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cnam.ca
cnam.ca
Keeping the Pace
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Implementing a Corporate Asset Management System: Looking Under the Hood
May 8th, 2019
Keeping the Pace
Outline
Vision
Project Strategies & Management
Implementation Details
Demo
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City of Kelowna
Population 132,000
Population expected to exceed 150,000 in next 10 years.
Median single family home - $682,000
Municipal services:
Water, Sanitary, Drainage, Solid Waste
Transportation, Transit, Parking
Parks
Civic, Cultural and Recreational Facilities
International Airport
Infrastructure replacement value - $3 billion
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Infrastructure Challenge
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Aging Infrastructure
Demand for more services
Growing community
Less funding for Infrastructure
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Aging infrastructure, competing priorities and limited budgets.
Poor data quality with multiple sources and systems.
Service areas operated in silos with limited integration
No formal asset management framework, strategy or plans.
Many differing views of the purpose of Asset Management.
Senior management, Staff and Council were not on board.
Renewal funding was not sustainable.
AM Program Challenges
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Asset RegistryInfrastructure
Division
Financial Services
Development Engineering
Stormwater
Wastewater
Water
Transportation
Fleet
Buildings
Parks
Solidwaste
Transit
Airport
Civic OperationsCustomer Interface
Right Information to the Right Person at the Right Time
Asset Management System Development
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Corporate Asset Management Vision
One stop shop to manage the entire lifecycle of an asset
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Importance Criteria ScoreMandatory • Webwork and TRM Replacement
• Integration with key Corporate Systems i.e. Agresso, GIS and Service Request
50%
Technical Compatibilities, Integration, Configuration and Compliance)
Functional SR, WO, Inspection, Scheduling, Preventative/Predictive Maintenance, Parts Inventory, Remote Capabilities, Dashboard, Project costs and milestones management, Life Cycle Asset Management, Reporting and Financial Planning & Modeling)
30%Vendor Competency, Capability and Capacity
Project implementation proposalInstalled base and referencesSupport structure and capabilitiesBusiness relationship with CityCorporate Strength
20%Cost Total Project Implementation
Licenses & Operational Support
Time and Material Skills rate
100%
RFP Evaluation Criteria
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Evaluation Template
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Project Strategies
Implementing corporate consistency in managing your assets
Eliminate standalone and dated systems
Buy vs. Build (avoid in-house code development)
It is a joint venture of Business, IS and Finance
Staged deployment will be practiced
Project management discipline will be adhered
Management of Change will be initiated
Regular project stewardship meetings will be held
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Business Representation & Ownership Sign-off
Lifecycle Management is a corporate initiative
Business participation is not optional
Business areas’ responsibilities outlined
Defining KPIs and stewardship
Continual optimization of business processes and efficiencies
Project team is the facilitator and implementer but business areas are the beneficiary of the system
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Project Management Discipline
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Stage-1Business Planning & Development
Stage-2Evaluation & Selection
Stage-3Design & Engineering
Stage-4Construct & Test
Stage-5Operationalize
Business Objective & Justification
Vendor & Product Selection
50 – 100% 25 – 50% 10 – 15%
Contingency
If you are developing in-house software or interfaces then add another 10%
Project Management Strategies & Gates
Gate-3Gate-2 CP-1
Requirements Confirmation
SelectDesign
CP-2 CP-3
Pre-StartupConstructionProgressAssessment
ProjectCloseout
Gate-1
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Stages Activities
Stage-1:
Assess Benefits & Business Merit
Define High Level Scope and Execution
Strategy
Identify Potential Solutions and
Alternatives
Develop Initial Project Plans (issues,
risks, org chart & R&R etc.
Stage-2:
Formal Project Kick-off
Refine Scope
Develop Risk Management Plan
Assess Solution Alternatives
Develop Project Plans (roadmap,
schedule, training etc.)
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Stage-3:
Complete Scope Definition
Complete Functional Design
Complete Security & Control Design
Refine Plans
Formal Project Funding Approval
Stage-4:
Complete System Design
Construct System/Application
Plan Implementation
Business Sign-off of System/Application
Stage-5:
Prepare for Start-up
Enable Operational Support
Operationalize and Support
Project Closeout
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Planning, Construction and Execution Activities Flow
Hands-on Functional
Review
Establish Service Level Agreement
CP-3 review with Sponsors
and SLT
Asset hierarchy & Data
Collection Review
Develop production template
Functional Templates & configuration
Review & Sign-off
Implement Templates in the Training Environment
Bus Area Templates and all interfaces
Testing and Verification
Bus area SLA
sign-off
Project Implementation Plan review and Sign-off with Bus and MOC
Business area formal
training
Project Roll out
Implementation Hot Support
Project Operationalization
and Bus Sign-off
Regular SLA & Support in place
Develop proposed hierarchy structure & Cityworks model
Present business with a proposed Cityworks Hierarchy Structure
& adjust it as needed
Rollout Communication
Cityworks Project
Introduction
Business Requirements
Workshop
Business Scenarios
Demonstration
Business ScenariosSign-off
Business Requirements
Sign-off
Business scenarios workshop
Cityworks Hands-on training
Planning
Construction and Execution
Validation & verification discussions
Lessons learned
& Project Close
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Project Phases
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Phase 1 Business Areas
Business Area Assets
Fleet Services • Light duty vehicles• Heavy duty equipment
Network Utilities Maintenance • Water, sanitary, & storm linear systems
Pump Operations & Water Supply
• Reservoirs• Pump stations• Lift stations
Water Quality & Customer Care • Water, wastewater, & surface water sampling
• Wastewater Source Control• Cross-connection
Wastewater Treatment • Wastewater Treatment Facilities (Class IV & Class II)
Property Management • Property and Lease Management• Real Estate purchases
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Teamwork Makes The Dream Work
Senior Leadership
1 Project Owner
1 Manager of Change
3 Executive Sponsors
Core Team
6 City Staff
Vendor
“If you’re not living on the edge, you’re taking up too much space”
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Business Engagement
Site Tours
Business units involved throughout entire process
Iterative Process
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Integrations
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Asset-Centric not Business Unit-Centric
“Open By Default” Approach
Standard naming convention: Asset – Activity (Frequency)
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Asset Register
Linear Water, Sanitary & Storm Systems
Vertical Wastewater Treatment Facilities
Pump Stations & reservoirs
Non-Fixed Fleet
Lab Equipment
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Wastewater Treatment Vertical Hierarchy
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Workflow Efficiencies
Field to office
Sharing across departments & systems
Minimize duplication of effort
Right information to the right person at the right time!
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Scenario #1Field to Office Workflow
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Key Benefits
Less last minute changes
Alarm-type reporting
Less Paper
Completely mobile
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Scenario #2Inter-department Communication Workflow
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Key Benefits
Same system for Fleet Requests
Quicker turnaround time
Less data entry
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Questions?
Joel Shaw, P.Eng.Infrastructure Engineering ManagerCity of [email protected]
Hamid ButtSenior Project ManagerCity of [email protected]
Joline McFarlaneAsset ManagerCity of [email protected]
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POP QUIZ!
1. What’s the population of the Kelowna?
132,000
2. What’s the replacement value of the assets?
$3 Billion
3. What does WIIFM mean?
What’s in it for me
4. What’s the name of the station that had an alarm?
Skyline
5. What’s the unit # of the truck in for repairs?
6668
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