the path to a single project controls system with a primavera core ppt
TRANSCRIPT
The Path To A Single Project Controls System With A Primavera Core
Doug Marr Downer Australia
24th April 2012
Overview
• Company Overview• Why Change?• Moving Forward• The Integrated System• Staging the Implementation• The Primavera Core• The Roll Out• Building Stakeholder Confidence• Managing the Life Cycle
Downer Australia – Company Overview
• On 22 February, 2011 Downer announced that its Australian Works, Engineering, Emerging Sectors and CPG Resources businesses would be combined into one division, Downer Australia.
• Downer Australia provides integrated solutions to support the critical infrastructure needs of our customers in the core markets of Minerals & Metals, Oil & Gas, Power, Transport Infrastructure, Water, Communications, Social Infrastructure and Property.
• Downer Australia employs more than 7,000 people and is one of Australia’s largest engineering and infrastructure service providers.
• Downer Australia is committed to Downer Group’s aim of achieving a Zero Harm environment.
PETRO CHEMICAL PLANTS WIND FARMS
Why Change?
• Due to the amalgamation of the different divisions there were separate applications and systems being used.
• Separate system, policies and tools meant– A lack of consistency between divisions– Reporting was inconsistent– Clients received different formatted reports from different areas
of the same business– Inefficiencies could be created internally.
Why Change?
• The decision was made to move to a standardized system that could be able to increase visibility whilst improving quality.
• Stakeholders needed to see quality reports that could make any project transparent and stand up to internal audits and scrutiny.
• Increase stakeholder confidence.
Why Change – The Old System?
6
FinancialSchedulingLabour Database
Document Control
Reporting
PCS RATPAC
Human Resource
Asset Control
Contract Management
Estimating
FAST TRACK
Moving Forward
• Making sense of the existing system by splitting the new Project Controls system into Streams that would align with the main business principles.
Schedule
LabourHours
Estimate
QuantityProgress
Cost
Quality
Document Management
Change Management
Consistency Transparency Repeatability
The Integrated System
SchedulingPlanningReporting
SchedulingPlanningReporting
LabourHoursActual
Earned.
LabourHoursActual
Earned.
EstimatesTimeCost
EstimatesTimeCost
QuantityInstalled
RemainingProductivity
QuantityInstalled
RemainingProductivity
CostBudget
Forecast
CostBudget
Forecast
QualityQA
Handover
QualityQA
Handover
DocumentsDrawingsNotices
Transmittals
DocumentsDrawingsNotices
Transmittals
ChangeVariations
Delays
ChangeVariations
Delays Integrated Project
Controls System
Integrated Project
Controls System
• Applications split into Primary applications and then supporting applications
• Primary Applications were the applications where we performed most of our business functions.
• Supporting applications included Microsoft Office and Adobe Acrobat.
• The framework for the Primary Applications formed the Integrated Project Controls System
Staging the Implementation
Due to the diversity of the business we needed to review all current applications used
With the short list we needed to see what tool aligned with both the business requirements and our clients requirements.
Once the system was designed it was rolled out to a pilot implementation. This pilot program allowed users to ‘test and stress’ the new system to find its limitations.
A full assessment of the capabilities required by each business unit was undertaken. This allowed us to cut applications from the selection process
Once the tool was selected it needed to be added to the design architecture of the overall solution to see if it could be integrated. Also the required hardware could be spec’d.
After successful pilot scheme a staged rollout was implemented.
The Primavera Core
SolutionSchedules and
Planning
SolutionSchedules and
Planning
• Reports for clients• Project Initiation and Execution• Cross divisional communication
Standardisation
• Integration with overall solution• Company wide access to all.• Network architecture required to
support the solution
Access / Integration
• Project Management Initiative subset• Procedures created prior• Policies and Procedures rolled out• Strict guidelines
Systems• Training of key personnel in P6• Corporate Buy In• Field Supervision Buy In
People
The Roll Out
ManagementWithout full management support the project will never gain any momentum. Management directs and guides the separate teams
across the multiple divisions.
The IT department in conjunction with Oracle consultants review, assess, monitor and implement the direction from management. .
Technical Development
Stage 5Stage 5
Management OversightPlan
Project Review and selectionData review and assessment
Divisional RolloutTest
SupportRollout
• Learning's and outcomes of the pilot program are reviewed
Stage 5 Review
• Stage 5 system performance is assessed
Assessment• Data migration plan• Data backup
Stage 6 Initiation
• Project selection• Division selection• Project categorisation
Stage 6 Initiation
• Divisional champions empowered to drive the initiative.
• Continual training and support.Stage 6 Rollout
• Selected projects migrated.
• New projects initiated in new system
Stage 6 Tech
The Rollout
• Divisional Champions assigned to drive the initiative in each area.• Existing projects remain on their current system to maintain continuity.• New Projects commenced on new system.• Continual training and support for all divisions through divisional
champion.
Building Stakeholder Confidence
• Demonstrating consistency, transparency and repeatability on all projects through:– Accurate reports– Clear and concise reports– Dashboards– Minimal time between request and read.– Reduced costs– Improving level of communication
Building Stakeholder Confidence
The only way to truly build stakeholder confidence is to consistently demonstrate project excellence with a standardised system of controls that meets and exceeds client requirements.
Managing the Life Cycle - Initiation
Project WBS created in Estimating tool and
Primavera P6RFT Received.
Completed Estimate handed to Scheduling
Sanity Check made between Schedule and
Budget
Estimate sent to Project Manager to create
budgets in line with original WBS
Managing the Life Cycle - Execution
PCS RATPACActual Hours and
Installed Quantities Entered
Dashboards and Reports
Costs and Accruals entered to financial
system.
Managing the Life Cycle - Closeout
PCS RATPAC
Outputs fed back to Estimating Team
Cost review and assessment.
Budgeted v Actual
Quantity review and assessment
Budgeted v Actual
Schedule review and assessment
Budgeted v Actual
