project controls for csx engineering ppt
TRANSCRIPT
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Project Controls for CSX Engineering James Minks, Project Manager II
CSX Technology
Jacksonville, FL
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Speaker Background
• 26 years development and IT experience
• 16+ years with Oracle in various capacities:
– Technical Support – Applications
– Global IT
– Application Development & Infrastructure
• Joined CSX Technology in February 2011
– Implemented Project Controls for Engineering Division (Dec. 2011) for 140+ users
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Agenda
• Abstract
• CSX Overview
• Business Drivers for Project Controls
• Key Success Factors
• Q&A
• Websites and Email
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CSX OVERVIEW
Operate in every major population and industrial center east of the Mississippi and two Canadian provinces
• $10.6B in Revenue
• 21,000+ route miles / Over 32,000 employees
• 4,000 locomotives / 80,000 freight cars
• Operates an average of 1,200 trains per day
• Transports an average of 20,000 carloads per day
• Transports 3.9 million carloads of products and raw materials a year
Our Vision To be the safest, most progressive, North American railroad, relentless
in the pursuit of customer and employee excellence
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Abstract
• CSX Transportation (CSX) identified the need to improve its project and project portfolio management processes.
• The implementation satisfied the need to begin deriving value for the Engineering organization by leveraging the acquisition of technology solutions from Oracle (Primavera P6 and Contract Management).
• CSX Project Controls implementation was divided into three (3) releases, to minimize the cultural change impact on end users by introducing functionality in a methodical manner.
• In this presentation I want to impart three key phases. – First, how CSX defined standard Project Controls business processes.
– Secondly, how we mapped those business processes to Oracle Primavera P6 and Contract Management functionality.
– Third, how CSX integrated Oracle Primavera P6 with Oracle Project Accounting for capturing project budget and actuals data.
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Business Drivers
• No standardized Engineering project management processes – Major Programs (Nation Gateway & Florida S-Line High Speed Rail)
• Information is everywhere but nowhere to be found – Network drives, C: drives – MS Outlook – Day Planners – Post Its
• Aging workforce – retirements - loss of project experience and knowledge
• Duplication of effort: – Reinventing the wheel – Lost project artifacts
• No standardized software solution • No central document management repository
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National Gateway
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Florida SunRail
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Crawl Walk Run
KEY MILESTONES
• Standardize business processes
• Roll-out P6 & CM
• PM training • Basic Financial
Integration
• Advanced Dashboard Analytics
• Improved Resource Allocation
• Improved OP3 Interface • Technology upgrades
• P6 from 8.0 to 8.2 • CM from 13.0 to 14.0
• Implement Oracle AutoVue
• Reduced dependency of legacy document management system
• Possible OP3 2-way interface between Oracle EBS / P6
TIMEFRAME: 12 months
TIMEFRAME: 24 months
TIMEFRAME: 36 months
CSX Approach
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One Business Process
What is CSX Project Controls?
Oracle Primavera P6 is the most powerful, robust and easy-to-use solution for prioritizing,
planning, managing and scheduling projects, programs
and portfolios.
Primavera P6
Oracle Primavera Contract Management is a document
management and field controls solution that keeps construction
projects on schedule and on budget.
Contract Management
Two tools
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Business Process Design
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Business Process Design cont.
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Initial Rollout
Once we had the Project Management Business Processes defined, we worked on the implementation phase of project which consisted of:
1. Producing Training Materials for P6 & CM, which consisted of detailed desk
instructions which mapped to our business processes 2. Installing and Configuring of P6 & CM “sandbox” environment for training purposes 3. Conducting “Pilot” training with 12-15 Project Managers from various engineering
departments 4. Making adjustments to the training material and approach based on “Pilot” team
feedback Lessons learned, made course correction for Rollout Training (July-Nov 2011): • The 17 page Business Process was too complex for most users to follow, and they
requested that we render those 17-pages down to 1-2 pages • More time was needed on P6 and less on CM, as scheduling was the critical need
vs. a document storage system (CM)
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Project Lifecycle
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OP3™
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CSX Oracle Technical Landscape
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Project Controls Architecture
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Capital Spend Dashboard
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Contract Management
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Oracle EBS Integration
• CSX chose Project Partners OP3 2.5.10 for integration with Oracle Financials 12.1.3
• CSX adopted a single transfer flow of projects from Oracle to P6
• CSX implemented four (4) integration points with OP3 – Initial project structure flow
– Updated/New/Deleted WBS
– Budget Transfer
– Transfer of Actual Cost and Quantity
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Integrating Oracle with P6 via OP3
Classify project(s) for
transfer in EBS Daily concurrent request to transfer the project(s) budget, tasks, and header information
Daily concurrent request to transfer
the project(s) actual costs
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One-way Flow from Oracle
Oracle E Business Suite (“EBS”) Integration Overview
Classification codes
Global Resources and Rates
Project Header, WBS, Tasks, Dates
Budget Updates at Task UDF
Actual Financial Costs & Effort
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Oracle EBS Integration Process Flow
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Project Creation in EBS
Projects created in Oracle are
transferred to P6
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Task Structure Transfer in EBS
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Summary Budget Transfer in EBS
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Detail Budget Transfer in EBS
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Transfer Actuals in EBS
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Key Success Factors
• Top tier P6/CM implementation consultants – CSX chose Innovative Management Solutions
• Core team approach with business partners, technology, and IMS
• Roll-out training (80 project managers)
• Desk Instructions following the business processes
• Phased implementation approach – 1 (crawl), 2 (walk), 3 (run)
• Monthly Newsletters - informing business partners & project sponsors of progress
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Newsletters
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Questions
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Contact Information
James Minks, Project Manager II
CSX Technology
904.633.5135
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