Do s and Don ts/keys To A Successful Airport Enterprise Asset Management (EAM) Implementation or Upgrade

Transcription

1 Do s and Don ts/keys To A Successful Airport Enterprise Asset Management (EAM) Implementation or Upgrade Presented by: Mr. Jim Miller, Director, Enterprise Architecture, DIA Mr. Joseph Mahaz, President and CEO, EDI Mr. Tom Strange, President and CEO, The Solution Design Group

2 Presentation Abstract This presentation focuses on the Do s and Don ts which are key to a successful Enterprise Asset Management (EAM) System Implementation. Additionally, this presentation discusses some of the realistic expectations for return on investment.

3 Presentation Abstract (Cont.) This presentation and the supporting discussion also covers the critical components of a Successful EAM implementation, or the enhancement of an existing implementation, including some of the key elements such as: Business Process Review and Re-Engineering/Optimization Data Validation User Acceptance Tribal Knowledge Transfer Role Based Training

4 What You Should Take Away High level do s and don ts relating to EAM implementations or upgrades including: Sound project initiation and project approach Path to user buy-in and tribal knowledge transfer What to look for in a EAM System Realistic expectation for Return on Investment (ROI) Importance of performing a Business Process Optimization (BPO) Importance of utilizing Building Information Management (BIM) Standards for migration to EAM

5 What You Do First Matters Project Initiation: Build the Team Steering Committee Project sponsorship team Project Team Both IT and business stakeholders Critical to user acceptance Perform a Business Process Optimization (BPO) Identify & Document the Business Drivers/Requirements Define Data Requirements Don t exceed the point of diminishing returns

6 What You Do First Maters (Cont.) Develop a Realistic Budget and Schedule Develop Project Success Criteria/Plan Ensure that the plan is measurable in the short and long term

7 Golden Rule Customization Is a Bad Word Don t try and customize a COTS product to look and feel like an existing legacy system

8 Project Approach Iterative Approach Build hard gates with formal reviews Perform Frequent Mind Melts between stakeholders and implementer Key to Tribal Knowledge transfer Develop Deployment Approach Big Bang versus Multi-Phased Keep It Simple and follow project as defined

9 Project Approach (Cont.) Review and cleanse data prior to migration Mobilize the work force (*) Build user role based training Build a continuing education program Develop an on-going support plan

10 Selecting the Right System Total cost of ownership is not just about initial software costs and annual maintenance costs, other considerations: Does the System Easily Map to my Business Processes Is it Commercially Off the Shelf (COTS) Is it Highly Configurable, Not Highly Customizable!!!! What is Vendor Market Share/Market Commitment How many other Airports are using the system? Is the Software Vendor Committed to Airports? Investments in functionality that matters to you? Does it Offer a Wide Range of Functionality Ease of Use (Could be a Contradiction)

11 Selecting the Right System (Cont.) Most organizations who purchase a Tier 1 or 2 EAM system only use approximately 20% of its capabilities If all you want is a Computerized Maintenance Management System (CMMS) than purchase one You Can Be Equally Successful or You Can Equally Fail With Any Tier 1 or 2 EAM System

12 Maintenance Philosophy Identify how where you are and where you want to go with your EAM relative to your organizations overall maintenance philosophy Reactive Run to Failure (Most Organizations) Proactive Planning and Scheduling

13 CMMS/EAM Reactive/Proactive Typical CMMS Full EAM Identify Identify Analyze Plan Record Execute Schedul e Execute Operate & Repair Reactive Frame Work Operate, Maintain & Improve Proactive Frame Work

14 Reactive Maintenance is Expensive *source: University of Tennessee Reliability & Maintainability Center

15 Common Points of Failure Non airport SME s on implementation Team Lack of a Business Process Optimization Phase and/or Improper Mapping of your EAM to your Business Process Optimization Lack of or Incomplete Requirements Definition Unrealistic Schedule and/or Budget Poor or no Change Management Control Insufficient or Incorrect Data Insufficient or no Knowledge Transfer

16 Common Points of Failure (Cont.) Insufficient Go-Live Training and/or Continued Education Lack of User Buy In (Keep it Simple) Implementing Too Much Too Fast Missing Integrations to other Critical Business Systems The cost formula is missing energy utilization Labor + Materials + Energy Utilization = TCO Maintenance Philosophy Run To Failure

17 Return On Investment A successful implementation/proper use of EAM should yield Increased Wrench Time Leveling of Material Costs Significant Reduction in Administrative Time Example - Real time asset monitoring Savings via Warranty Tracking Extended Asset Life Reduction of Asset Maintenance Cost via transition from Reactive to Proactive Maintenance

18 Cover Yourself If all Else Fails, Make Sure You Have Picked a SCAPEGOAT!!! VENDOR!!

19 Business Process Optimization (BPO) What is BPO and why is it a critical part of your EAM implementation or upgrade? Mr. Tom Strange, President and CEO, The Solution Design Group

20 Business Process Management Business Process Management is important because: Helps to break down silos and walls within the organization Leverages enabling technology Improves communication and collaboration Improves performance Increases customer satisfaction

21 Business Process Management Two major types of business process modifications: Business Process Optimization q Sustained Incremental Improvements q Emphasizes the people involved in the process and their perspectives q Take advantage of technology workflow, KPIs, dashboards Business Process Re-Engineering Rip and Replace q Dramatic improvements in critical areas of performance For most airport EAM implementations, Business Process Optimization is the most common practice

22 Business Process Optimization (BPO)

23 Process Map --- The Before

24 Process Map --- The After

25 Seven Keys to BPO Success 1) Understand Your Goal and the Airport s Mission 2) Simplify Wherever and Whenever Possible 3) Improve Productivity 4) Develop Processes for the Rule and the Exception 5) Keep Processes in Tune Modify to Changing Conditions 6) Create Transparency and Accountability 7) Optimize the Customer Experience

26 What is BIM and why is it important as part of your EAM implementation or upgrade? Mr. Jim Miller, Director, Enterprise Architecture, DIA

27 Putting EAM to Work Give the BIM to the BAM and the EAM Defines the assets to maintain: Facility assets System assets Infrastructure assets Where is it? Who built it? Warranty terms and requirements?

28 What s BIM? A 3 Dimensional building design Foresee design conflicts Quantities and properties of the building s components. A shared resource for information about a facility basis for decisions during its entire lifecycle conception to demolition. NBIMS (National BIM Standard)

29 Standard Data Into EAM COBie2 Construction Operations Building Information Exchange Tabular data for the owner Designers Constructors Commissioning Agents Industry participation BIM vendors export to COBIE EAM vendors import COBIE

30 What The EAM Wants

31 Theoretical BIM Savings Curve Conception Stage Project Delivery Selection Stage Design Stage Construction Documents Stage Procurement Stage Execution Stage Utilization Stage Optimized approach with virtual modeling and analysis with reduced change orders & delivery time and lower operating and sustainment costs Typical approach failing to do routine maintenance and having to replace items earlier and more often Typical design/build approach with required maintenance Closure Stage The savings we are currently experiencing with faster delivery and fewer change orders The yet untapped $avings NIBS 2006,2007, all rights reserved

32 Overnight Results, No Such Thing!!

33 Thank You For Your Attention Questions & Discussions