Program Update Implementation (Test) Phase June 28, 2017 GENERAL SERVICES DEPARTMENT Facilities Management Division CAMPS-NM PROOF (Process Reengineering & Optimization of O&M Functions for New Mexico) Project Program Update Implementation (Test) Phase June 28, 2017

CAMPS-NM PROOF Project Goals & Objectives Ability to track Total Cost of Ownership and Total Cost of Maintenance down to the Asset Level Integrate O&M Support Systems with Asset, Project and Business Operations functions Deploy Mobile Computing in support of: Electronic Work Dispatch Reprioritizing work based on emergent conditions Capturing work performed Real time reporting of work completed Define and implement Key Performance Indicator (KPI) Reports: Maintenance – Wrench-Time, % W/O’s completed w/in required time frames by priority, type and work group Warehouse Management – Inventory Turns, shop stock control, inventory control, transfers and loss control metrics Define requirements for transaction-based interfaces/queries to SHARE (Deployment following SHARE Upgrade)

CAMPS-NM PROOF Overview Scope expanded to Include Development of O&M Standard Operating Procedures (SOPs) and Warehouse Reorganization Key Performance Indicators Defined: Invoice Accuracy Wrench Time Maintenance Cost per Square Foot Schedule and PM Compliance Procurement Cycle Action Items – 127 Opened; 116 Closed; 0 Overdue Schedule / Budget Slightly Ahead of Schedule and Budget No Contingency Funds Utilized to this Point

CAMPS-NM PROOF Schedule

CAMPS-NM PROOF Accomplishments Completed Business BluePrint (BBP) Sessions Work Management, Preventive Maintenance, Inventory, Purchasing and Accounts Payable No Customization Business BluePrint Report (BBPR) Approved 11/30/16 (Design) Developed 27 Standard Operating Procedures Expanded Payment Application SHARE Query to include O&M Defined Five (5) Operational Reports & Eight (8) KPI Reports Reorganized Warehouse Conducted Road Shows for FMD, Steering Committee, LFC & DFA Installed AiM Version 9.0 and FiRE for O&M in TEST & TRAIN Environments Developed 158 Test Cases Developed Requirements Traceability Matrix (RTM) with 100% Requirements Coverage 72% Complete, 69% Spent (Labor) as of 06/23/17 Cost Performance Index of 1.05

CAMPS-NM PROOF Risk Management Prob. Impact Rating Contingency Plan Mitigation Plan Planner / Scheduler position goes un-filled - work planning and scheduling processes have been defined based on the assumption that a Planner / Scheduler position will be created and filled during the project lifecycle. If not filled, alternative roles must be assigned to those tasks that would otherwise be performed by the Planner / Scheduler Expected Med. 0.41 Alternative flows were defined at the conclusion of the BBP Sessions to account for this risk. In the event that the Planner / Scheduler position is not authorized and filled, there would be some impact in terms of optimizing the planning and scheduling functions, but an alternative approach is in place. Continue emphasizing the need for the position, and work with leadership and the State Personnel Office to get the position authorized and filled in time to support PROOF-NM Project implementation. Adoption and use of the AiM Modules may be hindered through resistance, or end users who seek to find work-around methods rather than utilize the system as designed Likely 0.30 Should this risk manifest, options will be considered including retraining of staff, scaling back scope and staging the roll-out across the business to increase adoption Mitigation Strategy: A multi-faceted approach will be employed to mitigate this risk, given the significance of the possible impact. Elements of the mitigation strategy include the following: 1. Communication roadshows conducted regularly 2. Identification / Leverage early adopters 3. ‘Weekly Talking Points’ memo produced and distributed by the Project Manager to all stakeholders detailing project accomplishments, plans, and decisions made each week. Loss or replacement of project sponsors - impact on business ownership, participation, support and adoption. Impacts can include reduced benefits recognized or delayed, training attendance, and utilization of the system by end users and management alike Possible Medium 0.19 If project sponsors are changed, we will engage the new leadership as soon as possible following the change, and work to enroll them as a sponsor and champion of the PROOF-NM 1. Developed vision documents for each process area 2. O&M Bureau Chief to participate in all BBP Sessions 3. Ensure that any changes in leadership following BBPR approval have the understanding that changes subsequent to BBPR approval are subject to the Change Management process and Steering Committee Approval. 4. Integrate project deliverables and support of the system and workflows into individual performance goals.

CAMPS-NM PROOF Project-Budget Project Appropriation   $1,960,200.00 Encumbered ($1,870,009.33) Uncommitted Balance/Contingencies $90,190.67 Paid Expenditures ($1,022,157.04) Open Encumbrances ($847,852.29) Anticipated Expenditures ($1,960,200.00)

Opportunities Moving Forward Provide access to Risk Management Division to developed system capabilities to support GSD Incident Reporting, Semi- Annual Self Inspections, & System of Record for Evacuation Plans related to FMD owned buildings Expand to include Santa Fe DPS Campus – pending FMD Maintenance MOU Explore/Leverage Interface/Query Opportunities with SHARE (NM ERP) Financials

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