Partners must format this presentation

and its content into their standard

template for use in customer-facing
presentations, removing the Oracle
template and images.

1
 <Insert Picture Here>

Primavera P6 Enterprise Project Portfolio Management Release 8

Richard Emil Sapp
Industry Strategist
 Safe Harbor Statement

The following is intended to outline our

general product direction. It is intended for
information purposes only, and may not be
incorporated into any contract. It is not a
commitment to deliver any material, code, or
functionality, and should not be relied upon
in making purchasing decisions. The
development, release, and timing of any
features or functionality described for
Oracles products remains at the sole
discretion of Oracle.

Copyright 2010, Oracle and/or its Affiliates. All rights reserved. Company Confidential
Agenda

Project management trends <Insert Picture Here>

Targets and competitive landscape

Core value proposition
Industry benefits and propositions
Summary

4
 The problem
Too few projects finish on time and on budget

90% say project

management is
critical or Yet 49% only Only 6% say Only 20% use
important to follow formal their projects Less than 50% standardized
deliver project come in on time measure return project
successful management and on budget on investment management
projects and practices all of the time solutions
remain
competitive

Source :Economist Intelligence Unit Survey

2010 Oracle Corporation 5

Macro trends

The Economy financial volatility, budget constraints, overall

uncertainty, competitive pressures

The People skill and resource constraints, aging/ retiring

workforce, virtual teams, partners

The Customer higher expectations to do more with less, and do

it faster, better and cheaper, heroics the new norm

The Work increasing complexity and greater risk of projects,

more inter-relationships among projects and players; balancing
core vs. context

The Process more complex IT environments; more systems,

more people, more information; flattened processes

6
 Driving business value
The business impact of Enterprise Project Portfolio Management

Inefficiency Value
Lack of Standards Strategic Alignment
Unmitigated Risks Governance
Poor Accountability Innovation
Inadequate Enterprise
Competitive Advantage
Capacity Planning Project Portfolio Velocity, Agility
Rework, Waste Management
Repeatable Success
Overruns Successful Projects
No Best Practices Visibility
Process Inefficiency One version of the
High TCO truth

7
Targets and competitive landscape

8
 Primary target markets and use cases

Eng. / construction Construction program

management
Utilities Capital asset maintenance

Oil & gas Software development and

system deployment
Manufacturing / A&D Enterprise investment
portfolio management
Public sector Resource productivity and
capacity planning
Information technology Product design, manufacturing
and implementation program
management

Copyright 2010, Oracle and/or its Affiliates. All rights reserved. Company Confidential 9
 Competitive Landscape
Only Oracle delivers Enterprise PPM from a single, best-in class vendor.

Operational PPM
systems; do not scale

Completeness of PPM Solution

Best-of-breed PPM
nor have functionality for
solutions designed for
enterprise-wide
department-wide use.
standardization.

SaaS vendors -- ERP solutions with some

inexpensive with both embedded PPM
scale and implementation capabilities mostly
limits. around project costing and
resource management.

Enterprise-Wide Scope

Copyright 2010, Oracle and/or its Affiliates. All rights reserved. Company Confidential 10
Core value proposition

11
 Managing the challenges 21st century projects

Companies utilizing project portfolio management can expect

Governance greater consistency in project execution and ability to drive
project outcome.

53% of organizations are continually working to improve their

Optimization PPM methods and processes. Yet only 10% rated themselves
as excellent at PPM. (EIU*)

73% of organizations measure project success by determining

Predictability whether projects come in on time and on budget. Yet only 6%
consistently deliver projects both on time and on budget. (EIU*)

80% of organizations say having project portfolio management

as a core competency helps them remain competitive during a
Inclusivity recession. Yet 49% follow formal PPM processes on only large
or complex projects. (EIU*)

* Source: EIU Poll, September 2009

12
 Managing the challenges of 21st century projects
Benefits of Enterprise Project Portfolio Management

Set direction, establish best practices,

Ensure alignment of
and provide controls, while relying on
Governance strategy, execution,
lower levels to make sound decisions.
results

Ensure sufficient capacity, utilization,

Optimize management and availability of people, skills and
Optimization of all resources for other resources to meet current
maximum ROI. commitments and take on more work.

Better Achieve repeatable Confidently make and keep project

Predictability PPM excellence commitments to customers and clients.

Extend project portfolio management

Enterprise-wide Improve PPM maturity adoption to manage all projects,
Inclusivity enterprise-wide portfolios, people and processes
enterprise-wide.
 Oracle Primavera ePPM
EPPM Integration
Business Uses

Construction Project Portfolio Management Financials

Program
Project Resource Business
Management
Management Management Intelligence
Capital Asset
Maintenance Building
Information
Software System Modeling / VDC
Development &
Global Project
Deployment Repository Asset Mgmt
Enterprise Construction
Risk
Investment Supply Chain
Portfolio Mgmt Management Management

Resource Productivity Product

Project Collaboration Lifecycle Mgmt
& Capacity Planning
Product Design , Role-Based Views Human Capital
Manufacturing, & All projects, all sizes Management
Implementation
Program Performance
Management Management

2010 Oracle Corporation

 Oracle Primavera ePPM

P6 Analytics / P6 ERD / BI / Reporting

Business Process Management

Portfolio Management
Propose, Prioritize & Select Initiatives
Review, Track & Adjust Portfolio

P6 ePPM Contract Management

Risk Analysis Project Management Change Management
Quantitative Risk Analysis Risk Management Contract Management
Quantitative Risk Management Project Scheduling Claim Management
Resource Management Issue Management

Oracle Universal Content Management

(or other content management system)

ERP

Integration with other core Applications (AutoVue, Spatial, etc.)

2010 Oracle Corporation

Industry benefits

16
 Enterprise project portfolio management
Capital asset owners

Plan
Improve capital investment portfolios
Deliver proven capital project planning, management and control solutions
that increase CapEx value, mitigate risk and reduces costs

Build
Control the construction process
Implement innovative construction management capabilities with EPCs to
ensure optimal cash flow and timely project completion

Operate
Optimize maintenance
Leverage leading project management capabilities to optimize the allocation
of limited resources, capture best practices and reduce OpEx costs.

2010 Oracle Corporation

 Enterprise project portfolio management
E&C Firms

Consistently deliver
Increase governance and transparency
Establish your firms best practice way to deliver value-add projects for your
clients, while maintaining full visibility into project, program and enterprise
performance

Drive margin
Cut latency and optimize enterprise resource capacity
Understand the impacts on project margin and implement strategies to
increase margin, cut latency in the project delivery and optimize resource
capacity across your organization.

Reduce contingency
Cash flow forecasts and performance metrics
Leverage leading indicators to effectively lower contingency and increase
your organizations project capacity

2010 Oracle Corporation

 P6 R8 Key Enhancements for Power, Energy & Process
What
Communication of project content through multiple delivery
options (print, e-mail, document management, dashboards,
etc.)
Each users role, responsibilities, and project management
skill levels matched with appropriate software capabilities
World-class, integrated workflow engine and process design
for management of complete project lifecycle business
processes
Maximum business value creation through projects and
programs
Highest quality results without rework or waste along with
management of best practices and core project knowledge
Industry-standard qualitative risk management capabilities
and the evaluation of major risk factors and the effect of
contingencies on costs and timing
Consistent planning, execution and delivery of all projects,
large and small, on time and within budget
Complete solution for project lifecycle reporting and
actionable insight for improving project portfolio performance
Continuous management of fluctuating demand for critical
resources and skills
Benefit
Enhanced Collaboration and Communication Enable Fluid
Communication for Individual Insight, Team Productivity,
Project Success
Better Application-wide Usability/User Experience
Enhancements Adapt to Various Levels of Complexities of
Projects and User Needs
Robust Automated and Configurable Workflows to better
Govern Compliance and Regulatory Requirements
Enhanced Project Portfolio Management to Assemble a Risk-
adjusted, Resource-optimized Portfolio to deliver Maximize
Return
Project Templates Establish Standards Critical to Project
Success
Qualitative Risk Analytics helps Reduce Financial and
Performance Risk and Increase Client Satisfaction
Industry-standard Planning / Scheduling Reduces the Risk of
Cost and Schedule Overruns and Contract Penalties
P6 Analytics Enables Deep Insight and Proactive Decision-
Making
Leading Resource Management Ensures Availability of
People, Skills and Resources to Take on More Work
19
 Enterprise project portfolio management
Industrial manufacturing and A&D

Make and delivery on customer commitments

Planning and Managing Projects Effectively with 100% Web Enabled
Capability
Extending Visibility Through Reporting Integration with BI Publisher and
Universal Content Management

Identify and mitigate risk

Reducing Financial & Performance Risk with enhanced Risk
functionality built into P6
Assembling Risk Adjusted Portfolios with new Portfolio Analysis capabilities

Manage and control margins

Process governance and standardization
Grow PPM competence with User Productivity Kit integration and establish
governance standards for project success with templates and workflows

2010 Oracle Corporation 20

 Enterprise project portfolio management
Public sector

Enforce agency processes and compliance

Automated, configurable workflows ensure continuity of best
practices with higher quality & lower costs
Enforces regulatory compliance
Eliminates unnecessary approval/ decision delays

Enable proactive decisions

Delivers actionable insight, improving project performance
Identify root cause of problems and allows quick plan adjustment and impact
assessment
Measure and reports performance and demonstrates results

Stay on budget
Cut financial & performance risk
Qualitative risk analysis evaluates risk factors and their effect on cost &
schedule, allowing an agency to proactively respond

2010 Oracle Corporation 21

 Enterprise project portfolio management
IT
Accelerate the time between proposing and prioritizing IT
work and delivering business results
Develop governance and approval processes with Business Process
Management (BPM), perform portfolio analysis, create project templates.

Simplify ITs ability to accomplish work through improved

access and collaboration
Leverage resource focus for creating assignments, updating status,
prioritizing work, and performing resource capacity modeling and leveling

Increase focus on results through knowledge transfer and

improved user adoption
Take advantage of User Productivity Kit on-line tutorials out-of-the-box
directly from the system Help menu

Reap the rewards of delivering value and forging sustainable

connections between IT and the business
Identify and mitigate risks, generate dynamic reports using BI Publisher or
P6 Analytics to foster objective decision making and improve accountability
and transparency

2010 Oracle Corporation 22

Summary and questions

23
 Driving Business Value
The Impact of Enterprise Project Portfolio Management
Agility
Respond quickly to changing project or market conditions
and overall business uncertainty.

Strategic Alignment
Assemble a resource-optimized and risk-adjusted
portfolio to maximize returns.
BUSINESS VALUE
Competitive Advantage
Create, enrich and standardize on proven best practices
for maximum project and program success

Governance
Ensure alignment of strategy, execution, results
Govern compliance and regulatory requirements

Inclusivity
Elimination of communication gaps that cause project
delays

EFFICIENCY Predictability
Make and keep project commitments with confidence.

Productivity
Ensure the highest quality results without rework or waste.

Copyright 2010, Oracle and/or its Affiliates. All rights reserved. Company Confidential 24
 Rid the World of Project Failure!

Enterprise-wide
Inclusivity COLLABORATION
Governance
COMPLIANCE
Better
Predictability CONTROL
Optimization
ONLY FROM ORACLE

Copyright 2010, Oracle and/or its Affiliates. All rights reserved. Company Confidential
26
 Q&A

Copyright 2010, Oracle and/or its Affiliates. All rights reserved. Company Confidential
Copyright 2009, Oracle and/or its Affiliates. All rights reserved Company Confidential. 28