Capital Infrastructure and Asset Lifecycle Management

Transcription

1 Capital Infrastructure and Asset Lifecycle Management Guy Barlow Director, Industry Strategy Primavera Global Business Unit 25 June 2015 Copyright 2015, Oracle and/or its affiliates. All rights reserved.

2 Safe Harbor Statement The following is intended to outline our general product direcpon. It is intended for informapon purposes only, and may not be incorporated into any contract. It is not a commitment to deliver any material, code, or funcponality, and should not be relied upon in making purchasing decisions. The development, release, and Pming of any features or funcponality described for Oracle s products remains at the sole discrepon of Oracle.

3 Mission CriPcal SoluPon

4 Huge investments & high expectapons R$200bn infrastructure package invest to revive economic growth

5 ObjecPves SMARTer Infrastructure Oil & Gas UPliPes (Power & Water) Mining TransportaPon FaciliPes/Buildings Reduce Cost Performance to budget More with less Manage change More Value Streamlined CoordinaPon High frequency CollaboraPon Purpose Built Integrated Controls Consistent Performance Lower Risk Resilience based infrastructure Life- cycle thinking Partnered approaches & contracts

6 64% 73% missed budget not on schedule

7 Full lifecycle visibility & control Project SelecPon & DefiniPon Engineering Design (FEL/FEED) ConstrucPon Commissioning & Handover OperaPons Asset Management Decommissioning Rank, PrioriPse & oppmise projects Business case Strategic Driver based ROI ROCE Planning mgmt Shareholder value Capital AllocaPon Stage Gate management Scope/Schedule/Risk Resources Document Control What if analysis Engineering Deliverables Eng/Const AcPvity Status Contract / Change Management Cost Management Dashboards/KPI s Workflow and Alerts Stakeholder reporpng Stakeholders IntegraPon with ERP/EAM Program & Project Management Capital Projects STO Decom 7

8 Mission cripcal role 8

9 Strategic Planning Befer Financial Discipline

10 Challenges management Driver based,oppmized,project selecpon The Reserve Replacement Grow reserves by greater than 100% per annum Regulatory Impact on the porholio from conpnual enhancements from government organizapons OperaKonal efficiencies Facility investments & operapng costs account for 40% of annual spending Cash Flow Improve Time to first Oil & enhanced cost control Capital AllocaKon Efficient allocapons of capital especially at FID

11 Process Driver Based target sejng Strategic Planning Budget porholio OpPmisaPon Strategic Driver Budgets Business OpportuniPes Porholio oppmizapon Approved Projects Benefits ExecuPon

12 OpPmize capital project porholios CapabiliPes A strategy- first approach Incorporate funding and workforce needs Investor maps and dashboards to analyze key strategic decision- making data Benefits OpPmized porholio based on strategic, financial, or risk metrics Manage porholios of producpon and facility investments to achieve strategic goals Maximize return on capital

13 Integrate financial modeling & simulapon CapabiliPes Simulate strategic plans QuanPfy uncertainty in key drivers Assess impact on KPI s e.g. ROACE Test plans robustness to external factors Benefits Learn risk of failure in advance Adjust strategy to withstand external stresses

14 Create an OpPmized Plan for the Enterprise CapabiliPes Project the Income Statement, Balance Sheet, and Cash Flow Statement Manage earnings, working capital, etc. Run what- if analysis Compare to compeptors & market Benefits Create synergy across various stakeholders Reduce the Pme required to iterate the plan Increase plan feasibility

15 Results 10% 10% 10% Improvement in alignment The Improvement in Capital AllocaKon Improvement on Kme to First Oil

16 Capital Projects Smarter ExecuPon

17 Challenges Risk management EffecPve risk and conpngency control throughout the project life Planning Lack of stakeholder engagement in detailed planning Contract management Poor collaborapon and doc control with the supply chain Change Control No standardized process leads to poor change control Cash Flow Ensuring a posipve cash flow during project life Resource management Ability to effecpvely plan and manage all aspects of resources incl impact on supply chain

18 Process 1. Scope definipon 2. Stage gate control 3. Resource & risk management Oracle ConfidenPal Internal/Restricted/Highly Restricted 18

19 Scope definipon Make use of workflows to define, capture and approve process for scope definipon Enable sharing and updapng of scope documents Oracle ConfidenPal Internal/Restricted/Highly Restricted 19

20 Stage gate control Define Stage gates and deliverables due Capture documents in a true document repository Oracle ConfidenPal Internal/Restricted/Highly Restricted 20

21 Resource & risk management Analyze risk and plan mipgapon Risks stored centrally & scored against a standard matrix OpPmize resources and schedule Oracle ConfidenPal Internal/Restricted/Highly Restricted 21

22 Results 20% 30% 10% Improvement in cost control The Improvement in Risk and conkngency management Improvement in schedule delivery

23 Shutdowns/Turnarounds & Outages Enhanced OperaPonal Excellence

24 Challenges management Which assets and when do we take offline Scope management The Ensure all stakeholders are fully engaged in the definipon of the scope Regulatory Impact on the porholio from conpnual enhancements from government organizapons ProducKon loss Impacts on Revenue due to late start up Cash Flow Improve Time to start up and enhanced cost control Resource management Ability to effecpvely plan and manage all aspects of resources incl impact on supply chain

25 Process 1. Plan/Resource oppmizapon 2. Streamline execupon 3. Change & discovery Control Planning cycle T- 6 to T- 1 ExecuPon cycle Oracle ConfidenPal Internal/Restricted/Highly Restricted 25

26 Plan/Resource oppmizapon Store pre- work / best pracpce in project template OpPmize resources and schedule Oracle ConfidenPal Internal/Restricted/Highly Restricted 26

27 Plan/Resource oppmizapon Analyze risk and plan mipgapon Risks stored centrally & scored against a standard matrix Establish sub contracts Enabling effecpve governance MiPgate cost and maximize ROI Oracle ConfidenPal Internal/Restricted/Highly Restricted 27

28 Streamline execupon Capture progress in real Pme from onsite workers Track progress via analypcs reports Oracle ConfidenPal Internal/Restricted/Highly Restricted 28

29 Change & Discovery control Changes can be fully tracked through a pre configured workflow. Using template forms for simple accurate data collecpon. Review impact using risk analysis, etc Oracle ConfidenPal Internal/Restricted/Highly Restricted 29

30 Results 20% 30% 10% Improvement in cost control The Improvement in Risk and conkngency management Improvement in schedule delivery

31 Mission CriPcal SoluPon

32 Integrated EPPM Plahorm Budgeting & Forecasting Cost Management & Control Improve Project Profitability Contract Management Portfolio Management Cloud Analytics Project management Mobile capabilipes Collaboration Accelerate Project Delivery Insight & Performance Project Management & Scheduling Risk Management Resource Management Project Visualization 32

33 TransformaPonal Journey where are you? TransformaPonal Marginal Project scheduling tools Manage just cripcal projects Stable Project collaborapon Formal processes in place Evolving Use of porholio applicapon Projects managed as porholios Best- in- Class Workflows & business users Porholio is aligned to business Enterprise- wide deployment Real- Pme porholio management Most companies 33

34 Huge investments & high expectapons R$200bn infrastructure package - R$140m planning efficiencies - R$280m streamlining execukon 34

35 3 quespons to consider 1. Are we making the right decisions? 2. Can we react quickly enough? 3. Will we be prepared for the future? 35

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