West African Gas Pipeline Company Case Study (ISM Jam)
Mary Gorczynski 1100006B54 email@example.com | | Tags:  chemicals tivoli service-management eam asset-management maximo petroeum
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On July 28, 2009 the IBM Service Management Jam covered the IBM Maximo Asset Management case study at the West African Gas Pipeline Company (WAPCO). The speakers were:
1. Can you give us a sense of the size of the implementation? How many users, asset records, inventory being managed, etc.?
There were 2877 Asset records, 2877 Location records (a one-to-one correspondence between Assets and Locations, or Tag Numbers as they're referred to in the Oil and Gas industry), 1435 PM records with 190 Job Plans, 1319 Spares (Material Items), 550 Companies, and 70 MAXIMO users.
2. The WAPCO system looks relatively new, was there any EAM system in place prior to this implementation, and if so, can you comment on any challenges moving users to the new system?
Since WAPCo is a newly formed company, there was no prior EAM system in place.
3. Can you comment on any significant advantages or disadvantages between Maximo versions 6 and 7? What were the major considerations for deploying Maximo 7 versus Maximo 6?
The original Scope of Work specified that MAXIMO 6 be implemented; however, MAXIMO was made available before work had begun. Baker Energy proposed that MAXIMO 7 be implemented to save WAPCo the additional expense of later upgrading MAXIMO 6 to MAXIMO 7. MAXIMO 7 functional enhancements include:
· Enhanced swap capabilities
· Automated flow control
· Activities and Task application
· Nested Job Plans
· Future date tolerance
· Item and Job Plan Status
· Default Item image
· Communication Log enhancements
These and many more enhancements are well documented in the MAXIMO document "mam71_deployment_guide_series.pdf", Chapter 2. We are unaware of any disadvantages of MAXIMO 7 versus MAXIMO 6. MAXIMO 7 allows multiple Assets and Locations on Work Orders, which is not necessarily a good thing, but using organizations can at least choose not to use this feature.
4. What financial system did you have to integrate with?
During the kick-off meeting, WAPCo wisely decided to wait until MAXIMO is implemented for several months before determining what their requirements were for integrating with their Sun financial system. However, WAPCo does plan to integrate MAXIMO with Sun using the "COTS" Maxisun integration.
5. Was mobile or the oil and gas industry solution part of the implementation? If not, was it considered or do you have future plans with this technology?
Neither mobile nor the oil & gas industry solution was part of the initial implementation; however, both are being considered for possible follow-on work.
6. What would be the next steps/stage to continue to improve asset management processes for WAPCO?
Possible candidates for follow-on work are: an interface to their Sun Financial System, handhelds, linear assets and possibly GPS functionality.
7. From a business standpoint, how does WAPCo use Maximo? How does it improve operations and the bottom line?
WAPCo uses MAXIMO to manage work, assets, PM requirements - especially regulatory requirements, and materials. The bottom line in the oil and gas industry is maintaining production: factors critical to maintaining production include availability of critical spares, performing preventive maintenance to reduce breakdowns, and conforming to regulatory preventive maintenance requirements (thus avoiding penalties). MAXIMO is well-suited and well-positioned for WAPCo personnel to realize these benefits. It's still too early in the implementation to identify the positive impact of MAXIMO.
8. Who was responsible for change management? How change management was integrated with overall Plan?
The Baker Energy Project Manager, who is certified in Change Management, was responsible for Change Management. The three most important things in Change Management are communication, communication, and communication; the basis for Change Management is a Communications Plan, which can include a variety of options, including periodic meetings, newsletters, posters, SharePoint sites, Town Hall meetings, team building events, etc. Change Management can be a significant portion of any project, but it boils down to what's appropriate and what the client is willing to pay for. We've worked on projects where the change management team consisted of 15 people. This particular MAXIMO implementation was not a large implementation and accordingly, the scope for Change Management was scaled down. The kick-off meeting (during which the scope was reviewed) - with minutes being coordinated before being published - was an important initial step.
9. How logistical challenges were met being this project at a far location, dispersed and user community in different countries etc?
Baker Energy HR handled the logistical challenges of processing the necessary travel documents (letter of invitation, visas, shot records, and airline tickets). The Chevron Project Manager and WAPCo administrative personnel handled the local travel and lodging. Training was conducted at specific locations for specific subjects on dates planned well in advance by WAPCo to accommodate crew rotations.
10. How was the local IT industry in Nigeria involved in the solution delivery?
The WAPCo IT personnel were very much interested and involved in the solution delivery. Their involvement contributed to the success of the implementation.
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