Implementation Focus Day – Content and Practical Field Usage Enablement Workshop Series

1. Implementation Focus Day – Content and Practical Field Usage Enablement Workshop Series 21st April 2011- Oracle Gurgaon, India Program Contributors: Nick Elford (Oracle Corporation)

2. Introductions • Name • Organisation and Role • Expectation from the class • Delivery issues and points

3. Workshop Agenda • 09:00- 09:30 Introduction to the day • 09:30-10:15 How you’re currently delivering Primavera? Breakout Break • 10:30- 10:45 PIM Phases ‘Walk through, context setting and materials’ • 10:45-11:45 PS, RA,D • 11:45-12:15 Estimating • 12:15- 12:45 P6R8 Design Document Lunch • 13:45-14:30 Case Studies- 1 (Thinking Big- Large Integrated Projects) • 14:30- 15:45 P&T, PV, R, AR Break • 16:00-16:30 Break Out- PIM on your projects. • 16:30- Case Study- Steve Gahm, Consulting Leader, Oracle PGBU • 17:10- Wrap Up, Review, Next Steps and Questions (Capture of actions) • 17:30- Close

4. Workshop Series Agenda: Day 2- Wednesday 16th February09:00-16:00 • Phase 3 Prototype and Test • BREAKOUT 2- On a smaller implementation where design and prototype have been merged list and present the expected deliverables at the end of the combined phase. • Phase 4 Production Pilot • Phase 5 Rollout • Phase 6 Assess Results • BREAKOUT 3- List and present parties to engage to write and gain approval for the rollout plan noting core and extended team members. At which point of the implementation project should each of them have been first engaged? • Business Cultural Impacts on Project delivery (discussion on points gathered throughout the day) • Wrap up and Close and Evaluation

5. Rules of the Road • Freeflow Session • Open • Question and Answer • Break Out’s • Use Everyone’s experience • Adequate breaks placed in for email and calls • Focus on role within Primavera Implementations- use the sessions to really enable yoursleves

6. Learning Objectives • By the end of the course attendees will: • Understand the phases of the Primavera Implementation Methodology and how this will migrate to the Oracle Unified Method over time. • Appreciate current status and be able to apply concepts learnt to operational project environments • Be able to relate content to live case studies given during the class

7. Business Cultural Impacts on Primavera project delivery (collected through the day) • ‘Use flip chart’ • Quick fire round up at end of day

8. What is the PIM • Developed over 20 years • Well established methodology based upon PMI lifecycle • Simple but effective phased process supporting a release based approach • A ‘starter’ kit to be used in part and scaled accordingly • Leveraged across the partner base

9. Tried and Tested: How well used is it?

11. PIM Summary Process Flow byKey Document

12. Introduction of OUM (Oracle Unified Method) OUM's Vision – Oracle is evolving the Oracle® Unified Method (OUM) to achieve the vision of supporting the entire Enterprise IT lifecycle, including support for the successful implementation of every Oracle product – applications, middleware, and database.  OUM includes three focus areas – Manage, Envision, and Implement.  OUM's Manage Focus Area provides a framework in which all types of projects can be planned, estimated, controlled, and completed in a consistent manner. At present, OUM Manage includes Oracle's Project Management Method (PJM) and Oracle's Program Management Method (PGM) and should be considered Oracle's single, global project management method.  OUM’s Envision Focus Area deals with development and maintenance of enterprise level IT strategy, architecture, and governance. Envision also assists in the transition from enterprise-level planning and strategy activities to the identification and initiation of specific projects.  OUM's Implement Focus Area provides a framework to develop and implement Oracle-based business solutions and will ultimately replace all of Oracle's legacy implementation methods like AIM Foundation, AIM for Business Flows, Compass, Results Roadmap, etc.

13. Top 10 Environment Success Considerations/RisksFood for thought “Avoid Rigid Thinking” http://www.50lessons.com/welcome.asp

14. Top Product Level Success Condsiderations/RisksFood for thought- Product Level Examples Think big: Is our configuration ultimately addressing the business need More with Less: The Opportunity to be a hero Efficiency http://www.50lessons.com/welcome.asp

15. Phase 0

16. Phase 1

17. Phase 2

18. Phase 3

19. Phase 4

20. Phase 5

21. Data Migration to one single instance of Primavera Migration analysis will be a key component of the discovery phase to understand what the Balfour Beatty landscape and data map comprises with regard to the Primavera products.  Currently we would look to work off what we have a s a current install base in terms of licenses but would need to undertake thorough investigation into how these are actually deployed into the field, what versions are currently running alongside a host of other considerations. Primavera consulting undertook a similar exercise with Network Rail in tandem with their upgrade from a distributed environment to the Primavera version 5  platform. Oracle’s experience is that a cost effective and timely migration is critical to the success of the overall Balfour Beatty. Oracle’s migration strategy ensures that the following key factors are thoroughly analysed and conclusions are completed well before the actual migration is executed: • The requirements for the migration- aims and objectives of this sub-project are clear to all • The reasons and business benefits of the migration • Sufficient technical and functional skills and resources required to deliver the migration are available and committed • Cost of the migration versus the above benefit • Timing requirements for the migration- noting resource requirements and levels of effort from Oracle and Balfour Beatty OpCo’s • End-user key concerns and needs to be addressed during and post the migration. In many cases plans and schedules are wholly owned, developed from infancy • The detailed migration plan including execution and test schedules • Go/No decision criteria and recovery planning • Migration risk mitigation and back up/out plan to help avoid disruption to the business operation and end customers. Specifically related to the Primavera Project toolset are the following factors that will be considered: • Complexity of schedule - this is not limited to volume of activities and is wider ranging to consider all project data. • Consolidation of project formats- assumed the majority of live, working plans will be presented in Microsoft Project. • Pragmatic approach to summary data- in a number of cases it is likely to be more prudent to take summary level rather than port across all data structures. For example when bringing historical information over what is mandated from a governance perspective and what is deemed ‘nice to have’. • Duration remaining on projects- closure in existing system and as built migration on completion to negate risk? • Cross project relationships and dependencies • Data structures in the Primavera database- these need to be established to support the incoming programmes • Harmonisation and common process across projects • Rationalisation where appropriate • Programme and Portfolio configurations • Data validation of project data through the migration process to culminate in production sign off • User training ‘touch point’- assurance that users are ready, able and supported to use the Primavera system once the migration has occurred. • Basic project reporting structures in place. Whilst a crucial element of the design phase the migration timing needs to support the reporting to ensure business continuity and key management information. • Adoption- the end user is considered the centre piece of this effort in the people, process, tool dynamic • Current integrations and process for project updating – i.e. recognition in planning of monthly reporting cycles and required metrics to be available. Interface requirements for R12. The migration from each instance to the single Primavera instance may be executed in the following three steps shown simplistically below where phases 2 and 3 are repeated based upon the factors above allowing migration to be carefully controlled , sped up or slowed down as appropriate rather than any ad vocation of a ‘big bang’ approach. This would be replicated for each of the OpCo’s or environments as we assume there may be multiple instance per OpCo. ·         Phase 1 – Establishment of staging database Migration Assessment and planning (versions migration factors) ·        Phase 2 – Staging database administration Project/Programmes cleansed Validation checks and sign off of data changes Critical updates (minimal approach) ·         Phase 3 – Migration to live database Validation Checks (data integrity and interfacing checks) Sign off Phases two and three will provide an iterative cycle to allow a project/selection of projects to be moved through into the production environment. The rolling approach is taken to allow business as usual activities and the work is undertaken in a staged manner to optimise working time to maintain operational tempo and effectiveness. Oracle would recommend the migration assessment be undertaken during the design phase which is positioned as Phase one of the Primavera Implementation under the OUM methodology. As in all technical projects communication and stakeholder management together thorough risk assessment and management are required to help ensure success. Migration key success factors include: ·         Robust management and leadership and strong sponsorship ·         Clear and well thought through migration strategy that is communicated to the key stakeholders of the migration ·         UAT testing to ensure business processes are robust ·         Data load testing to ensure data is correctly loaded in a timely manner ·         Test of migration process to ensure usability. ·         Training people in the new application and processes to ensure smooth transition to the new platform and ongoing adoption ·         Post migration support including onsite problem management and help desk support to enable problems to be resolve in timely fashion. ·         Crawl, walk, run approach- Effective communications to users that this is the first step and fluency will develop as tool usage increased as will tool maturity. As part of final step in the migration exercise, the project should Assess Results and complete the following: ·         All project documentation is completed and finalized. All scope of migration effort has been completed. It is likely that the migration ‘portfolio’ will change due to elapsed time and changing priorities. ·         Successful handover from the project to business-as-usual (BAU) support ·         Post migration review and Lessons Learned Analysis are completed and used in any subsequent migrations.

22. Phase 6

23. Aeronautics Company to switch to Primavera P6 to plan all aircraft programs Readiness Assessment Scenario 1 • COMPANY OVERVIEW • An SA. based company known for building the finest military aircraft in the world. • Industry: Aerospace and Defense • Employees: 110,000 • Revenue: US$45.2 billion • CHALLENGES/OPPORTUNITIES • Plan and schedule the design and manufacturing of the F-35 Joint Strike Fighter, the most advanced aircraft yet produced by an Aeronautics company • Apply the same solution to the F16, F22, C5, C130, and P3 aircraft programs • Meet government guidelines for managing an Integrated Master Schedule of over 100,000 interlinked tasks. • SOLUTIONS to be used • Oracle Primavera P6 Enterprise Project Portfolio Management • Oracle Primavera Risk Manager • SUCCESS CRITERIA REQUIRED • Create and maintain the Integrated Master Schedule spread across multiple projects • Reduce the need for ad-hoc bolt-on solutions required in the current solution • Implement new best practices not currently followed by staff May 2010

24. Public Sector Company uses P6 and OPPM to track IT project performance for submission of monthly IT dashboard metrics • COMPANY OVERVIEW • Industry: Public Sector • Currently protects the pensions of more than 44 million workers and retirees in more than 27,500 private single-employer and multiemployer defined benefit pension plans. • CHALLENGES/OPPORTUNITIES • Currently have multiple planning tools- excel and MSP. Not consolidated and consistent data. • Annual budgetary submissions cover a wide range of topics from business case development, alternatives analysis, financial planning. • Monthly IT Dashboard submissions include key performance metrics such as: • SV - Schedule Variance • CV – Cost Variance • Risk • CIO Project Evaluation Criteria • Track progress and status of activities related to payment of benefit pension plans for PBGC trusted plans. • SOLUTIONS • P6 - Oracle Primavera P6 Enterprise Project Portfolio Management Readiness Assessment Scenario 2 • Success Criteria Required • Provides monthly scoring and CIO review capabilities for IT projects against key performance metrics (SV, CV, & Risk). • Successful monthly submission to the project selection IT Dashboard. • Visibility of all current project performance November 2010

25. Public Sector Rail Company aims to use P6 Readiness Assessment Scenario 3 • COMPANY OVERVIEW • Large rail track operating firm • Multiple locations with different processes • Multiple divisions and major projects • CHALLENGES/OPPORTUNITIES • . Move independent business units (assets) to a mutually supported project environment. • Integrate “key segments” of contractor plans in a controlled environment. • Migrate from embedded reporting solution to the “one-stop shop” of Primavera P6. • Enable a PM database structure for future scalability and sustainable user performance acceptability. • Multiple reporting and coding requirements for individual divisions . • SOLUTIONS • P6 - Oracle Primavera P6 Enterprise Project Portfolio Management • Success Criteria Required • A standard set of enterprise-wide process flows, procedural documents and work instruction resulting in common understanding. • An archive solution to ensure a robust Primavera system manages future project demand by moving legacy and closed-statused projects through an automated solution. • Significant reduction in track possessions by combining dependent projects November 2010

26. Primavera Contract Management Cost and Change • Cost Control • Accountability • Contract Performance • Change Control • Contract Reporting • Issue Management PRIMAVERAContract Management • Cost Management • Dashboard • Reporting Planning and Execution • Project Management • Project Reporting • Planning & Scheduling • Time Tracking • Resource Planning • Project Risk and Issues PRIMAVERAP6

27. Oracle’s EPPM ArchitectureLeveraging Oracle Applications in the IT Ecosystem MasterData ERP (EBS, JDE, PSFT & SAP) PrimaveraPortfolio Management PrimaveraP6 Material Mgt, Agile, AutoVue, UPK, UCM, Spatial BPM & OBIEE Applications Project Cost Reporting Project Allocations, Burdening, & Costing Scope Mgt Portfolio Governance Project Monitoring Time Mgmt Project Capitalization & Chargeback Portfolio Finance Mgmt Processes Work-flow Resource Mgmt Project Planning & Budgeting Portfolio Planning Supplier Management Procurement Planning Benefit & ROI Mgmt Risk Mgmt & EVMS Portfolio Analysis Operational Effectiveness Financial Accounting Commitment Mgmt

28. Workshop Series Agenda: Day 1- Tuesday 15th February09:00-17:00 • Welcome • Introductions • Rules of the Road • Learning Objectives and Pre-requisites • Workshop Series Structure • What is the PIM, how has it been developed and where is it going? PIM in context with Oracle Unified Method • Implementation Considerations • Top 10 Environment Success Considerations/Risks • Top Product Level Success Considerations/Risks • Phase 0 Preparatory Assessment • Phase 1 Readiness Assessment • Customer Case Study 1 • BREAKOUT 1-Build and present Readiness Assessment plan which is resource loaded, has proposed activities and deliverables. (5 mins only to present) • Phase 2 Design • Customer Case Study 2- 15:00 • Business Cultural Impacts on Project delivery (discussion on points gathered throughout the day) • Summary and Review