Project controls for csx engineering ppt

Project Controls for CSX Engineering James Minks, Project Manager II

CSX Technology

Jacksonville, FL

Speaker Background

• 26 years development and IT experience

• 16+ years with Oracle in various capacities:

– Technical Support – Applications

– Global IT

– Application Development & Infrastructure

• Joined CSX Technology in February 2011

– Implemented Project Controls for Engineering Division (Dec. 2011) for 140+ users

3/30/2012 Copyright © CSX Corporation All rights reserved. 2

Agenda

• Abstract

• CSX Overview

• Business Drivers for Project Controls

• Key Success Factors

• Q&A

• Websites and Email


CSX OVERVIEW

Operate in every major population and industrial center east of the Mississippi and two Canadian provinces

• $10.6B in Revenue

• 21,000+ route miles / Over 32,000 employees

• 4,000 locomotives / 80,000 freight cars

• Operates an average of 1,200 trains per day

• Transports an average of 20,000 carloads per day

• Transports 3.9 million carloads of products and raw materials a year

Our Vision To be the safest, most progressive, North American railroad, relentless

in the pursuit of customer and employee excellence


Abstract

• CSX Transportation (CSX) identified the need to improve its project and project portfolio management processes.

• The implementation satisfied the need to begin deriving value for the Engineering organization by leveraging the acquisition of technology solutions from Oracle (Primavera P6 and Contract Management).

• CSX Project Controls implementation was divided into three (3) releases, to minimize the cultural change impact on end users by introducing functionality in a methodical manner.

• In this presentation I want to impart three key phases. – First, how CSX defined standard Project Controls business processes.

– Secondly, how we mapped those business processes to Oracle Primavera P6 and Contract Management functionality.

– Third, how CSX integrated Oracle Primavera P6 with Oracle Project Accounting for capturing project budget and actuals data.


Business Drivers

• No standardized Engineering project management processes – Major Programs (Nation Gateway & Florida S-Line High Speed Rail)

• Information is everywhere but nowhere to be found – Network drives, C: drives – MS Outlook – Day Planners – Post Its

• Aging workforce – retirements - loss of project experience and knowledge

• Duplication of effort: – Reinventing the wheel – Lost project artifacts

• No standardized software solution • No central document management repository


National Gateway


Florida SunRail


Crawl Walk Run

KEY MILESTONES

• Standardize business processes

• Roll-out P6 & CM

• PM training • Basic Financial

Integration

• Advanced Dashboard Analytics

• Improved Resource Allocation

• Improved OP3 Interface • Technology upgrades

• P6 from 8.0 to 8.2 • CM from 13.0 to 14.0

• Implement Oracle AutoVue

• Reduced dependency of legacy document management system

• Possible OP3 2-way interface between Oracle EBS / P6

TIMEFRAME: 12 months



CSX Approach


One Business Process

What is CSX Project Controls?

Oracle Primavera P6 is the most powerful, robust and easy-to-use solution for prioritizing,

planning, managing and scheduling projects, programs

and portfolios.

Primavera P6

Oracle Primavera Contract Management is a document

management and field controls solution that keeps construction

projects on schedule and on budget.

Contract Management

Two tools


Business Process Design


Business Process Design cont.


Initial Rollout

Once we had the Project Management Business Processes defined, we worked on the implementation phase of project which consisted of:

1. Producing Training Materials for P6 & CM, which consisted of detailed desk

instructions which mapped to our business processes 2. Installing and Configuring of P6 & CM “sandbox” environment for training purposes 3. Conducting “Pilot” training with 12-15 Project Managers from various engineering

departments 4. Making adjustments to the training material and approach based on “Pilot” team

feedback Lessons learned, made course correction for Rollout Training (July-Nov 2011): • The 17 page Business Process was too complex for most users to follow, and they

requested that we render those 17-pages down to 1-2 pages • More time was needed on P6 and less on CM, as scheduling was the critical need

vs. a document storage system (CM)


Project Lifecycle


OP3™

CSX Oracle Technical Landscape


Project Controls Architecture


Capital Spend Dashboard


Contract Management


Oracle EBS Integration

• CSX chose Project Partners OP3 2.5.10 for integration with Oracle Financials 12.1.3

• CSX adopted a single transfer flow of projects from Oracle to P6

• CSX implemented four (4) integration points with OP3 – Initial project structure flow

– Updated/New/Deleted WBS

– Budget Transfer

– Transfer of Actual Cost and Quantity


Integrating Oracle with P6 via OP3

Classify project(s) for

transfer in EBS Daily concurrent request to transfer the project(s) budget, tasks, and header information

Daily concurrent request to transfer

the project(s) actual costs


One-way Flow from Oracle

Oracle E Business Suite (“EBS”) Integration Overview

Classification codes

Global Resources and Rates

Project Header, WBS, Tasks, Dates

Budget Updates at Task UDF

Actual Financial Costs & Effort

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reserved. 21

Oracle EBS Integration Process Flow


reserved. 22

Project Creation in EBS

Projects created in Oracle are

transferred to P6


reserved. 23

Task Structure Transfer in EBS


reserved. 24

Summary Budget Transfer in EBS


reserved. 25

Detail Budget Transfer in EBS


Transfer Actuals in EBS


Key Success Factors

• Top tier P6/CM implementation consultants – CSX chose Innovative Management Solutions

• Core team approach with business partners, technology, and IMS

• Roll-out training (80 project managers)

• Desk Instructions following the business processes

• Phased implementation approach – 1 (crawl), 2 (walk), 3 (run)

• Monthly Newsletters - informing business partners & project sponsors of progress


Newsletters


Questions


Contact Information

James Minks, Project Manager II

CSX Technology

[email protected]

904.633.5135


mailto:[email protected]

Project controls for csx engineering ppt

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