IT TAKES A VILLAGE TO IMPLEMENT CMMS Jared Heller, PE, ENV-SP | AE2S Sherry Spaulding | GHD Inc.

November 21, 2013

AGENDA ❑ Framework of Success • Team Structure ✓ Why a CMMS? • Strategic Planning ✓ Pitfalls of CMMS • Software Procurement Selection and • Implementation Planning Implementation • Implementation ✓ Learned Lessons 1 & 2 • Systems Integration • Sustainability

❑ Introduction

❑ Learned Lessons Continued ❑ Benefits ❑ Questions

INTRODUCTION Current State of CMMS Industry ▪ 40-50% of CMMS implementations are either failures or do not achieve business objectives ▪ Clients have less money, less staff need for productivity improvements

DEFINITIONS ASSET MANAGEMENT: “Sustainable Decision Making” • Assessment of Utility Assets • Identification of Critical Assets • Lowest Lifecycle costs for Assets • Develop a long-term funding strategy

DEFINITIONS COMPUTERIZED MAINTENANCE MANAGEMENT SYSTEM (CMMS): “A Tool to Effectively Maintain Assets Through Their Operating Life” • • • •

Corrective and Preventive Maintenance Work Orders Track Costs to Operate Assets Information at Fingertips for Operators Reporting analysis – key to improved decision-making

WHY a CMMS?

A Structured Program to Minimize the Cost of Asset Ownership, Improve Service Reliability, and Sustain Infrastructure

▪ A key puzzle piece in any good Asset Management Program

WHY a CMMS?

Doing the RIGHT work… At the RIGHT Time... Click to add headline With the RIGHT Resources!

Pitfalls of CMMS 40-50% of Implementations Fail

WHY? ▪ Don’t involve all stakeholders ▪ Don’t plan for the long term ▪ Don’t anticipate necessary effort for planning, setup, and data entry ▪ Don’t change business practices to take advantage of new systems ▪ Don’t integrate or transact with other key business systems

Learned Lesson 1 k r o w e m a Fr a h s i l b a t Es s s e c c u S rt o p p u S l l i that w he t t a t r a t S and , ) n o i t c e l e -s e r p , c i g e t ra t s ( g n i n n Begi le d d i M e h t n not i ) n o i t a l l a t s n ,i n o i t c e l e s (after

Learned Lesson 2

e g a n a m & Plan for change: ange h c t s i s e r erally n e g e l p elling o p Pe m o c o s ion is s i v e h t l “new i t e h un t o t o g ant to w y e h t t a of th n i a p e h t l i unt the s d place,” or e e c x e same e h t g n i y a t s ange h c f o n i a p

SUCCESSFUL CHANGE

=

f

n

C – Current Situation Understanding V – Vision of the Desired State S – Solution that is Believable P – Plan for Implementation U – Urgency to Move from the Status Quo

AGENDA ❑ Introduction ❑ ✓ Why a CMMS? ✓ Pitfalls of CMMS Selection and Implementation ✓ Learned Lessons 1 & 2

Framework of Success ✓ ✓ ✓ ✓ ✓ ✓ ✓

Team Structure Strategic Planning Software Procurement Implementation Planning Implementation Systems Integration Sustainability

❑ Learned Lessons Continued ❑ Benefits ❑ Questions

FRAMEWORK of Success Information Systems

▪ Team Structure

Lifecycle Process & Practices

Data & Knowledge

▪ Software Selection TOTAL ASSET MANAGEMENT PLAN

▪ Implementation Planning ▪ Implementation ▪ Sustainability

People Issues

Organizational Issues

Commercial Tactics

Sustainable – Best Value Service Delivery

EFFECTIVE Team Structure Project Sponsor

Project Manager

Implementation Team

Steering Committee

Post Implementation Auditing Team

CMMS Administrator

Core Team

Core Team

Core Team

(Procurement Rep)

(IT Rep)

(Finance Rep)

CHAMPIONS/ SME’s

Core Team (Departmental Leaders)

SOFTWARE Selection ▪ Evaluate Needs and Develop Functional Requirements ▪ Support RFP Development ▪ Develop shortlist vendor demonstration script/instructions and scoring approach ▪ Perform reference checks, site visits ▪ Select and award

FUNCTIONAL REQUIREMENTS Example Tools

RFP EVALUATION Example Tools

VENDOR DEMONSTRATION

Examples of Tools

IMPLEMENTATION Planning STRATEGIC PLANNING ▪ Vision, mission, project success factors ▪ SWOT analysis ▪ Level of service performance measures ▪ Change management planning ▪ Risk management ▪ Lessons from other projects

BUSINESS PRACTICE DESIGN ▪ Perform detailed business process and integration design ▪ Develop, document data standards

IMPLEMENTATION ▪ Software installation ▪ System configuration ▪ Data QA/QC and import ▪ Custom report development ▪ Mobility implementation ▪ Custom training aides / tool development ▪ End-user training ▪ Go-live tasks ▪ Post go-live monitoring and reviews

INTEGRATION Business Optimization

SUSTAINABILITY Evolve Team Structure from selection, implementation to

long-term sustainability and growth ▪ Post-implementation reviews, auditing, user surveys (six months) ▪ Plan change to meet evolving business issues, changing workflows, reporting requirements, available upgrades, and post-implementation review findings ▪ Utilize a Steering Team to facilitate change

AGENDA ❑ Framework of Success ❑ Introduction • Team Structure ✓ Why a CMMS? • Strategic Planning ✓ Pitfalls of CMMS Selection and • Software Procurement Implementation • Implementation Planning ✓ Learned Lessons 1 & 2 • Implementation • Systems Integration • Sustainability

❑ Learned Lessons Continued ❑ Benefits ❑ Questions

LEARNED Lessons ❑

Plan for the long term

❑

Seek input from all levels of the organization

❑

Assign a CMMS administrator

LEARNED Lessons (cont.) ❑

Form a Steering Team

❑

Implement Asset Management Functions within CMMS

❑

Do not force existing processes into new CMMS because.

❑

Take advantage of the opportunity to implement and incorporate strategic work and asset management practices

AGENDA ❑ Framework of Success ❑ Introduction • Team Structure ✓ Why a CMMS? • Strategic Planning ✓ Pitfalls of CMMS Selection and • Software Procurement Implementation • Implementation Planning ✓ Learned Lessons 1 & 2 • Implementation • Systems Integration • Sustainability ❑ Learned Lessons Continued

❑ Benefits ❑ Questions

SUCCESSFUL CMMS Successful CMMS selection and implementation will result in: • Streamlined business processes which improves decision making • Improved insight into asset health • Optimized maintenance work • Balanced resources at optimal availability and maximized resource utilization • Preserved institutional knowledge (aging workforce)

QUESTIONS? Jared Heller, PE, ENV-SP Advanced Engineering and Environmental Services, Inc 1-701-306-7523 (mobile) [email protected]