Assess the current Enterprise Asset Management
(EAM) implementation.
It’s typically less costly and time consuming
to hire a qualified consultant to do the assessment than trying
to do it on your own. He can quickly assess the current system
design and utilization and provide a go-forward plan. (Typical
cost for this Readiness Assessment is about $3,000). Be ready to
answer questions on system architecture (servers and other hardware),
software version and number/type of licenses, current use (work
orders, purchasing, inventory, etc.), integration to other applications
(Accounting, GIS, MS Project, etc.), database type and location(s),
and database quality (work order backlog, asset hierarchy, etc.).
2.
Develop a clear “vision statement” of the benefits
to be gained from the upgrade.
Example benefits: Speed (faster
PO issuance, work order processing), quality (fewer errors, lower
risk of unexpected production down-time), communication (common
group goals, standard nomenclature), productivity (labor efficiency,
production uptime, availability), and knowledge retention (documentation
of processes about to be lost due to employee retirement, resignation,
etc.).
3.
Get a management commitment with a strong business case. Consultants
can help with this process by:
a.
Building a business case based on the “vision
statement” benefits that helps you sell it to upper management
b.
Developing a doable timeline and budget
c.
Finding necessary technical and implementation resources from
inside the organization and/or through consultants
4.
Find a qualified implementation partner. Outside
help is typically cost-effective and almost always needed due to
the specialized skills and methodologies required for a smooth
upgrade. Send a Request for Information (RFI) to potential implementation
partners. Companies who are implementation partners with leading
EAM companies and/or have experience with most EAM software should
be given first consideration. Other key points:
a.
Technical skills are more important than industry
knowledge. IS THIS TRUE???
b.
Ask potential partners about their work-process development skills
and experience. Your goal should be to avoid automating dysfunctional
processes.
c.
Change-management skills are crucial.
d.
Make sure the partner has user training and process documentation
skills.
e.
Ask about experience with similar projects.
f.
Communicate with reference sites.
5.
Develop a Request for Proposal (RFP) and
send it to a small number of pre-qualified companies. (Example
RFP)
6.
Review RFP responses and award the work to
the company with the best value proposition. Lowest cost is rarely best; especially
if the project scope is subject to change. Some companies bid low
to win the project with the plan to charge more as the project
continues. Plus, support from consultants in software selection
can help the client understand vendor-speak, and allows the client
to make a objective selection instead on a fuzzy subjective selection.
7.
Gain specific management commitment for the
resources necessary for a successful implementation. If management won’t
to commit to enough resources for the COMPLETE IMPLEMENTATION,
it may be prudent to end internal discussions and only document
problems. This information will be useful when building a business
case – later. Don’t become involved in an under-funded
implementation that is destined to fail and ruin your reputation
and perhaps your career.
8.
Use your current EAM to monitor the upgrade
project milestones and adherence to an implementation timeline. Your current
EAM’s scheduling tool can be used to monitor day-to-day performance.
Another valuable technique is to setup a work breakdown structure
(WBS). This would allow you to see actual cost versus estimate
by cost element.
9.
Confirm that all aspects of the implementation have been
competed including user training and documentation. Performance benchmarks
should be set up at the beginning to show where you are versus
where you want to be when the project is complete. The goals for
the project should be clear. Also, make sure everyone agrees to
your definition of “done”.
10.
Conduct a project review and compile “lessons learned” for
use in your next implementation/upgrade. This can be very valuable
information to yourself - and others.
11.
Maintain the implementation team structure for at least
one year after the upgrade is complete. Change is tough. This team is crucial
to long-term success. There should be a Core Team for the upgrade
but also a User Group once the system goes live. These groups should
maintain an action list. This list may contain problems (and fixes),
open and closed, prioritized activities, assignments – internal
or external, approvals and cost estimates.
