Maximo differentiators
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  • IT Asset Management and Enterprise Asset Management practices reach across the enterprise. ITAM is no longer just a concern for IT and EAM is not just a concern for Operations. Asset Management is closely tied to financial management and affects groups such as Finance, Purchasing, Contracts, and Risk Management.
    In many organizations Asset and Financial Management is conducted in a siloed fashion with disparate systems that do not talk to each other. This prohibits data sharing and process optimization across the enterprise. IBM offers a single, unified solution for asset management and associated financial management, that enables organizations to manage all asset classes across the enterprise.
    IBM Asset and Financial Management Solutions help address the following business challenges:
    Visibility and Control: throughout the enterprise on asset management processes. Using a unified solution key stakeholders in the enterprise can share data and optimize asset management processes to maximize asset performance and profitability. This helps improve TCO and also increases Operational Efficiency
    Asset Convergence: lines of ownership blur in relation to IT-enabled assets. Is IT responsible for managing and maintaining these assets, or Operations, or both organizations? By using a unified solution for asset management these different groups can truly work together seamlessly. Enterprise Asset Management and IT Asset Management practices reach across the enterprise and affect key stakeholders everywhere. With lines of ownership between IT and Operations blurring, these asset management complexities must be done in one system.
    As you can see from this graphic, there are no walls between IT and OT. Although there are individual roles and responsibilities, a definite blurring between IT on the left and OT on the right exists. Therefore, there is an essential need to enable data sharing and process optimization across the enterprise.
  • There are many customers who have been using Maximo for some time to manage the strategic assets in their enterprise.
    1/ Great River Energy (GRE) started out using Maximo for managing the power generation aspects of their business until the CIO saw value in taking advantage of the Maximo skills they built up to put IT assets under the same umbrella
    2/ the State of Georgia is using Maximo for their facilities, vehicles and IT assets because of the visibility it gives them to metrics they need at the executive level. From a single application state officers can look across a large expanse of state operations for a roll-up of information relating to state assets, including asset condition, utilization and spend
    3/ DTE has made a substantial investment in Maximo, including specific industry solutions for managing nuclear and T&D (transmission & distribution) operations and fleet vehicles. They are making good progress in eliminating over 80 different applications and consolidating them onto Maximo.
    4/ Dalarna, a county in Sweden, initially bought Maximo for IT asset management and then expanded their implementation to include their IT service desk. They also use Maximo to track maintenance of hospitals and health centers, medical equipment and their fleets of emergency vehicles.

Transcript

  • 1. © 2012 IBM Corporation1 Maximo Differentiators
  • 2. © 2012 IBM Corporation2 Maximo Key Differentiators Agility Configurable Data Model Configurable Screens No Coding Required Technology J2EE Standard Scalable Enterprise Wide Process Automation Ensure Processes Remain Adaptable No Coding Required Company History and Stability Presence and Leadership Commitment and Investment Asset Concentration Breadth of Coverage Depth of Capabilities Asset Convergence
  • 3. © 2012 IBM Corporation3 Asset Concentration
  • 4. © 2012 IBM Corporation4 Production Equipment Transportation Assets Facilities IT Hardware and Software • Power generation equipment • Refineries, chemical plants • Manufacturing lines • Corporate buildings • Hotels, hospitals • Airports, government facilities • Rail, rolling stock • Over-road vehicles • Ships, aircraft • Servers, laptops, network devices • Software configurations, licenses • Help desks Assets Work Together to Support Business Goals… Assets work together in your organization so information about them must be tightly integrated too. Assets work together in your organization so information about them must be tightly integrated too.
  • 5. © 2012 IBM Corporation5 Maximo Industry Solutions  Maximo for Nuclear Power  Maximo for Utilities – Maximo Spatial  Maximo for Life Science  Maximo for Transportation – Maximo Asset Configuration  Maximo for Government  Maximo for Oil & Gas  Unique Industry Functionality – Delivers more complete solutions and more rapid, lower cost implementations – Delivered with out of the box Industry specific content, business processes – Supports Industry specific regulatory compliance: FDA, NRC, DOT – Create distinct competitive advantages for IBM
  • 6. © 2012 IBM Corporation6 Comprehensive Asset Management
  • 7. © 2012 IBM Corporation7 A comprehensive, integrated asset management infrastructure Enabling data sharing and process optimization across the enterprise… IT Managers can see how to streamline inventory and resources across the organization Software Asset Managers can see how to optimize licensing to avoid over/under-purchasing and mitigate compliance risk Financial Managers can see the entire inventory and analyze return on assets for financial reporting Maintenance Managers can see job plans enabled by availability of information to increase asset capacity Service Desk Technicians can see asset data to streamline service request handling and expedite incident & problem resolution Purchasing Managers can see costs and orders enterprise-wide for price comparisons, discounting, standardization and order tracking Facilities Managers can see assets in the Data Center to optimize power consumption and reduce unplanned outages Risk Managers can see asset detail to ensure regulatory compliance and mitigate risk Contract Managers can see asset related contracts; negotiate vendor T&Cs and monitor supplier performance Hardware Asset Managers can see lease and maintenance status and when to plan for upgrades Operations Managers can see asset conditions in sufficient detail to improve asset utilization & performance
  • 8. © 2012 IBM Corporation8 Application Consolidation •Consolidate applications and vendors for superior asset management •Leverage one solution across the enterprise Benefits: •Lower software and implementation costs •Lower infrastructure complexity •Lower operational risk Asset Management Consolidation Production Equipment Transportation Assets Facilities IT Hardware and Software
  • 9. © 2012 IBM Corporation9 Asset Convergence Configuration Management Change Management Asset Management Transportation Production Facilities IT Networked Operating Assets • IT improves asset performance • Networked connectivity for remote monitoring • Networked connectivity for maintenance automation Embedded IT • On-board IT increases asset sophistication • Automation of complex tasks • Mechanics replaced by electronics
  • 10. © 2012 IBM Corporation10 Industrial Applications Asset Convergence • Electronic monitoring of asset health and performance using monitoring agents • New industrial equipment increasingly ships with built-in agents, often standards-based • Remote condition monitoring increases demand on IT availability • Objective: improve preventive and predictive maintenance to increase overall business performance
  • 11. © 2012 IBM Corporation11 Asset Convergence Facilities Management • IT improves occupant safety and comfort but at the expense of complexity • Building automation requires high network availability • Objective: use combined asset and service management solutions to drive operating costs down faster than complexity increases them
  • 12. © 2012 IBM Corporation12 Fleet Management Asset Convergence • Use of telematics expanding from mobile logistics to remote, real-time vehicle diagnostics • Customers such as Bombardier are shipping rolling stock with built-in IT • Objective: enable preventive maintenance with remote, real-time monitoring, analysis and automated asset management
  • 13. © 2012 IBM Corporation13 Why Asset Concentration is important  Depth of Function – Deep Industry specific functionality – Most robust core Asset Management capabilities in the market  IT Consolidation – One Asset Management system for all Asset Processes  IT Convergence – Single Platform to support holistic Asset processes, including IT Asset Concentration Breadth of Coverage Depth of Capabilities Asset Convergence
  • 14. © 2012 IBM Corporation14 Technology
  • 15. © 2012 IBM Corporation15 Dedication to Innovation and Technology  As technology evolves… – Web Services – Mashups – Mobile – IP Enabled Assets – Assets with Onboard Technology  …IBM will continue to be – An Investor – An Innovator – A Leader – A Pacesetter
  • 16. © 2012 IBM Corporation16 Maximo - Architecture  Modern and Stable  J2EE component-based architecture leverages the latest Internet standards and technologies  Deployed, operated and maintained within commercial application server  Scales from small, single-site deployments to large, multi-site global deployments  Supports multiple: – Organizations – Sites – Languages – Currencies – Time Zones Technology J2EE Standard Scalable Enterprise Wide
  • 17. © 2012 IBM Corporation17 Single Instance, Global Deployments  Multiple Languages – Pages and Data – 16 Languages  Multiple Currencies  Multiple Time Zones Database Organization 2Organization 1 Site1 Site2 Site3 Site4 Site5 Site6 Organization 3 “Decentralized Solutions Have Higher TCO. The consequences of a decision to decentralize are higher initial implementation and ongoing ownership cost.” - Gartner Site7 Site8 Technology J2EE Standard Scalable Enterprise Wide
  • 18. © 2012 IBM Corporation18 Maximo Integration Powerful Integration Framework – Native, message-based XML integration • Compatible with current industry standards – Communicates with Maximo’s business objects • Ensure proper collaboration between systems – Out-of-the-box integration with leading ERP and e-Commerce vendors, in addition to a common adapter to integrate to other systems – Web Services – Portals Maximo Enterprise Adapter – Integrate any Maximo object – Dynamic Web services – Pre-built integration points – Pre-built integrations to • SAP and Oracle
  • 19. © 2012 IBM Corporation19 Maximo Enterprise Adapter  UI driven integration development and deployment  Multiple integration options – Web services – JMS – HTTP(S) – Database – File – Batch/bulk processing – Email and workflow connectivity
  • 20. © 2012 IBM Corporation20 Why Technology Matters  Supportability  Interoperability  Implementability  Scalability Low Total Cost of Ownership Technology J2EE Standard Scalable Enterprise Wide
  • 21. © 2012 IBM Corporation21 Business Process Automation
  • 22. © 2012 IBM Corporation22 Business Process Automation Companies are more and more focusing on Asset Management as a response to significant market pressures: – Need to Maximize Return on Assets (RoA) – Risk of Failure of Critical Assets – Complexity of Operations – High Energy Costs – Regulatory Compliance – Aging/Retiring Workforce In order to address these pressures, Best-in-Class companies are more likely to standardize asset maintenance and reliability processes across the enterprise.
  • 23. © 2012 IBM Corporation23 Business Process Automation Checklist More Than Just Workflow  Design a process for any document/record – Typical - Work Orders, Purchase Orders – Also required - Job Plans, Assets, Items, Contracts, Transactions, etc.  Drive the document/record through multiple states via manual and automated tasks – Define next step in process, who is responsible, what they need to do, and how long they have to do it – Provide means to automate steps and activities along the way, making the overall process more efficient • Manage more than just “State” but any data attribute associated with the document/record – For manual steps, provide user assistance  Model real-world business processes which are: – Non-linear, non-sequential – Multi-person • Multiple assignees to a step • Multi-level – Variable • Requires potentially complex logic and branching
  • 24. © 2012 IBM Corporation24 Business Process Automation Checklist, cont. More Than Just Workflow  Monitor defined processes in order to improve – Identify and address bottlenecks • Define escalation points to alleviate – Pinpoint waste • Report on unnecessary steps (rubber-stamp situations)  Define, monitor and manage to business commitments – Translate business level goals and objectives into explicit time-based targets for individual activities – Establish overall levels of service (Availability, Reliability, Responsiveness, etc.) aligned to business objectives – Monitor granular activity-level and summarized service-level performance and proactively respond according to predefined rules  Provide visibility into performance of processes – Establish meaningful Key Performance Indicators that directly correspond to business goals and are actionable
  • 25. © 2012 IBM Corporation25 Business Process Automation  Workflow and monitor any Maximo object – Escalate • Monitor and escalate any condition – Route • Process workflow • Multi-level approvals – Interact • Context-based interactions • Input driven screens Process Automation Ensure Processes Remain Adaptable No Coding Required
  • 26. © 2012 IBM Corporation26 Why Business Process Automation Matters Increased Business Responsiveness – Graphical Business Process Modeling • Adapt processes to changing business requirements • Ensure standardization of processes across the enterprise – Automated routing – E-mail notifications – Complete audit trail • Context-driven workflow – Drive users through application screens – Improves user productivity – Decreases training requirements • Low Cost of Implementation/Ownership – No Coding Required Process Automation Ensure Processes Remain Adaptable No Coding Required
  • 27. © 2012 IBM Corporation27 Agility
  • 28. © 2012 IBM Corporation28 Change is Constant  To maintain profitability, competitiveness, compliance and value, and in order to ensure growth, companies must be able to react to and embrace change – Change in regulations and laws – Change in markets and competition – Change in customers • More customers, less customers, different customer types, etc. – Internal Change • Mergers, Acquisitions, Spin-Offs, Re-organizations, etc.  IT systems and applications historically have been specified, scoped, evaluated, acquired and implemented based on static requirements defined and collected at a point in time – Most implementations encounter scope change throughout – The cost (and effort) of changing scope during an implementation as well as implementing changes once in production are often overlooked  In addition to defined technical and functional requirements, an Asset Management system’s ability to adapt to change should be a significant component of an evaluation
  • 29. © 2012 IBM Corporation29 Configuration  Screen Configuration – Customer Configurable • No Coding required – Dynamic, Context Sensitive – Personalization • Start Center • KPIs – Multi-language • on one Maximo instance!  Database Configuration Agility Configurable Data Model Configurable Screens No Coding Required
  • 30. © 2012 IBM Corporation30 Application Designer
  • 31. © 2012 IBM Corporation31 The Cost of Currency  Why are most customers of enterprise applications NOT on the most current version of the implemented product, despite the customer being current on maintenance? 1. Because the company is not “ready” to upgrade due to internal reasons • Cost of validation in a regulated environment • Other internal factors created by business climate, competition, regulatory requirements, etc. 1. Because the value to be realized by an upgrade is outweighed by the cost of upgrade 2. Because the initial implementation timeline or previous upgrade took so long and cost so much 3. Because the product has been so “customized” that an upgrade is technically impossible
  • 32. © 2012 IBM Corporation32 Moving Forward Protected Implementation Investment  Maximo will support business processes today, and tomorrow – User Interface – Business Logic – Business Process – Data Model – System Integration  Tools – Application Designer – Workflow Designer – Database Configuration  Eliminate Release “Lock-In” – Product Updates – Product Upgrades Agility Configurable Data Model Configurable Screens No Coding Required
  • 33. © 2012 IBM Corporation33 How many “systems” do you have?  Beyond the fundamental components of an Asset Management system (Assets, Work Orders, Inventory, etc.) lies a multitude of “adjacent” systems – Requests of all types (Access, Use, Change in Status, New Assets, Meetings, Catering, New Employees, Employee Termination, etc.) – Meter management (Utilities) – Key and Lock tracking (Facilities) – Motor Pool and Asset reservations (Transportation and other) – Many, many more  These “systems” come in many “casual” shapes and forms – Paper – Excel – Access and other desktop databases – Lotus Notes – Homegrown code – Niche products
  • 34. © 2012 IBM Corporation34 Considering adjacent “system” costs  Adjacent “systems” must be – Compliant – Secure – Backed up/redundant – Integrated • Levels of integration: manual (high labor cost), technical but nonstandard (high IT cost), standard (vendor supported and low cost) – Adaptable (see “Change” earlier) – Supportable  Consider these costs during the identification of requirements and evaluation of an Asset Management system – Is the footprint broad and deep enough to eliminate existing “adjacent” systems and prevent the proliferation of new “adjacent” systems? – Is it flexible and adaptable enough to replace the “casual” development environments and address the needs identified above?
  • 35. © 2012 IBM Corporation35 Business Process Platform  Maximo is a platform for implementing all Asset Management processes, including those unique to specific customers  Maximo is utilized to eliminate “pop up” applications and “adjacent” systems that have hidden costs and lack of standards, security and reliability – Applications and processes developed and implemented in Maximo are fully supported – as if they were out of the box – Maximo based applications inherit all the IT standards required of the out of the box applications including security, adaptability, integration readiness, scalability, availability, etc. Agility Configurable Data Model Configurable Screens No Coding Required
  • 36. © 2012 IBM Corporation36 Why Agility Matters  The Business Environment Changes Often and Fast – Whether a System/Tool can support a change in the business “out of the box” or “as currently implemented” should never be a factor – Opportunity won’t wait while an implementation team develops  Release Lock is Painful – The cost to upgrade should not be higher than the original cost to implement  Customization Costs – The ability to meet a wide range of requirements without heavy coding/customization is imperative Agility Configurable Data Model Configurable Screens No Coding Required
  • 37. © 2012 IBM Corporation37 Maximo Key Differentiators Agility Configurable Data Model Configurable Screens No Coding Required Technology J2EE Standard Scalable Enterprise Wide Process Automation Ensure Processes Remain Adaptable No Coding Required Company History and Stability Presence and Leadership Commitment and Investment Asset Concentration Breadth of Coverage Depth of Capabilities Asset Convergence