Telekom Srbija Group Complies with Project Management Institute Standards and Saves 10,000 Work-Hours Annually
 
 

Telekom Srbija Group Complies with Project Management Institute Standards and Saves 10,000 Work-Hours Annually

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Telekom Srbija Group provides fixed line; mobile; data; internet; and a range of other communications services, including leased lines and private circuits to business and residential customers in Serbia, Bosnia and Herzegovina, and Montenegro. A leading supplier in the Balkan region, Telekom Srbija enjoyed a 99,8% of market share in 2010, per number of customers in fixed telephony, and a 56% of market share in 2010, per number of customers in mobile telephony – according to its annual business report for 2010. The company also maintains and upgrades the communications infrastructure that supports delivery of its services. It has a consolidated operating income of US$1,494 billion.

Telekom Srbija wanted to create a Project Management Office (PMO) to consistently manage all service and infrastructure projects, optimize processes, and support continuous improvement initiatives. Using Oracle's Primavera P6 Enterprise Project Portfolio Management, the company consolidated service and infrastructure projects on a single, enterprisewide platform, accelerated project completion, and reduced overhead costs. Telekom Srbija also improved forecasting, reporting, scheduling, and risk analysis.

 
 

 
 

Challenges

A word from Telekom Srbija Group

  • "Oracle's Primavera P6 Enterprise Project Portfolio Management enables us to run a leaner business without putting projects and customer satisfaction at risk." – Darko Grbovic, Project Management Office Manager, Telekom Srbija Group

  • Gain real-time cost and status visibility into infrastructure maintenance projects—such as network repairs—and projects relating to the development and launch of new services—such as portable numbers and personalized or bundled products—to identify budget or schedule overruns before they pose a risk to customer service or profitability
  • Monitor each stage of the 10 to 12 infrastructure and service projects that Telekom Srbija concurrently manages―projects that span one to two years
  • Accelerate project completion by identifying and eliminating bottlenecks; optimizing resource management; increasing forecasting, reporting, scheduling, and budgeting accuracy; enhancing flexibility; and improving risk analysis
  • Establish lean, best-practice project management blueprints based on internationally recognized project management standards to ensure continuous improvement while driving down costs

Solutions

Oracle Product and Services

  • Used Oracle’s Primavera P6 Enterprise Project Portfolio Management to build an enterprisewide Project Management Office (PMO) for managing projects consistently using a standard methodology to improve resource allocation, optimize efficiencies, and enforce best practices
  • Decommissioned the standalone versions of Oracle’s Primavera suite previously used by different divisions of Telekom Srbija and replaced them with Primavera P6 Enterprise Project Portfolio Management to gain enterprisewide visibility of all projects
  • Consolidated project data on human resources and equipment from all sources into a single repository and standardized project management processes using Primavera’s proven framework
  • Met most company needs using out-of-the-box functionality with minimal customizations, speeding deployment and reducing IT management costs and complexity moving forward
  • Replaced physical work groups with Primavera’s online collaboration tools to create vertically integrated, cross-functional project teams
  • Benefited from real-time collaboration and virtual meetings to cut average project start times, which previously took days to weeks after stakeholder sign-off and now take 24 hours or less for preventative maintenance work or minor tariff (tax) changes
  • Fed time and cost data for executives working on projects into the human resources management system to ensure correct allocation of costs against projects
  • Used Primavera P6 Enterprise Project Portfolio Management’s 50 standard reports, together with custom-built reports, to provide daily dashboards for the chief executive officer, directors and analysts, line of business heads, and project managers
  • Enabled teams at all levels to analyze project data, drill down into problems, identify causes, and help prevent budget creep or project overrun
  • Benchmarked projects to compare costs and outputs, and replicated successful processes and risk-mitigation methodologies to streamline future activities
  • Complied with Project Management Institute (PMI) standards to ensure the integrity of Telekom Srbija’s Primavera-based PMO
  • Achieved PMI recognition as a leader in Serbia for establishing, documenting, and applying best-practice, proven, replicable methodologies and templates in the company’s PMO
  • Accelerated most projects by identifying and rectifying bottlenecks, optimized use of material and human resources, and improved forecasting, reporting, scheduling, and budgeting accuracy
  • Saved an estimated 10,000 work-hours annually in the project planning process through better vertical collaboration, real-time project intelligence, and improved analytics
  • Extended Primavera P6 Enterprise Project Portfolio Management to the logistics department where the vehicle management team used it to develop and document a standard procurement process for Telekom Srbija’s 1,000-strong commercial vehicle fleet
  • Started roll-out of Primavera P6 EPPM version 8.1, already live in Telekom Srbija’s Bosnian subsidiary MTEL, to all group companies to benefit from 100% Web enablement and automated, improved workflow functionality to improve collaboration between users and extended teams and eliminate latency in decision-making
  • Began implementation of Primavera Risk Analysis, which will enable analysts to identify probabilistic and unknown risks and model advanced simulations for more accurate project cost and duration predictions

Why Oracle

Telekom Srbija Group chose Primavera P6 Enterprise Project Portfolio Management for its robust functionality and intuitive interface. The company also wanted to capitalize on its existing investment in Oracle’s Primavera solution suite.

 “We evaluated software from another leading supplier, but only Oracle’s Primavera 6 could provide a holistic framework for consistent project management, encompassing standard methodologies that would ensure optimal resource use, continuous quality improvements, and overhead reduction,” said Darko Grbovic, project management office manager, Telekom Srbija Group.

Partner

Center for Project Management (CPM) has been Telekom Srbija’s solution provider for its Primavera solutions for seven years. Telekom Srbija chose CPM for its Primavera expertise and successful track record in helping other organizations to build an effective PMO and use it to align projects with corporate objectives.

CPM helped build the business case for consolidating the company’s standalone Primavera deployments onto Primavera P6 Enterprise Project Portfolio Management and developed the methodology for the upgrade and data migration. CPM managed the Primavera P6 Enterprise Project Portfolio Management implementation, built interfaces with back-office systems, and trained 140 active users. CPM also developed an enterprise-wide project management methodology and suite of reports against key performance indicators based on the standard reports in Primavera P6.

"CPM’s mentoring services and technical teams played a key role in preparing us for PMI certification,” Grbovic said. “Working with CPM, we trained more than 100 project managers in how to leverage Primavera P6 to coordinate people, processes, and tools; minimize gaps and overlaps; and reduce or eliminate effort duplication.”

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