Having been a biennial event since 1991, the Vietnam Oil and Gas EXPO has grown in size and has gradually become a famous exhibition in the region. This year’s EXPO attracted many Vientamese and International oil and gas companies, equipment manufacturers, services suppliers and product retailers in the field of petroleum and energy. In total about 190 exhibitors from over 19 countries were in Hanoi to participate in the expo. Compared to previous years, the 2011 EXPO appealed to a considerable number of international and local investors and companies. Besides those who are working in oil and gas industry, many other visitors like business people, scientific researchers, engineers from other disciplines, and students from technological institutes and schools also came to visit the EXPO.

At this exhibition, KPMS introduced our IT solutions and services dedicated to the Oil and Gas industry as well as project management in general. KPMS attended “Vietnam Oil and Gas Expo 2011″ with the desire to approach other partners due to the fact that Vietnam Oil and Gas Industry has great potential and more oil and gas exploitation projects will definitely be implemented in the near future.

KPMS distribute best in class solutions in Vietnam such as project management software (ORACLE PRIMAVERA), cost management software (HARD DOLLAR), facilities management software (ARCHIBUS) and project collaboration and document management software (KPOINT); all of which combine to provide a complete set of solutions that are suitable for the oil and gas, energy, construction as well as many other industries.

At this exhibition, KPMS had opportunities to showcase solutions combined with professional services that support the entire project life cycle management. We met many visitors currently working in the oil and gas and energy industry in Vietnam and other countries to exchange information of the solutions they take interest in. Additionally, we also met a lot of existing clients (PVEP, PVGas, PVE …) who we have had already implemented our solutions. KPMS would like to thank all those were participated and joined the EXPO and look forward to the next event in 2013 which will be in Ho Chi Minh City.

Block B – O Mon Pipeline Operating Company (BPOC) has decided to use KPOINT – the project information management solution provided by Ket Noi Project Management Services Corporation (KPMS Corp.) for Block B – O Mon Gas Pipeline Construction Project.

The project Block B – Omon Gas Pipeline is one of the important project in the Oil and Gas Industry, which commences on the traditional date of Vietnam Oil and Gas Industry (27th November 1961 to 27th November 2009). The owner of the project is PVN with the total investment up to 1 billion USD.

The consortium consists of PetroVietnam Gas Corporation, Mitsui Oil Exploration Company of Japan, Thai PTT Exploration and Production Public Company and American firm Chevron.

Also, Block B Omon connects with gas pipeline system in the South-East Asia and gas pipeline system of South-East in order to balance the gas demand of Vietnamese market in the future. Block B Omon Gas Pipeline with the total length 400km, in which offshore length is 246km and onshore length is 152km, across Can Tho City and 4 provinces: Hau Giang, Kien Giang, Bac Lieu, Ca Mau. The project capacity is 18.3 millions m3/day night (6.4 billions m3/year). This is the biggest gas pipeline project in Vietnam up to present, which has the longest onshore pipeline.

When operational, this will be the fourth gas pipeline in Vietnam after the 107-km Bach Ho, the 370-km Nam Con Son, and the 325-km PM3-Ca Mau gas pipelines.

10-12^nd, 2011

Introducing KPOINT, the comprehensive project collaboration suite that equips users with all of the tools they need to better control the projects documentation, people and processes.

Over the years we had discovered that one of the key factors that delays the progress of projects in Vietnam is often due to a lack of collaboration and inefficient document control.

The many stakeholders in the project not only do not exchange information efficiently and quickly but also do not react promptly to changes occurring during the project.

As projects continue to grow in terms of scope and complexity the challenge of managing and controlling the large volume of information across many project participants has become a real challenge. Often IT compounds such problems with incompatible file formats leading to unnecessary costs and ineffective information silos that create barriers and bottle necks in the project workflow.

Another growing issue has been the inability to detect, communicate,report, and track changes in project drawings and documentation. With so many versions and parties involved how is it possible to be sure which version is current? In the past often mistakes are made with uncontrolled changes occurring among departments and design disciplines such as Architectural, Structural, Civil and MEP Engineersand can lead to expensive rework that could have been avoided if detected earlier. What if there was a better way? A way to ensure that all project participants could be on the same page, at the same time, viewing the most current information?

THE SOLUTION – KPOINT

With the introduction of concepts such as Building Information Modeling (BIM)andIntegrated Project Delivery (IPD) the industry has responded to address and solve some of these issues. KPOINT is a solution that has embraced these new methods and been designed with the specific goal to provide clarity and visibility of the project that has never been possible before.

Developed based on Java and cloud computing technology, KPOINT is used to manage and process all of the information, documentation and drawings related to the project. In doing so KPOINT assists all project stakeholders such as owners, consultants, engineers, designers, contractors and suppliers, allowing them to store, manage, share, process and track drawings, documents and other kinds of project information via a centralized database.

With KPOINT all users can easily access the system online, anytime and anywhere, thus assuring the project and each deliverable is updated consistently and in real-time while facilitating, harnessing and enhancing better team collaboration.

KPOINT comes built with the following core functionality:

Document Management

The average construction project with a scale of up to 20 floors can include more than 100,000 documents and drawings of all kinds. Handling the multitude of project files and formats such as drawings, BIM models, contracts, schedules and reports can become a significant challenge even for the most simple projects, even more so where the requirements and demands of diverse groups of project participants become involved. Data has to be able to flow quickly and efficiently between all project participants, more importantly the data in hand must be concurrent and constantly updated to reflect changes in critical areas such as drawing revisions which can have a significant effect on the project further down the line. Simply put, project members need to be able to access the current and accurate information they need without having to waste time searching for documents, waiting for files, or wasting effort on the wrong revisions.

KPOINT delivers by providing a framework and interface that enables asset and product information to flow freely throughout the project, enabling users to manage all of the relevant project data they require in real time and via a single and secure centralized database. Once uploaded, documents can easilybe manually distributed upon demand and/or automatically via a predefined distributionmatrix thus ensuring that everyone involved in the project has real time and up to the minute access to the latest project information.

Key Features: Project data is stored in a secure and centralized database Access, distribute and track documents in real time (always highlights a document’s most current version) All changed versions of the same document are archived and saved Documents can be distributed automatically through a distribution matrix Review, print and add comments to documents online Robust  document search and filtering tool

Workflow: Review and Approval

In the context of project workflows it is essential that all parties have open access to the information they need and when they need it. They also need to be kept on alert for requests that unless addressed in a timely manner would lead to unnecessary bottle necks and delays to the project. Identifying these bottlenecks can be time consuming and often by the time you have taken action it is already too late.

KPOINT provides a customizable platform able to suit departmental and enterprise wide project workflows, enabling organizations and project participants to streamline and automate their review and approval process. With a rich set of features KPOINT provides requesters and reviewers with the toolset they need to more effectively manage, edit, and approve documents, records and drawings. Easily adapted to manage and integrate with existing workflows and standards KPOINT accelerates and streamlinesyour team’s efforts, harnessing more efficient collaboration, visibility and control of your projects.

Key Features: Set up and establish a custom document review process (in sequence or in parallel) Easily create and set up customized review groups Documents are automatically distributed to theresponsible resources Ability to freely make comments and annotations throughout the review process Store and archive all comments related to document review process

Transmittals

KPOINT provides a purpose built system and interface that is customizable to accommodate the projects specific distribution process or matrix. Easy to set up and use the transmittals interface provides a robust system through which project participants can actively share, track and respond to transmittals with a greater degree of efficiency and confidence. Once you have transmitted a particular file you can rest assured that all recipients have not only been granted access, but they have also been actively alerted regarding a documents revision along with the necessary call to action.

In addition KPOINT provides a readily accessible archive of transmittals, providing details on transmittal versions, acknowledgment dates, and responses, thus providing greater clarity, accountability and control of the projects document distribution process.

Key Features: Simple steps for transmittal operation Recipients are automatically alerted and updated regarding a documents revision Managing response and acknowledgement dates of transmittals Transmittal format can be easily customized according to a clients requirement Document distribution interface

Email and Correspondence Management

As today’s projects continue to grow in scope and size so do the number of human resources that are used to support and execute them. Diverse and sometimes geographically separated groups and team members need to be able to communicate effectively in order to keep projects running smoothly. KPOINT enhances your ability to collaborate more as a team by providing each and every project resource with available access to a preset project mailroom – a secure location where participants can transmit and retrieve all of their project information.

The KPOINT email and correspondence management system provides both standard functionality and advanced email capabilities that are particularly useful in a project management environment like the ability to track emails, highlight remaining issues and apply levels of priority to the email response. Robust security ensures that all of your project data is kept safely in a single location and is accessible from a standard web browser from anywhere and at anytime, even from your mobile device.

Key Features: Defined roles enable or restrict users to send certain kinds of email according to their role in the project Set up custom message rules and actions like reply and forward according to predefined conditions Track email status, highlight remaining issues, overview of email threads Decentralizing email access by individual, department or enterprise Track and prioritize email response

Web-based Document Processing Technology (Oracle AutoVue)

Built seamlessly into KPOINT, Oracle’s AutoVue is designed to meet all of the projects documentation, collaboration, and visualization requirements. AutoVue offers industrial strength viewing, markup and collaboration capabilities directly over the web. Users can annotate directly on CAD drawings and many other types of documents, whether it’s a simple PDF file or a complex CAD drawing, the need to share information is crucial to all industries, particularly in process driven environments like on engineering and construction projects.

Such information is typically only accessible by core engineering groups. However, it is required by the rest of the project stakeholders to effectively and securely perform operations, such as project planning and execution, approvals and change management. Delivering with a framework that enables document and drawing information to flow freely throughout the enterprise, KPOINT + AutoVue allows users to capitalize on existing information assets contained within all enterprise systems, vastly improving business processes and productivity. AutoVue supports hundreds of kinds of native file formats and drawings including: DWG 2D/3D, PDF, DOC, etc…

Key Features: Share product, asset and engineering documents and information with all enterprise users Make better business and technical decisions based on reliable information Maximize workforce productivity Drive collaboration best practices and promote communication across the enterprise Unlock asset information to all users and across all systems Leverage existing IT investments

For more information about KPOINT or to schedule a demonstration please contact Ms.Ngoc:  ngoc.ntm@kpms.com.vn
or call us on 84-8-6295-9098

Each year, Vietnam imports approximately 250,000 tons of high quality one-grained NPK fertilizer to satisfy the domestic demand and support the countries growing agricultural sector. Vietnam’s largest fertilizer producer – PetroVietnam Fertilizer and Chemicals Company (PVFCCo) is planning to reduce that amount by constructing a new US $63 million dollar fertilizer plant facility in Ba Ria – VungTau, Vietnam.

PVFCCo currently has a number of sizeable investment projects. The new plant will supply high quality NPK fertilizer with a targeted production capacity of 400,000 tons per year which would account for 15% of the domestic consumption in 2013.

The construction of the plant is next to the existing Phu My Urea Plant and is scheduled for completion in the third quarter of this year becoming fully operational in 2014. The investor has implemented Oracle Primavera P6 and Ketnoi Project Management Services to manage and control the project.

On the 27th August the PETROSETCO – ALE partnership announced the successful launch of the Jupiter foot drilling rig at the Vietsovpetro port. The partnership specializes in rendering design, construction and transportation services to the Oil and Gas industry.

The Jupiter Foot drilling rig project was initiated at the end of June, 2010 with investment from East Sea Petroleum Operation Co., (East Sea POC).

The project was completed under the guidance of general contractor Vietnam-Russia Joint Venture and sub contractor Petroleum Equipment Assembly & Metal Structure JSC (PVC-MS).

Previously, also constructed and built by PVC-MS in April, 2011 the Great Bear foot drilling rig was launched. At almost 120 meters in height and weighing in at 7,000 tons this is also Vietnam’s largest underframe rig, The Jupiter foot drilling rig has now gone on to surpass that record with a height of 136 meters and a total weight of more than 11,000 tons.

In order to successfully complete the project within 14 months PVC-MS had to build on average 800 tons of stakes and underframes each month. During the phases of construction PVC-MS engaged an average of nearly 400 employees in the project.

To effectively execute and control such a complex project PVC-MS engaged Ketnoi Project Management Services (KPMS) and implemented Oracle’s Primavera P6 as the key planning and scheduling tool from the outset.

PVC-MS has enhanced the application of control measures and labor safety supervision, implementation of alternative manufacturing processes to overcome difficulties from the narrow fabricating yard. Thanks to good project management, the Jupiter foot rig has achieved considerable results: minimizing weld failure rate, saving materials and construction time and ensuring absolute 1.2 million safe working hours.

Nhon Trach 2 power plant is expected to generate 4.5 billion kilowatt hours per year. It has been approved by the Government and was included in the national power development plan for the period of 2006-2015

The project is jointly invested by PVN, Electricity of Vietnam, Vietnam National Coal-Mineral Industries Group and Vietnam Posts and Telecommunications Group.

The US$706 million power project, kicked off in June 27, 2009 with Nhon Trach 2 PetroVietnam Power Joint Stock Company as the main investor, includes two turbine groups with a total capacity of 500MW and uses Nam Con Son gas as fuel for generating power.

PetroVietnam Power Nhon Trach 2 JSC was established on June 15th, 2007 to implement the project “Nhon Trach 2 Combined Cycle Power Plant” on the area of 452,000 m2 of Ong Keo industrial area, hamlet 3, Phuoc Khanh commune, Nhon Trach district, Dong Nai.

The plant is equipped with mixed cycle gas turbine technology including two gas turbines, two recuperative furnaces, and a steam turbine.

The first turbine of the Nhon Trach 2 thermal power plant, located in the southern province of Dong Nai, o­n December 26, 2010 began generating and supplying electricity to the national grid, three months ahead of schedule.

The ahead-of-schedule operation of the first turbine is aimed at ensuring the electricity for the country’s economy, especially in the context that 2011’s six-month dry season is forecasted to be in short of 1.4 billion kWh.

According to PVN, the group itself and the contractors are making great efforts to operate the second turbine in the first quarter of 2011 and put the combined cycle into operation by the end of next year.

PVPower NT2 – the investor and LILAMA Corporation – the main contractor decided to use Primavera – provided by Ket Noi Project Management Services (KPMS Corp) – to manage the project effectively from the beginning. Effective use of this project management application has partly helped to minimize budget and time for completion but optimize the performance of the team.

News – Cotec Construction Joint Stock Co has lately been selected as the main contractor for carrying out the first phase of MGM Grand Ho Tram Tourism Complex projectwith total investment capital of $4.2 billion

The main investor of the Ba Ria-Vung Tau province-based project was Asian Coast Development Ltd (ACDL), a Canadian large group. Steelman Partners Co was responsible for designing works in this project, while MGM Resorts International Group, a well-known hotel management group in the world of managing and operating the tourism complex.

Ho Tram Strip Complex was sited in an area of 164 hectares in Xuyen Moc Commune, Ba Ria Vung Tau province with total investment capital of $4.2 billion.

To ensure the project can be delivered as scheduled and within budget, Coteccons decided to choose Primavera provided by KPMS Corporation for as an effective project management tool.

It was expected that the Phase 1A (MGM Grand Ho Tram) would be finished by 2013, while the whole Ho Tram Strip Tourism Complex to be put into operation after 10 years of construction.

The complex includes five hotels with 9,000 rooms to be built under five-star standards, two Las Vegas-styled casinos, five high-end resort complex along the coast line, ten restaurants and night clubs, an international convention centre, golf course and spa resort.

First Solar chose Vietnam as a destination for US$ 1 billion solar manufacturing project.

First Solar Technology Group, the US-based world largest maker of thin-film solar panels, was granted an investment license for its US$ 1 billion project to build a factory in Ho Chi Minh City on Jan 21, 2011. This is the biggest foreign-invested project in the high-tech sector to be launched in HCM City in 2010.

The factory will be built in Dong Nam Industrial Zone in Cu Chi District and is expected to be operational by the middle of next year.

When fully functional, the facility will produce thin-film photovoltaic power modules with total power capacity of up to 1,080 MW (1.080 GW) and will contribute more than 35% of the manufacturing capacity of First Solar Technology Group worldwide (expected at 2.7GW of energy a year including the Cu Chi plant).

To ensure the project meets schedule and budget requirement, M+W Group Vietnam – one of the contractors of the project – uses Primavera P6 (provided by KPMS) to manage the project.

Oracle’s PeopleSoft Enterprise Projects Integration With Oracle’s Primavera P6 Enterprise Project Portfolio Management Now Available.

The combination of PeopleSoft Projects and Primavera P6 EPPM enables customers to drive pro tability, increase productivity and improve operations by delivering the first comprehensive enterprise PPM solution for PeopleSoft ERP customers.

The nancial management tools within PeopleSoft Projects combined with the time-based planning tools within Primavera P6 EPPM help organizations achieve the expected return on investment on projects by enabling them to be delivered on-time and on-budget.

By standardizing business processes and best practices, the new integration provides customers with an enterprise-class solution that can successfully handle resources and projects regardless of size, location or complexity.

Together, Primavera P6 Enterprise Project Portfolio Management and PeopleSoft Projects provide the end-to-end visibility organizations need to improve project planning, execution and control for optimal project delivery.

“Oracle’s Primavera project management software has given us better control of and greater insight into our business. Withaccurate, up-to-date data at our fingertips, we have improved theway we plan and manage our land and property developmentprojects. The result is quality residential and commercial buildings that are in highdemand.” – quotes of Tuan Duy Cao, IT Manager, Nam Long Group.

Founded in 1992, Nam Long Group comprises eight subsidiaries and six associate companies focused on land development projects and programs for general land use, residential, and commercial property. Nam Long Group’s three shareholdersinclude ASPL, an investment fund owned by a Malaysian property developer; Nam Viet Company, a major Vietnamese conglomerate; and Vietnam Azalea Fund.

Challenges

• Required greater management control over development projects across Vietnam

• Reduce the need for managers to travel to sites to monitor the status of projects

• Improve resource allocation and manage risks to ensure projects do not exceed budgets and are delivered on time

Solution

• Engaged Oracle Gold Partner Ketnoi Project Management Service (KPMS) to deploy Oracle’s Primavera P6 Enterprise Project Portfolio Management to provide a central project management platform for the business

• Provided a single dashboard environment so managers can check key performance indicators around budgets, costs, schedules, and resources across all active development projects

• Ensured project managers can check on the status of land and property developments at any time, as schedules are now updated in the system, rather than collated manually

• Minimized risk by monitoring project schedules and budgets on a daily basis, and addressing any issues before deadlines and budgets are affected

• Reduced project costs through better allocation of resources such as building materials and labor

• Improved enterprisewide communication and enabled effective collaboration on joint projects between the land, residential, and commercial property development units

• Achieved a smooth migration by working with KPMS toconduct a feasibility study to determine business requirements, design reports, undertake a proof-of-concept, migrate legacy data to the Primavera platform, and provide end-user training

Oracle Insurance Insight 7.0 Transforms Approach to Insurance Business Intelligence (BI), Providing Faster, Easier Access to Business-Critical Information

Today Oracle Insurance announced the availability of Oracle Insurance Insight 7.0, an innovative insurance-specific data warehouse and business intelligence solution that offers faster, easier access to the information needed to make critical business decisions.

The latest release introduces the concept of ” adaptive data modeling,” which gives business users the power to configure lines of business via an easy-to-use warehouse palette tool. Oracle Insurance Insight then automatically creates data warehouse elements – such as line-specific database structures and extract-transform-load (ETL) processes –speeding up time-to-value for BI initiatives.

The combination of business-driven configuration, automated processing and insurance-specific processes helps insurance companies get BI projects up and running in months, rather than years.

Oracle Insurance Insight 7.0 provides insurance-specific, out-of-the-box data models that companies can easily configure to meet their specific BI needs. The application aggregates policy and claims data to give property & casualty (P&C) or general insurers a single view of the enterprise.

Oracle Insurance Insight 7.0 includes prebuilt content and interfaces for six P&C lines. Additionally, insurers can use the warehouse palette to deploy any and all P&C lines of business from scratch, helping insurers support operations in any country.

To meet the demands of an increasingly global market, the newest version provides support for multiple languages and currencies.

Oracle Insurance Insight 7.0 also leverages an expanded range of Oracle infrastructure technologies for faster, more scalable and efficient processing. In addition to Oracle Business Intelligence Enterprise Edition, the solution includes Oracle Database 11g as well as Oracle Data Integrator Enterprise Edition 11g, which delivers Extract, Load and Transform (E-LT) architecture and eliminates the need for a separate transformation server. Additionally, the expanded Oracle technology infrastructure enables support for Oracle Exadata.

• Supporting Quotes

“The challenges of normalizing insurance data and motivating business user change are significant, but we believe that insurers who develop strong business intelligence capabilities and enable business user participation will have a significant competitive advantage in the difficult market ahead,” said Martina Conlon, a Principal with Novarica’s Insurance practice, and author of Business Intelligence in Insurance: Current State, Challenges, and Expectations. “The need for continued investment by insurers in business intelligence capabilities is widely understood, and the industry is acting. Arming the business intelligence implementation with predefined insurance specific content, and flexible and configurable technology will get these projects up and running faster.”

“Rapid access to business intelligence is essential to compete and thrive in today’s insurance industry,” said Srini Venkatasantham, vice president, Product Strategy, Oracle Insurance. “The adaptive data modeling approach of Oracle Insurance Insight 7.0, combined with the insurance-specific data model, offers global insurance companies a faster, easier way to get the intelligence they need to make better-informed business decisions.”

Los Angeles Department of Water & Power (LADWP), the largest municipal utility in North America, will replace its legacy customer information system (CIS) with Oracle.

LADWP chose Oracle to replace antiquated systems and consolidate processes to support critical business strategies. The Oracle implementation will enhance customer service, billing processes, field services and meter data management and support smart grid initiatives. The new system will be one of many LADWP initiatives to provide better service to its customers – the residents and businesses in Los Angeles – at the lowest possible cost.

The leading utility will deploy Oracle’s common, integrated operational platform across the enterprise, specifically: Oracle Utilities Customer Care and Billing, Oracle Utilities Meter Data Management, Oracle Utilities Mobile Workforce Management, Oracle Business Intelligence for Utilities and Oracle Database.

Supporting Quotes

“By choosing Oracle, LADWP is advancing its IT standards to be on par with those that first class commercial enterprises demand. This information system will allow LADWP to better manage its operations,” said Austin Beutner, General Manager, Los Angeles Department of Water & Power. “We need this system to support smart grid, smart customers and all of our programs. All of our customers will see the results in more timely and informative billing.”

“Oracle is pleased to support LADWP in its mission to provide reliable and low cost water and power, in a safe and environmentally responsible manner, to the residents and businesses of Los Angeles. This win signifies the value Oracle delivers to the utility industry with an enterprise-wide set of mission-critical products,” said Mark Hurd, President, Oracle.

• 10 percent productivity gains in scheduling and reporting
• Web-based, standardized processes enable collaboration across multiple offices
• Consistency of information through centralized database
• Accurate estimates input directly into the schedule reducing duplication of effort
• Archiving ability provides better forecasting and risk management

CH2M HILL Corporation Turns to Primavera® and WinEst to Maximize Global Reach with Consistent Tools and Processes CH2M HILL Corporation
As a rapidly growing engineering, procurement and construction (EPC) company, CH2M HILL Corporation,(formerly VECO Corporation) has completed projects totaling more than $25 billion worldwide. Headquartered in Anchorage, Alaska, the multinational corporation focuses upon energy and process industries from its offices across the U.S.A., Canada, Russia, and most recently, Abu Dhabi (United Arab Emirates).

Projects performed by CH2M HILL over the years have taken the organization to some of the most challenging locations on the planet. Employees have worked in temperatures well below freezing in the Antarctic, Greenland and Siberia through CH2M HILL Polar and over 120 degrees centigrade in the Middle East through the MENA division. In 1989, CH2M HILL was the prime contractor for the multi-billion dollar Exxon-Valdez oil spill clean-up in the Prince William Sound and presently maintains a wide range of engineering, construction, procurement, operations and maintenance contracts for major and independent oil companies on Alaska’s North Slope. Even under the harshest of conditions, the company maintains the highest standards for safety, currently achieving over 23 million labor hours without a lost time accident. To effectively manage these colossal and complex projects across hundreds of miles of wilderness, it’s absolutely essential that CH2M HILL has clear communication and standardized work processes among its many offices.

The Challenge — Creating a Unified Company

CH2M HILL was formed as a small construction company in 1968 to support offshore oil and gas production in Alaska. Since that time, the owners have acquired a number of small companies, all of which worked as independent offices under CH2M HILL’s umbrella. As the size of the corporation – and the size of its projects – continued to grow, so did the need for a more homogenous approach to project management. Each office was using its own combination of spreadsheets and home-grown applications, requiring project data to be compiled before it could be sent to the client, thus opening the door for potential project delays and errors.

As the company undertook larger, more global projects, it required the coordinated and collaborative efforts of its multiple offices. It was important for CH2M HILL to gain greater visibility into projects and costs as well as better insight into each project within its portfolio. The company also wanted to improve the accuracy and efficiency of its reporting.

In addition to looking for consistency among its offices, CH2M HILL faced the challenge of managing global teams, each with different cultures. The organization needed a better way to maximize its resources; at any given time it had to know which personnel were available so that it could assign the most qualified people to a particular project or task.

The lack of consistent information across the company also increased the burden of reporting for the Sarbanes-Oxley Act and other government regulations. The process of collecting the necessary data from each site and manager was comprehensive and time consuming. The message was clear: CH2M HILL would standardize its tools, processes and data across the company.

With the executive support of its president, CH2M HILL’s mission was to determine how to transform the company into a streamlined enterprise thus, launching a formal project controls initiative. The charter required implementation of the same work processes and procedures across all of its offices, and then finding the right solutions to execute. The strategic goal was to integrate CH2M HILL’s estimating, scheduling and cost controls, as well as enable the company to track earned value management for its EPC projects.

The Solution – Primavera P5 and WinEstimator

CH2M HILL’s first step was to align the company with standard project management terminology. It developed its own project management manual based upon the practices and principles within the Project Management Institute’s “Project Management Body of Knowledge.”

Once the corporate standards were established, it was time to select the right tools. Part of CH2M HILL’s project controls initiative was a review of the applications already in use. One of those was Primavera. The company had been successfully using Primavera P3 as its baseline scheduling software for many years, and decided to: 1) upgrade to Primavera version 5.0 (P5), a suite of enterprise solutions that manage scheduling, documentation control and contract management; and 2) make Primavera the backbone of its new project controls program.

The web-enabled dashboard of P5 allows all levels of management to monitor project progress, anywhere, anytime. “Before Primavera, it took so long for hard copy reports to reach our project managers out in the field, that they lost the opportunity to be responsive to critical issues,” says Fumio Otsu, CH2M HILL project controls manager. “When you’re working in Alaska, Russia and the Middle East, there are people working every hour of the day and they need to constantly communicate cost and schedule information – we’re able to do that now.”

Another key application within CH2M HILL’s toolkit was WinEstimator, an estimating software. Given that WinEst could interface with the Primavera solution, CH2M HILL chose it as the estimating tool for the new initiative.

The bridge between Primavera and WinEst allowed the critical integration between estimating and scheduling for EPC projects. It also provided an archive of data from previous projects that reflected actual events as well as the knowledge of specialists across the organization – information that would become a guide for forecasting future projects while minimizing risk.

“We knew that having the right estimating tool would provide consistency and allow us to increase accuracy as our projects progressed,” explained Otsu. “WinEst allows us to create an entire cycle where we can do the estimates, do the work, then input the actual data back into the estimating database to use for future jobs. This gives us a very accurate picture of project costs throughout the life-cycle to be used again.”

And the integration is proving to be a huge time saver. WinEst allows CH2M HILL to estimate engineering and procurement activities and then send all the pertinent data — resources, a set of activities and expenses – to P5 where it creates a resource-loaded schedule. Gone are the days when the detailed information entered into the estimate had to be re-entered into the schedule. Today, project managers are able to focus more on executing projects, instead of paperwork.

The Primavera/WinEst solution also met CH2M HILL’s requirement for standardization. “WinEst helps the estimating department standardize output reports and create cost estimates in a consistent format across different offices and projects,” says Erik Miles of the WinEst development team. “WinEst automatically reflects different measurements and dollar amounts for projects that are being executed in different countries,” added Miles.

And the centralized project information provided by P5 provides simultaneous access by multiple users to all relevant information, from management key performance indicators (KPIs) to detailed work assignments for individual team members. The idiosyncrasies of patched-together legacy systems have been replaced by the unified format of Windows™, supported by both WinEst and Primavera for consistency and ease-of-use.

The Benefits – Consistency, Collaboration, Confidence

CH2M HILL’s decision to standardize on Primavera and WinEst changed the way that project controls are managed across the corporation. Offices that were once independent, each with its own set of procedures, now operate as one. A centralized database now provides consistent data, allowing multiple estimators from multiple offices to work collaboratively in real-time mode. As a result, the company has seen a 10 percent increase in productivity in both scheduling and reporting activities. Archived information now allows for data mining and replication of best practices, an effective tool for the improved planning and executing of new projects.

Today, CH2M HILL is a healthy, growing forward thinking company with consistent processes in place, and new level of confidence in the accuracy of its data. The result has been a more focused and effective workforce. Standardized reports are expediting the company’s compliance with the Sarbanes-Oxley Act and other government-directed regulations. Estimates, schedules and cost controls are now synchronized for earned value management. And CH2M HILL, as well as its customers, can be confident that projects will be completed safely, on time and on budget.

Managing and maintaining oil and natural gas refineries is a complex endeavor. On a regular basis, they require significant maintenance amounting to hundreds of activities a day. On top of that, many refineries are beginning to age, so they require more significant turnarounds, which are periodic shutdowns for maintenance, overhauls, or testing.

BP America Inc. manages five North American refineries with the potential to produce 1.5 million barrels of crude oil per day, as well as several chemical and pipeline locations. Maintenance activities have totaled 2.2 million since mid-2004, at the refineries alone.

To keep up with this demand, the company has embarked on an effort to increase the efficiency of its routine maintenance processes to better utilize resources. At the same time, BP America was also facing a series of “megaclusters”—a high number of large-scale turnaround projects at one time, including a US$3.8 billion revamp to the company’s Indiana refinery, a 400,000-barrel-per-day facility.

To oversee all these diverse maintenance activities, the company required an integrated planning and scheduling system. Its outdated system made it difficult to get information in and out in a timely manner.

BP America decided to upgrade to Oracle’s Primavera P6 Enterprise Project Portfolio Management to standardize scheduling and planning across the company and increase collaboration. With the upgrade, BP America has increased efficiency companywide for routine maintenance, as well as completed the first set of megaclusters successfully, all while saving millions on IT expenses.

“Prior to implementing Oracle’s Primavera P6 Enterprise Project Portfolio Management, we had difficulty getting scheduling data in and out of the system in a timely manner. With a significant amount of large-scale maintenance work on the horizon and an emphasis on increasing routine maintenance efficiency, we needed a more flexible solution. Our upgrade has enabled us to meet these challenges with an integrated solution that fosters collaboration across the company,” said Mark Habzansky, strategic planner, BP America Inc.

Manages Diverse Projects

To meet the company’s needs for diverse work planning and scheduling—from short work order cycles for routine maintenance, to complex, lengthy turnaround or capital projects, BP America leverages both Primavera’s Web-based tools and client-based server functionality. The balance between these options is what makes the system work smoothly and efficiently.

“When we first started, we were looking at all this turnaround work plus trying to drive efficiency in routine maintenance, and we thought, how in the world are we going to do all this work? We needed to make improvements in the areas of logistics, scheduling, and equipment. We needed to be able to get all the right people in the right place at the right time. With Primavera we were able to make this happen,” Habzansky said.

Four of BP America’s five refinery sites are using the Primavera application. It has enabled them to integrate calendars and work plans for all routine maintenance, turnaround work, and capital projects. The system connects all of the company’s various facilities and ensures they are “speaking the same language.”

Further, users without experience in scheduling software can easily access the system’s Web tools via My Primavera to enter data or view reports via customizable dashboards. BP America has also created an interface for its contractors to access the system securely.

Facilitates Collaboration and Efficiency

Another significant result of the Primavera upgrade is improved collaboration and idea sharing.

Habzansky explained that BP’s North American refineries are a combination of former Amoco and ARCO locations, so each had its own culture and, in many cases, unique IT systems.

“Now all of the planners and schedulers are in constant communication with each other and are able work together to identify the best ideas. Primavera really works well because it is an enterprise solution that many people can use and collaborate with to ensure the best ideas rise to the top. It has truly drawn us all closer together,” Habzansky said.

Also, standardization has enabled BP America to deploy new procedures for greater efficiency.

“It was really a challenge to schedule such a high volume of work and be most efficient with our dollars. We sharpened our pencils and put in place more processes to promote efficiency, and Primavera has been a big help,” Habzansky said.

Reduces Costs with Shared Resources

By standardizing on one system, companywide, and by unifying data on one central server, BP America has realized millions of dollars in cost savings. The company estimates that it saves US$500,000 annually at each of its seven sites due to the ability to share application licenses, hardware, and support costs.

“That’s just on the IT side, and they are very pleased with the return on investment we have realized,” Habzansky said.

Further, the company has been able to standardize training and bring that in-house, resulting in additional savings of US$15,000 annually per site, compared with the cost of outsourcing. Also, when the company outsourced training it was unable to train users to follow specific company standards.

Improves System Performance

With the Primavera upgrade, BP America has improved the performance and reliability of its planning and scheduling applications. The company has a user base of 900, and at any one time there are about 100 people in the database. Habzansky noted the system is “functioning great, even under those loads.”

He added, “Our upgrade to Oracle’s Primavera P6 Enterprise Project Portfolio Management has significantly increased system performance and speed. The ‘click and wait’ no longer exists.”

At some sites, the transaction speed has decreased from minutes to seconds.

Why Oracle?

BP America has used Primavera applications for scheduling since the 1980s. When it came time for an upgrade, the company explored a variety of different options.

“Before upgrading to Oracle’s Primavera P6 Enterprise Project Portfolio Management, we looked at other solutions. However, we came back to Primavera because we saw that the enterprise solution, the support Primavera gave us, and the price were all in line with what we needed to get to the end state we so desired,” Habzansky said.

He added, “We understood that Primavera was the industry standard for the oil refining industry, but we really didn’t realize until we started talking to other folks how much of a standard it was. That gave us a solid feeling that we were working with the industry’s best.”

In addition, due to the enterprise system, BP America saw an opportunity to reduce costs and standardize processes between its business units. The company also selected Primavera for its high quality support.

“In addition to the product’s industry-leading functionality, the value in Primavera is also the superior support we get from the Oracle Primavera team. They listen to us and respond quickly to our needs,” Habzansky said.

Implementation Process

A long-time Primavera user, BP America upgraded to Primavera’s enterprise application in 2004. The implementation expanded from four refinery sites to include one chemical site and several pipeline facilities.

“Now we are doing a lot of looking ahead to what we can do in the future. Our implementation really continues to this day. We keep on growing and expanding with the product,” Habzansky said.

Advice from BP America Inc

Look at your business and really make sure you understand up front what your needs are and what your end state needs to be.

BP is one of the world’s largest energy companies. BP America Inc. is the leading producer of oil and natural gas in the United States and the largest investor in U.S. energy development. Since 2001, BP has invested approximately US$30 billion in the United States, including major investments to increase existing energy sources, extend energy supplies, and develop low-carbon technologies.

By upgrading to Oracle E-Business Suite Release 12.1, Chicago Public Schools has been able to reduce the previous systems customizations with minor impact to its 6,000 users – from procurement clerks and budgeting teams to treasury users – in 700 departments. Chicago Public Schools completed the implementation before the start of the school year, avoiding a delay of one year that would have been required if the implementation had taken longer.
A long-standing user of Oracle applications, Chicago Public Schools upgraded to the newest version of Oracle E-Business Suite to take advantage of new functionality in the areas of financial management, procurement, and project management. Using Oracle E-Business Suite Release 12.1, Oracle’s PeopleSoft Enterprise Human Capital Management and Oracle Business Intelligence Suite Enterprise Edition in conjunction with one another, Chicago Public Schools can manage performance and maximize efficiency across the school district.
In addition, Chicago Public Schools leveraged Oracle Enterprise Application Documents for Oracle E-Business Suite with Oracle Document Capture, Oracle Imaging and Process Management and Oracle BPEL Process Manager to reduce the cost and time needed to process invoices, employee benefits and payroll paperwork. With Oracle, users can process paper invoices and access invoice images more quickly to accelerate approvals. With a centralized location for all images, Chicago Public Schools has streamlined processes, while minimizing training, support and system maintenance requirements.

The district managed the upgrade internally, but leveraged Oracle Support to reduce IT risk and complete the upgrade on time and on budget. The school district’s IT department also used Oracle User Productivity Kit to quickly train more than 6,000 users at all levels on the new software features.

This upgrade set the stage for Chicago Public Schools to implement additional applications and technology such as Oracle Project Costing, Oracle’s Primavera P6 Enterprise Project Portfolio Management, Oracle Imaging and Process Management, Oracle Business Intelligence Suite Enterprise Edition, Oracle Business Process Management, Oracle Sourcing, Oracle Procurement Contracts and Oracle Enterprise Asset Management. By deploying the Oracle solutions, Chicago Public Schools will be able to streamline construction bidding, project management processes and tracking and management of more than $500 million capital annually. Additionally, Chicago Public Schools will be better able to track warranties and maintenance for building equipment at more than 700 locations, enabling better preventative maintenance and a reduction in reactionary spending.

Finally, the district is deploying Oracle Business Intelligence Suite Enterprise Edition along with Oracle Business Applications for financials, procurement, projects and human resources. The district also plans to use Oracle Business Intelligence Suite Enterprise Edition as an enterprise reporting tool for its more than 40 applications and across all 700 departments. With the implementation, all users will be able to access a single data source and to create and run their own reports.

Supporting Quote

“We went live with Oracle E-Business Suite Release 12.1 on time and on budget. The new features will enable us to better manage our multi-billion dollar, 700-department business, including budgeting, procurement and capital construction. In short, the Oracle solution is helping us get our arms around the business,“ said Prasad Nettem, director for enterprise financial systems, Chicago Public Schools.
“Oracle is committed to helping schools address today’s challenging educational environment with solutions that help educators and administrators to improve teaching and learning, enhance student and teacher success and support data-driven decision-making and transparency. Oracle E-Business Suite Release 12.1 will help Chicago Public Schools cut costs and improve operational performance,” said Mark Johnson, senior vice president, Oracle Public Sector.

To manage a project of this scale and complexity within a restricted timeframe, Cannon Design needed a project management solution that could streamline communications to ensure the efficient processing of thousands of requests for information and submittals (the process by which a contractor seeks architect approval for specific products) to avoid project delays and liabilities.
By leveraging Oracle’s Primavera Contract Management across its entire portfolio, Cannon Design successfully manages hundreds of projects and coordinates thousands of documents, resulting in an average turnaround reduction on RFIs and submittals by 20 to 35 percent, thus helping to ensure projects like the Richmond Olympic Oval can open on schedule and on budget.
Primavera Contract Management also ensured that the project was compliant with internal best practices and industry standards, by providing analytical data that the Cannon Design team leveraged to continually refine and improve the review process and performance during the entire project lifecycle.

Throughout a 20-month construction phase of the Richmond Olympic Oval, Primavera Contract Management enabled Cannon Design to respond to the contractor’s requests without delay, reducing risks and improving productivity by creating a virtual environment that enabled dozens of architects, engineers and construction managers in multiple offices across North America to access and collaborate on documents in real-time from a single portal.

Minimizing the Environmental Impact with Sustainable Design

As the centerpiece of a major new urban waterfront neighborhood and an international destination and meeting place for diverse indoor and outdoor recreational activities, shopping and services, it was imperative that the Richmond Olympic Oval incorporated cutting-edge sustainable design.

Several strategies made the Richmond Olympic Oval a model for cutting-edge sustainable design, by enabling:
Renewable resources such as reclaimed trees from British Columbia to be incorporated into the design
The installation of temperature tools/systems to optimize energy usage
Construction waste to be recycled and diverted from landfills
Rainwater from the Oval’s 20,000 square meter roof to be collected and reused
Paperless electronic management of submittal records
As a result of these and other strategies, the Oval received LEED® Silver certification from the Canada Green Building Council.
The City of Richmond, Richmond Olympic Oval, is a multi-international award winning facility.

Supporting Quote

“There are a multitude of components in the construction of a sustainable structure of this magnitude, each of which needs to be analyzed against strict parameters established by the Green Building Council. We needed a solution to help monitor the components, while streamlining communications between team members,” said Gustavo Lima, Principal and Director of Construction Administration at Cannon Design. “With Oracle’s Primavera Contract Management, we were able to execute the project on time and within budget while meeting the rigid demands of the LEED® Silver certification. This is a tremendous achievement and has enabled the Oval to break new ground for sports and wellness facilities.”

Enterprise-Wide Project Portfolio Management

Supporting Quotes

With more than 1,800 sessions, 400 partner exhibits, almost 400 Oracle demos, keynotes from the world’s technology leaders, hands-on labs, several special networking events, and more, Oracle OpenWorld San Francisco is best to find relevant, useful information about how to use technology to drive your business forward.

Oracle is transforming the industry with a complete technology stack, from applications to disk, engineered to work together. And Oracle OpenWorld is your chance not only to hear Oracle’s strategy and roadmap from the experts who are engineering the products but to gain firsthand experience with the hardware and software built to optimize your business from end to end.

Five days of education. Insights and connections that will transform your career—and your business. It all starts here.

http://www.oracle.com/us/openworld/index.html

To help bridge the gap between enterprise resource planning (ERP) and construction project management, Oracle has introduced Oracle’s JD Edwards EnterpriseOne Integration to Primavera Contract Management.

Features and Benefits

Oracle acquired Cimmetry Systems, the makers of AutoVue enterprise visualization software, as part of its acquisition of Agile Software. Oracle’s AutoVue solutions provide a Web-based capability to natively view, mark up, and collaborate on documents
throughout the extended enterprise without requiring investment in specialized computer-aided design (CAD) tools and without compromising security or precision. Profit spoke with Dave Flame, Oracle vice president, technology global sales support and AutoVue global sales, and Paul Giaconia, Oracle group vice president, AutoVue application development and product strategy.
Profit: What is AutoVue?

Giaconia: AutoVue focuses on what we call enterprise visualization, which speaks to a basic business problem that we’re trying to solve. AutoVue is a document-agnostic solution that allows you to securely read, view, and enable annotation and collaboration on virtually any document, regardless of the software tool that was used to create it.

Flame: Customers leverage AutoVue in three ways: to enable significant improvement in engineering processes, such as the iterative design, review, and approval process; to enable significant improvement in broader business processes that utilize technical content, such as supply chain, call center, logistics, and asset management; and to address the unique operational and security needs of business-critical and highly confidential technical content.

Profit: What business challenges does enterprise visualization address?

Giaconia: Many companies have invested heavily in desktop tools aimed at improving productivity. Examples are things like CAD or electronic design automation, or even office automation tools. While those investments have helped improve individual productivity, they don’t work on a larger scale because each of those tools has a proprietary document format. In order to share documents electronically throughout the organization, you have to have many copies of the tools themselves, which is expensive and impractical. Take the U.S. construction industry, where such collaboration is essential. There are estimates that this industry in the U.S. alone wastes about $16 billion a year on this problem. The industry would like to seamlessly be able to share engineering and installation drawings, specifications, and project plans across the entire design and supply chain, but because tools used to create these documents are proprietary, organizations are severely limited in being able to share information electronically. AutoVue solves the problem and eliminates the waste.

Profit: How is AutoVue used?

Giaconia: Let’s say you’re in the oil and gas industry, and you want to share a facilities drawing with maintenance suppliers. With a traditional solution, you would have to equip your supply chain with very expensive solutions to do that. With AutoVue you just do it over the Web. AutoVue improves productivity by enabling the access of specialized documents throughout the organization without expensive tools. This product drives dramatic improvement in design, review, and approval processes and in the collaborative process inside the company and with the extended supply chain.

Flame: AutoVue can also drive process improvement in broader business processes, especially in technical content management. Oracle is already strong in the enterprise content management space—think of Oracle Universal Content Management, Oracle Beehive, and Oracle Database. But right now, businesses are used to a paradigm of content management that involves checking documents out and checking them back in to control versions. Yet in some cases technical documents are really large, and moving them around on the network is costly. Other documents include proprietary information, and for security reasons, you might not want them being downloaded onto a desktop. AutoVue delivers a faster and more secure way to accomplish sharing and editing of technical documents.

Giaconia: Historically, this type of product has been most useful in organizations that deal with product lifecycle management. But, for example, maintaining a piece of capital equipment can be done much more effectively if employees have access to related engineering drawings. An asset lifecycle management solution that has visualization and collaboration attached to it enables you to do a much better job of diagnosing problems and performing maintenance activities.

Oracle has applications that span entire product lifecycles, from ideation to retirement. Attaching AutoVue functionality to the right business flows or processes will be a great complement to Oracle’s applications.

Profit: How can AutoVue benefit existing Oracle customers?

Flame: AutoVue provides significant value to Oracle’s applications business, because it provides unique new capabilities as a standalone solution and magnifies the value Oracle customers receive from complementary applications such as customer relationship management, asset management, and product lifecycle management. Today, there are a lot of fragmented approaches to enterprise visualization, and Oracle can lead in this area by enabling easy, less costly, and secure enterprise collaboration and making this available to a wider population of business users. Enterprise visualization applications have served the engineering community really well. Now Oracle customers can use them to drive process improvements in manufacturing, supply chain, asset management, field service, and other business lines.

Oracle’s Primavera P6 Analytics Details and Features

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Conference has membership of more than 15 partner corporations Lời tiên tri On pacific Asiatic regional the whole of from Japan, china, Hong Kong, Taiwan, hindi, Thai, Australian, Indonesian, Singpore and Viet Nam. Among them, KPMS corporation is this event participant only Viet Nam partner

KPMS Vietnam is the first company to provide software services and Project Management, including the famous Oracle Solutions | Primavera. With its rapid growth, KPMS is becoming one of the leading solutions provider Oracle | Primavera player in Asia – Pacific Gold Certified Partner and Oracle.

Conference Oracle | Partner Meeting 2010 Primavera JAPAC make business reporting of Primavera in 2010 and globally-oriented business in 2011. During the conference, the company partners also have the opportunity to exchange questions with representatives of Oracle, as well as sharing practical experience when delivering Primavera in its market.
After returning from the conference, the company also draws KPMS and selected many valuable experiences from other partners to be able to apply in practice the Vietnam market. With the enthusiastic support of Oracle, KPMS believe even more successful future in 2011.

Maybe it should be called “Stadium-of-the Art” software. South Africa’s new Green Point Stadium in Cape Town is not only hosting some of the 2010 World Cup’s most exciting semi-final games. It is also the latest example of a world-class sport complex deploying a world-class technology to manage their facility’s operations with software from ARCHIBUS, Inc. (www.archibus.com), the #1 developer worldwide of real estate, infrastructure and facilities management solutions.

With stadium seating for 56,000, Green Point Stadium faces the formidable challenge of managing and maintaining all aspects of the property’s operations to keep it in top condition for sports fans who expect a world-class experience. That’s why Green Point’s facilities managers chose ARCHIBUS to keep it running smoothly under the operational stresses imposed by large and sometimes overly enthusiastic crowds.

In coalition with SAIL (a South African Company) and Stade de France (a French Company), ARCHIBUS Solutions Centre-South Africa was awarded the maintenance contract for the 360 000 m2 stadium. This was a rapid deployment with the solution becoming operational in less than a month. With extensive equipment for back-up power, HVAC, electrical, and electronic functionality, the choice of ARCHIBUS was an easy one to make. ARCHIBUS applications deployed include: the Overlay for AutoCAD® and Revit®, Space Management, Service Desk, On Demand Work, and Preventive Maintenance.

Also relying on ARCHIBUS to help manage all aspects of their operations are the United Kingdom’s All England Lawn Tennis and Croquet Club (AELTCC) at Wimbledon, and Australia’s Melbourne Cricket Club.

Working Wonders at Wimbledon

Wimbledon has an annual influx of over 400,000 visitors for its tennis championships alone, a vast range of buildings and grounds of differing ages totaling 168,000 square meters (over 1.6 million square feet), and a year crowded with other sporting events as well.

Club managers’ use of ARCHIBUS supports all services to the Club from simple help requests to complex technical support. They also provide in-house maintenance support and control sub-contractors, and are responsible for designing and completing in-house building projects.

“Using ARCHIBUS, we have a greater understanding of the complexity and number of assets across the various sites, helping to ensure that all of the plants are maintained to guarantee effectiveness. With the system we simplify the process, ensure cost-effectiveness through regular condition testing, and can identify the locations of all key assets easily,” says Buildings and Services Manager John Cox.

Deputy Buildings & Services Manager Ah Heng Turner, adds, “The new Version (V.18.2) is fantastic, honing in as it does on ARCHIBUS and AutoCAD® integration, which is brilliant.”

The ARCHIBUS system will get a serious workout in the next two years as it helps Wimbledon prepare to host part of the 2012 Olympics, supporting operations for an expected 500,000+ visitors converging on the facility for two weeks.

To view the ARCHIBUS Wimbledon case study, click here.

Melbourne Cricket Club: On Top of Operations Down Under

Melbourne Cricket Club (MCC) follows a similar play book in using ARCHIBUS at its facility –  home to a range of events beyond tennis and cricket that include golf, lawn bowling, target shooting, lacrosse, baseball, hockey, and squash.

The scope of MCC’s activities required a system that could improve management of its extensive building and grounds portfolio. The Melbourne Cricket Grounds stadium alone totals 2,122,783 square feet (197,213 square meters) and can seat up to 100,000 visitors.

MCC chose to deploy ARCHIBUS applications that included Real Property & Lease Management, Space Management, Condition Assessment, Building Operations Management, and Web Central to create an advanced Web-based system for collecting and distributing asset information, managing operations, and improving financial controls.

The greatest benefit the MCC has seen is the transformation in the efficiency of processing work requests from creation to work completion, as well as great advances in efficiency, and in its knowledge of the assets it is charged with managing.

They have witnessed a near-doubling of recorded work requests received and acted upon. Improved asset management functionality is providing answers to questions about the asset base that previously could not be answered or that were too labor-intensive to economically pursue.  For now, they are enjoying new-found efficiencies that are producing significant savings and reducing unnecessary hunts for data.

To view the ARCHIBUS Melbourne Cricket Club case study, click here.

About ARCHIBUS, Inc.

ARCHIBUS is the #1 global provider of real estate, infrastructure, and facilities management solutions and services with the total annual expenditures for ARCHIBUS-related products and services exceeding $1.7 Billion (USD). Through effective innovation and business transformation, ARCHIBUS users save their organizations over $100 billion annually. With ARCHIBUS, organizations can use a single, comprehensive, integrated solution to make informed strategic decisions that optimize return-on-investment, lower asset lifecycle costs, and increase enterprise-wide productivity and profitability. ARCHIBUS is the world-wide proponent for the creation of ubiquitous environmental sustainability.

ARCHIBUS is the #1 TIFM (Total Infrastructure & Facilities Management) solution in the world. More than 4,000,000 ARCHIBUS enterprise and Web users collectively manage over 5,000,000 properties, with organizations reporting facilities-related cost savings as high as 34%. With over 1,600 ARCHIBUS Business Partners, local and regional support worldwide is available in over 130 countries and in over two dozen languages. Headquartered in Boston, Massachusetts, ARCHIBUS, Inc. has pioneered computer-aided infrastructure and facilities management technologies since 1982. For more information, visit archibus.com.

Learn to:

• Create a project
• Add activities
• Schedule a project with critical path method
• Assign resources
• Adjust project schedule
• Create reports

• Business Analysts
• End Users
• Functional Implementer
• Project Manager

*Knowledge of project management principles is suggested prerequisites

Course Topics

• Provides multi-user, multi-project functionality and extends functionality based on user-definable data
• Offers scheduling and resource control capabilities
• Supports multi-tiered project hierarchies, resource scheduling, data capture and customizable views

Resource Management – Matching People with Projects

• Supports both top-down and bottom-up resource requests and staffing processes
• Allows managers to see where resources are currently being used and forecasted future use across all programs and projects

Collaboration and Content Management – Improving Organizational Performance through Collaboration

• Incorporates collaboration and communication into work process
• Provides activity level feedback to facilitate communication with field personnel on a per activity basis
• Increases project documentation control and accessibility through comprehensive content management systems

Portfolio and Program Management – Prioritizing Projects and Optimizing Organizational Capacity

• Provides consistent overview and analysis of the portfolio or program as projects are added and subtracted.
• Enables project managers to manage incoming demand and select the right balance of projects, ensuring resources are not overextended.

Time Sheets – Tracking Progress to Gain Insights into Costs and Resource Use

• Team members can record project time, non-project time and provide additional information directly to the project manager, including document updates, status notifications and other pertinent feedback.

Reporting and Analytics – Driving Sound Decision-Making

• Delivers timely and relevant project information through its integrated reporting system
• Consists of over 150 standardized report options or custom reports

Integration – Interoperating with Ease

• Creates custom solutions through its Integration Applications Programming Interface (API) and Primavera Web Services
• Provides scalability, security and performance for real-time application integrations, integrates with large, complex data sets, and supports simple, standalone applications through complex remote integrations

Security

• Protects data from unauthorized changes and ensures that only users with appropriate permission can access project-related information