oracle construction and engineering gbu - · pdf filein scheduling now available on the oracle...

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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.

Oracle Confidential –

Restricted for OPN Partner Education Use Only 2


CPM Conference 2017

Scheduling is BACK baby Oracle Construction and Engineering GBU

Garrett E. HarleyDirector, E&C Strategy




Agenda

• Market Update

• Building Industry Solutions• Innovation – What’s NEW

• Value & Benefits


Restricted for OPN Partner Education Use Only 4Copyright © 2016,

Oracle and/or its affiliates. All rights reserved. |


Market Update




Spending up $212 Trillion on E&C by 2030

Source: Oxford Economics Global Construction 2030

6


Supporting ALL E&C Use Cases


Restricted for OPN Partner Education Use Only

Commercial Building TypesHealthcareEducationOffice BuildingsGovt. BuildingsHigh Tech RetailHospitalitySports & EntertainmentMulti‐Unit Residential

Infrastructure Building TypesAirportsRoad & BridgeTelecomWater & Waste WaterUtilities

OwnersGeneral Contractors

SubcontractorsSuppliers

212 Trillion

expected growth by 2030

Industrial Building TypesOil & GasIndustrial Mfg ETOAerospace & Defense


Building Industry Solutions




Engineering & ConstructionPlan, Build & Operate the World’s Infrastructure

Engineering & ConstructionPlan, Build & Operate the World’s Infrastructure

E&C Purpose Built Solutions

Lead to Contract

Win the right work with

the right customers at

the right margin

Lead to Contract

Win the right work with

the right customers at

the right margin

Project & ConstructionExecution Cloud

Increase delivery effectiveness & project

outcomes

Project & ConstructionExecution Cloud

Increase delivery effectiveness & project

outcomes

Lean

Construction

Cloud

Tightly

coupled lean

delivery.

Predictability

of workflow

& team

commitment

s

Lean

Construction

Cloud

Tightly

coupled lean

delivery.

Predictability

of workflow

& team

commitment

s

BIM

Enabled

Estimation

Visualization

& quantity

take off.

Parametric

intelligence

& smart

assembly

BIM

Enabled

Estimation

Visualization

& quantity

take off.

Parametric

intelligence

& smart

assembly

NEC3

Contract

Management

Cloud

•International

contract

standards &

pre‐

configured

support

NEC3

Contract

Management

Cloud

•International

contract

standards &

pre‐

configured

support

Contract

Management

Cloud

Pre‐

configured

Contract

Management

solution

Contract

Management

Cloud

Pre‐

configured

Contract

Management

solution

Digital Handover

Rich Client Experience andprovide living handover document

for a project soft landing

Digital Handover

Rich Client Experience andprovide living handover document

for a project soft landing

Planning & Scheduling

Cloud

•The most trusted name in scheduling now available on the Oracle Cloud

Planning & Scheduling

Cloud

•The most trusted name in scheduling now available on the Oracle Cloud


Innovation – What’s NEW




Scheduling has evolved over time…




The History of Critical Path Method (CPM) Scheduling

The critical path method (CPM) is a project modeling technique developed in the late

1950s by Morgan R. Walker of DuPont

and James E. Kelley Jr. of Remington Rand.[2]

Kelley

and Walker related their memories of the development of CPM in 1989.[3]

Kelley

attributed the term "critical path" to the developers of the Program Evaluation and

Review Technique

which was developed at about the same time by Booz Allen Hamilton

and the U.S. Navy.[4]

The precursors of what came to be known as Critical Path were

developed and put into practice by DuPont between 1940 and 1943 and contributed to

the success of the Manhattan Project.[5]

CPM is commonly used with all forms of projects, including construction, aerospace and

defense, software development, research projects, product development, engineering,

and plant maintenance, among others. Any project with interdependent activities can

apply this method of mathematical analysis. The term is generally applied to any approach

used to analyze a project network logic diagram.



Source: https://en.wikipedia.org/wiki/Critical_path_method

https://en.wikipedia.org/wiki/DuPont

https://en.wikipedia.org/wiki/Manhattan_Project

https://en.wikipedia.org/wiki/Critical_path_method


CPM’s evolution

into the modern age of computing



Roots of CPM: DuPont

in the early the 1940’s

leverages methods to

aid in delivery of the

Manhattan Project

In the 1950’s, Morgan

Walker & James Kelly

Jr. formalize CPM

method

Through the early

1980’s, creating

schedules required a

mini or mainframe

computer or you drew

out the network by

hand

Primavera releases its

first versions of CPM

tools for Windows in

the mid 1990’s and

secures a dominant

position in the

computing age

Back to the Future:

The 21st

Century

enters the

“Enterprise”

era,

Cloud computing, Big

Data & Business

AnalyticsSource: http://www.mosaicprojects.com.au/PDF_Papers/P042_History%20of%20Scheduing.pdf

May 1983 Joel

Koppelman, Dick Faris

& Les Seskin, found

Primavera, based on

the “mainstream”

DOS

Operating System

Today’s typical

CPM Schedule is

25X larger than it

was in 1985


The dawn of Lean



Roots of CPM: DuPont

in the early the 1940’s

leverages methods to

aid in delivery of the

Manhattan Project

In the 1950’s, Morgan

Walker & James Kelly

Jr. formalize CPM

method

Through the early

1980’s, creating

schedules required a

mini or mainframe

computer or you drew

out the network by

hand

May 1983 Joel

Koppelman, Dick Faris

& Les Seskin, found

Primavera, based on

the “mainstream”

DOS

Operating System

Primavera releases its

first versions of CPM

tools for Windows in

the mid 1990’s and

secures a dominant

position in the

computing age

Back to the Future:

The 21st

Century

enters the

“Enterprise”

era,

Cloud computing, Big

Data & Business

AnalyticsSource: Director Industry Strategy for E&C, Garrett E. Harley

Lean Construction

Roots take hold


The History of Lean Construction

Confidential – Oracle Internal/Restricted/Highly Restricted 15

Lean construction

is a combination of operational research and

practical development in design and construction with an adaption of

lean manufacturing

principles and practices to the end‐to‐end design

and construction process. Unlike manufacturing, construction is a

project‐based production process. Lean construction is concerned with

the alignment and holistic pursuit of concurrent and continuous

improvements in all dimensions of the built and natural environment:

design, construction, activation, maintenance, salvaging, and recycling

(Abdelhamid 2007, Abdelhamid et al. 2008). This approach tries to

manage and improve construction processes with minimum cost and

maximum value by considering customer needs (Koskela et al. 2002[1]).The term lean construction

was coined by the International Group for

Lean Construction

in its first meeting in 1993 (Gleeson et al. 2007).

Construction

in Lean Construction

refers to the entire industry and not

the phase during which construction takes place. Thus, Lean

Construction is for owners, architects, designers, engineering,

constructors, suppliers & end users.

Source: https://en.wikipedia.org/wiki/Lean_construction

https://en.wikipedia.org/wiki/Lean_manufacturing

https://en.wikipedia.org/wiki/Lean_construction

https://en.wikipedia.org/w/index.php?title=International_Group_for_Lean_Construction&action=edit&redlink=1

https://en.wikipedia.org/w/index.php?title=International_Group_for_Lean_Construction&action=edit&redlink=1


Lean’s evolution

into the modern age of computingLauri Koskela

challenges

Construction

Management

community about

time‐cost‐quality

trade‐off model in

1992

International Group

for Lean Construction

formed in 1993

Ballard & Howell

analysis of project

plan failures uncovers

that only 50% of

weekly work plan

tasks are completed

by the end of the

planning week, 1994

Koskela argues

mismatch between

conceptual and

observable production

models. Develops new

production paradigm

based on Toyota

Production System,

2000

Koskela & Howell

present new

production

management theory

around planning,

execution & control

paradigm, 2002

Forward thinking E&C

companies begin to

leverage computer

aided Lean tools, Mid

2000’s

Source: https://en.wikipedia.org/wiki/Lean_construction

Mark Jenkins, Director Product Strategy

blends Lean with CPM at DPR Construction

Copyright © 2016, Oracle and/or its affiliates. All rights reserved. | Confidential – Oracle Internal/Restricted/Highly Restricted 17

• For years this image well described the

reality between “scheduling camps”

as

traditional CPM advocates held firmly to

the opinion that its means and methods

were the “right way”

to build and

maintain a proper schedule. While Lean

advocates planted just as firmly their

position that CPM networks were never

intended to manage the level of detail

that a Lean schedule targeted to properly

execute the fields production work.

Blending

CPM & Lean Methods

Our view on the matter: Why not BOTH!!!

Copyright © 2016, Oracle and/or its affiliates. All rights reserved. | Oracle Confidential – Highly Restricted 18

CPM Scheduler

Subcontractor Foreman(LastPlanner®)


Project Executive Owner


Extending Value

GC Foreman(LastPlanner®)

Superintendent

Copyright © 2014 Oracle and/or its affiliates. All rights reserved. |

Oracle Prime

19


Integrated CPM

& Lean

Scheduling Processes

Orac

le 20

DefinePhaseswithWBS

Monitor

PerformanceLastPlanners®

breakdown

Activitiesinto smaller

Tasks

Define

Activities,

Durations,

Relationships

LastPlanners

Commit toDue Dates,

Complete

Tasks


Work Breakdown Structure

Confidential – Oracle Internal

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


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


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


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


Monitor Performance


Monitor Planned Percent Complete (PPC) & Reasons for missed

commitments per Lean Construction Institute’s best practices (17.2)

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


Value & Benefits




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 Community

The benefits of our solution




Coordination


complex master




required for field




right stakeholder



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





Coordination


complex master




required for field




right stakeholder



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.




Copyright © 2016 Oracle and/or its affiliates. All rights reserved. | Oracle Confidential – Highly Restricted 30

We blend the proven methods of CPM

and

Lean

into a single solution for engineering and

construction projects, programs and

enterprises.

Scheduling is BACK…

oracle construction and engineering gbu - · pdf filein scheduling now available on the oracle...

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