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  • Writer's pictureJ.D. Solomon

How to Transfer Asset Data from Capital Projects into an Asset Management System


These six fundamentals produce effective results when transferring asset data from capital projects into an asset management system.
These six fundamentals produce effective results when transferring asset data from capital projects into an asset management system.

Transferring asset data from a Project Management Information System (PMIS) and a Computerized Maintenance Management System (CMMS) is tricky. Over half of organizations do it poorly. Over 75% report they are inconsistent in how well they do it. Here's an overview of the fundamentals you will need to succeed consistently.


1. Understand Requirements and Goals

Determine what specific asset data needs to be shared between the PMIS and CMMS and identify the processes that require integration. This includes the definition of an asset, which asset classes and types are most important, how to define asset location, how many attributes (specifications) are needed for each asset type, and who is responsible for the efforts. In other words, take the time to frame the problem.


2. Choose Integration Approach

Here, we are talking about whether we will let the contractor provide the information to us and in what format we will receive it. Avoid getting sucked into software provider’s APIs (Application Programming Interfaces), middleware, or other integration tools. Moving information in a capital project to useful O&M asset information is mostly hand-to-hand combat.


3. Asset Identification Numbers

The pivotal link is developing a CMMS asset ID and then applying it to the PMIS information. Organizations do not acquire assets from construction in the same way the assets over the long haul. The difference means construction, engineering, operations, maintenance, and finance must come together.


4. Data Flow and Synchronization

Establish the frequency and direction of data synchronization. This is a bigger issue on phased projects than on projects that are completed at turned over to the owner as a whole. Warranties for different assets and systems are a factor, too.


5. Quality Assurance

Implement mechanisms for quality assurance, including using different parties to enter and check the data and using shadow databases rather than entering the information live into the CMMS. If contractors provide the asset data, consider how many (percentage) of assets need to be verified by the owner's staff before entering the data.


6. Documentation and Training

Document the integration process, including configuration details, data mappings, and troubleshooting steps. Provide first-time and refresher training to staff and contractors who will be collecting, entering, and managing the integrations. Most organizations do this poorly.


Case Example - Asset Data

Mount Pleasant Waterworks (MPW) is a medium-sized water & wastewater utility in South Carolina. MPW’s best-in-class asset management program began twenty years ago. The utility uses Jacob’s PIPES for their PMIS and IBM’s Maximo for their CMMS.


While the asset management program is mature, the organization must regularly re-focus on moving asset information from capital projects into the CMMS. Three focus areas in the current asset management program include:

  1. A $100M, phased plant expansion (large contractor and owner’s agent)

  2. Capital improvements to the pump station renewal program (small contractors)

  3. Small capital projects with the O&M department (self-performed)

All three focus areas demonstrate the diversity of collecting, reviewing, and transferring asset data from a capital program to a Computerized Maintenance Management System (CMMS). The diversity also demonstrates the subtle changes required when organizations move from major capital projects to smaller or self-performed projects.


Moving Forward

This article provides six aspects for transferring asset data from a Project Management Information System (PMIS) and a Computerized Maintenance Management System (CMMS). Moving asset information from a capital project into the longer-term O&M program is tricky, no matter how far along you are on the asset management maturity curve. Doing it well requires an experienced eye to spot nuances and apply structure and discipline to the process.


 

JD Solomon Inc provides solutions for program development, asset management, and facilitation solutions at the nexus of facilities, infrastructure, and the environment. Subscribe for monthly updates related to our firm.

 

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