Leveraging Primavera and EcoSys Financial Manager for Better IT Financial Management at SunTrust Banks Christina Critzer

1. Leveraging Primavera and EcoSys Financial Manager for Better IT Financial Management at SunTrust BanksChristina Critzer, PMP – SunTrust BanksTom Brown, PMP - EcoSys

2. What’s your relationship to SunTrust?

3. Snapshot of Primavera at SunTrust 5,000 enterprise licenses Support 4 different environments: Development, QA, Training and Production Actively utilize the following Primavera components: Project Manager Client myPrimavera with Collaboration Methodology Manager & Project Architect Compression Server Timesheets Automated Job Services Custom API jobs for various purposes Implemented other niceties: Validation portals for showing non-compliance with business rules 3rd party reporting through Crystal Enterprise with COGNOS migration in progress Financial management via integration with EcoSys FM Security Administration ~300 security access requests processed @ month Centralized workstream, program & project reporting Centralized administration of project baselines, project closure Decentralized allocation of project id’s

4. You know what Primavera is, so what is EcoSys?You know what Primavera is, so what is EcoSys?

5. “This unique solution provides budgeting, forecasting and consolidation within a project management framework.” - 2008 BPM Buyers Guide

6. Bridging Corporate Strategy with Project Financials

7. Enterprise Budgeting and Financial Management Fully web-based, thin client Can be fully integrated via XML EcoSys Financial Manager

8. EcoSys: The Company Enterprise project financial management software and services Founded in 2000 Primavera Premier Service Partner/Technology Partner: Over 150 Enterprise PM implementations

9. EcoSys Representative Clients Government/Mil/A&D BAE Systems NASA Northrop Grumman Raytheon Sikorsky Helicopter US Federal Aviation Administration US Department of Defense US Department of Energy US Department of Transportation US Army US Navy Lockheed Martin Engineering & Construction ABB Amtrak Bechtel GE Power Gottlieb Skanska US Army Corps of Engineers Siemens

10. You know what Primavera is, so what is EcoSys?You know what Primavera is, so what is EcoSys?

11. Decision Drivers Prior to implementing Financial Manager, one of our public sector customers asked US Congress for $40MM less budget than they actually needed, due to an Excel spreadsheet error. A Commercial IT customer determined that its complicated, error-prone project financial reporting process was underreporting IT spending by $10-20MM. Budget overruns are common across all industries, and in the extreme can run into the billions of dollars with poor schedule-to-cost forecast alignment. …and if the first two are not dramatic enough, the third bullet should do it This would be a good lead into why SunTrust moved toward a Financial Manager solution…and if the first two are not dramatic enough, the third bullet should do it This would be a good lead into why SunTrust moved toward a Financial Manager solution

12. Control over Corporate reporting Increased financial visibility Increased financial controls Increased financial accuracy “Managing at the Speed of Change” Examples of lack of control What was the “burning platform”? Basically, how bad was it? “Managing at the Speed of Change” Examples of lack of control What was the “burning platform”? Basically, how bad was it?

13. The Story Benefits - Ease of use for labor and non-labor expenses Benefits - Ease of use for labor and non-labor expenses

14. Control over Corporate Reporting Financial Visibility Between Business and IS Disparate databases Elongated throughput of data _ Elongated… manual processes. Multiple owners of data sources. _ Elongated… manual processes. Multiple owners of data sources.

15. Financial Control Floating project source data Incomplete/inconsistent GL data Core processes managed in Excel Spreadsheet formula errors Version control issues Extensive data consolidation efforts No lockdown control point Control over Corporate Reporting

16. Financial Accuracy Rates Blended vs. Actual Internal vs. External Forecasting hours Project-based, bottom up “estimate” Contract/P.O. based Control over Corporate Reporting

17. Requirements Flexible structure Organic organizational change A learning environment Portfolio Management Distributed project management Distributed cost management Tracking funds to multiple sources Organizational budgeting Retain GL responsibilities Control over Corporate Reporting

18. Constraints Project Governance Phase-based budgeting, actuals, forecasts Accountability/Traceability SOP 98-1 Meeting organizational guidelines Improving reporting lag Control over Corporate Reporting

19. Financial Visibility Between Business and IS Disparate databases Elongated throughput of data Control over Corporate Reporting _ Elongated… manual processes. Multiple owners of data sources. _ Elongated… manual processes. Multiple owners of data sources.

20. Financial Control Floating project source data Incomplete/inconsistent GL data Core processes managed in Excel Spreadsheet formula errors Version control issues Extensive data consolidation efforts No lockdown control point Control over Corporate Reporting

21. Financial Accuracy Rates Blended vs. Actual Internal vs. External Forecasting hours Project based, bottom up “estimate” Contract/P.O. based Control over Corporate Reporting

22. You know what Primavera is, so what is EcoSys?You know what Primavera is, so what is EcoSys?

23. Snapshot of EcoSys at SunTrust

24. Closeouts

25. Closeouts (cont.)

26. Adjustments

27. Adjustments (cont.)

28. Rates

29. Forecasts

31. Requirements Flexible structure Organic organizational change A learning environment Portfolio Management Distributed project management Distributed cost management Organizational budgeting Retain GL responsibilities EcoSys at SunTrust

32. Requirements – Flexible Structure

33. Requirements Flexible structure Organic organizational change A learning environment Portfolio Management Distributed project management Distributed cost management Organizational budgeting Retain GL responsibilities

34. Requirements – Portfolio Management

35. Requirements Flexible structure Organic organizational change A learning environment Portfolio Management Distributed project management Distributed cost management Organizational budgeting Retain GL responsibilities

36. Requirements – Multiple Funding Sources Multiple Funding Sources Distributed cost managementMultiple Funding Sources Distributed cost management

37. Constraints Project Governance Phase-based budgeting, actuals, forecasts Accountability/Traceability SOP 98-1 Meeting organizational guidelines Improving reporting lag

38. Constraints - Project Governance

39. Constraints - Project Governance (cont.)

40. Constraints - Project Governance (cont.)

41. Constraints Project Governance Phase based budgeting, actuals, forecasts Accountability/Traceability SOP 98-1 Meeting organizational guidelines Improving reporting lag

42. Constraints – SOP 98-1

43. Constraints – SOP 98-1 (cont.) Multi-step/multi-role Excel based One month delay in reporting

44. Constraints – SOP 98-1 (cont.)

45. Summary A burning platform need triggered a response Integration of EPM and financial tool Working within a project management framework A consolidation of process and tool