airport improves capital program financial visibility through project controls software integration
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Airport Improves Capital Program Financial Visibility
Prepared by:
Hannah Webber
Manager, Systems & Analytics
Columbus Regional Airport Authority
Capital Program Financial Visibility Improved through Project Controls Software Integration
Session ID#:
@PortColumbusCMH
Up to 150 daily departures to 40 destinations
Air
Can
ad
a
All
eg
ian
t
Am
eri
can
Delt
a
So
uth
west
Un
ited
US
Air
wa
ys
Vacati
on
Exp
ress
To
tals
ATL 8 2 10
BNA 2 2
BOS 2 AUG 2
BWI 5 5
CLT 8 8
CUN * * *
DAL APR -
DCA 1 APR 5 6
DEN 1 2 3
DFW 5 5
DTW 8 8
EWR 6 6
FLL * 2 2
FPO * *
IAD 4 4
IAH 5 5
JFK 2 3 5
LAS 2 2
LAX 1 1 2
LGA 6 6 12
MCO * 4 4
MDW 6 6
MIA 2 2
MSP 4 4
MSY 1* 1
MYR * *
OAK AUG -
ORD 7 7 14
PGD 1* 1
PHL 7 7
PHX 2 2 4
PIE * *
PUJ 1 1
RDU 2 2
RSW * 3 3
SAV * *
SFB 1* 1
STL 2 2
TPA * 3 3
YYZ 4 4
Total 4 3 23 34 34 24 23 1 146
* Denotes seasonal or less than daily
Allegiant operates out of Rickenbacker International Airport
Rickenbacker International Cargo
Through this service and their respective hubs, Ohio is now connected to the world in both directions
Regional Economic Impact
Direct Multiplier TOTAL
Employment 29,482 24,690 54,172
Payroll $1,000,000,000 $806,700,000 $1,846,300,000
Output $3,536,400,000 $3,023,600,000 $6,560,000,000
Capital Scale and Performance
2011
• Capital budget $126.6M
• Executed $100.9M
2012
• Capital budget $89.3M
• Executed $82.1M
2013
• Capital budget $72.4M
• Executed $54.0M
2014
• Capital budget $82.6M
• Executed $58.2M
• Typically working 80-100 projects per year
• Projects range from $50K to $50M or more
• Projects can be grouped into programs upwards of $150M or more
• We currently have $2B of planned spend from now until 2030.
Capital Planning Process
Planning
JAN-APR
Prioritization & Vetting
JUN-AUG
Approval
AUG-OCT
Final Approval
NOV
Two-year Rolling Budget
Chartering
Year Round
$$$
Financial Feasibility Current Year
Staffing Plan
Based on Financial Feasibility
$$$
Financial Feasibility Next Year
Timeline leading to Capital and Operating Budget Improvements (COBI) Project
‘08 ‘09 ‘10 ‘11 ‘13 ‘14
Chartering Process
Common Scheduling/Cash Flow
Platform
Leadership Committee
COBI Project
Strategic Priorities
*$20M Carryover
Enterprise Project
Portfolio
Single Project Budgets
‘12
Pre-COBI conditions that drove the requirements
Columbus Regional Airport Authority
Critical Business Analysis, Inc.
Schedule & cost
NAV
P6
- Schedules - Cash flow - Dashboards -Project perf. - LR Planning - Resources
- Budget - Payments
CBIS
$ checks $
No System Integration. Human data entry required.
REPORTS
Pay
me
nts
C
on
trac
ts
Pre-COBI conditions
REPORTS
No System Integration.
Human data entry required.
Accounting Software
Budgeting Software
Scheduling Software
Three Software Applications
■ Microsoft Dynamics NAV (2009 Version) - Accounting Software
▪ System of Source for Contracts, Journal Entries
■ Primavera Contract Management (Version 13.1) – Replaces in-house built CBIS
▪ System of Source for Charters, Budgets, Budget Modifications,
Payment Requisitions, Change Orders
■ Primavera P6 (Version 7.0) – Scheduling and Forecasting
Approach and Challenges
■ Establish core team and stakeholders
■ Determine the data flow model between applications
■ Establish which applications house the majority of originating data
■ Review of current processes and procedures to determine what could be discontinued, modified, or maintained
■ Create workflow approval structure
■ Evaluation of current reports to determine what could be discontinued, modified, or maintained
■ Development of integration functional spec
■ Determine how to manage legacy data
Proposed Data Flow
NAV
P6
Actu
als C
ost C
h.
Job
Co
st
- Schedules - Cash flow - Dashboards - Variance - Project perf. - LR Planning - Resources
- Budget - Contracts - Variance - Committed cost - Dash Boards - Cost worksheet
PCM P6 WEB
Dash Boards Capital planning and Metrics Exec. reporting
Activity & cost
$ checks $
P6 project
websites REPORTS REPORTS
Pay
me
nts
C
on
trac
ts
Final Configuration – PCM Modules Used
■ Project Creation ■ Budget Contracts ■ Budget Modifications ■ Committed Contracts ■ Change Orders ■ Payment Requisitions ■ Purchase Orders (CRAA Journal Entries)
Example Data Flows - Budgets
P6 PCM Budget Activity Line Item(s) Created in P6
Budget Contract Entered in PCM Budget Module
Example Data Flows – Committed Contracts
P6 PCM Contract Activity Line Item(s) Created in P6
NAV
Contract created in Navision.
Cost Code and Activity ID added to contract in PCM, Routed for Approval
Contract Integrated to CM Committed Contracts Module
Example Data Flows – Change Orders
P6 PCM Change Order Activity Line Item Created in P6
NAV
Change Order document created in PCM.
Change Order Integrated to Contract in Navision
Example Data Flows – Payment Requisitions
P6 PCM Actuals applied to corresponding P6 line item(s)
NAV
Payment Requisition document created in PCM.
Payment information Integrated to Contract in Navision
Checks sent out from Navision in weekly check run
Payment Verification Integrated to Pay Req in PCM
Historical Data Migration
CBIS
PCM
Challenges • SQL Scripts vs. CM+ Tool • Decision – Sponsor stepped in • Manual Data Entry • Delta Processes
• What needed migrated? • How were we going to migrate?
Final Steps
■ Report Creation
▪ Several Custom PCM (Infomaker) and P6 (P6 Report Writer)
Reports
■ End-User Training
Benefits Derived Through Implementation
Columbus Regional Airport Authority
Critical Business Analysis, Inc.
COBI Project Benefits
■ Sole source of enterprise cost information
■ Integration of the budgeting software and accounting software
■ More accurate and timely reporting
■ Standardization of business processes
■ Ability to forecast future budget and funding plans by time period
■ Savings of time for P6 data entry
■ Standardization of P6 schedules
Lessons Learned
■ Don’t assume you have the in-house resources to do everything
■ Be more proactive in designing a plan to manage legacy data and test the plan thoroughly well in advance of the actual need for the legacy data
■ Plan for delays and problems
■ Know when to say when. Sometimes there is not a technological solution and things (data) just need to be done by hand.
■ Make sure you partner up with the right outside resource(s) – this made all the difference for CRAA
Questions?
Alex Beaver Columbus Regional Airport Authority [email protected] 614.238.7814
Marc Bobby CBA [email protected] 567.202.9275
Hannah Webber Columbus Regional Airport Authority [email protected] 614.239.5044
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