Managing an EAM CMMS Project System implementation
By C. Scott MacMillan and Lance Morris, Cohesive Information
Solutions Inc.
www.mt-online.com
www.cohesivesolutions.com
Posted 6-27-05
Now that the best EAM/ CMMS application for your business
has been selected, the deployment phase begins. But an EAM
system is not a plug-and-play application. Will you miss out
on some real operational savings? Will the data be clean enough
to provide value in a production environment? Will processes
be tailored to match the new system, or will they be optimized
to improve business? Is the vendor knowledgeable about your
specific industry or regulatory requirements?
Bringing a software application live is very different from
implementing a business solution. A successful implementation
depends on a precise, cohesive flow of multiple discrete activities
such as configuration, training, and integration. This article
discusses best practice methodologies that will help get the
most out of an EAM/CMMS implementation.
The project team
Ideally, the team who selected the system will take the leading
role in its implementation. This team includes skilled representatives
from each department that will be affected by the new system.
They gained invaluable knowledge during the process of evaluating
the current state of the business, identifying needs, assessing
alternatives, and selecting the preferred solution. To hit
the ground running, this is not the time to pull these experts
onto other priorities.
Instead, start with this team and lean on vendor or consultant
resources for support. Fortify the team with additional in-house
personnel who are capable of facilitating the implementation.
An eagerness to learn and deep knowledge of specific business
functions will help ensure this project is a success.
Make it clear that it is an honor to be selected for an implementation,
not a penalty. The project team will be recognized as experts
by the time the implementation is complete, not only by their
peers but by management (read “job security”).
They will have amassed a wealth of knowledge about not only
the application but the new business processes and data behind
the product. Just make sure the team is not overly burdened
by their usual job responsibilities while they concentrate
on improving the business.
Effective planning
Once the project team is selected, the implementation kicks
off with a major project planning event. During this event,
roles and responsibilities, activities and tasks, and milestones
and constraints are charted within the preferred implementation
timeline. Rather than starting from scratch, the vendor or
implementation consultant can provide a template project plan
that demonstrates the typical sequence of events and interrelationships
between activities. The template also helps to ensure key
steps are not overlooked. During the planning session, the
baseline template will be tailored to the company’s
specific circumstances.
The planning event involves a high level scoping of all implementation
requirements. Key performance indicator (KPI) metrics are
defined at the onset of the project and used to guide the
intended project outcome. Time is allotted to assess gaps
and define new business processes. System interfaces, data
conversions, and custom extensions are considered, as well
as system and hardware configuration. A preliminary plan for
employee communications and training is developed, as are
functional and system testing. Each of these components is
then factored into the implementation project plan. This is
a critical step; many project failures and delays can be traced
back to poor upfront planning.
Gap analysis
Reconciliations are performed to unveil the gaps between the
current and future state, and to adapt business processes
and the software configuration accordingly. Even the most
configurable software applications can have gaps between supported
and desired work processes. If automation is not possible,
you may need to modify a process or incorporate an extension
to the system. An experienced consultant with industry expertise
can help arrive at such decisions quickly and avoid pitfalls
that might otherwise need to be revisited later in the implementation.
As a starting point, the vendor or consultant should be able
to provide a template business model. This model should incorporate
best practice processes, benchmarked from the industry, which
can be tailored in a workshop setting based on the software’s
capabilities and the company’s unique business requirements.
The model provides a launch point, as opposed to a clean slate.
It expedites the reconciliation of software and process gaps,
and minimizes the risk of carrying legacy system inefficiencies
into the new environment.
During the hands-on reconciliation workshops, the optimal
software configuration is defined and documented, the preferred
business processes are validated within the new system, and
legacy data quality issues are pinpointed.
Parallel processes
Configuration decisions from the reconciliation workshops
feed directly into the technical implementation activity.
To a great extent, these activities can occur in parallel
with oversight from the project manager. The functions are
distinct and there are few overlapping constraints, but a
high degree of communication is essential to keep the project
on course.
Baseline configuration. The configuration defined and documented
as a result of the gap reconciliation workshops now comes
to life in a baseline system configuration. This configured
system will be used to test conversions, other data preparation,
system interfaces, custom extensions, KPI metrics, and reports.
The baseline configuration also will be used as the basis
for system testing.
Data preparation. Depending on the scope and quality of data
in the legacy system, you may decide to convert large data
files such as equipment records, historical work orders, inventory,
and purchase orders. Do not be afraid to archive historical
records that have outlived their usefulness; it will speed
up the conversion process. Another beneficial tactic is to
segment static (rarely changing) data from dynamic data, and
load it in advance in order to shorten the process of migration
at go-live.
Minor data gaps or errors should be cleansed in the old system
prior to conversion. Major data cleansing may be required
due to differences in validation or data structures in the
new system. Any remaining data files can be manually populated
in the new system. Tools are available to automate large-scale
cleanup, mapping, and migration processes in order to enable
real-time conversions with minimal downtime at go-live. Have
the database administrator ensure the new environment data
is stable and properly tuned.
Metrics and reports. Reports are among the most overlooked
aspects of a project. It is easy to want everything to look
the same as it did in the old system, but that would defeat
the purpose of the new system and put the project budget and
timeline at risk. Odds are a lot of paper is being generated
that is not necessary or not effective. The vendor or consultant
can help define and prioritize reporting requirements, select
a report writing tool, and develop the reports.
The goal in the new system is to ensure management views
and reports reflect the KPIs defined early in the project.
The multitude of reports generated in the old system must
be analyzed for current need. Where possible, the system’s
canned reports should be used, but where information gaps
appear, custom reports and views can be developed.
If multiple plants run similar reports, a new standard should
be defined. With proper planning, the overall number of reports
could decrease as much as 60 percent in the new system. Without
proper planning, you could end up scrambling to provide management
information.
Application integration. Interfaces must be built to enable
data sharing between the EAM/CMMS and ERP or other third party
systems. The process review, reconciliation, and configuration
materials developed previously can be combined into a process
integration model. This model will help decide whether the
vendor-supplied integration points or automated integration
tools should be used, or a custom integration developed.
Where the touch points occur can have a significant impact
on the cost, complexity, and reliability of the interface.
This can be considered the high blood pressure of the implementation.
Without effective monitoring and management, it can easily
become the silent killer of a project. The vendor or consultant
can provide guidance in interface strategy and design.
Custom extensions. It is highly preferable to avoid customizations.
However, an application extension may be required if baseline
functionality or workarounds do not satisfy business requirements.
During custom extension design and coding, it is important
to provide the maximum benefit without compromising baseline
integrity or the ability to apply future upgrades.
Solution testing
Once all technical activity is completed, it is time to test,
verify, and validate the new system in a controlled test environment.
Integrated system testing verifies all software and hardware
is functioning properly throughout the enterprise. This includes
all workstations, network and printer connections, and interface
compatibility.
User acceptance testing validates the functional use of new
system processes and data, including the business rules, software
configuration, and interfaces. Test plans and scripts can
be developed from the new system process flows, and each process
scenario should be tested in excruciating detail.
The third major test is sometimes overlooked and yet critical
to optimizing system performance. Load testing simulates a
large number of concurrent system users so that performance
tuning can occur before go-live. Automated tools can simplify
load testing.
User training
The project team is now well-versed in the new system, and
as go-live nears it is time to introduce the end users to
their new system. Training should occur shortly before go-live
and only after a thoroughly tested, solid training environment
with real data is available. Users need to learn how to perform
specific procedures in the new system—not just how to
use the tool.
Power users and key roles such as planners and schedulers
do not have a large turnover and training is likely to occur
only once. Lean on the vendor or consultant for these lessons.
Develop internal trainers for system overviews and general
functions like work requests and material requests required
by a larger plant population. Computer-based or Web-based
tools are gaining in popularity for infrequent users and refresher
training.
The vendor or consultant should have industry-specific, role-based
baseline training materials that can be adapted to your specific
requirements. The test scripts and process scenarios developed
previously can be leveraged to expedite training material
customization.
A vendor or consultant can provide training classes for you,
or can train your trainers. Alternately, members of the project
team may be willing and able to conduct the training sessions.
Do not ask them too early in the project; they will warm up
to the idea as their knowledge base strengthens.
Start-up and roll-out
The project team’s work comes to fruition during start-up
and roll-out. With all hands on deck, the production system
comes alive and users officially transition to the new system.
A production walk-through conducted the day before go-live
serves as a final check for log-ins, system access, and printer
connectivity. A cradle-to-grave scenario performed at the
workstations of key users eliminates the “gotchas”
that can occur when plant environment factors differ from
the development environment.
The full project team should be on hand for the first several
days to help smooth over any issues, and a smaller team available
for another week or so. A process for logging, prioritizing,
and responding to help desk issues will help gain the trust
of the end users.
The project team does not disband once the system goes live.
They should work as a team to discuss lessons learned, and
progress to the next phase of system optimization and continuous
improvement.
Equally important
From start to finish, throughout the implementation, it is
vitally important that the project work not be hidden from
view. Implementing a system in near-isolation generates fear
and insecurity rather than respect. Instead, ongoing employee
communications will generate excitement and help the future
users of the system feel involved and assume ownership.
A steady stream of information should be supplied via signs,
newsletters, or letters from executives. Benefits to employees
and the company as a whole should be promoted. Feedback and
suggestions should be encouraged. Each important milestone
should be recognized and celebrated. A successful go-live
is a great excuse to pat everyone on the back with a party.
What a great way to begin an important new era within the
company.
Future article in this series will discuss project optimization.
The previous article was “Managing an EAM/CMMS Project—Phase
one: An unbiased team approach to system selection.”
C. Scott MacMillan and Lance Morris are principals of Cohesive
Information Solutions Inc., 8215 Madison Blvd., Ste. 150,
Madison, AL 35758; (877) 410-2570
System Implementation Process Flow
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for picture
The processes that are part of the EAM/CMMS project implementation.
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