primavera unifier roadmap 2015

Capital Infrastructure and Asset Lifecycle Management Guy Barlow Director, Industry Strategy Primavera Global Business Unit 25 June 2015

Copyright © 2015, Oracle and/or its affiliates. All rights reserved. |


Safe Harbor Statement The following is intended to outline our general product direcPon. It is intended for informaPon purposes only, and may not be incorporated into any contract. It is not a commitment to deliver any material, code, or funcPonality, and should not be relied upon in making purchasing decisions. The development, release, and Pming of any features or funcPonality described for Oracle’s products remains at the sole discrePon of Oracle.


Mission CriPcal SoluPon


“invest to revive economic growth”

Huge investments & high expectaPons

R$200bn infrastructure package


SMARTer Infrastructure • Oil & Gas • UPliPes (Power & Water)

• Mining

•  TransportaPon •  FaciliPes/Buildings

More Value •  Streamlined CoordinaPon

• High frequency CollaboraPon •  Purpose Built Integrated Controls •  Consistent Performance

Reduce Cost •  Performance to budget

• More with less

• Manage change

Lower Risk •  Resilience based infrastructure •  Life-‐cycle thinking •  Partnered approaches & contracts

ObjecPves


64% 73%

missed budget

not on schedule


Project SelecPon & DefiniPon

Engineering Design (FEL/FEED)

ConstrucPon Commissioning & Handover

OperaPons Asset Management Decommissioning

Full lifecycle visibility & control

•  Stage Gate management •  Scope/Schedule/Risk •  Resources •  Document Control •  What if analysis •  Engineering Deliverables

•  IntegraPon with ERP/EAM

• Rank, PrioriPse & opPmise projects • Business case • Driver based

• ROI • ROCE • Shareholder value

• Capital AllocaPon

•  Eng/Const AcPvity Status •  Contract / Change Management •  Cost Management •  Dashboards/KPI’s •  Workflow and Alerts •  Stakeholder reporPng

7

Por@olio mgmt

Stakeholders

Program & Project Management Strategic Planning Capital Projects STO Decom


Mission criPcal role

8


Strategic Planning Befer Financial Discipline


OperaKonal efficiencies

Facility investments & operaPng costs account for

40% of annual spending

Por@olio management

Cash Flow

Improve Time to first Oil & enhanced cost control

Capital AllocaKon

Efficient allocaPons of capital especially at FID

Regulatory

Impact on the porholio from conPnual enhancements from

government organizaPons

Challenges

The Grow reserves by greater than

100% per annum

Reserve Replacement

Driver based ,opPmized ,project selecPon


Driver Based target sejng

Strategic Planning

Budget porholio

OpPmisaPon

Strategic Driver Budgets Business OpportuniPes

Porholio opPmizaPon

Approved Projects Benefits

ExecuPon

Process


§  CapabiliPes §  A strategy-‐first approach

§  Incorporate funding and workforce needs

§  Investor maps and dashboards to analyze key strategic decision-‐making data

§  Benefits §  OpPmized porholio based on strategic,

financial, or risk metrics

§  Manage porholios of producPon and facility investments to achieve strategic goals

§  Maximize return on capital

OpPmize capital project porholios


§  CapabiliPes §  Simulate strategic plans

§  QuanPfy uncertainty in key drivers

§  Assess impact on KPI’s e.g. ROACE

§  Test plans robustness to external factors

§  Benefits §  Learn risk of failure in advance

§  Adjust strategy to withstand external stresses

Integrate financial modeling & simulaPon


§  CapabiliPes §  Project the Income Statement, Balance Sheet,

and Cash Flow Statement

§  Manage earnings, working capital, etc.

§  Run what-‐if analysis

§  Compare to compePtors & market

§  Benefits §  Create synergy across various stakeholders

§  Reduce the Pme required to iterate the plan

§  Increase plan feasibility

Create an OpPmized Plan for the Enterprise


10%

Improvement on Kme to First Oil

Results

The

Improvement in Capital

AllocaKon

10%

Improvement in por@olio alignment

10%


Capital Projects Smarter ExecuPon


Change Control No standardized process leads

to poor change control

Planning

Cash Flow

Ensuring a posiPve cash flow during project life

Resource management

Ability to effecPvely plan and manage all aspects of resources

incl impact on supply chain

Contract management

Poor collaboraPon and doc control with the supply chain

Challenges

Lack of stakeholder engagement in detailed planning

Risk management

EffecPve risk and conPngency control throughout the project

life


Process

1.  Scope definiPon

2.  Stage gate control

3.  Resource & risk management

Oracle ConfidenPal – Internal/Restricted/Highly Restricted 18


Scope definiPon


Make use of workflows to define, capture and approve process for scope definiPon

Enable sharing and updaPng of scope documents


Stage gate control


Define Stage gates and deliverables due

Capture documents in a true document repository


Resource & risk management


Analyze risk and plan miPgaPon Risks stored centrally & scored against a standard matrix

OpPmize resources and schedule


10%

Improvement in schedule delivery

Results

The

Improvement in Risk and

conKngency management

30%

Improvement in cost control

20%


Shutdowns/Turnarounds & Outages Enhanced OperaPonal Excellence


ProducKon loss

Impacts on Revenue due to late start up

Por@olio management

Cash Flow

Improve Time to start up and enhanced cost control

Resource management

Ability to effecPvely plan and manage all aspects of resources

incl impact on supply chain

Regulatory

Impact on the porholio from conPnual enhancements from

government organizaPons

Challenges

The Ensure all stakeholders are fully engaged in the definiPon of the

scope

Scope management

Which assets and when do we take offline


Process

1.  Plan/Resource opPmizaPon

2.  Streamline execuPon

3.  Change & discovery Control


Planning cycle T-‐6 to T-‐1

ExecuPon cycle


Plan/Resource opPmizaPon


Store pre-‐work / best pracPce in project template

OpPmize resources and schedule


Plan/Resource opPmizaPon


Analyze risk and plan miPgaPon

Risks stored centrally & scored against a standard matrix

Establish sub contracts

Enabling effecPve governance

MiPgate cost and maximize ROI


Streamline execuPon


Capture progress in real Pme from onsite workers

Track progress via analyPcs reports


Change & Discovery control


Changes can be fully tracked through a pre configured workflow. Using template forms for simple accurate data collecPon.

Review impact using risk analysis, etc


10%

Improvement in schedule delivery

Results

The

Improvement in Risk and

conKngency management

30%

Improvement in cost control

20%


Mission CriPcal SoluPon


Project management capabiliPes

Project management capabiliPes

Cloud Analytics Mobile Collaboration

Cost Management &

Control Budgeting & Forecasting

Contract Management

Project Management &

Scheduling Risk

Management

Resource Management

Insight & Performance

Project Visualization

Accelerate Project Delivery

Improve Project Profitability

Integrated EPPM Plahorm

Portfolio Management

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TransformaPonal Journey – where are you?

Marginal Project scheduling tools Manage just criPcal projects

Stable Project collaboraPon Formal processes in place

Evolving Use of porholio applicaPon Projects managed as porholios

Best-‐in-‐Class Workflows & business users Porholio is aligned to business

TransformaPonal Enterprise-‐wide deployment Real-‐Pme porholio management

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Most companies

Copyright © 2015, Oracle and/or its affiliates. All rights reserved. | 34

-‐R$140m planning efficiencies

-‐R$280m streamlining execuKon

Huge investments & high expectaPons

R$200bn infrastructure package


3 quesPons to consider…

1.  Are we making the right decisions?

2.  Can we react quickly enough?

3.  Will we be prepared for the future?

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