Use of Integration PM-PS for Effective

Long-Term Planning
Joseph Layani, PMP
Socit de Transport de Montral
Montreal Transit Commission

Produced by:

Supported by:

What Ill Cover

Introduction & Overview
Trigger points & Key challenges

Journey to Success
Integration Process and Achievements

Key points to Take Home

Questions

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$
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)
o

Introduction & Overview

SAP-EAM at STM in numbers
PM for the maintenance of :
Buses (since 2002),
o Infrastructures (since 2006)
o Subway fixed assets (since 2010),
o Rolling stocks (on-going project)
o

Portal is used by maintenance end-users

BW and BI-BO for KPIs production
PS for Infras. projects only (since December 2012)

SAP-PS for Infrastructure projects lifecycle

Project Initialization
Project control
Report in CO
(Internal order)
once a month

Project
Planning
Based on engineers
estimates
In a third party
software by projects
coordinators (Eng.
Dept.)

Project execution

Project Closing

Slide 5

External : PO to
contractors in MM-SRV
and Serv. entry
Internal : PM work orders
by maintenance planners

Maintenance
Planning
In SAP-PM
Based on
Maint. Plans simulation,
breakdown estimate
& projects
Use of Maintenance Work Centers

Long term planning process

PM work
orders

Infrastructure
Projects planners

Estimated
projects work
hours for
internal
resources

Preventive
maintenance
backlog
(hours/WC)

Preventive
maintenance
( hours / work
centers)

Overall
needed
working
hours

PM task
lists

Infrastructure
Maintenance planners

Corrective
maintenance
(hours /WC)
based on
historic data

Infrastructure
Maintenance Manager

PM work
orders

Trigger points
Engineering
Maintenance vs. Engineering
Lack of integration : Maintenance
Impossible to compare project estimates, made in the
third party software, with the planning made in PM
High level work area vs. PM work centers
o Annual Maint. team capacity allotted to projects : imprecise
o

Impossible to adjust the planned vs. actual

o

Only CO reporting, by the end of the posting period, for cost

reporting no advancement calculations

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

SAP-PS project Roadmap

Implement SAP-PS as a project planning tools
o 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
o

Kick-off

October 2011

Support & BI
deployment
Blueprint
(PS & BI)
May 2012
(6 months)

Realization
and tests
September 2012
(5months)

Conversion &
user training
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
Infrastructure Maintenance planners

Functional Location

Project
WBS
Network Activity
(Internal labor)

Link

Maintenance Order
for projects

Infrastructure project planners

Long term project planning

Work Centers

Short term planning

Results
Business process integration
Project

Functional
Location

WBS
Network Activity
(Internal labor)
Capacity requirement is disabled
for project activity

Infrastructure project planners

Work
Centers
Maintenance Order
for projects
Short term planning

Infrastructure Maintenance planners

Long term planning process - improvement

PM

PM/
BW

Backlog for
preventive
maintenance
(hours/WC)

Calculated PM
work hours for
preventive
maintenance

Infrastructure Projects planners

Estimated
projects work
hours for internal
work centers
PS

Infrastructure Maintenance planners

Total work
hours
(Planned)
BO

Infrastructure Maintenance Manager

Estimated
corrective work
hours /WC
based on
historic data

PM

More accurate Capacity estimate

Project planners
Are able to give to the maintenance sections
o

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 month

Short term planning process

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 resources
requirement in the project

Slide 17

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

Key Points to Take Home

Gap Reduction between 2 planning groups
Integration leads to interactions Better Productivity
Work centers resources integration
o Functional location object integration
o

More decision making tools

Better project execution follow up
o

Standard PS, BW and BO reporting and analysis

Change management consideration

o
o

Communication and User training is the key of success

Test team must involve a large panel of end-users

Thank you

Questions

Slide 21

Joseph Layani, PMP

Socit de Transport de Montral
[email protected]

Produced by:

Supported by: