Challenges

• Integrate property management and construction information, such as budgets, building schedules, and status reports, to support significant growth in Vietnam’s property development sector
• Coordinate construction projects and allocate resources more effectively to ensure increasingly complex property development projects run on time and within budget, despite possible added pressure on cash flows
• Provide project managers with up-to-date information. so they have more control over construction projects and can make more informed decisions regarding the progress of a project and any problems that arise
• Ensure there is only one version of a property development schedule, and that it contains up-to-date information, including any changes to the project scope, to reduce the risk of human error by construction workers or other team members

Solutions

• Engaged Oracle Partner KPMS to implement Oracle’s Primavera P6 Enterprise Project Portfolio Management as a robust, scalable project management system, to more efficiently plan, schedule, track, and control the progress, resources, and cash flow of a growing number of complex property development and construction projects
• Reduced the time taken from at least one day to about one hour for project managers to collect information, such as construction schedules and costs, and submit status reports, by consolidating information in the centralized application
• Increased the number of projects the company can work on simultaneously—and made the most efficient use of time and money—by using an online project planning process
• Reduced the number of project planners required to work on a construction project from three to one
• Shortened the average time taken to complete a construction project by one to two months, by creating more detailed, flexible, and easy-to-manage construction schedules
• Provided management and project teams with greater visibility of property development projects by providing a single, up-to-date construction schedule and detailed information about resource allocation, such as the amount of building materials required for a specific development, and how delays impact cash flow

Why Oracle

BTA Vietnam wanted a robust, scalable project management system and felt that Primavera P6 Enterprise Project Portfolio Management was the only product that offered the scalability to accommodate the company’s future growth. The company also wanted a project management system that could be easily integrated with other important systems, such as its financial applications, and felt that other solutions it evaluated weren’t able to meet this requirement.

“The flexibility of Oracle’s products will affect how we choose to integrate our systems in the future and make it easier for us to standardize our IT methodologies,” said Huan Minh Nguyen, project director, BTA Vietnam. “Although Primavera P6 Enterprise Project Portfolio Management does everything we need in terms of project management, we plan to implement other Primavera products to provide a complete solution for construction management.”

BTA Vietnam was also impressed with Oracle’s reputation. “We received good reports and references from contractors and project managers who had used Primavera P6 Enterprise Project Portfolio Management on other projects,” Nguyen added.

Implementation Process

BTA Vietnam and KPMS began implementing Primavera P6 Enterprise Project Portfolio Management in May 2009.

KPMS used the Primavera implementation methodology, with some modifications to make it more compatible with BTA Vietnam’s project management practices. BTA Vietnam and KPMS first set up a team to study and identify the current project management system’s weaknesses and analyze BTA Vietnam’s requirements. Based on the results, the two companies designed a project management system using Primavera P6 Enterprise Project Portfolio Management.

BTA Vietnam and KPMS conducted a brief feasibility study of the new system to ensure it met all of BTA Vietnam’s needs and carried out a pilot project to fine-tune the system and make small adjustments before the full-scale rollout. KPMS provided staff at BTA Vietnam with advanced-level training in Primavera methodology and the Primavera P6 Enterprise Project Portfolio Management application, to familiarize them with the new system and increase their confidence in using it. The companies then gradually migrated BTA Vietnam’s project data into the new system.

The project took four months to complete and the system went live in October 2009.

Partner

Oracle Partner KPMS worked with BTA Vietnam on its project management system from concept to completion. “KPMS has been invaluable to the successful implementation of our new project management system,” said Nguyen. “The company’s experienced local consultants advised us on the initial design and helped us quickly and effectively transfer our project data so we could start using the system.”

KPMS also helped BTA Vietnam modernize its approach to project management by providing training courses and methodology in line with the best practices presented in the Project Management Institute’s A Guide to the Project Management Body of Knowledge (PMBOK® Guide). 

“KPMS has continued to support us with excellent after-sales service, including providing technical support and updating us with new information about Primavera P6 Enterprise Project Portfolio Management,” Nguyen continued. “Having a local partner who can speak our language has been a great benefit and we would highly recommend KPMS’ services to other companies in Vietnam.”