Optimizing Field Work through Mobile Driven Processes and Scheduling: Using ClickSoftware and Maximo for Gas Compliance at Ameren

Transcription

1 Optimizing Field Work through Mobile Driven Processes and Scheduling: Using ClickSoftware and Maximo for Gas Compliance at Ameren Don Cline, Ameren Services Charles Rayot, Ameren Illinois ClickConnect 2015

2 Who We Are

3 Who We Are Don Cline With over 38 years in the utility industry, Don leads the Gas Systems team providing dedicated IT support to Gas Operations and Services, including the Compliance Group. Don's team played an integral role in the Gas Compliance Asset Management (GCAM) project and successful Go Live of the GCAM applications in November Charles Rayot - With 21 years in the utility industry, Charles was the Ameren business lead for the implementation of Maximo and ClickSoftware to support Gas Compliance processes. 3

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6 Gas Compliance

7 Gas Compliance What Is It? U.S. Department of Transportation Pipeline and Hazardous Materials Safety Administration (PHMSA) Pipeline Safety Regulations Part 192 prescribes safety requirements for pipeline facilities and the transportation of gas. The Illinois Commerce Commission (ICC) and Missouri Public Safety Commission (PSC) assure compliance with all Federal and State safety regulations. Compliance pertains to design, construction, operation and maintenance of gas facilities. Ameren currently tracks, schedules, performs, and maintains history of over 396,000 gas compliance activities. 7

8 Where We ve Been

9 Where We ve Been Gas Compliance System (GCS) Stand-alone application developed by one of Ameren s legacy companies over 20 years ago. Initial concept was to track compliance activities and collect data electronically eliminating the need for paper. Number of mobile devices implemented to collect compliance data. Process of downloading/uploading assigned/completed work was cumbersome and not always without error. Many continued to prefer to collect data on paper and have clerical support input the data into GCS. Process worked since paper documentation was maintained for reference if data input errors occurred. 9

10 Where We ve Been Greater Expectations At 20+ years, most recognized that GCS was reaching the end of its lifecycle and not able to react quickly to new regulatory requirements. Change in regulatory landscape requires improved data quality and elimination of paper data collection. New federal regulations such as Distribution Integrity Management (DIMP) require operators to gain a greater knowledge of their systems. Desire to have compliance activities integrated with GIS. 10

11 Assessment

12 Assessment In early 2011, the GCS Assessment Team was assembled. Focused on three main drivers: Integration, Flexibility, and Mobility Three options included in the assessment: build, buy, or modify Implementation of another point solution was not a suitable option to meet the current and future needs of the Ameren gas business. Common for operators to use a combination of work management, asset management, and GIS systems to drive required work practices and track work. Ameren would benefit from a more strategic, flexible, long-term solution. 12

13 GCAM Project Vision The vision of the GCAM Project Team was to create: Streamline and standardize gas compliance processes Ensure quality data and regulatory compliance Equip the gas field work force with current technologies and supported by real-time gas asset/work data and information Build a secure and flexible technical foundation with the potential to expand to other Ameren business lines 13

14 Project Overview

15 Project Overview Through a formal RFP process, two technology solutions were selected to replace GCS, IBM Maximo Asset Management and ClickSoftware Mobile Workforce Management. Office IBM Maximo Mobile ClickSchedule ClickMobile 15

16 Project Overview A two-year timeline ( ) was established for the Gas Compliance Asset Management (GCAM) Project. Professional Services were enlisted to assist the Ameren gas business team and Ameren IT teams with design, build, and implementation. Cohesive Solutions IBM Maximo Asset Management ClickSoftware ClickSoftware Mobile Workforce Management Project Organization structure was established for over 100 resources involved from subject matter resources and tech teams to CIO. 16

17 GCAM Project Organization Chart Ameren Implementation Lead Cohesive Solution Architect Cohesive Functional Architect Project Approval Committee (VP/CIO Level) Project Sponsors (Dir/Sr Dir Level) IT Project Manager Cohesive Information Solutions Project Manager Business Advisors (Dir/Supt/Mgr Level) ClickSoftware Project Manager IT Develop Lead Cohesive Tech Lead Cohesive Test Lead Cohesive Change Management Lead IL Business Lead MO Business Lead IT Tech Team Cohesive Tech Team ClickSoftware Tech Team Testing Team Cohesive Testing Team ClickSoftware Testing Team Change Management Team Training Team Cohesive Training Team ClickSoftware Training Team IL Operations Lead IL Gas Compliance Lead MO SMR s (12) IL Operations SMR s (13) IL Gas Compliance SMR s (15)

18 Project Overview Business Processes in Scope: Gas Compliance processes including: Corrosion Control Pipe Examinations Emergency Valve Inspections Pipeline Patrols Leak Management Regulator Station Inspections Leak Surveys Service Transaction Cards Odorant Intensity Test Points Tools/Equipment Odorizer Inspections Additional Maintenance Work Supply chain, engineering design processes, and construction processes were not included in scope. 18

19 Project Overview Five basic components: Maximo IBM Asset and Work Management product ClickSchedule ClickSoftware Dispatching and Scheduling product ClickMobile (Classic) ClickSoftware fat client for mobile devices ESRI ArcGIS mapping service; 25 GB mobile geodatabase MuleSoft Enterprise Service Bus (ESB) integration services between applications Five main integrations: PeopleSoft Insight (LMS) DOJM CSS GTech 19

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22 Project Fun Facts 5+ million assets being managed between IL and MO 400,000+ total project related s 16,218 work orders generated within 30 days of Go-Live 10,000 lines of automation scripts in Maximo resulting in zero java classes/extensions 4,754 attributes added to Maximo Approximately 12 custom ClickSoftware modules 38 ClickSoftware configuration builds 25GB+ mobile geo database 22

23 Mobile Driven Processes Service Cards

24 Service Cards Gas Service Transaction Cards (Previous) 24

25 Service Cards Reviewed Maximo Linear briefly during software selection phase of project. Did not identify benefit for interconnected distribution gas systems. During detailed design sessions on Gas Service Transaction Cards, Cohesive identified Maximo Linear as a potential out-of-the-box solution that would prevent the need for a custom design/build. As the decision to implement Maximo was a long-term strategic solution, implementing Linear would also allow for future expansion of Linear to meet evolving needs without re-design/re-work. 25

26 Service Cards Work Order Completion Field Initiated work from ClickMobile to Maximo that processes Service Card information. Automation Scripts Fire upon work completion and processes service card to update linear data for the service line Adding Segments New Installs, Extensions Splicing Segments Partial replacements (15 ft replaced mid asset) Removing Segments Partial Retirements, Shortening Updating Other Linear Features Service Regulators, Farm Taps 26

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33 Spatial Integration

34 Spatial Integration One of three main project drivers was integration with GIS. Field Operations highly dependent on asset and GIS information given the underground nature of the work. Compliance asset management currently separate from GIS asset management. Ameren GIS is Intergraph s G/Technology. Maximo and ClickSoftware leverage ESRI. Built integration with ESRI and G/Technology for Maximo and ClickSoftware. ESRI is new to Ameren as a result of the GCAM project, therefore stood up both corporate ESRI and a GCAM ESRI systems. G/Technology is the asset repository for many gas assets. Assets flow through ESRI into Maximo. 34

35 Spatial Data Flow G/TECH ESRI Maximo ClickSoftware Mobile Asset Creation Feature Classes Territories Map Updates Asset Updates Replica Updates 700+ Mobile Replicas 35 Maximo Data Updates

36 Spatial Integration Spatial drives many work processes. Territorial assignments in ClickSoftware Division Operating Center Specialized Technicians Asset Updates Route Builder (Leak Surveys & Pipeline Patrols) Leak, Work Order, Asset Mapping 36

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40 Mobility 40

41 Spatial Integration Spatial drives many work processes. Territorial assignments in ClickSoftware Division Operating Center Specialized Technicians Asset Updates Route Builder (Leak Surveys & Pipeline Patrols) Leak, Work Order, Asset Mapping 41

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48 Spatial Integration Spatial drives many work processes. Territorial assignments in ClickSoftware Division Operating Center Specialized Technicians Asset Updates Route Builder (Leak Surveys & Pipeline Patrols) Leak, Work Order, Asset Mapping 48

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58 Lessons Learned

59 Lessons Learned Don t underestimate 59

60 Lessons Learned Don t underestimate competing initiatives Can lead to constraints on resources for infrastructure and subsequently cause delays Don t underestimate the maturity of current corporate platforms Corporate Mobility Platform Only used for Terminal based applications in past Firewalls / Connectivity No ability to update mobile devices over the air Test the extremes 60

61 Lessons Learned Don t underestimate change management. Change in culture - elimination of paper, integration with GIS, work and asset management Build into and develop champions for change management Training Over 200 classes conducted over 11 weeks at 36 unique locations throughout IL and MO with up to 9 concurrent training sessions Training conducted by professional services supported by core team members and SMR s (18 total) Over 120 mobile devices relocated weekly 61

62 Lessons Learned Don t underestimate change management (continued) Training (continued) Trained nearly 1,100 users field technicians, supervisors, engineers, office support Additional training resources to minimize duration of training Business Training vs Software Training Develop Quick Reference Guides for training 62

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64 Lessons Learned Don t underestimate the importance of the right integration partner(s) Select those that will challenge you to develop the best solutions Build a highly integrated team including dedicated core business team, IT Teams, and integration partners Don t underestimate the importance of selecting the right mobile technology for the end user 64

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