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Innovation and the Vision of Oracle Primavera for Enterprise Project Portfolio Management
Dick Faris
SVP - Oracle Primavera
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.
Innovation
Definition
1: the introduction of something new
2: a new idea, method, or device : novelty
Merriam Webster
Innovation
“Some men see things as they are and ask why. Others dream things that
never were and ask why not.” George Bernard Shaw (covered by Robert Kennedy)
“Necessity … is the mother of invention.” Plato, The Republic, 347 B.C.
“If you always do what you always did, you will always get what you
always got.” Albert Einstein
“They always say time changes things, but you actually have to change
them yourself.” Andy Warhol
The key to success is for you to make a habit throughout your life of doing
the things you fear. Vincent Van Gogh
Innovation
It is not just a good idea
Innovation results from the successful execution
of a new idea
….and often requires stopping the execution of
previous innovations
Innovation
Organizations must
innovate to grow, be
efficient, and be
competitive.
It is not enough to do things better,
you must find new things and do
them well
Innovation
Every organization strives for Innovation
… the challenge is creating a culture of
Innovation and managing it.
Innovation
It means being willing to make
mistakes,
….. but detecting, admitting,
and correcting those mistakes
quickly.
"Success is 99% failure." Sochiro Honda – Founder of Honda
Innovation
Continuous innovation means once you
are getting really good at executing
something….
…. it is time to try something new
Innovation in SchedulingGantt
CPM
Resource Leveling
PERT / Monte Carlo Simulation
RDM
Critical chain
Lean construction
Last planner
Examples of Innovative Companies
Federal Express – Overnight delivery – freight hub
Southwest Airlines – frequent direct flights, no frills, low cost
Amazon – On line retailing, electronic books, cloud services
Oracle – SQL Database, acquisitions, engineered systems
Apple – Mouse, GUI, digital music, smart phone, tablets, touch screens
IMAX, Disney, Ikea, Sony, Samsung, Virgin, Airbus,
Facebook, Twitter, Carrefour, Toyota, L’Oreal,
Vodafone, Tesco, BSkyB
Innovative Companies that failed
Polaroid – Instant pictures
Kodak – Point and shoot pictures and film
Xerox – Copiers
Dell – Selling PCs direct
Pan Am, TWA, Laker, People’s Express
Univac, RCA
Nokia, Blackberry
Studebaker, Nash Rambler
Satyam, Daewoo, Maxwell, Marconi
Innovations in Organization
Matrix Organizations
Decision making – Collaborative / Closer to the problem
Customer focus
Virtual meetings
Tiger teams
Business Intelligence / Big Data
Innovative Processes
Six Sigma
Lean Manufacturing / Just in Time
Crowdsourcing
Project Portfolio Management
Why Innovations Fail
Don’t solve an important problem
Take too long
Underfunded or poorly implemented
Too much effort for the benefit received
Innovations by Primavera
Mainframe Project Management on a micro
Autocost, Activity Codes
Organize bands by codes
Enterprise Project Portfolio Management
Mobile App for statusing
Analytics
Workflow
Innovations by Industry
Oil and Gas – 5D Seismic, tertiary oil recovery, Fracking
Utilities – Smart Meters/Smart Grid, Cogeneration, pumped storage
Engineering & Construction – BIM/VDC, Prefabrication,
Design/Build contracts
Discrete Manufacturing – Theory of Constraints, Robotic
assembly, lean manufacturing, 3D Printing
Public Administration – Use tax, VAT, Public/Private
Partnerships
Services – OnStar, GeekSquad, Zipcar, Urgent Care Clinic,
Handheld POS, VirtualMachines, click-to-talk
Innovation
The Innovator's Dilemma:
When New Technologies
Cause Great Firms to Fail
Clayton M. Christensen
Harvard Business School Press (C) 1997
The Innovator's Dilemma
A truly innovative business Idea has jump
started many successful companies.
But those same successful companies often fail to see
or execute the “next big thing”
They focus on perfecting and fine tuning the original
innovation, often incapable of further Innovations.
Creating a Culture of Innovation
Reward for taking risk
Failure is acceptable(at times)
Skunk works – removed from day to day time wasters
Thinking „outside the box‟
“Borrowing” an Innovation
..and improving on it
..or just making it work
IBM invented SQL but Oracle implemented it
Xerox PARC invented the mouse and GUI, but
Apple commercialized it
Buying Innovation
…and not killing the culture that created it
Apple buying neXt
Oracle buying Primavera (..and many others)
Innovation Failures
How do you know when an Innovation is
not working?
When do you stop working on it?
How do you know when an Innovation is
no longer Innovative?
"The essential part of creativity is not being afraid to fail.“ - Edwin H. Land
Innovation Funnel
Ideas Concepts ProjectsNew Products /
Processes
Developing Innovative Ideas
Keep up with current trends
Take time to think and read
Ask questions
Seek ideas from any source
Try something new each day
PPM as Idea Management System
“A discovery is said to be an accident meeting a prepared mind.” A. von Szent-Gyorgyi
“The way to get good ideas is to get lots of ideas, and throw the bad ones away” Dr Linus Pauling
Selecting the Innovation
Portfolio Management is the obvious answer –
..But how do you know what will work?
What are the criteria?,
How are they weighted?
How do people rank them?
Who ranks them?
Where is the water line?
Gut feel still plays a role.
Innovation
How do you balance Innovation with
performance excellence?
Enterprise Project Portfolio Management !
Innovation is about execution
Successful execution requires monitoring
Innovation and Risk Management
Innovation entails risk
How do you measure and report that risk?
Publicize the Risks
Innovation and the Executive
Balancing Innovation and „keeping the lights on‟
What must we stop doing?
Allocation of resources
How to get my organization to embrace change?
Remove fear and reward innovation
Make your approach to risk taking transparent
Innovation and the Project Manager
Best practices - get the job done
Innovative processes can accelerate execution
What if analysis planning for fallback
Look for opportunities for time and cost savings
Innovation and the Portfolio Manager
Ensuring that innovative initiatives fit within the organization‟s
strategy
Balancing the mix of risky innovations with „tried and true‟ projects
Can the organization support two projects with same objective
Are there enough resources to execute all the innovations and other projects?
Criteria for success for innovative projects
Innovation
It comes from luck
Luck comes from selecting the right
opportunity
and having the courage of executing it well at the right time
In large organizations, that requires EPPM
Innovation
“It is not how many ideas you have. It‟s how many you make happen.” Accenture Ad
“An idea that is not dangerous is unworthy of being called an idea at
all.” Oscar Wilde
“The best way to predict the future is to invent it.” Alan Kay
Vision of Oracle Primavera for Enterprise Project Portfolio Management
Dick Faris
SVP - Oracle Primavera
“A Strategic Inflection Point is that which
causes you to make a fundamental
change in business strategy. Nothing less
is sufficient.”
Andy Grove
ex-Chairman, Intel
The catalyst for change?
The drivers
Fiscal responsibility
Corporate governance & legislative
reform
Shareholder/Citizen activism
Let’s look at infrastructure
$57 trillion global infrastructure investment
needed in 2013–30
$101 billion annual cost in excess fuel costs/time
of road congestion in the US
4 years average time to obtain complete
permitting for European power projects
0 gain in construction sector labor productivity
over past 20 years Japan, Germany, USSource: McKinsey Infrastructure Practice, Infrastructure productivity: How to save $1 trillion a year, January 2013
What’s the opportunity?
$1,000,000,000,000 a year savings
From a 60% productivity improvement
Source: McKinsey Infrastructure Practice, Infrastructure productivity: How to save $1 trillion a year, January 2013
Sounds impossible until…
Source: McKinsey Infrastructure Practice, Infrastructure productivity: How to save $1 trillion a year, January 2013
What does it take?
Financial discipline
Operational excellence
Risk mitigation
Start with the money
What? Improve financial rigor & results
How? Optimize portfolios & project
selection
Why? 7% reduction in costs
Next, exceptional execution
What? Enhance efficiency & reduce
costs
How? Streamlining delivery
Why? 14% reduction in cost
And, risk planning
What? Managing & reacting to
uncertainty
How? Communication & collaboration
Why? Reduces failure
So how do we get there?
1. Make it enterprise
2. Deploy across multiple initiatives
3. Include all stakeholders
Make it enterprise
Deploy across multiple initiatives
IT
NPD
Manufacturing
ETO
Owner
Capital Projects
FM/RE
EPC
Contractor
Routine
Maintenance
Process
Improvement / LSS
Earned Value
Program Management
Shutdown /
Turnaround /
Outage
Installation
Services
Include all stakeholders
Partners in the journeyRelease Summary
• Primavera P6 EPPM 7.0 (2009) Primavera Portfolio Management 8.0 (2010)
• Primavera P6 EPPM 8.0 (2010) Primavera Contract Management 14.1 (2011)
• Primavera P6 EPPM 8.1 (2011) Primavera Portfolio Management 9.0 (2011)
• Primavera P6 EPPM 8.2 (2012) Primavera Team Member (2011)
• Primavera P6 8.1 (2011) Primavera Analytics 2.0 (2012)
• Primavera P6 8.2 (2012) AutoVue 20.2.1 (2012)
• P6 Analytics R3.1 (2013) Primavera Unifier 9.11 (2012)
Financial Discipline • Skire Unifier acquisition provides powerful integration of cost, schedule and contracts
• EPPM integration into ERP Financials & Asset Management
• Instantis acquisition provides best-of-class PPM solutions for IT, NPD, & Process
Improvements project
• Primavera Analytics (OBIEE)
• Spatial Integration
Risk Mitigation • Balanced portfolios across all projects in the enterprise
• Visibility into resource supply and demand across all projects
• Integrated Risk identification and control strategies
• Expanded collaboration across the contractor ecosystem
• Pre-built UPK Content to ease adoption and user participation
Operational Control • BI Publisher as standard reporting engine
• Visualizer with Advanced Gantt and Timescaled Logic output
• Mobile team member apps for project status collection
• Autovue
• 20 Product Releases since
acquisition (Jan 2009)
• 12 New Solutions
• 500+ Industry Specific
Enhancements
Oracle Primavera + SkireCapital
Planning
Project Funding
Plan and Schedule
Cost Controls
Manage Resource & Risk
Change Mgmt.
Deliver Projects
Manage &
Operate Assets
Initiate Projects
Prioritize Projects
Plan
Build
Operate
=
=
Visibility
Automation
Integration
Control Across the Entire Lifecycle
• Complete governance over all project phases from planning and building to operations and maintenance
Automated Processes with Easy-to-Use
Workflows
• Developed by industry veterans with focus on ease of use
Integrated with Analytics and ERP
• Easily monitor, visualize and adjust plans according to actual financial forecasts
Oracle Primavera + Instantis
Purpose Built• Instantis is specifically built to meet the
needs of top-down & resource driven
environments
Cloud Enabled• Instantis is built from the ground up
using cloud native technology
Seamless PPM• Instantis offers top-down portfolio
capabilities seamlessly integrated with
just enough project execution
.
Primavera
& Unifier
Strategies
Tasks
Work Orders
Portfolios
Resources
Deliverables
Projects
Instantis
Corporate Capital ProjectsR & D IT Manufacturing Maintenance
NVT35T
53
Dick’s Picks – 2012-13
• Tablets replacing Laptops
• Mobile apps
• Social Networking on the job
• Smart Phones replacing Laptops
• Jawbone Wristband
• 3D printing
• Augmented Reality
These predictions are the personal opinions of Dick Faris
and do not necessarily represent the opinions of Oracle
54
Dick’s Picks – Tablets Replace Laptops
© 2010 Oracle Corporatio
Ipad
Android
Tablets
Microsoft
Surface Pro
Dick’s Picks – Mobile apps
What Activities are
underway with 100m of
me?
Let me see a job photo
taken here 2 weeks ago?
Where is the Electrician?
Dick’s Picks – Social Networking on the jobTo this:
Who has worked with
Subcontractor ABC?
Has anyone used
technology XYZ?
Who knows about the
new regs?
Who do I see in Finance
to get a supplier paid?
From this:
What’s a good french
restaurant in Denver?
Anyone using the new
Samsung Galaxy?
57
Dick’s Picks – Smart Phones Replace
Laptops
Keynote
Remote
Keynote
Jawbone Wristband and UP app
Dick’s Picks – Augmented RealityAugmented reality (AR) is a live, direct or indirect, view of a physical, real-world environment
whose elements are augmented by computer-generated sensory input such as sound, video,
graphics or GPS data - Wikipedia
Primavera Session Highlights
Monday• 11:00 am - Today and Tomorrow: What’s New in Primavera & Planned Roadmap, Rom 207
• 1:15 pm - What's New In Primavera P6v8.3, Room 407
• 3:45 pm – Dive Deeper into Unifier for CPPM, Room 711
• 3:45 pm - An Introduction the P6 Web Services Programming Interface, Room 712
Tuesday• 8:00 am - Oracle Primavera P6 Analytics: Providing Critical Insight Into Your Projects, Portfolios, and Resources, Room 711
• 10:45 am - Primavera Gateway Overview, Room 711
• 10:45 am - Mobilizing Your Primavera Work Force, Room 712
• 2:00 pm – Dive Deeper into Unifier for Facilities and Real Estate Management, Room 711
• 2:00 pm - Get Started with Oracle Primavera Analytics and Enterprise Reporting, Room 712
• 4:30 pm – Introducing Instantis EnterpriseTrack, Room 712
• 4:30 - Introducing the P6 Visualizer, Room 711
Primavera Session Highlights
Wednesday• 8:15 am – What’s New in Primavera Mobile?, Room 711
• 9:30 am – Best Practices for Implementing Primavera Unifier, Room 711
• 1:00 pm - An In-Depth look at P6 Analytics, Room 711
• 1:00 pm - Oracle@Oracle: How does it work - Implementing Primavera in IT Services Environment, Room 710
• 3:00 pm – Best Practices for Implementing Primavera P6, Room 711
• 4:15 – Oracle Primavera Product Enhancement Session, Room 711
Thursday• 8:30 am - Primavera and the Fusion Stack; Extending Projects Across the Enterprise, Room 712
• 8:30 am - Architecture, Performance And Scalability Considerations For A P6 EPPM Upgrade, Room 711
• 9:45 am - User Productivity Kit (UPK) and Primavera. What can UPK do for you?, Room 711
Additional Primavera ActivitiesPrimavera product demos #48 and 49 in Oracle Booth
Primavera 1-1 Customer Support Clinic
• Hyatt Regency in room Agate C
• Products include: P6 (functional and technical issues), Contract Management,
Unifier, Integrations with Primavera
• Customers can register here: http://primaverasig.com
Primavera Customer Reception
• Tuesday, April 9th 7:30 – 9:30 pm at the Clyfford Still Museum
• Customers can register here: http://www.oracle.com/us/dm/154544-
nafm11127874mpp050-seo-1908936.html
