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1 1. SUMMARY Process Definition: Program Management 1.1. This document defines the processes provided by the Program Management Team in detail The relationship between this Business Unit process and the other Business Unit processes within the Facilities and Services Division (F&S, or the Division) management system is illustrated in the process flow map included in the Quality Manual. 2. REVISION AND APPROVAL Rev. Date Nature of Changes Approved By 0 20/12/2016 Original Issue Darren Knights 1 17/01/2017 Delete reference to: QMS-FS-PRF , and Added para David Glavas 2 12/04/2017 QMS Revision David Simpkins 3 14/02/2018 Annual Review David Simpkins 4 5/11/18 QMS Revision, update QMS-FS-PRF-004, QMS- FS-PRF and QMS-FS-PRO and QMS-FS-PRF David Simpkins 3. PROCESS DEFINITION 3.1. The Program Management Team provides services including, but not limited to: Building and infrastructure asset documentation Strategic planning and scheduling of preventative maintenance MUL management (contractor multi user list) Asset and maintenance reporting Contract management AMS set-up and configuration Maximo client information & support Maximo systems administration 4. BUSINESS UNIT PROCESS OBJECTIVES AND METRICS 4.1. The Program Management process objectives and metrics have been derived from, and align with, the Goals detailed in the F&S 2018 Strategic Business Plan The objectives for the Program Management process are defined in detail below and reviewed during the conduct of quarterly management reviews; see the documented procedure Management Review. Page 1 of 13

2 4.3. In addition, each process objective has at least one metric (or KPI) with which management can measure the effectiveness of the Business Unit process. These are also defined below and reviewed quarterly in records of management reviews. Goal 1 Identify reporting metrics for the PM business unit (Meets F&S Divisional Goals 4) Team Objective KPI Lead By By When Plan and oversee programmed maintenance Develop and maintain KPI reporting framework Analysis of Maintenance service delivery Programmed maintenance plan implemented Implement MAXIMO dashboards and review annually Data analysis and identification of business improvement initiatives PM & PScO PM & SAIO PM & SAIO Quarterly Post review of F&S BP or as req d Post review of F&S BP/OP or as req d Goal 2 Progression to ISO 9001 quality management (Meets F&S Divisional Goal 1, 2 & 4) Team Objective KPI Lead By By When Develop MUL compliance process Develop WHS compliance process Embed MUL compliance process in MAXIMO Implemented with MAXICLOUD solution PCAO QTR PM Post MAXICLOUD Implementation Interim WHS Compliance process PM Mid QTR Goal 3 Develop an asset data governance structure (Meets F&S Divisional Goals 4) Team Objective KPI Lead By By When Develop asset analytics Implemented prior to and during MAXICLOUD solution 5. PROCESS OWNERS AND RESPONSIBLE PARTIES SAIO & PM QTR The owner of this process is the Program Manager. The Program Manager reports to the Associate Director - Maintenance and is a key member of the leadership group within the Maintenance Portfolio The Program Manager is responsible for the programmed maintenance function and management of staff and services provided by the Program Office team. This includes, but is not limited to, scheduling program maintenance and minor capital works activities, asset data collection and analysis, asset planning and management, and maintenance contract administration Under the broad direction of the Associate Director - Maintenance, the Program Manager is responsible for: Leading, managing and coordinating the maintenance program for the University including, but not limited to: Page 2 of 13

3 o o o o statutory and preventative maintenance, minor capital works, and back log maintenance across ANU sites. Maximo training & support Providing high level effective leadership, management and guidance to staff within the Program Office to foster a high professional standard of client service delivery, ensure staff performance is effectively managed, skills are developed, relevant training is completed, and deadlines/objectives are met. Using a risk-based approach to maintenance services, provide expert and specialist program management advice to the Division's Senior Management Team and, as required, to relevant College and Service Division personnel and other key University stakeholders. Working in conjunction with the Associate Director - Maintenance and other staff, as appropriate, to deliver and manage the University's infrastructure and assets consistent with the asset life cycle model. Analysing trends in maintenance service delivery and recommending business improvement initiatives. Developing, implementing and managing relevant standard operating processes, procedures and KPIs in relation to the University maintenance program to ensure asset data is captured and maintained and supports high quality service provision and continuous business improvement. Effectively managing maintenance contractors via the University's Multi User List, ensuring contractor compliance and effective application of ANU's procurement policies, procedures and governance arrangements. Working effectively as a member of the Maintenance Portfolio leadership team to improve, plan and deliver University maintenance services. 6. TYPICAL PROCESS INPUTS 6.1. The typical required inputs for the Program Management processes are: Technical information needed: Asset data Legislative and statutory compliance requirements Trade based knowledge Technical drawings Commissioning documentation and specifications Project information Standards and codes Post-occupancy evaluations Contracts, budget and procurement information Operating and Maintenance Manuals Page 3 of 13

4 Maintenance related ANU corporate knowledge New maximo users Maximo faults Resources needed: MAXIMO Asset and Maintenance Management System Mobile phones PCs and laptops/tablets MS Office suite of programs Specialised software (ES financials, ERMS, Archibus, GIS) ELMO contractor online induction register Maximo 7.6 BPD Zenith technical support DataSplice Personnel needed: The Program Management Team comprises 5 full-time positions, one currently vacant, as detailed below: Position Level SM1 ANU08 ANU07 ANU05 ANU07 ANU05 Position Title Program Manager (PM) Systems Officer Program Scheduling Officer (PScO) Program and Contract Administration Officer (PCAO) Senior Asset Information Officer (SAIO) Asset Information Officer (AIO) Special training needed: MAXIMO User MS Excel User MS Visio User Procurement training Governance and administration SQL Queries Cognos reporting BIRT Reporting MAXIMO User MAXIMO 7.6 Scheduler Page 4 of 13

5 MAXIMO 7.6 HSE MAXIMO inspection module DataSplice 7. TYPICAL PROCESS STEPS 7.1. Program Management processes cover the following functional activities, and are captured in the process flow charts attached herein: QMS-FS-PRF Contracted Preventative Maintenance QMS-FS-PRF Asset Data to Preventative Maintenance QMS-FS-PRF Preventative Maintenance Scheduling QMS-FS-PRF Program Management Overview QMS-FS-PRF Contracted Maintenance Invoice Reconciliation QMS-FS-PRF Granting Access to Maximo Database 7.2 The following documents are used by the Program Management team: QMS-FS-PRO Scheduled & Unplanned Outages QMS-FS-WIN Asset Management Information System Change Management and Control Guidelines 7.3 Program Management also refer to a number of processes and documents that are captured within other Business Unit Process Definition Documentation, and include: QMS-FS-PRF Scheduled & Unplanned Outages QMS-FS-PRF Contracted PM QMS-FS-PRF n-contracted PM/STAT Maintenance QMS-FS-PRF E&TS Technical Assistance QMS-FS-PRF-62-TBD Contracted PM QMS-FS-PRF Service Request QMS-FS-PRF Priority WO Creation QMS-FS-PRF Priority 1 to 4 Work Order QMS-FS-PRF Tender Process Page 5 of 13

6 Contracted Preventative / Statutory Maintenance QMS-FS-PRF _Rev 3_ Program Office Review WO, submit to Services Contractor, change to INPRG Create Work Order from Preventive Maintenance Program Start Check and review invoice against Service Contract Approve Invoice End Service Delivery Supervisor Supervisor cc ed on ed PM Work Order Save to Shared Drive Attach Service Report to W/O Review Service Report & Invoice - Review Invoice - Set Financial Delegation to Program Contracts Admin - Approve Invoice Generate TAR via Child SR Process Corrective Works Identified? Major Major or Minor? Minor Raise Child SR against original W/O & Asset. Service Request QMS-FS-PRF MUL Services Contractor Review Preventative Maintenance Work Order Assign Resources Create & Service Report Schedule & Execute Works as per Service Level Generate Labour & Materials Invoice CM Work Order E&TS Receive W/O Investigate, Scope and Plan CM W/O Or Tender? Tender Process QMS-FS-PRF Page 6 of 13

7 Asset Data to Preventative Maintenance Program QMS-FS-PRF _Rev 4_ Start Generate Electronic Data Capture Template Asset Information Officers SR Priority 1 to 4 Work Order QMS-FS-PRF Work Order PM required? NO n-transactional data recorded in AMS asset register, MAXIMO End New or Generic Job Plan? NEW E&TS Technical Assistance QMS-FS-PRF Assign asset, work type, Job Plan, route, extra detail, PM/Statutory Maintenance via QMS-FS-PRF or QMS-FS-PRF Program Scheduler GENERIC Job Plan Create New PM Schedule Page 7 of 13

8 Preventative / Statutory Maintenance Scheduling QMS-FS-PRF _Revision 2_ Run PM s Application Preventative Maintenance Run PM s Generate WO s by due date + lead time Program Scheduler Export ncontracted WSCH Work Orders MAXIMO Application - WO Tracking Import Schedule Work Resource / Priority /Start Date/ MUL availability MUL? NO YES Sent to contractor, cc ed to Supervisor and changed status to INPRG Service Delivery Fire Impairment AED/First Aid Review WSCH WO s with Service Delivery Supervisors SDT n-contracted PM/ STAT Maintenance QMS-FS-PRF Contracted PM QMS-FS-PRF Contracted PM QMS-FS-PRF-62-TBD Contracted PM QMS-FS-PRF-71-TBD Page 8 of 13

9 Program Management Overview QMS-FS-PRF _Rev 5_ Start Customer Feedback QMS-FS-PRO Granting Access to Maximo Database QMS-FS-PRF Asset Asset Data from: - Client, Projects, SDT, ETS, etc Contract Administration QMS-FS-PRF-64-TBD Procurement Planning QMS-FS-PRF Program Office Asset Data to PM QMS-FS-PRF PM Scheduling QMS-FS-PRF Contracted PM QMS-FS-PRF Contracted Maintenance Invoice Reconciliation QMS-FS-PRF Asset Assurance QMS-FS-PRF-64-TBD Reporting ADM/SMT/ Managers & Clients QMS-FS-PRF-64-TBD End All Supervisors (Teams) AMS MAXIMO Page 9 of 13

10 Contracted Maintenance Invoice Reconciliation QMS-FS-PRF _Revision 0_ ES Financials Receives invoice via Approve payment End Contract Administrator Approve Invoice? Mark as In Dispute, add comments Finance Process TBD Mark Original Invoice as Deny, add comments Add invoice lines, create journal entry as applicable Reconcile against contract Contact Contractor to discuss Escalate to Finance? Service Delivery Mark as Goods received ok to pay Assign PCAO as financial delegate Confirm payment Approved Contractor Discuss Invoice discrepancy Invoice remains In Dispute Submit invoice for correct amount to ES Financials Change Invoice? Page 10 of 13

11 Granting Access to Maximo Database QMS-FS-PRF Rev Start Manual Request in Service w Check ESP request form attached how to register in HR System Schedule training Send system generated to attendees Maximo form and details on how to register in HR System Systems Officer Must have access to: All Maximo Databases ESP webtools HR Management System Check HR System Register (weekly) Check HR System to ensure registration ITS add to production database Check Access in ESP Webtools Grant Maximo Access to training database Add to Maximo list Activate account, user collects password from ITS, W.K Hancock - West End Page 11 of 13

12 8. TYPICAL PROCESS OUTPUTS 8.1. The typical results (outputs) of the process are as follows: Product produced: Maintenance Reports Asset information Job plan Preventative maintenance schedule Contract assurance reporting Documents or technical information produced: Asset register Asset technical info Maintenance schedule Defect report Records produced: Work orders Contract docs Service report CMP reports Services produced: maintenance info asset info and reports contract management Page 12 of 13

13 9. RELATED RISKS 9.1. Management may elect to conduct a formal risk assessment for any of the risks identified in the table below; the preferred method of risk assessment is the ANU Risk Management Framework. Risk Likelihood Consequence Assessment Score Mitigation Untrained personnel not following procurement guidelines Possible Major High - Appropriate and relevant training provided - Delegation limits adhered to - Responsibilities clearly defined and understood - PDR s reviewed and agreed with PM staff Incorrect or inaccurate asset data Likely Catastrophic Extreme - Develop and implement an asset data governance structure - Conduct routine assurance checks of asset data for relevance and accuracy - Establish an F&S Asset Data Requirements program Contract non-compliance Possible Catastrophic High - Implement a MUL Contract Assurance Plan - Develop and implement a contract assurance process and schedule Incorrect job prioritization leading to BAU disruption for our clients Possible Major Moderate - Timeliness of corrective actions and/or preventative maintenance activities - Scheduling remediation of issues with planned PM works where appropriate MAXIMO not configured correctly Possible Minor Low - Ensure MAXIMO reports support decision making within F&S - Review reporting capabilities of current version of MAXIMO against reporting capabilities of the MAXICLOUD solution - Develop MAXIMO/MAXICLOUD system change request and approval process Page 13 of 13