R12.2: It s Not Just a Technical Upgrade The Value for Project-Centric Organizations David McNeil, Vice President Project Partners, LLC

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1 R12.2: It s Not Just a Technical Upgrade The Value for Project-Centric Organizations David McNeil, Vice President Project Partners, LLC

2 Agenda Introduction Measuring Cost Versus Value in Approach R12.2 Value to Project Centric Organizations 2

3 Project Partners A Leader in Project-Centric Industries Founded in 1997 by former chief architect of Oracle Projects; over 350 clients World leader in delivering business and technology solutions to project-driven firms leveraging Oracle EBS, Primavera, Analytics, and Fusion Applications Industry and Solution Architects with expertise in Engineering & Construction, Oil & Gas, Professional Services, Aerospace & Defense, and High Tech Manufacturing Collaborative, team approach delivers many options for the best fit to a client s specific business process. Experienced team of almost 100 senior, former Oracle personnel from consulting, development, support, marketing and sales, and veteran end users of the E-Business Suite and Primavera applications. 3

4 Measuring Cost Versus Value In Approach

5 Approach is Primary Cost Driver 6 R12 Upgrade Cost Factor R12 Upgrade Cost Factor 1 0 Technical Quick Hits New Modules Business Process Reengineer 5

6 EBS Upgrade Approaches Technical Upgrade: Give me what I have today but in R12. Least expensive Low risk Minimal value Technical Upgrade Plus Quick Hits Take advantage of underutilized existing functionality Take advantage of new functionality Analyze and remove customizations where new functionality exists Good cost / value trade-off - Continued - 6

7 EBS Upgrade Approaches, continued Upgrade + New Modules: While we re at it Strategically add new modules Restructure process and implement while you have the team participating on the upgrade Process Re-engineering: We need to start over. Redesign business processes and reconfigure applications Restructure chart of accounts Re-architect using Service-Oriented Architecture (SOA) Most time consuming and expensive, but most value 7

8 Other Cost Variables Analyze impact on the organization (workload, who the users are, conflicts with other projects, etc.) Define internal upgrade team, including the Executive Team Develop an upgrade timeline that works for the organization Develop a complete list of customizations and define why they exist (includes reports) Resolve known issues prior to project start (reduce scope and complexity) 8

9 Approach is Also Primary Value Driver 6 R12 Upgrade Value Factor R12 Upgrade Value Factor 0 Technical Quick Hits New Modules Business Process Reengineer 9

10 Additional Upgrade Benefits Maintains Oracle support level Provides platform for future growth Provides consistency across all accounting applications with standard sub-ledgers Streamlines reporting and analysis Faster, simpler period-end processing 10

11 R12.2 Value to Project Centric Organizations

12 R12: Key Features for Project Based Organizations Release 12 Standard Features SLA, AP Invoice Lines, EBTax, MOAC (single responsibility, multiple OU s) Features Through Release Enhanced Services Procurement US Federal Support: Reimbursable Agreement Processing Sub-Contractor Payment Management Enhanced Reporting - Continued - Miscellaneous and Usability Enhancements 12

13 Key Features for Project Based Organizations Release 12.2 Key Features Labor Costing Enhancements Billing Enhancements Standard Invoicing for Adjusted Transactions Billing Groups Cost Code Support Sub-Contractor Management Enhanced Global Projects Support Post Release 12.2 Project Supply Chain 13

14 Sub-Contractor Management & Services Procurement Automated Payment Processing Subcontract Compliance Enhanced Visibility & Control Enforce Contract Compliance Deliverables Management Payment holds for Violations Complete Payment Management Pay/Bill When Paid Deductions Retentions Supplier Dashboard for Complete Visibility Enable contingent workers to work on a multiple projects from one PO 14

15 Sub-Contractor Management & Services Procurement Select subcontractor invoices to manually link to customer invoice Initiate Payment hold for deliverables 15 15

16 Labor Costing Enhancements Standard Costing for Labor has been supplemented with Total Time Costing Enable costing for Exempt employees (DCAA Compliance) Ensures labor cost is not over counted when total hours exceed standard hours on which standard rate is based Actual Costing Payroll Actuals used to cost Project Labor Accruals for Labor Costs till Payroll Run Costing Using HR Rates HR Rates derived from Rate Matrix setup using Rate by Criteria Enables Compliance with Davis Bacon Act 16

17 Support for US Federal Requirements Reimbursable Agreement Processing Automated Advance Processing Budget Integration with Federal Budget Execution Support for Budgetary and Proprietary Accounting Actual Accounting Entries for Budget Transactions Additional Accounting entries for Proprietary Federal accounting Enhanced Funds Control using new Funding Consumption Rules (Revenue & Invoice Processing) Sequence number used to pick up agreements for invoicing Mandatory Agreements Number on Billing Events Date Effective funds consumption 17

18 Cost Code Structure for Financial Control Key Requirements Met Standardized, user-definable cost classification structure Reduce the size and complexity of project task structures Easier setup and maintenance of project structures Better, timely and structured cost information Typical Project Control Structure Solution Standard Code of Accounts A: Substructure B: Shell C: Interiors D: Services A10: Foundations A20: Basement Construction Activity breakdown Task Structure (WBS) A1010: Standard Foundations A1020: Special Foundations A1030: Slab on Grade A1031: Standard Slab on Grade A1033: Inclined Slab on Grade 3000: Concrete Cost breakdown Cost Breakdown Structure (CBS) 3050 Basic Materials and Methods 3100 Formwork 3200 Reinforcement 3300 Pouring 3210 Reinforcing Steel 3220 Welded Wire Fabric 3240 Fibrous Reinforcing L - Labor M - Material E - Equipment LTR Regular Trade Labor LT Trade Labor LTB Trade Labor Burden LS Supervisor Labor Resource breakdown Resource Breakdown Structure (RBS) 18

19 Enhanced Global Projects Support Cross-LE Support within One Operating Unit Problem One Operating Unit goes across Legal Entities Operating Unit Solution Stripe Project/Expenditure Organization by LE IC Billing between LE s within one OU Provider/Receiver Controls by LE Reconciliation/Settlement by LE Legal Entity 1 Incurs Cost Legal Entity 2 Owns Project

20 Procurement for Projects Typical Issues Supply Chain Project Management Finance Poor on time delivery performance Material shortages while experiencing high levels of Inventory Material quantities and request dates do not reflect status of project plan Zero knowledge of installation issues and priorities Inability to make informed priority & allocation decisions across projects Projects miss customer deliverables No ability to manage resources across projects Project delays due to material shortages Project plans unable to take into consideration material availability Hedging of material request dates and quantities because of poor mfg. performance Inability to perform effective What-If scenario planning which includes availability No visibility to potential late penalty fees Manually effort to analyze financial impact of project and supply chain plans Difficulty in establishing a bottoms-up financial plan Lack of visibility to predict near term revenue and margins Poor cash management Unrealized efficiencies Higher costs

21 Project Supply Chain Procurement Plan for Projects Independent of Other Plan Types Workplan, Financial Plan Upload from Microsoft Excel Plan Lines linked to Items, Tasks with Need-By Date Plan Lines released to Buyer when ready Buyer can make updates to Item Product Description, Dates, Cost Dashboards for Project Managers Visibility into entire plan and status of plan lines Dashboard for Buyer Visibility into plans across projects by Item / Product Description Action items front and center Drills into Item and Supplier Dashboards

22 New Features by Industry Engineering & Construction Sub-Contractor Management: Deliverables Mgmt, Payment Mgmt Labor Costing Enhancements: Actual Costing and Payroll Integration Labor Rates from HR Rate by Criteria Cost Code Structure Project Supply Chain Professional Services Labor Costing Enhancements: Total Time Costing Services Procurement Global Projects Support Enhancement Adjusted Transactions in Standard Invoicing - Continued -

23 New Features by Industry, continued Public Sector Support for Federal Accounting and Federal Budget Execution Integration Funding Consumption Improvement Government Contracting Funding Consumption Improvements Labor Costing Enhancements Sub-Contract Management and Services Procurement Projects Supply Chain

24 Enhanced Reporting BI-Publisher Support for Standard Reports Project Manager Reporting Pack Automated scheduled distribution of reports Project Analytics Enhancements Resource Management: Utilization, Availability Earned Values Metrics Global Projects Metrics (Intercompany Metrics) Endeca Extensions (Oracle s Built-In Big-Data Analytics) Manage project financial risk and cost discipline Ensure schedule compliance Improve project team productivity 24

25 Support for Mobile Devices With 12.2 Project Expense submission via Mobile Devices Project Time Submission Coming soon: Capture progress for a task(s) View and forward project related documents (i.e. inspection reports, drawings, certificates, logs, etc.) Project Performance Status reports Project related approvals 25

26 Upcoming Features Beyond R12.2 Project Planning Integration with Primavera P6 Using the Primavera Gateway Already delivered by Project Partners Revenue Management for Projects Reallocate revenue across services, products, VSOE support Streamlined Billing for Projects Support for Progress Billing, Federal Contract Types, Funds Accounting 26

27 Why Project Partners? Full Business Transformation Partner Workshops Assessments Upgrade project delivery Depth of upgrade knowledge, we understand industry drivers, business issues and ERP gaps to provide a complete R12.2 project centric industry solution 27

28 Questions? Answers! Project Partners, LLC Phone:

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