UNCONTROLLED WHEN PRINTED

Transcription

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 Deleted reference to: - QMS-FS-PRF , - QMS-FS-PRF , and - QMS-FS-PRF Added para David Glavas 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 2016 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 11

2 Goal 1 Identify reporting metrics for the PM business unit (Meets F&S Divisional Goals 1 & 2) Team Objective KPI Lead By By When Plan and oversee programmed maintenance Develop Contract Management Plans (CMP s) Programmed maintenance plan implemented PM & PScO Ongoing Rollout of CMPs in MAXIMO PM & PCAO 3 rd QTR 2016 Goal 2 Progression to ISO 9001 quality management (Meets F&S Divisional Goal No. 2 & 3) Team Objective KPI Lead By By When Document program management business unit processes and procedures Implement a statutory and legislative compliance process for preventative maintenance Develop MUL compliance process Develop WHS compliance process Approved program management processes and procedures Programmed statutory and legislative maintenance captured in MAXIMO Embed MUL compliance process in MAXIMO Implemented with MAXICLOUD solution PM 04/10/2016 PM PCAO PM Ongoing & updated annually Ongoing Ongoing Goal 3 Develop an asset data governance structure (Meets F&S Divisional Goals 3 & 4) Team Objective KPI Lead By By When Define & formalise an asset structure Develop standard asset data capture process Asset data capture and entry in Maximo Develop asset analytics Adopted and implemented asset structure Data capture template developed and implemented Establish asset data capture template Implemented with MAXICLOUD solution SAIO 4 th QTR 2016 SAIO 3 rd QTR 2016 SAIO 4 TH QTR 2016 SAIO & PM PROCESS OWNERS AND RESPONSIBLE PARTIES 5.1. 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 planning and management, and maintenance contract administration. Page 2 of 11

3 5.3. 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. 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 Page 3 of 11

4 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 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 SQL Queries Cognos reporting BIRT Reporting MAXICLOUD User MAXICLOUD Scheduler Page 4 of 11

5 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 Asset Data Assurance (TBD) Page 5 of 11

6 Contracted Preventative / Statutory Maintenance QMS-FS-PRF _Revision 1_ Program Office Review Work Order, submit to Services Contractor Create Work Order from Preventative Maintenance Program Start Check and review invoice against Service Contract Approve Invoice No End Service Delivery Supervisor 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? Yes Major Major or Minor? Minor Raise Child SR against original W/O & Asset No. 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 Page 6 of 11

7 Program Management Asset Data to Preventative Maintenance QMS-FS-PRF _Revision 0_ Asset Information Officers Start Work Order Generate Electronic Data Capture Template PM required? NO Assign: 1. Asset location 2. Extra asset details 3. GL code 4. Set PM frequency 5. Route (if required) 6. Work type (PM/STAT) Non-transactional data recorded in AMS asset register, MAXIMO End CRT QMS-FS-PRF Client SR from Client Program Scheduler New or Generic Job Plan? GENERIC NEW New job plan - recommended servicing schedule / ETS Job Plan Assign asset, work type, Job Plan, route, extra detail, Create New PM Schedule Preventative Maintenance Scheduling Page 7 of 11

8 Preventative / Statutory Maintenance Scheduling QMS-FS-PRF _Revision 1_ Run PM s Application Preventative Maintenance Run PM s Generate WO s by due date + lead time Program Scheduler Non Contracted work orders MAXIMO Application - WO Tracking Contracted work orders Sent to contractor, cc ed to Supervisor and changed status to INPRG YES Review WAPPR WO s with Service Delivery Supervisors Schedule Work Resource/Priority/ Start Date/MUL availability Send to contractor NO SDT Non- Contracted PM QMS-FS-PRF- 61-TBD Contracted PM QMS-FS-PRF Page 8 of 11

9 Program Management Overview QMS-FS-PRF _Revision 1_ Start PM Required? Asset Data from: - Client, Projects, SDT, ETS, etc Procurement Planning QMS-FS-PRF Contract Administration QMS-FS-PRF-64-TBD Program Office NO YES Asset Data to PM QMS-FS-PRF PM Scheduling QMS-FS-PRF Contracted PM QMS-FS-PRF Non-Contracted PM QMS-FS-PRF-64-TBD 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 End All Supervisors (Teams) AMS MAXIMO Page 9 of 11

10 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 10 of 11

11 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 (9) - 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 (12) - 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 (8) - 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 (6) - 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 (2) - Ensure MAXIMO reports support decision making within F&S - Review reporting capabilities of current version of MAXIMO against reporting capabilities of the MAXICLOUD solution Page 11 of 11