Übersicht ausgewählter Referenzen |
| Anwender: |
AE&E Lentjes GmbH |
| Branchen: |
- Bauausführung
- Großhandel
- Maschinenbau & Anlagenbau
- Unternehmensbezogene Dienstleistungen
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| Ort / Land: |
Ratingen, Germany / D |
| Bericht: |
cnt1236701.pdf
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| Beschreibung: |
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AE&E Lentjes GmbH Improves Scheduling and Strategic Resource Planning with Project Management Tool
AE&E Lentjes GmbH, part of the international AE&E Group, is a leading global player in process engineering and plant construction. The company plans, supplies, and builds plants based on processes, technologies, and components for the industrial use of fossil fuel energy. In addition to energy plants, the company also builds flue gas cleaning plants for power stations.
Challenges
��
Introduce a standardized planning tool to enable uniform scheduling across all departments
��
Eliminate disparate applications that cause delays related to business processes and data exchanges
��
Implement a standardized reporting tool to eliminate inefficient and labor-intensive reporting process
��
Sync up with customer and supplier scheduling systems to ensure energy plant construction is on time and within budget
Solution
��
Worked with Oracle Partner proadvise GmbH to implement Oracles Primavera P6 Enterprise Project Portfolio Management and Oracle WebLogic Server
��
Replaced the companys various project scheduling applications with a standardized planning application for all departments to save time and money due to more efficient working processes
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Introduced standardized scheduling for all internal and external project participants, thus eliminating data inconsistencies and the manual process for reconciling various data sources
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Ensured optimal utilization of staff and other resources through strategic resource and capacity planning for current and future energy plant construction projects
��
Guaranteed dependable capacity planning for up to three years by combining scheduling with resource management in a deterministic working method
��
Increased efficiency by improving planning accuracy and facilitating data exchange, thus generating cost savings
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Standardized companywide reporting on construction projects
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Facilitated easy linking in with customer and supplier scheduling systems without compatibility issues
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| Anwender: |
AVANCIS GmbH & Co. KG |
| Branchen: |
- Glasgewerbe, Herstellung von Keramik, Verarbeitung von Steinen & Erden
- Großhandel
- Herstellung von Büromaschinen, Elektrotechnik & Feinmechanik
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| Ort / Land: |
Torgau, Germany / D |
| Bericht: |
avancis-primavera-snapshot.pdf
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| Beschreibung: |
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AVANCIS Ensures a Successful Growth Strategy and Improves Efficiency with Project Management System
AVANCIS GmbH & Co. KG (AVANCIS), a company within the Saint-Gobain Group, is the successor to the first company in the world to engage in the serial production of copper indium diselenide (CIS) thin film solar cells. In Germany, AVANCIS has a research and development division in Munich and a production site for CIS modules in Torgau in Saxony.
Challenges
��
Improve precision in managing major plant construction projects to ensure that they come in on budget and on time
��
Create an online portal for entering status feedback for all project participants, with automatic status reports
��
Reduce the risk associated with projects such as delays in delivery or shortage of manpower
��
Ensure cost effective set up and maintenance of the system, including the use of online access and risk management for more than 100 project workers
��
Deploy a system that is easy to learn, use, and administer
Solution
��
Implemented Oracles Primavera P6 Enterprise Project Portfolio Management to ensure data consistency as well as expanded and real-time visibility into multiple projects
��
Accelerated the set-up of new users from up to two weeks to just seconds with intelligent rights management
��
Enabled efficient time management with dashboards for filtered oversight of relevant information and project activities
��
Ensured the availability of internal and external project status entries to ensure that projects come in on time and on budget
��
Increased efficiency by e-mailing status updates and status reports to project managers
��
Secured return on investment when large problemslike resource shortages and delivery delays could be avoided
��
Gained the ability to provide key stakeholders with immediate and up-to-date project status information, which improves agility and insight, as well as stakeholder satisfaction
��
Increased stakeholder and shareholder confidence through sound risk management with Primavera Pertmaster Project Risk
��
Improved adherence to schedules through optimized resource management in the multiproject environment
��
Achieved rapid implementation with Oracle Partner 3Pworx
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| Anwender: |
Bell Helicopter Textron Inc. |
| Branchen: |
- Maschinenbau & Anlagenbau
- Metallerzeugung & -bearbeitung, Herstellung von Metallerzeugnissen
- Verkehr & Nachrichtenübermittlung
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| Ort / Land: |
Fort Worth, TX / USA |
| Bericht: |
cnt1237311.pdf
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| Beschreibung: |
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Bell Helicopter Textron Inc. Transforms Business with Earned Value Management Approach
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| Anwender: |
BP America Inc. |
| Branchen: |
- Bauausführung
- Chemische Industrie & Pharma
- Energie- & Wasserversorgung
- Kokerei, Mineralölverarbeitung, Herstellung & Verarbeitung von Spalt- und Brutstoffen
- Maschinenbau & Anlagenbau
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| Ort / Land: |
Houston, TX / USA |
| Bericht: |
cnt1236691.pdf
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| Beschreibung: |
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Prior to implementing Oracles Primavera P6 Enterprise Project Portfolio Management, we had difficulty getting scheduling data in and out of the system in a timely manner. With a significant amount of large-scale maintenance work on the horizon, and an emphasis on increasing routine maintenance efficiency, we needed a more flexible solution. Our upgrade has enabled us to meet these challenges with an integrated solution that fosters collaboration across the company.
Mark Habzansky, Strategic Planner, BP America Inc.
Managing and maintaining oil and natural gas refineries is a complex endeavor. On a regular basis, they require significant maintenance amounting to hundreds of activities a day. On top of that, many refineries are beginning to age, so they require more significant turnarounds, which are periodic shutdowns for maintenance, overhauls, or testing.
BP America Inc. manages five North American refineries with the potential to produce 1.5 million barrels of crude oil per day, as well as several chemical and pipeline locations. Maintenance activities have totaled 2.2 million since mid-2004, at the refineries alone.
To keep up with this demand, the company has embarked on an effort to increase the efficiency of its routine maintenance processes to better utilize resources. At the same time, BP America was also facing a series of megaclustersa high number of large-scale turnaround projects at one time, including a US$3.8 billion revamp to the companys Indiana refinery, a 400,000-barrel-per-day facility.
To oversee all these diverse maintenance activities, the company required an integrated planning and scheduling system. Its outdated system made it difficult to get information in and out in a timely manner. ....
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| Anwender: |
Burns & McDonnell |
| Branchen: |
- Bauausführung
- Glasgewerbe, Herstellung von Keramik, Verarbeitung von Steinen & Erden
- Holzgewerbe (ohne Herstellung von Möbeln)
- Kokerei, Mineralölverarbeitung, Herstellung & Verarbeitung von Spalt- und Brutstoffen
- Metallerzeugung & -bearbeitung, Herstellung von Metallerzeugnissen
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| Ort / Land: |
Kansas City, MO / USA |
| Bericht: |
cnt1237313.pdf
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| Beschreibung: |
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Burns & McDonnell Successfully Manages US$1 Billion
Transmission and Distribution Projects
Burns & McDonnell is a full-service engineering, architecture,
construction, environmental and consulting solutions firm. Its
staff of employee-owners includes engineers, architects,
construction experts, planners, estimators, economists,
technicians, and scientists. The company plans, designs, permits,
constructs, and manages facilities and large-scale projects around
the world.
Challenges
�� Manage the US$1.4 billion Maine power reliability program,
which includes 440 transmission lines across more than 70
Maine communitiesin an open and collaborative environment
to service the public trust
�� Develop a shared, trusted project and program management
information system for the company, its clients, and clients
contractors
Solution
�� Implemented Oracles Primavera applications to manage a
large number of US$1 billion-plus transmission and distribution
projectsenabling clients, contractors, and vendors to
work off the same data in a highly collaborative environment
�� Utilized Primavera P6 Enterprise Project Portfolio Management
to simulate what if scenarios, and ultimately reduce cost
analysis cycle times from weeks to days
�� Managed the US$1 billion Middletown-Norwalk transmission
projectcoming in US$100 million under budget and
completing work one year early
�� Managed requirements on 78 permits and tracked landowner
feedback on the Maine power reliability programwith zero
regulatory defaults to date
�� Used Primavera Contract Management to coordinate complex,
cross-organization projects that include large numbers of real
estate parcels, local permits, environmental regulations, and
change management processes, while minimizing paper use
�� Leveraged the flexibility of Oracles Primavera applications to
innovate and develop OneTouchPM (the companys proprietary
program management software tool) for simplifying the end
user experience with a geographic-based solution, increasing
participation, and extending the value of project controls
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| Anwender: |
Centrica Energy |
| Branche: |
- Energie- & Wasserversorgung
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| Ort / Land: |
Windsor, England / GB |
| Bericht: |
cnt1236684.pdf
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| Beschreibung: |
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Centrica Energy Increases Profit by US$1.6 Million and Gains Instant Return on Investment
Centrica Energy owns seven gas-fired power stations that provide a total generating capacity of 3,420 megawatts (MW). Part of the leading integrated energy company Centrica PLC, Centrica Energy has 12 million business and residential customers and provides more than 50% of the United Kingdoms peak domestic demand.
Challenges
��
Improve the accuracy of risk assessments undertaken prior to power plant shutdowns for routine inspection and maintenance
��
Predict cost and duration of outages and optimize scheduling to mitigate risk of overruns at average daily cost of US$245,000
��
Identify, quantify, and manage both probabilistic and unknown areas of risk and uncertainty throughout entire project lifecycle
��
Calculate additional energy to meet customer demand during an outage and to source at the most advantageous prices
Solution
��
Implemented Oracles Primavera Risk Analysis to leverage risk
��
Adjusted scheduling to mitigate cost and duration of US$49 million overhaul of the 1,260 MW South Humber Bank plant
��
Replaced inaccurate, time-consuming, spreadsheet-based risk control, scoring, and schedule management with Primaveras multidimensional algorithms and contingency response tools
��
Benefited from Primaveras intuitive tools to predict likelihood and impact of primary and specific risks, such as the actual physical condition of plant and machinery
��
Leveraged Primaveras advanced computational modeling to assess the impact of secondary and generic elements, such as industrial action or bad weather on duration and cost of outage
��
Reduced exposure to volatile energy prices by determining outage shortfall accurately, enabling best prices to be sourced
��
Created a full-risk matrix and build a risk-adjusted schedule incorporating mitigation plans during outage and subsequent return to commercial service
��
Completed overhaul and return to service for South Humber Bank in 70 days, five days ahead of schedule, increasing profit by US$1.6 million more than the initial plan
��
Achieved a 1:1000 return on investment
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| Anwender: |
Diehl Aerospace GmbH |
| Branche: |
- Fahrzeugbau & Zulieferindustrie
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| Ort / Land: |
Überlingen, Germany / D |
| Beschreibung: |
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Diehl Aerospace Cuts Capacity Planning from Weeks to Days with Integrated Project Management
Diehl Aerospace is Germany's foremost first-tier supplier for avionics systems, cabin illumination and cabin systems for civil and
military aircraft. The company has four development and production sites in Germany and operates customer support centers in
Hamburg, Donauwoerth, Singapore, Sterrett (USA) and Toulouse (France) as well as a liaison office in Bangalore (India).
Challenges
Coordinate development of all the hardware, software, and mechanical components required for complex avionics systems
Manage large-scale projects that last an average of three years and require 50 workers per year, putting in an average of
200,000 hours
Standardize the variety of mechanisms, subprocesses, and tools required for managing these complex projects
Provide an overview of project planning, project status, allocation status, earned values, and content-related progress for avionics
and cabin system work packages
Create a direct connection between project management and other business applications
Solutions
Deployed Oracles Primavera P6 Enterprise Project Portfolio Management to facilitate multisite resource administration for
avionics and cabin system development
Instituted direct access between Primavera and key business applications, which helped streamline internal processes for
resource management and reduce administrative effort by pulling schedule and expense data in automatically
Increased transparency and raised project management and delivery quality due to the ease of making and managing changes
across various projects in Primavera P6
Reduced the time needed to complete capacity planning for developing aviation components from weeks to just a few days
Made it easy to produce management reports for resource planning
Enabled planners to spend typically 10% to 20% of their working hours on project and resource planning
Completed the rollout of Primavera P6 smoothly and in just a few months with the help of Oracle Partner Inteco GmbH
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| Anwender: |
Hill International |
| Branchen: |
- Bauausführung
- Bergbau & Gewinnung von Steinen und Erden
- Grundstücks- & Wohnungswesen
- Instandhaltung & Reparatur
- Verkehr & Nachrichtenübermittlung
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| Ort / Land: |
Marlton, NJ / USA |
| Bericht: |
cnt1236654.pdf
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| Beschreibung: |
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Hill International Streamlines Project and Program
Management for Construction Projects
Hill International provides program, project, and construction
management, as well as construction claims and consulting
services. Engineering News-Record magazine ranked Hill as the
largest independent U.S. construction management firm (for fee
only) on June 14, 2010
Challenges
�� Streamline business processes by implementing an integrated
project management platform to manage a high volume of large
and small construction projects at many locations worldwide
�� Update tools and technology by transitioning from a clientserver
to a Web-based modelincreasing participation from
the extended enterprise and leveraging experts and resources
across similar construction projects worldwide
�� Enhance the company culture and value of project controls by
improving visibility into performance status across the business
for executives and stakeholders
Solution
�� Upgraded Oracles Primavera P3 to Primavera P6 Enterprise
Project Portfolio Management to approximately 90 offices and
150 project sites, providing a centralized, Web-based system
that improved visibility into project status worldwide
�� Leveraged integration between the Primavera applications to
provide dashboards that aggregate information to project teams
and senior management
�� Enabled centralized access to best-practice project plans and
schedules, applying them to current projects
�� Streamlined project planning and scheduling processes,
reducing planning cycle time by 66%
�� Provided visibility into current project performance metrics,
enabling management to predict performance for the quarter or
the year and improving forecast accuracy from 65% to 75%
�� Enabled Hill to track actual and projected project costs for
major initiatives, like the US$400 million Comcast Center
construction project in Philadelphia, to accurately anticipate
project completion costs within .001% of total budget
�� Managed risk and enhanced productivity, efficiency, and
collaboration across the entire project management cycle with
an overall increased business service level of 10%
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| Anwender: |
Iberdrola Renewables |
| Branche: |
- Energie- & Wasserversorgung
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| Ort / Land: |
Portland, OR / USA |
| Bericht: |
cnt1236649.pdf
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| Beschreibung: |
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Iberdrola Renewables Creates a Central Repository for
Project Portfolio Data and Optimizes Scheduling
Iberdrola Renewables is the U.S. division of parent company
Iberdrola Renovables, the worlds leading provider of wind
power with more than 11,000 megawatts of renewable energy in
operation around the world. The company is a leader in energy
solutions tailored to meet the needs of wholesale and large
commercial and industrial customers. Its portfolio of gas and
power assets, 24-hour energy management, and scheduling
capabilities enables the organization to deliver products and
services that help customers manage risks and uncertainty while
fulfilling short- or long-term energy requirements.
Challenges
�� Create a central repository of development-pipeline
information for renewable energy projects
�� Minimize manual spreadsheet-based project management
processes and eliminate version control issues across regions
�� Reduce the time needed to collect and collate monthly updates
�� Improve visibility into project schedules and streamline
schedule management from the boardroom to the field
Solution
�� Worked with Oracle Partner Project Partners to implement
Oracles Primavera P6 Enterprise Project Portfolio
Management, centralizing information for the entire pipeline
including projects in development and construction
�� Hit schedule goals on all 12 construction project in the last two
yearsgetting 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 two
weeks to four hoursincluding collecting and consolidating up
to 45 different spreadsheetswhile also improving data
accuracy for a 95% reduction in time
�� Enabled to build and maintain schedules from standard
templates, as well improve scheduling visibilityoptimizing
construction resource usage
�� Accelerated monthly report development, provided real-time
access to performance data, and reduced paper use
�� Benefitted from role-based layouts that enable users to easily
display and update project data the way they want to see it
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| Anwender: |
Larsen & Toubro |
| Branche: |
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| Ort / Land: |
Mumbai, India / IN |
| Beschreibung: |
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Larsen & Toubros Railway Business Unit Updates Project Statuses Immediately
Larsen & Toubro is an India-based technology, engineering, and construction conglomerate. Its independent companies deliver
projects for organizations operating in many industries, including hydrocarbon resources, heavy engineering, construction, power,
electrical and automation machinery, industrial products, financial services, shipbuilding, and railways.
Challenges
Streamline the monitoring and management of multiple railway development and construction projects across India by providing
operations staff, team leaders, and central planning teams with easy access to financial and operational information
Deliver railway projects faster and cut overall project costs
Solutions
Engaged Oracle Partner Gaea Global Technologies to deploy Oracles Primavera P6 Enterprise Project Portfolio Management
and Primavera Contract Management to improve the management of seven railway development projects across India
Enabled planning teams to update railway project plans and make them available to team leaders and operations staff in real time
rather than by request and to view any projects status from multiple locations
Allowed contract managers to upload inspection reportsoften relating to mechanical equipment used to build railwaysand
make the reports available immediately to other project staff
Enabled managers to keep track of construction documents delivered to the customer, design consultants, and project teams
from a central location, improving communication between multiple stakeholders and eliminating approximately 20 hours spent
searching for project data
Provided alerts and notifications if bank guarantees were set to expire
Deployed a central repository for project-related information, which provided staff with one version of the facts
Provided project staff with customized daily reports in various layoutssuch as s-curve graphs and dashboardsbased on their work area
Integrated project-related financials with other project informationincluding project reports and dashboardswhich enabled project staff and senior managers to easily determine the
financial and work status of projects, allowing them to rectify adverse situations, such as projects running over time or exceeding budgets
Oracle Partner
Gaea Global Technologies
Why Oracle
Previously, a small number of planning staff at Larsen & Toubro used Primavera P6 Enterprise Project Portfolio Management to complete railway project plans and schedules.
We did look at competing systems but quickly realized the Primavera solutions were the most suitable, so we deployed them across our entire business, said Anuradha Katti, head, IT,
Railway Business Unit and Power Development Limited, Larsen & Toubro.
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| Anwender: |
Leighton Contractors |
| Branchen: |
- Bauausführung
- Bergbau & Gewinnung von Steinen und Erden
- Energie- & Wasserversorgung
- Holzgewerbe (ohne Herstellung von Möbeln)
- Kokerei, Mineralölverarbeitung, Herstellung & Verarbeitung von Spalt- und Brutstoffen
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| Ort / Land: |
Melbourne / AU |
| Beschreibung: |
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Project Management Culture
Leighton embraces Primavera best practices as a way of doing
business.
For companies where projects are central to the business, effective management can be essential to
boosting the bottom line and guaranteeing success. Oracle Platinum Partner Primavera Australia
recently helped longtime client Leighton Contractors, a large mining, construction, and
telecommunications company, take advantage of project management best practices embodied in
Oracles Primavera P6 enterprise project portfolio management (PPM) solution. The goal was to
implement consistent processes and encourage deep change in the culture.
Leighton Contractors has seen significant growth in the past five years; the workforce has doubled to
10,500 employees and work in hand has increased from US$3.9 billion to US$9.6 billion due to
diversification into growing sectors in the construction market. This expansion required significant
organizational change and the implementation of a number of enterprisewide project initiatives, such as
Oracles Primavera P6 Enterprise Project Portfolio Management.
According to Robert Turner, group manager, controls and planning, at Leighton Contractors, this
evolution led managers to implement a companywide corporate management system called the
Leighton Way. After we experienced significant business growth, we needed to have much more
clearly documented, communicated, and consistent project management practices within the business,
he says.
The Leighton Way system captured all standard business processes, policies, procedures, tools, and
knowledge resources for all areas of the businessincluding HR, IT, and project management.
Primavera P6 Enterprise Project Portfolio Management also supported integration of project and
program resources with other Leighton departments and locations, as well as the ability to interoperate
across the enterprise.
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| Anwender: |
Mercon Steel Structures B.V. |
| Branchen: |
- Bauausführung
- Chemische Industrie & Pharma
- Kokerei, Mineralölverarbeitung, Herstellung & Verarbeitung von Spalt- und Brutstoffen
- Metallerzeugung & -bearbeitung, Herstellung von Metallerzeugnissen
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| Ort / Land: |
Gorinchem, the Netherlands / NL |
| Bericht: |
cnt1236636.pdf
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| Beschreibung: |
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Mercon Steel Saves Time and Costs, Improves Use of
Resources with New Project Management System
Mercon Steel Structures B.V. serves the offshore oil and gas and
offshore wind industries with projects ranging from the
development of topsides, drilling platforms, and substructures, to
construction of storage tanks and steel bridges. It also integrates
the installation of all equipmentpiping, electrical,
instrumentation and automationfor these structures.
Challenges
�� Ensure the on-time, on-budget completion of increasingly
complex interdisciplinary projects for the offshore energy
industry, such as fabrication system integration
�� Expand the use of the companys project management tool to
additional departments and disciplines, such as structural,
electrical instrumentation, heating, ventilating, air conditioning,
and piping to ensure greater control over timelines and budgets
�� Increase management report uniformity for better insight into
the planning process
Solution
�� Upgraded to Oracles Primavera P6 Professional as the result of
a positive experience with Primavera P3 that offered the best fit
for Mercons challenging energy infrastructure projects
�� Enabled Mercon to view desired cross-sections of offshore
energy project data, now stored in a single database, providing
insight in discipline workload spikes companywide
�� Gained a clear overview of projects across all locations, as
compared to the legacy systems collection of single projects
�� Standardized management reports to manage projects, such as
fabrication system integration, ensuring that theyre in the
system from quotation through completion
�� Gave engineers and coworkers greater visibility into projects by
extending their access to the easy-to-use-and learn system
�� Resulted in the ability to train staff, saving costs due to user
friendliness of the product
�� Implemented Primavera P6 Professional in just 4 weeks
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| Anwender: |
Offshore Oil Engineering Co., Ltd |
| Branchen: |
- Bauausführung
- Energie- & Wasserversorgung
- Kokerei, Mineralölverarbeitung, Herstellung & Verarbeitung von Spalt- und Brutstoffen
- Maschinenbau & Anlagenbau
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| Ort / Land: |
Tianjin, China / RC |
| Bericht: |
cnt1236616.pdf
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| Beschreibung: |
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Offshore Oil Engineering Increases Overseas Project Orders by 233%, Saves Tens of Millions in Costs
Offshore Oil Engineering Co., Ltd. (CNOOC Engineering) is an 8,000-employee affiliate company of China National Offshore Oil Corporation. CNOOC Engineering is the only China-based general contracting company of offshore oil and gas E&P projects. Its main lines of business are the design and construction of offshore oil and gas E&P projects and their onshore terminals, the laying of submarine pipelines and cables, and the testing and maintenance of offshore and onshore facilities.
Challenges
��
Shorten the construction duration while ensuring all project requirements are met
��
Adopt internationally accepted project management practices to meet the requirements of domestic and international clients
��
Maintain control over the project schedule to ensure costs fall within budget
��
Optimize resource use
��
Establish a database to capture best practice processes and knowledge gained on projects for reuse
Solution
��
Centralized the management of bidding, planning, and construction processes
��
Realized accurate and efficient bidding that complied with international standards, resulting in a 233% growth in the number of overseas project orders in 2008
��
Saved approximately US$10 million by reducing the number of ship days by 190 for four overseas vessels, a 26% reduction
��
Ensured project deadlines were met by developing more accurate construction plans and by providing staff with real-time Web-based updates on schedules and costs
��
Prevented costly overruns by closely monitoring project schedules and budgets
��
Achieved smooth multi-level implementations by coordinating plans and project teams
��
Established a special ship and site project plan to better utilize resources
��
Provided staff with robust project information and project analysis reports, which supported better decision making
��
Established a central database to store and share project information
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| Anwender: |
Petrobras |
| Branchen: |
- Bauausführung
- Chemische Industrie & Pharma
- Energie- & Wasserversorgung
- Kokerei, Mineralölverarbeitung, Herstellung & Verarbeitung von Spalt- und Brutstoffen
- Maschinenbau & Anlagenbau
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| Ort / Land: |
Rio de Janeiro, Brazil / BR |
| Bericht: |
cnt1236612.pdf
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| Beschreibung: |
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Petrobras Well Drilling Services Unit Improves Project Management Efficiency
Petrobras (Petróleo Brasileiro) is an energy company that manages production, refining, and transportation of oil, natural gas, and by-products in Brazil and abroad. Named the most sustainable oil company worldwide, the company has more than 100 production platforms, 6,000 service stations, and 16 refineries. The companys well service unit is responsible for purchasing and leasing tools and materials for the drilling and completion of well projects, among other activities.
Challenges
��
Manage nearly 40 projects simultaneously, while avoiding financial and human resource waste
��
Accelerate project response time and increase precision of short-, mid-, and long-term demand simulations in order to increase the capacity of simultaneous oil well construction, without increasing costs
��
Reduce material stock and idle skilled labor and equipment
��
Improve the quality of project management information
Solution
��
Worked with Oracle Certified Advantage Partner Verano Engenharia e Sistemas to implement Oracles Primavera P6 Enterprise Project Portfolio Management
��
Increased precision in the acquisition of materials and services, ensuring more realistic forecasting for the government and better quality in business decisions regarding oil exploration projects
��
Enabled the company to carry out more projects without increasing the size of the project management team―maintaining a headcount of 40 professionals
��
Reduced stock and cost while increasing the availability of heavy machinery and construction materials
��
Integrated data for planning and implementing well-drilling projects, including information on project scope, operation time, and execution dates
��
Increased decision-making efficiency and transparency in reporting to the Federal Audit Court, shareholders, and partners
��
Expected to achieve the return on investment of US$180,000 in less than one year
��
Cut costs and the response time to internal clients
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| Anwender: |
Salt River Project |
| Branche: |
- Energie- & Wasserversorgung
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| Ort / Land: |
Phoenix, AZ / USA |
| Bericht: |
cnt1236478.pdf
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| Beschreibung: |
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Salt River Project Unifies IT Portfolio Management to Keep Diverse Utility Operations Running Smoothly
Salt River Project (SRP) is made up of two entities serving the Phoenix area: the Salt River Project Agricultural Improvement and Power District and the Salt River Valley Water Users' Association. The SRP district operates various power plants and generating stations to provide electricity to nearly 934,000 retail customers. The SRP association maintains an extensive system of reservoirs, wells, canals, and irrigation laterals to deliver nearly 1 million acre-feet of water annually.
Challenges
��
Improve management of the organizations extensive IT infrastructure, including more than 600 applications used to run its diverse electricity and water operations
��
Modernize and deploy technology standards to future-proof the organizations IT investments and deliver a scalable system
��
Reduce costs by retiring unused or duplicate systems
Solution
��
Implemented Oracles Primavera Portfolio Management to unify management of SRPs extensive IT portfolio including essential utility systems like work and asset management
��
Provided about 70 users in the IT support group with detailed insight into the product lifecycle of each piece of IT infrastructure and software in the entire portfolio
��
Revealed ways for the organization to reduce costs and risk by eliminating redundant systems and updating technology
��
Improved coordination across the organizations siloed business units, ensuring that users share experiences when evaluating new products, as well as avoid purchasing products already in use elsewhere in the company
��
Recommended the centralized management of licenses to enable the organization to capitalize on economies of scale
��
Discovered almost US$500,000 in budget reduction opportunities by identifying low use software that could be eliminated or migrated to alternative solutions
��
Identified approximately 150 applications that are close to being unsupported and prioritized them to begin modernization
��
Benefited from the dependences and relationships feature that enables users to quickly identify all systems used by one division, or all the divisions using one system
��
Helped managers to plan IT projects more proactively
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| Anwender: |
Transport for London (TfL) |
| Branchen: |
- Bauausführung
- Verkehr & Nachrichtenübermittlung
- Öffentliche Verwaltung, Verteidigung, Sozialversicherung
|
| Ort / Land: |
London, England / GB |
| Bericht: |
cnt1236469.pdf
|
| Beschreibung: |
|
|
|
Transport for London Optimizes Management of
US$59 Billion Project Portfolio While Cutting Overhead
Transport for London (TfL) is the integrated body that manages
transportation services across London. TfL manages Londons
buses, London Underground, Docklands Light Railway, London
Overground, and London Trams. It also runs London River
Services, Victoria Coach Station, and London Transport Museum.
Every day more than 27 million journeys are made on the TfL
network
Challenges
�� Simplify coordination and management of more than 400 key,
large-scale investment projects across three main delivery
modes and corporate services
�� Reduce workload in uploading project data from modal systems
for analysis, performance monitoring, and creation of summary
reports for investment management reviews
�� Comply rapidly with ad hoc requests for information from
government departments and internal senior management
�� Give managers access to timely, relevant data at their desktops
and allow them to conduct in-depth analyses on multiyear
projects with investment values of up to US$1.5 billion
Solution
�� Replaced legacy project reporting tool, which had functionality
and performance limitations, manual dependences, and high
overheads, with Oracles Primavera Portfolio Management
�� Used Primavera Portfolio Management to create a central,
scalable, Web-enabled repository for storing key project data
�� Benefited from Primavera Portfolio Managements unlimited
configurability to meet collaborative and analysis needs for the
organizations many transportation-related projects
�� Uploaded project data from Primavera and third-party sources
into Primavera Portfolio Management, improving the
consistency and accuracy of data reporting and cutting lead
time for new report creation from 10 days to 1 day
�� Enabled managers to access personalized, timely data without
IT team input and 10 times faster than using legacy system
�� Used specialist analytics, reporting, and publishing tools from
Oracle partner BPM to extract highlights and create executive
summary packs for investment management reviews
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|
| Anwender: |
Tribunal Regional Eleitoral deSanta Catarina TRE SC |
| Branche: |
- Öffentliche Verwaltung, Verteidigung, Sozialversicherung
|
| Ort / Land: |
Florianópolis, Brazil / D |
| Bericht: |
cnt1236466.pdf
|
| Beschreibung: |
|
|
|
Tribunal Regional Eleitoral de Santa Catarina Improves Elections Organization with Project Management Tool
Tribunal Regional Eleitoral de Santa Catarina (TRE-SC) solves election-related conflicts and maintains voter records for Santa Catarina. It also organizes and operates polls for federal, state, and local elections. TRE-SC manages operations for 104 election registers across the state.
Challenges
��
Standardize head office project management tools for TRE-SCs 104 election registers
��
Increase security for activities and process management in the voting process
��
Set up a highly detailed schedule to share election planning with the court secretary and determine election zones to streamline information between institutions, improving election organization
��
Register all technical and administrative procedures, so Court staff can identify the status activities under their responsibility
Solution
��
Worked with Oracle Partner Verano Engenharia e Sistemas to implement Oracles Primavera P6 solutions to create a unified project management environment for registration and voting activities
��
Used Primavera P6 Professional Project Management in TRESC and in all 104 election zones to register procedures associated with organizing elections and associated deadlines
��
Managed IT projects to develop software, especially for the planning, setting deadlines, and follow up of activities
��
Started controlling all the elections activities performed by the Court staff, offering a systemic visibility of the elections procedures, such as staff and equipments allocation, materials and trainings
��
Anticipated several steps when organizing elections to better align budgets with requirements, optimizing resources and avoiding overburdened the staff
|
|
| Anwender: |
Western Power |
| Branche: |
- Energie- & Wasserversorgung
|
| Ort / Land: |
Perth, Australia / AU |
| Bericht: |
cnt1236460.pdf
|
| Beschreibung: |
|
|
|
Western Power Lowers Financial Exposure, Improves Regulatory Compliance with Portfolio Solutions
Western Power is an electricity network corporation owned by the Western Australian Government. The company transmits and distributes electricity to more than 1.5 million homes and businesses every day. It manages more than 96,000 kilometers of powerlines, 630,000 wooden poles, 225,000 streetlights, and almost 14,000 substations throughout Western Australias southwest region.
Challenges
��
Achieve greater transparency, better forward planning, and resource management across a portfolio of programs and projects
��
Develop compliant and auditable submissions to the State Economic Regulatory Authority
��
Minimize financial exposure and operate in a tightly regulated utilities market
��
Improve end-to-end project delivery time and optimize asset maintenance costs
Solution
��
Enabled the company to better plan, track, and manage the scope of each project and program; the resources that are required; and the overall cost
��
Provided visibility in advance into upcoming resource shortfalls, which enabled managers to review delivery options to ensure good outcomes rather than expose the company to higher costs by hiring external contractors for a short term
��
Ensured projects were prioritized correctly, based on risk, to establish where the company may face significant financial exposure
��
Positioned to enable projects to be delivered faster and reduce costs related to maintenance of assets, such as equipment in its transmission plants
��
Positioned to help meet service requirement deadlines by flagging key milestones that need to be achieved if projects are to be delivered on time and on budget
��
Positioned to cut labor costs over time with improved management of projects and programs of work
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