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How to Successfully Implement & Use a CMMS Yorick de Tassigny, FMP, SFP John Rimer, CFM.

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Presentation on theme: "How to Successfully Implement & Use a CMMS Yorick de Tassigny, FMP, SFP John Rimer, CFM."— Presentation transcript:

1 How to Successfully Implement & Use a CMMS Yorick de Tassigny, FMP, SFP John Rimer, CFM

2 Introduction Yorick de Tassigny, FMP, SFP  11 years facility management experience in the public sector  Involved in the implementation and management of CMMS in two different organizations John Rimer, CFM  17 Years Facility Management  Numerous Industries & Various Roles  Owner, FM360 Consulting  Implemented & Managed Multiple CMMS Installations

3 Agenda  Value of a CMMS  Common Reasons for Failed Systems  Steps to Select & Implement  City of Boise Example  Resources  Q&A

4 Why a CMMS? “The Nervous System of a Facility Program”  A Necessary Business Tool for Today’s FM  Assess Efficiency & Effectiveness  Drive Business Decisions  Operations & Capital Budgeting  Market FM Program

5 Key Functions of a CMMS  Maintain Asset Information & History  Exhibit Hierarchy & Relationships  Store Procedures & Practices  Submit & Track Service Requests  Prioritize, Schedule, & Dispatch WOs  Document Work Performed  Capture Labor & Mat’l Costs, Notes, etc.  Capital Renewal Planning  Reporting & KPIs

6 Key Performance Indicators (KPIs)  PM/CM Ratio  Backlog  % Utilization  Discovery Mode  SRs by Type  Failure Modes/Causes  Labor & Mat’l Costs

7 Common Reasons for Failed Systems  Wrong System for the Job  Old, Slow System  Change Paralysis  Budget to Install but not to implement  Insufficient planning & Stakeholder buy-in  Lack of Knowledge & Experience

8 Steps to Implement  Identify Stakeholders  Define the Processes  Develop System Requirements  Create Assessment Matrix  Identify & Evaluate Qualifying Vendors  Perform Test Fit  Budget & Schedule for Success  Training & Support  Solicit help

9 Example - City of Boise Overview  Enterprise solution – multiple departments with similar needs: Airport, Parks, Public Works, Police and Fire  Project spearheaded by IT  Compliance with Clean Water Act and new stormwater regulations is key driver  RFP released in 2013  Product has been selected  Implementation slated for late 2014

10 Example - City of Boise  Identify Stakeholders  Define the Processes  Develop System Requirements  Create Assessment Matrix  Identify & Evaluate Qualifying Vendors  Budget & Schedule for Success  Solicit help as needed

11 Example – City of Boise Identify Stakeholders  Leadership (buy-in, purse strings)  Formation of core team (subject matter experts)  Identify communication process to keep everyone informed

12 Example – City of Boise Define the Process  Mapping the workflow – hired consultant to help with process documenting (AS IS)  Objective is to find opportunities for improvement  Lesson learned? Completing process diagrams before vs. after selection process

13 Example – City of Boise

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15 Develop System Requirements Word of caution: Be careful not to allow an existing process influence your requirements  Core Team worked with respective departments  Identified areas of overlap and combined  Prioritized  Included items that will improve process

16 Example – City of Boise

17 Identify and Evaluate Qualified Vendors  RFP – Requirements became specifications  Assessment matrix

18 Example – City of Boise Assessment Matrix

19 Example – City of Boise

20 Identify and Evaluate Qualified Vendors  Evaluated total cost of ownership:  IT & business resources required to maintain the system past implementation  Complexity of system to maintain, configure, update  Maintenance cost over 10 years  Consultant vs. software developer  Shortlisting of vendors  Vendors given scripts to follow for their 2-day presentations

21 Example – City of Boise

22 Plan for Successful Implementation  Met with key stakeholders (the ones that control the purse strings) to reaffirm funding and support for project  Standardization of nomenclature  Defined process using PMI Standards and ADKAR Change Management methodologies  Use Microsoft Project and SharePoint for project management tools

23 Resources  IFMA’s FMJ – March/April Issue  “CMMS – Realizing the Value”  FacilityU.com “CMMS – A Necessary Business Tool for Today’s Facility Manager” “CMMS is Not a Four-Letter Word”

24 Thank you! Yorick de Tassigny, FMP, SFP John Rimer, CFM fm360consulting.com


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