The document outlines a facilities maintenance and service activation process involving multiple steps:
1. A customer submits a service request to the help desk, who captures the data and determines if it is a facilities-related issue.
2. If related to facilities, planning determines the work required, develops job plans, and schedules the work. This involves checking for existing job plans, developing estimates, and coordinating with contractors if needed.
3. The scheduled work is then executed by the appropriate service providers and job representatives. They confirm jobs, perform the work, and ensure the equipment is satisfactory once complete.
4. Upon completion, statuses are updated in the system and customers are notified. Feedback is also communicated
Pankaj Singh has over 15 years of experience in the telecom domain working on prepaid top-up systems, revenue assurance, and provisioning mediation projects. He currently works as a technical team leader at IBM India Private Ltd and has experience leading teams and managing projects for clients like Vodafone and Idea. His technical skills include Java/J2EE, Linux, AIX, SQL, and he has experience with technologies like Tomcat, Oracle, and Comptel.
The document provides information on several professional IT services from Connection including SimpliVity Hyperconverged Solution Basic Installation, VMware Horizon View Optimization Assessment, VMware Horizon Air Proof of Concept, and vSphere Health Check. The services range from 1-4 weeks in implementation time and include activities like installing and configuring systems, assessments, proofs of concept, and health checks. They also provide details on scheduling, timelines, and notes about each service.
The document provides information on several professional IT services from Connection including SimpliVity Hyperconverged Solution Basic Installation, VMware Horizon View Optimization Assessment, VMware Horizon Air Proof of Concept, and vSphere Health Check. The services range from 1-4 weeks in implementation time and include activities like installing and configuring systems, assessments, proofs of concept, and health checks. Scheduling for all services involves initial contact within 2 days and 2 weeks for staffing.
Simplifying the work order business processes at marin municipal water distri...robgirvan
GuiXT was used to improve the plant maintenance business processes at Marin Municipal Water District (MMWD) by simplifying the work order creation process. GuiXT reduced the number of clicks, keystrokes, and screens needed to create a work order compared to the standard SAP process. It also linked work orders to other systems like GIS and document management. Additional improvements included streamlining time entry into CAT2 from work orders and converting paper forms into electronic forms attached to work orders. GuiXT helped improve navigation of work orders and finding equipment information. Overall it provided a more intuitive interface for users and reduced training needs.
Sapphire 2013 Presentation - Streamlining SAP Transactions for Barcode Scanne...DeeDee Kato
With no SAP upgrade or additional SAP software, learn how Welch Allyn used their existing SAP environment to cut their SAP transaction times in half through iOS bar code scanning and tailoring the SAP Production Planning and Control module to the specific needs of the business.
Welch Allyn improvements include:
Change Container Status With Bar Code (PKBC) used to empty KanBan bins on the production floor went from 7 key strokes and 3 mouse clicks to one bar code scan. With 350k transactions, every key stroke matters! Error-proofing the transaction is also done with barcodes and bins no longer have to be moved, saving handling time and money.
MFBF (Backflushing In Repetitive Mfg) transaction was streamlined and extended to iOS devices, going from 22 keystrokes to one barcode scan. With 150K of these transactions, the time savings and reduction in errors paid for itself in months.
This is the presentation from our Deltek Vision user group meeting in Baton Rouge, Houston and Honolulu. During this presentation we talked about project set-up best practices, Deltek Vision in the Cloud, Deltek for Professional Services, and much more. Want to attend a user group in your city? http://www.bcsprosoft.com/deltek-vision/user-groups/
This is the presentation from our Sage 100 (MAS 90/200) user group meeting in San Antonio, Houston and Denver. During this presentation we talked about what's new in v2018 and some Year-End processing tips. Want to attend a user group in your city? http://www.bcsprosoft.com/sage-100/user-groups/
This document provides instructions for students to complete practical projects related to project management. It outlines 4 practical assignments:
1. Create a System Requirement Study (SRS) for a sample inventory management project using UML diagrams.
2. Use the waterfall model to prepare a flow chart and Gantt chart for a student project.
3. Estimate the cost of a project using Function Point Analysis (FPA), which involves counting types of system functions and weighing them based on complexity.
4. Estimate the cost of a project using the COCOMO model, which is a regression model that uses parameters from historical data and current project characteristics in a basic formula.
Pankaj Singh has over 15 years of experience in the telecom domain working on prepaid top-up systems, revenue assurance, and provisioning mediation projects. He currently works as a technical team leader at IBM India Private Ltd and has experience leading teams and managing projects for clients like Vodafone and Idea. His technical skills include Java/J2EE, Linux, AIX, SQL, and he has experience with technologies like Tomcat, Oracle, and Comptel.
The document provides information on several professional IT services from Connection including SimpliVity Hyperconverged Solution Basic Installation, VMware Horizon View Optimization Assessment, VMware Horizon Air Proof of Concept, and vSphere Health Check. The services range from 1-4 weeks in implementation time and include activities like installing and configuring systems, assessments, proofs of concept, and health checks. They also provide details on scheduling, timelines, and notes about each service.
The document provides information on several professional IT services from Connection including SimpliVity Hyperconverged Solution Basic Installation, VMware Horizon View Optimization Assessment, VMware Horizon Air Proof of Concept, and vSphere Health Check. The services range from 1-4 weeks in implementation time and include activities like installing and configuring systems, assessments, proofs of concept, and health checks. Scheduling for all services involves initial contact within 2 days and 2 weeks for staffing.
Simplifying the work order business processes at marin municipal water distri...robgirvan
GuiXT was used to improve the plant maintenance business processes at Marin Municipal Water District (MMWD) by simplifying the work order creation process. GuiXT reduced the number of clicks, keystrokes, and screens needed to create a work order compared to the standard SAP process. It also linked work orders to other systems like GIS and document management. Additional improvements included streamlining time entry into CAT2 from work orders and converting paper forms into electronic forms attached to work orders. GuiXT helped improve navigation of work orders and finding equipment information. Overall it provided a more intuitive interface for users and reduced training needs.
Sapphire 2013 Presentation - Streamlining SAP Transactions for Barcode Scanne...DeeDee Kato
With no SAP upgrade or additional SAP software, learn how Welch Allyn used their existing SAP environment to cut their SAP transaction times in half through iOS bar code scanning and tailoring the SAP Production Planning and Control module to the specific needs of the business.
Welch Allyn improvements include:
Change Container Status With Bar Code (PKBC) used to empty KanBan bins on the production floor went from 7 key strokes and 3 mouse clicks to one bar code scan. With 350k transactions, every key stroke matters! Error-proofing the transaction is also done with barcodes and bins no longer have to be moved, saving handling time and money.
MFBF (Backflushing In Repetitive Mfg) transaction was streamlined and extended to iOS devices, going from 22 keystrokes to one barcode scan. With 150K of these transactions, the time savings and reduction in errors paid for itself in months.
This is the presentation from our Deltek Vision user group meeting in Baton Rouge, Houston and Honolulu. During this presentation we talked about project set-up best practices, Deltek Vision in the Cloud, Deltek for Professional Services, and much more. Want to attend a user group in your city? http://www.bcsprosoft.com/deltek-vision/user-groups/
This is the presentation from our Sage 100 (MAS 90/200) user group meeting in San Antonio, Houston and Denver. During this presentation we talked about what's new in v2018 and some Year-End processing tips. Want to attend a user group in your city? http://www.bcsprosoft.com/sage-100/user-groups/
This document provides instructions for students to complete practical projects related to project management. It outlines 4 practical assignments:
1. Create a System Requirement Study (SRS) for a sample inventory management project using UML diagrams.
2. Use the waterfall model to prepare a flow chart and Gantt chart for a student project.
3. Estimate the cost of a project using Function Point Analysis (FPA), which involves counting types of system functions and weighing them based on complexity.
4. Estimate the cost of a project using the COCOMO model, which is a regression model that uses parameters from historical data and current project characteristics in a basic formula.
This document summarizes a webinar presented by Marin Municipal Water District (MMWD) on using GuiXT software to improve plant maintenance business processes in their SAP system. MMWD implemented GuiXT to simplify work order creation and other tasks by reducing steps, clicks, and screens. GuiXT scripts guide users through work order entry, time entry, and associated forms while hiding underlying SAP complexity. Ongoing GuiXT development addresses additional user needs like equipment search and linking to other systems. The webinar emphasized starting simply and expanding functionality incrementally while supporting users through mistakes.
Origin upgraded its Oracle E-Business Suite from version 11i to R12 in 2009, which led to various performance, validation, and module issues over the first few months; a remediation project was implemented to address the backlog of issues through additional resources, optimization, and patches over 4 months; after further hardware upgrades and implementation of additional patches over 4-6 months, the system was stabilized and help desk calls were reduced.
This document provides a summary of Alvin Britaña Mabutol's employment history and qualifications. He has over 20 years of experience in technical support, systems administration, and network administration for retail and engineering companies. His most recent role is as Systems Administrator and Stock Controller for a leading office furniture retailer in Qatar, where he manages their IT infrastructure and enterprise resource planning system. He also has experience in similar roles for other companies in Qatar and the Philippines.
Origin upgraded to Oracle R12 in January 2009 along with implementing several other projects. This led to performance issues, problems with new modules, and customizations requiring more effort than expected. Over the next year, Origin conducted a remediation project, tactical hardware upgrade, and patch release to address issues. While challenging initially, Origin was eventually able to stabilize their R12 environment through significant effort and assistance from Oracle.
New Vibrations provides managed services to telecommunications operators and equipment vendors, including managed operations, operational assistance, network design and optimization, network deployment, and network operations. Their services are divided into managed operations, which involves taking over network development and maintenance, and operational assistance, which provides temporary personnel to address competence shortfalls. Their portfolio includes network auditing, design, deployment, integration, and daily operations management according to performance goals. New Vibrations aims to help customers focus on their core business by handling their non-core network operations.
Piyush Jain is a SAP Solution Manager consultant with over 3 years of experience in Solution Manager operations across various industries. He has expertise in areas such as Change Request Management, Incident Management, Technical Monitoring, Business Process Monitoring, Custom Code Lifecycle Management, and more. Some of Piyush's key engagements include implementing Change Request Management, Retrofit, and CSOL for Woolworths and configuring Technical Monitoring and Business Process Monitoring for Sony Pictures Entertainment. He is proficient in Solution Manager versions 7.1 and 7.2 and is looking to further expand his expertise.
Successful Contract Management With SAP: Ensuring Your Team Reduces Spend While Increasing Performance. End to end procurment with SAP in the context of plant maintenance and projects.
Mr. Venkata Ravi Kiran Tumu has over 8 years of experience as an Oracle Apps Functional Consultant, specializing in ERP solutions for manufacturing. He has expertise in the Order to Cash and Procure to Pay cycles. He has worked on multiple projects for clients like GE implementing Oracle Apps 11i and R12 modules. He was a project lead for GE Renewables projects and has visited client sites in the US. He is proficient in preparing documentation and providing end to end ERP implementations, support, and testing.
This document is a resume for Jacquelyn Farriel summarizing her experience as a Business Analyst and AP System Support Specialist with over 20 years of experience working with financial systems like GEAC, SAP, PeopleSoft, and Oracle. She has held roles supporting accounts payable, accounts receivable, general ledger, and financial reporting processes. Her responsibilities have included system maintenance, job scheduling, issue resolution, training, and acting as a liaison between technical teams and customers.
Innovate 2014 - What's New in Reporting and AnalyticsDragos Cojocari
The document discusses rational reporting and analytics products. It provides an overview of new features in RRDI 5.0 and Insight 1.1.4 including improved performance of the data collection component and new agile reports. It outlines the roadmap focus areas including self-serve reporting, DevOps measures, and unlocking engineering data. The reporting architecture is shown including the jazz reporting service, rational publishing engine, and Cognos for custom reports.
Danielle Turner has over 15 years of experience in accounting, operations, and program management. She has worked in a variety of industries including aerospace, manufacturing, distribution, and consulting. Her background includes expertise in QuickBooks, ERP systems, and restructuring operations to improve efficiency and profitability. She is seeking a new opportunity where she can apply her skills in accounting, project management, and process improvement.
This document outlines the key activities and checks needed for a successful cut-off procedure and go-live of a new SAP system. It discusses:
1) Pre-go live activities like master data loading, cost center planning, and product costing runs.
2) Pre-go live checks like customizing, number ranges, and operating concern setup.
3) Transaction data upload including purchase orders, stock, receivables, payables, assets, and general ledger balances.
The goal is to provide a comprehensive guide to migrating accurately from the old to new system on the planned go-live date.
VMWorld 2004 - Justifying the transition from Physical to VirtualDavid Kent
The document summarizes a presentation on justifying the transition from a physical to virtual Intel server environment. It outlines CNA's current physical server environment with low utilization. Implementing VMware virtualization could save over $2 million over 5 years by reducing TCO by 66% through server consolidation and faster provisioning. A proof of concept showed 22 applications could run virtually. Future phases would virtualize 350 NT4 servers, standardize images, and potentially move UNIX workloads to a Windows virtual environment for even greater cost savings.
The document describes the services provided by ICC Broadband LLC, including project management, aerial construction, equipment, construction crews, splicing, sweep and certification, headend integration, quality control, and design services. ICC Broadband has experience managing large telecommunications projects and provides full project management including quality control and documentation. They have crews trained for emergency response and restoration projects.
Kapil Sharma has over 11 years of experience as a Change Manager, with expertise in ITSM, ITIL, and developing cost-effective solutions. He holds several professional certifications including ITIL, Prince 2, and CobiT 5.0. He currently works as a Change Manager at Royal Bank of Scotland, where he manages all aspects of the change process and chairs CAB meetings. Previously he has worked as an IT Service Delivery Consultant, Change Manager, and Process Analyst for several other companies.
The Sage 100 Road Ahead presentation provides an overview of the product enhancements and new features that are in Sage 100 version 2020, which launched in March. Upon completion of this course, participants will have an understanding of the exciting new changes included in this new release, including:
- Payroll Version
- Workstation Synchronization Without Admin Rights
- Data Conversion Enhancements
- Custom Office Enhancements
- Navigation Updates
- Address Changes
- Accounts Receivable and Payable Changes
- eInvoicing
- Multiple Purchase Orders on a Receipt
- Lot/Serial Expiration Dates
- Expensing Work-in-Progress Costs in Job Cost
This document defines corrective action and root cause, and provides guidance on issuing Corrective Action Requests (CARs) related to schedule and delivery management. It describes the four levels of CARs from verbal/Level I requests to the most serious Level IV issues. Examples are provided for Level I-IV CARs related to late subcontractor deliveries and improper work tracking. The document emphasizes the importance of identifying root causes, such as manufacturing process issues, and complying with all contractual requirements when issuing CARs to remedy noncompliance and prevent recurrence.
This document outlines the inputs, processes, and outputs involved in project accounting. It describes setting up projects in the annual capital plan, defining and setting up projects, accumulating project costs, closing periods and projects, and generating project reporting and analysis. Key steps include creating projects, entering budget information, maintaining project tables, accumulating labor and other expenses to projects, performing periodic and final project reviews, and generating management reports. The goal is to properly plan, track, and report on all project-related costs, labor, and revenues through the full project lifecycle.
Recorded webinar: http://slidesha.re/LRBvC4
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/MBPMbk
Metrics-Based Process Mapping is a highly effective tool for improving office, service, and knowledge work processes.
This document summarizes a webinar presented by Marin Municipal Water District (MMWD) on using GuiXT software to improve plant maintenance business processes in their SAP system. MMWD implemented GuiXT to simplify work order creation and other tasks by reducing steps, clicks, and screens. GuiXT scripts guide users through work order entry, time entry, and associated forms while hiding underlying SAP complexity. Ongoing GuiXT development addresses additional user needs like equipment search and linking to other systems. The webinar emphasized starting simply and expanding functionality incrementally while supporting users through mistakes.
Origin upgraded its Oracle E-Business Suite from version 11i to R12 in 2009, which led to various performance, validation, and module issues over the first few months; a remediation project was implemented to address the backlog of issues through additional resources, optimization, and patches over 4 months; after further hardware upgrades and implementation of additional patches over 4-6 months, the system was stabilized and help desk calls were reduced.
This document provides a summary of Alvin Britaña Mabutol's employment history and qualifications. He has over 20 years of experience in technical support, systems administration, and network administration for retail and engineering companies. His most recent role is as Systems Administrator and Stock Controller for a leading office furniture retailer in Qatar, where he manages their IT infrastructure and enterprise resource planning system. He also has experience in similar roles for other companies in Qatar and the Philippines.
Origin upgraded to Oracle R12 in January 2009 along with implementing several other projects. This led to performance issues, problems with new modules, and customizations requiring more effort than expected. Over the next year, Origin conducted a remediation project, tactical hardware upgrade, and patch release to address issues. While challenging initially, Origin was eventually able to stabilize their R12 environment through significant effort and assistance from Oracle.
New Vibrations provides managed services to telecommunications operators and equipment vendors, including managed operations, operational assistance, network design and optimization, network deployment, and network operations. Their services are divided into managed operations, which involves taking over network development and maintenance, and operational assistance, which provides temporary personnel to address competence shortfalls. Their portfolio includes network auditing, design, deployment, integration, and daily operations management according to performance goals. New Vibrations aims to help customers focus on their core business by handling their non-core network operations.
Piyush Jain is a SAP Solution Manager consultant with over 3 years of experience in Solution Manager operations across various industries. He has expertise in areas such as Change Request Management, Incident Management, Technical Monitoring, Business Process Monitoring, Custom Code Lifecycle Management, and more. Some of Piyush's key engagements include implementing Change Request Management, Retrofit, and CSOL for Woolworths and configuring Technical Monitoring and Business Process Monitoring for Sony Pictures Entertainment. He is proficient in Solution Manager versions 7.1 and 7.2 and is looking to further expand his expertise.
Successful Contract Management With SAP: Ensuring Your Team Reduces Spend While Increasing Performance. End to end procurment with SAP in the context of plant maintenance and projects.
Mr. Venkata Ravi Kiran Tumu has over 8 years of experience as an Oracle Apps Functional Consultant, specializing in ERP solutions for manufacturing. He has expertise in the Order to Cash and Procure to Pay cycles. He has worked on multiple projects for clients like GE implementing Oracle Apps 11i and R12 modules. He was a project lead for GE Renewables projects and has visited client sites in the US. He is proficient in preparing documentation and providing end to end ERP implementations, support, and testing.
This document is a resume for Jacquelyn Farriel summarizing her experience as a Business Analyst and AP System Support Specialist with over 20 years of experience working with financial systems like GEAC, SAP, PeopleSoft, and Oracle. She has held roles supporting accounts payable, accounts receivable, general ledger, and financial reporting processes. Her responsibilities have included system maintenance, job scheduling, issue resolution, training, and acting as a liaison between technical teams and customers.
Innovate 2014 - What's New in Reporting and AnalyticsDragos Cojocari
The document discusses rational reporting and analytics products. It provides an overview of new features in RRDI 5.0 and Insight 1.1.4 including improved performance of the data collection component and new agile reports. It outlines the roadmap focus areas including self-serve reporting, DevOps measures, and unlocking engineering data. The reporting architecture is shown including the jazz reporting service, rational publishing engine, and Cognos for custom reports.
Danielle Turner has over 15 years of experience in accounting, operations, and program management. She has worked in a variety of industries including aerospace, manufacturing, distribution, and consulting. Her background includes expertise in QuickBooks, ERP systems, and restructuring operations to improve efficiency and profitability. She is seeking a new opportunity where she can apply her skills in accounting, project management, and process improvement.
This document outlines the key activities and checks needed for a successful cut-off procedure and go-live of a new SAP system. It discusses:
1) Pre-go live activities like master data loading, cost center planning, and product costing runs.
2) Pre-go live checks like customizing, number ranges, and operating concern setup.
3) Transaction data upload including purchase orders, stock, receivables, payables, assets, and general ledger balances.
The goal is to provide a comprehensive guide to migrating accurately from the old to new system on the planned go-live date.
VMWorld 2004 - Justifying the transition from Physical to VirtualDavid Kent
The document summarizes a presentation on justifying the transition from a physical to virtual Intel server environment. It outlines CNA's current physical server environment with low utilization. Implementing VMware virtualization could save over $2 million over 5 years by reducing TCO by 66% through server consolidation and faster provisioning. A proof of concept showed 22 applications could run virtually. Future phases would virtualize 350 NT4 servers, standardize images, and potentially move UNIX workloads to a Windows virtual environment for even greater cost savings.
The document describes the services provided by ICC Broadband LLC, including project management, aerial construction, equipment, construction crews, splicing, sweep and certification, headend integration, quality control, and design services. ICC Broadband has experience managing large telecommunications projects and provides full project management including quality control and documentation. They have crews trained for emergency response and restoration projects.
Kapil Sharma has over 11 years of experience as a Change Manager, with expertise in ITSM, ITIL, and developing cost-effective solutions. He holds several professional certifications including ITIL, Prince 2, and CobiT 5.0. He currently works as a Change Manager at Royal Bank of Scotland, where he manages all aspects of the change process and chairs CAB meetings. Previously he has worked as an IT Service Delivery Consultant, Change Manager, and Process Analyst for several other companies.
The Sage 100 Road Ahead presentation provides an overview of the product enhancements and new features that are in Sage 100 version 2020, which launched in March. Upon completion of this course, participants will have an understanding of the exciting new changes included in this new release, including:
- Payroll Version
- Workstation Synchronization Without Admin Rights
- Data Conversion Enhancements
- Custom Office Enhancements
- Navigation Updates
- Address Changes
- Accounts Receivable and Payable Changes
- eInvoicing
- Multiple Purchase Orders on a Receipt
- Lot/Serial Expiration Dates
- Expensing Work-in-Progress Costs in Job Cost
This document defines corrective action and root cause, and provides guidance on issuing Corrective Action Requests (CARs) related to schedule and delivery management. It describes the four levels of CARs from verbal/Level I requests to the most serious Level IV issues. Examples are provided for Level I-IV CARs related to late subcontractor deliveries and improper work tracking. The document emphasizes the importance of identifying root causes, such as manufacturing process issues, and complying with all contractual requirements when issuing CARs to remedy noncompliance and prevent recurrence.
This document outlines the inputs, processes, and outputs involved in project accounting. It describes setting up projects in the annual capital plan, defining and setting up projects, accumulating project costs, closing periods and projects, and generating project reporting and analysis. Key steps include creating projects, entering budget information, maintaining project tables, accumulating labor and other expenses to projects, performing periodic and final project reviews, and generating management reports. The goal is to properly plan, track, and report on all project-related costs, labor, and revenues through the full project lifecycle.
Recorded webinar: http://slidesha.re/LRBvC4
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/MBPMbk
Metrics-Based Process Mapping is a highly effective tool for improving office, service, and knowledge work processes.
The document discusses a mobile software solution called Navara that can help HVAC companies manage their field engineers and workflow. Some key benefits of Navara include giving engineers real-time access to customer and job information on mobile devices, streamlining administration tasks, enabling electronic billing and signatures for faster payment, and improving communication between the office and field teams. The document provides an example of how an HVAC job would be handled from acceptance to completion using the Navara mobile app.
T-Mobile Service Transition Timesheet ToolBill Jones
The document proposes a 4-step process to implement a Timesheet Tool to streamline T-Mobile's timesheet process. Phase 0 involves piloting the tool with a small group and presenting Excel vs. Windows app versions. Phase 1 would take the tool further by connecting it to live data sources, automating validation, and facilitating file transfers. The goal is to automate nearly the entire timesheet process to save over $150k and 45 hours per week by catching errors and simplifying tasks.
Have you tried to lean your IT Service Management? by Daniel BrestonInstitut Lean France
Workshop: IT going slow, reputation poor, service partners not delivering? Your budget is 30% Development and the rest keeping things running with a mix of internal and external IT teams. Your Service Desk does not add value as no one is paid to call them but you do get a lot of calls for help to fix or make a request. You are struggling to maintain compliance or introduce robust disaster continuity. Your PMO and Dev teams struggle to work with the Operations teams. Your SLAs are worthless.
Any of this sound familiar?
ITIL® or COBIT ® are the standard frameworks IT introduces but these seem to add burden and waste. What I did was lean my ITSM processes but first I leaned my IT people (within IT, partners and business stakeholders). A presentation by Daniel Breston at the Lean IT Summit 2015.
More Lean and IT on www.lean-it-summit.com
ITIL and DevOps at War in the Enterprise - DevOpsDays Amsterdam 2014Jan-Joost Bouwman
The journey from ITIL/CMMi to DevOps in the corporate setting of ING Netherlands. Presentation by Mark Heistek and Jan-Joost Bouwman at DevOpsDays Amsterdam 2014.
Example Risk RegisterExample Risk Register.xlsx WBS 1 20BetseyCalderon89
This document presents a project charter for installing an IT system at Mamma's Bakery and Sandwich Shoppe. The project aims to implement modern IT infrastructure to help the bakery scale operations and expand into new areas. Key deliverables include installing networking equipment, procuring and implementing point-of-sale, inventory management, and bookkeeping systems. The project is expected to streamline business processes, improve resource planning, enhance the customer experience, and enable further growth of the business. The charter outlines assumptions, scope, milestones, and an impact statement for the proposed project.
Business Process Improvement (BPI 7) Process Training ModuleFrank-G. Adler
The Business Process Improvement (BPI 7) Methodology Training Module v2.0 includes:
1. MS PowerPoint Presentation including 127 slides covering our seven-steps Business Process Improvement Methodology.
2. MS Word Process Measure Definition Worksheet
3. MS Word Activity Assessment Worksheet
4. MS Word Change Management Worksheet
5. MS Word Process Management Worksheet
Enterprise mobile solution for mobilizing field services operations in the manufacturing industry. A success story of field sales efficiency and business turnaround.
The document describes two workflows for processing work orders - the standard workflow and a sub-process for delayed work orders. The standard workflow involves a participant reporting an issue, a work order being created and assigned, repairs being made, and the work order being closed. For delayed work orders, additional steps are involved such as determining if a vendor is needed, obtaining bids, approving the request, ordering parts, scheduling the vendor, and documenting the process.
This is my first idea for a new application for the QA/QC team to use in part of making the inspections or reporting non conformance against the process or the installation on site and also can identify the damages happened on site by others or internally and recorded in this soft ware or share it to other parties.
I'm actually looking to share the same with a distributors and supponcers to assist me for sharing this application to everyone in the world.
Navara offers superior service management for companies who install, service, and maintain equipment. The engineer receives the job complete with all relevant information on his PDA. The scheduler immediately receives information from the engineer about the status of the assignment. Once the job has been finished the engineer simply indicates this in his PDA, including the signature of the customer. All the information needed for an invoice is immediately available.
The document describes the repair process in SAP Customer Service (CS), including settlement of costs to cost centers, delivery of repaired components back to customers, and billing customers if the component is not under warranty. The repair process involves marking service orders as complete, creating deliveries and transfer orders to return repaired goods to customers, and generating billing documents for out-of-warranty repairs. Transactions like KO88, VL02N, and VBFA are used to settle costs, create deliveries, and generate bills respectively.
This document provides an overview of the month end process for JDE projects with work orders. It describes the key steps in the process including processing estimates at completion, entering claimed quantities, revenue and cost accruals, project invoicing and journaling, progress analysis, and various reports. Timelines for completing each step are provided. The document also includes explanations of concepts like budgets, cost codes, and estimate at completion calculations.
The document provides an overview of phase 1 of a project to re-engineer the break-fix process for IT support at a large healthcare organization. It summarizes the current operations, objectives to improve response times, and the approach taken in phase 1 which included documenting the current process and identifying areas for improvement. Next steps outlined developing new processes, piloting changes, and implementing recommendations to achieve service level agreements.
We offer a truly unique guarantee - If you are not completely satisfied with your solution, we will take it back and issue a full refund. It's our creed and our tagline. "The right solution. Guaranteed". This is how we deliver on such a grandiose promise.
The document describes a customer portal that provides (1) secured online access to data and service information, (2) a tool that supports the standard service delivery process, and (3) real-time work order management including status updates. It allows customers to manage service requests, view status updates, and access reports on performance, costs and compliance. The portal uses encryption and access controls to securely store and transmit customer information.
Navara Property Management Mobile Solutiongueste93e48
Navara offers superior service management for companies who install, service, and maintain equipment. The engineer receives the job complete with all relevant information on his PDA. The scheduler immediately receives information from the engineer about the status of the assignment. Once the job has been finished the engineer simply indicates this in his PDA, including the signature of the customer. All the information needed for an invoice is immediately available.
For more information please visit our website: www.navara.com
The Field Service Division of ABC Company can improve its service process and performance in the following ways:
1. Streamline the process flow by removing non-value added steps like involving the regional office for dispatching. The call center should be able to identify the right technician and dispatch calls directly.
2. Empower technicians by giving them independence and establishing a technical call center to assist them instead of overly controlling them.
3. Measure performance more comprehensively using metrics like number of calls resolved within SLA, customer feedback, repeat calls, and intangible factors like job responsibility in addition to type of area and customers served.
4. Reengineer the process to make it more effective by
This document provides a request for a new project that will automate business processes. It outlines the business requirements, objectives, benefits, constraints, assumptions, dependencies, budget, timelines, and technical requirements. Key information includes automating existing work processes, a strategic objective to achieve with the solution, estimated budget, completion date, number of users involved, and infrastructure needs.
Similar to 9b Case Study BP Final Process Maps 2007 (20)
OpenMetadata Community Meeting - 5th June 2024OpenMetadata
The OpenMetadata Community Meeting was held on June 5th, 2024. In this meeting, we discussed about the data quality capabilities that are integrated with the Incident Manager, providing a complete solution to handle your data observability needs. Watch the end-to-end demo of the data quality features.
* How to run your own data quality framework
* What is the performance impact of running data quality frameworks
* How to run the test cases in your own ETL pipelines
* How the Incident Manager is integrated
* Get notified with alerts when test cases fail
Watch the meeting recording here - https://www.youtube.com/watch?v=UbNOje0kf6E
SOCRadar's Aviation Industry Q1 Incident Report is out now!
The aviation industry has always been a prime target for cybercriminals due to its critical infrastructure and high stakes. In the first quarter of 2024, the sector faced an alarming surge in cybersecurity threats, revealing its vulnerabilities and the relentless sophistication of cyber attackers.
SOCRadar’s Aviation Industry, Quarterly Incident Report, provides an in-depth analysis of these threats, detected and examined through our extensive monitoring of hacker forums, Telegram channels, and dark web platforms.
Why Mobile App Regression Testing is Critical for Sustained Success_ A Detail...kalichargn70th171
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1. Facilities & Services Help Desk & Service Activation ProcessMaintenanceSAPSystem
HelpDesk
Software
HelpDeskCustomer
SAP-2
Notification
placed on
unscheduled
list in SAP
HD-2
Is the work
request
complete?
HD-9
Notify Planning
Function, via email
C-4
Customer
informed of action
HD-7
Is this break-in
work?
C-1
Call / Email / Walk-
in Help Desk with
facilities request
(Normal Hours)
HDS-1
Data Captured in
Helpdesk System
HD-1
Request more
information from
customer
Maintenance
Work Identification
Process 1.0
C-3
After hours
facilities request
from customer
See Process 1.1
HD-4
Direct to
appropriate
service provider
and inform
customer
HD-3
Is the work
within scope of
facilities?
C-2
Enter EZ
Notification for
Work Request
C-5
Customer
informed of action
HD-5
Input request into
Helpdesk Software
/ Check open
notification list
HD-8
Input SAP EZ
Notification for
work request
HD-6
Notification
Required?
Maintenance
Emergency &
Schedule
Deviation
Process 4.3
2
No Yes No Yes
No
No
Yes
Yes
HD-11
Contact appropriate
service provider and
notify customer
C-6
Customer
informed of action
1
From
1.0.1a
2.0.2a
HD-10
Provide feedback to
customer
3
From
2.0.2a
From
4.3.7
4.3.9
From
1.0.2a
4.3.7
4.3.9
From 1.1.9a
SAP-1
Open Notification
List – without
Request # from
Helpdesk
* If submitted
directly to planner
From
1.0.3a
2. Facilities & Services Call Center & Service Activation ProcessMaintenanceSAPSystem
HelpDesk
Software
HelpDeskCustomer
Maintenance
Work Planning
Process 2.0
Maintenance
Work Planning
Process – Project
Type Work 2.1
Maintenance
Work Scheduling
Process 3.0
Maintenance
Work Execution
Process 4.0
Maintenance
Work
Documentation
Process 5.0
Maintenance
Work Analysis
Process 6.0
1
C-7
Auto of Status
Update
HDS-2
Auto Notification/
Escalation of
Delays to
Helpdesk (SLA’s)
HD-12
Check job status
on SAP or follow-
up with
appropriate Job
Rep
2
M-1
Non-MO work
completed by
outside service
and notify
helpdesk of
completion
HD-13
Update status in
Help Desk system
C-8
Auto of Status
Update
C-9
Is work
satisfactory?
No
Yes
HDS-4
Data captured in
Helpdesk system
and generates an
auto status update
HDS-2
Data captured in
Helpdesk system
and generates an
auto status update
HDS-3
Work request
closed within
Help Desk
system
3
From 2.0.2a
HD-15
Update status in
Help Desk system
and send auto
email to customer
C-9
Auto of Status
Update
From
2.0.24a
2.0.25a
HDS-5
Data captured in
Helpdesk system
and generates an
auto status update
HD-17
Update status in
Help Desk system
and send auto
email to customer
C-10
Auto of Status
Update
HD-16
Attend Daily
Planning Meeting
From
3.0.4a
HD-14
Close work
request in Help
Desk System
M-2
Is the project
work?
No
Yes
Maintenance
Change Order
Process 4.2
HD-18
Update status in
Help Desk system
and send auto
email to customer
HDS-6
Data captured in
Helpdesk system
and generates an
auto status update
C-11
Auto of Status
Update
From
4.2.7a
From 5.0.8
HD-19
Communicate
customer feedback
to maintenance
Closed
From
6.0.2a
C-12
Is work
satisfactory?
To
4.0.16a
No
Yes
3. C-2 & HD-9
Help Desk / Customer
places EZ notification
on unscheduled list in
SAP
1.0.2
Is work required?
1.0 Facilities & Services Work Identification
1.0.4
Is there a
authorized and
blanket MO
available?
Refer to
2.0 F&S Work
Planning
Process
Refer to
2.1 F&S Project
Work Planning
Process
1.0.1
Is notification
complete?
1.0.5
Does the work
require approval?
1.0.6
Is the
maintenance
routine?
SAP-1 & SAP-2
EZ Notification
in SAP
(Help Desk /
Customer)
Yes
No
No
Yes
1.0.5a
Seek appropriate
approval level
before planning /
estimating job
No
No
No
Yes
1.0.1a
Request more
information from
Help Desk
1.0.2a
Inform Help
Desk that the
work is not
required.
Help Desk
Planner
Reference
Legend
Information
Refer to
2.0 F&S Work
Planning
Process
1.0.3
Is there a Help
Desk Request #
No
1.0.3a
Inform Help
Desk of
notification and
obtain request #
Yes
Yes
Yes
Fac. Asset Cdn.
4. 1.1 Facilities & Services Work Identification – After Hours
1.1.1
Customer contacts
Shift Director for
issues that require
response prior to
normal hours
1.1.2
Shift supervisor
determines if
immediate response
is necessary?
1.1.8a
Provide
information to
Help Desk on
issue & actions
1.1.2a
Turn-over to Help
Desk via voicemail /
email and notify
requestor that issue
will addressed during
normal hours
C-1 & C-2
To Service
Activation
Process
No
1.1.3
Is this work HVAC or
Building Services
related?
1.1.4
Contact HVAC
supervisor or HVAC
designee about issue
and request
assistance
1.1.6
Shift supervisor
determines which
onsite craft resources
will be redirected or if
resources need to be
called-in1.1.5
Contact appropriate
HVAC contractor and
provide instruction
1.1.7
Contractor provides
work under
designated
supervision of shift
supervisor
1.1.8
Inform Helpdesk and
supervisor of actions
and request follow-up
documentation
End of Process
Yes
HVAC Building
Services
Help Desk
Shift Supervisor
Reference
Legend
Contractor
HVAC Supv.
Customer
5. From 1.0
F&S Work ID
Process
From 4.3
Emergency
and
Schedule
Deviation
2.0.1
Create
maintenance
order
2.0.2
Is description
of job adequate?
2.0.3
Is this a simple
job?
2.0.4
Field scope job to
determine scope
and job steps
2.0.5
Is contractor
needed for
SOW?
2.0.6
Field scope job
to determine
scope ,job
steps and cost
2.0.6a
Job Rep
approves scope
of work
2.0.7
Existing
job plan
available?
2.0.7a
Develop as new
maintenance job
plan
2.0.8
Copy & modify
existing job plan
2.0.9
All contractor
resources on
site?
2.0.9a
Coordinate
other contract
support as
required
2.0.10
Assign correct
work centers
and equipment
level in SAP
2.0.11
Are materials
required?
2.0.12
Is contractor
supplying
materials?
2.0.14
Special
equip. or tools
needed?
Follow 4.1
BP Rental
Equipment
Procedures
Yes
NO
2.0.15
Any special
risks involved?
Conduct
Risk
Assessment
per BP
Process
Yes
2.0.13
Contractor
purchases
material
2.0.13a
Contractor
provides
status to
planning
Follow BP
procedures
if F&S
purchases
2.0.16
Planner Defines
Permits Required
for the Job
2.0.17
Planner Assembles
Job Package With
Printed Maint.
Order, Job Notes,
Etc.
2.0.17a
Engineering
Support & Job
Notes as
Required
Yes
No
Yes
2.0.2a
Request more
information from
Help Desk
No
Yes
No
No
Yes
No
Yes
No
Yes
No
Yes
2.0 Facilities & Services Work Planning Process
Help Desk
Planner
Reference
Legend
Contractor
Job Rep
Engineering
To
Step
2.0.24
From
Step
4.0.14c
To
Step
2.0.18
Fac. Asset Cdn.
6. 2.0.25
Change job
status to “Ready
to Schedule”
Follow 3.0
F&S
Scheduling
and Control
2.0.24
Are materials &
equipment
available?
2.0.20
Has This Job
Been Budgeted?
Refer to The
Site
Financial
Controls
Procedure
2.0.21
Planner assembles
job package with
printed maint.
order, job notes,
forms, etc.
2.0.21a
Engineering
Support & Job
Notes as
Required
2.0.19
Approve job
plan and cost
estimate
2.0.18
Complete job
plan and cost
estimate
Contractor
provides estimate
and material costs
if necessary
2.0.22
Update SAP
with time and
cost planned
values
2.0 Facilities & Services Work Planning Process (Continued)
No
Yes
2.0.24a
Change job
status to
“Waiting for
materials” in SAP
Notify Help Desk
2.0.23
Daily review of
materials
received report in
SAP
SAP
materials
received
report
Help Desk
Planner
Reference
Legend
Information
Engineering
2.0.25a
Inform Help
Desk of status
change
From
Step
2.0.17
From
Step
2.0.13
7. 2.1 Facilities & Services Project Work Planning Process
Contractor
Planner
Reference
Legend
Procurement
F&S Team
2.1.11
Contractor
Creates PO to
Vendor
2.1.13
Materials Are
Received by
Contractor
2.1.9
Stores Stock or
Non-Stock?
No
2.1.10
Items at Local
Vendor?
2.1.10a
Local Vendor
Delivers or
Contractor Picks
Up Items
2.1.12
BP Warehouse
Receives Items
and Notifies
Contractor
2.1.8
Planner Puts Job
Into Ready
Backlog Awaiting
Resources Prior
to Scheduling
2.1.1
Contractor
Scopes the job
and develops an
estimate
2.1.4
BP Procurement
Secures 3 Bids
2.1.6
Procurement
Coordinator
Creates Service
Req. in SAP per MO
2.1.9a
BP Warehouse
Provides Limited
Items
2.1.2
Bid or Assign
to Existing
Contractor?
2.1.3
Project Approved
and Sent to
Procurement
2.1.7
BP Warehouse
Receives Items
and Notifies
Facilities if BP
Purchased Items
2.1.14
Contractor Notifies
Planner that
materials are in
house
2.1.7a
Planner
Updates SAP
MO with total
Planned
Costs
From 1.0.3
F&S Work ID
Process
2.1.5
Select Contractor
Follow 3.0
F&S
Scheduling
and Control
Warehouse
Vendor
No
8. Help Desk
Planner
Reference
Legend
Contractor
Job Rep
3.0 Facilities & Services Work Scheduling Process
3.0.1
Planners
review ready to work
backlog priorities for
possible next day’s
schedule
3.0.6
Planner addresses
schedule deviations
and resource issue
3.0.7
Planner runs final
schedule and
updates backlog
3.0.3
12:30 PM (M-Th)
Daily status meeting:
Job Reps & Supervisors
update status of jobs on
schedule
Previous
Day’s
Schedule
3.0.8
Planner distributes
new daily schedule
(Filtered for each
contractor)
Ready to
Work
Backlog
3.0.5
Planner Updates
Primavera for next
day’s schedule
3.0.8c
Contractors
update craft
assignments
Follow 4.0 Work
Execution
Process
3.0.3a
Job Rep’s MO
Status
Summary
Report
Updated
3.0.6c
Job Rep
Reports Job
Deviations to
planner
3.0.2
Planner coordinates
start date / time with
unit planner
From 2.0
F&S Work
Planning
Process
3.0.4
1:00 PM (M-Th)
Daily Scheduling Meeting:
Planner and Supervisors
update status of jobs on
schedule, add new jobs for
next days schedule
3.0.4a
Inform Help
Desk of status
change
3.0.8a
Planner prints
corresponding MO’s
and places gives to
appropriate Job Rep
From
Step
4.0.9
From
Step
4.0.11b
4.3.10
4.4.5c
Job Plan
Updated in
SAP by
Planner
F&S Supv.
3.0.8b
Job Rep copies MO
and places in
appropriate
contractor’s box /
notifies contractor
9. 4.0 Facilities & Services Work Execution Process
From F&S
Scheduling and
Control
Process 3.0
4.0.2
Job Reps
confirms
scheduled job
with Unit planner
4.0.7
Equipment
officially released
to maintenance
4.0.13
Is the
equipment
satisfactory?
4.0.8
Contractor
works the job
4.0.6
Operations &
Craft or Job Rep
sign the ATW
4.0.4
Operations, Craft
& Job Rep walk
the job and
confirm scope
Using the same
ATW and perform
further repair work
4.0.16
Craft & Job Rep
walks the job &
verifies quality
4.0.20
Job Rep notifies
Planner of MO
completion
4.0.12
Test equipment /
inspect job
4.0.18
Job Rep signs
off on MO
completion by
contractor
4.0.17
Job Rep and
Operations sign
off to release
equipment
4.0.14a
Create new
notification if
major added
repairs
Yes
From 4.3
Emergency &
Schedule
Deviation
Process
4.0.9
Job Rep.
follows up on
jobs in
progress
4.0.15
Contractor
cleans up job
site
4.0.10
Scope
change
incurred?
4.0.11
Job deviation
required?
Yes
No
4.0.5
Job Rep creates
ATW and other
permits
4.0.3
Crew and Job
Rep. go to work
area
4.0.11b
Job Rep.
Approves scope
change and
creates job
deviation report
4.0.11b
Job complete-
ready for test
4.0.14b
Job Rep and
Contractor
define new
scope of work
4.0.14c
Job Rep
approves added
work and notifies
Planner
4.0.21
Notify Planner of
rental equipment
for return
Ready for 4.1
Equipment/
Tool Return
Process
To 5.0
Documentation
Process
Help Desk
Reference
Legend
Contractor
Job Rep
4.0.1
Job Reps review
MO / job package
for completeness
No
4.0.14
Has the scope
of hazards
changed?
No
Yes
To
Step
3.0.6c
To
Step
3.0.3
To
Step
2.0.9
OK
Operations
4.0.11a
Is this project
related?
To
4.2
JCO
No
Yes Yes
4.0.19
Contractor
completes &
submits required
documentation
To 4.4 Data
Collection
Process
4.0.16a
Customer or
Help Desk
reports quality
issue
Not
OK
No
Fac. Asset Cdn.
10. 4.1 Facilities & Services Rental Process
Planner
Reference
Legend
Job Rep
Equip. Supplier
4.1.6
Planner
Coordinates
Request for
Pickup
4.1.7
Mobile Equipment
is Returned to
Secure Centralized
Location
4.1.7
Equipment
Owner Picks up
Equipment
4.1.5
Job Rep Notifies
Planner that
Equipment is Ready
to Go Off-Rent
From 4.0
Work
Execution
From 2.0.14
Work
Planning
4.1.1
Planner
coordinates
rental with
equipment rental
service
4.1.2
Equipment owner
drops off rental
equipment at
designated
location
4.1.4
Planner
communicates
location of
equipment to job
rep upon addition
to schedule
4.1.3
Equipment owner
informs planner
of equipment
location and
status
To 2.0.15
Work
Planning
Ready for 5.0
Documentation
Process
11. Help Desk
Planner
Reference
Legend
Job Rep
Contractor
4.2 Facilities & Services Job Change Order Process
4.2.3
Contractor
determines added
scope & costs
4.2.2
Job Rep reviews
scope change
4.2.4
Job Rep reviews
and approves scope
change
For Projects BP
Financial Control
Procedure Apply for
JCO
4.2.1
Contractor
Determines that job
will exceed original
scope/estimate
To 2.0
Work
Planning
Return to 4.0
Work Execution
From 4.0 Work
Execution
4.2.5
Can job be
completed W/O
parts?
4.2.6
Job Rep notifies
planner of scope
change
4.2.7
Planner updates
schedule
No
Yes
4.2.7a
Inform Help
Desk of status
change
12. 4.3 Facilities & Services Emergency Break-In & Schedule Deviation Process
Help Desk
Planner
Reference
Legend
Contractor
4.3.1
Help Desk Receives
Call for True
Emergency
4.3.7
Job Rep.
Notifies Help
Desk & Planner
4.3.2
Planner, Job Rep,
and Contractor
Notified By Help
Desk About
Emergency Job
4.3.5
Are parts &
equipment
available?
4.3.6
Contractor
Defines Parts
and Scope
No
To
2.0 F&S
Work
Planning
Process
4.3.4
Contractor
Responds and
Troubleshoots Job
4.3.3
Job Rep responds
and issues ATW
according to BP
procedures
4.3.8
Planner assigns
appropriate
priority and begins
planning process
4.3.10
Planner assigns
appropriate
priority and begins
planning process
Follow 4.0 Work
Execution
Process
4.3.9
Job Rep.
Notifies Help
Desk & Planner
Yes
To
Step
3.0.6c
13. 4.4 Facilities & Services Job Site Data Collection Process
Contractor
Reference
Legend
Job Rep
4.4.7
Job Rep Returns MO
and Job Deviation
Form with Job
Package to Planner
for Review
4.4.5
Contractor
Supervisor Reviews
Plan vs Actual
Hours and Info on
Completed MO
4.4.6
Job Rep Reviews
MO for
Completeness
and Signs Off
4.4.4
Contractor
Records Repair
Information on
the MO & Total
Labor Hours
Charged to MO
4.4.2a
Craftsman
Enters Repair
Code
History Code
Other Detail
BOM Feedback
4.4.1
Craftsman
Completes Daily
Work Sheet
4.4.2
Craftsman
Completes Daily
Pocket Pal
4.4.5c
Job Rep Update MO
Status Summary
To 3.0
Scheduling
Process
4.4.3
Craftsman Staff
Compiles Pocket
Pal Info
To 5.0 Work
Documentation
From Step
4.0.19
Work
Execution
Process
4.4.5a
Is there a 100%
Variance in
Plan vs Actual
Hrs?
4.4.5b
Contractor
Supervisor
completes job
deviation report
No
Yes
To 4.5
Work
Accountability
14. 4.5 Facilities & Services Contractor Work Accountability Process
Job Rep
Contractor
Reference
Legend
SAP PRC
SAP PR4
To 4.5
Work
Accountability
4.5.1
Contactor enters
job labor,
material costs,
and equipment
costs in CCTS
4.5.3
Job Rep
compares
planned to actual
and provides
approval
4.5.2
Are charges
complete and
accurate?
4.5.2a
Contractor
reviews issues
raised by Job
Rep and makes
corrections
4.5.4
SAP PRC
updates MO’s
and creates a
goods received
file
4.5.5
SAP MO’s
updated with
labor, material,
and equipment
costs
4.5.6
SAP PR4 Invoice
Receipts are
created
4.5.7
Checks issued to
contractor per
contact terms
End of Process
No
Yes
15. 5.0 Facilities & Services Work Documentation Process
Help Desk
Planner
Reference
Legend
Information
Engineering
5.0.7
Planner enters work
documentation data
into SAP including
failure codes and
trades comments in
notification long text
field
5.0.13
Has
equipment been
altered or
modified?
From 4.4
Collecting
Job Site
Data
5.0.2
Is historical
documentation
required?
5.0.3
Is this MO for a
PM?
5.0.2a
MO is TECO’d
No
5.0.10
Electrical,
instrumentation or
mechanical
changes?
5.0.5
Create
Notification
For Additional
Repair
No
5.0.9 Is
Additional
documentation
outside of SAP
required?
5.0.6
TECO &
WOCO MO
5.0.12
Input
documentation
into
Documentum
5.0.8
Complete MO
Close Out
5.0.11
PM Plan
Change
Req’d
Yes
No
No
Yes
No
Yes
Yes
No
5.0.15
Was
an MOC
required?
No
5.0.14
Update
equipment
information in
Documentum
BP
MOC
Process If
Required
Yes
To 2.0
Work
Planning
Process
Yes
5.0.11a
F&S PM Review
Team modifies
PM and
maintenance
master plan
5.0.10a
Provide F&S
engineering
support as required
5.0.14a
Update asset
register in SAP
& prioritization
matrix
Yes
MO Updated
in SAP
5.0.1
Provide Planner
with hard copy of
completed MO
From F&S
Work
Execution
Process 4.0
5.0.4
Is additional
repair required?
Yes
Yes
Yes
No
Configuration
5.0.11b
Perform configuration
update in SAP, Help
Desk System, &
maintenance plans
PM Review Team
To 6.0
Work
Analysis
Process
5.0.8a
Inform Help
Desk of status
change
16. 6.0 Facilities & Services Work Analysis Process
Reference
Legend
Engineering
6.0.5
Organize Data to
Perform Analysis
6.0.6
Analyze Information
using appropriate
tools including RCA,
FMEA, and
engineering analysis
6.0.7
Recommendations or
Actions
End of Process
6.0.1
Weekly high level MO
review with
Supervisor, Planner,
and Maintenance
Engineer
6.0.3
Is further action
required?
(see clarification
table)
6.0.8
Is
Further
Documentation
Required?
Yes
No
6.0.8a
Document
Additional Info
and submit to
configuration
specialist for
storage in
Documentum
6.0.4
Perform required
actions
(see clarification
table)
End of Process
No
Yes
From 5.0 Work
Documentation
Process
6.0.2
Weekly review of input
from the Help desk
(Metrics and service
quality issues)
6.0.2a
Help Desk
reports
customer
feedback and
metrics
Help Desk