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From Silos to Integration – A Transformation Journey at City of Ottawa Devesh Shah, P.Eng. Program Manager, Asset Management Strategy, Environmental Services Department, City of Ottawa June 9, 2014
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From Silos to Integration – A Transformation Journey at City of Ottawa Devesh Shah, P.Eng.
Program Manager, Asset Management Strategy,
Environmental Services Department, City of Ottawa
June 9, 2014
SHNSNBKJSGN
Agenda
• Introduction – City of Ottawa
• Challenge
• Vision
• Building integrated solution
• Successes and benefits
• Lessons learned
Water & Sewer Infrastructure
Over 8000 Km long Watermain, Sanitary & Storm Network
500 million litres per day - Wastewater Treatment Plant
300 million litres per day - Water Purification Plants
Over 100 Pump Stations
Half million Water Meters and End Points
19,000 Fire Hydrants
42,000 Valves
125,00 Catch basins/ manholes
– 1.3 million assets valued over $15 billion
Background
•Legacy work management application (ITX)
– Over 15 years old
– End of life
– Replacement required
•About 300 users across the City
•Annually over 70,000 work orders and service requests for
preventive maintenance and capital work
•ITX - stand-alone application with numerous database silos
Work Management Application
(ITX)
Crystal Reporting
ESRI GIS
SAP Financial
CCTV Application
Customer Appointment
Booking Tool
Multiple Call Mgmt.
Apps SAP Material
SAP HR/Payroll
Water Meter
Database
Itron AMI
AcquaCIS Water Billing
Application
Fire Flow Application
Handheld Application
Oracle Records Mgmt.
Database Silos….
investment Planning & Reporting
Skills and Certification
Data Redundancy
Duplication of Efforts and Inefficiency
Data Rich, Information Poor
State of Assets
•Aging Infrastructure
•Rising Trend of Failures
•Maintenance Practices -Mostly Reactive
•Cost of Services – Going Up
•Funding Challenges
•Pressure for Efficiency Gains
Established Key Objectives (Year 2009-10)
1.Integrated Asset Management
2. Business Transformation
1. Integrated Asset Management
Citizens
Processes
Knowledge Resources
Geography
2. Business Transformation
Failure
Analysis Process
Integration PdM
Strategic Asset
Management
RCM Mobility
Material
Mgmt. CMMS/ EAM
Condition
Monitoring
Work Order
Prioritization Basic Preventive
Maint
Planning &
Scheduling
Enterprise Asset Management Project Launch Key Goals
1. Replace legacy application (technology replacement)
2. Improve business processes
3. Develop a spatially-enabled solution to efficiently manage geographically distributed assets
4. Replace silo databases with a fully
integrated solution
5. Lay a foundation for managing other assets classes
Early 2010
Project Charter
– Key objectives and goals formalized
– Executive support and funding secured
Key Stakeholders identified – Water, Wastewater, IT, Finance, Purchase, 311 Call Center,
Engineering, Water Billing, Payroll
Project Core Team formed
Late 2010
1. Business Requirements Gathering (5 months)
– Over 100 staff members interviewed 1 on 1 and by
group
– What tools, functionality, features required
2. Process Mapping (6 months)
– “Ben Graham” Methodology
Project Scope
150 Functional Requirements
1. Service Request and Work Order Management
2. Asset Management (life cycle planning, renewal/rehab)
3. Maintenance Planning and Scheduling
4. Reporting (regulatory reports, operational reports)
5. Mobile Application (hydrant, valve inspection and water loss program)
6. Integration with Corporate systems (ESRI GIS, ERP SAP, 311 Systems)
Technology Evaluation and Selection Q1, 2011
• The only “Leader” in Gartner Magic Quadrant
• Utilized by200+ utilities globally
• Expandable to other assets such as Bridges, Fleet, Roads
• Work scheduling
• Meter appointment booking
Mobile Applications
• Hand held inspections
• Future mobile work management
June 2011 Q2-Q3 2011 Q4 2011 Q1-Q2 2012 Q3-Q4,2012 March 2013
Project Timelines
Go
Live Project Kickoff
Transitioned from
to an integrated solution…
CCTV Application
Water Meter
Database
Corporate Records Management
Water Billing
Work Management Application
GIS
Material
Scheduling
Mobile
Cathodic Protection
Fire Flow Application
311
HR
New Technology Landscape
CRM
Operations and Maintenance Management with Maximo EAM System
•Asset Inventory and hierarchy created for
over 1.3 million assets
•Activity based maintenance program set up
(200+ work classifications)
•Over 4000 inspection data attributes
(specifications)
•Over 1000 Preventive Maintenance Plans and
Job Plans set up
Maximo-GIS Integration
Challenges with Legacy Application :
• WMS and GIS – Switching back and forth
• Plotting work management data on map – time consuming
• Time lag - Asset attribute data not always in sync between WMS and GIS
• Work management issues - critical assets were left out of preventive
maintenance plans
MaxGIS Sync
Make, Model, Sr.No.,
Install Date.. etc.
Condition, Hydrant Color,
Major Deficiency etc.
Improved data integrity
More effective work management
Geo-Spatially Enabled Work Management
More Efficient Work Planning & Scheduling
Easier Search Capabilities
311
Lagan Maximo
Improving Customer Experience through Integrating Maximo with 311 Call Center
Improved Visibility
Customer Satisfaction
Maximo’s Integration with Corporate Records Management System
Improved information access
More secured system
Mobile Inspection Program
Hydrant Inspection
Water Leak Detection
Leveraging the power of Maximo using automation tools
•Improved response time through automated email escalation of service requests related to water quality
Penny Wilson,
Supervisor, Water Quality, City of Ottawa
Just an idea how great this was today, I was in
a meeting and a discoloured water service
request came through, I was able to forward to
Owen and by the time I was out of the
meeting he had already responded and
corrected the issues
Ensuring Safety and
Reducing Sewer Back up Incidents •Sewer back ups are ugly – personnel and property damage, claims,
lawsuits
•About 2000 municipal addresses require special cleaning with low pressure
to avoid sewage back
•Current process relies on manual checks using spreadsheets, manual
printing of prior notices for residents
•Chances of error
•Using Maximo’s safety flag and
hazard functionality
•System generated “caution flag”
and auto-generated notices
Dashboard KPIs and Performance Management
Turn Data into Intelligence
More Insights with Real Time Updates
Improved Decision-making
• 30+ KPIs set up on Start center
•500+ Queries and 100+ Reports
Challenges and
Lessons Learned
Technology Integrations: Complex
Corporate systems tend to be less flexible
Efforts underestimated
Some technology integrations may require business process changes - Allow enough time for it.
User Acceptance Testing Allocate enough time for regression testing for integrated projects
Resources and Contract Management
Project team formation- Secondment from Operations -short term pain for long term gain
Empower team members for decision making to avoid time delays
Contract Management - Business requirements could be subjective, make them as clear and objective as possible to avoid costly change requests.
Business Transformation and Change Management
Pulling people along was a significant challenge
Change is hard and not always welcome with open arms
Change Management Strategy
Lot of time we sell route and not destination
Communicate, communicate, communicate
Demonstrate “product in pipeline” on regular basis
Phased roll out rather than big bang roll out
Identify impacts on people and processes in early stage, prepare them for
change
Resistance to change is natural, stay focused and believe in success
Stand -alone Application
Integrated System Improve Visibility
Data Integrity
Traditional Work Management
Strategic Asset
Management
Reduce Life Cycle Cost
Higher Reliability
Calendar Driven Maintenance
Performance / Condition
Based Maintenance
Optimize Resources
Improve Efficiency
Legacy System EAM System
Manual Transfer of Inspection Data
Real Time Data Transfer
Faster Response
Enhance Customer Service
Transition Benefits
Unplanned to Planned and Proactive Maintenance
Job Plans, Warranty
Tracking, Failure Analysis
Efficiency Gain
Cost Savings
Accomplished a lot... And the journey continues....
“If I had 8 hours to chop down a tree, I would spend 6 sharpening my axe.”
-Abraham Lincoln
Thank you!
For more information, contact
Devesh Shah, P.Eng., MBA Program Manager, Asset Management City of Ottawa
