California Department of Transportation's Asset Management ...


Published on

  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide
  • Agencies Department of Information Technology Department of Finance Transportation and Housing Agency Executives Involved both HQ and Field executives in developing policies for the use and design of IMMS. We conducted monthly “Executive Decision Making Meetings.” These were primarily working sessions- nothing too formal – in which we presented recommendations to the executives for their approval. Field From the beginning, end-users were involved in the design of IMMS, including its policies and processes. We conducted over 10 working sessions with the end-users. We solicited input from over 200 end-users at different times over the past 2 years. Through this, we were able to get the word out about IMMS as well as address the end-users needs. Additional Communications: Technical Bulletin Intranet Site
  • From District 3, we will begin implementation in subsequent districts
  • California Department of Transportation's Asset Management ...

    1. 1. California Department of Transportation’s Asset Management Strategy: “Building and Implementing the Foundation” Steve Takigawa, Chief of Maintenance Management Systems September 2001
    2. 2. A genda <ul><li>Caltrans Overview </li></ul><ul><li>Caltran’s Asset Management Strategy </li></ul><ul><li>Caltran’s Integrated Maintenance Management System </li></ul><ul><li>Pilot Implementation </li></ul><ul><li>Benefits of an Asset Management System </li></ul>
    3. 3. Caltrans is the 5 th largest transportation organization in the world… <ul><li>Mission: </li></ul><ul><li>Caltrans improves mobility across California </li></ul><ul><li>Vision: </li></ul><ul><li>California will have the safest, best managed seamless transportation system in the world </li></ul><ul><li>Overview: </li></ul><ul><li>12 Decentralized Districts </li></ul><ul><li>Over $10 Billion Budget </li></ul><ul><li>22,000 Employees </li></ul><ul><li>Division of Maintenance </li></ul><ul><li>Over $760M Budget </li></ul><ul><li>5,800 employees </li></ul><ul><li>8,200 pieces of equipment </li></ul><ul><li>49,384 lane miles </li></ul><ul><li>12,656 bridges </li></ul><ul><li>250 maintenance stations </li></ul>To help Caltrans achieve its vision, the Maintenance Division is implementing an Asset Management strategy
    4. 4. Asset management will allow Caltrans to… <ul><li>Forecast work to be performed on assets </li></ul><ul><li>Perform activity-based costing on all assets </li></ul><ul><li>Provide decision making tools to managers </li></ul><ul><li>Create an inventory of assets </li></ul><ul><li>Track associated service calls </li></ul><ul><li>Track assets’ condition </li></ul><ul><li>Perform “what-if” deterioration analysis </li></ul><ul><li>Track work performed and associated costs </li></ul>
    5. 5. Asset Management Strategy The Maintenance Program uses IMMS, LOS, BMS and PMS to identify and prioritize work Maintenance Program management uses IMMS to help address findings of LOS, BMS, and PMS evaluations 1. PLAN 2. DO Inspectors evaluate the condition of the assets, and provide reports to the Maintenance Program 3. CHECK 4. ACT Maintenance crews perform and record work completed in IMMS IMMS IMMS BMS PMS LOS IMMS IMMS BMS PMS LOS
    6. 6. <ul><li>Type of Information: </li></ul><ul><ul><li>Description of current pavement condition </li></ul></ul><ul><ul><li>Identification and prioritization of future projects </li></ul></ul><ul><ul><li>Estimates of fiscal resources required to make pavement repairs </li></ul></ul>2. Pavement Management System (PMS) 1. Integrated Maintenance Management System (IMMS) <ul><li>Type of Information: </li></ul><ul><ul><li>Level of Service rating summaries </li></ul></ul><ul><ul><li>Attribute summary analysis </li></ul></ul><ul><ul><li>Maintenance needs profiles </li></ul></ul><ul><ul><li>Overall needs index analysis </li></ul></ul>3. Levels of Service (LOS) <ul><li>Type of Information: </li></ul><ul><ul><li>Bridge Inventory </li></ul></ul><ul><ul><li>Bridge inspection results </li></ul></ul><ul><ul><li>Record of completed and upcoming bridge work needed </li></ul></ul>4. Bridge Management System (BMS) ASSET MANAGEMENT Provides a mechanism for managers to forecast and track work, make informed decisions, and evaluate the condition of assets. <ul><li>Type of Information: </li></ul><ul><ul><li>Asset Inventory </li></ul></ul><ul><ul><li>Planned, scheduled and </li></ul></ul><ul><ul><li>completed work </li></ul></ul><ul><ul><li>Costs based on asset or activity performed </li></ul></ul>Each of the four main systems contains specific information.
    7. 7. IMMS is the core of the Maintenance Program’s asset management system. Real-Time Information Real-Time Information Supervisor Region Office Generate Reports Generate Reports In the future, the Maintenance Program can enhance IMMS to achieve its long-term vision Handhelds Service Requests via the web Data warehouse Connection to other CT Programs GIS Reports Electronic Interface Electronic Interface Accurate IMMS TOPSS TRAMS SVS District and Region Office HQ and Accounting
    8. 8. Background on IMMS <ul><li>The IMMS project began in the mid 1990’s when the Maintenance Program reviewed its business processes and found duplication in data entry, inaccurate “cost” information, inaccurate and outdated inventory reports, and limited tools for planning or scheduling future work. </li></ul><ul><li>Since then… </li></ul><ul><ul><li>A study was completed to identify potential solutions </li></ul></ul><ul><ul><li>A commercially available work order software package, Hansen v7.5, </li></ul></ul><ul><ul><li>A Proof of Concept or mini-pilot </li></ul></ul><ul><ul><li>The IMMS Project go-live date was July 23, 2001 </li></ul></ul>
    9. 9. On July 23, 2001, the IMMS Pilot Implementation went live… <ul><li>160 out of 2000 end-users trained </li></ul><ul><li>30 out of 500 locations on-line </li></ul><ul><li>Training received 4+ out of 5 </li></ul><ul><li>Data converted from 7 systems </li></ul><ul><li>Successfully built 16 interfaces to 7 systems </li></ul><ul><li>2401 work orders created (8/29/01) </li></ul><ul><li>945 service requests created (8/29/01) </li></ul><ul><li>17,083 cost transactions (8/29/01) </li></ul>There were numerous factors that contributed to the success of the pilot
    10. 10. Success Factor #1: Implementation / Resource Planning <ul><li>IMMS Planning and Marketing </li></ul><ul><ul><li>Developed an implementation strategy at project’s inception </li></ul></ul><ul><ul><li>Obtained buy-in from key decision makers for implementation schedule </li></ul></ul><ul><ul><li>Marketed benefits of changing our way of doing business </li></ul></ul><ul><ul><li>Managed expectations with critical path updates </li></ul></ul><ul><li>Secured Budget and Project Resources </li></ul><ul><ul><li>Developed a 3 year budget forecast </li></ul></ul><ul><ul><li>Met with key decision makers to secure approvals for proposed budget </li></ul></ul><ul><ul><li>Identified Caltrans staff to work throughout life of project </li></ul></ul>
    11. 11. Success Factor #2: Stakeholder Buy-In <ul><li>Control Agencies </li></ul><ul><ul><li>Built relationships with Department of Information Technology, Department of Finance, Transportation and Housing Agency </li></ul></ul><ul><ul><li>Conducted quarterly meetings and kept informed of IMMS progress </li></ul></ul><ul><li>Caltrans Executives </li></ul><ul><ul><li>Involved Headquarters and District Management in key business decisions </li></ul></ul><ul><ul><li>Provided weekly Steering Committee updates </li></ul></ul><ul><ul><li>Helped remove roadblocks </li></ul></ul><ul><li>District and Field End-Users </li></ul><ul><ul><li>Involved over 200 end-users in design of IMMS policies and processes </li></ul></ul><ul><ul><li>Provided technical bulletins </li></ul></ul><ul><ul><li>Created Intranet site </li></ul></ul><ul><ul><li>Delivered regular updates </li></ul></ul><ul><li>Other System Owners </li></ul><ul><ul><li>Developed trust and confidence upfront </li></ul></ul><ul><ul><li>Set resource expectations and delivered plans </li></ul></ul><ul><ul><li>Facilitated Interface/Conversion agreements </li></ul></ul>
    12. 12. Success Factor #3: Comprehensive Implementation Plan <ul><li>Proof of Concept </li></ul><ul><ul><li>Validated Hansen V7.5’s fit with Caltrans </li></ul></ul><ul><li>Pilot </li></ul><ul><ul><li>Implementation Preparation (4-6 months) </li></ul></ul><ul><ul><ul><li>Conducted In-Services </li></ul></ul></ul><ul><ul><ul><li>Tailored processes and policies for pilot District </li></ul></ul></ul><ul><ul><ul><li>Developed crew specific training materials/ Quick Reference Guides </li></ul></ul></ul><ul><ul><ul><li>Established parallel processes </li></ul></ul></ul><ul><ul><ul><li>Prepared technical environment </li></ul></ul></ul><ul><ul><li>Implementation </li></ul></ul><ul><ul><ul><li>Conducted 4-day training session (crew specific) </li></ul></ul></ul><ul><ul><ul><li>Provided go-live support for end-users </li></ul></ul></ul><ul><ul><ul><li>Created Maintenance Division Help Desk </li></ul></ul></ul><ul><ul><ul><li>Established War Room </li></ul></ul></ul><ul><li>Statewide Roll-out </li></ul><ul><ul><li>Modified approach based on pilot findings </li></ul></ul><ul><ul><li>Deploy to 2 concurrent Districts through December 2002 </li></ul></ul><ul><ul><li>Implement to remaining 1800+ users Statewide </li></ul></ul>
    13. 13. Success Factor #4: Integrated Team <ul><li>Worked as one team (we are all happy and love each other) </li></ul><ul><ul><li>Technical Team </li></ul></ul><ul><ul><li>Functional Team </li></ul></ul><ul><ul><li>Testing Team </li></ul></ul><ul><ul><li>Training Team </li></ul></ul><ul><ul><li>External teams (HR, Accounting, etc.) </li></ul></ul><ul><li>How? </li></ul><ul><ul><li>Conducted daily Cut-Over meetings </li></ul></ul><ul><ul><li>Facilitated cross-functional design meetings </li></ul></ul><ul><ul><li>Defined priorities and made necessary adjustments </li></ul></ul><ul><ul><li>Held regular Project Management meetings </li></ul></ul><ul><ul><li>Made continuous communication a top priority </li></ul></ul>
    14. 14. Success Factor #5: Quality Assurance <ul><li>Developed and maintained an issues resolution procedure </li></ul><ul><li>Implemented rigorous cross-functional testing processes </li></ul><ul><li>Conducted code reviews </li></ul><ul><li>Held technical review meetings </li></ul><ul><li>Developed contingency plans </li></ul><ul><li>Initiated back-up and recovery procedures </li></ul><ul><li>Conducted training evaluations </li></ul><ul><li>Implemented post-go live survey </li></ul>
    15. 15. All these factors have helped Caltrans build the foundation for Asset Management Strategy <ul><li>“ Do the Right Thing at the Right Time” </li></ul>
    16. 16. More information on the IMMS Project, <ul><li>Steve Takigawa </li></ul><ul><li>IMMS Project Manager (916) 323-7806 </li></ul><ul><li>Ed Schmidt </li></ul><ul><li>IMMS Team Lead (916) 323-7813 </li></ul>