CAPITAL PROJECTS

When managing a large portfolio of capital projects, each project starts by developing the scope. The scope is rarely identical to a past project, but always with similarities. So the challenge is how to drive the right balance of re-use, while also being able to tweak the scope based on any given project. Furthermore, the scope typically evolves over time, starting with feasibility studies and moving towards budgeting and planning. 

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In addition, capital projects include a range of different types of cost; hardware, software, engineering, services, financial instruments, etc. Each of these types of costs is typically estimated in different ways, using different estimating methods and different estimating sources. Some can be automatically derived based on a price catalog or historic PO data, while some require a user to estimate or even create a sourcing event. The challenge is how to manage it all in one place, without manually typing it into an Excel sheet. 

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It is also critical to integrate the process with purchasing. Estimates are linked with commodities and sub-commodities and based on rules defined around sourcing, the system will automatically recommend a sourcing plan; suppliers, and sourcing tactics. The sourcing plan can be pushed into Coupa or SAP Ariba, where it can executed upon. Twenty5 will get notified of the actual progress on the sourcing and data will be directly integrated into the capital project. 

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Finally, the challenge of how to bring it all together. Processes and data are typically scattered among a range of different systems and only the users are holding it all together.