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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 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 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 2017 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 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. Page 1 of 14

2 Goal 1 Identify reporting metrics for the PM business unit (Meets F&S Divisional Goals 3 & 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. 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 Goal 3 Develop an asset data governance structure (Meets F&S Divisional Goals 1 & 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: o o o statutory and preventative maintenance, minor capital works, and back log maintenance across ANU sites. Page 2 of 14

3 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 Maintenance related ANU corporate knowledge Resources needed: MAXIMO Asset and Maintenance Management System Mobile phones Page 3 of 14

4 PCs and laptops/tablets MS Office suite of programs Specialised software (ES financials, ERMS, Archibus, GIS) ELMO contractor online induction register Personnel needed: The Program Management Team comprises 5 full-time positions, one currently vacant, as detailed below: Position Level SM1 ANU07 ANU05 ANU07 ANU05 (Vacant) Position Title Program Manager (PM) 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 7. TYPICAL PROCESS STEPS SQL Queries Cognos reporting BIRT Reporting MAXICLOUD User MAXICLOUD Scheduler 7.1. Program Management processes cover the following functional activities, and are captured in the process flow charts attached herein: QMS-FS-PRF Preventative or Statutory Maintenance 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 Backflow Prevention Test Report & Reconciliation QMS-FS-PRF Backflow tification or Requirement to Test 7.2. Program Management processes to be developed: QMS-FS-PRF-64-TBD Contractor Backflow Test Reporting Page 4 of 14

5 Contractor Service Delivery Program Office ETS Team Client Relationship FACILITIES AND SERVICES DIVISION Program Office Preventative and/or Statutory Maintenance QMS-FS-PRF _Rev 1_ Raise Corrective Action Request (CAR) QMS-FS-FRM Are there gaps in the process? Client Satisfaction Review E&TS TAR Process QMS-FS-PRF Determine - Preventative or Statutory? Raise Service Request Review WO or TAR? TAR WO Supervisor Assesses Job Requirements Staff or Contractor? Staff Allocate Resources and Complete Works Generate Service Report Work Complete? Mark WO as Completed in Maximo (including Fault Codes) Contractor Conduct Physical Audit of Percentage of completed WO s Review Invoice and attach Service Report to WO Raise Child SR from Original WO Work Order SDT QMS-FS-PRF Review WO Allocate Resources and Complete Works Generate Service Report & Labour / Materials Invoice Issue Invoice Page 5 of 14

6 E&TS MUL Services Contractor Service Delivery Supervisor Program Office FACILITIES AND SERVICES DIVISION Contracted Preventative / Statutory Maintenance QMS-FS-PRF _Rev 3_ 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 Supervisor cc ed on ed PM Work Order Save to Shared Drive - Review Invoice - Set Financial Delegation to Program Contracts Admin - Approve Invoice Corrective Works Identified? Major or Minor? Minor Attach Service Report to W/O Review Service Report & Invoice Generate TAR via Child SR Process Major Raise Child SR against original W/O & Asset. Service Request QMS-FS-PRF Review Preventative Maintenance Work Order Create & Service Report Generate Labour & Materials Invoice CM Work Order Assign Resources Schedule & Execute Works as per Service Level Receive W/O Investigate, Scope and Plan CM W/O Or Tender? Tender Process QMS-FS-PRF Page 6 of 14

7 Program Management Asset Data to Preventative Maintenance QMS-FS-PRF _Revision 1_ Asset Information Officers Start Generate Electronic Data Capture Template Assign: 1. Asset location 2. Extra asset details 3. GL code 4. Set PM frequency 5. Route (if required) 6. Work type (PM/STAT) Work Order PM required? NO n-transactional data recorded in AMS asset register, MAXIMO CRT Priority 1 to 4 Work Order QMS-FS-PRF Client SR from Client Program Scheduler New or Generic Job Plan? GENERIC NEW E&TS Technical Assistance QMS-FS-PRF Job Plan Assign asset, work type, Job Plan, route, extra detail, Create New PM Schedule PM/Statutory Maintenance via QMS-FS-PRF or QMS-FS-PRF Page 7 of 14

8 SDT Program Scheduler FACILITIES AND SERVICES DIVISION 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 MAXIMO Application - WO Tracking MUL? YES Export ncontracted WSCH Work Orders Import Schedule Work Resource / Priority /Start Date/ MUL availability NO 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 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 14

9 All Supervisors (Teams) Program Office FACILITIES AND SERVICES DIVISION Program Management Overview QMS-FS-PRF _Rev 3_ Start Asset Customer Feedback QMS-FS-PRF-64-TBD PM Required? Asset Data from: - Client, Projects, SDT, ETS, etc Contract Administration QMS-FS-PRF-64-TBD Procurement Planning QMS-FS-PRF NO YES Asset Data to PM QMS-FS-PRF PM Scheduling QMS-FS-PRF Contracted PM QMS-FS-PRF n-contracted PM QMS-FS-PRF Asset Assurance QMS-FS-PRF-64-TBD Recorded in AMS asset register, MAXIMO Draw asset data for corrective maintenance from SR Priority WO Creation QMS-FS-PRF & QMS-FS_PRF Reporting ADM/SMT/ Managers & Clients QMS-FS-PRF-64-TBD AMS MAXIMO Page 9 of 14

10 Contracted Maintenance Invoice Reconciliation QMS-FS-PRF _Revision 0_ ES Financials Receives invoice via Approve payment 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 14

11 Engineering & Technical Services ACT Government Service Delivery Team Program Maintenance FACILITIES AND SERVICES DIVISION Backflow Prevention Test Report Submission & Reconciliation QMS-FS-PRF _Rev 0_ Start Run Backflow (B/F) Planned Maintenance (PM) Schedule Reconcile changes against Asset and PM Schedule Reconcile invoice against B/F Submissions Approve ACT Government Invoice tify PM team of required changes B/F Report Complete? Work Order (WO) generated to run B/F Prevention Test PM requires adjustment? Write report of B/F Prevention Test results Sort Test Reports: block & section & licensed plumber Submit B/F Prevention test Report to ACT Government Attach B/F Report to admin WO and record Labour Generate B/F Submission Reports and Invoice ANU B/F Submission Reports & Invoice (SDT & PM) File B/F Submission Reports Page 11 of 14

12 Engineering & Technical Services ACT Government Service Delivery Team Program Maintenance FACILITIES AND SERVICES DIVISION Backflow tification or Requirement to Test QMS-FS-PRF _Rev 0_ Check and update MAXIMO if necessary Internal data correct? Inform ACT Gov of correct data Generate Requirement to Test B/F Work Order Reconcile changes against Asset and PM Schedule Reconcile invoice against B/F Submissions Approve ACT Government Invoice Work Order (WO) generated to run B/F Prevention Test tify PM team of required changes B/F Report Complete? Reconcile ACT Gov Data? PM requires adjustment? Write report of B/F Prevention Test results Sort Test Reports: block & section & licensed plumber Submit B/F Prevention test Report to ACT Government Attach B/F Report to admin WO and record Labour Check MAXIMO and reconcile Asset Data against ACT Gov data tification or Requirement to Test received from ACT Government to PM Raise tification or Requirement to Test Start Correct Asset Data in ACT Gov system Generate B/F Submission Reports and Invoice ANU B/F Submission Reports & Invoice (SDT & PM) E&TS File B/F Submission Reports Page 12 of 14

13 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 13 of 14

14 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 14 of 14