1. Implementation in Theory & Practice

2. 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

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

4. 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

5. 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

6. 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

7. 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

8. 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

9. 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

10. 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

11. 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)

12. 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

13. 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

14. 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.

15. 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

16. 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

17. 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

18. 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

19. 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.

20. 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!

21. 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