SC Water's David Baize discusses the importance of effective Board communication at SCEC 2025.
JD Solomon, Angie Mettlen, Bonnie Ammons, and David Baize led the Utility Board Member and Elected Official Panel at SCEC 2025. Several emerging issues and topics, including the Utility Board and Elected officials Training Document being developed by the SC Rural Infrastructure Authority, were discussed.
Ammons is the Executive Director of the SC Rural Infrastructure Authority, Mettlen and Solomon are consultants on the project, and Baize is the director of the joint SC Waters organization.
Earlier in the track, Baize discussed the importance of board communication, Mettlen discussed viable utilities, and Solomon presented on ethics and board/staff interaction.
Solomon also provided a session on work management in the asset management program on the previous day.
This year’s South Carolina Environmental Conference was held on March 9 -12 in Myrtle Beach.
The second in a five-part series on work planning. Do you understand where and how your preventive maintenance program fits into your overall program?
Preventive maintenance (PM) is a proactive approach to maintaining equipment and infrastructure designed to prevent failures, ensure reliability, and optimize operational efficiency. Rather than waiting for equipment failures, PM involves scheduled inspections, component replacements, and systematic overhauls. This strategy reduces unplanned downtime, extends asset life, and ensures regulatory compliance.
Understanding Preventive Maintenance
PM involves routine tasks such as replacing filters and lubricants, changing belts, and greasing components. The goal is to detect and address potential failures before they escalate. This approach contrasts with reactive maintenance, which focuses on repairs after breakdowns. Implementing PM enhances productivity and minimizes disruptions.
Objectives of Preventive Maintenance
The primary objectives of preventative maintenance include:
Extending Equipment Life: Addressing minor issues early helps assets function optimally.
Improving Safety: Reducing the risk of malfunctions enhances workplace safety.
Balancing Preventive and Planned Maintenance
A crucial consideration in maintenance management is determining the appropriate balance between preventative maintenance and other planned work. Ideally, 80% of maintenance activities should be planned, with preventative maintenance constituting 30% of the total workload. Planned maintenance encompasses proactive measures such as condition monitoring, predictive maintenance (PdM), and corrective maintenance (CM). Predictive maintenance leverages data analytics and sensor technology to anticipate failures, while corrective maintenance addresses known issues before they escalate.
Corrective Maintenance in PM
Corrective maintenance (CM) is often performed alongside preventative maintenance to address minor issues discovered during inspections. However, integrating CM into PM schedules requires careful planning. Key considerations include:
Work History Preservation: When CM tasks are integrated into PM work, tracking and documentation are essential to maintain accurate records.
Managing Break-in Work: Excessive CM during PM inspections can disrupt schedules. To prevent excessive delays, 30 minutes of CM per PM task is recommended as a guideline.
Minimizing Work Order Overload: While addressing minor corrective tasks within PM schedules may be convenient, significant repairs should be assigned separate work orders to ensure accountability and proper resource allocation.
Operator-Based Maintenance: Operators perform routine tasks like cleaning and lubrication, enabling early issue detection.
To track history and optimize scheduling, all PM activities should be recorded in a Computerized Maintenance Management System (CMMS).
Work Leveling and Resource Allocation
A common challenge in preventative maintenance is ensuring that resources are allocated efficiently. Work leveling involves adjusting PM schedules based on equipment criticality and resource availability. Three key strategies are provided.
Adjusting Frequency
Not all equipment requires the same level of maintenance. Critical assets should receive more frequent attention, while less critical equipment can have extended maintenance intervals.
Summing Hours by Month
Analyzing the total PM hours required helps in resource planning and balancing workload.
Recognizing Resource Constraints
Most organizations operate with limited maintenance personnel. Prioritizing high-impact PM tasks ensures that available resources are utilized effectively.
The Importance of a Structured PM Program
To maximize the benefits of preventative maintenance, organizations should establish a structured PM program with these components.
Asset Inventory and Criticality Assessment
Identify and prioritize all assets based on operational importance and failure risk.
Standardized PM Procedures
Develop consistent maintenance checklists and procedures tailored to each asset type.
CMMS Utilization
Implement a CMMS to track maintenance schedules, document work history, and generate data-driven insights.
Training and Skill Development
Ensure maintenance personnel and equipment operators receive adequate training on PM best practices.
Continuous Improvement
Regularly review PM effectiveness and make necessary adjustments based on equipment performance data and failure trends.
Getting Preventive Maintenance to the Next Level
Preventive maintenance reduces downtime, extends equipment lifespan, and ensures regulatory compliance. Organizations can optimize operations and enhance long-term reliability by balancing PM with corrective and planned maintenance. A structured PM program, combined with CMMS technology and skilled personnel, is essential for sustainable maintenance management.
JD Solomon Inc. provides solutions for program development, asset management, and facilitation at the nexus of facilities, infrastructure, and the environment. Visit our Asset Management page for more information related to reliability, risk management, resilience, and other asset management services. Subscribe for bi-monthly updates related to our firm.
The good news? You can minimize noise in project management communication.
Communication in project management isn’t just about sending messages—it’s about making sure they are received and understood. Every project update, meeting, email, or report must compete with distractions that can dilute or distort your message. Noise, in a project management context, includes anything that hinders clear communication—misaligned expectations, inconsistent data, or even overloaded team members.
The good news? You can minimize that noise. Here are some practical strategies to help project managers communicate more effectively.
The Responsibility Falls on the Project Manager
As a project manager, it's your role to ensure clear and effective communication. Whether you're delivering a project update to stakeholders, outlining a task for your team, or reporting on risks, your message must be:
Clear and to the point – Highlight key takeaways.
Tailored to your audience – Speak in terms they understand.
Well-structured – Make it easy to follow and digest.
Your team and stakeholders shouldn’t have to decipher your message. Your job is to make it easy for them.
Three Ways to Reduce Noise in Project Communication
1. Be Consistent
A project’s success depends on a steady flow of reliable information. Just like a well-documented process ensures smooth execution, consistent communication ensures clarity.
Use a standardized reporting format for project updates.
Ensure metrics are tracked and presented consistently.
Maintain a uniform structure in documents and emails.
When information follows a predictable pattern, stakeholders spend less time deciphering it and more time acting on it.
2. Present Data Honestly
Resist the temptation to "adjust" project metrics to make them look better. Misrepresenting project progress, even unintentionally, can lead to lost credibility and misinformed decision-making. Instead:
Provide unfiltered, real data—even if it’s not perfect.
Highlight challenges honestly and offer mitigation plans.
Avoid cherry-picking data to tell a more favorable story.
Transparency builds trust and enables informed decision-making.
3. Use "Smoothing" Techniques Thoughtfully
Project managers often need to distill complex information into digestible insights. Summaries, trend analyses, and high-level reports can be valuable, but use them wisely:
Moving averages can highlight trends without getting lost in daily fluctuations.
Dashboards should focus on key performance indicators (KPIs) relevant to decision makers.
Avoid oversimplifying to the point where important details are lost.
Identifying Common Sources of Noise
1. Mismatched Communication Styles
Different stakeholders process information differently:
Executives may prefer high-level summaries with key takeaways.
Technical teams need details, data, and rationale.
Clients might require plain language and clear visual aids.
Adapt your communication style based on your audience.
2. Ineffective Communication Channels
Choosing the right medium matters:
For quick updates: Instant messaging or stand-up meetings work best.
For detailed analysis: Written reports or dashboards are more appropriate.
For major decisions: Face-to-face or video meetings allow for discussion and clarity.
Use the right tool for the message to avoid unnecessary back-and-forth.
3. Information Overload
Too much detail can obscure what’s important. Avoid:
Overloading status reports with unnecessary data points.
Long-winded emails that bury key points.
Overly complex project dashboards with excessive metrics.
Prioritize what truly matters to keep communication effective.
Common Pitfalls to Avoid
These are three common pitfalls to avoid.
Overusing Gimmicks
Flashy presentations and jargon don’t substitute for clarity.
Keep visuals meaningful and relevant.
Misjudging the Audience
Adjust your tone and level of detail for different stakeholders.
Avoid assumptions—confirm understanding when necessary.
Too Much Communication
More isn’t always better; avoid excessive meetings and redundant updates.
Keep messages focused and to the point.
Reducing the Noise in Project Management Communication
Reducing noise in project communication isn't just about making yourself heard—it's about making sure the right message gets through. You'll create a communication environment that drives project success by focusing on consistency, clarity, and audience needs.
So, next time you send an update or hold a meeting, pause and ask yourself: Is this communication as clear and noise-free as possible?
JD Solomon writes and speaks on decision-making, reliability, and communication for leaders and technical professionals. His work connects technical disciplines with human understanding to help people make better decisions and build stronger systems. Learn more at www.jdsolomonsolutions.com and www.communicatingwithfinesse.com.
