People, Process and Tools: un sistema integrato per la gestione dei progetti aziendali - Un excursus su Oracle Prime

1. People, Process and Tools: un sistema
integrato per la gestione dei progetti
aziendali – Un excursus su Oracle Prime
Stefano Lentini e David Corbucci
Un evento organizzato da:
1

2. Your projects, our mission
Dal 1990
Organizational
Project Management
a 360°
VISION eMISSION
Assessment
Analisi
esigenze
Consulenza
Formazione
Implemen-
tazione
System
Integration
Sviluppo
SW
Supporto,
assistenza,
coaching
Soluzioni
integrate
di OPM
Mission
Essere a fianco dell’azienda nella progettazione,
attivazione e gestione disistemi di OPM e nel
supporto aiprogetti, ai programmi eai PMO
affrontando tuttigli aspetti conoscitivi,
organizzativi e tecnici
http://www.gruppoeureka.it
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3. OPM - ORGANIZATIONAL PROJECT MANAGEMENT
Framework in cui Portfolio, Program e Project Management
sono integrati con i fattori organizzativi verso il raggiungimento
degli obiettivi strategici aziendali
OPM - Organizational
Project Management

4. PARTNERSHIP
• MICROSOFT Silver Partner - Project e Portfolio Management
• ORACLE Gold Partner – Primavera
• PALISADE Partner - @Risk
ACCREDITAMENTI
• PMI Global REP dal 2001 (Registered Education Provider)
• GPM - Green Project Management (Partnership)
• ENI Corporate University (Azienda e docenti accreditati)
PARTNERSHIP
ACCREDITAMENTI

5. SOLUZIONI INTEGRATE
DI OPM
SOLUZIONI INTEGRATE DI OPM
Supporto specialistico completo per la progettazione, la
realizzazione e l'avviamento di sistemi di Organizational Project
Management (OPM) a livello aziendale/divisionale tramite
attività integrate di consulenza, formazione e servizi, orientata
alle persone, ai processi e agli strumenti
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6. SOLUZIONI DI
RISK MANAGEMENT
SOLUZIONI DI RISK MANAGEMENT
• Supporto specialistico completo per la progettazione, la
realizzazione e l'avviamento di sistemi di Project Risk
Management e di Enterprise Risk Management
• Formazione sul Risk Management
• Sviluppo di applicativi per la gestione dei rischi di progetto
• Consulenza nell’impostazione del Risk Register
• Supporto completo su applicativi di Risk Management
• Oracle Primavera Risk Analysis
• Oracle Crystal Ball
• Palisade @Risk
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7. EDITORIA
EDITORIA
• Professione Project Manager - Guida all’esame di certificazione PMP® e CAPM® di Massimo
Martinati e Andrea Caccamese, Ed. FrancoAngeli
• Project Management Template - Modelli gestionali standard e guida pratica per il project manager
e per il PMO aziendale, in linea con il PMBOK® Guide, di Massimo Martinati e David Corbucci, Ed.
FrancoAngeli
• Agile Project Management - Overview delle principali metodologie Agile quali Scrum, XP, DSDm,
Lean Software Development e guida all’esame di certificazione PMI-ACP, di David Corbucci, Ed. FrancoAngeli
• Project Risk Management - Risk Management Professional Exam guide, di Lorenzo di Giorgio, Ed.
Lulu
• Project Governance - Dalla teoria alla pratica. Le bset practice del PMBOK® Guide con Oracle
Primavera P6, di David Corbucci, Ed. FrancoAngeli
• Project Risk Analysis - L’analisi quantitativa nella gestione dei rischi di progetto, di Lorenzo Di Giorgio,
ed. Lulu
Testi acquistabili su ordinazione
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8. ORACLE CONSTRUCTION & ENGINEERING SOLUTIONS
Capital Asset
Lifecycle Mgmt
Infrastructure
Lifecycle Mgmt
Facilities Lifecycle
Management
Engineering,
Procurement,
Construction Mgmt
Discrete Product
Manufacturing
Business Process
Portfolio Mgmt
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9. Introduction to
Oracle Prime
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10. Copyright © 2017 Oracle and/or its affiliates. All rights reserved.
Safe Harbor Statement
The following is intended to outline our general product direction. It is intended for
information purposes only, and may not be incorporated into any contract. It is not a
commitment to deliver any material, code, or functionality, and should not be relied upon
in making purchasing decisions. The development, release, and timing of any features or
functionality described for Oracle’s products remains at the sole discretion of Oracle.

11. Another Project
Management
Tool ???
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12. 12

13. ASSOCIATION OF PROJECT MANAGEMENT – BODY OF KNOWLEDGE
Project
Management
in Context
Project
Management
Programme
Management
Portfolio
Management
Project
Context
Project
Sponsorship
Project Office
Planning the
Strategy
Project
success &
benefits
Management
Stakeholder
Management
Value
Management
Project
Management
Plan
Project Risk
Management
Project
Quality
Management
Health,
Safety &
Environment
al
Management
Executing the
Strategy
Scope
Management
Scheduling Resource
Management
Budgeting &
Cost
Management
Change
Control
Earned Value
Management
Information
Management
& Reporting
Issue
Management
Techniques Requirement
s
Management
Development Estimating Technology
Management
Value
Engineering
Modelling &
Testing
Configuration
Management
Business &
Commercial
Business
Case
Marketing &
Sales
Project
Financing &
Funding
Procurement Legal
Awareness
Organisation
&
Governance
Project
Lifecycles
Concept Definition Implementati
ons
Handover &
Closeout
Project
Reviews
Organisation
Structure
Organisation
al Roles
Methods &
Procedures
Governance
People & the
Profession
Communicati
on
Teamwork Leadership Conflict
Management
Negotiation HR
Management
Behavioural
Characteristic
s
Learning &
Development
Professionalis
m & Ethics
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14. PROJECT MANAGEMENT INSTITUTE – KNOWLEDGE AREAS & PROCESS
GROUPS
Initiating Planning Executing Monitoring &
Controlling
Closing
Integration
Scope
Cost
Schedule
Quality
Resources
Communications
Risk
Procurement
Stakeholders
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15. PROJECT MANAGEMENT INSTITUTE – KNOWLEDGE AREAS & PROCESS
GROUPS Initiating Planning Executing Monitoring &
Controlling
Closing
Integration
Scope
Cost
Schedule
Quality
Resources
Communications
Risk
Procurement
Stakeholders
15

16. TAILOR TO INDIVIDUALS: RISK MANAGER
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17. TAILOR TO INDIVIDUALS: PROJECT FINANCES
17

18. Email
File Shares
Excel
Word
Project
Homegrown
DECENTRALISED
18

19. Costs
Schedule
Documents
Portfolios
Dashboards
Reports
Risks
Scope
CENTRALISED
19

20. A UNIFYING SOLUTION
20

21. • Prioritizing, planning, managing,
and executing projects, programs,
and portfolios on a global scale
• Support complex management
process that requires the highest
levels of performance
• To establish leadership in
integrated Scope, Cost, Schedule,
Resource and Risk Management
• Design and Process Automation
platform
• Integrated data analysis and
visualization platform
TOP DOWN AND BOTTOM UP
Scope
ScheduleCost
Ideation Prioritization
Planning
TopDown
BottomUp
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22. Planning
Project
Controls
Project
Execution
Field
Collaboration
THE PRIME VISION - OWNER
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• Ideation
• Strategic
Alignment
• Budget & Resource
Planning
• Funding
• Cost Management
• Scope
Management
• Contract & Change
Management
• Schedule
• Lean Task
Management
• Resources & Roles
• Risk Management
• Field Progress
• Project Delivery
• Submittals
• Transmittals
• RFIs
Role Based Analytics & Dashboards
Platform & Shared Services
End-to-end,
collaboration suite
for all stages of the
construction
project lifecycleApplication Administration Configuration Management
Forms Engine Workflow EnginePublic APIs
Social Collaboration Document Collaboration
History AuditingScenariosCustom Fields/Formulas

23. Bid Plan Execute
Field
Collaboration
THE PRIME VISION - EPC
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• Project Initiation
• Capacity Planning
• High Level
Schedule Mgmt.
• Cost Estimation
• Risk Analysis
• Schedule Mgmt.
• Planned Cost
Mgmt.
• Scope Mgmt.
• Resource Mgmt.
• Progress Mgmt.
• Lean Task Mgmt.
• Change Mgmt.
• Actual Costs
Mgmt.
• Field Progress
• Project Delivery
• Submittals
• Transmittals
• RFIs
Role Based Analytics & Dashboards
Platform & Shared Services
End-to-end,
collaboration suite
for all stages of the
construction
project lifecycleApplication Administration Configuration Management
Forms Engine Workflow EnginePublic APIs
Social Collaboration Document Collaboration
History AuditingScenariosCustom Fields/Formulas

24. EASY INTERACTION WITH 3RD PARTIES
•Direct
•Simple
•SecureGeneral
Contractor
Customer
Sub-Contractors
24

25. PRODUCT SPOTLIGHT
Introduction to Oracle
Prime Lean Scheduling
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26. PROBLEM
• Ten times the number of activities today compared to 25 years ago
• Correctly managing the additional activities and relationships requires technical
expertise, discipline, and time
• Commercial construction can not afford full-time project schedulers
• Resequencing activities is tedious, laborious, and costly
• Never intended to micro-manage a project
• Intended to manage the big picture
Critical Path Method Schedules…
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27. IMPACT
• Large schedules do not effectively communicate the plan
• Incorrectly managing schedule can be risky from a legal perspective
• Construction productivity has decreased
• Projects taking longer
Critical Path Method Schedules…
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28. • Coordination
• Engineering & Construction
projects are continually
challenged with coordination
complexities. How to
assemble Owners,
Contractors, Subcontractors,
Suppliers and Specialty
Service Firms around shared
knowledge and common
goals to create an
environment of mutual
benefit
• Commitment
• Scheduling discipline has
always worked to reflect the
closest image of reality it
could, with logical ties
between activities. Yet even
the best well laid plans can
fail to capture the
commitments that must be
made between field
disciplines at the physical
workface
• Community
• Engineering & Construction
projects will always have
multiple stakeholders and
this makes the industry
historically litigious to
operate in. Building a sense
of community around what is
to be built can be difficult
given the agendas, legal
ramifications and potential
monetary losses that
accompany project failure
TOP CHALLENGES
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29. OUR SOLUTION
• Schedule Module
• Manage the big picture, CPM schedule network
• Use Activities for rigid, physically dependent sequences
• Reduce activities, relationships, and effort to correctly maintain them
• Tasks Module (Work Plan & Task List)
• Manage the short interval, weekly work plan
• Use Tasks for coordinated, flexible sequences
• Engage the project team in defining & sequencing Tasks to support Activities
• Utilize Lean Construction Institute methodologies (PPC, Reasons, Pull-Planning)
Oracle Prime Schedule, Work Plan & Tasks
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30. LEAN CONSTRUCTION INSTITUTE
• Non-profit founded in 1997
• Intention is to find a better way to
schedule
• Vision to increase satisfaction with
design & construction delivery
• Includes local communities in
different countries
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31. HOW IT IS DONE NOW?
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32. INTEGRATED CPM & LEAN SCHEDULING PROCESS
Define
Phases
with
WBS
Monitor
Performance
LastPlanners®
breakdown
Activities
into smaller
Tasks
Define
Activities,
Durations,
Relationships
LastPlanners®
Commit to
Due Dates,
Complete
Tasks
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33. WORK BREAKDOWN STRUCTURE
Create the “Big Picture” schedule by organizing project into manageable
phases using the WBS (Work Breakdown Structure)
Easily model the project
schedule. The WBS
defines project phases and
creates a framework that
effectively represents the
overall plan.
➢ Simple to Create
➢ Leverage Templates
➢ Indent/Outdent
➢ Cut/Copy/Paste
➢ Grid or Gantt
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34. ACTIVITIES, DURATIONS, RELATIONSHIPS
Create logical relationships between Activities in the CPM network
Traditional CPM scheduling
defines activities, durations
and relationships. This
determines the critical path,
project duration, and project
completion date.
➢ Add Activities
➢ Define Durations
➢ Sequence Activities using
Relationships
➢ Connect Activities between
WBS elements to reflect
transitions between phases
➢ Calculate the schedule
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35. LASTPLANNERS® BREAKDOWN ACTIVITIES
LastPlanners® breakdown Activities, identify Tasks durations, sequences &
due dates in facilitated production meetings
LastPlanners® breakdown
Activities into smaller
Tasks, collaboratively plan
their due dates, and
commit to complete them
as planned.
➢ The Hopper
- Unplanned Tasks
- Activity Optional
- Collapse/Expand
➢ Tasks get durations,
sequences, and due dates
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36. LASTPLANNERS® COMMIT & COMPLETE
The LastPlanners® commit to Due Dates on the Planning Board, complete
when done, and re-commit if not completed
The planning board is where
field disciplines commit to
Task due dates. Each field
discipline has a different Task
color assignment on the
Planning Board.
➢ Digital Planning Board vs.
Trailer Wall
➢ Planned Tasks
➢ Committed Tasks
➢ Completed Tasks
➢ Overdue Tasks
➢ Reference Activities
➢ Collapse/Expand
36

37. MONITOR PERFORMANCE
Monitor Planned Percent Complete (PPC) & Reasons for missed
commitments per Lean Construction Institute’s best practices
With the field executing, it’s
now about capturing
completions. If
commitments are missed,
reason codes are assigned,
and new commitments are
made. Tasks alert the CPM
network for incompatible
dates or status.
➢ Project PPC
➢ Company PPC
(Inherited Colors)
➢ Reasons for Missed
Commitments
➢ One Time Frame, All Charts
37

38. THE BENEFITS OF OUR SOLUTION
• Coordination
• Reduce the need for larger,
complex master schedules
which were never intended
to micro-manage the level of
detail required for field
execution teams. Placing the
right coordination tool in the
hands of the right
stakeholder eliminates costly
re-work, drives accountability
and reduces risk
• Commitment
• Blending CPM and Lean
methods drives performance
right down to the workface
based on commitments of
field disciplines. Flexible Task
sequences focus on short
interval timelines that inform
the master schedule activity
network, giving a
comprehensive view of
overall performance
• Community
• Aligning stakeholder
incentives with shared
knowledge and common
goals creates a unique and
differentiated offering in the
market where the best of
CPM and Lean means and
methods are truly blended to
drive community
engagement and successful
business outcomes
38

39. ORACLE LEAN VALUE PROPOSITION
We blend the proven methods of CPM
and Lean into a single solution for
engineering and construction projects.
39

40. • Oracle Prime aims to bring
everything in one place to
allow you to easily manage
all your bids, projects and
portfolios
• And because it’s Cloud-based
and Mobile-enabled, you can
do all this from wherever you
are
• It brings Innovation in your
organization and streamline
end-to-end Collaboration
throughout the construction
project lifecycle
PRIME IN SUMMARY
Oracle Construction and Engineering Cloud Solutions
40

41. VI ASPETTIAMO NELLO STAND
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