strategic asset management plan · 2018-11-13 · table of contents 01 section 1: introduction...

Strategic Asset Management PlanI M P R O V E M E N T P R O G R A M A N D I M P L E M E N T A T I O N W O R K P L A N

This report was prepared by WSP for the account of Denver International Airport, in accordance with the professional services agreement. The disclosure of any information contained in this report is the sole responsibility of the intended recipient. The material in it reflects WSP USA’s best judgement in light of the information available to it at the time of preparation. Any use which a third party makes of this report, or any reliance on or decisions to be made based on it, are the responsibility of such third parties. WSP USA accepts no responsibility for damages, if any, suffered by any third party as a result of decisions made or actions based on this report. This limitations statement is considered part of this report.

The original of the technology-based document sent herewith has been authenticated and will be retained by WSP for a minimum of ten years. Since the file transmitted is now out of WSP’s control and its integrity can no longer be ensured, no guarantee may be given with regards to any modifications made to this document.

MAY 2018

Table of Contents

01 Section 1: Introduction & Overview

03 Section 2: Asset Management Foundation

A Life-Cycle Approach

Linking Asset Management to DEN’s Strategic Plan

Asset Management Standards

Risk Management

09 Section 3: Improvement Initiatives and Overall Pathway Structure

Implementation Pathways

Program Foundational Activities

SAMP Improvement Initiative Work Plans

20 Section 4: Proposed Schedule

21 Section 5: Measuring Outcomes

29 Section 6: Implementation Considerations

Initiative Ownership and Management

Workforce and Staffing

Ongoing Management and Performance Tracking

Communication and Change Management

Implementation Risks and Uncertainties

36 Appendix A: SAMP Improvement Initiative Work Plans

63 Appendix B: Improvement Initiative Matrix

Figures

Tables

04 Figure 1: Asset Management applied to Asset Life-Cycle

08 Figure 2: A Risk-Based Approach to Decision Making

18 Figure 3: Improvement Initiative Template

20 Figure 4: Proposed Implementation Schedule

21 Figure 5: Sample Preventive Maintenance Schedule Compliance: HVAC

06 Table 1: DEN Strategic Plan Goals and Alignment with Asset Management

19 Table 2: Sample Improvement Initiative Matrix

33 Table 3: Asset Management Program Level Performance Measures

S E C T I O N 1 01

D E N S T R A T E G I C A S S E T M A N A G E M E N T P L A N

The roadmap provides a structure and schedule that will allow DEN to effectively “apply

risk-based decision making principles to financial and business decisions, delivering

enhanced outcomes.” This plan is meant to be flexible and adaptable, with the intent

of creating a “living” document with periodic reviews, adjustments, and updates. The

plan draws upon the prior gap analysis and planning efforts conducted in 2017, and

incorporates over 30 individual initiatives that are expected to be implemented over

time. While this plan incorporates a long-term view, there is specific emphasis placed

on the highest priority initiatives planned over the next two years.

The plan builds on DEN’s existing foundation, recognizing the ongoing progress made

by the Asset Management Team (AMT) over the past several years, starting with the

Baseline Assessment and Improvement Program and Asset Management Standards

Manual (AMSM) developed in 2013-14. It also builds on more recent efforts over the

past 18 months with Strategic Asset Management Plan (SAMP) development efforts

in 2016-17. DEN has a long-term view towards aligning with industry standards and

potential certification including ISO 55000.

The plan incorporates ongoing AMT initiatives and is organized around seven

core pathways that will deliver discrete benefits and outcomes. The combined

initiatives and pathways form a cohesive program that will create organizational

The purpose of this document is to establish an ongoing plan for asset management improvement at Denver International Airport (DEN). This document presents a long-term roadmap, incorporating a comprehensive set of improvement initiatives aimed at supporting the goal of “establishing a best in class program that continually improves management of DEN assets over their entire life-cycle, optimizes performance and reliability in a cost-effective manner, and exceeds customer expectations.”

1Introduction

& Overview

S E C T I O N 1 02


alignment and incorporate business planning needs including required resources

and investments. In addition to an overall schedule, this plan also incorporates

recommendations for: resource requirements, progress tracking, performance

monitoring, and benefits analysis.

The information contained within this document is based on iterative reviews and

work sessions with DEN leadership throughout 2017 and 2018, and is in alignment

with US and global practice.

The work plan was developed with several overarching themes in mind:

Propose a realistic set of initiatives that can be reasonably

implemented within a two-year timeframe.

Consider existing DEN resources and bandwidth as well as time

required for recruiting any additional staff.

Focus on initiatives that build on existing efforts, align with strategic goals, and support steady and incremental progress.

Retain flexibility to apply lessons learned, adapt the plan over time, and

proactively respond to business and technology changes as appropriate.

Offer impactful pathways and initiatives that deliver process

efficiencies, enhanced decision making, increased reliability, reduced

risk, improved customer service, and support long-term financial planning.

Align with and support ongoing DEN growth and expansion as well

as strategic customer service, sustainability, and technology initiatives.

Focus on defined outcomes with ownership, milestones, and

measurable benefits.


S E C T I O N 2 03

There are several foundational elements that are critical to DEN’s approach to asset management. These key themes will be integrated throughout the implementation plan and address the following elements.

― Embedding a life-cycle approach to inform decisions that optimize total cost of ownership.

― Ensuring strategic plan alignment to communicate the benefits of asset management to stakeholders.

― Following and adopting industry asset management standards to support training and future certification efforts.

― Applying risk management tools and techniques to ensure that enterprise risks are proactively monitored and addressed and that investments are targeted towards the most critical infrastructure.

2Asset

Management Foundation


S E C T I O N 2 04

A Life-Cycle Approach

Asset Management incorporates the optimized life-cycle management of physical

assets (fleet, facilities, and infrastructure). Asset Management supports robust

decision analysis—being able to make the right decisions, at the right time, based

on solid data—and focus investments where they are most needed and have the

strongest outcomes. The life-cycle approach to asset management is illustrated in

Figure 1 and covers all phases including:

Planning and DesignCapital project business case development, triple bottom line (social, financial, environmental) analysis, and project prioritization and planning.

Procure and ConstructAsset data standards and submittals (including building information management [BIM]), asset commissioning and acceptance process, and warranty tracking.

Operate and Maintain Preventive maintenance work plans and schedules and comprehensive asset-class, life-cycle maintenance and monitoring plans.

Renew and ReplaceRisk assessment, life-cycle cost and financial analysis, renewal and replacement planning, and funding analysis.

Figure 1

1 2 3 4

Asset Management applied to Asset Life-Cycle

Preliminarydesign

Design & procure

Manage capitalportfolio

Construct &commission

Maintenancestrategy

Operate, monitor& inspect

Maintain, respond& repair

Manage work orders& reportingAnalyze

Performance

Evaluateintervention

Model riskrenewal

Renew, replaceor retire

Monitor demand,capacity & service

Establish goals &master plan

Evaluatebusiness cases

Optimize capitalprogram

Asset LifecycleManagement

White arrows represent areaswhere Asset Management tools

and techniques can be mostreadily applied.


S E C T I O N 2 05

Another way to describe the life-cycle

management approach is in terms of

total cost of ownership. The basis for

this approach is an understanding

of all costs associated with an asset

from initial planning and design,

through construction and ending with

asset disposal — it is supported by

appropriate analysis including asset

condition and performance against

service level requirements. Total cost

of ownership defines the cradle-to-

grave responsibility for measuring

and managing costs involved. Airport

Infrastructure Management (AIM) is

committed to applying this approach

to inform decision making at key

decision points — by focusing on

lowest overall cost and balancing costs, risks, and performance. These concepts will

be applied at a macro-level across the entire portfolio as well as applied to specific

asset and asset class planning activities.

Several of the core initiative pathways (described in more detail in Section 3)

directly support the goals of life-cycle management and the total cost of ownership

approach. For example, Pathway 4: Enhanced Asset Management Planning, Reporting, and Analysis aims to enhance long-term operations and maintenance

(O&M), renewal, capital budgeting, and financial forecast by developing detailed

asset-class lifecycle plans and renewal and replacement forecasts. Some of the

candidate improvement initiatives that will support this pathway are as follows:

― Develop Executive Level Quarterly or Annual Asset -Management Reporting

― Develop Asset Class Life-Cycle Plan Approach, Template, and Pilot

― Develop Enhanced Renewal and Replacement Forecasts

Additional implementation initiatives that fall under Pathway 3: Enhanced Facility Maintenance and Work Order Management Strategies will also serve as

instrumental to DEN’s efforts to efficiently gather data on asset-level maintenance

costs, asset failures, and other facility maintenance activities that together guide

asset life-cycle decisions.

Total cost of ownership defines the

cradle-to-grave responsibility for measuring and managing

costs involved.


S E C T I O N 2 06

Linking Asset Management to DEN’s Strategic Plan

The goals of DEN’s Asset Management program are directly aligned to each of the

elements of the airports Strategic Plan, as shown in Table 1. For example, DEN’s

Strategic Goal #3, Partnering for Operational Excellence, will be furthered by the

asset management program’s emphasis on implementing efficient and repeatable

practices. Likewise, the complete life-cycle approach to asset management

contributes directly to the airport’s goals of excelling in financial performance. As

improvement initiative work plans are developed, the AIM team will place specific

emphasis in tying benefits and outcomes to specific elements of the strategic plan to

help communicate the benefits to stakeholders.

STRATEGIC PLAN ELEMENT AM LINKAGE

Winning the hearts of customers

Ensuring well maintained infrastructure that meets customer expectations for reliability and service (for all customer segments) and delivers timely response and restoration of issues

Inspiring our employees

Providing challenging opportunities, fostering collaboration, and supporting leading edge training, tools, and work practices

Partnering for operational

excellenceImplementing efficient and repeatable practices and processes and coordinating with other DEN departments in real-time

Investing for sustainability Linking maintenance and capital decisions to social, financial, and

environmental outcomes

Putting DEN on the world map

Becoming nationally and globally recognized for our asset management program

Building airport city

Efficiently adopting new and enhanced facilities into the asset management program

Excelling in financial performance

Delivering optimized life-cycle costs, and incorporating transparent analysis and decision-making tools

Table 1 DEN Strategic Plan Goals and Alignment with Asset Management


S E C T I O N 2 07

Asset Management Standards

DEN has long recognized the benefits of improved asset management practices, and

formalized the program several years ago under the leadership of AIM. Throughout its

development, DEN has committed to applying industry accepted principles and aligning

with industry standards and bodies of knowledge as much as possible including:

― The global ISO 55001 standard for asset management to which the 2016-17

gap analysis and maturity assessment was aligned

― The ACRP Guide for Airport Asset Management that reflects specific needs

and challenges applied to aviation

― Various ASTM standards as appropriately applied to tactical level elements

such as facility condition assessment and asset naming conventions

― Technology standards and data frameworks including those applied to

BIM and enterprise asset management (EAM) applications

Maintaining frequent connection to asset management industry associations and

networking groups will help ensure that DEN stays current with evolving asset

management practices and publication updates. It will also provide a steady flow of

information to ensure that asset management staff continue to adopt industry accepted

practice in an efficient manner. Applying standards will also help the organization align

with any future plans to gain formal ISO or other applicable certifications.

Risk Management

A critical component of any asset

management program is how an

organization manages risk—as applied

both to its assets and to the overall

organization. The improvement initiatives

described in Section 3 both directly and

indirectly support DEN’s efforts to formalize

a robust risk management program. These

include initiatives that will establish a clear

condition, criticality and risk framework for

individual assets, such as those found in

Pathway 2: Enhanced Asset Condition, Criticality, and Risk Framework.

Maintaining frequent

connection to asset

management industry

associations and networking

groups will help ensure

that DEN stays current with

evolving asset management practices and

publication updates.


S E C T I O N 2 08

Enterprise-level risk management objectives are addressed through implementation

initiatives such as those found in Pathway 1: Establish Strategic Asset Management Roles and Responsibilities, and Enhance Organizational Alignment. A risk-based

and data-driven program is incorporated throughout DEN’s program including:

Asset risksCan be identified through asset condition and criticality assessment and addressed through the appropriate intervention strategy as shown in Figure 2.

Enterprise risksInclude more systematic corporate, financial, and organizational risks that can be addressed directly through the asset management program. These can be identified through future assessment efforts, and should be monitored and mitigated through risk registers that include a risk description, summary of expected impacts, and planned strategies to address each risk on an ongoing basis.

CRITICALITY (COF) REDUNDANCYFACTOR RISK SCORE

Failure Modes— Mortality

— Level of Service

— Capacity

— Efficiency

— Resiliency

Triple Bottom Line— Economic

— Social

— Environmental

Failure ModesAnalysis

Effects AnalysisMaintenance Planning

Service Level Impacts /Critical Failures

InterventionStrategies

OUTCOMES

CONDITION (POF)

RENEW REPLACE O&M REDESIGN/ENHANCE

X X =

PRO

BA

BIL

ITY

CONSEQUENCE

Incr

easing Risk

Maximize reliability focusedon critical assets

Drive Proactive maintenanceand risk strategy

Extend asset life and deliverlevel of service

Figure 2 A Risk-Based Approach to Decision Making

The improvement initiatives described in Section 3 both directly and indirectly

support DEN’s efforts to formalize a robust risk management program. These include

initiatives that will establish a clear condition, criticality and risk framework for

individual assets, such as those found in Pathway 2: Enhanced Asset Condition, Criticality, and Risk Framework. Enterprise-level risk management objectives

are addressed through implementation initiatives such as those found in Pathway 1: Establish Strategic Asset Management Roles and Responsibilities, and Enhance Organizational Alignment.


S E C T I O N 3 09

Establish Strategic Asset Management Roles and Responsibilities, and Enhance Organizational Alignment

Enhanced Asset Condition, Criticality, and Risk Framework

Enhanced Facility Maintenance and Work Order Management Strategies

Enhanced Asset Management Planning, Reporting, and Analysis

Enhanced Asset Commissioning Process and Revised SOPs

Enhanced EAM Technology Framework

Formalized Supply Chain and Materials Management Framework

Implementation Pathways

WSP identified over 50 candidate improvement initiatives and worked with DEN to

prioritize 20 of the highest priority initiatives across seven pathways to serve as a

core focus of the asset management program over the next two years (2018-2019).

Detailed implementation work plans were developed for five of these initiatives,

representing the highest near-term priority for DEN. These are included in Appendix

A and can be used as a template for additional initiatives as the program progresses.

In addition, the work plan includes 15 medium-high priority initiatives that are likely

to serve as the second wave of the program looking forward through an approximate

five-year period (2020-2022). The complete list of initiatives is provided separately to

DEN in electronic format for future updates and refinements. An excerpt of this list is

shown at the end of this section as Table 2.

Many of the pathways and initiatives below will support improved infrastructure

reliability and performance as well as build a more proactive, consistent and

integrated approach to risk assessment, life-cycle analysis, data management, and

maintenance practices airport-wide. In the long-term, they will also support improved

technology platforms, data, and decision making and provide justification for future

capital needs. Finally, the proposed initiatives support knowledge management

and standardized practices by capturing and formalizing operating procedures and

establishing additional rigor around critical work processes. The initiatives cover

seven major pathways along with select foundational activities already underway:

3Improvement

Initiatives and Overall

Pathway Structure

1

2

3

4

5

6

7


S E C T I O N 3 10

Establish Strategic Asset

Management Roles and

Responsibilities, and Enhance

Organizational Alignment

1Pathway

Target Outcomes

Enhanced collaboration between AMT and the maintenance organization with more

formal asset class strategies and alignment of long-term maintenance and capital

planning strategies. Enhanced staff training, knowledge, and widespread support.

Scope of Efforts

Continue to formalize the organizational structure by adding critical roles and

responsibilities and aligning to foster “asset ownership” from the maintenance

organization. Enhance collaboration and coordination between AMT and

maintenance supervisors and crews. Establish more formal working groups

and relationships with AMT and DEN IT. Provide formal staff training on asset

management to enhance understanding, skills, and support.

Individual Pathway Initiatives

― Implement Asset Owner and Engineering and Planning Asset Coordinator Models

― Develop Introductory Asset Management Training for New Hires

― Establish Framework and Initiate Formal DEN IT / AIM Working Group


S E C T I O N 3 11

Enhanced Asset Condition,

Criticality, and Risk Framework

2Pathway

Target Outcomes

Enhanced risk-based view of long-term asset needs beyond “state of good repair,”

enabling more comprehensive input into and alignment with the capital plan.

Consistent scoring and ranking to allow comparison across all asset classes and

support for maintenance prioritization.

Scope of Efforts

Complete documentation and align airport-wide condition assessment standards

to ensure rollups can be performed across all asset classes and information can be

consistently managed in Maximo as part of a risk-based analysis process. Develop

formal asset “performance condition” assessment criteria at the system or sub-

system level of the hierarchy to incorporate assessments for non-mortality failure

modes and develop formal criticality / consequence of failure criteria to allow

calculation of final risk scores.


― Develop Standardized Physical Condition Assessment Protocols, Guidelines and

Scoring Across Asset Classes

― Develop System / Asset Performance Condition Assessment Criteria and Scoring

― Develop System / Asset Criticality (Consequence of Failure) Criteria and Scoring


S E C T I O N 3 12

Enhanced Facility

Maintenance and Work Order

Management Strategies

3Pathway

Target Outcomes

Improved maintenance performance and compliance, enhanced efficiency and

quality, and greater assurance that assets are maintained and delivered in acceptable

condition. Enhanced performance information and data with robust multi-level

dashboards. Greater support for decision making and ability to demonstrate

progress and benefits. Improved staff training, skillsets, and job satisfaction.

Scope of Efforts

Documentation to align contract maintenance agreements with asset management

standards. Continued Maximo configuration enhancements and standardization.

Plans for increased Maximo staffing and training. Continued implementation of KPI

tracking and reporting and dashboard. Rollout of improved linear asset functionality

and enhanced GIS integration. Development of formal standard operating procedures

(SOPs) for routine maintenance activities consistent work order processes and Q/A.

Enhanced use of asset performance data for risk and capital planning.


Facility Maintenance Foundational Strategies

― Align Future Contract Maintenance Agreements with Asset Management Standards

― Develop Formal Maintenance SOP Template and Implement Through a Pilot

Core Work Order Management Process and Staffing Enhancements ― Finalize Work Order quality assurance (Q/A) Process, Roles, Responsibilities, Staffing Plan

― Conduct Planner / Scheduler Staffing Evaluation and Develop Business Case

― Hire Additional Internal Maximo Training Staff and Develop Enhanced Training Plan

Supporting Work Order Management Technology Configuration ― Develop Enterprise Asset Hierarchies in Maximo and Clarify Asset vs Location Protocol

― Develop and Implement Enterprise Definitions for Work Order Priority and Complete Failure Code Development and Configuration

― Maximo Scheduling and Planning Enhancement (Assignment of Batch Work Orders)

― Develop Rollout Plan for Linear / Spatial Asset Management Tools and Integration

Work Order Management Metrics and Reporting

― Continued Improvement and Enhancements to KPI Tracking and Dashboard

― Implement Metrics and a Process to Monitor and Respond to Worst Performing Assets


S E C T I O N 3 13

Enhanced Asset Management

Planning, Reporting, and

Analysis

4Pathway

Target Outcomes

Enhanced long-term O&M, renewal, and capital budgeting and financial forecasting.

Greater adherence to inspection and project management (PM) programs with

improved tracking, reporting, and accountability. Promotion of greater visibility

and transparency for asset management program and stronger mechanisms to

communicate progress and benefits to stakeholders.

Scope of Efforts

Produce a uniform template and pilot the development of formal asset-class level

life-cycle plans that address: inspection and maintenance strategies, reliability

targets, performance metrics, and long-term renewal and replacement forecasts.

Develop a uniform template and produce a high-level quarterly or annual asset

management report with executive-level metrics and reporting on key benefits/

outcomes/impacts along with a summary of key initiatives and status. Develop high-

level renewal forecasts for all major asset classes based on asset inventory, useful life,

and replacement costs to get a better understanding of baseline sustainable levels of

expenditure (within orders of magnitude) to keep all assets in a state of good repair.


― Develop Executive Level Quarterly or Annual Asset Management Reporting

― Develop Asset Class Life-Cycle-Plan Approach, Template, and Pilot

― Develop Enhanced Renewal and Replacement Forecasts


S E C T I O N 3 14

Enhanced Asset Commissioning

Process and Revised SOPs

5Pathway

Target Outcomes

Enhanced asset inventory, attribute, and installed cost data provided in desired

state by contractor for all new projects. Enhanced long-term forecasting of renewal

and replacement needs and ability to calculate current asset value. Reduction in

AIM workload to support asset commissioning through improved consistency in

contractor / engineer submittals.

Scope of Efforts

Develop more formal requirements for asset level installation / replacement costs

as part of design and construction submittals. Create enhanced data templates

and submittal processes to support easier entry of data into Maximo. Enhance

standardization and formal documentation of SOPs for asset commissioning process.


― Develop SOPs for Enhanced Asset Commissioning Process Including: Asset

Definition, Hierarchy, and Schedule of Values / Asset Install Cost

― Define Requirements for Asset Valuation / Schedule of Values


S E C T I O N 3 15


6Pathway

Target Outcomes

Improved data and information and more effective technology adoption resulting

in efficient and consistent business process. Greater crew efficiency and work order

compliance and enhanced staff training, skillsets, and satisfaction. Reduced inspection

and maintenance cost and reduced failure / breakdown rate through enhanced

practices and data analysis. Ability to better employ more advanced reliability centered

maintenance (RCM) practices and more insightful planning analysis including enhanced

tracking of asset portfolio value and improved capital plan forecasts for renewal.

Improved record storage, management, and enterprise accessibility.

Scope of Efforts

Create enhancements to new mobile work order system to encourage compliance and

create positive energy and momentum. Develop pilots and involve supervisors and

front-line technicians into the technology rollout process. Perform a comprehensive

assessment and develop a focused plan and strategy for enhanced implementation of

SCADA technology for key equipment (elevators, escalators, boilers, chillers) and integrate

into the overall asset management and maintenance strategy. Perform assessment and

develop plan to improve alignment and integration between the financial asset register

and Maximo for tracking of assets (including depreciated asset value and replacement

value). Assess, implement, and integrate enhanced document management tools and

align with improved capital project document management business process and SOPs.


― Continue to Enhance and Roll Out New Mobile Work Order System

― Develop Framework for Finance / Maximo Alignment or Integration

(Valuation and Depreciation)

― Develop Formal Document Management System, Process, and

Integration Requirements

― Develop Enhanced SCADA Implementation Plan for Key Assets


S E C T I O N 3 16

Formalized Supply Chain and Materials Management

Framework

7Pathway

Target Outcomes

Enhanced facility maintenance efficiencies through improved supply chain practices

including: inventory tracking, inventory management, parts availability, parts

management, and work-order-completion time. Improvements to core supply chain

management such as tracking and availability of critical spares and order fill rate.

Better information and actionable metrics to support long-term materials planning

and increase overall performance visibility specific to facilities. Support overall

transition to more formal material management locations and practices.

Scope of Efforts

Develop To-Be workflows and implement more formal procurement, stores /

warehousing, spares, and materials management processes. Evaluate enhancements to

existing Maximo inventory management capabilities or consider integrating with another

product. Continue the establishment of formal, smaller local (satellite) storerooms and

mobile delivery including selected existing locations. Establish inventory levels based

on analytics (i.e. Economic Order Quantity [EOQs]), as opposed to mins/maxes, with

consideration of critical/safety stock. Implement standard inventory reports specific to

facilities (i.e. separate from fleet) to allow for drill down to the asset class /group level.

Develop requirements, perform a technology assessment and implementation, and

deploy bar-coding and/or radio-frequency identification (RFID) technology to fleet and

materials management warehouses. Configure functionality to include lists of material

quantity and implement as part of a larger overall enhanced work order and material

management process. Engage the City and County of Denver (CCD) General Services

Purchasing (GSP) to jointly evaluate the current process of using a CCD procurement

function to manage requisitions for frequently used specialty items.


― Develop Business Plan for Enhanced Supply Chain, Inventory Management, and

Dedicated AIM Storeroom

― Formalize Strategy and Implement Enhanced Satellite Storerooms

― Establish Enhanced Inventory Levels Based on Analytics

― Develop Strategy and Implement Material Quantity on Work Orders

― Produce and Evaluate Standard Inventory Reports

― Develop Requirements, Perform Assessment, and Implement Bar-Coding / RFID

― CCD GSP Procurement Process Review for Specialty Items


S E C T I O N 3 17

Program Foundational Activities

These are existing efforts already in the implementation process by DEN and are

represented in Appendix A under the MAX (Maximo Tune-up) and MDI (Mission

Dependency Index) initiatives.

Initiative Group A – Initiatives Driven by Other Departments with Input from AMT

SUMMARY: Some key DEN asset management initiatives will be owned by others

outside of AIM and the AMT. Implementation of these efforts will require alignment

with asset management principles and various levels of input and participation

from the AMT. For these efforts, AMT will collaborate with Finance, Engineering

and Planning, Operations, and other departments to ensure a common approach

and collaborative business processes and handoffs. Currently, these initiatives are

focused around Capital Planning and Capital Project Management.

Initiative Group B – Future Long-Term Initiatives Potentially Planned for 2020+

SUMMARY: This initial work plan is focused more heavily on the near-term, high-

priority and medium-high-priority initiatives and pathways for DEN. Through this

process, WSP and DEN have also identified initiatives that will be important in

future implementation phases, but are currently medium or low priority given the

available bandwidth and resources. In addition, many of these initiatives will require

foundational progress to be effective. These will currently sit in a “parking lot”

and can be considered for future years as the program progresses and/or can be

reviewed and re-prioritized on a regular basis as the implementation plan is updated

over time. Currently, these initiatives are focused on advanced information systems

and software configuration and implementation and more advanced data analysis

and modeling tools.


S E C T I O N 3 18

SAMP Improvement Initiative Work Plans

For the five highest-priority initiatives expected to be addressed over the next

12 to 18 months, a more detailed initiative work plan is provided, outlining the

proposed resources, budget, activities, and milestones required for a successful

implementation. To develop these work plans, WSP worked with DEN to discuss

initiative needs and initial implementation approaches. DEN can continue to refine

these work plans and appoint internal sponsors, leaders, champions, and tactical

teams to finalize the plans and progress with implementation.

The detailed initiative work plans are included in Appendix A and are also

represented in the project schedule presented in Section 4 of this report. The scope

of the project work plans include:

― Initiative name, description, and reference number. Providing

overview and summary information

― Team. Including sponsors, champion, and key team members

― Priority and cost. Including internal and external costs to support program

budgeting and estimating

― Current state and future state. That summarize and define drivers

and outcomes

― Required change and key enablers. To identify potential change

management and key implementation success factors

― Solutions planning activities. Providing a more comprehensive list of

subtasks, activities, and milestones required for implementation. These will

also be reflected in the project schedule.

A sample template is shown in Figure 3, with the details provided in Appendix A. DEN

may wish to use this approach for future initiatives that are planned for subsequent

implementation periods, and may also wish to update the documents on a regular basis

as progress is achieved.

An excerpt of the complete list of improvement initiatives is shown on Table 2 on the

following page.

Figure 3 Improvement

Initiative Template


S E C T I O N 3 19

Table 2 Sample Improvement

Initiative Matrix

See Appendix B for 55 current DEN

initiatives

Initiative Description/ScopeExpected Impacts/

BenefitsPotential Metrics

/ MilestonesDEN Priority (H/MH/M/L)

Links to (Assessment Areas/Pathways)

DEN Expected Implementation

EffortDEN Expected

Timeframe Notes/Comments

Improvement Initiative name, categorized according to one of the eight functional areas of the

airport.

Description and scope of initiative Brief listing of the expected impacts / benefits of the

initiative

Key initiative metrics or milestones

Color-coded priority ranking

Color-coded expected implementation effort

ranking

Expected implementation

timeframe

Additional notes and comments

STRATEGIC PLANNING

Asset Life-Cycle Plans

Produce a uniform template and pilot the development of formal asset-class level life-cycle plans that address: inspection and maintenance strategies, reliability targets, performance metrics, and long-term renewal and replacement forecasts.

Enhanced long-term O&M and capital budget and financial forecasts

Asset class PM schedule compliance

5. High

B. Control of Assets

3. High 24+ months

Start with 2 to 3 pilot areas (potentially HVAC and electrical) and then develop long-term plan to address all major asset classes over time. Can also include metric for asset class renewal and replacement rate.

Greater adherence to inspection and PM programs

Asset class reliability (i.e. failure rates and MBTF)

C. Asset Management Planning

Improved tracking, reporting, and accountability

Completion of "x" plans per year (against target)

E. Maintenance Planning and Delivery

DESIGN, CAPITAL PLANNING, AND CONSTRUCTION

Define Requirements for Asset Valuation as Part of Schedule of Values

Submittal during Asset Commissioning Process

Develop more formal requirements for asset level installation/replacement costs as part of design and construction submittals so that information can be entered into Maximo when assets are commissioned and can support future renewal and replacement forecasts.

Asset level installed cost provided by contractor for all new projects

Percent of assets with installed/replacement cost

4. Med High

C. Asset Management Planning

1. Low 3-6 months

May also need some Maximo configuration and reporting enhancements to support calculation of current replacement cost adjusting for historic installation cost to current dollars. Important to get in place as CIP ramps up.

Enhanced long term forecasting of renewal and replacement needs

Projected annual renewal expenditure vs actual (future)

D. Capital Planning and Delivery

Enhanced ability to calculate current asset value

G. Informed Decisions (And Supporting IT)

FACILITY MAINTENANCE

Continue to Roll Out and Enhance New Mobile Work Order System

Create enhancements to new mobile work order system to encourage compliance and create positive energy and momentum. Develop pilots and involve supervisors and front-line technicians into the technology rollout process at an earlier stage including participation in implementation team.

Greater crew efficiency and work order compliance

Work order compliance rate

4. Med-High

E. Maintenance Planning and Delivery

3. High 12-24 months

Enhanced focus and resources dedicated to existing efforts. Create comprehensive implementation plan for piloting and full rollout. A more focused and successful rollout will help to regain crews confidence from the previous Toughbook rollout, which was not well-received. Need to ensure appropriate tablet technology, UI, and connectability (i.e. ability to work in offline mode). Incorporates key maintenance field staff participation to ensure usability and improved organizational acceptance / adoption. Linked to initiative 39.

Improved data and information and more effective technology adoption

Crew Productivity G. Informed Decisions (And Supporting IT)

Enhanced staff training, skillsets, and satisfaction

Employee satisfaction H. Resource Capabilities


S E C T I O N 4 20

Below is a proposed implementation schedule and timeline, showing the implementation across the seven pathways as discussed earlier.

The initiatives are staggered based on relative priority, considering potential workload

and resource availability as well as relationships and dependencies between tasks. The

intent is that this two-year timeline will build an initial foundation and that DEN will revisit

and refresh the program at that point, codifying accomplishments and lessons learned.

The electronic version of this schedule in Microsoft Project was also provided to DEN in

electronic format for future updates and refinements. The schedule below is current as

of April 2018 and assumed initiation in January 2018.

Looking past the two-year horizon, lower priority initiatives are also scheduled for future

years and can be more formally added to the program in the future (under appropriate

pathways) as desired.

4Proposed Schedule

2018 2019 2020 2021 2022

1Strategic Asset ManagementRoles, Responsibilities, andOrganizational Alignment

2 Enhanced Asset Condition,Criticality, and Risk Framework

3Enhanced Facility Maintenanceand Work Order ManagementStrategies

4Enhanced Asset ManagementPlanning, Reporting, and Analysis

5 Enhanced Asset CommissioningProcess and Revised SOPs

6 Enhanced EAMTechnology Framework

7Formalized Supply Chainand Materials ManagementFramework

Figure 4 Proposed Implementation Schedule


S E C T I O N 5 21

It will be critical for the AMT to track ongoing performance improvement through a streamlined set of metrics that are specifically aligned with each of the seven pathways.

It is also recommended that DEN establish baseline performance (even if done as

an initial estimate or range) to track outcomes from early stages of the program. A

summary of proposed metrics is provided n the following pages, which can be rolled

out over time in alignment with an overall performance management framework and

dashboards. This will provide a mechanism for DEN to: measure progress, quantify

outcomes, and promote benefits across the organization. Development of simple

and insightful graphs and analysis can communicate performance, highlight areas of

opportunity, and demonstrate trends. An illustrative example is provided in Figure 5.

5Measuring Outcomes

Figure 5 Sample Preventive Maintenance Schedule Compliance: HVAC

60%

70%

80%

90%

100%

ANNUAL TARGET

6-month rolling average

% MAINTENANCE WORK ORDERS COMPLETED ON OR BEFORE TARGET DATEJ F M A M J J A S O N D

PM Schedule Compliance Definition (HVAC Asset Class)Percent of total maintenance work orders closed during the month completed on or before their schedule date. Typical maintenance measure to track total percent of scheduled preventive maintenance work orders closed during the month that were completed on or before their originally scheduled date. 90%+ is established target. This measure is tracked monthly by asset class and work center to ensure maintenance staff are keeping up with prescribed preventive maintenance, proactively maintaining state of good repair, and minimizing corrective maintenance and failures that to service issues.

Measure TypeKPIs are internal business and operational performance measures. They measure work management in terms of volume, productivity, cost, and financial performance for established programs.


S E C T I O N 5 22

Metric 1-1

Asset Class PM Schedule Compliance

DESCRIPTION: Percent of Total Maintenance Work Orders Closed During the Month

that Were Completed on or Before Their Schedule Date. Typical maintenance

measure to track total percent of scheduled work orders closed during the month

that were completed on or before their originally scheduled date. 90%+ is desirable.

Can be tracked for individual facilities, by crew/staff, region, or for specific asset/

process/work categories (i.e. mechanical, electrical, HVAC, etc.).

OWNER: TBD (Planner / Scheduler and/or Maintenance Manager/Supervisor)

FORMAT / REPORTING FREQUENCY: Monthly with bar chart for 12-month calendar

year and rolling 12-month average shown in the background to demonstrate trends

and smooth any expected seasonal fluctuations.

KEY SYSTEMS / DATA SOURCE: Maximo data TBD

Metric 1-2

Asset Class Reliability (i.e. failure rates and MTBF)

DESCRIPTION: Failure Frequency (per unit as appropriate for asset class) or Mean

Time Between Failure (typically per hour of runtime or distance as appropriate for

asset class). Typical maintenance measure to track asset and/or component reliability

as a mechanism to track maintenance program effectiveness and assist in life-cycle

maintenance and replacement strategies. Can be tracked and applied to individual

assets and overall asset classes.

OWNER: TBD (Maintenance Manager/Supervisor and/or Asset Class Owner)

FORMAT / REPORTING FREQUENCY: Quarterly with bar chart for 12-month (four

period) calendar year and rolling 2 to 3-year average shown in the background to

demonstrate trends and smooth any fluctuations.


Establish Strategic Asset

Management Roles and

Responsibilities, and Enhance

Organizational Alignment

1Pathway

S E C T I O N 5 22


S E C T I O N 5 23

Metric 2-1 Complete Condition Assessment of “x” Percent

of Assets / Asset Classes

DESCRIPTION: Percent of assets overall and within specific target asset classes that

have had a comprehensive visual, testing, monitoring or other formal condition

assessment with a quantitative score applied (typically 1-5 score aligned with DEN

condition assessment standards).

OWNER: TBD (Asset Class Owner)

FORMAT / REPORTING FREQUENCY: Annual bar chart showing progress

against target.


Metric 2-2

Average Condition Index (by Asset Class)

DESCRIPTION: Average condition score (typically 1-5 score aligned with DEN condition

assessment standards) within specific target asset classes to track overall condition

trends over time and against established targets. The score serves as an indicator of

sustainable levels of maintenance and capital program performance and investment

levels as well as overall state of good repair status. Common measure to track

progress of formal asset maintenance and replacement programs.


FORMAT / REPORTING FREQUENCY: Annual bar chart showing progress

against target.


Metric 2-3

Percent of Assets with Unacceptable Condition Scores

DESCRIPTION: Percent of assets with unacceptable condition scores (typically “poor” or

“fail” aligned with DEN condition assessment standards) within specific target asset classes

to track number of assets that are below the target threshold for replacement/renewal as a

measure of overall state of good repair. Companion measure to Metric 2.2 above.


FORMAT / REPORTING FREQUENCY: Annual bar chart showing progress against target.


Enhanced Asset Condition,

Criticality, and Risk Framework

2Pathway

S E C T I O N 5 23


S E C T I O N 5 24

Metric 3-1

Work Order Compliance Rate

DESCRIPTION: Percent of work orders that are completed within an established

timeframe (i.e. days from assignment or trigger date) as part of overall maintenance

program. Common measure to assess whether work orders of various type are

completed in a timely manner.

OWNER: TBD (Maintenance Manager/Supervisor)


year and rolling 12-month average.


Metric 3-2

Open Work Order Aging Status

DESCRIPTION: Percent and/or number of open maintenance work orders that are

within various time bands representing currently assigned backlog (i.e. 0-15 days,

16-30 days, 31-60 days, etc.). Common measure to assess whether work orders

of various type are being completed in a timely manner and to monitor worst

components of assigned backlog.


FORMAT / REPORTING FREQUENCY: Monthly with stacked bar chart for 12-month

calendar year showing number and/or percent within each aging band.


Metric 3-3

Crew Productivity

DESCRIPTION: Productivity rate measured as a percent of target, as measured

against established estimated vs. actual work hours. Summary or average of all work

orders completed in a period and typically tracked at the work center (i.e. geographic

assignment or technical specialty) and/or crew level.





Enhanced Facility

Maintenance and Work Order

Management Strategies

3Pathway


S E C T I O N 5 25

Metric 4-1 Number of Major Asset Classes with Renewal and

Replacement (State of Good Repair) Forecasts

DESCRIPTION: Percent of assets overall and within specific target asset classes and/

or systems that have long-term renewal and replacement and funding forecasts

developed. Common measure to track progress of asset management analysis and

asset life-cycle plan development.

OWNER: TBD (Asset Management Team and/or Asset Owner)

FORMAT / REPORTING FREQUENCY: Annual chart or narrative showing progress

against target.

KEY SYSTEMS / DATA SOURCE: N/A

Metric 4-2

Completion of "x" Plans per Year (Against Target)

DESCRIPTION: Number of asset class life-cycle plans completed per year against

established program target. Common measure to track progress of asset

management analysis and asset life-cycle plan development.

OWNER: TBD (Asset Management Team and/or Asset Owner)


against target.


Enhanced Asset Management

Planning, Reporting, and

Analysis

4Pathway


S E C T I O N 5 26

Metric 5-1

Percent of Assets with Installed/Replacement Cost

DESCRIPTION: Percent of assets overall and within specific target asset classes and/

or systems that have installed cost fields or replacement cost fields completed.

Common measure to track progress of asset management data capture.

OWNER: (Asset Management Team and/or Asset Owner)


against target.


Metric 5-2 Projected Annual Renewal Expenditure vs. Actual

(Future) — Related to Metric 4.1

DESCRIPTION: Calculation of total annual renewal and replacement forecast to

maintain state of good repair vs actual programmed and/or spent funding. High level

measure to assess whether the organization is proactively funding asset renewal to

ensure state of good repair and target condition index.

OWNER: TBD (AMT)

FORMAT / REPORTING FREQUENCY: Annual chart showing progress against target.

KEY SYSTEMS / DATA SOURCE: Maximo and other

Enhanced Asset Commissioning

Process and Revised SOPs

5Pathway


S E C T I O N 5 27

Metric 6-1

Percent of O&M SOPs Available in System

DESCRIPTION: Percent of assets that have formal maintenance plans, schedules and

SOPs available in system with defined work steps, activities, tasks, and materials.

Measure to track progress in establishing maintenance programs for all assets in the

system over time.

OWNER: (AMT and/or Asset Owner)


against target.

KEY SYSTEMS / DATA SOURCE: Maximo

Metric 6-2 Current Asset Replacement Value

(Related to Metric 5.1)

DESCRIPTION: Annual calculation to determine current replacement value of all

airport assets. Can also be presented for specific systems and/or locations. Common

financial tracking and reporting metric.

OWNER: TBD (AMT and/or Asset Owner)

FORMAT / REPORTING FREQUENCY: Annual chart or table with narrative.

KEY SYSTEMS / DATA SOURCE: Maximo


6Pathway


S E C T I O N 5 28

Metric 7-1 Materials Order Fill Rate Preventive Maintenance (PM)

and Corrective Maintenance (CM) work orders)

DESCRIPTION: Percent of time that orders for material(s) were filled completely

when requested. Measure to indicate when materials in order are available/in stock

and delivered by requested/planned date in work order. Can track by critical and

non-critical if noted in inventory/procurement system. Low fill rates can impact

maintenance crew productivity and project schedules.

OWNER: TBD (Work Planning/Scheduling Team and Materials Management)



KEY SYSTEMS / DATA SOURCE: Maximo stores/inventory module

Metric 7-2 Work Order Completion Time (Time Waiting for Parts)

— Related to Metric 7.1

DESCRIPTION: For work orders where materials aren’t filled by scheduled date,

calculation of the average wait time in days. This measure reflects the average time

“waiting” for work order materials to be filled.

OWNER: TBD (Work Planning/Scheduling Team and Materials Management)




Metric 7-3 Average Time (Days) for Material Ordering (Request to

Delivery) for Specialty Items (Time Waiting for Parts) — Related to Metric 7.1

DESCRIPTION: For work orders that require non-stock parts and materials, calculation

of the average wait time in days. This measure reflects the average time “waiting” for

on-stock work order materials to be filled.

OWNER: (Work Planning/Scheduling Team and Materials Management)




Formalized Supply Chain and Materials Management

Framework

7Pathway


S E C T I O N 6 29

As DEN accelerates progress and moves forward with implementation, below are several areas for the organization to consider in terms of:

― Ownership and implementation team formation to develop a core team of champions to generate excitement and move initiatives forward.

― Overarching workforce considerations to assess resource needs and constraints and ensure that the implementation plan is realistic and achievable.

― Need for performance tracking and communication to ensure staff are kept actively informed and able to build a strong storyline and business case demonstrating positive benefits and outcomes.

Applying these techniques will help ensure that DEN achieves clear benefits from the program, creates momentum and champions, and can communicate openly with stakeholders and successfully continue its asset management journey over the long-term.

6Implementation

Considerations


S E C T I O N 6 30

Initiative Ownership and Management

An important consideration when developing initiative work plans is to appoint a

clear owner who is responsible for leading a small implementation team, tracking

progress, and ensuring milestones are achieved. Considering the size and scale of

DEN’s current AMT organization, it is also likely that these individuals will lead much

of the implementation work, with support from focused implementation teams with

cross-functional participation as appropriate. The AMT should maintain responsibility

for tracking and assisting in the delivery of the complete program portfolio including all

the initiatives, and should report overall progress to a defined steering team who can

help with support and resource allocation.

As DEN develops the asset management program, key roles and responsibilities will be required for each major initiative including:Initiative Sponsor. The senior level management or executive team lead that is

responsible for providing guidance and support and for assessing and approving

required funding. The sponsor is also responsible for providing appropriate executive

level guidance and feedback and for helping to address any organizational roadblocks.

Initiative Champion. The key owner and primary implementation leader who is

responsible for overall initiative development, oversight, management, and delivery.

Process Owner. The individual within DEN who has or will have ultimate management

responsibility for the business process most directly related to each initiative. As the

future owner, this individual must be actively involved in the effort.

Implementation Team. Assigned to successfully contribute to the delivery effort in

various analysis, planning, and implementation roles. Teams will be configured to

ensure a fully staffed and successful effort. Participants can be drawn from AMT

and across the organization as appropriate.

Key Stakeholders. Include others outside of the core initiative team that need to

be aware or informed, and may be actively involved in review and feedback during

key milestones. This may also include individuals from other departments that will

be impacted by specific initiatives.


S E C T I O N 6 31

Workforce and Staffing

Workforce and staffing constraints should be a key consideration in reviewing and

finalizing the schedule presented in Section 4. The schedule should be realistic,

and initiative owners should have ample time allocated within their existing

responsibilities to ensure success. In some cases, DEN may be able to:

― Bring on outside expertise to develop initial methodologies (with

appropriate levels of involvement and collaboration), and the resulting tools

can then be owned and implemented by DEN staff.

― Utilize outside resources for specific implementation tasks (i.e. field

condition assessment or information systems configuration)

These and other strategies will allow the organization to balance resources while

gaining the efficiencies and improvements from newly-implemented practices.

In addition, the implementation schedule and work plan should be developed in

consideration for the current available resources within the AMT as well as future

staffing plans.


S E C T I O N 6 32

Ongoing Management and Performance Tracking

DEN has selected several overarching performance measures to track program

progress and quantify baseline performance and trends over time. This will allow

AMT to demonstrate that the program is delivering quick wins and has clear long-

term benefits (this is in addition to the pathway metrics in Section 4. This activity

can be considered as a stepping stone to a more formal annual asset management

report that can be developed as a stand-alone document, or incorporated into an

appropriate section of DEN’s annual report(s).

The following page lists 12 initial performance measures that DEN is currently putting

in place to measure asset management program outcomes. These will be formally

reported as part of ongoing activities as they are developed, configured, and validated.


S E C T I O N 6 33

MEASURE FOCUS AREA BENEFIT

MTBF (Mean Time Between Failure) Asset Reliability Improve maintenance programs and asset performance.

MTTR (Mean Time to Repair) Asset Reliability Improve maintenance programs and failure response and restoration.

Work Type Percentage Summary (PM/CM)

Maintenance and Life-Cycle

Strategy

Improve focus on and compliance with preventive maintenance.

Total Maintenance Cost (all costs but Energy)

Maintenance and Life-Cycle

StrategyOptimize life-cycle costs and support decision making.

FCI (Facility Condition Index) Asset Planning Understand asset condition to support maintenance and capital needs.

ECI (Equipment Condition Index) Real Property

Installed EquipmentAsset Planning Understand asset condition to support maintenance

and capital needs.

Deferred Cost of Property Renovation (With a Target

of 3.0 or Greater)Asset Planning Understand facility long-term financial needs.

Percent of Real Property Assessed Within a 3 to 5-year Standard

(3 for Most Critical) Asset Planning Understand facility long-term financial needs.

EOR (Obsolescence): Percent of Asset Base Asset Planning Understand performance condition issues related to

obsolescence and efficiency.

Percentage of Facility Modeled in BIM Asset Data Enhance asset data for management and decision making.

Percent of Asset PMs in Maximo Scheduler

Maintenance Planning

Ensure a robust preventive program with compliance monitoring.

COS-W (Cost of Sustaining Work): Target PM Regime

Maintenance Planning

Ensure resource sufficiency for target optimized maintenance programs.

Table 3 Asset Management Program Level Performance Measures


S E C T I O N 6 34

As part of the implementation effort, it is recommended that DEN utilize ongoing formal communication mechanisms such as:

Newsletters and e-mail blasts for brief and frequent communication

on updates and milestones.

Presentations to inform groups and work teams, discuss details of asset

management goals and objectives, and provide Q/A forums to keep staff

and stakeholders informed of progress and solicit open input.

Posters presented in key locations (i.e. maintenance work centers) to

remind staff of asset management mission and objectives.

Regular (annual) change management surveys to gauge awareness, support,

and understanding over time as the asset management program progresses.

Inclusion in DEN-wide publications such as annual reports and strategic

plans to retain high levels of awareness and promote importance.

Communication and Change Management

Ongoing communication regarding the asset management program is important

to maintain momentum, foster champions, educate, and ensure a common

understanding across all departments.


S E C T I O N 6 35

Implementation Risks and Uncertainties

Through the SAMP effort, DEN has identified several key implementation risks and

uncertainties that may impact the program. Below is a table highlighting current risks

and identifying some initial risk mitigation strategies that can be put in place. The list

should be reviewed and updated on a regular basis and encompass organization risks,

technology risks, business risks, and asset risks.

RISK POTENTIAL MONITORING / MITIGATION STRATEGIES

Resource Availability: Sufficient resources

to properly staff AMT and support

implementation efforts.

Develop comprehensive staffing plan and regularly monitor recruitment and attrition. Manage other commitments of key implementation team staff.

Technology: Keeping pace with

ongoing vendor and industry technology

changes and enhancements.

Continually monitor landscape of asset management software tools and technologies and keep up to date DEN-wide IT strategic plan.

Staff Buy-In: Ensuring maintenance

staff are fully supportive of program

and understand benefits.

Actively engage front-line staff in initiative teams, ensure ongoing communication, and conduct periodic surveys to proactively address known issues.

Executive Support: Active involvement

and championing from Leadership Team.

Actively involve leadership team in key messaging and promotion of asset management. Participation in staff work sessions and forums.

Maintenance Focus: Maintain maintenance

focus in parallel with significant capital

program priorities.

Focus on maintenance metrics and dashboards to maintain high profile, and monitor resources that could be diverted to capital priorities.

A P P E N D I X 36


AAppendix

SAMP Improvement

Initiative Work Plans


3Asset Criticality

(Consequence of Failure)

This initiative will develop formal criticality (consequence of failure) criteria in

support of enhanced risk-based analysis and prioritization. The approach developed

will include an enterprise scoring and ranking methodology incorporating social,

financial, and environmental impacts. Once the approach is developed, functionality

will need to be configured in Maximo and scores will need to be applied across DEN

assets. A methodology for the assessment of system redundancy to factor into an

overall risk calculation will also be developed.

Initiative Sponsor

TBD

Implementation Team

TBD

Initiative Champion

TBD

Process Owner

TBD

Key Stakeholders

TBD

Priority

HIGH

Implementation Cost

$100K – $500K

Current State (Issues/Problems/Concerns)

From the assessment phase of the asset management effort, the following “problem

statements” were developed to define the current state of enterprise asset

management within DEN as it applies to asset criticality.

― There is no standardized criticality assessment protocol in place across all systems and/or asset classes. Some areas, such as facilities maintenance, are developing criticality frameworks for specific assets including central utility plant equipment, air handlers, pumps, and PC air units (assigned during inventory and tagging activities).

― Criticality ratings are not in place for all assets consistently across the enterprise (e.g. limited use reported within fleet management). DEN also maintains a separate list of the most critical assets across the airport (that could result in facility-wide shutdown).

― A condition assessment methodology is in place. However, condition assessments have only been conducted for selected asset classes and a more formal approach to criticality and risk needs to be integrated.

Future State (Desired Specific / Measurable Outcomes)

This initiative will result in a documented approach and scoring methodology that

can be consistently applied across all systems/subsystems/assets and incorporated

into an overall risk framework to prioritize both maintenance and capital needs.

― Criticality incorporated into condition and risk calculations, supporting continued investment in facility condition index (FCI) programs to help identify deferred maintenance and establish enhanced baseline financial needs and analyze future financial forecasts.

― Criticality as an input into determining appropriate inspection cycles (typically done every 3-6 years for facility assets and every 5-15 years for linear/spatial assets).

― Criticality as an input into optimized preventive maintenance programs (i.e. focus additional preventive and reliability-centered maintenance efforts on more critical assets) while also considering historic condition and O&M issues.


3This initiative also requires that asset hierarchies be developed (Initiative 36) so that

scores can be applied at the system/subsystem level. The table below highlights the

desired outcomes of the project along with corresponding metrics or milestones that

will be used to measure success.

DESIRED OUTCOMES SUCCESS MEASURES

Criticality criteria and scoring fully documented and applied across the DEN asset base

Assets have a formal criticality score maintained in Maximo

Enhanced view of asset priority through a criticality and risk driven approach

Total number or percent of most critical system assets evaluated

More comprehensive input into and alignment with the capital and life-cycle maintenance plans

Critical assets addressed through O&M, capital, or other strategy

Required Change & Key Enablers Key Considerations

Success for this initiative will require the contributions and collaboration from many

DEN staff including the asset management team, maintenance, and capital planning.

Change Description ― Staff buy-in to risk-based planning and overall evolution from reliance

on institutional knowledge

― Understanding of formal criticality assessment and input into risk-based approaches

Benefits ― Greater transparency, consistency, and justification for decision making

― Improved staff understanding of asset priorities across DEN

― Focus maintenance and capital expenditures on the most critical and highest risk assets

Cost Factors ― Additional staff time to assign initial criticality scores and review periodically

― Staff and consultant/vendor time for configuration

Impacts / Issues (People, Process, Technology, Other) ― Additional staff training and ongoing work requirements

― Required Maximo configuration, data entry, and data maintenance

― Understanding of formal criticality assessment process and input into risk-based approaches


3 Further Investigation and Solution Planning Tasks Key Activities

As part of implementation rollout, the key activities below will be completed. The

initiative champion and implementation team will confirm the scope of effort

required and develop a more comprehensive schedule and resource plan. Key tasks

and activities include:

1.0 Assign implementation team and conduct initiative kickoff meeting 1.1 Finalize drivers, constraints, desired outcomes, KPIs

1.2 Define roles and responsibilities and complete initiative charter

2.0 Develop criticality criteria, weightings, and business process 2.1 Develop draft criticality criteria covering an appropriate set of social, financial, and environmental factors that can be applied across all systems and assets

2.2 Develop appropriately detailed scoring guidelines for each criterion (i.e. 1-3 or 1-5 rating scales)

2.3 Develop draft weightings of each criteria to determine appropriate composite scores

2.4 Develop draft approach to apply redundancy factors as appropriate and calculate final risk scores

2.5 Develop draft business process map with roles and responsibilities for applying criticality scores across DEN facilities and calculating final risk scores

2.6 Develop draft criticality and risk assessment guidelines document

3.0 Configure Maximo to manage and analyze criticality and risk scores 3.1 Develop business and functional requirements document including reporting

3.2 Develop work plan for system configuration and testing

3.3 Rollout and test Maximo configuration changes

4.0 Conduct pilot on chosen system as a “proof of concept” 4.1 Apply criticality scores to all systems and subsystems within DEN

4.2 Analyze condition, criticality, redundancy, and risk scores for all assets within pilot system

4.3 Document any feedback and make required changes to methodology, documentation, and Maximo configuration

5.0 Full rollout and implementation 5.1 Analyze condition, criticality, redundancy, and risk scores for all DEN assets

5.2 Review highest criticality and highest risk systems and assets and develop long-term program to assess over time and develop appropriate mitigation strategies


11Enhancements

to the Asset Commissioning & Decommissioning

Process

Initiative Sponsor

TBD

Implementation Team

TBD

Initiative Champion

TBD

Process Owner

TBD

Key Stakeholders

TBD

Priority

HIGH

Implementation Cost

$100K – $250K

This initiative will develop a more formally documented business process and SOPs

for asset commissioning and decommissioning, including data entry and updates

in Maximo. This effort will build from on recent improvements (i.e. the Fire Station

pilot) and fully document the roles, responsibilities, process steps, information

requirements, and quality assurance review. Documentation will be developed

to support future capital project contractor/consultant contract documents and

requirements for data submittals in conjunction with design and construction

submittals. The enhanced process will ensure that inventory and attribute data

(including cost information) is provided in a consistent format for upload into

Maximo and other systems (i.e. GIS and BIM) as required. Documentation will also

require standard maintenance manuals and initial preventive maintenance activities

aligned with an “O&M ready” approach. Standard decommissioning procedures will

also be incorporated to ensure data is kept current over time.


From the assessment phase of the WSP effort, the following “problem statements”

were developed to define the current state of enterprise asset management within

DEN as it applies to this specific initiative.

― Some asset commissioning procedures have been developed and piloted, but SOPs have not been finalized. Procedures have also not been developed for all asset classes.

― Existing commissioning procedures have not been thoroughly documented.

― Additional rigor is needed to capture data such as asset definition, hierarchy, schedule of values, and asset installation cost as part of the commissioning process.

― Contractor oversight as it relates to asset commissioning can be improved.

― Asset decommissioning procedures have not been developed, piloted, or documented.


Consistent and documented SOPs for commissioning new assets will be established,

as well as detailed procedures for decommissioning assets. This initiative will conduct

a series of pilot programs to test the new processes and gather feedback.

Initiative will result in documented SOPs and consistent processes for commissioning

new assets and decommissioning assets taken out of service. This will align internal

engineering, planning, finance and asset management processes and incorporate

external consultant work processes and data submittals. This will result in improved

information quality and the ability to effectively manage asset maintenance and life-

cycle management upon new projects and assets placed in service.


11A formal SOP and process workflow document with data requirements and templates

will be published for all DEN staff (and consultants) to follow, ensuring consistency

and providing a basis for training. This initiative will include pilot efforts to test the

new processes and gather feedback including any required changes.

This initiative also requires that asset valuation and replacement costs guidelines

(Initiative 10) is established so that financial projections for future renewal and

replacement planning are accurate. The table below highlights the desired outcomes

of the initiative along with corresponding metrics or milestones that will be used to

measure success.


Collaborative and consistent asset commissioning and decommissioning process

Reduction in labor effort and cycle- time for new projects

Asset commissioning process includes templates for Maximo (and other enterprise systems) entry

Turnaround time for new assets added to Maximo/GIS/BIM

Asset decommissioning process is established and documented Significantly reduced number of “dead” assets

Enhanced asset inventory and attribute data quality for all new projects and improved consistency in contractor / engineer submittals

Percent of projects meeting submittal specifications (quality and completeness)

Reduction in AIM workload to support asset commissioning

Average time spent by AIM resources for project data review and cleanup



DEN staff including the asset management team, engineering/planning, and finance.

Change Description

― Staff buy-in to more formal process and new roles and responsibilities

― Understanding of how additional efforts support asset management and long-term planning

Benefits ― Greater project and asset information quality and accuracy

― Enhanced ability for maintenance staff to manage assets upon commissioning

― Reduced cycle-time, effort, and rework


11Cost Factors

― Significant staff and/or consultant time to develop new SOPs and related documentation

― Training time and effort required for capital project managers and review time from asset management staff

― Time for data cleanup related to decommissioned assets

Impacts / Issues (People, Process, Technology, Other) ― Additional staff training and ongoing work requirements

― Required Maximo/GIS/BIM data uploads, and data maintenance

― Facilitate greater collaboration among DEN staff

Further Investigation and Solution Planning Tasks Key Activities





1.0 Assign implementation team and conduct initiative kickoff meeting

1.1 Finalize drivers, constraints, desired outcomes, KPIs


2.0 Develop business process workflows, roles, responsibilities, and data collection templates and guidelines 2.1 Conduct work session to review and further document current state and desired future state

2.2 Develop draft process guidelines including: process scope, outcomes, roles and responsibilities, and associated forms and templates

3.0 Conduct pilot on two or three capital projects as a “proof of concept” 3.1 Apply new process and data templates for selected projects (include moderate effort but diverse projects)


4.0 Full rollout and implementation 4.1 Finalize documentation

4.2 Conduct training for appropriate engineering, asset management, and finance staff


This initiative will develop and implement a formal functional asset hierarchy (facility,

system, sub-system, etc.) consistently across airport facilities including guidance for

parent-child and component relationships. The approach will encompass terminal /

facility (landside) assets as well as airside and/or field facilities (i.e. runways/taxiways,

fueling systems, stormwater, etc.). Once the hierarchy framework is established it will

be configured in Maximo to support reporting and overall system functionality.

36Develop and

Implement Asset

Hierarchies in Maximo

Initiative Sponsor

TBD

Implementation Team

TBD

Initiative Champion

TBD

Process Owner

TBD

Key Stakeholders

TBD

Priority

HIGH

Implementation Cost

$250K – $750K




management within DEN as it applies to asset hierarchies.

― There is no standardized functional hierarchy established in Maximo to consistently define systems and subsystems across the enterprise.

― Hierarchical relationships between parent-child assets as well as components and spare parts is not formally established.

― Lack of hierarchy often causes issues with (or inability to support and require) consistent charging of work orders to specific assets and/or locations and does not support enterprise reporting at the system and subsystem level. It can also make it more difficult and/or less user-friendly for staff to locate assets in Maximo.

― Establishing formal hierarchies in Maximo is needed as a supporting component of other initiatives including condition, criticality, and risk frameworks and overall work management and business process improvements.


This initiative will result in a documented hierarchy structure within Maximo to clearly

define the asset level and functional location at which work orders are written, and

establish a common set of systems and subsystems that are consistently applied

across the enterprise. A properly-configured hierarchy will enhance the functionality

and user-friendliness of the system, resulting in greater compliance and enhanced data

quality, and reporting and analysis capabilities. The hierarchy will also support overall

implementation activities related to condition assessment and risk frameworks.

― Enhanced support and functionality for Asset Identification and Inventory including unique identification of assets by asset ID and functional location and assignment of attribute data specific to asset types.

― Enhanced support for Work Order Management allowing work to be planned and scheduled more consistently between common systems and subsystems and to track and report a rollup of life-cycle costs (including labor and materials).


36 ― Enhanced support for Asset Management enabling easier scoring and tracking

of asset condition and criticality to evaluate risk and support the capital planning process as well as useful life and replacement costs to support financial analysis.

― Enhanced support for Enterprise Reporting including both costs and performance (reliability) at the asset and common system level (i.e. HVAC, FPLS, etc.).

― Formal SOPs for ongoing hierarchy and data management including entering new assets, replacing assets, moving assets to different locations, temporarily removing assets for rehabilitation, and retiring assets from

service (while retaining historic data).

A formal hierarchy principles document will be published for all DEN staff for

reference, ensuring common understanding and providing a basis for training. This

initiative will include pilot efforts to test the new hierarchy and gather feedback as

part of Maximo configuration. This initiative also supports condition and criticality

assessment (Initiative 3) so that scores can be applied at the system/subsystem

level.The table below highlights the desired outcomes of the project along with

corresponding metrics or milestones that will be used to measure success.


Asset hierarchy (functional and location) framework established and configured in Maximo

Percent of facilities and systems with completed hierarchies

Improved asset data management Improved compliance with work order management requirements

Enhanced system usability / functionality

Improved user satisfaction and compliance

Enhanced reporting capabilities System-level, life-cycle costs and asset performance reports produced



DEN staff including the asset management team, maintenance, capital planning, and

information technology.

Change Description

― Staff buy-in to a technical subject encompassing hierarchy principles and structure as well as changes to system functionality

― Understanding of the need for additional structure and formal data configuration and maintenance requirements to support consistent tracking and reporting


36Benefits

― Improved Maximo system usability, easier location of assets, and consistent functionality

― Enhanced data quality and consistency and more robust reporting ― Improved ability to correctly charge work to assets and future support of

mobile capabilities

Cost Factors ― Initial staff time to get accustomed to new functionality ― Staff and consultant/vendor time for data cleanup and configuration ― Ongoing efforts to maintain data integrity when adding, moving, retiring

assets

Impacts / Issues (People, Process, Technology, Other) ― Additional staff training and ongoing work requirements ― Required Maximo configuration, data cleanup, and data maintenance

Further Investigation and Solution Planning Tasks Key Activities







2.0 Develop asset hierarchy and data maintenance principles

2.1 Conduct work session to introduce principles of asset hierarchy (including functional and location) for both vertical and linear/spatial assets including specific Maximo requirements

2.2 Agree on common systems and subsystems across all DEN landside and airside facilities and assets and develop higher level organizational rollups

2.3 Develop draft and final hierarchy diagram (i.e. tree) including defining assets, components, and spare parts

2.4 Develop and/or incorporate existing asset type codes and define standard and unique attributes

2.5 Develop draft principles document including ongoing data maintenance processes and procedures and responsibilities

3.0 Configure Maximo to support standard functional and/or location hierarchies 3.1 Finalize functional and technical specifications based on principles document

3.2 Develop cost, schedule, and work plan for system configuration and testing


36 3.3 Agree on “proof of concept” pilot to test new hierarchy structure on one or two systems (consider both vertical and linear/spatial)

3.4 Rollout pilot, document feedback, and make any required changes to principles document and Maximo configuration

3.5 Complete full configuration and rollout in Maximo including developing and testing of new reports and analysis


This initiative incorporates multiple general improvements to the Maximo workflow

to support planning, scheduling, and reporting. The approach will simplify existing

workflows and improve overall system functionality and usability to support

improved utilization, quality assurance, and standardization. MAX

Ongoing Maximo

“Tune-up” Enhancements

to Support Work

Management and Planning

Initiative Sponsor

TBD

Implementation Team

TBD

Initiative Champion

TBD

Process Owner

TBD

Key Stakeholders

TBD

Priority

HIGH

Implementation Cost

$100K – $500K


From the assessment phase of the asset management effort, the following

“problem statements” were developed to define the current state of enterprise

asset management within DEN as it applies to overall Maximo system workflows

and configuration.

― There is a need to implement consistent work order priority definitions and failure codes as well as refine the current “work request to work order” process flow.

― There is a need to enhance overall scheduling and planning functionality (including interface) to allow for easier batch/group assignment of PM work orders at the beginning of the scheduled maintenance activity interval.

― Maximo enhancements are part of a broader overall commitment from DEN to enhance information systems functionality and integration to support business needs.

― Commitment to ongoing improvement and enhancement of Maximo software to streamline functionality and usability aligned with asset management best practice.

― Commitment to advancing the role of dedicated planners and schedulers interfacing with Maximo to improve work order quality and compliance and provide support for the maintenance organization.


This initiative will result in enhanced system functionality and usability by optimizing

various workflows and configurations within Maximo. Refined business processes will

simplify work management steps and approvals and enhance consistency, work quality,

and efficiency. This effort includes components of multiple initiatives including 24 and 27.

― Streamlined business workflows for work order planning and scheduling.

― Simplified functionality for work requests, work orders, and supervisor approvals.

― Greater consistency across failure codes, work order priority, and work

order assignment.


MAXAs changes are made to standard work processes, they will be formally documented and

included in the overall DEN Maintenance Playbook and any additional training will be

rolled out as appropriate. The table below highlights the desired outcomes of the project

along with corresponding metrics or milestones that will be used to measure success.


Increased efficiency for supervisors and planners

Average time required for ongoing work order assignment and management

Improved system use / functionality Employee satisfaction

Enhanced compliance with work management requirements Data quality and accuracy

Improved data, reporting, and KPIs Confidence in KPIs / report accuracy


Success for this initiative will require the contributions and collaboration from many DEN

staff including the asset management team, maintenance, and information technology.

Change Description

― Staff buy-in for configuration and process changes

― Modifications to roles and responsibilities as required

Benefits

― Improved Maximo system usability and streamlined process flows

― Simplified and consistent work order Q/A and approvals

― Consistent and simplified codes including priority and failure cause

― Improved data quality and consistency

Cost Factors

― Initial staff time to get accustomed to new workflows and minor changes to functionality

― Staff and consultant/vendor time for configuration cleanup

― Ongoing efforts to maintain data integrity and quality assurance

Impacts / Issues (People, Process, Technology, Other)

― Additional staff training and ongoing work requirements

― Required Maximo configuration and data maintenance


MAX Further Investigation and Solution Planning Tasks Key Activities





1.0 Assign implementation team and conduct initiative kickoff meeting

1.1 Finalize drivers, constraints, desired outcomes, KPIs


2.0 Develop roadmap for Maximo “tune-up” requirements

2.1 Conduct work session to review needs and develop more specific Maximo requirements

2.2 Develop related as-is and to-be process maps

2.3 Develop draft and final functional requirements document and to-be process maps

3.0 Configure Maximo with changes and enhancements 3.1 Review functional specifications and document preferred technical approach

3.2 Develop cost, schedule, and work plan for system configuration and testing

3.3 Agree on “proof of concept” pilot to test new configuration and rollout pilot

3.4 Rollout pilot, document feedback, and make any required changes to Maximo configuration

3.5 Complete full configuration and rollout in Maximo including developing and testing of new reports and analysis



This initiative will result in a documented approach and methodology and development

of the MDI. It will create a draft index that will include an initial MDI rating for each of

DEN’s facilities. The effort will be aligned with Initiative 3 (Asset Criticality).

― Methodology developed for the MDI with stakeholder input including formal questions and analysis to determine: downtime impact on operations/finance/customer service; resiliency and redundancy during maintenance and updates, and backup/risk-mitigation capability.

― Each DEN facility receives a formal mission dependency score that is re-evaluated regularly and aligned with other asset criticality efforts at DEN.

― Mission dependency scores inform resource scheduling and the maintenance and capital planning process at DEN.

This initiative will develop a formal Mission Dependency Index (MDI) to assess the

relative criticality of DEN’s facilities. This will allow DEN to understand and formally

document the operational importance of the many diverse facilities across DEN. The

MDI will assess the impact of failure for facilities (as opposed to systems or assets)

on the overall operations of the airport, and help guide decisions on maintenance,

resource, and capital planning. The MDI is aligned with industry practice and was

initially developed as a tool by the US Army Corps of Engineers1. The proposed

methodology for developing an MDI, includes conducting stakeholder workshops

to map facilities according to their criticality category (e.g. mission critical, mission

dependent, and mission independent) as well as their current condition.

MDIMission

Dependency Index

Initiative Sponsor

TBD

Implementation Team

TBD

Initiative Champion

TBD

Process Owner

TBD

Key Stakeholders

TBD

Priority

HIGH

Implementation Cost

$100K – $250K




management within DEN as it applies to mission dependency of facilities.

― There is no standardized criticality assessment protocol in place across all systems and/or asset classes. Some areas, such as facilities maintenance, are developing criticality frameworks for specific assets including central utility plant equipment, air handlers, pumps, and PC air units (assigned

during inventory and tagging activities).

― Criticality ratings are not in place for all assets consistently across the

enterprise (e.g. limited use reported within fleet management). DEN also maintains a separate list of the most critical assets across the airport (that could result in facility-wide shutdown).

― A condition assessment methodology is in place. However, condition assessments have only been conducted for selected asset classes and a more formal approach to criticality and risk needs to be integrated.

1. US Army Corps of Engineers. Development of the Army Facility Mission Dependency Index for Infrastructure Asset Management. September 2010. Available at: http://www.dtic.mil/dtic/tr/fulltext/u2/a552791.pdf


MDIThe table below highlights the desired outcomes of the project along with

corresponding metrics or milestones that will be used to measure success.


MDI methodology and scoring fully documented and applied across all DEN facilities

Facilities have a formal mission dependency index maintained in Maximo

Enhanced view of facility priority through a mission dependency approach

Total number or percent of DEN facilities evaluated

More comprehensive input into and alignment with the capital and life-cycle maintenance plans

Mission-dependent facilities addressed through O&M, capital, or other intervention strategy


Success for this initiative will require the contributions and collaboration from many DEN

staff including the asset management team, maintenance, and capital planning.

Change Description ― Staff buy-in to mission-dependent planning and overall evolution from

reliance on institutional knowledge

― Understanding of formal mission dependency index methodology and input into the MDI approach

Benefits

― Greater transparency, consistency, and justification for decision making

― Improved staff understanding of facility priorities across DEN

― Focus maintenance and capital expenditures on the most critical and highest risk facilities

Cost Factors ― Additional staff time to develop the initial MDI criteria and to review

periodically

― Staff and consultant / vendor time for configuration

Impacts / Issues (People, Process, Technology, Other) ― Alignment with other ongoing improvement initiatives such as criticality and

condition assessment

― Understanding of formal mission dependency index methodology and input into the MDI approach

― Required Maximo configuration, data entry, and data maintenance


MDI Further Investigation and Solution Planning Tasks Key Activities







2.0 Develop MDI scoring criteria and guidelines 2.1 Develop draft MDI questionnaire/analysis and facility data needs

2.2 Develop appropriately detailed scoring guidelines for each criterion (i.e. 1-3 or 1-5 rating scales)

2.3 Develop draft weightings of each criteria to determine appropriate composite scores

2.4 Develop list of facility stakeholders to provide input on facility MDI scoring

2.5 Develop draft MDI scoring criteria and guidelines document

3.0 Configure Maximo to manage and analyze MDI scores at facility level of hierarchy 3.1 Develop business and functional requirements document including reporting

3.2 Develop work plan for system configuration and testing

3.3 Rollout and test Maximo configuration changes

4.0 Conduct pilot on chosen system as a “proof of concept” 4.1 Apply MDI scores to a given facility or facilities within DEN

4.2 Analyze questionnaire inputs and composite scores for the pilot facility


5.0 Full rollout and implementation 5.1 Calculate MDI scores for all DEN facilities

5.2 Review highest mission-dependent facilities and develop long-term program to assess over time and develop appropriate mitigation strategies


A P P E N D I X 53

BAppendix

Improvement Initiative

MatrixComplete table with 55 current initiatives

is provided to DEN as an attachment in an electronic and editable format as Appendix B.

strategic asset management plan · 2018-11-13 · table of contents 01 section 1: introduction...

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