cfms, cmms, dss, eam: computerized work management system

04/13/23 D. Chrusciel FP&M at Iowa State University

Don ChruscielDon Chrusciel

CFMS, CMMS, DSS, EAM, etc.

Computerized Work Management System

MAPPA 2004MAPPA 2004


Academic Programming and Space Analysis

Schematic Design to Occupancy – Renovation to New Facility

Maintenance, Enhancements and Upkeep


Today’s PresentationToday’s Presentation

CFMS, CMMS, DSS, etc.

Building Blocks to Consider

Begin with the End in Mind (Covey)


What is a What is a Computerized Facilities Computerized Facilities Management SystemsManagement Systems (CFMS)? (CFMS)?

Hardware, Software and People, combined with an on-going commitment of Planning and Re-Evaluation, brought together to help solve the most pressing problems relating to the maintenance and management of a facility.


Goals Short (tactical) & Long (strategic) Term

Save Resources?

Make Projections?

Support Operations?

Condone What You Have?

Support New Initiatives?

Communicate Important Data

Want Staff to Know More

Make Better & Informed Decisions

Fact-Based, Data-Driven


CMMS (Computerized Maintenance Management System) -- “Team Tool”

Planning & SchedulingOversee

Preventive Maintenance Work Orders

CorrectiveWork Orders

CMMS SystemAdministration

System Expansion

Financial & Project Accounting

Oversee

Budgets

Chargeable Work Orders

ChargebackActivity

Deposits

Invoicing

Buying & Inventory Management

BuyingProcard & PO

Facilities Inventory


What Do You Want from What Do You Want from Your System? Your System?

Billing ModelingBudgetingBusiness FunctionsCapital Projects Tracking

(major/minor)Equipment

Mgmt./InventoryFleet Vehicle ManagementHuman Resources &

PayrollKey Issue/TrackingLabor, Equipment, &

Material Charge TrackingLeases

Materials InventoryPreventive MaintenancePlanning and SchedulingPurchase Order TrackingReport WriterReports (standard use)Real Estate TrackingSpace InventorySmall Tool TrackingUtilitiesWork Order Billing,

Tracking & CorrectionsWeb Interface


What Aspects Do You Want What Aspects Do You Want Involved - Project Scope ?Involved - Project Scope ?

Operations and MaintenanceBuilding, Space and EquipmentConstruction and Project ManagementUtilitiesLeases & Real EstateContract ManagementFinance, Accounting and BillingPurchasing, Stores, Human Resources and Environmental Health and Safety


InvestigationInvestigation

What are peer universities and/or vendors using?–Using their system, Do they get what we want?

–Can I afford their solution?

–Opportunities of collaboration?

–Can we get what they have?

–Can we copy and migrate theirs to our environment?


What Do I Have Now?What Do I Have Now?

Can what we want be defined?– What resources are available

– Financial, staff, students, etc.?

What level of sophistication is needed? Codes, details, recharge activities, tracking, etc.

How complex do we want to go?

Do we know our business practices?

Where will the data go and where is data coming from?

What are the campus protocols that need to be considered?


Reflection?Reflection?

What do we have now vs. what do we want?Involve users

Involve key customers

Identify key people – support & champion

Legacy System vs. Manual Operations

No system will meet 100% of the needs

Time, money, quality => considerations

What kind of volume do we have now and times ? for the future (capacity)


What is the best solution for What is the best solution for FP&M?FP&M?

Build vs. Buy?

Remember there are common costs regardless of your decision

Hardware, software, inability to react, lost opportunities etc.

Hosting, use of existing (what is salvageable), how much history, implementation plan (pilot, parallel, etc.), & scheduling (timeframe).



AdvantagesMore timely

Larger Customer base (user groups)

R&D

Updates

State of the Art

DisadvantagesLess control of product

Not developed for existing integration (fit into our environment)

If we Buy a system



Advantages We design

Tight integration

Better interfaces

DisadvantagesTime to develop

Resources

R&D

Reinforces status quo practices

If we Build a system


Project GoalsProject Goals

Maintain what we have plus more, especially if replacing a legacy system

Plan and implement a system that will meet our goals and objectives beyond the year 2004.

Short-term goals


Project GoalsProject Goals

Provide superior data upon which to make key decisionsProvide vital information to customersProvide data to assist in enhancing our services through the utilization of leading edge technologyMeasure our successOptimize use of our limited resourcesContinue to support vision of institution

Long-term goals


Evaluation & Analysis resultsEvaluation & Analysis results

buyingbuying

Is it our best option?


RFP TeamRFP Team

Campus InvolvementCentral Computing

Purchasing

Accounting

Human Resources

Legal

Central Stores

Treasurer’s Office

EH&S

Car Pool

Registrar

RFP Team Input and buy-in from all areas at FP&M


Bid ProcessBid Process

Get someone’s RFP as a template

Identify Potential Vendors

Talk/visit their customers

http://appa.files.associationdirector.com/PDFs/2003Computers.pdf

http://www.appa.org/GeneralContent.cfm?ItemNumber=1156


VendorsVendors

Famis http://www.famis.com

Maximus http://www.assetworks.com

TMA http://www.webtma.com

MicroMain http://www.micromain.com


Selection criteria Selection criteria Functional CapabilitiesCompatibility with Technical EnvironmentTechnical Competence of Vendor StaffDemonstrated Success in a Similar EnvironmentDemonstrated Support CapabilitiesCompleteness & Responsiveness to RFPFees and Associated CostsDemonstrated Financial StabilityExpandabilityProposed implementation schedule and planCompany longevity


Technical issuesTechnical issues

Existing system enhancements

Central systems integration

Real time data exchange

Enterprise solution – beyond FP&M


Justifications Justifications

ExternalBetter information to our customersMore timely information to our customersDirect customer access to informationReal time data exchange with the central university systemsConsistent & reliable


JustificationsJustifications

InternalQuicker response time to our customer requestsPuts data availability in hands of end-userIntegrated workflow managementImproved asset controlBetter and faster information to the FP&M workforceBetter use of FP&M resources


ScheduleSchedule

Phase 1 – Most important pieces first

Phase 2 – Next based on value and available resources. Evaluate phase 1 and look for efficiencies in system and business practices.

Phase 3 – Expansion and complementary opportunities


Phase I – Implementation Phase I – Implementation CompleteComplete

Implementation plan and goals established

Functional teams established and roles defined

Vendor consulting services defined


Project Information SharingProject Information Sharing

Communication – Communication (marketing to the max!)Examples

Newsletters (www.fpm.iastate.edu/famis)Bi-weekly Core Team MeetingsSteering Committee UpdatesTeam meetings and software testing on an as-needed

basisMonthly project review sessions with Vendor, Director

of Facilities and Utilities and Associate V.P. for Facilities


Post Implementation EnhancementPost Implementation Enhancement

Look at existing installation - what can we improve upon? (business practices)How can we integrate into existing technology? (campus systems interface)Who in the organization should be data entry, who should analyze? (staff, mgrs., etc.)What technology can we complement this install with? (Web, wireless, etc.)


Future Enhancement Future Enhancement

Upgrade to existing software & hardware (schedule)

Additional functionality and enhancements


FP&M Business Practices Impact FP&M Business Practices Impact (General):(General):

Removing the SilosData sharing

Tighter integration

Improved data validation

Using vendor customer R&D

Improved information collection & sharing with our customers


FP&M Business Practices Impact FP&M Business Practices Impact (Specifics):(Specifics):

Shop Managers managing the workCapital Projects initiating WOSDaily Time Entry & Supervisor ApprovalImproved PM & Equipment HistoryMaterial Stores integration – inventory mgmt.Electronic processing from manual (Purchase Requisitions) Increase to: security, reliability, accessibility, validity, etc.


Lessons LearnedLessons Learned

Clarify business factors first80/20 Rule applies to expectations of applicationDo process mapping to remove non- value added workImplement vendors base productBeing a beta test site vs. “going live” with a beta productSecure the software code (buy or proxy)


Lessons Lessons LearnedLearned

Partner with developer

Market to get buy in and commitment from entire organization (this must start at

the top)

Make sure vendor and in-house support resources are in place

Insist on documentation including data base schemas


Thank YouThank YouClosing DiscussionClosing Discussion

[email protected]

cfms, cmms, dss, eam: computerized work management system

Documents

chrusciel fpm

best solution

legacy system plan

customersprovide data

important data

support operations

champion legacy system

key people