Max Session 5- Maximo Panel

© 2014 IBM Corporation
Achieving Business Value
Maximo Panel
Tom Mahon, Panel Moderator
Kenneth L. Korba, Director, Special Projects Team
Tim Harvey, Chief, National Park Service
Andrew Gregory, Unit Chief, FBI

Kenneth L. Korba
Director, VHA Special Projects Team
DC MUG
May 21, 2014

Department of Veterans Affairs
• 350,000 Employees
• 25,000,000 Veterans Served
• Over $8 billion annually in purchases for supplies,
inventory, and equipment within VHA alone
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Second Largest Federal Agency

Veterans Health Administration
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• 153 Medical Centers
• 956 Outpatient Clinics
• 232 Vet Centers
• 134 Community Living
Centers
• 90 Domiciliary Rehab
Centers
• 8M unique patient visits per
year
• Over 10,000 Real Property
Assets valued at over 200
Billion Dollars
• Over 12 Million Equipment
Assets Valued at over 25
Billion Dollars

Current Asset Management Environment
• Over 130 unique
instances of each VistA
application
• Operated primarily at
VA Medical Centers
• Potential for
customization at each
site
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Vertical Enterprise
Enterprise Level
Administration Level
Regional Level
Site Level • Non-standard instances of asset
management applications occurring
throughout the enterprise
• Business processes differ from one
site to the next
• No centralized source for enterprise
asset visibility
Current Logistic s
M a nagem ent IT
E nvironm ent
Non-
standard
data
Current Asset
Management IT
Environment

SOARD Vision and Scope
The SOARD project will implement Maximo 7.5 as an enterprise asset management solution for
billions of dollars’ worth of VHA assets, ranging from the physical structure of a medical center to an
infusion pump or case cart.
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PIP
AEMS MERS
GIP
Equipment/Turn-in
Request
Prosthetics
Sterile Processing
Environmental
Management
Facilities Management Healthcare Supply
Emergency Management
Healthcare Technology
Occupational
Safety & Health
• Asset Management
• Work Management
• Inventory Management
• Purchasing Management
• Workforce Management
• Location/Space Mgmt
• Reporting
Surgery
Handheld
Software
Financial
Administration Level
Regional Level
SiteLevel
CBOC
CBOC
CBOC
CBOC
Procurement
Prosthetics
POU
Devices
1
Other
Other
• Provides asset management support across multiple
organizations within VHA
• Provides capabilities and benefits at the site, regional,
and administration levels
• Estimate 50K total
users when fully
deployed
• Estimate 7,500
concurrent users

Why do it?
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• All site level benefits
• Asset condition monitoring and
targeted maintenance
• Regional level visibility, accountability,
data management
• Consolidated operations and strategic
sourcing
• Environment of care improvements
• Enhanced patient safety
• All site and VISN level benefits
• Enterprise portfolio budgeting and
justification to oversight
• Enterprise level visibility, accountability,
data management
• Extend asset lifetime and reduced total
ownership cost
• Provide metrics to support management
of programs to enhance Joint
Commission on Accreditation of
Healthcare Organizations (JCAHO)
• Facilitate emergency response
• Reduce asset and inventory spend
VISNVISN
Level BenefitsLevel Benefits
EnterpriseEnterprise
SiteSite
SOARD Deployments to VHA
Benefits quickly accrue over time bringing needed
operational efficiencies to site, regional, and
enterprise levels
Benefits
VHA Benefits of
SOARD
Sites Deployed Enterprise DeployedVISNs Deployed
• Operational and programmatic
efficiencies & productivity gains
• Automated processes and
mobile technology
• Site level visibility, accountability,
and data management
• Reduced operational expenses
• Increased access to metrics which
aids in compliance

National Park S ervic e - PFMD
EXPERIENCE YOUR AMERICA™
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National Park S ervic e
Park Fac ility Management Divis ion
NPS ’s Us e of Maximo in
Managing it’s As s et Portfolio
May 21, 2014

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TheNational Park ServiceOrganic Act16 U.S.C.1
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...to promote and regulate the use of the...national parks...which purpose is to
conserve the scenery and the natural and historic objects and the wild life
therein and to provide for the enjoyment of the same in such manner and by
such means as will leave them unimpaired for the enjoyment of future
generations."

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• 401 National Parks cover more than 84 million acres, including historic sites,
battlefields, recreation areas, monuments, seashores, trails, and highways.
To fulfill this mission, NPS established an extensive system of
parks across the nation and territories.
Including thesupporting
assetinfrastructure
necessaryto operatethem
Pacific
West
Intermountain
Midwest Northeast
Southeast
National
Capital
Alaska

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Constructed assets are inextricably linked to
protecting natural and cultural resources and
providing visitor services
• Assets either are the park mission or they enable the park mission.
• Improving the physical condition is a priority because assets in acceptable
condition help advance the “big picture” goals of each park.

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Over time, these assets have fallen into disrepair
• As the backlog has accumulated,
the costs to maintain National
Park Service assets have been
deferred over time.
– Higher visitation rates, aging
facilities, new parks, and increased
operational requirements have
affected the ability of national parks
to maintain their physical
infrastructure.
– Overall, resources have not been
sufficient to meet needs, and assets
have not been maintained well. As
a result, the NPS today faces a
significant backlog of maintenance
needs.

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NPS takes a holistic view of asset needs
• A proactive, life-cycle approach
• Life cycle requirements include the costs associated with operations,
maintenance, code compliance, breakdown repairs, system
replacement, and disposition
• With this approach, parks are better positioned to improve daily
performance and ensure the ongoing health and longevity of mission-
critical assets and equipment

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The NPS Asset Management Program is structured around
industry best practices
• Whatassets does thepark own?
• Whatis thecurrentreplacementvalueof each asset?
• Whatis thecondition of each asset?
• Whatis required to properlysustain theassets over time?
• Whatassets arethehighestpriorities relativeto thepark mission,and whereshould a park focus
resources?
Identify
inventory
C alc ulate
Value
As s es s
C ondition
Determine
requirements
Target high-
priority as s ets

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Industry standard indicators help
managers further prioritize maintenance
resources
• Tools such as the FCI and API help managers both
– Target investments, and
– Evaluate the impact of decisions on the overall portfolio.
Candidate for
demolition
or disposal
Repair or rehabilitate
significant historical
resources
Transfer or
designate for
beneficial use
by other parties
Better Worse
High
Low
Regular, recurring
maintenance
Preventive
maintenance
Component renewal
Facility Condition Index
AssetPriorityIndex

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National Park Service asset management preserves the
parks for future generations
• By effectively managing assets, NPS will maintain its infrastructure over
time.
– Maintenance and repair of park facilities can be funded to ensure resource
protection and visitor enjoyment for years to come.
– The significant public investment in park infrastructure will be aligned with our
mission and responsive to future needs.

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National Park S ervic e
Park Fac ility Management Divis ion
The National Park S ervic e c ares for s pec ial plac es s aved by the Americ an people s o that all may experienc e our

Finance Division
DC MAXIMO AND
TRIRIGA USER GROUP
FBI’s Maximo Implementation21 May 2014
UNCLASSIFIED
UNCLASSIFIED

Organization
May 21, 2014
 Our People & L eaders hip
On October 31, 2013, we had a total of 35,344 employees. That included
13,598 special agents and 21,746 support professionals, such as
intelligence analysts, language specialists, scientists, information
technology specialists, and other professionals.
 Our L oc ations
We work literally around the globe. Along with our Headquarters in
Washington, D.C., we have 56 field offices located in major cities
throughout the U.S., approximately 380 smaller offices called resident
agencies in cities and towns across the nation, and more than 70
international offices called “legal attaches” in U.S. embassies worldwide.
 Our Budget
In fiscal year 2014, our total direct-funded budget is approximately $8.3
billion, including increases to enhance our cyber, counter-IED (improvised
explosive device), firearms background check, and other programs.
Andrew S. Gregory UNCLASSIFIED
CLASSIFICATION
UNCLASSIFIED

Business Needs
May 21, 2014
 Property Management Applic ation (PMA)
 Accountable property (property valued at $2,500 or greater)
 Sensitive items (e.g., laptops, desktops, firearms)
 Vehic le Management Applic ation (VMA)
 FBI fleet (includes costs, mileage readings, maintenance costs
and schedules, and accident information)
 Is s ued Pers onal Property (IPP)
 Property distributed to FBI employees (e.g., debit cards, travel
cards, badges)
 Fixed As s et Module (FA)
 Capital property (property with cost equal to or greater than
$25,000) that has been added, modified, removed by quarter
 Calculate quarterly depreciation
CLASSIFICATION
UNCLASSIFIED

Solution Employed
May 21, 2014
 Maximo As s et Management for zE nterpris e
 Users are authenticated with internal FBI Active Directory
 Financial and reference data is shared with our new Momentum
System
 All assets have standardized processes for “check in” and “check out”
 Emails are sent for assets remaining in “NOT READY” status
 Maximo for Trans portation for zE nterpris e
 Work orders on cars are tracked in a single database
 Mileage is now reliable and used to schedule maintenance
 Maximo Mobile As s et Manager for zE nterpris e
 Old Husky scanners were replaced with Motorola and Panasonic
modern scanners
CLASSIFICATION
UNCLASSIFIED

Value Derived
May 21, 2014
CLASSIFICATION
UNCLASSIFIED

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