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  • Smarter Ways to Unlock Your Unused Contingency Budgets

    - by Melissa Centurio Lopes
    Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} Cash flow is becoming increasingly important in the current economy; senior executives are looking for smarter ways of unlocking unused funds for new or ongoing capital expenditure projects. With project contingency budgets on average equaling 10 percent of overall costs, are you confident that you can release this cash without risking existing investments or the health of your overall project portfolio? This is the central question posed in a new report from the EPPM board, Hedging Your Bets? Optimizing Investment Opportunities for Great Cash Flow. The board is Oracle’s international steering committee, which brings together senior figures from leading organizations to discuss the critical role of enterprise project portfolio management (EPPM). C-Level Visibility Will Unlock Funds In addition to exploring how unlocking your contingency funds enables you to augment your cash flow (without resorting to expensive borrowing), the report offers a number of suggestions on how this can be done in a risk-free way, including Building an effective governance framework that shows the demonstrable value of every project within the portfolio Undertaking contingency planning risk assessments that give you complete portfolio wide visibility into all risk factors Establishing executive ownership of the portfolio to promote a more realistic appreciation of the risk levels inherent in the portfolio Creating a chief risk officer role that can review consolidated contingencies and risks so they are not considered in isolation The overriding message behind the report—and the work carried out by the EPPM board—is the need for increased C-level visibility across the entire enterprise project portfolio to enable better business decisions. Read the complete report in English, Chinese, German, or French. Read more in the October Edition of the quarterly Information InDepth EPPM Newsletter

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  • Salt River Project Identifies US$500,000 in Cost Reduction Opportunities Through Unified IT Portfolio Management

    - by Melissa Centurio Lopes
    Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} Salt River Project (SRP) includes two entities serving the Phoenix area: the Salt River Project Agricultural Improvement and Power District and the Salt River Valley Water Users’ Association. The SRP district operates various power plants and generating stations to provide electricity to nearly 956,000 retail customers. The SRP association maintains an extensive system of reservoirs, wells, and irrigation laterals to deliver nearly 1 million acre-feet of water annually. Salt River Project implemented Oracle’s Primavera Portfolio Management to unify management of its extensive IT portfolio, including essential utility systems, like work and asset management, as well as programming frameworks and development tools. With the system, SRP discovered almost US$500,000 in cost-reduction opportunities by identifying redundant or low use software, including 150 applications that are close to being unsupported. The company retired 10 applications in the last year and upgraded 34 systems. SRP also identified preferred technologies and ensured that more than 90% of applications are based on standard technologies—reducing procurement costs, simplifying maintenance support, and lowering total cost of ownership. Solutions: Provided approximately 70 users in the IT support group with detailed insight into the product lifecycle of each piece of IT infrastructure and software in the entire portfolio Discovered almost US$500,000 in cost reduction opportunities by identifying redundant or low use software that could be eliminated or migrated to alternative solutions Identified approximately 150 applications that are close to being unsupported and prioritized them to begin modernization Click here to view more Oracle Primavera Portfolio Management solutions for SRP. Why Oracle Salt River Project chose Oracle’s Primavera Portfolio Management after evaluating it against four other solutions. “Oracle’s Primavera Portfolio Management offered the most functionality to support our diverse needs,” said Eileen Ahles, IT portfolio manager, Salt River Project. Read the complete customer success story Access a list of all Primavera customer success stories

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  • Columbus Regional Airport Authority Cuts Unbudgeted Carryover Costs for Capital Projects by 88% in One Year

    - by Melissa Centurio Lopes
    Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} The Columbus Regional Airport Authority (CRAA) is a public entity that works to connect Central Ohio with the world. It oversees operations at three airports?Port Columbus International Airport, Rickenbacker International Airport, and Bolton Field Airport?and manages the Rickenbacker Inland Port and Foreign Trade Zone # 138. It was created in 2002 through the merger of the Columbus Airport Authority and Rickenbacker Port Authority. CRAA manages approximately 100 projects annually, including initiatives as diverse as road and runway construction and maintenance, terminal improvements, construction of a new air traffic control tower, technology infrastructure development, customer service projects, and energy conservation programs. CRAA deployed Oracle’s Primavera P6 Enterprise Project Portfolio Management to create a unified methodology for scheduling and capital cash flow management. Today, the organization manages schedules and costs for all of its capital projects by using Primavera to provide enterprise wide visibility. As a result, CRAA cut unbudgeted carryover costs from US$24.4 million in 2010 to US$3.5 million in 2011?an 88% improvement. "Oracle’s Primavera P6 and Primavera Contract Management are transforming project management at CRAA. We have enabled resource-loaded scheduling and expanded visibility into cash flow, which allowed us to reduce unbudgeted carryover by 88% in a single year.” – Alex Beaver, Manager, Project Controls Office, Columbus Regional Airport Authority Challenges Standardize project planning and management for the approximately 100 projects?including airport terminal upgrades to road and runway creation and rehabilitation?that the airport authority undertakes annually Improve control over project scheduling and budgets to reduce unplanned carryover costs from one fiscal year to the next Ensure on-time, on-budget completion of critical infrastructure projects that support the organization’s mission to connect Central Ohio with the world through its three airports and inland port Solutions · Used Primavera P6 Enterprise Project Portfolio Management to develop a unified methodology for scheduling and managing capital projects for the airport authority, including the organization’s largest capital project ever?a five-year runway construction project · Gained a single, consolidated view into the organization’s capital projects and the ability to drill down into resource-loaded schedules and cash flow, enabling CRAA to take action earlier to avert the impact of emerging issues?including budget overages and project delays · Cut unbudgeted carryover costs from US$24.4 million in 2010 to US$3.5 million in 2011?an 88% improvement Click here to view all of the solutions. “Oracle’s Primavera solutions are the industry standard for project management. They provide robust and proven functionality that give us the power to effectively schedule and manage budgets for a wide range of projects, from terminal maintenance, to runway work, to golf course redesign,” said Alex Beaver, manager, project controls office, Columbus Regional Airport Authority. Click here to read the full version of the customer success story.

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  • How Important is Project Team Communication in the Public Sector?

    - by Melissa Centurio Lopes
    Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} By Paul Bender, Director of Public Administration Strategy, Oracle Primavera It goes without saying that communication between project team members is a core competency that connects every member of a project team to a common set of strategies, goals and actions. If these components are not effectively shared by project leads and understood by stakeholders, project outcomes can be jeopardized and budgets may incur unnecessary risk. As reported by PMI’s 2013 Pulse of the Profession, an organization’s ability to meet project timelines, budgets and especially goals significantly impacts its ability to survive—and even thrive. The Pulse study revealed that the most crucial success factor in project management is effective communication to all stakeholders—a critical core competency for public agencies. PMI’s 2013 Pulse of the Profession report revealed that US$135 million is at risk for every US$1 billion spent on a project. Further research on the importance of effective project team communication uncovers that a startling 56 percent (US$75 million of that US$135 million) is at risk due to ineffective communication. Simply stated: public agencies cannot execute strategic initiatives unless they can effectively communicate their strategic alignment and business benefits. Executives and project managers around the world agree that poor communication between project team members contributes to project failure. A Forbes Insights 2010 Strategic Initiatives Study “Adapting Corporate Strategy to the Changing Economy,” found that nine out of ten CEOs believe that communication is critical to the success of their strategic initiatives, and nearly half of respondents cite communication as an integral and active component of their strategic planning and execution process. Project managers see it similarly from their side as well. According to PMI’s Pulse research, 55 percent of project managers agree that effective communication to all stakeholders is the most critical success factor in project management. As we all know, not all projects succeed. On average, two in five projects do not meet their original goals and business intent, and one-half of those unsuccessful projects are related to ineffective communication. Results reveal that while all aspects of project communication can be challenging to public agencies, the biggest problem areas are: A gap in understanding the business benefits. Challenges surrounding the language used to deliver project-related information, which is often unclear and peppered with project management jargon. Public agencies -- federal, state, and local -- have difficulty communicating with the appropriate levels with clarity and detail. This difficulty is likely exacerbated by the divide between each key audience and its understanding of project-specific, technical language. For those involved in public sector project and portfolio management, I would be interested to hear your thoughts and please visit Primavera EPPM solutions for public sector.

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  • Webcast Series Part II: Integrated Infrastructure and Lifecycle Solutions for Capital Assets - A New Delivery Model

    - by Melissa Centurio Lopes
    Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif";} Register today for the second part of this webcast series on Thursday, November 29, 2012 10:00 a.m. PT/ 1:00 p.m. ET Project Portfolio Management solutions have immediate and lasting impact o both Provider’s and Contractor’s bottom lines by helping to manage the costs and risks of healthcare infrastructure projects from planning through handing-over and operating. During this Webcast, Integrated Infrastructure and Lifecycle Solutions for Capital Assets - A New Delivery Model, Garrett Harley and Thomas Koulouris will continue their discussion on Healthcare Infrastructure strategy changes and will cover the following topics: The shift in the Healthcare infrastructure strategy and how it will impact providers and contractors The Integrated Infrastructure & Lifecycle Solutions for Capital Assets and how these solutions help your business Communication and integration between providers and contractors and why it is so important to your bottom line The new integrated delivery system in Healthcare infrastructure and how Project Portfolio Management is so critical to the success of that system.

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  • LUKOIL Overseas Holding Optimizes Oil Field Development Projects with Integrated Project Management

    - by Melissa Centurio Lopes
    Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} LUKOIL Overseas Group is a growing oil and gas company that is an integral part of the vertically integrated oil company OAO LUKOIL. It is engaged in the exploration, acquisition, integration, and efficient development of oil and gas fields outside the Russian Federation to promote transforming LUKOIL into a transnational energy company. In 2010, the company signed a 20-year development project for the giant, West Qurna 2 oil field in Iraq. Executing 10,000 to 15,000 project activities simultaneously on 14 major construction and drilling projects in Iraq for the West Qurna-2 project meant the company needed a clear picture, in real time, of dependencies between its capital construction, geologic exploration and sinking projects—required for its building infrastructure oil field development projects in Iraq. LUKOIL Overseas Holding deployed Oracle’s Primavera P6 Enterprise Project Portfolio Management to generate structured project management information and optimize planning, monitoring, and analysis of all engineering and commercial activities—such as tenders, and bulk procurement of materials and equipment—related to oil field development projects. A word from LUKOIL Overseas Holding Ltd. “Previously, we created project schedules on desktop computers and uploaded them to the project server to be merged into one big file for each project participant to access. This was not scalable, as we’ve grown and now run up to 15,000 activities in numerous projects and subprojects at any time. With Oracle’s Primavera P6 Enterprise Project Portfolio Management, we can now work concurrently on projects with many team members, enjoy absolute security, and issue new baselines for all projects and project participants once a week, with ease.” – Sergey Kotov, Head of IT and the Communication Office, LUKOIL Mid-East Ltd. Oracle Primavera Solutions: · Facilitated managing dependencies between projects by enabling the general scheduler to reschedule all projects and subprojects once a week, realigning 10,000 to 15,000 project activities that the company runs at any time · Replaced Microsoft Project and a paper-based system with a complete solution that provides structured project data · Enhanced data security by establishing project management security policies that enable only authorized project members to edit their project tasks, while enabling each project participant to view all project data that are relevant to that individual’s task · Enabled the company to monitor project progress in comparison to the projected plan, based on physical project assets to determine if each project is on track to conclude within its time and budget limitations To view the full list of solutions view here. “Oracle Gold Partner Parma Telecom was key to our successful Primavera deployment, implementing the software’s basic functionalities, such as project content, timeframes management, and cost management, in addition to performing its integration with our enterprise resource planning system and intranet portal within ten months and in accordance with budgets,” said Rafik Baynazarov, head of the master planning and control office, LUKOIL Mid-East Ltd. “ To read the full version of the customer success story, please view here.

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  • The Rise of Project Intelligence and Why It Matters

    - by Melissa Centurio Lopes
    Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} By Amy DeWolf Are you doing any of these in your organization? How are you leveraging historical data to forecast projects? There’s a lot going on in government today. The economic pressures agencies feel from the uncertainty of budget cuts and sequestration effect every part of an organization, including the Project Management Office (PMO).  The PMO is responsible for monitoring and administering government IT projects. As time goes on, priorities shift, technology advances, and new regulations are imposed, all of which make planning and executing projects more difficult.  For example, think about your own projects.  How many boxes do you need to check and hoops do you need to jump through to ensure you comply with new regulations? While new regulations and technology advancements can be a good thing, they add an additional layer of complexity to already complex projects. To overcome some of these pressures, particularly new regulations, many in the PMO world are adopting a new approach- Project Intelligence (PI). According to a new Oracle Primavera white paper, The Rise of Project Intelligence: When Project Management is Just Not Enough, “PI uses Business Intelligence methods to leverage historical project data to make more informed decisions and greatly enhance project execution.” Currently, project managers plan and forecast the possible phases in an execution cycle.  However, most project managers don’t have the proper tools to do this as effectively as they would like. As the white paper noted, “The underlying deficiencies in most forecasting approaches are that 1) the PM fails in most instances to leverage historical data and 2) the PM doesn’t employ current Business Intelligence tools.” PI seeks to overturn this by combining modeling tools used in Business Intelligence for projects with the understanding of Emotional Intelligence for managing people.   Simply put, Project Intelligence is built off four main pillars: Actively use historical data to forecast project cycles Understand the intricacies of complex projects Enhance social and emotional intelligence in projects Actively use Business intelligence tools Read our complimentary whitepaper and discover the importance of emotional intelligence and best practices for improving projects, specifically in terms of communication.

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  • Video White Paper: Successful Maintenance Management Strategies for Oil & Gas Projects

    - by Melissa Centurio Lopes
    Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} Watch this short video white paper to learn how you can optimize your daily and routine maintenance with Oracle Primavera’s project portfolio management solution. You can also Register and read the full white paper “Optimizing Daily and Routine Maintenance through Project Portfolio Management” to discover how to: Capture best practices to successfully manage daily and routine maintenance projects. Keep your equipment running longer and more efficiently.

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  • Why Executives Need Enterprise Project Portfolio Management: 3 Key Considerations to Drive Value Across the Organization

    - by Melissa Centurio Lopes
    Normal 0 false false false EN-US X-NONE X-NONE /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:10.0pt; font-family:"Cambria","serif";} By: Guy Barlow, Oracle Primavera Industry Strategy Director Over the last few years there has been a tremendous shift – some would say tectonic in nature – that has brought project management to the forefront of executive attention. Many factors have been driving this growing awareness, most notably, the global financial crisis, heightened regulatory environments and a need to more effectively operationalize corporate strategy. Executives in India are no exception. In fact, given the phenomenal rate of progress of the country, top of mind for all executives (whether in finance, operations, IT, etc.) is the need to build capacity, ramp-up production and ensure that the right resources are in place to capture growth opportunities. This applies across all industries from asset-intensive – like oil & gas, utilities and mining – to traditional manufacturing and the public sector, including services-based sectors such as the financial, telecom and life sciences segments are also part of the mix. However, compounding matters is a complex, interplay between projects – big and small, complex and simple – as companies expand and grow both domestically and internationally. So, having a standardized, enterprise wide solution for project portfolio management is natural. Failing to do so is akin to having two ERP systems, one to manage “large” invoices and one to manage “small” invoices. It makes no sense and provides no enterprise wide visibility. Therefore, it is imperative for executives to understand the full range of their business commitments, the benefit to the company, current performance and associated course corrections if needed. Irrespective of industry and regardless of the use case (e.g., building a power plant, launching a new financial service or developing a new automobile) company leaders need to approach the value of enterprise project portfolio management via 3 critical areas: Normal 0 false false false EN-US X-NONE X-NONE /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:10.0pt; font-family:"Cambria","serif";} 1. Greater Financial Discipline – Improve financial rigor and results through better governance and control is an imperative given today’s financial uncertainty and greater investment scrutiny. For example, as India plans a US$1 trillion investment in the country’s infrastructure how do companies ensure costs are managed? How do you control cash flow? Can you easily report this to stakeholders? 2. Improved Operational Excellence – Increase efficiency and reduce costs through robust collaboration and integration. Upwards of 66% of cost variances are driven by poor supplier collaboration. As you execute initiatives do you have visibility into the performance of your supply base? How are they integrated into the broader program plan? 3. Enhanced Risk Mitigation – Manage and react to uncertainty through improved transparency and contingency planning. What happens if you’re faced with a skills shortage? How do you plan and account for geo-political or weather related events? In summary, projects are not just the delivery of a product or service to a customer inside a predetermined schedule; they often form a contractual and even moral obligation to shareholders and stakeholders alike. Hence the intimate connection between executives and projects, with the latter providing executives with the platform to demonstrate that their organization has the capabilities and competencies needed to meet and, whenever possible, exceed their customer commitments. Effectively developing and operationalizing corporate strategy is the hallmark of successful executives and enterprise project and portfolio management allows them to achieve this goal. Article was first published for Manage India, an e-newsletter, PMI India.

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  • Live Webcast: Make Better, Faster Decisions using Visualization - December 18th

    - by Melissa Centurio Lopes
    Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} Register today for Oracle’s Primavera upcoming Live Webcast: Make Better, Faster Decisions using Visualization, December 18th at 12pm ET. Join this webcast and discover how Oracle’s AutoVue enhances Primavera solutions with visualization of project documents, enabling users to view and digitally collaborate, improving decision making and project execution. Don’t miss this live webcast: register today and learn how you can increase visibility, improve productivity and leverage existing infrastructures with Primavera and AutoVue.

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  • Live Webcast: Discover Primavera Unifier - December 5th

    - by Melissa Centurio Lopes
    Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} Join our live webcast to see what Primavera Unifier can do for you and your organization. We are very excited to introduce you to the newest addition to the Primavera product family, Primavera Unifier (formerly known as Skire Unifier). Attend this webcast and learn why this new cloud-based solution is the most comprehensive Enterprise Project Portfolio Management (EPPM) offering to manage the complete project lifecycle, from capital planning and construction to operations and maintenance. Save your seat: Register today for this online event and learn how the addition of Primavera Unifier can help your organization manage their projects and facilities with more predictability and financial control, improving profitability and operational efficiency

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  • Oracle is Proud to Sponsor POWER-GEN International Conference

    - by Melissa Centurio Lopes
    Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} Oracle is proud to be an exhibitor at the POWER-GEN International Conference - December 11- 13, 2012 POWER-GEN International is the industry leader in providing comprehensive coverage of the trends, technologies and issues facing the generation sector. Displaying a wide variety of products and services, POWER-GEN International represents a horizontal look at the industry with key emphasis on new solutions and innovations for the future. Register today and be sure to visit Oracle in Booth 2663 on the expo floor! For more information on Oracle Primavera’s Enterprise PPM Solutions for Utilities, click here!

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  • In the Firing Line: The impact of project and portfolio performance on the CEO

    - by Melissa Centurio Lopes
    Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} What are the primary measurements for rating CEO performance? For corporate boards, business analysts, investors, and the trade press the metrics they deploy are relatively binary in nature; what is being done to generate earnings, and what is being done to build and sustain high performance? As for the market, interest is primarily aroused when operational and financial performance falls outside planned commitments for the year. When organizations announce better than predicted results, they usually experience an immediate increase in share price. Likewise, poor results have an obviously negative impact on the share price and impact the role and tenure of the incumbent CEO. The danger for the CEO is that the risk of failure is ever present, ranging from manufacturing delays and supply chain issues to labor shortages and scope creep. This risk is enhanced by the involvement of secondary suppliers providing services critical to overall work schedules, and magnified further across a portfolio of programs and projects underway at any one time – and all set within a global context. All can impact planned return on investment and have an inevitable impact on the share price – the primary empirical measure of day-to-day performance. Read this complete complementary report, In the Firing Line and explore what is the direct link between the health of the portfolio and CEO performance. This report will provide an overview of the responsibility the CEO has for implementing and maintaining a culture of accountability, offer examples of some of the higher profile project failings in recent years, and detail the capabilities available to the CEO to mitigate the risks residing in their own portfolios. Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;}

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  • Watch ON-Demand Oracle's 4th Annual Primavera Virtual Summit

    - by Melissa Centurio Lopes
    v\:* {behavior:url(#default#VML);} o\:* {behavior:url(#default#VML);} w\:* {behavior:url(#default#VML);} .shape {behavior:url(#default#VML);} Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:10.0pt; font-family:"Times New Roman","serif";} Did you miss Oracle's 4th Annual Primavera Virtual Summit? Or, maybe you attended the virtual event live, but want to re-watch some presentations or download industry-specific assets - well you can! Watch and visit here, on-demand.  Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:10.0pt; font-family:"Times New Roman","serif";} This event is now available On-Demand for your convenience. Feel free to log-in anytime to listen again about: New cloud based PPM solutions presentations. Special Primavera Roadmap presentation- what's new and what's coming. Customer stories highlighting their successes with Primavera Unifier, Oracle Instantis and Primavera P6 Enterprise Project Portfolio Management. And don't forget to visit the Resource Library to check out all the latest product information, whitepapers, and demos which are all available to download and read at your convenience. During your visit to the Virtual Summit ON-Demand, we would appreciate you visiting the Networking Lounge and taking a few minutes to fill out the survey. We would really like to hear what you think. You can also visit the Primavera Website for more information about the newest EPPM solutions and offerings.

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  • Crystal Ball Live Webcast: Expert insight from EpiX Analytics

    - by Melissa Centurio Lopes
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  • Uralelektrostroy Improves Turnaround Times for Engineering and Construction Projects by Approximately 50% with Better Project Data Management

    - by Melissa Centurio Lopes
    LLC Uralelektrostroy was established in 1998, to meet the growing demand for reliable energy supply, which included the deployment and operation of a modern power grid system for Russia’s booming economy and industrial sector. To rise to the challenge, the country required a company with a strong reputation and the ability to strategically operate energy production and distribution facilities. As a renowned energy expert, Uralelektrostroy successfully embarked on the mission—focusing on the design, construction, and operation of power grids, transmission lines, and generation facilities. Today, Uralelektrostroy leads the Russian utilities industry with operations across the country, particularly in the Ural, Western Siberia, and Moscow regions. Challenges: Track work progress through all engineering project development stages with ease—from planning and start-up operations, to onsite construction and quality assurance—to enhance visibility into complex projects, such as power grid and power-transmission-line construction Implement and execute engineering projects faster—for example, designing and building power generation and distribution facilities—by better monitoring numerous local subcontractors Improve alignment of project schedules with project owners’ requirements—awarding federal and regional authorities—to avoid incurring fines for missing deadlines Solutions: Used Oracle’s Primavera P6 Enterprise Project Portfolio Management 8.1 to streamline communication with customers and subcontractors through better data management and harmonized reporting, reducing construction project implementation and turnaround times by approximately 50%, on average Enabled fast generation of work-in-progress reports that track project schedules, budgets, materials, and staffing—from approval and material procurement, to construction and delivery Reduced the number of construction sites by nearly 30% (from 35 to 25) by identifying unprofitable sites—streamlining operations at the company’s construction site network and increasing profitability Improved project visibility by enabling managers to efficiently track project status, ensuring on-time reporting and punctual project deliveries to federal customers to reduce delay penalties to zero “Oracle’s Primavera P6 Enterprise Project Portfolio Management 8.1 drastically changed the way we run our business. We’ve reduced the number of redundant assets, streamlined project implementation and execution, and improved collaboration with our customers and contractors. Overall, the Oracle deployment helped to increase our profitability.” – Roman Aleksandrovich Naumenko, Head of Information Technology, LLC Uralelektrostroy Read the complete customer snapshot here.

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  • Live Webcast: Crystal Ball: Simulation of production uncertainty in unconventional reservoirs - November 29

    - by Melissa Centurio Lopes
    Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} In our webcast on 29 November, Oracle solution specialist Steve Hoye explains how you can effectively forecast EURs for unconventional reservoirs – supporting better investment decisions and reducing financial exposure and risk. Attend the webcast to find out how your Oil & Gas industry can: Use historical production data and data from other unconventional reservoirs to generate accurate production forecasts Conduct Monte Carlo simulations in minutes to model likely declines in production rates over time Accurately predict probable EURs to inform investment decisions Assess the site against key criteria, such as Value at Risk and Likelihood of Economic Success. Don't miss this opportunity to learn new techniques for mitigating financial risk across your unconventional reservoir projects. Register online today. "Oracle Crystal Ball is involved in every major investment decision that we make for wells." Hugh Williamson, Risk and Cost Advisor, Drilling and Completions, BP

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  • EPPM Is a Must-Have Capability as Global Energy and Power Industries Eye US$38 Trillion in New Investments

    - by Melissa Centurio Lopes
    Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} “The process manufacturing industry is facing an unprecedented challenge: from now until 2035, cumulative worldwide investments of US$38 trillion will be required for drilling, power generation, and other energy projects,” Iain Graham, director of energy and process manufacturing for Oracle’s Primavera, said in a recent webcast. He adds that process manufacturing organizations such as oil and gas, utilities, and chemicals must manage this level of investment in an environment of constrained capital markets, erratic supply and demand, aging infrastructure, heightened regulations, and declining global skills. In the following interview, Graham explains how the right enterprise project portfolio management (EPPM) technology can help the industry meet these imperatives. Q: Why is EPPM so important for today’s process manufacturers? A: If the industry invests US$38 trillion without proper cost controls in place, a huge amount of resources will be put at risk, especially when it comes to cost overruns that may occur in large capital projects. Process manufacturing companies must not only control costs, but also monitor all the various contractors that will be involved in each project. If you’re not managing your own workers and all the interdependencies among the different contractors, then you’ve got problems. Q: What else should process manufacturers look for? A: It’s also important that an EPPM solution has the ability to manage more than just capital projects. For example, it’s best to manage maintenance and capital projects in the same system. Say you’re due to install a new transformer in a power station as part of a capital project, but routine maintenance in that area of the facility is scheduled for that morning. The lack of coordination could lead to unforeseen delays. There are also IT considerations that impact capital projects, such as adding servers and network cable for a control system in a power station. What organizations need is a true EPPM system that’s not just for capital projects, maintenance, or IT activities, but instead an enterprisewide solution that provides visibility into all types of projects. Read the complete Q&A here and discover the practical framework for successfully managing this massive capital spending.

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  • Just Released: Oracle Instantis EnterpriseTrack 8.5

    - by Melissa Centurio Lopes
    Instantis EnterpriseTrack has been successfully integrated into the Oracle development process and the first release under Oracle is generally available. This release is a significant expansion of solution capabilities in resource management, project demand management, and project execution. It also includes customer requested product enhancements, reporting enhancements, performance optimizations, and user experience improvements. Key enhancements include: New Resource Calendar functionality provides more precise capacity visibility for resource planning and increases project plan reliability. Support for Activity Labor Cost Capitalization allows project teams to easily mark any WBS activity as CapEx or OpEx with Labor Expense Type and enforce proper classification of Labor Expense Type for activities by setting defaults through activity templates or at project level New Variable Resource Rates functionality allows project stakeholders to specify resource rate accurately over time and account for wage revisions Instantis EnterpriseTrack cloud and on-premise solutions provide a top-down approach to managing, tracking and reporting on enterprise strategies, projects, portfolios, processes, resources, and financials. Upgrade now or Visit the Instantis EnterpriseTrack site to learn more.

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  • Oracle Announces Oracle Cloud Office and Oracle Open Office 3.3

    - by Paulo Folgado
    Oracle today introduced Oracle Cloud Office and Oracle Open Office 3.3, two complete, open standards-based office productivity suites for the desktop, web and mobile devices - helping users significantly improve productivity, reduce costs and achieve greater innovation across the enterprise.Oracle Cloud Office 1.0 is a web and mobile office suite that enables web 2.0-style collaboration and mobile document access. Compatibility with Microsoft Office and integration with Oracle Open Office enable rich and seamless offline editing of complex presentations, text and spreadsheet documents. Oracle Open Office 3.3 includes new enterprise connectors to Oracle Business Intelligence, Oracle E-Business Suite, other Oracle Applications and Microsoft Sharepoint, to allow for fast, seamless integration into existing enterprise software stacks. In addition, it adds increased stability, compatibility and performance at up to five times lower license cost compared to Microsoft Office. Based on the Open Document Format (ODF) and open web standards, Oracle Office enables users to share files on any system as it is compatible with both legacy Microsoft Office documents and modern web 2.0 publishing. The Oracle Office APIs and open standards-based approach provides IT users with flexibility, lower short and long-term costs and freedom from vendor lock-in - enabling organizations to build a complete Open Standard Office Stack. If you're interested to learn more, read our today's press release or visit oracle.com/office.

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  • C# 4.0: Dynamic Programming

    - by Paulo Morgado
    The major feature of C# 4.0 is dynamic programming. Not just dynamic typing, but dynamic in broader sense, which means talking to anything that is not statically typed to be a .NET object. Dynamic Language Runtime The Dynamic Language Runtime (DLR) is piece of technology that unifies dynamic programming on the .NET platform, the same way the Common Language Runtime (CLR) has been a common platform for statically typed languages. The CLR always had dynamic capabilities. You could always use reflection, but its main goal was never to be a dynamic programming environment and there were some features missing. The DLR is built on top of the CLR and adds those missing features to the .NET platform. The Dynamic Language Runtime is the core infrastructure that consists of: Expression Trees The same expression trees used in LINQ, now improved to support statements. Dynamic Dispatch Dispatches invocations to the appropriate binder. Call Site Caching For improved efficiency. Dynamic languages and languages with dynamic capabilities are built on top of the DLR. IronPython and IronRuby were already built on top of the DLR, and now, the support for using the DLR is being added to C# and Visual Basic. Other languages built on top of the CLR are expected to also use the DLR in the future. Underneath the DLR there are binders that talk to a variety of different technologies: .NET Binder Allows to talk to .NET objects. JavaScript Binder Allows to talk to JavaScript in SilverLight. IronPython Binder Allows to talk to IronPython. IronRuby Binder Allows to talk to IronRuby. COM Binder Allows to talk to COM. Whit all these binders it is possible to have a single programming experience to talk to all these environments that are not statically typed .NET objects. The dynamic Static Type Let’s take this traditional statically typed code: Calculator calculator = GetCalculator(); int sum = calculator.Sum(10, 20); Because the variable that receives the return value of the GetCalulator method is statically typed to be of type Calculator and, because the Calculator type has an Add method that receives two integers and returns an integer, it is possible to call that Sum method and assign its return value to a variable statically typed as integer. Now lets suppose the calculator was not a statically typed .NET class, but, instead, a COM object or some .NET code we don’t know he type of. All of the sudden it gets very painful to call the Add method: object calculator = GetCalculator(); Type calculatorType = calculator.GetType(); object res = calculatorType.InvokeMember("Add", BindingFlags.InvokeMethod, null, calculator, new object[] { 10, 20 }); int sum = Convert.ToInt32(res); And what if the calculator was a JavaScript object? ScriptObject calculator = GetCalculator(); object res = calculator.Invoke("Add", 10, 20); int sum = Convert.ToInt32(res); For each dynamic domain we have a different programming experience and that makes it very hard to unify the code. With C# 4.0 it becomes possible to write code this way: dynamic calculator = GetCalculator(); int sum = calculator.Add(10, 20); You simply declare a variable who’s static type is dynamic. dynamic is a pseudo-keyword (like var) that indicates to the compiler that operations on the calculator object will be done dynamically. The way you should look at dynamic is that it’s just like object (System.Object) with dynamic semantics associated. Anything can be assigned to a dynamic. dynamic x = 1; dynamic y = "Hello"; dynamic z = new List<int> { 1, 2, 3 }; At run-time, all object will have a type. In the above example x is of type System.Int32. When one or more operands in an operation are typed dynamic, member selection is deferred to run-time instead of compile-time. Then the run-time type is substituted in all variables and normal overload resolution is done, just like it would happen at compile-time. The result of any dynamic operation is always dynamic and, when a dynamic object is assigned to something else, a dynamic conversion will occur. Code Resolution Method double x = 1.75; double y = Math.Abs(x); compile-time double Abs(double x) dynamic x = 1.75; dynamic y = Math.Abs(x); run-time double Abs(double x) dynamic x = 2; dynamic y = Math.Abs(x); run-time int Abs(int x) The above code will always be strongly typed. The difference is that, in the first case the method resolution is done at compile-time, and the others it’s done ate run-time. IDynamicMetaObjectObject The DLR is pre-wired to know .NET objects, COM objects and so forth but any dynamic language can implement their own objects or you can implement your own objects in C# through the implementation of the IDynamicMetaObjectProvider interface. When an object implements IDynamicMetaObjectProvider, it can participate in the resolution of how method calls and property access is done. The .NET Framework already provides two implementations of IDynamicMetaObjectProvider: DynamicObject : IDynamicMetaObjectProvider The DynamicObject class enables you to define which operations can be performed on dynamic objects and how to perform those operations. For example, you can define what happens when you try to get or set an object property, call a method, or perform standard mathematical operations such as addition and multiplication. ExpandoObject : IDynamicMetaObjectProvider The ExpandoObject class enables you to add and delete members of its instances at run time and also to set and get values of these members. This class supports dynamic binding, which enables you to use standard syntax like sampleObject.sampleMember, instead of more complex syntax like sampleObject.GetAttribute("sampleMember").

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  • Is Your ASP.NET Development Server Not Working?

    - by Paulo Morgado
    Since Visual Studio 2005, Visual Studio comes with a development web server: the ASP.NET Development Server. I’ve been using this web server for simple test projects since than with Visual Studio 2005 and Visual Studio 2008 in Windows XP Professional on my work laptop and Windows XP Professional, Windows Vista 64bit Ultimate and Windows 7 64bit Ultimate at my home desktop without any problems (apart the known custom identity problem, that is). When I received my new work laptop, I installed Windows Vista 64bit Enterprise and Visual Studio 2008 and, for my surprise, the ASP.NET Development Server wasn’t working. I started looking for differences between the laptop environment and the desktop environment and the most notorious differences were: System Laptop Desktop SKU Windows Vista 64bit Enterprise Windows Vista 64bit Ultimate Joined to a Domain Yes No Anti-Virus McAffe ESET After asserting that no domain policies were being applied to my laptop and domain user and nothing was being logged by the ant-virus, my suspicions turned to the fact that the laptop was running an Enterprise SKU and the desktop was running an Ultimate SKU. After having problems with other applications I was sure that problem was the Enterprise SKU, but never found a solution to the problem. Because I wasn’t doing any web development at the time, I left it alone. After upgrading to Windows 7, the problem persisted but, because I wasn’t doing any web development at the time, once again, I left it alone. Now that I installed Visual Studio 2010 I had to solve this. After searching around forums and blogs that either didn’t offer an answer or offered very complicated workarounds that, sometimes, involved messing with the registry, I came to the conclusion that the solution is, in fact, very simple. When Windows Vista is installed, hosts file, according to this contains this definition: 127.0.0.1 localhost ::1 localhost This was not what I had on my laptop hosts file. What I had was this: #127.0.0.1 localhost #::1 localhost I might have changed it myself, but from the amount of people that I found complaining about this problem on Windows Vista, this was probably the way it was. The installation of Windows 7 leaves the hosts file like this: #127.0.0.1 localhost #::1 localhost And although the ASP.NET Development Server works fine on Windows 7 64bit Ultimate, on Windows 7 64bit Enterprise it needs to be change to this: 127.0.0.1 localhost ::1 localhost And I suspect it’s the same with Windows Vista 64bit Enterprise.

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  • CodeIt.Right Code File Header Template For StyleCop Rules

    - by Paulo Morgado
    I like to use both StyleCop and CodeIt.Right to validate my code – StyleCop because it’s free and CodeIt.Right because it’s really good. While StyleCop provides only validation, CodeIt.Righ provides both validation and correction of violations. Unfortunately, CodeIt.Right’s supplied template for code file headers does not conform to StyleCop rules. Fortunately, CodeIt.Right allows us to define our own template. Here’s the one I use: <#@ template language="C#" #> //----------------------------------------------------------------------- // <copyright file="<#= System.IO.Path.GetFileName(Context.DestinationFile) #>" // project="<#= Context.ProjectName #>" // assembly="<#= Context.AssemblyName #>" // solution="<#= Context.SolutionName #>" // company="<#= Context.GetGlobalProperty("CompanyName") #>"> // Copyright (c) <#= Context.GetGlobalProperty("CompanyName") #>. All rights reserved. // </copyright> // <author id="<#= Context.GetGlobalProperty("UserID") #>"><#= Context.GetGlobalProperty("UserName") #></author> // <summary></summary> //-----------------------------------------------------------------------

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  • Uploading documents to WSS (Windows Sharepoint Services) using SSIS

    - by Randy Aldrich Paulo
    Recently I was tasked to create an SSIS application that will query a database, split the results with certain criteria and create CSV file for every result and upload the file to a Sharepoint Document Library site. I've search the web and compiled the steps I've taken to build the solution. Summary: A) Create a proxy class of WSS Copy.asmx. B) Create a wrapper class for the proxy class and add a mechanism to check if the file is existing and delete method. C) Create an SSIS and call the wrapper class to transfer the files.   A) Creating Proxy Class 1) Go to Visual Studio Command Prompt type wsdl http://[sharepoint site]/_vti_bin/Copy.asmx this will generate the proxy class (Copy.cs) that will be added to the solution. 2) Add Copy.cs to solution and create another constructor for Copy() that will accept additional parameters url, userName, password and domain.   public Copy(string url, string userName, string password, string domain) { this.Url = url; this.Credentials = new System.Net.NetworkCredential(userName, password, domain); } 3) Add a namespace.     B) Wrapper Class Create a C# new library that references the Proxy Class.         C) Create SSIS SSIS solution is composed of:   1) Execute SQL Task, returns a single column rows containing the criteria. 2) Foreach Loop Container - loops per result from query (SQL Task) and creates a CSV file on a certain folder. 3) Script Task - calls the wrapper class to upload CSV files located on a certain folder to targer WSS Document Library Note: I've created another overload of CopyFiles that accepts a Directory Info instead of file location that loops thru the contents of the folder. Designer View Variable View

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  • C# 4.0: Named And Optional Arguments

    - by Paulo Morgado
    As part of the co-evolution effort of C# and Visual Basic, C# 4.0 introduces Named and Optional Arguments. First of all, let’s clarify what are arguments and parameters: Method definition parameters are the input variables of the method. Method call arguments are the values provided to the method parameters. In fact, the C# Language Specification states the following on §7.5: The argument list (§7.5.1) of a function member invocation provides actual values or variable references for the parameters of the function member. Given the above definitions, we can state that: Parameters have always been named and still are. Parameters have never been optional and still aren’t. Named Arguments Until now, the way the C# compiler matched method call definition arguments with method parameters was by position. The first argument provides the value for the first parameter, the second argument provides the value for the second parameter, and so on and so on, regardless of the name of the parameters. If a parameter was missing a corresponding argument to provide its value, the compiler would emit a compilation error. For this call: Greeting("Mr.", "Morgado", 42); this method: public void Greeting(string title, string name, int age) will receive as parameters: title: “Mr.” name: “Morgado” age: 42 What this new feature allows is to use the names of the parameters to identify the corresponding arguments in the form: name:value Not all arguments in the argument list must be named. However, all named arguments must be at the end of the argument list. The matching between arguments (and the evaluation of its value) and parameters will be done first by name for the named arguments and than by position for the unnamed arguments. This means that, for this method definition: public static void Method(int first, int second, int third) this call declaration: int i = 0; Method(i, third: i++, second: ++i); will have this code generated by the compiler: int i = 0; int CS$0$0000 = i++; int CS$0$0001 = ++i; Method(i, CS$0$0001, CS$0$0000); which will give the method the following parameter values: first: 2 second: 2 third: 0 Notice the variable names. Although invalid being invalid C# identifiers, they are valid .NET identifiers and thus avoiding collision between user written and compiler generated code. Besides allowing to re-order of the argument list, this feature is very useful for auto-documenting the code, for example, when the argument list is very long or not clear, from the call site, what the arguments are. Optional Arguments Parameters can now have default values: public static void Method(int first, int second = 2, int third = 3) Parameters with default values must be the last in the parameter list and its value is used as the value of the parameter if the corresponding argument is missing from the method call declaration. For this call declaration: int i = 0; Method(i, third: ++i); will have this code generated by the compiler: int i = 0; int CS$0$0000 = ++i; Method(i, 2, CS$0$0000); which will give the method the following parameter values: first: 1 second: 2 third: 1 Because, when method parameters have default values, arguments can be omitted from the call declaration, this might seem like method overloading or a good replacement for it, but it isn’t. Although methods like this: public static StreamReader OpenTextFile( string path, Encoding encoding = null, bool detectEncoding = true, int bufferSize = 1024) allow to have its calls written like this: OpenTextFile("foo.txt", Encoding.UTF8); OpenTextFile("foo.txt", Encoding.UTF8, bufferSize: 4096); OpenTextFile( bufferSize: 4096, path: "foo.txt", detectEncoding: false); The complier handles default values like constant fields taking the value and useing it instead of a reference to the value. So, like with constant fields, methods with parameters with default values are exposed publicly (and remember that internal members might be publicly accessible – InternalsVisibleToAttribute). If such methods are publicly accessible and used by another assembly, those values will be hard coded in the calling code and, if the called assembly has its default values changed, they won’t be assumed by already compiled code. At the first glance, I though that using optional arguments for “bad” written code was great, but the ability to write code like that was just pure evil. But than I realized that, since I use private constant fields, it’s OK to use default parameter values on privately accessed methods.

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