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How To Keep Your PCM Implementation From Becoming A Circus

Prepared by:

Ginger Bennett

Senior Consultant

Terillium

Ten Tips For A Successful Implementation

Session ID#: 15426

Ginger Bennett

■ Senior Consultant

■ Implementing Primavera Contract Management since late 1990s

Variety of Project Types and Sizes –

Construction Management: Up to $4.5 Billion

O&G Drilling Program: $6.5 Billion

Light Rail Expansion: $700 Million

US Border Patrol: $10 Million

Integrated Systems / P6 & ERP Implementations

Single Stand-Alone Systems

Terillium’s Resume

Platinum Partner

Over 250 implementations, 125+ certified consultants

15 Oracle Product Specializations

Consultants Average 15 years of experience

Oracle Accelerate Partner

Awards

FY2011, FY2012 Oracle Partner of the Year

2011, 2009, 2008, 2007, 2005: Titan Award Winner

Oracle Certified Accelerate Partner (EBS, OBIA)

Expertise:

Oracle Primavera Suite

Oracle JD Edwards, e-Business Suite, Business Intelligence Applications

Technical Consulting & Upgrades

System Implementation Consulting

Managed Services

What is Oracle’s Primavera Contract Management? What Will It Do For Me?

■ Does your organization struggle with maintaining project history?

■ Do your projects end up with several versions of the “final documents”?

■ Does Senior level management have a hard time tracking down project information and confirming that they are looking at current data?

■ Do your project managers have to wait for Accounting to provide monthly reports to give them information about where the $$ are?

What is Oracle’s Primavera Contract Management? What Will It Do For Me?

■ Provides A Platform for Project Collaboration

■ Central Repository

■ One version of the “truth”

■ Enforces Standards

■ Scalable

We Purchased The Software. Now What?

Is It Worth The Price Of Admission?

Is It Worth The Price Of Admission?

MAXIMUM RETURN ON YOUR INVESTMENT

A Successful Implementation

Versus A Circus

One: Determine The Audience

Assessing the Business Requirements

Determine The Audience – Assessing The Business Requirements

■ What does the business need the software to do?

■ Who needs the information?

■ What information do they need?

■ What information do they feed?

■ In what formats?

■ THINK WITH THE END IN MIND

Two: How Big Is Your Tent?

Determining The Scope

How Big Is Your Tent? - Determining The Scope

■ Many different modules and components

■ Intelligent functionality

■ Information gathered from the Business Requirements determines what modules and features to implement

■ Turn on? – or Off?

■ Also determined by what information the organization needs to get out of the system

■ THINK WITH THE END IN MIND

Three: Who Is The Ringleader?

Who Is Calling The Shots?

Who Is The Ringleader? Who Is Calling The Shots?

■ The Project Sponsor

■ Represents Senior Management with authority to:

▪ Define Goals

▪ Allocate Resources

▪ Make Decisions

■ Will champion the new system’s adoption

■ The Consultant is NOT the Project Sponsor or Ringleader – but is the experienced Subject Matter Expert that assists

Four: Addressing The Elephants In The Room

What Are The Elephants?

Addressing The Elephants In The Room

■ Elephants are the issues no one wants to talk about – but must for a successful outcome

▪ Standardized Processes and Procedures

Addressing The Elephants In The Room

■ Elephants are the issues no one wants to talk about – but must for a successful outcome

▪ Standardized Processes and Procedures

▪ Standardized Roles and Responsibilities

Addressing The Elephants In The Room

■ Elephants are the issues no one wants to talk about – but must for a successful outcome

▪ Standardized Processes and Procedures

▪ Standardized Roles and Responsibilities

▪ Consider the impact

Addressing The Elephants In The Room

■ Elephants are the issues no one wants to talk about – but must for a successful outcome

▪ Standardized Processes and Procedures

▪ Standardized Roles and Responsibilities

▪ Consider the impact

▪ Significant But Necessary

Five: How To Tame The Lions

Who Are The Lions?

How To Tame The Lions

■ Who are the “Lions”?

▪ Loudest protestors

▪ People who hate change (everyone)

▪ People whose “old ways” work just fine for them

▪ Don’t understand higher-level corporate objectives

■ Identifying the Lion Tamers (“System Champions”)

▪ Positive Influencers/Communicators

▪ Know the system and can demonstrate functionality

▪ Can communicate the benefits

Six: The Three Rings That Go Hand-In-Hand

Corporate Sponsorship / Communication

Management / Change Management

The Three Rings That Go Hand-In-Hand

■ Corporate Sponsorship –

▪ Worthy objectives

■ Communication Management –

▪ Communicate objectives and how we are going to meet them

■ Change Management –

▪ Changes need to be understood and managed so people can

cope effectively

Seven: Who Gets In?

Setting Up Security

Setting Up Security

■ Role-based Security templates

▪ Full access or partial access?

■ Multiple projects/multiple roles

Setting Up Security

■ Well-defined Security Matrix

Eight: Training The Handlers

Role-Based Training

Training The Handlers

■ Role-based Training

■ Conference Room Demos

■ Lunch & Learns

■ UPK

■ Email “Tips & Tricks”

■ TRAIN THE SYSTEM – not just the product

Nine: Enjoying The Peanuts And Popcorn

Forms and Reports

Enjoying The Peanuts & Popcorn – Forms and Reports

■ CM enforces standardized forms and reports

Enjoying The Peanuts & Popcorn – Forms and Reports

■ Sometimes used as a determining factor in which modules to implement

Enjoying The Peanuts & Popcorn – Forms and Reports

■ Ball In Court Assignments

Enjoying The Peanuts & Popcorn – Forms and Reports

■ Ball In Court Assignments

2

3

0

Enjoying The Peanuts & Popcorn – Forms and Reports

■ Alerts

0

2

0

Ten: The Closing Parade

Things Project Management Loves About CM

The Closing Parade – Things Project Management Loves About CM

■ Integration with financial systems provides a single source of the “truth”

The Closing Parade – Things Project Management Loves About CM

■ CM is scalable

■ CM provides project-level Document Management

■ Provides Issue Management

■ Provides Change Management

Change Life Cycle

RFI

Issue

Estimates

Meeting Minute

Proposals

Change Order

The Closing Parade – Things Project Management Loves About CM

■ Provides more efficient Project Closeout

■ Project Binder

Recap

Breaking It All Down

Recap - Breaking It All Down

■ Tip 1: Determine The Audience

▪ Assess The Business Requirements

■ Tip 2: How Big Is Your Tent?

▪ Determine the Scope

■ Tip 3: Who Is The Ringleader?

▪ Decide Who Calls The Shots

■ Tip 4: Address The Elephants In The Room

▪ Address Process & Procedures, Roles & Responsibilities

■ Tip 5: Taming The Lions

▪ Identify the System Champions

■ Tip 6: The 3 Rings Go Hand In Hand

▪ Establish Corporate Sponsorship

▪ Communication Management

▪ Change Management

■ Tip 7: Who Gets In?

▪ Set Up Security

■ Tip 8: Training The Handlers

▪ Provide Role-Based Training

■ Tip 9: Enjoying The Peanuts & Popcorn

▪ Develop Forms & Reports

■ Tip 10: The Closing Parade

▪ Things Project Management Loves About CM

Questions?

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