0
6 Steps to Improve
Field Service Profits
Presented by:
Ron Babich, PMP CEO / Co-Founder
MobileLogix/DispatchLogix
5/21/201...
About Us
5/21/2014 © MobileLogix / DispatchLogix 2
• Ron Babich, CEO MobileLogix
• HQ Phoenix, AZ – Global Partner Support...
EVM Paradigm
5/21/2014 © MobileLogix / DispatchLogix 3
Plan
Estimate
Schedule
Report
Financials
Cash Flow
Forecast
Resourc...
Tough to Train? Cooperate?
5/21/2014 © MobileLogix / DispatchLogix 4
Owners
Contractors
Man Technology
Revolution in EVM Reporting
5/21/2014 © MobileLogix / DispatchLogix 5
Opportunity to Leverage Consumer Training
Critical Field Data
5/21/2014 © MobileLogix / DispatchLogix 6
Quantity
Man Hours
Equip
Hours
%
Complete
Time to Report
6 t...
Critical Field Data
5/21/2014 © MobileLogix / DispatchLogix 7
Quantity
Man Hours
Equip
Hours
%
Complete
Planned
Actual
For...
Manage by Exception
5/21/2014 © MobileLogix / DispatchLogix 2014 8
Instant Notification of Bank Balance
Reaches Below Mini...
In the know on data…
5/21/2014 © MobileLogix / DispatchLogix 2014 9
Outbid by Ebayer007theTerrible
on Collectors edition o...
Important Notifications
5/21/2014 © MobileLogix / DispatchLogix 2014 10
Mothers high score notification,
and reminder to j...
Value to Visibility
5/21/2014 © MobileLogix / DispatchLogix 11
$-
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
Eba...
Continued Stone Age…
5/21/2014 © MobileLogix / DispatchLogix 2014 12
But….
Like Many Commercial Adaptions…
Consumers (Cust...
Pressure from Consumer Products / Youth
5/21/2014 © MobileLogix / DispatchLogix 13
Outside (Them…also Us)Inside (US)
What has created the opportunity?
5/21/2014 © MobileLogix / DispatchLogix 2014 14
Size Retainable
Data Storage
Bandwidth
D...
Storage
5/21/2014 © MobileLogix / DispatchLogix 2014 15
Bandwidth
5/21/2014 © MobileLogix / DispatchLogix 2014 16
Mobility
5/21/2014 © MobileLogix / DispatchLogix 2014 17
Migration to Data Understanding
5/21/2014 © MobileLogix / DispatchLogix 2014 18
How we choose to view
Data has officially ...
Mobility Training
5/21/2014 © MobileLogix / DispatchLogix 2014 19
Anatomy of Breaking EVM Simple
5/21/2014 © MobileLogix / DispatchLogix 20
Good News Bad News
Best Part, more good news…
5/21/2014 © MobileLogix / DispatchLogix 21
Legacy systems will do the trick….mostly
No Magic Potion, No Tricks -
Smart Collaboration
5/21/2014 © MobileLogix / DispatchLogix 2014 22
Owners
EPCM’s
Contractors
Why Should We Do Anything Different?
5/21/2014 © MobileLogix / DispatchLogix 23
Its Ok not to Innovate…
Quick quiz:
Think about a company today that was just as
dominant 25 years ago.
5/21/2014 © Mobile...
Failure to Innovate Technology
5/21/2014 © MobileLogix / DispatchLogix 2014 25
Yesterday Today
Blockbuster (Distribution) ...
Destiny to Change…
5/21/2014 © MobileLogix / DispatchLogix 2014 26
Why the effort…
Fighting Status Quo
• Increasing Profitability
• Improving Project Delivery Time
• Creating Marketplace Di...
Service Industry Response…
5/21/2014 © MobileLogix / DispatchLogix 2014 28
Revenue of $10 billion
1.1%
Revenue of $250 mil...
1 of 1000 Reasons
5/21/2014 © MobileLogix / DispatchLogix 2014 29
Omission of History/Benchmarks
Missing Scope Items
Ident...
1 of 1000 Reasons - Pro
5/21/2014 © MobileLogix / DispatchLogix 2014 30
Use of Collaboration Data – Single Project
• 80% R...
Planning Overcomes Barriers
5/21/2014 © MobileLogix / DispatchLogix 2014 31
Barriers:
• Code Variations
• Lack of Infrastr...
Lessons from Manufacturing -
Shipbuilding
5/21/2014 © MobileLogix / DispatchLogix 2014 32
Product Database:
• Products
• P...
Benefits of Collaboration
8 Steps to Best Practice
5/21/2014 © MobileLogix / DispatchLogix 2014 33
Clear Identification of...
Measure Twice
5/21/2014 © MobileLogix / DispatchLogix 2014 34
Cost Element
Valid and Applicable
Labor Includes Time
Phase ...
Single Zen = Not in this lifetime…or the next
Split by - Technology / Disciplines
5/21/2014 © MobileLogix / DispatchLogix ...
Practical Approach to
“Connect the Dots” – Collaborate
5/21/2014 © MobileLogix / DispatchLogix 36
Schedule
Estimate Contro...
Practical Approach to
“Connect the Dots” – Collaborate
5/21/2014 © MobileLogix / DispatchLogix 37
Schedule
Estimate Contro...
Pick a Problem - Match Game
Forget about Technology – What do we need??
5/21/2014 © MobileLogix / DispatchLogix 38
Cash Fl...
Pick a Problem - Match Game
Forget about Technology – What do we need??
5/21/2014 © MobileLogix / DispatchLogix 39
Resourc...
Pick a Problem - Match Game
Forget about Technology – What do we need??
5/21/2014 © MobileLogix / DispatchLogix 40
Resourc...
Field Service
Report
Local
Entry
GUI
Invoice
Supervisor
Approval
Case Study Current State Mechanical
Manual
Delivery
Work ...
Field Service
Report
Invoice
Supervisor
Approval
Case Study Mechanical Future State
Multi
Cost Code
Central Schedule
Mobil...
“Self Help” / Recommended
Requests for Call Backs and Service Requests
Customer
Request
Outlook
Schedule
Increase Schedule...
Real Time Work Transmit / Customer Acknowledge
Web Based
Work Transmit
Increase “Service Value” to Customer with Detail In...
Build a Project
5/21/2014 © MobileLogix / DispatchLogix 45
Estimating
Schedule
Progress
Measure/Collect
Report
Forecast
Fi...
Crossroads – Resource Driver Variance
Project Phase 1
5/21/2014 © MobileLogix / DispatchLogix 46
Cost Model Schedule
Durat...
Crossroads – Resource Driver Variance
Project Phase 1
5/21/2014 © MobileLogix / DispatchLogix 47
Cost Model Schedule
Durat...
Crossroads – Resource Driver Variance
Project Step 2
5/21/2014 © MobileLogix / DispatchLogix 48
Cost Model Schedule
Start ...
Crossroads – Resource Driver Variance
Project Step 3
5/21/2014 © MobileLogix / DispatchLogix 49
Cost Model Schedule
Activi...
Crossroads – Resource Driver Variance
Project Step 3
5/21/2014 © MobileLogix / DispatchLogix 50
Field Data Schedule
% Comp...
Crossroads – Resource Driver Variance
Project Step 3
5/21/2014 © MobileLogix / DispatchLogix 51
Field Data Schedule
% Comp...
“To Detail or not Detail?
That is the Question.
Whether tis nobler in the mind to
sling through piles of data or take
arms...
Now vs. Later
End of Project Real Progress = Actual Hours/Total
Late to modify Performance
Progress by Hours…
Manual
Progress
Phase
Hours/Cost
Hours Spent
Principles Applied
• Budget
• Time
• Receipts
• Progress
• Actual Cost
• Reconciliation
Common Touch Points - Budget
• Master Data (ERP->Cost Model System)
• Job/CR/WO/PO numbers
• Cost Codes
• Cost Types
• Str...
Common Touch Points – Time
Entry
• Master Data (ERP<->FIELD SYSTEM)
• Job Steps, Job Types, Pay Types
• Employees
• Equipm...
Common Touch Points – Purchase
Order
• PO, Line Item, Qty Received, Estimated Value, Date
Received (FIELD SYSTEM --> ERP)
Common Touch Points
Progress Entry
• Date, % Complete, Quantity Complete, Foreman
(FIELD System->ERP or ERP->FIELD System)...
Common Touch Points
• Reconciling G/L to Job Cost ERP <<->> FIELD System
• Accrual of Estimated Actual
• Quantity/Cost/Man...
Core Collaboration – Non-glamorous
5/21/2014 © MobileLogix / DispatchLogix 61
AFE’s
Account Codes
Cost Codes
Cost
GL Code
...
Redefining Customer Service
Re-Define Customer Service
• Expectations Schedule Time
• Visibility Performance
• Communicati...
See Every Activity…
• Project Status
• Plan vs. Progress
• % Complete/Qty Update
• Cash Flow, Earned Value
• Resource Plan...
Plan Vs Actual Performance
Field to Google Glass
Field Resource Refers to Video / Spec Library, Receives Remote Assistance
Customer Sees Work in Real...
Web / IPAD Based “Control Tower” View
Launch New
Activity
Add/Modify
Equipment
Schedule
Sub/Crew
Todays Tasks within the P...
Simplify Repeatable Steps
Schedule of Activities
Work Package A
Work Package B
Work Package C
Planned / Estimated Executio...
Integrate with Schedules
Schedule of Activities
Planned / Estimated Execution / Controls Owner / Reporting
ACTIVITY ID / W...
Manage Vendors and Self Perform Work
View Today’s Assigned Jobs
“Play of the Day”
Including Resources, Material, Equipment...
Attach Images and Notes from Field
Insert User Based Reminder Notes for Daily / Weekly
Tasks
Activity Scheduler
Schedule Daily Activities
By Craft Expertise, Availability
For weekly planning
Joe’s crew is available ...
Organize Work Types and
Categories
Work Types
By Classification Category
Water Treatment
Material / Inventory Reorder Alerts
Receive Inventory Reorder
Alerts On Material for Operations,
Construction, and Equipme...
Vehicle Maintenance Management
Real time updates
visible in Control Tower
Vehicle / Equip
Assigned to Sub / Supervisor
Upd...
Past/Present View of All
Activities/Resources/Equipment/Vehicles
View Current Location
of Sub/Self Perform
View Current Lo...
Field to Control Tower Workflow
Field Select Activity
Select In Progress
Select Complete
Time/GPS Reflected in Record
Upda...
Safety Certification Reports /
Meetings
Sub Contractor Insurance On File
Safety Qualification
Meeting Requirements:
Pre Co...
Quick Start Set Up…
Leverage existing
• Configure All Master Data
• Employee Master
• Inventory Master
• Vendor Master
• E...
Closing Keys to Success
• Initiate at the Cost Model Estimate Level (Calculation of Production)
• Time Phase Costs
• Cost ...
Contact:
Ron Babich Co-Founder/CEO
Email: ron@dispatchlogix.com
Telephone: 602-492-8940
THANKYOU
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6 Critical Steps to Improve Field Workforce Managment

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6 steps to reduce field service costs, increase productivity, and add up sell opportunities to service calls. Measure field progress, track time, hours and production in the field.

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  • Real Progress
    Real progress can be tracked as actual labor hours against the final total labor hours expended on
    a project. This, however, requires knowing what the final total is. Therefore, real progress can
    only be estimated using the estimated hours at completion until the project is 100% finished.
    Real Progress = Actual Hours/Total
  • the drawbacks of using hours spent as the basis for a progress
    assessment. In an over-run situation, this method will show better than budgeted progress until
    the entire budget has been spent. The reverse occurs for the under-run situation.
  • Lets apply those principles to the actual touch points of a common ERP system like JD Edwards, SAP or Oracle in this case JD Edwards.
  • Common Set of Types back to detail
    Supply Detail information at the activity level rolled up to the ERP System
  • Open Time Entry to include QTY, and % complete direct from the contractor, EPCM to the owner where applicable.
  • When items are received on site, record “Rules of Credit” and “Progress data against the purchase order to execute next phase of projects
  • Transcript of "6 Critical Steps to Improve Field Workforce Managment"

    1. 1. 6 Steps to Improve Field Service Profits Presented by: Ron Babich, PMP CEO / Co-Founder MobileLogix/DispatchLogix 5/21/2014 © MobileLogix / DispatchLogix 2014 1
    2. 2. About Us 5/21/2014 © MobileLogix / DispatchLogix 2 • Ron Babich, CEO MobileLogix • HQ Phoenix, AZ – Global Partner Support • GE Capital, Sage, Telesoft, Hard Dollar/Kiewit, RIB • 100% SAAS, Mobile Field Software • Over 211 Capital, Maintenance, STO projects • Finalist in Innovation Southwest Most Innovative Product Award Goodrich Uhaul PetsMart Tribune Mitsubishi Kohler Payless HD Supply Shell BP Willbros Wild Well Universal CH2MHill Bloomberg Time Darden Restaurants HP Coca-Cola US Airways Johnson Controls State Farm Hatch Stantec FMI FCI Barrick TransCanada Transfield Kinross
    3. 3. EVM Paradigm 5/21/2014 © MobileLogix / DispatchLogix 3 Plan Estimate Schedule Report Financials Cash Flow Forecast Resources Execution Highest Risk Lowest Visibility
    4. 4. Tough to Train? Cooperate? 5/21/2014 © MobileLogix / DispatchLogix 4 Owners Contractors Man Technology
    5. 5. Revolution in EVM Reporting 5/21/2014 © MobileLogix / DispatchLogix 5 Opportunity to Leverage Consumer Training
    6. 6. Critical Field Data 5/21/2014 © MobileLogix / DispatchLogix 6 Quantity Man Hours Equip Hours % Complete Time to Report 6 to 8 Weeks
    7. 7. Critical Field Data 5/21/2014 © MobileLogix / DispatchLogix 7 Quantity Man Hours Equip Hours % Complete Planned Actual Forecast Hour by Hour
    8. 8. Manage by Exception 5/21/2014 © MobileLogix / DispatchLogix 2014 8 Instant Notification of Bank Balance Reaches Below Minimum Expectation Value ($ Spouse Grocery / Hair ) Balance $35.00 Below Standard
    9. 9. In the know on data… 5/21/2014 © MobileLogix / DispatchLogix 2014 9 Outbid by Ebayer007theTerrible on Collectors edition of Star Wars Episode 5 Storm Trooper set Value $25, (Darth Vader +/- $30) Lost Lead Position
    10. 10. Important Notifications 5/21/2014 © MobileLogix / DispatchLogix 2014 10 Mothers high score notification, and reminder to join her adventure in Candy Crush Value ($0, Negative) Networking Notification
    11. 11. Value to Visibility 5/21/2014 © MobileLogix / DispatchLogix 11 $- $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 Ebay Bank Project Instant Updates Monthly Updates
    12. 12. Continued Stone Age… 5/21/2014 © MobileLogix / DispatchLogix 2014 12 But…. Like Many Commercial Adaptions… Consumers (Customers) will drive Commercial Demand
    13. 13. Pressure from Consumer Products / Youth 5/21/2014 © MobileLogix / DispatchLogix 13 Outside (Them…also Us)Inside (US)
    14. 14. What has created the opportunity? 5/21/2014 © MobileLogix / DispatchLogix 2014 14 Size Retainable Data Storage Bandwidth Data Delivery Mobile Data Accessibility Application Collaboration (API/Warehouse)
    15. 15. Storage 5/21/2014 © MobileLogix / DispatchLogix 2014 15
    16. 16. Bandwidth 5/21/2014 © MobileLogix / DispatchLogix 2014 16
    17. 17. Mobility 5/21/2014 © MobileLogix / DispatchLogix 2014 17
    18. 18. Migration to Data Understanding 5/21/2014 © MobileLogix / DispatchLogix 2014 18 How we choose to view Data has officially changed…
    19. 19. Mobility Training 5/21/2014 © MobileLogix / DispatchLogix 2014 19
    20. 20. Anatomy of Breaking EVM Simple 5/21/2014 © MobileLogix / DispatchLogix 20 Good News Bad News
    21. 21. Best Part, more good news… 5/21/2014 © MobileLogix / DispatchLogix 21 Legacy systems will do the trick….mostly
    22. 22. No Magic Potion, No Tricks - Smart Collaboration 5/21/2014 © MobileLogix / DispatchLogix 2014 22 Owners EPCM’s Contractors
    23. 23. Why Should We Do Anything Different? 5/21/2014 © MobileLogix / DispatchLogix 23
    24. 24. Its Ok not to Innovate… Quick quiz: Think about a company today that was just as dominant 25 years ago. 5/21/2014 © MobileLogix / DispatchLogix 2014 24
    25. 25. Failure to Innovate Technology 5/21/2014 © MobileLogix / DispatchLogix 2014 25 Yesterday Today Blockbuster (Distribution) Netflix – Mail, Internet Dell (PC) Tablet, Asian PC, End to End Service Microsoft (Software) Web TV, Smartphones, Tablet PC Motorola (Cell Phone) Smartphones, Email, Data Focus Sears (Catalog/Tower) Insurance, Financial Services, Web Strategy Sony (Walkman, Devices) Device Brains vs. Circuitry Sun Microsystems (Dominant Enterprise) Less Costly Servers, Oracle Toys R Us Online Stores, Better Service Yahoo Free Services Your Name Here (Don’t Wind Up Here) Where are you today? Where will you be tomorrow? What will the new force be tomorrow?
    26. 26. Destiny to Change… 5/21/2014 © MobileLogix / DispatchLogix 2014 26
    27. 27. Why the effort… Fighting Status Quo • Increasing Profitability • Improving Project Delivery Time • Creating Marketplace Distinctive Competency • Establishing Long Term Collaboration Standards 5/21/2014 © MobileLogix / DispatchLogix 2014 27
    28. 28. Service Industry Response… 5/21/2014 © MobileLogix / DispatchLogix 2014 28 Revenue of $10 billion 1.1% Revenue of $250 million 1.6% IT
    29. 29. 1 of 1000 Reasons 5/21/2014 © MobileLogix / DispatchLogix 2014 29 Omission of History/Benchmarks Missing Scope Items Identified Late in Project 10%-15%+ Project Impact
    30. 30. 1 of 1000 Reasons - Pro 5/21/2014 © MobileLogix / DispatchLogix 2014 30 Use of Collaboration Data – Single Project • 80% Reduction in Design Time • 98% Reduction in Number of Field Travel Days • Less Field Rework for Craft Source: KPMG
    31. 31. Planning Overcomes Barriers 5/21/2014 © MobileLogix / DispatchLogix 2014 31 Barriers: • Code Variations • Lack of Infrastructure Jigs and Templates Leading Companies Make it: • Repeatable • Scalable
    32. 32. Lessons from Manufacturing - Shipbuilding 5/21/2014 © MobileLogix / DispatchLogix 2014 32 Product Database: • Products • Production • Reconfigurable for each project • Standard Modules • Sub-Assemblies • Grouped by Families Example: • Plant zones for mechanical systems or public zones for lobbies • Built in Manufacturing Type Facility to be shipped to jobsite for installation
    33. 33. Benefits of Collaboration 8 Steps to Best Practice 5/21/2014 © MobileLogix / DispatchLogix 2014 33 Clear Identification of Task Broad Participation in Preparation Availability of Valid Data Standardized Structure For Estimate Provision for Program Uncertainties Recognition of Inflation Recognition of Excluded Costs Independent Review Of Estimates Clean it Up
    34. 34. Measure Twice 5/21/2014 © MobileLogix / DispatchLogix 2014 34 Cost Element Valid and Applicable Labor Includes Time Phase Break Down Calculations on each element are correct Program is Accurate Total Of Sub-Elements Escalation was applied Over time
    35. 35. Single Zen = Not in this lifetime…or the next Split by - Technology / Disciplines 5/21/2014 © MobileLogix / DispatchLogix 35 Estimating Timberline HCSS Maxwell Hard Dollar Cleopatra MC2 Others… ERP Timberline Dexter Chaney Viewpoint JD Edwards SAP Explorer Others… Schedule P6 MS Project Field Spreadsheets Fact vs. Fiction Tools / Platform Dilemma Lesson: Prepare to Integrate!!!
    36. 36. Practical Approach to “Connect the Dots” – Collaborate 5/21/2014 © MobileLogix / DispatchLogix 36 Schedule Estimate Controls ERP
    37. 37. Practical Approach to “Connect the Dots” – Collaborate 5/21/2014 © MobileLogix / DispatchLogix 37 Schedule Estimate Controls ERP
    38. 38. Pick a Problem - Match Game Forget about Technology – What do we need?? 5/21/2014 © MobileLogix / DispatchLogix 38 Cash Flow Progress Forecast Benchmark History Resources Time (Start / Finish) Scope (WBS/Activity/Phase) Activity Factor (Time/Quantity/Fixed) Historic (Past, Original, Current Approved, Current Commits) Profit Actual Costs / Accruals Got to be all or Nothing
    39. 39. Pick a Problem - Match Game Forget about Technology – What do we need?? 5/21/2014 © MobileLogix / DispatchLogix 39 Resources (Factored) Time (Start / Finish) Scope (WBS/Activity/Phase) Activity Factor (Time/Quantity/Fixed) History (Past, Original, Current Approved, Current Commits) Actual Costs / Accruals ERP
    40. 40. Pick a Problem - Match Game Forget about Technology – What do we need?? 5/21/2014 © MobileLogix / DispatchLogix 40 Resources (Factored) Time (Start / Finish) Scope (WBS/Activity/Phase) Activity Factor (Time/Quantity/Fixed) History (Past, Original, Current Approved, Current Commits) Actual Costs / Accruals Field Spreadsheet Paper Time
    41. 41. Field Service Report Local Entry GUI Invoice Supervisor Approval Case Study Current State Mechanical Manual Delivery Work Order Single Cost Code Outlook Schedule Manual Entry Work Order Printed Work Order Customer Request Corporate VPN/WAN Site Work Narrative Activity Detail Lost Transit Time
    42. 42. Field Service Report Invoice Supervisor Approval Case Study Mechanical Future State Multi Cost Code Central Schedule Mobile Entry Work Order Electronic Work Order Customer Alert/Self Help Corporate VPN/WAN Repeatable Site Work Narrative Activity Detail 3 2 1
    43. 43. “Self Help” / Recommended Requests for Call Backs and Service Requests Customer Request Outlook Schedule Increase Schedule Visibility Notify Field Tech Notify Customer Printed Work Order Electronic Work Order, Expedite Order, Confirm Work Order Transit Time Reduce Lost Revenue Billing In Transit/Return Transit Bill Time Site Work Narrative Improve site time efficiency with Reference Specs, Videos, and Detail Record Detail Steps to Increase Customer Visibility Increase Value of Services Case Study Mechanical Future State Field Service Report Selection of “Standard Activities” Detailed Notes/Narrative for Work Confirmation/Invoice Reference to Spec/Video Library
    44. 44. Real Time Work Transmit / Customer Acknowledge Web Based Work Transmit Increase “Service Value” to Customer with Detail Invoice Items Improve Service History 1-to-Many Cost/Categories Electronic Work Order Electronic Work Order, Expedite Order, Confirm Work Order, Improve Cash Flow Convert T&M to Flat Rate Billing Increase Revenue KPI/Future Billing/Resource Planning Case Study Mechanical Future State Customer Work Completion Status/Close Loop 3X-4X Faster, Increase Value to Customer, Increase Cash Flow, Decrease Operating Cost Prep GUI Multiple Cost/Categories Invoice Results: 18% increase in upsell revenue, 23% reduction in service call time, 28% Increase Productivity (Calls Per Day)
    45. 45. Build a Project 5/21/2014 © MobileLogix / DispatchLogix 45 Estimating Schedule Progress Measure/Collect Report Forecast Finance
    46. 46. Crossroads – Resource Driver Variance Project Phase 1 5/21/2014 © MobileLogix / DispatchLogix 46 Cost Model Schedule Duration Driven Progress % Duration Driven Quantity Driven Fixed Cost Driven Utilize Cost Model Resource Activity Driver Fix: Cash Flow, Resource Graph, Forecast
    47. 47. Crossroads – Resource Driver Variance Project Phase 1 5/21/2014 © MobileLogix / DispatchLogix 47 Cost Model Schedule Duration Driven Progress % Duration Driven Quantity Driven Fixed Cost Driven Utilize Cost Model Resource Activity Driver Fix: Cash Flow, Resource Graph, Forecast
    48. 48. Crossroads – Resource Driver Variance Project Step 2 5/21/2014 © MobileLogix / DispatchLogix 48 Cost Model Schedule Start / Finish Time Phase Cost Model Fix: Cash Flow, Resource Graph, Forecast, Accrual Duration Driven Progress %
    49. 49. Crossroads – Resource Driver Variance Project Step 3 5/21/2014 © MobileLogix / DispatchLogix 49 Cost Model Schedule Activities StepsResources Resource/Cost Load Schedule Fix: Cash Flow, Resource Graph, Forecast, Accrual Activities Activity Factors
    50. 50. Crossroads – Resource Driver Variance Project Step 3 5/21/2014 © MobileLogix / DispatchLogix 50 Field Data Schedule % CompleteCost/Phase/GL Create “Repeatable” Cost/Phase/GL Codes:Execution Fix: Cash Flow, Resource Graph, Forecast, Accrual Quantity Activity Factor Work Package ERP Reconcile to Cost Model Cost/Phase/GL “Earned Actual” Build Accrual
    51. 51. Crossroads – Resource Driver Variance Project Step 3 5/21/2014 © MobileLogix / DispatchLogix 51 Field Data Schedule % CompleteQuantities Drive % Complete From Factor Driven Field Data Collection Fix: Cash Flow, Resource Graph, Forecast, Accrual Man/Equip Hours Duration Quantity Activity Factor Work Package ERP Reconcile to Cost Model Cost/Phase/GL “Earned Actual” Build Accrual Pass Values to Schedule/ERP
    52. 52. “To Detail or not Detail? That is the Question. Whether tis nobler in the mind to sling through piles of data or take arms against it” Lesser Known Barry Shakespeare Half Brother to William How much is to much?
    53. 53. Now vs. Later End of Project Real Progress = Actual Hours/Total Late to modify Performance
    54. 54. Progress by Hours… Manual Progress Phase Hours/Cost Hours Spent
    55. 55. Principles Applied • Budget • Time • Receipts • Progress • Actual Cost • Reconciliation
    56. 56. Common Touch Points - Budget • Master Data (ERP->Cost Model System) • Job/CR/WO/PO numbers • Cost Codes • Cost Types • Structure, $, Quantities, Dates (Cost Model System->ERP) • Original Budget • Budget Revisions • Change Requests • Work Orders • Purchase Orders • Forecasts
    57. 57. Common Touch Points – Time Entry • Master Data (ERP<->FIELD SYSTEM) • Job Steps, Job Types, Pay Types • Employees • Equipment • Date, Account Code, Resource ID, Hrs, Notes, Weather (FIELD SYSTEM->JDE)
    58. 58. Common Touch Points – Purchase Order • PO, Line Item, Qty Received, Estimated Value, Date Received (FIELD SYSTEM --> ERP)
    59. 59. Common Touch Points Progress Entry • Date, % Complete, Quantity Complete, Foreman (FIELD System->ERP or ERP->FIELD System) • **Also Drives Primavera % Complete Calculation
    60. 60. Common Touch Points • Reconciling G/L to Job Cost ERP <<->> FIELD System • Accrual of Estimated Actual • Quantity/Cost/Man Hours/Equip Hours • Payroll • Asset Management • Procurement Management • Subcontract Management
    61. 61. Core Collaboration – Non-glamorous 5/21/2014 © MobileLogix / DispatchLogix 61 AFE’s Account Codes Cost Codes Cost GL Code Account Codes Cost Codes GL Code Account Codes Cost Codes Work Package Area Discipline Quantities (Unit) Man / Equip Hr % Account Codes Cost Codes Area Discipline Rules of Credit / % Estimate / Planning Accounting Field Execution Collaboration External
    62. 62. Redefining Customer Service Re-Define Customer Service • Expectations Schedule Time • Visibility Performance • Communication Throughout Field Touch Points Number 1 Field Complaint = “Where is my person?”
    63. 63. See Every Activity… • Project Status • Plan vs. Progress • % Complete/Qty Update • Cash Flow, Earned Value • Resource Planning • Exception Alerts • Expedite Invoicing Visibility: Answer: How the Project/Work is doing….
    64. 64. Plan Vs Actual Performance
    65. 65. Field to Google Glass Field Resource Refers to Video / Spec Library, Receives Remote Assistance Customer Sees Work in Real and Playback time for Proof of Delivery, Upsell Opportunities
    66. 66. Web / IPAD Based “Control Tower” View Launch New Activity Add/Modify Equipment Schedule Sub/Crew Todays Tasks within the Project “Play of the Day” Scheduled/Assigned Activities Vehicles/Equipment Requiring Maintenance Material Add/Search/Location Activity Assigned on Resource Expertise
    67. 67. Simplify Repeatable Steps Schedule of Activities Work Package A Work Package B Work Package C Planned / Estimated Execution / Controls Owner / Reporting Cost / ProductivityQty / % Complete Planned vs. Actual Performance Comparison
    68. 68. Integrate with Schedules Schedule of Activities Planned / Estimated Execution / Controls Owner / Reporting ACTIVITY ID / WORK PACKAGESchedule ID Cost Code / Account Code Rollup Schedule ID ACTIVITY ID / WORK PACKAGE Owner Reports Cost Overrun Past Due Activities Roll Up Cost Codes
    69. 69. Manage Vendors and Self Perform Work View Today’s Assigned Jobs “Play of the Day” Including Resources, Material, Equipment. Categorized by: Sub Contractor’s Self Perform Work
    70. 70. Attach Images and Notes from Field Insert User Based Reminder Notes for Daily / Weekly Tasks
    71. 71. Activity Scheduler Schedule Daily Activities By Craft Expertise, Availability For weekly planning Joe’s crew is available and Is qualified to perform This weeks activities
    72. 72. Organize Work Types and Categories Work Types By Classification Category Water Treatment
    73. 73. Material / Inventory Reorder Alerts Receive Inventory Reorder Alerts On Material for Operations, Construction, and Equipment
    74. 74. Vehicle Maintenance Management Real time updates visible in Control Tower Vehicle / Equip Assigned to Sub / Supervisor Update / Alert Vehicle / Equipment Maint. Records In the Field
    75. 75. Past/Present View of All Activities/Resources/Equipment/Vehicles View Current Location of Sub/Self Perform View Current Location of Equipment / Vehicles View Status of Jobs by Location View Historic Activity/Resource By Activity ID No Service Required No App to Download No Batteries to Charge Native to Device
    76. 76. Field to Control Tower Workflow Field Select Activity Select In Progress Select Complete Time/GPS Reflected in Record Updates from Field on All Activities Are displayed in Control Tower Status
    77. 77. Safety Certification Reports / Meetings Sub Contractor Insurance On File Safety Qualification Meeting Requirements: Pre Construction Meeting Site Safety Orientation Foreman’s Site Requirement Review Foreman’s Meeting Safety Review Daily Safety Walk Around Checklist
    78. 78. Quick Start Set Up… Leverage existing • Configure All Master Data • Employee Master • Inventory Master • Vendor Master • Equipment Master • Material Master Connect master data with Event Monitor for Master Data Updates
    79. 79. Closing Keys to Success • Initiate at the Cost Model Estimate Level (Calculation of Production) • Time Phase Costs • Cost Phase Scheduling Activities • Cautious Burden in the Field – Leverage Existing Process • Extend Collaboration (Vendor, Owner, EPCM, Contractor) • Leverage Existing Technology (Last 2 Years = API, Size, Bandwidth) • Core Process, Top Down Strategy 5/21/2014 © MobileLogix / DispatchLogix 2014 79
    80. 80. Contact: Ron Babich Co-Founder/CEO Email: ron@dispatchlogix.com Telephone: 602-492-8940 THANKYOU 80
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