2. Evolution from PM to Enterprise Project Portfolio Management Planners Project Managers Project Controls Planners Project Managers Project Controls Resource Managers Program Managers Planners Project Managers Project Controls Resource Managers Program Managers Team Members Executives Complex Projects Planning / scheduling Program Management Resource Management Risk Management Change Management Complex Projects Planning / Scheduling Strategic Alignment Talent Management Cashflow Projections Performance and Control Program Management Resource Management Risk Management Change Management Complex Projects Planning / Scheduling Strategic Focus Value Impact Project Management Project Portfolio Management Enterprise Project Portfolio Management Roles involved
3. Undeniable Principle Motivations of all Enterprises Accelerate Growth Enhance Competitiveness Manage Risk Amplify Talent - People Improve Efficiency - Operational Excellence
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6. How Will Project Management Respond to Rate of Change and Explosion of Information? Top Down Corporate Baseline Plans Enterprise Control Progress Measurement & Reporting
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14. “ Integrated Project Delivery (IPD) is a project delivery approach that integrates people, systems, business structures and practices into a process that collaboratively harnesses the talents and insights of all participants to reduce waste and optimize efficiency through all phases of design, fabrication and construction.” The American Institute of Architects, California Council & McGraw Hill Construction Integrated Project Delivery
Respond quickly to changing project and market conditions Deal effectively with the increasing complexity of projects and IT environments Deliver the promised ROI, without unnecessary rework or waste Course correct or cancel failing projects in a timely manner Replicate successful projects Work productively and collaboratively Fully automate cross-functional business processes
Challenges Today: Lack of alignment Lack of predictability Reactionary mode of operation Lack of PPM governance
Which projects are consuming actual hours, costs and resources
Oracle’s vision for Enterprise Performance Management is to help our customers focus on today’s business performance while planning for tomorrow’s challenges and opportunities. Our vision is to help you link your strategic goals (e.g. increase market share, expand into new markets, deliver new innovations) and link those to your operational plans and decisions. Integrating reporting and analysis is necessary but not sufficient, we aim to help you integrate all facets of your management processes from your goal setting to your planning processes across the organization…not just automating the annual budget or financial closing processes. Our vision is to provide you with a highly scalable foundation that can drive consistent insights across all lines of business lowering your costs and system complexity Through all this, our approach is to provide you with one single version of the truth where all managers across the company can depend on – Put simply – putting confidence in the numbers!
improved decision making, coordination, and collaboration accurate, up-to-date view of project, people and financial performance
Use KPIs to Evaluate how well each investment supports objectives in consideration of funding available and resource capacities from the accounting, human resources, and supplier management systems. There must be a process for identifying the “waterline” (based on metrics such as funding limits or headcount available) and evaluating the many alternate scenarios against the waterline. The system may even analyze all the organization’s constraints and key performance indicators (KPI) to propose multiple viable scenarios for consideration. The system also provides a metric and KPI-driven means of comparing, contrasting and deciding which projects to approve, which ones to postpone, and which ones to drop. comparison of multiple portfolio scenarios, in consideration of funding available and resource capacities from the accounting, human resources, and supplier management systems. There must be a process for identifying the “waterline” (based on metrics such as funding limits or headcount available) and evaluating the many alternate scenarios against the waterline. The system may even analyze all the organization’s constraints and key performance indicators (KPI) to propose multiple viable scenarios for consideration. The system also provides a metric and KPI-driven means of comparing, contrasting and deciding which projects to approve, which ones to postpone, and which ones to drop.
Establish acceptable thresholds for variances
Collaborate cross-functionally to effectively manage the business for profitability and success
Another critical component of the BI Foundation is Oracle Essbase - the leading OLAP Server for building forward-looking analytic applications.
Another critical component of the BI Foundation is Oracle Essbase - the leading OLAP Server for building forward-looking analytic applications.
Enterprises must manage project delivery with competing priorities and limited resources Customers and project sponsors expect faster project delivery without sacrificing quality Increasing project complexity requires tighter collaboration across the enterprise Standardization and consolidation on a single platform improves business processes for cost control, risk management, and governance
