206610 instantis for the enterprise

An Introduction to Oracle
Instantis EnterpriseTrack
ORACLE
PRODUCT
LOGO
Prasad Raje
Vice President of Strategy
Former CEO and Founder, Instantis

Copyright © 2013, Oracle and/or its affiliates. All rights reserved. Insert Information Protection Policy Classification from Slide 122
Agenda
 Fit Within Primavera Solution Strategy & Vision
 Instantis EnterpriseTrack EPPM
 Instantis EnterpriseTrack Solution Overview and Drilldown
 Market/Thought Leadership & Customer Success

Fit with Primavera Strategy

Types of PPM Use Cases
IT
Earned
Value
ETO
Manufacturing
Routine
Maintenance
STO
Owner
Capital
Projects
EPC
Contractor
Process
ImprovementNPD

Oracle Primavera + Instantis
Instantis focuses on IT, NPD & Process Improvement
Strategies
Tasks
Work Orders
Portfolios
Resources
Deliverables
Projects
.Instantis
CorporateR & DIT
P6 &
Unifier
Capital Projects Manufacturing Maintenance
 Purpose Built for Sweet
Spot
Instantis is specifically built to
meet the top-down portfolio
management needs of resource-
driven environments
 Cloud Enabled
Instantis is built from the ground
up using cloud native technology
 Seamless PPM
Instantis offers strategy
execution capabilities
seamlessly integrated
with just enough project
execution

Oracle EPPM Strategy and Vision
Phase 1
Niche PPM Leader
Best-in-Class
Capital Projects
Phase 2
EPPM for Asset-Intensive
Industries
Best-in-Class
Capital Projects
Manufacturing
Maintenance
PLATFORMP6
Opportunistic
IT
NPD
Corporate
Phase 4
“Single-Platform” EPPM for
All Major Use Cases
Best-in-Class
All major PPM use cases
ORACLE
Phase 3
“Single-Vendor” EPPM for
All Major Use Cases
Best-in-Class
Capital Projects
Manufacturing
Maintenance
P6
Best-in-Class
IT
NPD
Corporate
INSTANTIS
NOW

Instantis EnterpriseTrack
EPPM

What is Oracle Instantis EnterpriseTrack?
Oracle Instantis EnterpriseTrack is the leading cloud-based
Enterprise Project Portfolio Management (EPPM) software used
by IT and business process leaders to improve strategy
execution and financial performance.
We do this by providing an
end-to-end solution to
manage, track, and report on
enterprise...
Resources
Projects
Costs & Benefits
Strategies
Processes
Portfolios

EPPM Challenges
Disparate Project Tracking
System Silos Leads to:
 Inconsistent and unreliable data
 Difficulty in reporting
 Weak executive visibility
 Lack of accountability for results
 Inability to drive and align projects
with corporate priorities
 High TCO
Lean Six Sigma,
Operational Excellence IT PMO
New Product Development
Business Transformation Departmental Projects

Benefits of EPPM
 Improve strategy execution by
ensuring executive visibility to
project activity and project team
alignment with and
accountability to business
priorities
 Optimize resource utilization
across portfolios
 Facilitate program execution
and risk management by
tracking programs which
depend on projects that span
multiple business units
 Reduce TCO by consolidating
PPM silos

EnterpriseTrack Solution
Overview

Product Overview

Demand/Request
s
Project Managers WBS/PMBOK Cost
Idea/VoC/Charter DMAIC//Best Practices BenefitsBelts
Ideas Phase Gates ROIProduct Managers
IT PPM
New
Product
Dev
Six
Sigma
Multi-initiative Capability

Setting the bar for Multi-initiative
Multi-initiative Requirements EnterpriseTrack Competition
Single software instance; not separate installations
Deep specialization & personalization by initiative
Dynamic administration of multiple initiatives in a live system No
Users assigned to/isolated by initiative
Separate System Administrators for each initiative No
Alignment of projects from separate initiatives to Strategies and
Processes
No
Cross-initiative dashboards and reporting
Many successful proof points of deployments No

Solution Drilldown

Dashboards & Reporting
Web 2.0+ Listing Page Personalization
Extensive client-side filter
settings, “group by” and Pivot
Composable Dashboards & Reports
Drag and drop gallery of pre-built drillable
components, easy to schedule share and print
Project Managers/Team Portfolio Managers Executives
Excel as Report Writer
Custom executive-defined reports
populated with live server data

Plan
Strategies, Applications, Processes…
 Drive business transformation and IT project
execution based on business goals and
priorities such as KPIs, balanced scorecards,
Hoshin objectives, etc.
 Assign, track, roll-up project performance, cost
and other metrics for IT, process improvement
and other strategic initiatives and programs.
 Manage IT like a business by executing IT
portfolio business strategies for applications
(APM), IT infrastructure, services, assets,
vendors and other investments.

Select
Ideas, Requests, Proposals…
 Centralize the ideation process
by capturing and filtering IT
project ideas via an on-line
portal
 Enforce consistent business
case, project scoping, resource
request and approval
processes and workflows for
simple and complex IT
requests

Mobilize
Capacity Management
 Optimize resource
deployment via "what if"
scenario planning to
simulate the impact of
shifting, excluding or
adjusting effort of
proposed project plans.
Example “what if” scenario showing “DB
Upgrade” project shifted out two weeks on
top panel and impact on resource heat map
(% utilization) by role on bottom panel.

Mobilize
Resources
 Enhance resource pool
visibility and allocation control
while balancing work demand
and supply.
 Overall or rolled-up views of
resource heat map
information can be rendered
that show aggregate planned
versus actual utilization for all
resources.
Example resource heat map
by role
Example planned vs. actual
resource utilization chart

Execute
Project Plans
 Increase project
visibility (status,
issues and
results)
leveraging a
flexible n-level
deep WBS
Example WBS: User-defined columns can be
displayed, reordered and resized on the fly.

Execute
Project Schedules
 An Interactive Gantt
chart allows users to
edit project plan start
and completion dates
and see the impact on
Gantt chart
 Or, drag and drop Gantt
bars and column
information will update
automatically.

Measure
Financial and Non-Financial Metrics
Example project finance summary page
showing tabs for other finance activities
 Track plan vs. actuals; top-
down and bottom-up
budgets; and capitalization,
expense and chargebacks in
the same system.
 Manage by measuring non-
financial performance
indicators such as defects,
service levels, trouble
tickets, or any other
operational metric of choice.

Collaborate
 EnterpriseStream™ is the first and
only purpose-built and “seamless”
collaboration and social networking
capability for PPM practitioners and
stakeholders across the enterprise.
 As a result, there is virtually zero effort
to set it up, start collaborating and see
immediate productivity results.
 Also, deep configurability and flexible
filter options allow the enterprise to
control and adapt the social stream to
the business culture and allow end
users to personalize their social PPM
experience.

Market/Thought Leadership
& Customer

Gartner’s On-Premises & Cloud-Based Analysis

Resource Management Maturity Model (RMMM)
 Goal: Define and execute an effective resource management
strategy in resource-constrained environments
 What it delivers:
– A framework and common language for communicating
about resource management objectives, issues and outcomes.
– Implications and consequences of operating at a particular
level of resource management and delivers a roadmap and a
guide to help characterize the optimal, aspirational level of
maturity.
– Critical guidance in the PPM software solution selection
process.
 Value:
– Resource cost savings, visibility, capacity optimization, best-fit
resource management process
1 2 3 4 5
 Five levels of maturity
 Seven dimensions
described for each level

Customer Success: IT PPM
Public Sector
OVERVIEW
 The Department of Health for a state government in Asia Pacific provides
health care services to 2.3 million people and is responsible for
implementing an IT project portfolio consisting of over 80 complex IT
projects and a $50 million annual budget.
CHALLENGES/OPPORTUNITIES
 The previous structure of the department included two PMOs, one
focused on major projects and the other on smaller projects and
operational areas. The two PMOs had separate personnel, practices and
tools.
 The challenge was to integrate the two PMOs to a single office and
introduce common tools, methods and systems to deliver a range of PMO
Services for major projects.
RESULTS
 Successfully consolidated PMOs into a
single office with EnterpriseTrack.
 Ensured the sustainability of the PMO
leveraging expert partner programming
and scheduling services and
EnterpriseTrack project scheduling and
resource management functionality.
 Continuing to work with HIN to implement
quarterly quality reviews of the PMO,
provide recommendations and support as
required, and to assist in implementing
process and technology improvements.

Customer Success: New Product Development
Chemical Industry
OVERVIEW
 This $3B specialty chemicals company’s goal was to leverage a single
platform for PPM starting with NPD and process improvement, moving to M&A
and Analytics projects in order to get better visibility and alignment of strategic
initiatives. Project Success would be defined as higher value projects and
products in a shorter cycle time
 Process are not visible and accountability is not clear
 “Gate discipline”: rules and definitions not consistently applied
 Inability to communicate program results to organization such as standard
metrics and financials in a timely and accurate manner
 No easy way to share best practices and perform resource planning and
tracking across NPD and other project portfolios
RESULTS
 Primary Benefits Realized: Visibility of
project alignment (or lack thereof!) with
strategic initiatives; easy access to
tools, templates, training; “single
version of truth” for project info, status,
due dates
 Next Steps: Establish maintenance
procedure, produce reporting. Evaluate
additional initiatives to expand platform
footprint (e.g., IT and Inter-Enterprise
Projects)
“Instantis provides the ability to align ideas
and in-flight projects and processes with
strategic imperatives and delivers robust
and standardized project selection,
tracking and reporting and resource
management processes.”

Customer Success: Process Improvement
OVERVIEW
 Over a decade ago this $30B+ diversified chemical company embarked upon
its Six Sigma journey as part of a broader corporate transformation strategy
aimed at re-inventing itself to compete in an increasingly knowledge-driven
economy.
 By 2006, the Six Sigma program generated several billion dollars in savings
and top-line growth but had outgrown the patchwork of 75 systems used to
track and report on program activities and financial benefits
 The customer’s challenge was to enable a single, trusted corporate view for
all of its continuous process improvement (CPI) project-related information
and project impact rollups across the enterprise
 This implies a single language, architecture, system and set of operational
definitions.
 All 5 major business platforms and 23 SBUs, all regions and all business
functions were in play.
RESULTS
 ~20,000 users in system
managing ~30,000 projects
averaging $300,000 in per
project benefits
 In 2010 switched from on-
premise to cloud (all users and
projects and over 1 terabyte of
document content) in less than
one week.
Chemical Industry

Customer Success: Multi-Initiative PPM
OVERVIEW
 $50B+ global pharma company continues to expand the use of
EnterpriseTrack across multiple project portfolio types and initiatives
starting with Lean Six Sigma and New Product Development and now
including CapEx Planning and Regulatory & Compliance.
 Meet project demand with existing resources in a multi-initiative
environment by improving utilization rates, increasing effectiveness of
skills/roles assignments and sharpening focus on strategic priorities
RESULTS
 Met resource requirements with
existing resources avoiding $5 million
cost associated with hiring an
additional 30-40 engineers.
 “The Instantis [resource
management] solution not only saved
us $5 million dollars within months of
the initial deployment, but it gave us
the discipline to focus on the right
things.”
Pharma/Medical Devices Industry
PMO Director

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