Implementation in Theory & Practice

Implementation The Theory The Practice Remedies The Promises of CMMS The Implementation Process Roles & Responsibilities The Philosophy of CMMS The Practice Costs of Implementation Barriers to Successful Implementation Resistance to Change & Rejection Falling Short of the Goals “Feeding the Monster” Remedies Effective Training Continuing Improvement

Implementation Implementation Defined: The post-sales process of guiding a client from purchase to use of the software they’ve purchased.

Implementation Goals Improved Efficiencies: Key Performance Indicators: Critical equipment availability Mean time between failures (MTBF) Maintenance backlog Equipment downtime Criticality Cost Analysis Trend Analysis Improved Efficiencies: Asset Management Work Management Scheduled Preventative Maintenance Maintenance Cost Tracking Automated & Advanced Reporting Systems Integrations Organizational Communications Process Improvement

Implementation Process Analysis Design Configuration Deployment Operation Knowing what you need to do 5 Stages of Implementation Determine how to do it with new tools Adapting the New Tools This could be a ‘formal’ or ‘informal’ process Adopting the New Tools These could be applied in a phased approach, department-by-department or process-by-process Getting it Done

Knowing what you need to do Implementation Process Analysis Design Configuration Deployment Operation Analysis = Preliminary Knowledge Transfer Sales Transfer to Implementation ‘Diagnostic’ (RFP, sales & purchasing) chore results in a Scope Of Work. Kickoff Meeting on-site: Comprehensive Product Overview Lucity demo Discussion of CMMS Discussion of hardware/network requirements Evaluate current client business processes… the ‘general’ work flow within an organization “Codify” work into Lucity’s Work Flow Setup codes Understand goals of CMMS and needed output – begin with the end in mind Knowing what you need to do Nothing decided here is written in stone

Knowing how to do it with the new tools Implementation Process Analysis Design Configuration Deployment Operation Design = Identifying Means of Managing Process Requirements Design Specifications vs. Existing Tools Auto-Notifications Specialized filter functionality Spring clean-up & other special processes Filters for ‘informal’ work routing Formal Work Routing Custom Integration Design Identify weaknesses in existing client data Keep the end goals and needs in mind Knowing how to do it with the new tools Design process may be formalized or not

Implementation Process Analysis Design Configuration Deployment Operation Configuration = Application of What’s Been Learned Software Installation Data Migration Improve existing data first (if necessary and possible) Convert existing Data – iterative process of re-conversion & review Schedule data load upon final approval Software Configuration Administrative training (Lucity Web, GIS admin, etc.) Configuration by both Implementer & Client Admin(s) Typical chores: Security, Dashboards Configure with end goals in mind Adapting the New Tools The devil is in the details

Implementation Process Analysis Design Configuration Deployment Operation Deployment = Change Management Testing the New System Are we achieving our goals? Tweaking the New System Transition to the New System  Go-Live End-User Training Schedule for Launch Final Data Migration Launch Support Follow-up Training & Ongoing End-User Support Adopting the New Tools “Nothing diminishes anxiety faster than action.” -Walter Anderson

Implementation Process Analysis Design Configuration Deployment Operation Operation = Using of New Tools After Launch Effort Observe & Guide System Usage Provide Users Feedback & Support Capitalize on CMMS: Maintenance Reporting (KPIs) Asset Reporting (Cost Analysis) Process Improvement = Ongoing Analysis Getting it Done “To improve is to change; to be perfect is to change often.” - Churchill

Roles & Responsibilities Implementation Team Implementer & Implementation Support Client Project Manager CMMS Champion Internal Trainer CMMS Administrator IT Administrator GIS Admin (GIS Support) Departmental Representatives (and Subject Matter Experts) Director (or organizational representative)

Implementation Reality NO ‘Typical’ Implementation: Client Variability Goals Roles (Personnel) Moving Targets Clients & Industry Software (best practices) No two clients are the same Various types, sizes Changing industry Changing software = changing best practices

Barriers & Keys to Success “Approximately 70% of all CMMS implementations fail” - statistic from the internet Scope Creep (changing Goals) Unrealistic Expectations (falling short of Assumptions) Costs of Implementation (lacking Resources) Lack of User Buy-In; Fear of Change & Resistance to Change Reconciling Work Management with Real-Life Work Reconciling Organizational Divisions - Silos Scope Creep (changing Goals) Unrealistic Expectations (falling short of Assumptions) Costs of Implementation (lacking Resources) Lack of User Buy-In; Fear of Change & Resistance to Change Reconciling Work Management with Real-Life Work Reconciling Organizational Divisions - Silos Public Notifications Scope Creep (changing Goals) Admin Reporting Resource Availability Checking Authorities Reporting Call-Center Implementation & Dispatch Streamlined Year-End Reporting Inventory Management Modelling SCOPE CREEP Everything we CAN do Time Management More Departments Interdepartmental Coordination & Standardization Accountability Reporting Best Management Practices Additional Data Sources

Barriers & Keys to Success Scope Creep (changing Goals) Unrealistic Expectations (falling short of Assumptions) Costs of Implementation (lacking Resources) Lack of User Buy-In; Fear of Change & Resistance to Change Reconciling Work Management with Real-Life Work Reconciling Organizational Divisions – Silos “Approximately 70% of all CMMS implementations fail” - statistic from the internet Scope Creep (changing Goals) Unrealistic Expectations (falling short of Assumptions) Costs of Implementation (lacking Resources) Lack of User Buy-In; Fear of Change & Resistance to Change Reconciling Work Management with Real-Life Work Reconciling Organizational Divisions – Silos “The Devil is in the Details” Communication is Key Example: Trade-Offs in Data Capture: Inspections vs. Work Orders Unrealistic Expectations (falling short of Assumptions) Unrealistic Expectations Every time an Inspection module is adopted, it means one record per asset inspected over and above time tracking in WOs.

Barriers to Success “Approximately 70% of all CMMS implementations fail” - statistic from the internet Scope Creep (changing Goals) Unrealistic Expectations (falling short of Assumptions) Costs of Implementation (lacking Resources) Lack of User Buy-In; Fear of Change & Resistance to Change Reconciling Work Management with Real-Life Work Reconciling Organizational Divisions – Silos Scope Creep (changing Goals) Unrealistic Expectations (falling short of Assumptions) Costs of Implementation (lacking Resources) Lack of User Buy-In; Fear of Change & Resistance to Change Reconciling Work Management with Real-Life Work Reconciling Organizational Divisions – Silos Implementation Roles Lucity Side (Implementer): Project Management Management Consulting Data Conversion System Configuration Integrations Coordinator IT Administrator Trainer Client Side Client Project Manager CMMS Champion Software Administrator IT Administrator GIS Admin (GIS Support) Departmental Representatives (and Subject Matter Experts) Director (or organizational representative) Internal Trainer Costs of Implementation (lacking Resources) Costs – resource requirements ROLES Implementer wears several hats Client-side demands lots of functions, but we cannot control the resources IT Cowboys

Barriers & Keys to Success Scope Creep (changing Goals) Unrealistic Expectations (falling short of Assumptions) Costs of Implementation (lacking Resources) Lack of User Buy-In; Fear of Change & Resistance to Change Reconciling Work Management with Real-Life Work Reconciling Organizational Divisions – Silos “Approximately 70% of all CMMS implementations fail” - statistic from the internet Scope Creep (changing Goals) Unrealistic Expectations (falling short of Assumptions) Costs of Implementation (lacking Resources) Lack of User Buy-In; Fear of Change & Resistance to Change Reconciling Work Management with Real-Life Work Reconciling Organizational Divisions – Silos Resistance to Change: He who rejects change is the architect of decay.  - Harold Wilson If you want to make enemies, try to change something.  - Woodrow Wilson Change Management: It may be hard for an egg to turn into a bird: it would be a jolly sight harder for it to learn to fly while remaining an egg.  - C. S. Lewis Lack of User Buy-In; Fear of Change & Resistance to Change Lack of Buy-In / Resistance to Change Resolution: have a Management representative in the room Empower users that are quick adopters Threaten to walk away

Barriers & Keys to Success Scope Creep (changing Goals) Unrealistic Expectations (falling short of Assumptions) Costs of Implementation (lacking Resources) Lack of User Buy-In; Fear of Change & Resistance to Change Reconciling Work Management with Real-Life Work Reconciling Organizational Divisions – Silos “Approximately 70% of all CMMS implementations fail” - statistic from the internet Scope Creep (changing Goals) Unrealistic Expectations (falling short of Assumptions) Costs of Implementation (lacking Resources) Lack of User Buy-In; Fear of Change & Resistance to Change Reconciling Work Management with Real-Life Work Reconciling Organizational Divisions – Silos Implementation Defined: an Exercise in Putting the Cart Before the Horse Start by understanding your business processes Reconciling Work Management with Real-Life Work Reconciling Work Management with Real-Life Work - Understanding business processes

Barriers & Keys to Success Scope Creep (changing Goals) Unrealistic Expectations (falling short of Assumptions) Costs of Implementation (lacking Resources) Lack of User Buy-In; Fear of Change & Resistance to Change Reconciling Work Management with Real-Life Work Reconciling Organizational Divisions – Silos “Approximately 70% of all CMMS implementations fail” - statistic from the internet Scope Creep (changing Goals) Unrealistic Expectations (falling short of Assumptions) Costs of Implementation (lacking Resources) Lack of User Buy-In; Fear of Change & Resistance to Change Reconciling Work Management with Real-Life Work Reconciling Organizational Divisions – Silos IT GIS Fleet CustServ Reconciling Organizational Divisions – Silos Reconciling Divisions – SILOS Lucity is enterprise software One Department vs. Another One plant vs. another Remedy: Top-down and Consistent Management P U B L I C W O R K S

Keys to Success Training & Practice Benefits: User Buy-In & System Adoption User Insight Speed, Time and Money Uniformity of Data-entry Demonstrates Organizational Commitment Means: Demonstrate specific benefits to employees Respond to Push-Back Internally Director’s Backing / Representative Mock Go-Lives = Excellent Pre-Launch Practice Insight: know WHY it’s being done better understanding of not only how to use the CMMS effectively but also why they are using it Well-trained administrators can deploy the CMMS within their maintenance organization quickly, efficiently and effortlessly, just as well-trained maintenance technicians can use the CMMS to its full potential. CMMS users need to be trained on workflow, CMMS administration, report generation, data extraction and data analysis. Otherwise, it will become a daily data-entry exercise where garbage in equals garbage out and eventually the CMMS fails. When considering a CMMS, be sure to inquire about the training options. Most vendors provide onsite or online training. Others offer video tutorials, training workshops or recorded webinars. Keep in mind that training is an ongoing process throughout the lifetime of the CMMS. Send your maintenance team to refresher webinars and knowledge-transfer workshops to help reinforce best practices. During training workshops, attendees may become aware of certain modules and features that could be deployed in their organizations to make their workflow more efficient. Whether you choose free or paid training options, invest in the time upfront to get your employees properly trained, because training makes the difference between CMMS success and failure. Your technicians and maintenance supervisors will be the ones using the CMMS on a daily basis, so they need to know what they are doing from the start. With the proper training, your CMMS can become an invaluable tool to your organization.

Keys to Success Project Elements for Success:  More Implementation! Make knowledge transfer a mantra Consistent support from the top Minimal or Manageable software customization Realistic Project Scope S.M.A.R.T. Goals: Specific Measurable Attainable (Identify responsible party) Realistic Timely A well-managed project & launch plan Clear & realistic data conversion strategies Maximize Project Visibility Maximize User Participation Break Down Silos Leverage it  Ongoing Improvement Make knowledge transfer a mantra Watching things get done isn’t enough… must engage & do setup during the implementation Consistent project support from the top. Director’s representative in the room Minimal software customization. Use the tools at hand Prevents future headaches with support Document whatever IS customized Realistic Scope. x A well-managed project & launch plan Clear data conversion strategies. Strategies were carefully thought out and implemented with a range of solutions from systemic fixes to manual changes. Clean data at go live smoothed the implementation. Reward team players. Front line employees who participated in the project were rewarded through promotions and opportunities to transfer to other departments to broaden their skill sets. Create a sense of community. Two years working long hours, negotiating process design and business requirements broke down silos and forged working relationships that will support the organization for decades to come. IT  More Implementation!

Implementation at Lucity: Looking forward… Project Plans and timelines Standardized Scope Implementation Teams & Specialist Roles Tools to Streamline Implementations “Pre-packaged” Implementations Potential for regular management of SaaS installations