Successes and Challenges with NYSDOT’s Implementation of Oracle’s Primavera Enterprise Level Project Management

Successes and Challenges with NYSDOT’s Implementation of Oracle’s Primavera Enterprise Level Project Management

Presented By: Mark Nagata, PSPTrauner Consulting Services, Inc.

March 5, 2012

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Meet Your Presenter/Introduction

Mark Nagata, PSP

Director, Shareholder

Trauner Consulting Services

12+ years experience as a Scheduler, Claims Analyst, Instructor

Co-authored, Construction Delays, second edition, and to AACE’s Recommended Practice for Forensic Schedule Analysis

Trauner is assisting NYSDOT with its implementation of P6 Enterprise

Discussion Topics

Implementation of Oracle’s Primavera Enterprise Level Project Management

Transition from P3 to P6 Enterprise Project Management

Critical Issues for Implementation Lessons Learned Advantages of P6 Enterprise

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Implementation of Oracle’s Primavera Enterprise Level Project Management

NYSDOT has implemented Oracle’s Primavera P6 Enterprise Level Project Management software.

Scheduling software database is installed on NYSDOT’s network servers.

Contractors, NYSDOT staff, and consultants access P6 through NYSDOT’s WAN and via Citrix.

Trauner has worked with NYSDOT to draft its new CPM scheduling provisions and CPM scheduling manual.

Trauner is also providing on-site staff augmentation to NYSDOT for P6 administrative support and USER helpdesk support.

2,500-named user license and 10 concurrent user licenses.

Key NYSDOT Contact: Mark White4

Transition from P3 to P6 Enterprise PM

Questions to be answered: Do we realize that this transition represents a

paradigm shift in time management on projects? Who are the “new” primary users? What is the ultimate goal of this implementation? What will it take to realize the ultimate goal?

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Transition from P3 to P6 Enterprise PM

Do we realize that this transition represents a paradigm shift in time management on projects?

Barchart/P3 to Primavera Enterprise Level Project Management is a shift from using the project schedule as a project management tool to a Program Management tool.

The nature of the system represents a shift in control and shift in the both the schedules’ intended use and “new” primary users.

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Transition from P3 to P6 Enterprise PM

Who are the “new” primary users? Based on the fact that the schedule can no longer

be located on the contractor’s database and, in most cases, is actually located on the owner’s server, it can be argued that the primary user of the schedule information is the owner.

In an enterprise level implementation, the owner has decided to have all of the project schedules for all of its projects located in one location. In most cases, the goal is to better manage the entire capital program.

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Transition from P3 to P6 Enterprise PM

What is the ultimate goal of this implementation? Better managing the entire capital program is a

very broad description of the goal of this implementation.

Having all of the project scheduling information in one place allow quicker identification and management of potential issues, delays, or problems on the program level.

However, what does it take to realize the full power of the software?

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Transition from P3 to P6 Enterprise PM

What will it take to realize the ultimate goal of a comprehensive program management tool? Although we discussed the concept of a paradigm

shift in from using the project schedule as solely a time management to the project schedules being used in a consolidated program management system, the second and possibly most difficult paradigm shift is the training, implementation, and maintenance of P6 with all project schedules on a continual basis.

The proper implementation and maintenance of the system requires full department-wide buy and adherence to the requirements.

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Critical Issues for Implementation

Establish Executive Vision/Goals Need Champions at Executive Levels Need Partnership with Contractors and Consultants Need DOT IT Support/Coordination “new/added”

responsibilities Need Sufficient Resources for Implementation and

Maintenance of Software System Establish Procedures for Information Gathering and

Management, including Best Practices Development and Issuance of Technical Policies,

Standards, and Guidance (Scheduling Manual) Training to Improve Project Management Skills and

Proficiency in P6 Software10

Critical Issues for Implementation

Used Phased Implementation. Focused on most complex projects.

Used Pilot Projects. Relied on volunteers that were motivated individuals, automation oriented, and early implementer types, and provided support.

Recommend that Design and Construction jointly develop preliminary schedule during final design and use it determine project completion, constructability review, etc.

Recommend providing preliminary construction schedule to all bidders.

Later phase to include electronic preliminary schedule for all projects.

Training for construction and consultant staff. Stress importance of project schedule integrity and its primary use is to manage project.

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NYSDOT Lessons Learned

NYSDOT uses a variation of four different specifications: Type 1 – bar chart, simple projects (monthly) Type 2A – CPM, routine project (monthly) Type 2B – CPM, moderately complex (bi-weekly) Type 2C – CPM, complex projects (weekly)

Contractors “MUST” develop and maintain schedules on DOT servers.

Need to include criteria for minimally acceptable schedule. Must have provision for no payment for late schedule

subissions. Lump Sum – Method of Measurement High-level CPM requirements in specification. Scheduling

Manual to supplement CPM specification and provide detailed requirements.

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NYSDOT Lessons Learned

IT ISSUES: Need higher level Oracle Primavera Maintenance/Support

Agreement. CITRIX server farm to distribute user load for P6 client users

for remote access. P6 web for Dashboard, reports, and graphics DO NOT import schedules in the enterprise database.

PROGRAM AREA SUPPORT ISSUES: Use Web page to disseminate policy & guidance to users. Implement shared email address for Admin staff. Implement group email contact list to notify user group of

schedule maintenance issues. Regularly monitor security profiles and privilege for changes.

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NYSDOT Lessons Learned

RESOURCES ISSUES: Initially required various levels of resource loading based on

project complexity. Contractors dislike resource loading, time consuming data

entry, and impression that DOT had limited use for data. Have now shifted to requiring productivity rates instead of

resource loading. Productivity rates entered into activity Notebook tab, along

with corresponding quantity. Easier for both contractor and DOT review.

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NYSDOT Lessons Learned

TRAINING ISSUES: Use custom training manuals geared toward Primavera

software that utilize highway/bridge example projects. Use separate training database for hands-on training for

course attendees. Use training AD accounts and P6 accounts. Accounts active

during training courses. Use Master training database to restore training database

after each training course. Providing just in time training for construction field office staff. Training rooms have one computer per course attendee. Program Area facilitator at training course to handle detailed

construction policy issues, coordinate with IT HelpDesk staff to resolve problems, and assist attendees.

Train the Trainer not successful. Engineers do not wan to provide training in software or project management.15

Advantages of P6 Enterprise

NYSDOT’s Main Office provides all of the IT support and user licenses for the enterprise system. Maintains data security and integrity Regularly scheduled and automated data back-ups Only one software version needs to be maintained and

supported by NYSDOT IT. More reliable training environment: application software,

dedicated training database, training user accounts. No proprietary software issues. Use Consultant Term Agreements to provide assistance

to EICs for schedule reviews & dispute resolution. Able to coordinate additional assistance through Oracle

Support contract.

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Advantages of P6 Enterprise

Having the Main Office database from which contractors, NYSDOT staff, and consultants work from ensures that: Schedule development is standardized. Schedule structure coding, layouts, filter, etc., are all the

same. Schedules are calculated using the same settings. Faster schedule review. No mailing of discs, loading files,

lost files, or converting.

Project record (Schedules, Narratives, Reviews) are available to all parties via the web electronically.

Improve collaboration/communication between NYSDOT, contractors, and consultants.

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Further Information:

Now Available!

1617 JOHN F. KENNEDY BLVD.SUITE 600

PHILADELPHIA, PA 19103Phone: (215) 814-6400

Fax: (215) 814-6440

Mark.nagata@traunerconsulting.comwww.traunerconsulting.com

Mark F. Nagata, PSPDirector/Shareholder

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