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Exam Code: 1Z0-567 Practice exam 2022 by Killexams.com team
1Z0-567 Primavera P6 Enterprise Project Portfolio Management 8 Essentials (EPPM 8)

Exam Title: Primavera P6 Enterprise Project Portfolio Management 8 Essentials
Exam Number: 1Z0-567
Format: Multiple Choice
Duration: 120 minutes
Number of Questions: 84
Passing Score: 70%
Validated Against:
This exam has been validated against 8.3 and 8.4.

Section 1: Introduction to Primavera P6 EPPM R8
Introduction to Primavera P6
Provide a high level overview of Primavera P6 and its role as an Enterprise Project Portfolio Management tool
Views
Customize a view
Creating a project
Create a project
Creating a Work Breakdown Structure
Define a Work Breakdown Structure
Scheduling
Describe float and its impact on a schedule
Calculate a schedule
Formatting Schedule Data
Group and Sort
Create and apply Filter
Assigning Roles
Assign roles to an activity
Assign rates on roles
Analyzing Resources
Display the Team Usage page
Format a profile and timescale
Baselining the Project Plan
Create and manage a baseline
Design an Enterprise Project Structure
Describe the types of problems that subqueries can solve
Define subqueries
List the types of subqueries
Write single-row and multiple-row subqueries
Design a Security Solution
Design and maintain a Security Solution
Design the Resource Breakdown Structure
Design and maintain the Resource Breakdown Structure
Design the Roles Dictionary
Design and maintain the Roles Dictionary
Design the Project Coding Library
Design and maintain the Project Coding Library
Design User-Defined Field Solutions
Design and maintain user-defined fields
Design Project Data Maintenance and Governance Solution
Design and maintain Project Data Maintenance and Governance Solutions
Define Administrative Preferences and Settings Solutions
Define Administrative Preferences and Settings
Design Activity Step Templates
Design and maintain Activity Step Templates
Manage Portfolios
Create and maintain Portfolios
Design Portfolio Chart Views
Design and maintain multiple portfolio views
Design Resource Capacity Planning Solution
Design and maintain Resource Capacity Planning Solutions
Design a Risk and Issue Management Solution
Design and maintain a Risk and Issue Management solution
Web-Based Reporting
Design and maintain web based reporting solutions
Resource Management
View the Administration Page
Level Resources
Convert a shared resource calendar to a personal resource calendar
Display the Assignments page in table, GANTT Chart and spreadsheet views
Risk and Issue Management Create a Risk
Create a Risk
Assign a Risk to an activity
Add a Risk response plan
Reporting via Oracle Business Intelligence
View a report, and then schedule it to run
Web based Application Administration
View enterprise data
View enterprise global data and create a global calendar
View enterprise global data and create a User defined field
View application settings
Create a new user
Data and Basic Navigation
Differentiate between enterprise and project-specific data
Open an existing project
Open a view
Enterprise Project Structure (EPS)
Describe the components that comprise the Enterprise Project Structure
Discuss the importance of the EPS
Identify different ways of setting up the EPS given varying business requirements
Modifying Project Information
Modify Project Information
Adding and Editing Activities
Add and Edit Activities
Creating Relationships
Assigning Constraints
Apply an overall deadline to a project
Describe the available constraint types
Apply a constraint to an individual activity
Roles and Resources
View the roles dictionary
Differentiate between Roles and Resources
Identify the differences between labor, non labor and material resources
View the resource dictionary
Assigning Resources and Costs
Assign resources by role
Assign labor, non labor, and material resources to activities
Adjust Budgeted Units/Time for a resource
Optimizing the Project Plan
Analyze schedule dates
Shorten a project schedule
Analyze resource availability
Analyze project costs
Section 2: Designing and Configuring Primavera Solutions in P6 R8 Project Execution and Control
Update the project schedule
Use Progress Spotlight
Status activities
Reschedule the project
Design an Organizational Breakdown Structure
Design and maintain an Organizational Breakdown Structure
Design a User Administration Process
Design and maintain a User Administration Process
Design the Resource Breakdown Structure
Design and maintain the Resource Breakdown Structure
Design the Resource Coding Library
Design and maintain the Resource Coding Library
Design an Activity Coding Library
Design and maintain an Activity Coding Library
Design a Calendar Solution
Design and maintain a Calendar Solution
Design Financial Management Solutions
Design and maintain a Financial Management Solutions
Defining Currency (Update in R8 Interface)
Define and configure currency solutions
Design User Interface Views
Design and maintain User Interface View Solutions
Design and Configure Portfolio Information
Design and configure portfolio information
Design Dashboards, Portfolios and Portfolio View Solutions
Design and maintain Dashboards solutions
New Resource Management Features in P6 EPPM R8
Utilize new Resource Management features in P6 EPPM R8
Design Project Templates
Design and maintain project template solutions
Section 3: What's New in Primavera P6 R8.0
Project and Portfolio Management
View the EPS Page
Copy a Project
View auto refresh functionality for filtered portfolios
Use the Schedule Checker
Use the Schedule Preview
Restore a baseline
Convert a project to a baseline
Status activities in the General detail window
View enhanced filtering functionality
E-mail an activity view
Project Templates
Create a project from a template
Tailor a project using a WBS element from a template
Create a template from a project
Business Process Management
Use the Workflow portlet
Usability
Customize Toolbars
Customize a view using quick links on the toolbar
Display Details windows
Type ahead to display field values
Fill down

Primavera P6 Enterprise Project Portfolio Management 8 Essentials (EPPM 8)
Oracle Enterprise teaching
Killexams : Oracle Enterprise teaching - BingNews https://killexams.com/pass4sure/exam-detail/1Z0-567 Search results Killexams : Oracle Enterprise teaching - BingNews https://killexams.com/pass4sure/exam-detail/1Z0-567 https://killexams.com/exam_list/Oracle Killexams : Program Overview

Institutional Analytics Implementation and Deployment

This project includes the installation and deployment of a new Miami Business Intelligence tool, Oracle Business Intelligence Enterprise Edition (OBIEE). The new revenue model will be the first production system deployed in the tool.  Dashboards will be developed using revenue data.  A Revenue Steering Team was formed to lead key project work streams in partnership with the Business Intelligence IT team. The teams are staffed with clients, IT resources and in some cases contracted consultants. Teams are focusing on requirements, metadata, testing and security.  The project is scheduled to be completed by the end of June, 2012.

Human Resources into OBIEE and Revised Revenue

This project includes moving the HR model into Oracle Business Intelligence Enterprise Edition (OBIEE) to allow easily accessible data to create reports and dashboards.  The project will also link the HR and Revenue data to support the RCM budget model.  An HR Steering Team is being formed to lead key project work streams in partnership with the Business Intelligence IT team. The teams are staffed with clients, IT resources and in some cases contracted consultants. Teams are focusing on requirements, metadata, testing and security. The project is tentatively planned to be completed in Fall, 2012.

Sat, 09 Feb 2019 09:23:00 -0600 en-US text/html https://miamioh.edu/it-services/initiatives-and-projects/institutional-analytics/program-overvierw/index.html
Killexams : Leaked Oracle organizational charts show the 30 people running its all-important cloud, tech teams after its big reorg
  • Leaked org charts show Oracle's cloud leaders after major organizational changes at the company.
  • Oracle earlier this week began layoffs that could affect thousands of employees globally.
  • The cuts came after Oracle quietly reorganized its cloud unit to focus on new core initiatives.

An internal Oracle organizational chart seen by Insider shows the 30 people running Oracle's all-important technical and cloud sides of the business after the company quietly reorganized them in June.

Oracle earlier this week began layoffs that could affect thousands of employees globally, primarily in its marketing, advertising, and customer experience units. But the Oracle Cloud Infrastructure has been virtually unaffected by layoffs, multiple employees told Insider. OCI is the cloud taking on Amazon Web Services, Microsoft Azure, and Google Cloud, and it's the business where Oracle's biggest hopes for growth are pinned. 

Instead, Oracle reorganized OCI to focus on what it describes as "four pillars" — infrastructure, security and developer services, core platforms, and data and emerging services, an internal email seen by Insider said. Matt Ryanczak, a top executive who managed the operations and support organization, left the company after he was moved under Jae Evans, Oracle's chief information officer, another internal email showed.

But changes at the top of this unit have been going on for months. In March, Don Johnson, Oracle's cloud and AI leader, stepped down from the platform and AI-services organization that he formed about a year prior, leaving only the Oracle Cloud Infrastructure boss Clay Magouyrk in charge of the company's cloud unit. In an internal email at the time, Johnson said he would advise on healthcare initiatives.

It wasn't the first time Johnson had stepped back from a role leading OCI. In June 2020, Johnson told employees that he was stepping down from direct leadership of the cloud unit to pursue new projects within Oracle, tapping Magouyrk to replace him. Johnson returned in December 2020 to start the new cloud and artificial-intelligence organization that he described in an email to employees as "an extension of OCI, not a division of it." 

Now, the org chart shows, Johnson has about 1,200 reports, including those leading healthcare, engineering, and artificial-intelligence teams.

Magouyrk, meanwhile, now leads all of OCI's 10,500 employees, the org chart shows. Greg Pavlik is leading the largest team within OCI, with about 3,500 reports. Magouyrk elevated Pavlik in the recent reorganization to become senior vice president of OCI, so he now runs a combined OCI Infrastructure and core-services org.

The below org chart focuses on the people running the technical and cloud side of Oracle's business, so it doesn't include CEO Safra Catz, who is generally considered to run the finance, sales, and marketing sides of the business. The chart features the people who report up to Larry Ellison, the chairman and chief technology officer; Johnson; and Magouyrk, as depicted on the company's internal org chart.

Do you work at Oracle or have insight to share? Contact the reporter Ashley Stewart via the encrypted messaging app Signal (+1-425-344-8242) or email (astewart@insider.com).

Fri, 05 Aug 2022 03:17:00 -0500 en-US text/html https://www.businessinsider.com/leaked-oracle-org-charts-show-cloud-tech-leaders-after-reorg-2022-8
Killexams : Oracle Helps Utilities in Washington, South Carolina, Indiana with Reliability

Utilities are adopting Oracle Utilities Cloud applications to Strengthen customer service, billing, asset management, meter management and other essential services. Today, more than 210 utilities are serving 107 million households and nearly 10 million smart meters worldwide with Oracle Energy and Water cloud solutions.

Oracle Cloud for Utilities solutions include Oracle Utilities Customer Cloud Service, Oracle Utilities Billing Cloud Service, Oracle Customer Experience for Utilities, Oracle Utilities Work and Asset Cloud Service, Oracle Opower solutions and others.

Santee Cooper Boosts Reliability Planning

State-owned public power utility Santee Cooper, based in South Carolina, provides generation, transmission, and distribution services to more than 200,000 residential and commercial customers. To support a smart metering program essential to its connected, customer-centric grid of the future, Santee Cooper turned to Oracle Utilities Meter Solution Cloud Service.

“To manage and get value from the massive data sets that come with a smart, connected network, Santee Cooper turned to an Oracle cloud-based meter solution,” said Dom Maddalone, CIO at Santee Cooper. “By doing so, we bypassed traditional on-premises Meter Data Management installations in favor of a SaaS offering designed to flexibly scale with a rollout of 200,000 smart meters.”

Grant County PUD Breaks Through Barriers

With 2,777 square miles of high desert in a largely rural area, Grant County in central Washington state is an agricultural community. The Grant County Public Utility District (PUD) provides service to 53,000 meters and 41,000 customers who trust the utility’s water supply to grow crops.

To help ensure continued reliable service, Grant County PUD launched a transformation roadmap, including the implementation of Oracle Utilities Customer Cloud Service, to replace legacy platforms and remove barriers to information and decision making.

“We adopted a cloud-first methodology and philosophy to eliminate the big-step disruption of past upgrade processes, help our employees learn new systems, and enable better transparency and customer access to our services,” said Cary West, senior manager - customer solutions, Grant County Public Utility District. “With Oracle’s SaaS service, we have new capabilities every 120 days that allow us to continually move the organization forward with streamlined processes, enhanced employee learning, and indispensable customer services.”

City of Carmel Transforms Customer Operations

The City of Carmel (Indiana) is often named among the best places to live in America. Its utility arm has consistently provided award-winning safe and reliable water and wastewater services to businesses and residents for more than 90 years, much of that time at rates lower than surrounding communities. The utility sought a digital transformation to completely reinvent its billing and metering systems and build upon its overarching innovation charter.

“Carmel Utilities required a cloud-based CIS solution that would enable us to elevate our customer service levels, reliably support our advanced metering program, and automate manual processes for resource efficiency,” said Scott Campbell, manager of customer service and billing, City of Carmel. “Oracle’s unique global experience in the water industry combined with the purpose-built capabilities of Oracle Utilities Customer Cloud Service gave us confidence we would be thoroughly supported.”

Mon, 08 Aug 2022 05:49:00 -0500 text/html https://www.tdworld.com/smart-utility/article/21248287/oracle-oracle-helps-utilities-in-washington-south-carolina-indiana-with-reliability
Killexams : Strategic Business Leadership: Engagement, Performance, and Execution

John Burrows is senior lecturer in leadership at the University of Chicago’s Harris School of Public Policy and an associate fellow at Oxford University’s Saïd Business School. He also teaches healthcare leadership in a newly launched double masters degree program in health policy taught jointly by the University of Chicago and the London School of Economics & Political Science. Previously, he was an adjunct professor at the University of Chicago’s Booth School of Business.

Before entering academia, John’s career spanned the public, private, and NGO sectors. He originally came to the USA from the UK to volunteer at the Southern Center for Human Rights and the Mississippi Capital Defense Resource Project. During college he interned with other anti-death penalty groups and also at the Cato Institute, a think tank in Washington, DC. Later he joined Arthur Andersen’s Office of Government Service (OGS) and led engagements with the U.S. Department of Justice (DoJ) and the Department of Housing and Urban Development (HUD).

John later switched into the private sector, where he was a partner with the consulting firm Accenture and held senior roles in sales and marketing at enterprise software companies including Siebel and Oracle. He negotiated, sold, managed, and implemented complex, multi-national, multi-million dollar projects around the globe, and gained experience building and growing operations in the UK, USA, and Japan, grappling with all that entails: BD, IJVs, M&A, etc. During his PhD studies John served as an advisor for Houses for Africa, a social enterprise firm based in Cape Town, South Africa.

At the University of Chicago and Oxford, John teaches leadership, negotiations, strategy, decision-making, and organizational psychology to MPP, MBA, and MA students, and to senior executives in open enrollment and custom executive-education programs. Custom executive education clients of John's include AbbVie, Alfa, American College of Surgeons, American Orthopaedic Association, Aon, BBVA, Brainlab, Cheung Kong Graduate School of Business (CKGSB), Civil Service Bureau of Hong Kong, Edelman, Health Care Service Corporation (HCSC), Kiewit, Kuwait University College of Business Administration, Merrill Lynch, State Farm, Syngenta, Trelleborg, and Workiva.

For three years now, John has also taught each cohort of the University of Chicago's International Innovation Corp (IIC) Fellows Program. The IIC recruits top-performing graduates of leading host-country universities and US based institutions and organizes them into teams of up to 3-5 Project Associates. Project Associates train for 5 weeks in skills required to translate their academic and professional knowledge into on-the-ground contributions. The IIC embeds each team within a government, non-profit, or foundation office in India or Brazil to work on an innovative development project with a discrete, tractable scope for 1-3 year projects. Last year, John taught in the University of Chicago Data and Policy Summer Scholar Program which offers top global undergraduate students a 4-week experience with rigorous training on data analytics and public policy.

John is a sought-after speaker across industries but especially within healthcare. He has presented to the American College of Surgeons (ACS), including to their Board of Regents, and delivered a grand rounds lecture to the University of Chicago’s Department of Orthopedic Surgery and Rehabilitation. John has also delivered keynote speeches for the American Orthopaedic Association (AOA) and the Association of Program Directors in Surgery (APDS).

John currently serves on the advisory board of Profitable Ideas Exchange (PIE), which builds communities of senior executive to tackle many of the world’s greatest challenges, and consults with clients across industries and geographies.

John received a Ph.D. and M.B.A. from the University of Chicago’s Booth School of Business and an A.B. from Vassar College.

Sat, 26 Mar 2022 05:41:00 -0500 en text/html https://www.chicagobooth.edu/executiveeducation/programs/leadership/strategic-business-leadership
Killexams : The Latin American CFOs' Executive Program

John Burrows is senior lecturer in leadership at the University of Chicago’s Harris School of Public Policy and an associate fellow at Oxford University’s Saïd Business School. He also teaches healthcare leadership in a newly launched double masters degree program in health policy taught jointly by the University of Chicago and the London School of Economics & Political Science. Previously, he was an adjunct professor at the University of Chicago’s Booth School of Business.

Before entering academia, John’s career spanned the public, private, and NGO sectors. He originally came to the USA from the UK to volunteer at the Southern Center for Human Rights and the Mississippi Capital Defense Resource Project. During college he interned with other anti-death penalty groups and also at the Cato Institute, a think tank in Washington, DC. Later he joined Arthur Andersen’s Office of Government Service (OGS) and led engagements with the U.S. Department of Justice (DoJ) and the Department of Housing and Urban Development (HUD).

John later switched into the private sector, where he was a partner with the consulting firm Accenture and held senior roles in sales and marketing at enterprise software companies including Siebel and Oracle. He negotiated, sold, managed, and implemented complex, multi-national, multi-million dollar projects around the globe, and gained experience building and growing operations in the UK, USA, and Japan, grappling with all that entails: BD, IJVs, M&A, etc. During his PhD studies John served as an advisor for Houses for Africa, a social enterprise firm based in Cape Town, South Africa.

At the University of Chicago and Oxford, John teaches leadership, negotiations, strategy, decision-making, and organizational psychology to MPP, MBA, and MA students, and to senior executives in open enrollment and custom executive-education programs. Custom executive education clients of John's include AbbVie, Alfa, American College of Surgeons, American Orthopaedic Association, Aon, BBVA, Brainlab, Cheung Kong Graduate School of Business (CKGSB), Civil Service Bureau of Hong Kong, Edelman, Health Care Service Corporation (HCSC), Kiewit, Kuwait University College of Business Administration, Merrill Lynch, State Farm, Syngenta, Trelleborg, and Workiva.

For three years now, John has also taught each cohort of the University of Chicago's International Innovation Corp (IIC) Fellows Program. The IIC recruits top-performing graduates of leading host-country universities and US based institutions and organizes them into teams of up to 3-5 Project Associates. Project Associates train for 5 weeks in skills required to translate their academic and professional knowledge into on-the-ground contributions. The IIC embeds each team within a government, non-profit, or foundation office in India or Brazil to work on an innovative development project with a discrete, tractable scope for 1-3 year projects. Last year, John taught in the University of Chicago Data and Policy Summer Scholar Program which offers top global undergraduate students a 4-week experience with rigorous training on data analytics and public policy.

John is a sought-after speaker across industries but especially within healthcare. He has presented to the American College of Surgeons (ACS), including to their Board of Regents, and delivered a grand rounds lecture to the University of Chicago’s Department of Orthopedic Surgery and Rehabilitation. John has also delivered keynote speeches for the American Orthopaedic Association (AOA) and the Association of Program Directors in Surgery (APDS).

John currently serves on the advisory board of Profitable Ideas Exchange (PIE), which builds communities of senior executive to tackle many of the world’s greatest challenges, and consults with clients across industries and geographies.

John received a Ph.D. and M.B.A. from the University of Chicago’s Booth School of Business and an A.B. from Vassar College.

Mon, 09 May 2022 07:17:00 -0500 en text/html https://www.chicagobooth.edu/executiveeducation/programs/finance/the-latin-american-cfos-executive-program
Killexams : 20 Most Promising Technology Companies Founded and Managed by Indians in the U.S. ANA DATA Lal Vaghji, CEO Provides an application development platform and designs customizable solutions for various business requirements C3Nano Ajay Virkar, PhD, Co-Founder & CTO and Cliff Morris, MBA, CEO The company’s NanoGlueTM technology is a game changer in the development of sleeker, and more flexible (foldable) touchscreens CA One Tech Cloud Rajul Maheshwari, CEO An IT Services firm providing advanced staffing solution platform to both public and private sector organizations Green Circle Life Dinesh Sheth, Founder & CEO Provides a platform that enables an enterprise’s workforce and families to access all HR services and employee benefits within one central location, which ultimately nurtures a culture of health and wellness, reduces healthcare costs and improves profitability Intech Systems Anuja Parikh, CEO A consulting, support, and implementation partner for Microsoft Dynamics business solutions Inventus Law Anil Advani, Founder & Managing Partner Headquartered out of Silicon Valley, lawyers at Inventus Law have almost two decades of experience serving venture founders and startups and advising them on their relationships with other stakeholders like investors, advisors, and potential acquirers IoTOnDemand Harpal Singh, Founder & CEO A total turnkey IoT solution developed for electric & electronic device manufacturers/OEMs MCP Gov Raj Ghai, President Based in San Marcos, CA, MCP Gov MCP provides IT Solutions, hardware, software and services to the U.S. Federal Government as well as large Integrators that support them MindTickle Krishna Depura, CEO MindTickle provides a simple user interface with customizable functionalities that helps increase the productivity and effectiveness of the sales, customer service and other client-facing teams Nutanix Dheeraj Pandey, Founder, CEO & Chairman Streamlines the infrastructure problems of IT to help them in focusing on the applications and services that power their business Sahaj Software Solutions Akash Agrawal, Co-Founder & CEO Specializes in agile development practices and delivers simple software solutions that solve complex business problems SKUmagic Anand Ayyar, Managing Partner An ecommerce content analytics and optimization platform that uses analytics, AI and Big Data to provide actionable insights on product catalogs SupportLogic Krishnaraj Raja, Founder & CEO Offers a Machine-Learning (ML) based system of intelligence that enables an enterprise to gain a unified, insightful, aware approach in tackling customer support issues Vinformax Dimensions Technology Dr. C. Satheesh Kumar Reddy, CEO Offers a robust teaching-learning platform with stereoscopic 3D real life animations for Institutions coupled with a student APP for easier, faster, better retention and outcome-based learning AppDynamics Bhaskar Sunkara, Founder AppDynamics develops application performance management (APM) solutions that deliver problem resolution for highly distributed applications AppZen Anant Kale, Co-Founder & CEO AppZen delivers the industry leading AI platform for modern finance teams.The company's platform combines patented deep learning, computer vision, and semantic analysis with intelligence from thousands of online data sources to understand financial transactions in business context and make decisions before those transactions happen Incendo Nitin Seth, CEO Works across the Financial Services, Life Science and Communication Engineering sectors on problems around revenue generation, cost efficiency and increasing innovation velocity to deliver true business value Lacework Stefan Dyckerhoff, Founder & CEO Provides automated threat defense, intrusion detection, and compliance for cloud workloads & containers Like Minds Consulting Ramnath Krishnamurthi, CEO Specializes in Ping Identity suite, Sail Point, Radiant Logic and Oracle Fusion Middleware solutions RiskSense Srinivas Mukkamala, Co-Founder & CEO Offers pen testing services & a cloud-based vulnerability prioritization and management platform to measure and control cybersecurity risk Thu, 13 Aug 2020 10:11:00 -0500 text/html https://www.siliconindia.com/ranking/us/20-most-promising-technology-companies-founded-and-managed-by-indians-in-the-us-rid-223.html Killexams : Oracle layoffs also may be affecting Cerner employees No result found, try new keyword!As Oracle cuts jobs in its quest to eliminate $1 billion in expenses, some of those reductions may creep into its new Cerner unit. Thu, 04 Aug 2022 00:55:00 -0500 text/html https://www.bizjournals.com/kansascity/news/2022/08/04/oracle-cerner-job-layoffs.html Killexams : When Enrollments Collapse – The Talent Pipeline Dries Up: Geoffrey Cann

Enrollments at U Calgary’s school of engineering petroleum studies have collapsed. What does a future engineering talent shortage mean for Canada’s largest export industry?


I’ve reached into the archives for this article, which was originally published on July 19, 2021.

History is a fine teacher. In 1998 industry went through a major computer system upgrade. You may be wondering what this has to do with petroleum studies, but read on.

Talent and Y2K

Booms and busts are price signals for careers. I first noticed this phenomenon with the Y2K problem.

In the last century, many computer systems did not store the first two digits of the year (19) in the millions of data fields where dates were stored. There were good reasons for this. Those two digits took up a lot of computer space when expensive disk and tape storage predominated. They slowed down read write times, and they added no value to sorting. Until you need to sort across the century boundary.

Industry embarked on a major program to update all its old computer systems to fix this problem. One solution was to simply migrate the old systems to new enterprise platforms like SAP, Oracle and Peoplesoft. As the scale of the problem became apparent to many organizations, SAP was selling 60 enterprise agreements in the US every month in the late 1990’s. Compensation for SAP professionals went through the roof because the demand was so high and experienced consultants were in short supply. I personally trained up as a Peoplesoft implementer, taking a dozen courses for what was supposed to be a permanent wave of demand.

At the same time, the young presence of the internet triggered a wave of innovative technology solutions which we now reference as the dot com boom. A tsunami of funding flooded into the industry to explore new business models enabled by the internet. Valuations peaked in March 2000. Some amazing brands from that time still exist today—Amazon, eBay and Priceline all started out in the mid 1990s. Young people picked up on the price signal, and inundated computer schools, at the encouragement of Mom, Dad, guidance counsellors and newsworthy geeks.

Busts follow booms, however, and with the economic recession in the US caused by the bombing of the twin towers in NYC, the dot com companies crashed hard. Most did not survive as they had such poor quality business plans. Layoffs were widespread. Mom, Dad, and guidance counsellors now told young people to avoid computer science studies, and enrolments in university computer schools disappeared. I was based in New Brunswick at the time, and UNB actually shut down its school of computer science.

When the economy returned more or less to normal in 2006, I find myself back in the West and visiting the University of Calgary in September to recruit for my new consulting team for the spring of 2007. The head of the school of computer science actually laughs when I ask about hiring possibilities. Five years on from the dot com bust, enrolments in computer studies had still not recovered. It takes that long for the price signal of good jobs and strong salaries to move young people back into the classroom and eventually into the job market.

The Oil Dot Com Parallel

From 2006 to 2014, oil and gas experiences a huge and sustained boom, driven by the twin innovations of horizontal drilling and multistage fracking, misguided US capital market exuberance for oil and gas, and unrelenting Chinese demand for commodities. Supply overshoots demand by 1-2 million barrels per day for a year, clogging up storage. OPEC and Russia make room in the market for the Americans, but by late 2014, Saudi Arabia fatigues from its role as global swing producer and decides to let the market find a new balance. Prices promptly collapse. Capital markets come to their senses, force the fracking businesses to actually make money, and oil markets slowly start to recover.

Calgary optimistically builds lots of new office towers on the strength of its oil resources amidst plans to grow production by 100-200k barrels per day per year, which will need pipelines and ports to get the product to Asia.

We know how this story turns out. No pipelines, no ports, no growth, no Amazon, and empty towers. A pandemic that then destroys 10 years of market demand. The country’s only customer (the US) becomes a competitor. Investment heads to the US as companies such as Enbridge and TC Energy start buying US assets. Layoffs are widespread.  In the ultimate repudiation of the Calgary story, Encana, who built the iconic Bow Tower, rebrand themselves Ovintiv and flee to Denver. Mom, Dad, and guidance counsellors now direct young people to avoid petroleum studies, not that they needed much convincing when Mom and Dad lose their petroleum jobs.

In a portent of things to come, I’m in Calgary at an event in early 2020, and the rep from Calgary Innovates passes word that of the 100+ fresh graduates from U Calgary’s geology program, only 3 can find jobs.

Education Collapse

So what happens when enrolments dip below sustainable levels? Education is not quite like other products, since tuition alone does not cover the full cost of education. Grants from governments make up the difference so education programs can run at a loss for awhile.

But for every field that is receding, there is a program that is growing. Eventually there will be internal pressures from within the university to reallocate resources to where there is demand. Underused labs, stores, classrooms and other facilities will be gazed upon covetously by the underserved and will be shifted about.

From the dozens of undergrads comes the handful of Masters students, and the 1 or 2 PhD candidates. Dry up the undergrad funnel and eventually there are no PhD candidates. Professors can’t do their research without student PhDs, which impacts professorial academic status, and they leave. Over time educational programs atrophy and become uncompetitive. Marketing for shrunken programs dries up and the school brand loses its cachet. As with UNB, sometimes the ultimate decision is to abandon the program entirely. It takes years to recover from this decision, if at all.

The downward cycle doesn’t take long either—3-4 years, perhaps, enough for the PhDs to graduate or quit.

The residue from the dot com experience is clear—20 years later, aside from Shopify, Canada has almost no global brands in the technology sector.

Young people have picked up the oil industry price signal and are sending one of their own to industry and government. They no longer have enough confidence in the oil and gas industry as a long term employer to risk 4 years of education and many thousands in loans for the few jobs on offer and in what their governments are telling them is a sunset industry.

Risk it for a Biscuit

Cutting off the talent pipeline seeds some real problems down the road.

First, no other nation has oil sands to the same extent as Canada, and the resource needs a steady flow of talent to develop it efficiently. In fact, it’s doubtful that any university outside of Canada would even bother to study the resource.

Next, the pressures to further automate the industry step up because of the talent shortage. This will further erode provincial job rolls and tax take, not to mention accelerate the hollowing out of small towns that depend on the industry.

Running the existing industry gets more costly because young people, at their lower rates of compensation, carry out much of the low-end work as part of their development and apprenticeship in the industry.

Entrepreneurs take their business ideas elsewhere (either to new locations or new industries) when they can’t find the talent to hire.

International hires might not work out because other countries have the same problem. I’ve experienced this first hand from the many career counselling calls I have fielded from the thousands of students of my on-line training course. They are all seeking confirmation that there’s a future in the industry.

Many will feel this is a good thing—talent will go to more promising fields of endeavor. But what the market can’t detect is that the genuine demand for fossil fuels and Canada’s oil and gas will linger for years. Globally there are over one billion internal combustion engines in cars alone, and even to replace them all will take 20 years, and that will only reduce oil demand by no more than 50%.

Canada is not nearly at the same level of risk as some OPEC countries. Oil and gas in Canada is just 7% of GDP, compared to 50% or more for most OPEC countries. But still, petroleum exports drive Canadian foreign trade, are worth $180b annually, and more than double the next closest sector (automotive).

The playbook move to demonize legacy energy products that work in the cold dark north in favor of mythical new products with no long term track record of success above the 49th parallel looks like an own goal.

Conclusions

I’m a big believer in nurturing talent in oil and gas. That’s why I’ve devoted the past 3 years, and will devote the next 3, of my time, tools and talent to teaching in the industry. It has saddened me greatly to read the story about enrollment collapse. It does not auger well for energy transition.

What we need is the right narrative—there is a place for all energy products, just not in their current proportions. And we need that message to be delivered loudly, and consistently, from industry and government. Otherwise this four year problem spirals out of control.


Check out my latest book, ‘Carbon, Capital, and the Cloud: A Playbook for Digital Oil and Gas’, available on Amazon and other on-line bookshops.

You might also like my first book, Bits, Bytes, and Barrels: The Digital Transformation of Oil and Gas’, also available on Amazon.

Take Digital Oil and Gas, the one-day on-line digital oil and gas awareness course on Udemy.

Biz card: 🪪 Geoffrey Cann on OVOU
Mobile: ☎️ +1(587)830-6900
email: 📧 geoff@geoffreycann.com
website: 🖥 geoffreycann.com
LinkedIn: 🔵 www.linkedin.com/in/training-digital-oil-gas

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Tue, 02 Aug 2022 00:36:00 -0500 en-US text/html https://energynow.ca/2022/08/when-enrollments-collapse-the-talent-pipeline-dries-up-geoffrey-cann-2/
Killexams : Oracle 12.1 users warned as mainstream support ends in July No result found, try new keyword!Enterprise Edition 12.1 and Standard Edition 2 (SE2) 12.1 move to sustaining support after July 2022, meaning users can access any updates available before that date, but Oracle will not build new ... Fri, 08 Jul 2022 01:50:00 -0500 en-us text/html https://www.msn.com/en-us/news/technology/oracle-12-1-users-warned-as-mainstream-support-ends-in-july/ar-AAZmqYE Killexams : Oracle reportedly implements layoffs as part of cost-cutting initiative

Oracle Corp. is laying off some employees in the San Francisco Bay Area and at its customer experience software division, according to two reports published today.

The Information today cited a source with knowledge of the matter as saying that Oracle has already begun laying off employees in the Bay Area. Separately, Bloomberg reported that the company is cutting jobs at its customer experience division. The division makes software that helps enterprises with tasks such as delivering personalized promotions to online shoppers.

Limited information is available about the scope of the layoffs. However, a source told Bloomberg that multiple juniper sales employees and a division sales director were among those let go at the company’s customer experience software business.

The timing of the layoffs aligns with a report published by The Information in July. At the time, the publication cited a source as saying that Oracle may move to cut jobs in August. It’s believed that the company could lay off thousands of employees in the coming months as part of an effort to reduce its costs by up to $1 billion.

The move is expected to affect Oracle workers in the U.S., Canada, India and Europe. It was also reported in July that business units focused on marketing Oracle’s customer service and e-commerce software products could be especially affected.

Oracle had 143,000 employees as of March 31, according to Reuters.

Oracle is the latest in a series of tech companies to have laid off employees since the start of the year. Dozens of startups, including some in the enterprise software segment, have announced plans to reduce their workforces in accurate months. Microsoft Corp., Google LLC and Apple Inc., in turn, are scaling back their recruiting efforts.

Microsoft also made a “small number of role eliminations” last  month. The layoffs reportedly affected less than 1% of the company’s 180,000-person workforce  

Although Oracle is reducing spending in some areas, the company continues to experience growth across multiple key business units. Oracle’s cloud infrastructure division, a core element of its long-term growth plans, logged a 36% year-over-year sales increase last quarter. Furthermore, the revenue that the company generated from its managed enterprise resource planning platforms jumped as well. 

Thanks to the momentum of its cloud business, Oracle managed to surpass revenue and profit expectations last quarter. The company is building additional data centers to support the cloud business’ growth. Oracle’s growth strategy also prioritizes the healthcare sector, where the company significantly expanded its presence last year by acquiring healthcare technology provider Cerner Corp. in a deal valued at about $28.3 billion.

Photo: Oracle

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