock Ledger (Weighted Average)
– Reporting HR Cost at project level before running payroll
– Consolidated SOA for clients and suppliers

Communication
5-4-3-2-1

5
4
3
2
1
Communication
5-4-3-2-1

Skills
5-4-3-2-1

Skills
5-4-3-2-1
5
4
3
2
1

Architecture
5-4-3-2-1

Architecture
5-4-3-2-1
5
4
3
2
1

Measurement
5-4-3-2-1

5
4
3
2
1
Measurement
5-4-3-2-1

Partnership
5-4-3-2-1

5
4
3
2
1
Partnership
5-4-3-2-1

Governance
5-4-3-2-1

5
4
3
2
1
Governance
5-4-3-2-1

IT

Infrastructure

Oracle Architecture

Oracle Itanium Servers
Oracle Stopped All Software Development For Intel
Itanium Microprocessor

SUPPORT FOR MULTIPLE CONCURENT
USERS
Tender

IMMEDIATE UPDATE OF INFORMATION
ACROSS THE SYSTEM
12
0012
12 1290
90
90 90

DETAILED PROJECT REPORTING
Report

CENTRALIZED RESOURCE DATABASE
Tender

TENDER PROCESS

STAGES OF TENDERING

Barcodes for Job and labour
Hours Monitoring

Finance and Projects

RECONCILIATION BETWEEN GENERAL LEDGER & PAYROLL
Natural Account
Codes for Payroll
Related and Account
Description
Accounted Employee Cost in
Payroll (Staff & Worker)
Transferred Employee
Cost to General Ledger
Differences between
Payroll and General
Ledger if any
Accounting Period

Accounted Employee Cost Interface to Projects
After Payroll
Costing
Populate
Staging Table
Populate Data in to Standard Open Interface
(PA_TRANSACTION_INTERFACE_ALL)
Oracle Project Costing
Run the transaction import
with source
Major Features
 Staff and Worker actual payroll costing values will interface to Project
costing prior to revenue calculations
 Upon completion of Staff payroll user can interface the data to
Projects
 Upon completion of worker payroll user can interface the data to
Projects
Interface Data Flow View the Payroll Cost in Projects
Employees Cost Imported in Projects
with Ref of Project, Task, Expenditure
Type, Employee Details etc.

Allocation of Unallocated Cost to ProjectsLabor Hours for the respective
Month by Project wise
Unallocated Cost from GL before
Running the Unallocated process
After Completing the process –
the accounting entry is posted to
General Ledger
Review Unallocated cost in Projects

EMPLOYEE TRAVEL ADVANCES AND EXPENSES SETTLEMENT
Major Features
The customized solution as proposed includes the following major objects.
Creation of OAF page for
• Creation of new claims, conducting a search
• Entry of expense incurred
• Editing of expenses in case the claim is rejected or awaiting for information.
Approved Business
Travel Request
Prepayment Invoice is created against
the approved Business Travel Request
New Expense Claim
Expense Claim/Invoice is created
against the approved Expense Claim
Expense Claim Work
Flow

ASSET TRANSFER & RETIREMENT WITH APPROVALS
Major Features
The customized solution as proposed includes the following major objects.
• Asset Summary Form to Initiate approval
• Creation of Approval Heirachy for Transfer and Retirement of Assets
• Work Flow for the Notification
Business Need (Objective)
Business requirement states that those assets that are being transferred within the Business Units or between business Units, need to follow a predefined approval process. However
this approval for Asset transfers and retirements.
Asset Retirement
Work Flow

Supply Chain

SC-POD-ADV
Payment Request
User Created different
types of Payment Requests
SC – Payment Request
Advance – POD Request
SC – Payment
Certificate Output
Advance – POD Request
Output

Project Based PO Approval and
Project Budgeting in Procure to Pay
Project is selected on each
PO distribution
Available Budget
Cost to date
includes cost plus
current PO Vlaue
Cost Activity against Poject
Project No. and Name

Production Status Tracing

Counter Sale

Business Development

BOQ Interface Form

Executive Dashboards

Visualizing DEPA Projects
Compares Total Revenue to Total
Cost
Gauge view Compares Total Projects
budget to Total Cost
Revenue Vs. Work Completed (or
certified by client)
Key
Project
KPI’s
Key
Project
Details

Visualizing DEPA Revenue
Lists all the Projects for a Particular
Business Unit
Gives Business Owners information like Contract Value , Total Revenue , Current Year Revenue , Current Year Gross Profit ,
Current Month Revenue - for the Selected Period
Summaries of Total Projects Key

Visualizing DEPA Client Payment Status
Comparing Total Revenue with Billed ,
Unbilled and Retention
Month wise Billed Vs. Collection
Summaries of Total Projects Key
Comparing Total Billed with Collection Vs.
Outstanding Receivables

Visualizing DEPA Projects Cost – Budget Vs. Actual
Comparing Actual Vs. Committed
for Different Cost Heads
Comparing Cost with Budgets Vs. Actual Vs.
Expected
KPI’s Showing Estimate to complete , Expected
Total Cost , Saving / Overrun

Visualizing DEPA Projects Backlog
Comparing Contract Value Vs.
Revenue Vs. Backlog
Top Projects with Backlog for
selected Business Unit for a
particular period

Visualizing DEPA Head Count Analysis
Drill Down to Different
Analysis
Yearly – Head Count Analysis

Visualizing DEPA Turn Over Analysis
Yearly – Staff and Worker
Turnover Analysis

Visualizing DEPA Dashboard Usage Tracking
Monthly – User Queries for
Dashboard

Visualizing DEPA Production Dashboard

DEPA’s Corporate Focus Group
Enable DEPA Users
to share any
process change
with the focus
group for
validation and
endorsement
before IT
Department start
putting efforts and
time on it.
Create communities
for each business
function, build
bridges across
departments,
exchange ideas and
experience across
the group
Serve as a
knowledge base
which we will
grow day by day
articles, shortcuts,
white papers,
tools, manuals,
FAQ, research,
training, movies,
solution of
common mistakes,
tips and tricks and
best practices.

DEPA IT Team Collaboration

Trello- DUG Process

Service Desk Tool

DEPA IT Operations
Update Automatically when user
send email to IT Service Desk
Subject of the email becomes
the problem description
Service Desk Officer assign the
Ticket and category
Build-in SLA governs the status
and escalation
New Changes becomes part of
Change Request
Appropriate Category and Sub-
category are assigned
Change is assigned to the
Development Team member
Functional owner is also
allocated

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Enterprise Architecture uniqueness in Contracting Industry Meoug majlis 2016

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