National Academies Press: OpenBook

Guidebook for Advanced Computerized Maintenance Management System Integration at Airports (2018)

Chapter: Chapter 2 - State of the Airport Industry in CMMS Implementation

« Previous: Chapter 1 - Introduction
Page 15
Suggested Citation:"Chapter 2 - State of the Airport Industry in CMMS Implementation." National Academies of Sciences, Engineering, and Medicine. 2018. Guidebook for Advanced Computerized Maintenance Management System Integration at Airports. Washington, DC: The National Academies Press. doi: 10.17226/25053.
×
Page 15
Page 16
Suggested Citation:"Chapter 2 - State of the Airport Industry in CMMS Implementation." National Academies of Sciences, Engineering, and Medicine. 2018. Guidebook for Advanced Computerized Maintenance Management System Integration at Airports. Washington, DC: The National Academies Press. doi: 10.17226/25053.
×
Page 16
Page 17
Suggested Citation:"Chapter 2 - State of the Airport Industry in CMMS Implementation." National Academies of Sciences, Engineering, and Medicine. 2018. Guidebook for Advanced Computerized Maintenance Management System Integration at Airports. Washington, DC: The National Academies Press. doi: 10.17226/25053.
×
Page 17
Page 18
Suggested Citation:"Chapter 2 - State of the Airport Industry in CMMS Implementation." National Academies of Sciences, Engineering, and Medicine. 2018. Guidebook for Advanced Computerized Maintenance Management System Integration at Airports. Washington, DC: The National Academies Press. doi: 10.17226/25053.
×
Page 18
Page 19
Suggested Citation:"Chapter 2 - State of the Airport Industry in CMMS Implementation." National Academies of Sciences, Engineering, and Medicine. 2018. Guidebook for Advanced Computerized Maintenance Management System Integration at Airports. Washington, DC: The National Academies Press. doi: 10.17226/25053.
×
Page 19
Page 20
Suggested Citation:"Chapter 2 - State of the Airport Industry in CMMS Implementation." National Academies of Sciences, Engineering, and Medicine. 2018. Guidebook for Advanced Computerized Maintenance Management System Integration at Airports. Washington, DC: The National Academies Press. doi: 10.17226/25053.
×
Page 20
Page 21
Suggested Citation:"Chapter 2 - State of the Airport Industry in CMMS Implementation." National Academies of Sciences, Engineering, and Medicine. 2018. Guidebook for Advanced Computerized Maintenance Management System Integration at Airports. Washington, DC: The National Academies Press. doi: 10.17226/25053.
×
Page 21
Page 22
Suggested Citation:"Chapter 2 - State of the Airport Industry in CMMS Implementation." National Academies of Sciences, Engineering, and Medicine. 2018. Guidebook for Advanced Computerized Maintenance Management System Integration at Airports. Washington, DC: The National Academies Press. doi: 10.17226/25053.
×
Page 22
Page 23
Suggested Citation:"Chapter 2 - State of the Airport Industry in CMMS Implementation." National Academies of Sciences, Engineering, and Medicine. 2018. Guidebook for Advanced Computerized Maintenance Management System Integration at Airports. Washington, DC: The National Academies Press. doi: 10.17226/25053.
×
Page 23
Page 24
Suggested Citation:"Chapter 2 - State of the Airport Industry in CMMS Implementation." National Academies of Sciences, Engineering, and Medicine. 2018. Guidebook for Advanced Computerized Maintenance Management System Integration at Airports. Washington, DC: The National Academies Press. doi: 10.17226/25053.
×
Page 24
Page 25
Suggested Citation:"Chapter 2 - State of the Airport Industry in CMMS Implementation." National Academies of Sciences, Engineering, and Medicine. 2018. Guidebook for Advanced Computerized Maintenance Management System Integration at Airports. Washington, DC: The National Academies Press. doi: 10.17226/25053.
×
Page 25
Page 26
Suggested Citation:"Chapter 2 - State of the Airport Industry in CMMS Implementation." National Academies of Sciences, Engineering, and Medicine. 2018. Guidebook for Advanced Computerized Maintenance Management System Integration at Airports. Washington, DC: The National Academies Press. doi: 10.17226/25053.
×
Page 26
Page 27
Suggested Citation:"Chapter 2 - State of the Airport Industry in CMMS Implementation." National Academies of Sciences, Engineering, and Medicine. 2018. Guidebook for Advanced Computerized Maintenance Management System Integration at Airports. Washington, DC: The National Academies Press. doi: 10.17226/25053.
×
Page 27
Page 28
Suggested Citation:"Chapter 2 - State of the Airport Industry in CMMS Implementation." National Academies of Sciences, Engineering, and Medicine. 2018. Guidebook for Advanced Computerized Maintenance Management System Integration at Airports. Washington, DC: The National Academies Press. doi: 10.17226/25053.
×
Page 28

Below is the uncorrected machine-read text of this chapter, intended to provide our own search engines and external engines with highly rich, chapter-representative searchable text of each book. Because it is UNCORRECTED material, please consider the following text as a useful but insufficient proxy for the authoritative book pages.

State of the Airport Industry in CMMS Implementation 15 Data Management and Reporting A major driver in improving O&M practices is collected data. The data life cycle has six main stages: (1) identification, (2) collection, (3) cleansing, (4) storage, (5) integration, and (6) utili- zation. A lapse at or between any of these stages can have a significant impact on the quality of the decisions that depend on this data. Most of the airports responding to the survey (55%) capture, analyze, and use CMMS data for reporting and benchmarking. Other airports (18%) capture the data and analyze it but do not use it for reporting or benchmarking. Additionally, some airports (14%) reported capturing the data but not analyzing or using it. This group, together with the remaining airport respondents (totaling 23%) is still working on developing better data collection and utilization. Some airports (4%) did not respond to this question in the survey. Figure 2-12 illustrates the utilization of CMMS data as reported by airports in different airport classifications. Many airports (45%) report using the data from a CMMS to modify and influence main- tenance activities and strategies. Only 24% of airports reported using the data to modify and influence operational activities and strategies, and 26% of airports reported using it to influence capital projects. Comments received from airports describing data captured in a CMMS included the following: • “Data is captured and analyzed, but the analysis is not extensive or ingrained in the culture as we desire.” (Commercial large hub airport) • “No operational experience yet, however, the intent will be to capture and analyze (at mini- mum) to better manage resources.”(Reliever non-primary airport) Figure 2-11. Ranked integration of existing systems with CMMS.

16 Guidebook for Advanced Computerized Maintenance Management System Integration at Airports Large, small, and reliever airports also contributed comments to the “Other” response option. These comments included: • “Data is not captured.” • “The airport is in the process of evaluating how to better use the CMMS system.” Additionally, the survey results show that 30% of airports use airport staff to enter the data, and 48% of airports utilize a combination of staff and tenants to enter the data. Responses indi- cate that 22% of the airports do not track maintenance data in the system. The airports that do not track data fall across several airport classifications. Metadata is essential for CMMS users to effectively access, search, and retrieve data. The meta- data includes the asset hierarchy, which should include both geographical and system locations, numbering, naming, and other related asset information. Figure 2-13 presents the effectiveness rating of the CMMS metadata at different airports. An effectiveness rating of 6 or higher was selected by 65% of the airports; however, some airports were not pleased with the effectiveness of their metadata and thought it needed improvement. Among the comments received about this topic were: • “It works well if you know the system but isn’t intuitive.” (Commercial large hub airport) • “Was poor due to many variations; system is being rebuilt.”(Commercial medium hub airport) Figure 2-12. Statements that best describe data captured in CMMS, by airport classification.

State of the Airport Industry in CMMS Implementation 17 Data from a CMMS often is used for calculating KPIs, which can be shared and communicated with leadership and other business units and can otherwise be used as part of capital and opera- tional decision making. The data can be presented and communicated in many ways, including: • Periodic briefings • Lists of KPIs • Reports • Dashboards • Scorecards Figure 2-14 shows the various ways respondent airports present and share CMMS data. Many airports use multiple ways to communicate the data. Most preferred are lists of KPIs and reports. Some airports reported that they do not use CMMS data for performance metrics; however, these airports mentioned that KPIs were under development. Some airports reported that they do not use CMMS data for performance metrics; however, these airports mentioned that KPIs were under development. As a follow-up to the ways they choose to present data, the airports described their mainte- nance KPIs by selecting from among specific phrases, as shown in Figure 2-15. The majority of responding airports indicated that their KPIs are developed based on specific needs. Moreover, at many airports, management uses KPIs to effect change. On the other hand, a few airports indicated that they do not have KPIs. Among the comments received from these airports were the following: • “Still [a] work in progress. We need more staff with understanding of the software to ensure full utilization of the capabilities of the software, but we aren’t there yet.” (Commercial large hub airport) Figure 2-13. Effectiveness of CMMS metadata.

18 Guidebook for Advanced Computerized Maintenance Management System Integration at Airports • “Many KPIs are contract driven to monitor contractor performance, mostly for ground support equipment (GSE) and [the] baggage handling system (BHS).”(Commercial large hub airport) Discussion and Conclusions The objective of the survey conducted for ACRP Project 09-14 was to benchmark and document the status of the airport industry in implementing a CMMS. Figure 2-14. Methods of presenting CMMS data. 0 1 2 3 4 5 6 7 8 9 10 11 12 Based on industry best practices Are displayed for review by all personnel Do not have KPIs Are part of a comprehensive performance management model (support other high level metrics) Are used by management to effect change Developed based on our specific needs Number of Airports Figure 2-15. Description of airport’s maintenance performance indicators.

State of the Airport Industry in CMMS Implementation 19 Twenty-five (25) airports participated in the survey. Most of the airports were in the United States, and two airports were in Canada. The responding airports spanned all FAA classifications and all regions of the United States and Transport Canada. The research team analyzed the responses from the airports participating in the survey, including scores and comments. The responses indicated that airports are at different stages in the journey of implementing a CMMS and its integration with other systems. The results indi- cate that airports want to implement systems to improve their maintenance, operational, and capital strategies, but that airports, regardless of classification, perceive many challenges in that implementation. The perceived challenges include lack of resources, funding, understanding their systems, leadership buy-in, and more. Based on the survey results and additional comments from the airports, it can be concluded that the larger the airport is, the higher the chances are that it will consider and successfully implement a CMMS. Airport size also impacts the number and types of assets that are available and considered to be managed using a CMMS; however, airports that have not implemented a CMMS indicated they have systems in place to track and manage their maintenance activities and that they are in the process of considering and/or implementing a CMMS. Airports are becoming more proactive in managing their maintenance activities, yet many factors affect how they go about this, such as funding, qualified personnel, training, and available resources. The majority of the airports that responded to the survey (55%) capture, analyze, and use the data from a CMMS in reporting and benchmarking. Other airports (18%) capture the data and analyze it, but do not use it in reporting or benchmarking activities. Many airports that have a CMMS manage it internally (i.e., using airport staff) whereas a small number of airports contract with a solutions provider to manage and maintain the system. Communicating data and analysis to decision makers is critical to securing capital and opera- tional funds. The two preferred methods to communicate data are through lists of KPIs and reports. KPIs are generally developed based on the airports’ specific needs. KPIs are used by management to effect change. Across a variety of airport classifications, a few airports do not use CMMS data for tracking performance. These airports report that they do not use KPIs because of lack of resources and/or a lack of staff knowledge/understanding of the full CMMS capabilities. Regardless of classification, the majority of airport respondents recognize the benefits of implementing a CMMS. The airports that have a CMMS in place indicated their CMMS is at a good to a satisfactory stage. These airports also indicated there is still room for improvement in areas such as resources, leadership buys-in, systems, and standards. Implementing a CMMS has driven airports to develop and put strategies in place that include connecting and integrating the CMMS with other systems. The top six systems that are inte- grated with a CMMS are: (1) financial software, (2) FAA Part 139 inspection application soft- ware, (3) GIS, (4) storeroom systems, and (5) airfield lighting systems. After completing the survey analysis, the research team, based on selection criteria, identified and approached representative airports in each airport classification to invite them to participate in the case studies. The selection criteria included: • Experience in implementing a CMMS • Using a CMMS for different types of assets • Integrating a CMMS with other systems • Reporting and communicating data to decision makers

20 This chapter provides an overview of the development and implementation strategies for a CMMS and the critical decisions that an airport should make when implementing a new CMMS or upgrading an existing system. The information is based on a variety of sources, including actual CMMS implementation experiences and airport feedback. The following topics are discussed: • Key considerations in designing the use of a CMMS • Choosing assets/systems to include in a CMMS • Necessary steps to integrate the identified assets into a CMMS • Steps to determine the critical data needed from a CMMS • Development and utilization of KPIs, reporting, and business intelligence (BI) information (transforming data to actionable information) • Considerations for integration of other critical airport systems into a CMMS Airports have a basic understanding of some of the major strategies they should consider rela- tive to the organization’s goals and objectives when embarking on a CMMS implementation. As apparent from the case studies, these goals can include staffing justification, identifying the proper level of maintenance and replacement schedules, or PM to preclude asset failure. Many goals are not airport-specific; rather, they are global to many types of organizations. Experience with air- ports and other industries has enabled numerous best implementation practices to emerge, and these practices can help others embarking on the journey to adopt a CMMS. Key Considerations in Designing a CMMS Program/System The first step in the overall process of designing a CMMS is to put together a CMMS proj- ect team. This team should include personnel from all levels of the airport management and maintenance business units. The airports that have experienced the highest level of success with their CMMS programs are those that formulated the design and selection of their CMMS by integrating both top-down (strategic) and bottom-up (tactical) perspectives. The airports that use only one approach do not produce the overall organizational buy-in that is required to ensure a successful implementation. The case study findings support the contention that a cross- departmental steering committee is essential to implementation success. The major goal of the CMMS project team is to define an organization-wide CMMS strategy and to align it with the airport’s vision for short- and long-term asset management. The project team should ensure that the organization has an overall commitment to the implementation or upgrade of the CMMS. The team also should consider reviewing and updating the organization’s existing processes and procedures as needed to meet the established vison and strategies. As part of this effort, it is suggested that the team consider a complete review of existing maintenance C H A P T E R 3 Designing the CMMS with the End in Mind

Designing the CMMS with the End in Mind 21 practices and procedures. The project team also should define the criteria for measuring short- term and long-term success. It is important that the CMMS project team understand the main elements to be considered in the successful design and implementation of a CMMS. These elements, itemized below, include lessons learned by other airports during their journey through the design and imple- mentation of a CMMS. Among the most important recognized challenges is organizational buy-in for change management. From the outset, the project team should determine if they will build and implement a change management process from within the airport or bring in outside assistance to help identify and implement change management practices and procedures. Decision Making • Preparation and inclusiveness. Too often, asset management decisions—especially those made reactively—are made in a vacuum. For example: – During the design of a facility, long-term O&M requirements often are not considered. Implementing the CMMS can allow the airport to collect the O&M cost data required for whole LCC estimation. – Organizations often fail to consider the consequences of failure of an asset.As a result, too much rigor can be placed on some assets and not enough on others. Determining both an asset’s likelihood of failure and the consequences of that failure makes it easy for an airport to assess risk more efficiently, and to more accurately define which assets are critical and should get the most attention. A project team that integrates all levels and management units of the organization can reach out effectively to obtain the information needed to plan and ensure that the CMMS will sup- port effective decision making. • Performance. A list of assets should be established for inclusion in the system and a program built to optimize these assets’ useful life. • Stakeholder education. All organizational stakeholders should understand the overall vision and goals of the organization as they relate to the successful implementation or upgrade of a CMMS. It is important to ensure that all stakeholders understand the big picture. • Data management and transparency. It is better to make decisions with no data than with bad data. Date should be treated as an asset in terms of data collection, validation, verification, storage, security, maintenance, retrieval, auditing, and disposal. The project team can establish and main- tain an overall data management strategy and use internal data analysts to help in the effort. – Internal staff and external vendors should capture and record all asset data in accordance with an established data management strategy. – External vendors should be required to record all maintenance activity data into the owner’s system. – Facility and other asset data should be treated as an asset in and of itself, and it should be maintained, audited, and safeguarded. Organizational Change Management • Enterprise vision and strategies should be communicated at all levels within the airport. • Change can be required for many reasons, including: – Government regulation, – Market changes, – Growth of the airport, – New technologies within asset construction, installation, replacement, refurbishment, retrofitting, repurposing, decommissioning, and disposal, – Bonding requirements,

22 Guidebook for Advanced Computerized Maintenance Management System Integration at Airports – Airlines, and – Tenants. • All departments should be engaged in the process and included in the “change” discussions. • At times, opportunities may exist to change accountabilities within the organization, aligning them with the functions of the new CMMS. The project team can: – Deploy planning and scheduling staff, tying accountabilities to the CMMS. – Look at sensible organizational structure changes (e.g., in two case studies, the airports re-organized by moving inventory accountabilities under the facilities group). • Expectations for new and revised roles must be clearly set. • Leadership has an important role by setting an example in collaboration and supporting change. Enterprise-wide Systems Continuous Improvement Program • Plan. The project team establishes and communicates policies and procedures. • Do. The organization’s staff follows the established policies and procedures. • Check. Responsible leaders and managers ensure policy and procedure compliance. • Adjust. The team (and organizational leadership) revises policies and procedures as required to maintain continuous improvement. Competence Management • Capture and document unwritten knowledge. • Develop and implement a succession plan throughout the airport. • Recruit talented and skilled professionals. • Establish and implement a professional development program. • Put plans in place to retain talent. KPIs and Standards • Establish success criteria for the overall CMMS implementation or upgrade. • Determine and monitor KPIs for the CMMS implementation or upgrade. • Determine and monitor O&M KPIs to track via the CMMS. • Engage staff data analysts by having them extract and perform data quality analysis for cost trending and the KPI/performance reporting. Like any major technology program implementation, it is critical to start off the program the right way; implementation of a CMMS is no different. Before implementing a system, an airport must address some major considerations. For example, the project team must: • Define assets and distinguish important assets from “spare parts.” • Define which assets are critical to the airport and develop or enhance the plan for collecting information to populate the CMMS with those assets and the associated asset attributes. • Define the KPIs/metrics the airport needs to make risk-based, data-driven business decisions relative to the assets and overall maintenance organization operations. • Define the overall asset system hierarchy (asset system parent-child relationships). • Define the goal-dependent hierarchies within the system. Maintenance Business Processes and the CMMS Workflow Another key factor affecting the CMMS will be the design and documentation of maintenance operational workflows. Most CMMSs include a workflow engine as part of the heart of the system. A workflow engine is a CMMS module that automates business processes. A workflow

Designing the CMMS with the End in Mind 23 can be configured to manage and report on automated processes that are built and mapped to redundant day-to-day maintenance activities. A typical workflow might move maintenance work requests from the requestor to the appro- priate maintenance supervisor or craft group. Workflows also typically allow for building notifi- cations and escalations. For example, if an action on a critical item is not taken in a timely manner, the responsible personnel can be notified via text, email, or another messaging system that the action is required. If no response is received, the item can then be escalated to another individual or manager. Workflows also can be built to automate the transition of an item through the overall business process, based on actions taken or not taken at a given time. For example, an approval process may be organized to send notifications/approval requests to individuals in parallel or sequentially. Figure 3-1 illustrates the workflow for a purchase order. Choosing Assets/Systems to Include in the CMMS Choosing which assets to include in a CMMS can be a stumbling point for many organiza- tions. An organization may assume that every asset should be included in the CMMS with no real consideration of why; however, an airport has to keep in mind that both the asset and the associated data must be maintained. It is therefore advantageous to resist the tendency to over-burden the maintenance group with too much data management. Before selecting the assets to include in a CMMS, an airport should complete a “consequence of failure” analysis of their assets. How does an asset failure impact the airport, customer inter- facing, safety, cost, and the achievement of the airport’s objectives? If the failure of an asset has the potential to significantly impact the achievement of the airport’s objectives, this asset is considered a critical asset, as defined in ISO 55000 (issued in 2014). An overall maintenance program/philosophy will apply varying levels of rigor to the assets, reflecting the varying impacts of the assets’ potential failure on the airport. Many professionals shy away from implementing the Run-to-Failure (RTF) approach; how- ever, if an asset’s failure will have little impact on achieving the airport’s asset management LEVEL 1 LEVEL 0 LEVEL 0 LEVEL 2 ManagerSupervisorClerk CREATE REJECTED ACCEPTED ACCEPTED/ REJECTED Figure 3-1. Purchase order workflow.

24 Guidebook for Advanced Computerized Maintenance Management System Integration at Airports objectives, spending a significant amount of money on these assets is unjustified. If PM will not be performed on such assets, they may not need to be included in the CMMS; alter- natively, the amount of attribute information stored in the CMMS may be limited to save time and costs. For example, non-critical assets can be combined together within the asset hierarchy. Using this approach, the CMMS can capture the cost of replacement when the RTF asset fails. Airports also can consider how assets relate to each other. Single assets often are parts of an overall system. For example, the HVAC system in the airport generally will consist of numer- ous individual, interconnected, and interrelating assets. By considering how the assets relate to one another, the assets can be monitored and managed within a functional system hierarchy. The CMMS can then monitor the system rather than the individual assets. If the individual HVAC assets have been correctly set up as a system, when someone calls in a “hot” or “cold” report the maintenance department will know—based on a geographical location—which HVAC unit feeds that location and which electrical circuit it is tied to. Correctly implemented asset systems can give the airport the flexibility to incorporate more assets (and more levels of detail) in the CMMS. Federal, state, and local regulatory reporting requirements relate to some airport assets. Obvi- ously, those assets should be included in the CMMS to ensure regulatory compliance. Addition- ally, those assets that must be reported on relative to life safety and overall safety management/ incident tracking must be included in the CMMS. Necessary Steps to Integrate the Identified Assets/Systems into CMMS Several schools of thought exist when it comes to the processes and procedures for import- ing or integrating asset data into a CMMS. First, the airport must identify where the neces- sary data about the asset is located. For some assets, data can be stored and maintained in different formats and even different locations. Useful data can be found in existing systems, in documents and spreadsheets, and in electronic, hard copy, or PDF formats. How best to capture and integrate the asset information into a new or upgraded CMMS can vary, as can the associated costs. The importance of ensuring that the assets to be included have been reviewed for criticality bears repeating. It is equally important to be selective about which attribute and specification data to collect about the chosen assets. Making decisions with bad data can be worse than making decisions with no data, and choosing to collect all the data—as opposed to a strategically chosen subset of the data—comes at a cost. The data integrated into a CMMS must be verified, validated, and properly maintained to ensure its accuracy and relevancy to the airport’s overall CMMS vision and strategy. The cost- effectiveness of including specific asset data should be considered carefully. A good practice for asset data collection is to limit the data to only that which will be analyzed to inform decision making or to meet regulatory compliance. Another useful practice is to ensure that data is being collected cost-effectively and stored in a manner that ensures it will be available for analysis at the time it is required. The actual methodologies used to integrate asset data into a CMMS vary greatly in approach and cost. Relative to new assets and systems, many organizations now incorporate building information modeling (BIM) into their asset data loading processes. If it has been properly specified in the airport’s contract with the vendors, the asset data found in BIM can be directly imported into the airport’s CMMS. That said, ensuring that data from BIM can be loaded into a

Designing the CMMS with the End in Mind 25 CMMS takes a significant amount of coordination between the airport, its architects, and con- struction firms. It is the airport’s responsibility to ensure that all parties involved in the design and build process understand which assets and which associated data must be included in the BIM, including their alignment with the airport’s geographical, functional, and/or electrical location hierarchies. If BIM is not used (and in many cases this is not possible, especially for existing assets), then the alternative is to conduct a manual asset walk down/data collection program. If the airport has an existing database with current information about critical assets and their related data, it may be able to export the data from the database to a new or upgraded CMMS. No matter which method is used to populate the CMMS with asset and their related data fields, the first step should be to complete a quality control review of all existing data to ensure its accuracy and relevancy relative to the overall reporting/analytic needs of the air- port. Most organizations, including airports, have a great deal of data but very little action- able information. This is one of the main reasons why, before defining the asset data needs, the airport’s CMMS project team should conduct a complete review of the existing data requirements and look for any gaps in the data as it relates to the overall informational needs of the airport. In most cases, if the data is not available in an existing database or if the airport project team finds gaps, then a complete manual asset walk down/data collection project may be required. Performing an asset walk down is time consuming and expensive. If done properly, however, it can provide the airport with accurate asset location and attribute information. A recommended additional step is to ensure that assets are bar coded during the asset walk down. Bar coding or radio frequency identification coding of assets with the use of mobile devices can significantly reduce the time it takes to execute work orders against the assets and keep asset data current. Steps to Determine the Critical Information Needed from CMMS Determining the data needed in a CMMS is not an easy task. To ensure that the airport is making decisions based on useful/actionable information, a proper review of the overall, organization-wide information needs is best conducted prior to implementing or upgrading a CMMS. This review also helps ensure that inaccurate data will not be loaded into the CMMS. To understand the critical information the airport needs from the system, the CMMS project team should take the following steps: • Identify and understand the questions stakeholders at all levels of the airport need to have answered. The needs and overall expectations of all airport stakeholders need to be under- stood. If the information needs of the airport are understood, the project team can then estab- lish what types of asset data and attributes need to be associated to the assets and systems. It is impossible to produce quality reporting and high level analytics if the data in the system is wrong, not standardized, or out-of-date. • Consider the types of maintenance operations required for each asset, and whether the main- tenance operations are reactive or proactive. Certainly, most maintenance departments strive to be proactive and reduce the amount of emergency or break-in work. Having historical asset failure history available from the existing system is one of the keys that will help an airport move from reactive to proactive as it relates to maintenance activities. Including historical asset failure data in the CMMS significantly enhances the airport planner/scheduler’s ability to realign the overall maintenance program.

26 Guidebook for Advanced Computerized Maintenance Management System Integration at Airports Steps to Implementing a CMMS To implement a CMMS the airport will: • Select the members of the implementation team wisely, including internal and external participants and ensuring cross representation of functions and levels in the organization. • Establish a program vision statement that is inspiring to staff. • Plan and account for the time key personnel must devote to the implementation. • Consolidate, validate, and standardize all required data prior to system population. • Develop and implement system maintenance procedures prior to roll out. • Perform “just-in-time” training for personnel that will use and manage the system. • Where possible, roll out the technology in modular form. • Where possible, use off-the-shelf tools that require little or no modification to meet the airport’s goals. • Keep it simple. The following phases outline a basic CMMS Project Implementation Plan: • Initiate • Define • Develop • Validate • Deploy • Operate Figure 3-2 highlights the Initiate phase of the project. This phase covers tasks that address project logistics, project kick-off, team members’ roles and responsibilities, project schedule development, and system immersion training. The purpose of system immersion training is to educate key stakeholders and decision makers on the basic fundamentals of the software solution. This education prepares the implementation team to make the necessary decisions in the second (Define) phase of the implementation project. If the airport will use internal IT resources for the technical development of CMMS, appropriate IT staff can be represented on the project team from the beginning of this phase. If the airport will use contracted IT professionals, initial steps to identify an appropriate contractor may begin toward the end of this phase. Deliverables from this first phase of CMMS implementation involve both meetings and docu- mentation, and include: • Project kick-off meeting • Team roles and responsibilities • Baseline Project Plan (including an initial list of functional and technical requirements) • Communication Plan • System Implementation Plan • System Immersion Training Plan and subsequent training Figure 3-3 highlights the Define phase. This phase focuses on defining specific process and system objectives to cover the functional and technical requirements that have been identified in the Baseline Project Plan. During this phase, the implementation team conducts specific, Figure 3-2. CMMS implementation phases: Initiate.

Designing the CMMS with the End in Mind 27 topic-based workshops that will illuminate specific business processes and identify case scenarios within the existing systems. The workshop results are documented in a Functional Specification Document, which will serve as the basis for the technical development, testing, and training exer- cises to follow. Also during the Define phase, the implementation team will develop a Data Migra- tion Plan, a User Training Plan, and other planning documents that support upcoming activities. Deliverables from the second phase of CMMS implementation include: • Functional Requirements Workshop outputs • Functional Specification Document • Data Migration Plan • Configuration Management Plan • Validation Plan • User Acceptance Testing Plan • User Training Plan • Risk Matrix • Risk Management Plan • Updated Project Plan Figure 3-4 highlights the Develop phase of CMMS implementation. This phase starts with the development of detailed technical specifications based on the Functional Specification Docu- ment. At this point, input from the IT members of the project team or from the contracted tech- nical developers/analysts will be essential to ensure that the technical specifications align with the desired functional results. From there, the implementation team will divide the development process into scheduled “iterations” and configuration of the CMMS system will begin. Members of the implementation team should perform walkthroughs of the system development at regular intervals throughout this phase to provide iterative feedback to the technical development team. Deliverables from the third phase of CMMS implementation include: • Technical Specification Document • Installed development environment • Configuration of requirements within development environment • Data migration into development environment • Scenario-based test scripts/user acceptance test scripts • Requirements Traceability Matrix • Role-based training material • System configuration documentation • Operational Support Plan • Deployment (“Go-Live”) Execution Plan Figure 3-3. CMMS implementation phases: Define. Figure 3-4. CMMS implementation phases: Develop.

28 Guidebook for Advanced Computerized Maintenance Management System Integration at Airports Figure 3-5 highlights the Validate phase of CMMS implementation. This phase has two stages. First is the performance of a Conference Room Pilot, in which the key stakeholders of the project participate in an end-to-end walkthrough of the various use case scenarios of the fully developed system. The purpose of this exercise is to validate the system. The pilot allows the system to be analyzed from a data, integration, security, and performance perspective. Second is the perfor- mance of user acceptance testing, during which users of the system execute test scripts in a pre- production environment. After the first round of user acceptance testing, any discrepancies are addressed, and a second round of testing occurs to specifically target the remedied discrepancies from the first round. Resolution of discrepancies is documented as part of the iterative develop- ment and validation process. In addition to the two stages, the Deployment Execution Plan is reviewed and updated as necessary to address any deviations that were captured during the user acceptance testing. Deliverables from the fourth phase of CMMS implementation include: • Configured system deployed to test environment • User Acceptance Testing Summary Report • Discrepancy resolutions documentation • Updated Deployment Execution Plan Figure 3-6 highlights the Deploy phase, which includes end user training and deployment of the new system configurations to a production environment. While training exercises are ongoing, the production environment is installed and configured according to the Deployment Execution Plan. Once ready, the existing computer system is cut over to the new CMMS sys- tem, which is released to the users for live usage. Also finalized during the Deploy phase are the Operational Support Plan and a Backup and Restore Plan to handle needs that may arise once the new system is operational. Deliverables from the fifth phase of CMMS implementation include: • Operational Support Plan • Backup and Restore Plan • End user training • Executed deployment and cut over • Live CMMS system Figure 3-7 highlights the Operate phase of CMMS implementation, which includes opera- tional support. This phase includes establishing a mobile “help desk” on site and the process by which the user community can communicate with the help desk. Any needed follow-up training is identified and scheduled, issues are electronically logged, and triage is performed as needed so that each issue is managed to resolution. Figure 3-5. CMMS implementation phases: Validate. Figure 3-6. CMMS implementation phases: Deploy.

Next: Chapter 3 - Designing the CMMS with the End in Mind »
Guidebook for Advanced Computerized Maintenance Management System Integration at Airports Get This Book
×
MyNAP members save 10% online.
Login or Register to save!
Download Free PDF

TRB's Airport Cooperative Research Program (ACRP) Research Report 155: Guidebook for Advanced Computerized Maintenance Management System Integration at Airports explores the use of a Computerized Maintenance Management System (CMMS) to manage a variety of assets across a number of different airport systems. This report develops guidance on the steps necessary to implement a CMMS, factors for consideration in prioritizing which systems should be included in the CMMS using a phased approach, and the steps for integrating CMMS data into performance management and business decision making.

  1. ×

    Welcome to OpenBook!

    You're looking at OpenBook, NAP.edu's online reading room since 1999. Based on feedback from you, our users, we've made some improvements that make it easier than ever to read thousands of publications on our website.

    Do you want to take a quick tour of the OpenBook's features?

    No Thanks Take a Tour »
  2. ×

    Show this book's table of contents, where you can jump to any chapter by name.

    « Back Next »
  3. ×

    ...or use these buttons to go back to the previous chapter or skip to the next one.

    « Back Next »
  4. ×

    Jump up to the previous page or down to the next one. Also, you can type in a page number and press Enter to go directly to that page in the book.

    « Back Next »
  5. ×

    To search the entire text of this book, type in your search term here and press Enter.

    « Back Next »
  6. ×

    Share a link to this book page on your preferred social network or via email.

    « Back Next »
  7. ×

    View our suggested citation for this chapter.

    « Back Next »
  8. ×

    Ready to take your reading offline? Click here to buy this book in print or download it as a free PDF, if available.

    « Back Next »
Stay Connected!