1. <Insert Picture Here>
Oracle Primavera Overview and Roadmap
Mike Sicilia
Senior Vice President and GM, Oracle Primavera GBU

2. Safe Harbor Statement
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 decision. The
development, release, and timing of any features
or functionality described for Oracle’s products
remains at the sole discretion of Oracle.
© 2010 Oracle Corporation 2 2

3. Oracle Primavera Transformation Primavera as a
Platform:
Complete EPPM
for the Extended
Enterprise
Enterprise
Governance:
Workflow and
ERP
Enterprise PPM Integrations
ERP Integration
Multi-Project Role based,
Web based
Multi-User
Single Project Program
Single User Management
Scheduling
Time
3

4. Oracle Primavera Products
Portfolio Management Enterprise investment portfolio management software.
Data entry forms for business case/investment; pair-wise
comparisons; idea through benefit realization – WHAT?
P6 EPPM & P6 Professional
Complete enterprise project portfolio management for
prioritizing, planning, managing and executing projects,
programs, resources and portfolios – WHEN? HOW?
WHO? HOW MUCH?
Contract Management
Change and document management, job cost and project
controls solution for managing engineering and
construction projects – CHANGES?
Risk Analysis Full lifecycle risk analytics solution integrating cost and
schedule risk management; determines confidence levels
for project success, contingency and risk response plans
– HOW SURE?
4 4

5. Oracle’s EPPM, Provides Complete, Global Visibility and
Accountability
Global, Real-time Coordination
Strategic Planning Program Mgmt
Resources
Human Capital
Scope
Align
Time
Report Plan Forecasting
Cost Control PPM
Analyze Execute What-if
Finance Monitor
Risk Mitigation
Supply Chain
Change Control
Resources
Profitability
Visibility
Governance and Accountability
Deliver Projects On Time, Within Budget, As Intended
5

6. <Insert Picture Here>
A Changing Technology World

7. Increasingly Rapid Rate of Change
Technology Adoption
• Telephone: 45 years to reach 50% adoption, 75 years to reach 90%
• Colour TV: 13 years to reach 50% adoption, 25 years to reach 90%
• VCR: 5 years to reach 50% adoption, 25 years to reach 90%
• Mobile phone: 13 years to reach 50% adoption, 18 years to reach 90%
New York Times, 12 Feb. 2008 7

8. Growth of Social Networking – Information Explosion
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9. So why does project management resist change?
1 Messy
2 Reporting is impossible
3 Hard to control
4 Hard work to re-plan
5 Hard enough to build one baseline
6 Can’t measure performance
9

10. But if change is good why do we resist it?
1 Loss of authority
2 Loss of control
3 Creates more work for us
4 Our tools don’t support change
5 Can’t keep all the possibilities in mind
6 Moving target is hard to hit
10

11. We Need Better PPM Tools
• Tools that are built to handle collaboration
• Tools that treat change as inevitable and
desirable
• Experienced people who can use the new tools well
Platform
Customer
Results
Processes People
Partners
11

12. A New Proposition: Two Heads are Better than One
• We can have tools that
help us collaborate, not litigate
• We can have tools that
help us consider possibilities
• We can have tools that triangulate
schedule, cost and scope
• We can tolerate more input (like
our kids do)
12

13. Results of Project Management Systems and
Processes Embracing Change
• Better run projects
• Higher client satisfaction with the outcome
• Rapid response to changing circumstances
• Greater success
• Appreciation for project management for
leading the future
13

14. <Insert Picture Here>
The Value of Project Management as an Enterprise-Wide Discipline

15. Project Management Challenges

16. Projects Drive the Business
• Projects are a primary business concern, especially in
project/asset intensive industries
• Projects consume resources and costs
• Projects generate the revenue stream and profit
margin for these businesses

17. The Project “Problem”
Too few projects finish on time and on budget
90% say project
management is
critical or Yet 49% only Only 6% say Only 20% use
important to follow formal their projects Less than 50% standardized
deliver project come in on time measure return project
successful management and on budget on investment management
projects and practices all of the time solutions
remain
competitive
Source :Economist Intelligence Unit Survey
© 2010 Oracle Corporation

18. Economies of Scale
• When projects are managed as businesses unto
themselves, it becomes very hard to create
economies of scale
• Losses and inefficiencies incurred at the single project
level compound across all projects
• More importantly any efficiency gains achieved at any
project level are contained to only that project

19. The Value of an Enterprise Approach

20. The Enterprise Approach
An enterprise approach to projects allows business to:
• Tackle those incremental losses that add up
• Capture economies of scale across projects to:
– Gain efficiencies and reduce costs
– Capture best practices
– Increase the bottom line for the business
• The value can be created for the project AND the
business as a whole, since the economies of scale
are reciprocal

21. But what does this mean to the project?
Given that each project is unique, how can this work
for my projects?
• While the project deliverable may be unique,
resources are frequently shared, and more
importantly many processes across projects will
be the same
• If we think of the project delivery process as the
product of the project intensive business then we
can begin capturing economies of scale

22. Consistency and Standardisation
• Standardisation – of project structure, processes
and codes (project and enterprise level) – are key
to achieve full project and enterprise value
• Standardisation allows for meaningful comparison of
metrics within and importantly across projects.
• In turn this ensures that a project has a clear
understanding of its current status, and that the
enterprise has an exact understanding of that
project’s impact upon the business

23. Transparency
• Maintaining transparency into project performance
across the enterprise is essential to gauge impact on
business, to support in project and executive decision
making, and to avoid negative surprises
• An enterprise approach to project management
must focus on providing the right information to
the right people at the right time to achieve this
value
• Transparency requires consistency and
standardisation in project execution and reporting

24. Visibility
• Making sure that all projects in the organisation are
visible helps insure that they are managed properly
• Visibility makes it hard to hide poor performance
• Visibility makes apparent whether the selection of
projects is tied to the strategy of the organisation

25. Protection of Organisational Assets
• Project data is a key asset of the organisation
• Having it stored in one repository insures that is
protected
• Having different version of a project scattered on
laptops is risk to assets that organisations should not
have to take

26. Driving Business Value
The business impact of Enterprise Project Portfolio Management
Inefficiency Value
• Lack of Standards • Strategic Alignment
• Unmitigated Risks • Governance
• Poor • Innovation
Accountability • Competitive
Enterprise
• Inadequate Project Advantage
Capacity Planning Portfolio • Velocity, Agility
• Rework, Waste Management • Repeatable Success
• Overruns • Successful Projects
• No Best Practices • Visibility
• Process • One version of the
Inefficiency “truth”
• High TCO

27. Enabling an Enterprise Approach

28. Moving Beyond the Insular PMO
• A PMO is necessary and vital to support an enterprise
approach, but the work happens at the project level
• Enterprise project management needs to be applied
at the project level
• The PMO consolidates, creates and standardises
project management processes to meet project team
needs, rolls out the process, and then iteratively
reviews the process with the project teams

29. Business Systems Integration
• Projects are business critical and it is important that
the management of projects is closely tied to the
management of the business
• Standardised project management processes must
take into account both project and business
requirements
• Integration of any project management platform to
the core business systems is essential to achieve
the full value of an enterprise project management
approach

30. Supporting an Enterprise Approach with
Technology
• When we consider the project delivery process as our
product, it is easier to understand how technology can
support us in attaining economies of scale
• To do so a technology solution for enterprise project
management needs to be:
– Inclusive
– Functionally complete
– Interoperable
– Scalable
– Secure

31. Oracle’s Enterprise Project Portfolio Management
EPPM Integration
Business Uses
Construction Project Portfolio Management Financials
Program
Management Project Resource Business
Management Management Intelligence
Capital Asset
Maintenance Building
Information
Software System Modeling / VDC
Development &
Deployment Global Project
Repository Asset Mgmt
Enterprise Change
Investment
Risk
Supply Chain
Portfolio Mgmt Management Management
Resource Productivity Product
Project Collaboration Lifecycle Mgmt
& Capacity Planning
Product Design , Role-Based Views Human Capital
Manufacturing, & Management
Implementation All projects, all sizes
Program Performance
Management Management
© 2011 Oracle Corporation

32. Oracle Primavera Solution Footprint
Business Intelligence / Analytics / P6 Reporting Database / Reporting
Business Process Management
Portfolio P6 Contract
Management Project Management
Management
Budgeting / Planning Risk Management
Evaluation and Selection Project Scheduling
Portfolio Rationalization Resource Management
Benefits Realization
Risk Analysis
Oracle Universal Content Management
(or other content management system)
User Productivity Kit
ERP Integrations: E-Business Suite, PeopleSoft, JDE, Fusion, SAP
Other Integrations (CRM, Contracts, GRC, Agile PLM, EAM)
Administration and User Management

33. Enhancing the Construction Process:
Delivering All Projects On-Time
“With Oracle’s Primavera P6 Enterprise Project Portfolio Management, we have the
most accurate portfolio we have ever had, enabling us to demonstrate to our customers
and shareholders the progress we are making to develop, install, and operate wind
projects across the country.”
Christina Bonda-Riva, Senior Project Scheduler
Iberdrola Renewables
BENEFITS
• Hit schedule goals on all 12 construction projects in the last two
years—getting wind turbines up and running more quickly to
produce green energy and maximize revenue generation
• Optimized turbine component delivery schedules, saving substantial
amounts of fuel in transport and set up
• Reduced the time needed to pull pipeline reports from 2 weeks to 4
hours, also improved data accuracy for a 95% reduction in time
33

34. Optimizing Existing Assets:
Streamlining Shutdowns and Standardizing Processes
“From the initial quotes to awarding of contracts and beyond, we
can track all elements of purchasing and payments, as well as the
progress of the work itself.”
Project Management Professional (PMP)
Kuwait National Petroleum Company
BENEFITS
• 7% reduction in shutdown duration
• Savings of US$21 million per year, with US$3 million from manpower
reduction
• Increased efficiency in procurement cycle; a reduction from 2
months to an average of 9 days
• Information flow is both fluid and bi-directional, so start and finish
dates can be calculated based on resource availability

35. Standardisation Across the Enterprise:
Best practices & increased executive visibility
“Oracle’s Primavera was able to give us the resources we needed
for solid, streamlined management approach. We got out of the
gate quickly and operated like a well-oiled machine—and our
clients could see that we were using proven best practices along
the way.”
Chairman & CEO
Hill International
BENEFITS
• 40% time savings in responding to RFIs
• 25% increase in planning productivity
• 30% reduction in IT effort required to maintain data
• Increased competitive margin in bidding price and overall profitability

36. Summary
• Projects are an enterprise concern <Insert Picture Here>
• Seek reciprocal economies of scale
• Consider the process your product
• Consistency, standardisation and transparency
• Capture efficiencies with Oracle technology

37. Other Oracle Primavera Sessions
Wednesday 17th August 2011
<Insert Picture Here>
• 09:00-9:45 Today & tomorrow: What's new in
Primavera and planned roadmap
• 11:15-12:00 Overview of Primavera contract
management for change management and
contract conditions
• Wednesday 17th August 2011 Optimizing the
Capital Asset Lifecycle Management Process

38. San Francisco 2011
October 2–6, 2011
Latin America 2011
December 6–8, 2011
Tokyo 2012
April 4–6, 2012