Oracle Primavera Support Accreditation Study Guide
Benefits of implementing primavera p6 r8.1 and integration to oracle ppt
1. Benefits of Implementing Primavera
P6 R8.1 and Integration to Oracle
Carol C. Johnson, MBA, PMP, CMQ/OE
Vice President, Enterprise Applications
DRS Defense Solutions
Tamim Kulaly, PMP
Vice President, PPM Division
Project Partners
Session 10638, 4/23 at 3:45 to 4:45 PM
2.
3. DRS Defense Solutions
• Wholly Owned Subsidiary of DRS Technologies
• Created in 2008 when DRS was acquired by
Finmeccanica (Italy)
• Focus on defense programs, engineering and
manufacturing
• $1.3 billion annual rev, approx 3,000 employees
• Headquartered in Rockville, MD
• Five primary Business Units
4. DRS History with Primavera
• Use of Primavera since 2000 at several
DRS Divisions
• Use of the Application:
– For all Projects Planning Management
– Recourse Management
– Budget & Forecast tracking
– EVM in Limited fashion
• Integration to EBS via OP3
5. Outline
• New Initiative to Upgrade
– EBS, Primavera & Integration
• Corporate Challenges and Benefits
• Upgrade of Primavera and EBS and
Impacts
• Benefits going Forward
• How our Lessons Changed our Approach
6. New Initiative to Upgrade
• Migration of business units to R12
– Change from Project Costing to Project Management Model
– Change the Resource Structure in EBS
– Change the to WorkPlan/Financial Plan Model
• Upgrade of Primavera version 7 to Primavera P6 R8.1
• Upgrade Integration Platform (P6 R8.1 to R12) via
OP3
• Timeline April 2011 to Aug 2011
7. Corporate Challenges
• No consistent program management practices,
data, reporting, or visibility across programs
would remain
• Decided to implement to other locations after
this one
– How to accomplish a design usable at other sites
without affecting current implementation schedule
– Proposed Solution – Keep the global team
involved and updated, any changes to the system
at the site should go through that team
– Consequence – knew there would be items still
left to review, but at least we would have a global
framework we could implement on and refine.
8. Corporate Challenges
• Units using different tools: MS Project, Excel,
Primavera, MPM, and don’t like change
• How do you solve the problem of lots of
entrenched tools and processes but go global
– Proposed Solution – Involve representatives from
across the units and different functions to help
identify gaps and requirements, and solutions
– Consequence – Do not mandate use of the tool
up front until solutions can be shown
– Excel and reporting still remain, but original team
has grown and is in tact
9. Other Benefits
• “Primavera is a critical tool for our
business and management of our
programs”
• Linking multiple schedules together
easily
• Multiple baselines
• Portfolio View
• Resource Capacity Planning
• Linkage to EBS
11. Implementation Approach
Focus on one Division
• Upgrade P6 R7 to P6 R8.1
• Upgrade EBS 11.5.10 (Project Costing Model) to
R12 (Oracle Project Management Model)
• Focus on one division as a Pilot
• Implementation Team
– DS Project Management
– Vendor 1 – EBS Upgrade
– Vendor 2 – Primavera and Integration Upgrade
– Tight timeline
12. Implementation Challenges
• P6 Upgrade to Web Platform:
– Harder to Transition to Web Platform. UI differences
impacted adoption
– Had to still provide P6 R8.1 client to limited users
– IT involvement to maintain and support a global
Platform
• Migration of Projects (Not as Simple):
– Changes to the Configuration impacted the
migration effort - (EPS, OBS, Codes, Recourses, etc
were all changed.
– Project Budgets had to be migrated from the old
Resources Model to New Resources Model
13. Implementation Challenges
• Oracle Project Management vs Oracle Project
Costing
– Business Users did not have a good
understanding of the differences
– Changes to the Budgeting Process
– Changes to the Resource Planning Structures
– Understand differences between Work Plan
and Financial Plan
– Migration of Projects (Not as Simple):
15. Prima
P6 V7
Project Header Sync
WBS/Tasks/Dates
(Structure)
Budget Update at
Resource Assignment
and WBS Log Level
(Cost)
Actual Financial Costs &
Effort
Scheduled Progress
Classification Codes
Global Resources &
Rates
EBS
R12.1.1
Proj
Mgmt
Primavera
P6 R8.1
Activity Coded to DFF
Current Data Flow
16. OP3 Upgrade
• OP3 Needed to be tested and certified
quickly on 8.1 and R12 to make the
deadline
• Changes made in what would be linked
and synchronized between EBS and P6
– Actual Costs
– Some customizations were removed
17. Overall Challenges
• Underestimated the impact of EBS upgrade
on data flow
• Underestimated the migration effort
• Coordination between teams was not as
expected.
– This included between EBS and Primavera, but
also Primavera and the technical team.
• Testing suffered (CRP/UAT) was not fully
flushed as some data was always missing.
• Delay in Delivery of Project. (Over
Budget/Schedule)
18. Post-Upgrade
• After the upgrade, had to complete migration of unit’s
programs into P6
• 3 months to migrate, link, and work out any kinks
– WBS task order out of synch with EBS
– Templates not set up correctly in EBS
– Duplicated resources
– Performance issues
– Java client issues
– Bug in PSI number in EBS (remains an issue)
20. Global Framework
• Global Framework wasn’t completed during the
initial implementation
• PM Working Group defining common practices
now
• Primavera Working Group-Implementation Team
working to define gaps and solutions to meet
those requirements
• Global Design currently in motion
21. Resources
• Global Resource Usage Capacity Planning
• Current: Department Only
• Future: Consistent Resource Lists at a mid/aggregated
level with Department, Speciality, Level, Location, Average
Rate
• This plan will span into other types of tools and reporting
22. Example Resource Map
Old
Title
HR
Title
Pool
title
Locati
on
Avg
Rate
Esc 1 Esc 2 Esc 3 Esc 4 Esc 5
Technical
Engineer
I
Technical
Engineer
JR
Dayton,
OH
$50 $52 $55 $58 $63 $65
Technical
Engineer
II
Technical
Engineer
JR
Dayton,
OH
$50 $52 $55 $58 $63 $65
Technical
Engineer
II
Technical
Engineer
JR
Cypress,
CA
$70 $73 $78 $81 $84 $87
Technicia
n Level 3
Technical
Engineer
III
Technical
Engineer
Mid
Cypress,
CA
$80 $83 $86 $89 $91 $93
23. WBS/CBS Templates
• Set of templates that can be mixed and matched
by type of project and provide common reporting
• Current: No templates or Activity Codes are
implemented
• Future: Templates include Activity Codes to map
between required CBS and Program’s WBS
24. Example WBS / CBS
CWBS Task name PM WBS Task Name
1 Program Management and Support 1 Program Management
1.1 Program Management 1.1 Program Planning
1.2 Program Support 1.2 Program Monitoring & Control
1.2.1 Developmental Quality Assurance 1.3 Customer Management Reviews
1.2.2 Project Training 1.4 Subcontract/ Material Management
1.2.3 Project Work Environment (if not capital) 1.5 Project Training
1.6 Project Closure
1.7 Project Work Environment
2 System Development 2 System Development
2.1 Technical Reviews and Management 2.1
System Requirements Definition (Requirements
Analysis)
2.2 Systems Engineering 2.2 System Architecture Design
2.3 Support Engineering
2.4 Internal Reviews/Meetings
2.5 Customer Technical Reviews
2.6 Program Support
3 Product Development 3 Product Engineering
3.1 CI #1 3.1 Configuration Item #1
3.2 CI #2 3.1 Configuration Item #2
4 System Test and Evaluation 4
System Integration and Test (Product Integration
Verification and Validation)
4.1 Integration, Verification, Validation 4.1 Test Plans & Procedures
4.2 Test Equipment
4.3 Integration Test
4.4 Risk Reduction Test / HALT
4.5 System Verification & Validation Tests - Internal
4.6 PIVV / Formal System Qualification
CBS WBS
27. Project and Activity Codes
• Sets of Consistent Project and Activity Codes to
use for global reporting
• Current: Not defined yet, only at unit level
• Future: Define sets of codes that will be
common and those that are optional
28. Operations Data
• Provide program managers the ability to
see key operations data and analyze
affect on the program
• Current: No link to Operations data, all
manual
• Future: Link to key summary data in
MRP/ASCP in EBS
29. Reports
• Define the key set of reports needed for different
levels of users that are consistent so that ALL Program
Reporting comes out of Primavera as much as
possible
• Current: Only using the workbooks
• Future: Define required data sets from out of the box
as much as possible, but also using BIApps as needed
• This project intersects with a general ERP project to
globalize and consolidate ALL reporting in our systems
30. Other Plans
• Implement the Risks functionality in P6
– Look at Risk Module in future
• Define the best way to get ETCs into the
system from workers that is quick but
allows for discussion and collaboration
• Look at P6 Analytics in the Future
32. Lessons and Changes
• Vision
– Global Framework is the primary goal not schedule
– Communication of vision and approach occurs
constantly to all levels
– Vision is tool agnostic in many ways
• Sponsorship
– Vision comes from the highest levels of the company
so has teeth
– PM Working Group chaired by Senior Execs
33. Lessons and Changes
• Teams
– Single project/program manager to coordinate across
aspects
– Oracle EBS and Primavera support team overlaps
Kept the Same
– Maintain the PM Working Group for requirements, but
the Implementation team is more hands on – with
overlap
– Teams should be cross-functional and cross unit
34. Lessons and Changes
• Training
– Training is split into pieces so not all at once
• Just complete basic training on PMs for sandbox
• Will do 2-3 day trainings every 45 days or so
– Train key team individuals up front
– Work side by side with partners to learn the
system
35. Lessons and Changes
• Technical
– Defined CM and Instance Management
Strategy
– Environment stable and in place with support
plan implemented
– Performance issues seem resolved
– Testing and piloting will be key to the process
