Gaea Global Technologies provides enterprise project portfolio management (EPPM) solutions to optimize returns on capital investments for telecom networks. They engineer end-to-end domain-centric EPPM, supply chain, cost control, and business intelligence solutions. Gaea was founded in 2007 and has over 100 implementations worldwide managing over $50 billion in capital projects and $1 billion in inventory for clients. Their solutions help telecom companies manage risks, align projects with strategic goals, and standardize processes for improved project management and cost savings.

1. Accelerating and Optimizing
Returns on Telecom Network
Capital Investments
Gaea Global Technologies, Inc. ● July 2015

2. Gaea is an inter-disciplinary, cross-
functional team focused on solving
specific problems in:
Construction Engineering Supply Chain

3. We engineer end-to-end
domain-centric EPPM, supply-chain,
cost controls, estimating, and
business intelligence solutions.

4. Gaea was founded in 2007 by former Oracle architects.
More than
100
implementations
worldwide
Our clients manage more than
$50B
in capital projects
with our solutions
Our clients manage more than
$1B
in inventory
with our solutions

5. HIGH TECH INFRASTRUCTURE PUBLIC SECTORMANUFACTURING
ENERGY / NATURAL
RESOURCES
HEALTHCARE /
LIFE SCIENCES
ENGINEERING /
CONSTRUCTION
Industries We Serve

6. Gaea Core Services
EPPM
• Holistic PPM
• Portfolio optimization
• PM extensions library
COST CONTROLS
• Capital planning
• Cost controls
• Analytics
• FMRE
ESTIMATING
• Schedule integration
• Visualization
• Mobility
• Reporting
SUPPLY CHAIN
• SC simulation
• Real-time analytics
• SC extensions library
• 3PL / 4PL / Cloud

7. Gaea Enablement Services
INFRASTRUCTURE
• 24/7 technical support
• 24/7 functional support
• Hosted offerings
TRAINING
• PMI certification
• Authorized Oracle P6
Bootcamp provider
INTEGRATION
• P6 / Unifier / ERP
• P6 / Agile / EBS
• P6 / Maximo / JDE
BPO
• Scheduling / logistics
• Onboarding
• E&C claims processing
• Project analytics
• Risk management
• Executive dashboard

8. Partial Client List
Zebra
World Wide Technology
IntegraDIA
WSP
Florida Power & Light
MGM Grand
UPMC
Bombardier
Cisco
Facebook
Google
Shutterfly
Yahoo
UCSF PGCPS
WV University
UC Merced
LBCC
Hi-tech
Industrial Manufacturing
Energy / Natural Resources
Public Sector
Healthcare / Life Sciences
Infrastructure
Milwaukee County
National Grid
Kaiser Permanente

9. Partial Client List
Hi-tech
Industrial Manufacturing
Energy / Natural Resources
Public Sector
Healthcare / Life Sciences
Infrastructure
World Pay
Dragon Oil
Dong EnergyBG
Voltas
Huawei

10. Partial Client List L&T
TenegaNPCIL
Gunung Sewu
MTN
ESIC
MPA Singapore
Hi-tech
Industrial Manufacturing
Energy / Natural Resources
Public Sector
Healthcare / Life Sciences
Infrastructure
ECA EMAAR
Tronox
Krakatau

11. Partial Client List
Hi-tech
Industrial Manufacturing
Energy / Natural Resources
Public Sector
Healthcare / Life Sciences
Infrastructure
Petrobras

12. Current Trends in the
Telecom Industry

13. 2014
2015

14. Average enterprise bandwidth will increase
20% to 50%
per YEAR.
Source: Gartner

15. GROWTH DRIVER:
Operators want to
improve coverage and
add data capacity to
meet video and
smartphone traffic.

16. New construction of 4G networks in:
Latin
America
Africa
Eastern
Europe
India
Carriers in India are
expected to invest in voice
and data networks after
regulatory uncertainty on
mobile licenses subsides.
5%growth

17. Source: Gartner

18. Source: Gartner

19. 10
8
6
4
2
0
Source: EY
2006 2007
Europe Asia-Pacific
2008 2009 2010 2011 2012 2013
Margins are thinner due to increased competition and larger capital investment in newer markets.
Figure shows pressure on return on invested capital for telecom operators.
Revenue Potential and Growth Areas are Excellent, but Profitability is Still Under Pressure.

20. Telecoms that understand and manage operational, financial,
and strategic risk have a greater chance of profitable growth.
Red = risk mitigation
using EPPM
Top 10 Telecomm Risks
Source: EY

21. How do we
mitigate risk
on large-
scale capital
projects?

22. Integrated enterprise project
and portfolio management is
central to managing risks in
the telecom industry.

23. Capital to Asset Flow
Perspectives

24. Doc.
Mgmt.
An EPPM-centric Solution Architecture Map for Telecom
Demand Management
Advanced forecasting,
and demand modeling
Configure to order
forecast, S&OP
Finance and Accounting
Funding, portfolio cash
flow, long-range forecasts
Project information
management
Engineering items and BOM
product workbench
Mobile
Device
Updates
Project Information
Management
Engineering items and
BOM product workbench
Management Dashboards
Revenue shaping,
executive summary,
project analytics
Risk Analysis
Risk registers, risk
analytics
Advanced Planning and
Command Center
Exception analysis,
analytics, supply and
demand
Purchasing and
Procurement
Purchase orders,
requisitions, invoices
Supply Chain and MDM
Supply chain planning,
inventory optimization,
asset data repository
EPPM
CRM
Customer Relationship
Management
Geospatial Repositories
Spatial representation of
network assets
Oracle Primavera P6
Oracle Primavera Unifier

25. AssetsCapital Expenditure
Revenue
Maintenance
Revenue
Operational
Expenditure
Portfolio Management
• Business case
• Investment analysis
• Decision gates
• Go / no
DEVELOP
Project Execution
• Schedule
management
• Cost control
• Change
management
CONSTRUCTPLAN
• Work and cost
planning
• Resource capacity
planning
• Document exchange
and control
• Vendor selection
• Risk analysis
OPERATE
Operations
Network Asset Lifecycle
Management
• Break fix
• Asset manager
• Routine
maintenance
• Corrective
maintenance
Capital to Asset Flow

26. • Select where your capital is
going to be deployed,
technology / growth drivers
and establish program
structures
• LRF capital planning and
funding allocation to
programs
• Identify regulatory,
operational, financial risks
• Closed-loop / lessons learned
on completed / in-process
programs
Business
Drivers
• Ideation, program alignment
with strategic goals, portfolio
management
• Capital planning, LRF with
other organizational initiatives
• Market analysis, program-
level capital spending
approvals
• High-level resource / capacity
– demand analysis, bidding /
procurement framework
• Program and portfolio risk
Optimal Outcomes:
CONSTRUCTPLAN OPERATEDEVELOP

27. Ideation at the largest
telecommunications
provider in Indonesia.
Case Study

28. Disparate project
tracking system silos
Business Challenges
• Redundant info led to inconsistent and
unreliable info
• Difficulty reporting
• Weak executive visibility
• Lack of results accountability
• High TCO
• Difficulty driving and aligning projects with
corporate priorities
• Each department using disparate applications,
mostly Excel and manual processes
• Unable to effectively track projects
• Difficulty generating timely, accurate reports
• No dashboard capabilities
Operational
Excellence
New Product
Development
Business
Transformation
Departmental
Projects
IT PMO

29. Ideation ->
Conceptualization
-> Strategic
Business
Objectives
Collaboration
CoordinationStandardization
Single view,
multiple
departments
Common data
repository
Largest telecom
provider in Indonesia
deployed Primavera.

30. Implementation Objectives
• High operational efficiency
through project planning and execution.
• Project and program alignment
with business objectives.
• Standardization and
consolidation of PPM governance
processes, reporting, and resource and
financial management.
• Deploy common tool accross
departments for data accuracy, cost
savings, productivity gains, control,
improved project management, and
service quality.
• Promote collaboration across
departments to increase productivity.
• Stepping stone toward integrated
supply chain management
(ISCM) implementation into one EPPM
platform.
Bring value to client’s IT PPM and corporate business

31. CONSTRUCTPLAN OPERATEDEVELOP
• Establish program-project
hierarchies
• Funding – budgeting by
project, identification of
funding sources and
approvals
• Identify and model cost
impact (risks)
• Master schedule, project
templates for builds / build
types
Business
Drivers
• Demand-planning, forecasting,
supply-demand matching, customer
collaboration
• Sales and operational planning,
NPD and EOL planning, spare parts
planning, estimation, budgeting,
contingency management, bidding,
vendor management
• Quantitative risk models on project
execution, what-ifs, and EPI /
benchmarking metrics of projects
• Program-project linkages, schedule
management, schedule
optimization, collaboration
• BOM, BOQ structures / templates
for build / construction
Optimal Outcomes:

32. Integrated program
schedule for a 22-
country telecom
rollout in Africa.
Case Study

33. Basic problems faced when project management, demand planning, and procurement
teams don’t share single source of truth and work in a non-integrated environment:
Accurate
consolidated
demand
100% accurate, organization-wide
consolidated procurement plan
Demand fulfillment
status and
recommendations
to project team
100% information to equip
procurement team to leverage
economies of scale
Demand revisions
from project team
Demand source
information
Projects Project demand
Real-time revised
project demand
Demand fulfillment status
and recommendations
Negotiated price information
to project team
Non sourced
demand
Inaccurate
demand
No real-time
updates
Inaccurate, non-
consolidated
procurement plan
Lack of real-time
information
No information
to project team
Demand
Planning
Project
Management
Procurement
1
2
3
4
5
6
7
8
9
10

34. •Assess status of ongoing project in terms
of schedule, cost, and profitability
•Total visibility and control of complete
project lifecycle
•Nullify project delays
•Maximize savings
•Organization-wide consolidated
demand from single source
•Reduce planning-cycle time
•Comprehensive distribution planning
•Increase planner productivity
•Reduce decision-making latency and
manual errors
•Aggregate demand
•Leverage economies of scale
•Accurate information for negotiations
•Increase savings = increased revenue
•Reduce bottom-line cost to maximise
profitability
Primavera EPPM
Deriving organization-
level, consolidated
demand plan
Supply Chain and
Procure to Pay
Management
Processing demands
and execution
Benefits Project Management Demand Supply Procurement
DEMAND
detailed
demand
PROCESS
supply
recommended for
demand
APPROVAL
supply
recommendations
review/approval by
planner
PROCURE
execution by
procurement
team
recommendations
consolidated
demand
revised demand as per
recommendations
procurement status
procurement status
updates to projects
project-
level
demand
BU/country
-level
demand
organization
-level
demand

35. Parent Org
Continent 1
Country 1
Region 1
BU 1
Project 1 Project 2 Project …
BU ..
Region 2
BU .. BU ..
Region …
BU .. BU ..
Region …
BU ..
Country 2
Continent 2
Country …
Continent 3
Example Hierarchy of Project Structures

36. • Resource management by country.
• Resource rates maintained by country, for control on country-based rates and revisions.
• Resource categorization.
• Master attribute management, easier to identify / search resources for a country and type.
• Easy to manage and maintain.
• Easy to restrict, maintain data accessibility to different users.
Resource Management in Primavera EPPM
COUNTRY REGION CATEGORY
Org USA NYC Telecom
India Others Infra

37. 1. Resource management by country.
2. Resource rates maintained by country, for better control on
country based rates and revisions.
3. Resource categorization.
4. Master attribute management makes life of PMs much easier to
identify / search respective resources for a country and type.
5. Easier to manage and maintain.
6. Easier to restrict, maintain data accessibility to different users.
Resource Management in Primavera EPPM

38. Primavera, consolidated demand verification and download.
DEMAND VERIFICATION
- Project demand will be prepared in P6.
- Demand will be synced as and when a project is baselined in P6.
- Demand will be synced with 3 filters:
1. Demand only for active projects
2. Demand only for not-started activities
3. Demand only for remaining quantity
DEMAND FILE DOWNLOAD
- Demand file will be CSV or Excel only
- Project-level demand
- Consolidated demand

39. Demand
Planning
Project
Management
Procurement
Consolidated
demand
100% accurate organization-
wide consolidated demand
Demand fulfillment
status and
recommendations
to project team
100% information to equip
procurement team to leverage
economies of scale
Demand revisions
from project team
Demand source
information
Projects Project demand
Real-time revised
project demand
Demand fulfillment status
and recommendations
Negotiated price
information to project team
Source-based
demand
100% accurate
consolidated demand
Real-time
updates
100% consolidated
demand
Real-time
consolidated
information
Updates to
project team
End-to-end project lifecycle after enabling project management.
Advantages of sharing single source of truth and integrated project management,
demand planning, and procurement.

40. Key Benefits Delivered for First of 21 Rollouts
• Implemented foundational project
management practices
• Consolidated demand extracted
from Primavera EPPM
• Fixed unutilized inventory of more
than $1.5B
• Minimized overstocking and
reduction in inventory-carrying cost
• Increased project lifecycle
transparency to all stakeholders
• Improved project demand accuracy
• Achieved on-time project
milestones
• Implemented portfolio reporting
and dashboards

41. • Centralized project and portfolio
management repository
• Integrated planning, procurement,
and supply chain views
• Program which will result in on-
time delivery
• Transform project execution to
realize revenue goals faster
• Objective view of projects in a
complex construction landscape
• Centralized project management encompassing all projects
showing inter and cross-dependency between BU,
functions, and third parties
• Critical path management and constraint-based scheduling
for key events, milestones, and activities
• Vendor/owner schedule collaboration and exchanges
• Online collaboration and knowledge sharing between
control, build teams with extended collaboration to
suppliers/contractors for online project status update in
close to real time
• Track actual costs vs budget against project progress for
full visibility of project performance
• Monitor production capacity vs. consumption on a regular
basis to validate progress
• Validate progress against schedule, consumption, and cost
• Objective view of project/program performance
• Capture and understand risk items, mitigation steps, and
impact
Optimal
Outcomes
CONSTRUCTPLAN OPERATEDEVELOP
Business
Drivers

42. Rolling out Primavera to
manage the largest fiber-
to-home deployment in
the world.
Case Study

43. Primavera plays a vital role in the
operation of the capital-asset
transformation.

44. With Primavera, we can conceptualize
business plans and convert them to
programs and projects across BUs,
providing an enterprise view of how a
capital investment is deployed.

45. Collaboration in a unified solution addresses
the efficient use of converting capital into
managing projects/programs with strong
cost control to quickly produce assets in the
most efficient way to affect top-line revenue
and bottom-line profit.

46. Consumersexpectahigh-quality,end-to-
endserviceexperiencefromtheirprovider.
and are key.

47. Thank you.
Gaea Global Technologies, Inc.
5201 Great America Pkwy, Suite 320
Santa Clara, CA 95054
844 987 4232
gaeaglobal.com