Use of Integration PM-PS for Effective Long-Term Planning

Transcription

1 Use of Integration PM-PS for Effective Long-Term Planning Joseph Layani, PMP Société de Transport de Montréal Montreal Transit Commission Produced by: Supported by:

2 What I ll Cover Introduction & Overview Trigger points & Key challenges Journey to Success Integration Process and Achievements Key points to Take Home Questions

3 Introduction & Overview STM in numbers 405 million of transits per years 9600 employees 2 main operational branches: Buses and Subway Total assets values: > 14 billions US$ o Buses (1700 on 210 lines), o Infrastructures ( > 200 locations all over the city of Montreal) o Subway fixed assets (5 lines, 68 stations) o Rolling stocks ( >760 subway cars)

4 Introduction & Overview SAP-EAM at STM in numbers PM for the maintenance of : o Buses (since 2002), o Infrastructures (since 2006) o Subway fixed assets (since 2010), o Rolling stocks (on-going project) Portal is used by maintenance end-users BW and BI-BO for KPIs production PS for Infras. projects only (since December 2012)

5 Slide 5 SAP-PS for Infrastructure projects lifecycle Project Initialization Project control Report in CO (Internal order) once a month Project Planning Based on engineers estimates In a third party software by projects coordinators (Eng. Dept.) Maintenance Planning Project Closing Project execution External : PO to contractors in MM-SRV and Serv. entry Internal : PM work orders by maintenance planners In SAP-PM Based on Maint. Plans simulation, breakdown estimate & projects Use of Maintenance Work Centers

6 Long term planning process Infrastructure Projects planners PM work orders Preventive maintenance backlog (hours/wc) Preventive maintenance ( hours / work centers) PM task lists Infrastructure Maintenance planners Estimated projects work hours for internal resources Overall needed working hours Infrastructure Maintenance Manager Corrective maintenance (hours /WC) based on historic data PM work orders

7 Trigger points Maintenance Engineering Lack of integration : Maintenance vs. Engineering Impossible to compare project estimates, made in the third party software, with the planning made in PM o High level work area vs. PM work centers o Annual Maint. team capacity allotted to projects : imprecise Impossible to adjust the planned vs. actual o Only CO reporting, by the end of the posting period, for cost reporting no advancement calculations

8 Key challenges Simplify the projects planning process Productivity improvement for the Eng. Group Match the project resource plan with PM capacity More accurate human resource planning Get a complete view of assets costs (by locations) Consolidation of project and maintenance costs per FL

9 SAP-PS project Roadmap o Implement SAP-PS as a project planning tools o Get rid of the 3 rd party software o Convert more than 400 active projects o Develop a combined capacity management o Create relevant reporting and KPIs Kick-off Blueprint (PS & BI) Realization and tests Conversion & user training Support & BI deployment October 2011 May 2012 (6 months) September 2012 (5months) November 2012 (2 months) December 3rd 2012

10 Important Considerations Change management Planning tool : Department for infra. projects PS Cost collectors : Finance department follow Infra. projects with WBS instead of internal orders Work Centers usage: Maintenance planners have to share their PM work centers with Project planners Implication of High Management (communications) Compose a Project team with Maintenance, Engineers and Finance members

11 Technical considerations Use of PM-PS integration points WBS elements are linked to the FL on which the project is performed Project activities for internal resources are planned with a control key that allows capacity requirement PM order affectation to projects leads to an automatic replacement of the activity control key (no capacity req.) Work Centers usage must be changed from Maintenance usage to All task list types usage

12 Results Business process integration Project Functional Location Infrastructure Maintenance planners Infrastructure project planners WBS Network Activity (Internal labor) Link Maintenance Order for projects Long term project planning Work Centers Short term planning

13 Results Business process integration Project WBS Functional Location Capacity requirement is disabled for project activity Network Activity (Internal labor) Work Centers Maintenance Order for projects Infrastructure project planners Short term planning Infrastructure Maintenance planners

14 Long term planning process - improvement PM Backlog for preventive maintenance (hours/wc) Calculated PM work hours for preventive maintenance PM/ BW Infrastructure Projects planners Infrastructure Maintenance planners PS Estimated projects work hours for internal work centers Total work hours Estimated corrective work hours /WC based on historic data PM (Planned) BO Infrastructure Maintenance Manager

15 More accurate Capacity estimate Project planners Are able to give to the maintenance sections o An estimate based on all project activities using the same work centers as the maintenance dept. (Electricians, Mechanics, Plumbers ) Are able to use PM historic data to plan new projects o Work centers utilization in PM orders related to projects Are able to adjust project plans according to maintenance section work load capacity leveling

16 More effective decision making Maintenance managers Are able to challenge their participation to projects in regard to their preventive vs. curative objectives o By using overall projects analysis and regular PM reporting Maintenance planners Are able to react to change of project timeframe o Overall work hours needed is adjusted once a month

17 Slide 17 Short term planning process Project work orders are created at the right time no more floating orders in the system PM order capacity requirements replace the initial PS activity capacity requirement No duplication of resources requirement in the project

18 Configuration point Slide 18

19 Our way to EAM consolidation Use of Functional location in PS Complete Cost analysis per FLOC includes PS data o Investment planning per location Maintenance deficit reduction Asset lifecycle evaluation Definition of an Asset Health indicator o based on BW data and BO reporting

20 Key Points to Take Home Gap Reduction between 2 planning groups Integration leads to interactions Better Productivity o Work centers resources integration o Functional location object integration More decision making tools Better project execution follow up o Standard PS, BW and BO reporting and analysis Change management consideration o Communication and User training is the key of success o Test team must involve a large panel of end-users

21 Slide 21 Thank you Questions

22 Joseph Layani, PMP Société de Transport de Montréal Produced by: Supported by: