Brisbane PUXX Slides - June 2017

Prescience User Experience Exchange

Brisbane, June 2017

The Prescience User Experience Exchange 2017 | Copyright © 2017 Prescience Technology

Welcome

UPCOMING EVENTS

Perth

15 Jun 2017

Sydney

20 Jun 2017

Brisbane

22 Jun 2017

BUSINESS PEOPLE TECHNOLOGY


Agenda

6:00pm 6:15pm 6:30pm 6:45pm 7:00pm 7:15pm 7:30pm 7:45pm 8:00pm 8:15pm

Welcome &

Introductions

Project Snapshot

Presentation

Demo Stations,

Food & Drinks

Surprise Software

Reveal

Collaborate17

Presentation

Summary & Close


Meet our speakers

Digital Transformation in a Project Driven World

WAYNE THURGATE

PROJECT CONTROLS

DIRECTOR – HATCH

PROJECT SNAPSHOT

PRESENTATION

WAYNE WILSON

COO – PRESCIENCE

TECHNOLOGY

COLLABORATE17

PRESENTATION

DAN PATTERSON

CEO & FOUNDER –

BASIS

SURPRISE REVEAL


About Prescience Technology


What do we do?

Project controls and beyond!

FINANCE & ERP

SOLUTIONS

PROJECT

SOLUTIONS

CLOUD

SOLUTIONS


What do we do?


Our Clients


An Update

What have we been up to since the last PUXX?

Attended Oracle Construction

& Engineering Global Advisory

board in Las Vegas.

Loretta raised almost $7,000

for Act for Kids trekking the

Alps of New Zealand!

Signed a unique agreement

with Oracle University to

deliver training nationally.

Delivered our first solution into

South East Asia, setting the

stage for further growth.

Teamed up with project

controls extraordinaire, Dr

Dan Patterson.

Further expanded our cloud

capability with Unifer, P6 and

Prime Cloud solutions.

Prepared by:

DIGITAL TRANSFORMATION IN A PROJECT DRIVEN WORLD

Wayne Thurgate – Hatch Associates

tbc – “to be converted”

linkedin.com/in/wayne-thurgate-317bb347


Context

“War is ninety percent information”Napoleon Bonaparte, French military and political leader


Response to Digital Challenge

Defined

• 8,000 staff• 65 offices (on all continents excl. Antarctica)

• Projects valued at $50 Bill. currently under management

• 5 business sectors• Metals

• Infrastructure

• Energy

• Digital

• Investments


Hatch Digital’s Value Proposition

Utilizing knowledge of

clients’ technologies &

operations to develop

digital solutions to

support design & build

Transferring design &

build information

(“Digital Asset”) into

clients’ operations


Context – Magnitude of the Issue

An outdated but relevant video . . .

There are more recent versions of this video, but this one still delivers the message . . .and in any case, has the coolest music . . .

‘Did you know?’ presentation –

(Presented to Sony Board 2010 –

updated 2016)

http://www.youtube.com/watch?feature=player_detailpage&v=jp_oyHY5bug


Business Imperative

• Pace of change - data volume is increasing exponentially – x2 every two years.

• “Change is the new Status Quo”.

• We need to be increasinglyadaptable or be left behind.

• Time taken to reach market audience of 50 million• Telephone - 75 yrs

• Radio - 38 yrs

• TV - 13 yrs

• Internet - 4 yrs

• iPod - 3 yrs

• Facebook - 2 yrs

• Pokemon GO 19 DAYS

Courtesy of VisualCapitalist.comZettabyte – 10 21

http://www.visualcapitalist.com/


What is Digital Transformation?

“Digital Transformation is the change associated with the application of digital technology in all aspects of human society”

. . . Wikipedia

• Digital Transformation commenced with introduction of computers mid 20th century.

• Recent “explosion” in volume of data is driven by the Internet & lower cost of technology.

• Internet and other “disrupting technologies” have brought a new meaning to ‘Digital Transformation’.

“Information is the oil of the 21st century, and data analytics is the combustion engine . . .”

(Peter Sondergaard, Gartner Research)


4th Industrial (Technical) Revolution


Digital Technologies

Some of the newer technologies that enable digital transformation include:

WHAT DOES IT MEAN IN A “PROJECT DRIVEN WORLD”


Level of (Construction) Project Digitization

• Extremely poor level of digitization in (Construction) Project industry –• Construction efficiency

• Construction handover to operations

• Missed opportunities -• Safer construction & operation

• More predictable project outcomes

• Integrated & streamlined design, supply & construction

• More efficient resource usage

• More complete & useful asset definition

• Real-time operations support


Need for Improved Project Efficiency

• Construction project performance• Aver. Schedule overrun - 20mths

• Aver. Budget overrun - 80%

• Improvement suggestions (McKinsey) –1. Higher definition surveying & geo-

location.

2. Next generation 5-D BIM.

3. Digital collaboration & mobility.

4. Internet-of-Things & advanced analytics.

5. Future-proof design & construction.


1 - High Definition Surveying & Geolocation

• New technologies –• 3-D scanning

• Sonic Detection & Ranging (SODAR)

• Light Detection & Ranging (LiDAR)

• Cloud Point imaging

• Thermal imaging

• Geospacial Information System (GIS)

• RFID

• UAV (Drones)

• etc.

• Benefits –• Safety

• As-building

• Estimating


2 – Next Generation BIM 5-D

• Linking project information to 3-D design (BIM 3).• BIM 4-D – Schedule

• BIM 5-D – Quantities & Cost

• BIM 6-D – Geo-spacial & Sustainability

• BIM 7-D – Asset Management

• Supporting technologies –• Virtual Reality

• Augmented Reality

• Benefits –• Design & execution visualisation

• Integrated data across all phases

• Schedule & cost

• Stakeholder expectations

• Operations.


BIM 7-D – Asset Info. Mgt (Digital Twin)

• Transfer of Asset data from Project to Operations - “Digital Twin”.

• Big Data put to practical use byOperations.

• Benefits -• Safety with virtual training

& inductions.

• Cost reduction of more efficient upload of Ops & Maintenance information.

• Schedule reduction with organised handover of Operational readiness

../Hatch AVP Video - Extended.mp4


3 - Digital Collaboration & Mobility

• Digital office.• Moving away from “paper-based”

systems

• 3-D Design Reviews.

• Integrated planning & real-time status.

• Progress measurement &reporting.

• Site networking & communication.

• Mobile devices.• Field visualization –

e.g. Augmented Reality.

• Smart phones.

• Mobile statusing.

• Remote site visits.


4 - IoT & Advanced Analytics

• Project sites are complex & congested.

• Large volumes of data not used effectively.

• Need to embrace Big Data –• Collect

• Share

• Analyse

• Optimize & Predict

• Act & Improve

• Big Data – big opportunities.• Safety – e.g. personnel & equipment positioning.

• Improved technologies to capture, store & analyse data.

• Significant cost reduction in cost of hardware to capture and analyse data.


5 - Future-proofing Design & Construction

• New construction technologies –• Pre-assembly & modularisation (incl. PPVC)

• Robotics

• 3-D printing

• New materials –• Self-healing concrete

• Concrete canvas

• Topmix permeable

• Aerogels

• Nano-materials

• etc.

WHAT ARE THE CHALLENGES ?

& what do we need to do now?


What are some of the Challenges?

• Construction industry is typically risk-adverse.• Adversarial contract relationships don’t encourage client or contractors to explore new

technologies.

• Cultural resistance –• Document-centric (“paper-based”) to Data-centric or Integrated Project Delivery (IPD).

• Conservative workforce reluctant to adopt new tools.

• Standard platforms to enable data-sharing.

• Responsiveness to new disruptive technologies.

• (Perceived) Job security – workforce re-training.

• Security, privacy & ethics.


What do we need to do?

• Industry bodies & regulators need to invest & create incentives.

• More transparency & risk sharing contracts to encourage experimentation.

• Standard information structures & platforms to enable greater sharing of data.

• Organisational change management.• Better communication to benefits to minimise resistance to change

• More visionary & responsive decision-making

• Personally embrace change & new technology.

• Caution –As machines become more intelligent and move from efficiency enablingto decision-making, we need to ensure that humans still own the outcomesand are held accountable.

QUESTIONS ?

Thanks to:

• McKinsey article – ‘Imagining construction’s digital future’ (June 2016)

• VisualCapitalist.com

DEMO STATION SESSION

Interactive Software Demonstrations


Live Demo Stations

01

Oracle On-the-Go

Oracle Primavera

Mobile Solutions

Nick Fenn

Oracle Primavera

02

Project Driven Cloud

Integrated Cloud

Solution

Dipesh Vasa Prescience Technology

03

Schedule

Diagnosis 101

Deltek Acumen Suite

Wayne Wilson

Prescience Technology

INTRODUCING BASIS

Knowledge-driven Planning


What is BASIS?

Knowledge-driven planning solution

BUILD

Smart Planning drives

organisational knowledge and

expert opinion into your plan.

VALIDATE

Establish consensus across

projects and teams with

BASIS Review Cycles.

DELIVER

The BASIS Project

Whiteboard simplifies plan

presentation and feedback.


Introducing Iris

The first artificially intelligent planning assistant

BASIS introduces Iris, the first

AI planning assistant.

Iris learns from user interactions

and presents knowledge back.


Unveiling BASIS

Software demonstration

Dr Dan Patterson

CEO and Founder

BASIS


Early Adopter Program

Get in touch with us to find out more

Get in touch with us to learn

more or join the APAC Early

Adopter Program.

Prepared by:

BEST PRACTICES IN PROJECT SYSTEMS INTEGRATION

Wayne Wilson

@PrescienceTech

linkedin.com/in/wwilson2


What does integration mean?

The ability of computer systems

or software to exchange and make use of information.

KEY DRIVERS & CHALLENGES

Best Practices in Project Systems Integration


Common Industry Goal-Driven Processes

• Cost accurately planned and executed activities

• Robust forecasting capability throughout the process

• Resource optimization across sites/functions

• Visibility to mission critical information

• Agile management of unexpected changes

• Leverage current system of record data

Drive reliability: Projects delivered on schedule and within budget


Management Challenges

• System• Lack of integration creates inefficiencies• Multiple Data entry points• Excessive time in admin functions/tasks• Excessive licence and IT Burden• High level data inaccuracies due to excessive data entry

• Processes• Lack of staff understanding of the current process (multiple processes

to do the same thing)• Causes Low productivity• Causes confusion

• People• Right system for right job• Maintain high level of training with staff churn


Oracle Primavera P6 / ERP Integration

Benefits:

• Agility: Synchronize business and project objectives

• Predictability: Successfully deliver more projects per financial and time investment

• Productivity: Maximise resource usage

• Visibility: Maintain singular view of project information – “one version of the truth”

• Efficiency: Leverage existing investments in Oracle solutions

• Lower TCO: Save time and reduce business risk and cost with standard integration methods.

Projects

Calendars

Resources

Costs

Time

ERP


Value Proposition

Designed for Business Process Time to Value

Silo’d ERP Processes

Silo’d Primavera Processes

• Create Project

• Create Workplan

• Assign/Schedule Resources

• Change Management

• Progress Project…

• Setup Global Data Entities

• Create Project

• Create Budget/ Forecast

• Create Workplan

• Change Management

• Progress Project

• Collect Costs…

Integrated Business Flow

Create Project

Assign /Schedule

ResourcesProgress Project

Create Budget

Send Actual

Costs

Setup Global

Data

Delivers predefined processes and integration flows, such as:

1. Synchronize Global Resources, Roles and Rates

2. Create Projects in ERP or Primavera

3. Integrate Project Data with Workplans not enabled

4. Integrate Project Data with Workplans enabled

5. Collect and Synchronize Costs from ERP to Primavera

ORACLE INTEGRATED SOLUTION FOR CONSTRUCTION ON PREMISE



Project Planning and Execution

Product Footprint

Project Analytics Primavera Analytics

Primavera EBS

Primavera P6 EPPM

Primavera Unifier

Project Costing

Project Billing

Advanced Procurement

Endeca Extension for

Project ManagementProject Procurement

Business Intelligence

Project Management


Driving Project Controls

SubmittalsTeamCollaboration

Progress & ETCResources &

Capacity Plan

Issues & Change Requests

Procurement Plan Subcontract & Agreements

Requisitions and Purchase Orders

RFx & Quotes for Subcontract/PO

Initiation

Actuals & Committed Cost

CustomerBilling

Financial Plan

Cost & RevenueBudget

ProjectAccounting

Schedule

RFx & Quotes for Change

Management

Earned Value Analysis

ProductivityAnalysis

Cash FlowManagement

Primavera EBS

BI Project Controls

Payment Requests

Subcontractor Performance


Touchpoints

• Between EBS and Unifier• Resource List (EBS -> Unifier - > P6)• WBS (EBS -> Unifier -> P6)• Actual Cost (EBS -> Unifier)• Budgeting and Forecast (EBS -> Unifier)• Progress (P6-> Unifier -> EBS)• Subcontracts (EBS -> Unifier)• Subcontract Payment Requests (Unifier -> EBS)• Change Info (Unifier <=> EBS)

50.


• Includes all costs including projections from items that may be more speculative and not part of EBS

• Pending Changes

• Anticipated Changes

• Approved Changes

• Official financial reporting of project and organization

• Receipt Accruals

• Timecard Accruals

• Approved Changes

Forecasting

51d

EBS Financial Forecast Unifier Forecast

PRIMAVERA P6 & SAP INTEGRATION



Example of P6 Integrating with SAP

Integration Points

1. Global system information from ERP to P6 including financial periods, project codes,

cost codes, etc.

2. Global employee, asset, and other resource information from ERP to P6. This includes

employee skills and competencies and other attributes.

3. Project creation in either P6 or ERP. Project header creation/update to other system.

4. Task creation/update to and from ERP and P6 which is the Work Breakdown Structure

(WBS). This includes dates and other attributes.

5. Budget Creation/Update for each task to and from ERP and P6

6. Resource assignments to and from ERP and P6.

7. Actual financial costs from ERP to P6

8. Forecast cost to complete from ERP to P6

9. Scheduled progress to and from ERP and P6.

10. Employee time entered in P6 gets updated in ERP Time and Labor system.

Employees would still need to enter sick, vacation, etc. in ERP.

1. Global system

information

2. Global resources

3. Project header

4. Tasks

5. Budgets

6. Project resource

assignments

7. Actual financial

costs

8. Forecast cost to

complete

9. Scheduled progress

10. Employee time

entry


Project Lifecycle – Comprehensive Scenario


Example Resource Master Integration

Mandatory Step: SAP Workcenter Master Data transferred as Labour Resource Master to P6 - Master Data Flows from SAP to P6


Example Project Structure in SAP

Project Structure is created and Budgeting done in SAP

CASE STUDIES

Telecommunications

Steel Manufacturer (SAP)

Public Sector (SAP)


Telecommunication Company

Ability to be able to automatically forecast their project milestones over 500 plus projects with an average of 200 milestones per project.


Results

Solution

• Accurately update milestones forecast

• Report on slippages and delays

• Report on variations

• More accurate schedule forecast information

• Updates are quicker and more reliable

• Greater visibility of all projects

• Ingrate existing application with a robust schedule tool like Primavera

• Apply updates directly to the schedule

• Run the schedule and report on a weekly bassis


Challenges



• Primavera Integration – using Oracle Cloud

Client ERP System Client Integration Middleware

Firewall Primavera P6 Web Services(Cloud Environment)

Client Network

Primavera P6 Client

Integration Test Results

Typical ERP Weekly Synchronisation1,7200 Projects Updated

240,000 Activities Updated

Total Processing Time : ???? (Steve to update)


Steel Manufacturer

Replace existing shutdown and maintenance tools with one core product integrated with existing SAP system.


Results

Solution

• Increased competition from Overseas

• Different & inconsistent tools & methodologies adopted organisation wide

• Capacity planning and demand management poorly executed

• BPO Project delivered on time & to budget, including systems integration

• Benefits realization on track ($17m in 1st 12 months)

• Scope now expanded beyond Current Site

• Business Process Optimisation project

• Standardised and integrated EPPM and ERP system

Steel Manufacturer

Challenges


Steel Making Process

Coal LimeIron

Ore

Coke Ovens Sinter Plant

Molten Iron

Blast

Furnace

Basic Oxygen

Steelmaking (BOS)

Continuous

Slab Caster

Molten SteelContinuously

Cast Slabs

Tin MillHot Strip Mill


Development Tools before Integration

SAP

ZWSP0230

ZWSP0258

ZWSP0009

PRS

SMA

Excel

Reports

ABAPs Text Files•Outstanding Req.

•Historical

•Postponed

•In Process

•Proj. No. Costs

•Released Work

Project

Programs

Word

Docs

Day-T

o-D

ay

Sh

utd

ow

ns

Pro

jec

ts

Shutdown

Performance

Database

Projects

Database

Costs

Tracking

•Planned Times

•Actual Times

•Delays

•Performance

•Safety

Access

Reports

Access

Reports

Excel

Reports

Pro

jec

ts

Sh

utd

ow

ns


Resource & Outage Systems and Processes

Gunny’s

MS Project

Shutdown

Calendar

Richard’s

Shutdown

Calendar

“Bibles”

Geoff’s

Scheduled

Maintenance

Down periods

Pro-Jam

Sheldo’s

Training

Database

Sheldo’s

Shutdown

Performance

Database

Donna’s List

Of Employees

(Timesheet Entries)

Gerry’s

Monthly

Report

MainTech

Budget

Database

BW

SAP R/3

SAP R/2

Dave Johnno’s

Project Labour

Requirements

Spreadsheet

(soon to be database)

Plant Outage

“Calendar”

Labour

RequestsLabour

Allocation

Work

Lists

Work

Groups

Resource

Templates

List of EmployeesSMA PRSMESA

Jammo’s

Excel

Resourcing

Lance’s

Excel

Resourcing

Department’s

R&M sheets

Noel’s Systems

Microsoft Excel

Microsoft Access

Microsoft Project

Proprietary Package

Downday

Templates

Thorney’s

“Chris Brown”

sheet


Benefits of Enterprise Wide Solution

Work order data

Actual hours +

labour costs

Timesheets

Work order

Data

Dates / Work

centres

x

xxxx

x x x x x

xx xx

x

The preferred model supersedes the

majority of the existing disparate

tools used for allocating resources


Integration Points

• Work order information from SAP to Primavera

• Master Data from SAP to Primavera (Revisions, Maintenance Planning Groups and Work Centres)

• Resources (Work Centres) from SAP to Primavera

• Resource Assignments (Operations) from Primavera to SAP

P3eWeb MethodsSAP

Work Orders

Revisions

Maintenance Planning

Groups

Work Centres

Operations

Activity Information

Resources

Resource Assignments

Activity Codes

Resource Codes

AVAILABLE ADAPTORS

Primavera Gateway – Oracle’s middleware Product

Custom Built


Primavera Gateway

No

n P

rim

avera

Ap

pli

cati

on

sP

rimavera

EP

PM

Integration Broker

Graphical User Interface

Configuration ; Role-based security; Ad-hoc synchronizations; Monitoring

Maximo Provider

SAP Provider

Unifier Provider

EBS Provider

EAM Provider

JDE Provider

P6Provider

VCP Provider

Pu

bli

c A

PI

Inte

gra

tion

Syn

ch

Se

rvic

es

Compare

Industry-Specific Flows and Data Maps

Routine Maintenance; Shutdown and turnaround; Capital Project

Logging

Scheduling Audit

Customizations

Sample

Provider

VentyxProvider

InstantisProvider

Primavera Gateway – Architecture Overview


Integration Options

70

Internal Component Integration using Oracle SOA or WEB Services

Primavera

Unifier (SaaS)

Primavera P6

EPPM (SaaS)

Oracle SOAOnsite System

Project Delivery

Workflow

P6 Scheduling

Resources

Mgmt.

Risk Analysis

translation, error

handling, guaranteed

delivery features,

orchestration and batch

scheduling

ERP

Maximo

Content

Management

Other Systems

The Primavera components are directly

integrated however all external interfaces are

proposed to leverage an integration broker

service – SOA (instead of Primavera

Gateway).

Custom interface via Web services

Direct integration

CLOSING REMARKS

Conclusion & lucky door prize giveaway


Thank you!


Thank you to our sponsors!

Oracle Primavera Deltek Acumen


Lucky door prize

Win a BB-8 droid!

Prescience User Experience Exchange

Sydney, June 2017