CASE STUDY

DTE required a standardized enterprise-wide project controls solution capable of supporting consistent cost, schedule, and resource reporting across multiple divisions including fossil, gas, distribution, nuclear, and administrative operations. Existing systems and processes lacked alignment, limiting visibility and preventing effective corporate-level reporting. The organization also needed integration between Primavera and the Maximo Work Management System while improving project controls processes within its Nuclear Projects group for both Capital and O&M initiatives.

Critical Business Analysis (an IMS subsidiary) partnered with DTE over a three-year period to identify corporate Primavera requirements, integrate Primavera with existing systems, and implement a standardized enterprise solution across all divisions. CBA (an IMS subsidiary) reviewed and revised project controls processes within the Nuclear Projects group, implemented Primavera as an enterprise reporting tool for cost and schedule management, and delivered on-site training programs to prepare teams for rollout and adoption. CBA also developed key management reporting tools including baseline comparison reports, earned value reporting, resource capacity planning, resource leveling sheets, and schedule quality reporting.

The enterprise Primavera implementation provided DTE with consistent multi-project reporting capabilities across all divisions for the first time in company history. Strategic Planning teams gained improved forecasting visibility for both costs and resources, while the Outage Management group successfully adopted Primavera as its outage work control and resource management platform. Using a 12,000-activity schedule network, DTE successfully planned and executed a complex 35-day outage involving turbine disassembly, repairs, replacement installations, and refueling activities with improved coordination, scheduling visibility, and resource management.