Produced by:Supported by: Use of Integration PM-PS for Effective Long-Term Planning Joseph Layani, PMP Socit de Transport de Montral Montreal Transit Commission Introduction & Overview Trigger points & Key challenges Journey to Success Integration Process and Achievements Key points to Take Home Questions What Ill Cover Introduction & Overview STM in numbers 405 million of transits per years 9600 employees 2 main operational branches: Buses and Subway Total assets values:> 14 billions US$ o Buses (1700 on 210 lines),o Infrastructures ( > 200 locations all over the city of Montreal) o Subway fixed assets (5 lines, 68 stations) o Rolling stocks ( >760 subway cars) Introduction & Overview SAP-EAM at STM in numbers PM for the maintenance of : o Buses (since 2002),o Infrastructures (since 2006)o Subway fixed assets (since 2010),o Rolling stocks (on-going project) Portal is used by maintenance end-users BW and BI-BO for KPIs production PS for Infras. projects only (since December 2012) Project Closing Project Initialization Project Planning Based on engineers estimates In a third party software by projects coordinators (Eng. Dept.)Project execution External : PO to contractors in MM-SRV and Serv. entry Internal : PM work orders by maintenance planners Project control Report in CO (Internal order) once a monthSAP-PS for Infrastructure projects lifecycle Slide 5 Maintenance Planning In SAP-PM Based onMaint. Plans simulation, breakdown estimate & projects Use of Maintenance Work Centers Long term planning process Overall needed working hours Estimated projects work hours for internal resources Preventivemaintenance backlog (hours/WC) Preventive maintenance ( hours / work centers)Corrective maintenance (hours /WC) based on historic data InfrastructureProjects planners InfrastructureMaintenance planners InfrastructureMaintenance Manager PMwork orders PMtask lists PMwork orders Trigger points Lack of integration : Maintenance vs. Engineering Impossible to compare project estimates, made in the third party software, with the planning made in PM o High level work area vs. PM work centers o Annual Maint. team capacity allotted to projects : imprecise Impossible to adjust the planned vs. actual o Only CO reporting, by the end of the posting period, for cost reporting no advancement calculations MaintenanceEngineering Key challenges Simplify the projects planning process Productivity improvement for the Eng. Group Match the project resource plan with PM capacity More accurate human resource planning Get a complete view of assets costs (by locations) Consolidation of project and maintenance costs per FL Kick-off Blueprint(PS & BI) Realization and tests Conversion & user training Support & BI deployment SAP-PS project Roadmap o Implement SAP-PS as a project planning toolso Get rid of the 3rd party software o Convert more than 400 active projects o Develop a combined capacity management o Create relevant reporting and KPIs October 2011 May 2012(6 months) September 2012 (5months) November 2012 (2 months) December 3rd 2012 Important Considerations Change management Planning tool : Department for infra. projects PS Cost collectors : Finance department follow Infra. projects with WBS instead of internal orders Work Centers usage: Maintenance planners have to share their PM work centers with Project planners Implication of High Management (communications) Compose a Project team with Maintenance, Engineers and Finance members Technical considerations Use of PM-PS integration points WBS elements are linked to the FL on which the project is performed Project activities for internal resources are planned with a control key that allows capacity requirement PM order affectation to projects leads to an automatic replacement of the activity control key (no capacity req.) Work Centers usage must be changed from Maintenance usage to All task list types usage Results Business process integration ProjectFunctional LocationMaintenance Order for projects Work Centers WBS Network Activity (Internallabor) Long term project planning Short term planning Infrastructure project planners Infrastructure Maintenance planners Link Results Business process integration ProjectFunctional LocationMaintenance Order for projects Work Centers WBS Network Activity (Internallabor) Short term planning Infrastructure project plannersInfrastructure Maintenance planners Capacity requirement is disabled for project activity Long term planning process - improvement Total work hours (Planned) Estimated projects work hours for internal work centers Backlog for preventivemaintenance (hours/WC) Calculated PM work hours for preventive maintenance Estimated corrective work hours /WC based on historic data Infrastructure Projects plannersInfrastructure Maintenance planners PM PM PM/BW PS BO Infrastructure Maintenance Manager More accurate Capacity estimate Project planners Are able to give to the maintenance sectionso An estimate based on all project activities using the same work centers as the maintenance dept. (Electricians, Mechanics, Plumbers) Are able to use PM historic data to plan new projects o Work centers utilization in PM orders related to projects Are able to adjust project plans according to maintenance section work load capacity leveling More effective decision making Maintenance managers Are able to challenge their participation to projects in regard to their preventive vs. curative objectives o By using overall projects analysis and regular PM reporting Maintenance planners Are able to react to change of project timeframe o Overall work hours needed is adjusted once a monthShort term planning process Slide 17 Project work orders are created at the right time no more floating orders in the system PM order capacity requirements replace the initial PS activity capacity requirement No duplication of resourcesrequirement in the project Configuration point Slide 18 Our way to EAM consolidation Use of Functional location in PS Complete Cost analysis per FLOC includes PS data o Investment planning per location Maintenance deficit reduction Asset lifecycle evaluation Definition of an Asset Health indicator o based on BW data and BO reporting Gap Reduction between 2 planning groups Integration leads to interactions Better Productivityo Work centers resources integration o Functional location object integration More decision making tools Better project execution follow up o Standard PS, BW and BO reporting and analysisChange management consideration o Communication and User training is the key of successo Test team must involve a large panel of end-users Key Points to Take Home Questions Thank you Slide 21 Produced by:Supported by: Joseph Layani, PMP Socit de Transport de Montral jlayani@stm.info