How To Select a CMMS
By: Dustin Taylor
As technological advances continue to give the industry more opportunities to manage facilities, there is fundamental information every maintenance professional should be aware of when deciding upon the appropriateness of a Computerized Maintenance Management Systems (CMMS) for their organization.
CMMS has become an invaluable tool in a manager's arsenal. However, implementing a system requires work, resources, and planning. When properly implemented, a CMMS will provide an organization with benefits for years to come.
No organization has the time or the manpower to review all of the more than 250 CMMS available today, so it is important to come up with a manageable action plan that matches the requirements of the organization and delivers the greatest return on investment.
Goals, Objectives, and Project Definition
Facility managers should clearly define the goals and objectives they want to accomplish with a CMMS. Once the team is fully aware of these goals and objectives, these parameters should drive the project from start to finish. Do not be too concerned about a timeline. The CMMS software vendor can assist with a project plan that outlines a specific timeline based on these goals and objectives.
When defining key functionality in a CMMS, focus on the basic tasks. Organizations will find there is usually more than enough functionality in the software. Do not get bogged down creating a feature list that may never be implemented or used.
Define the software platform and configuration requirements with the help of the IT representative. Break the implementation into manageable stages that can be completed in a timely manner. Start with basic features that will allow the organization to realize goals and objectives quickly. Provide adequate training to end users and do not cut corners on services; this will cause supporters to lose interest if the project gets bogged down.
Implementing a CMMS means providing a system designed to meet as many people’s needs as possible. Therefore, it is important to manage people's expectations to streamline the project. Remember, the software is only one component of a facility and engineering program. Trying to customize the software to do something it was not designed to do will create long-term adverse effects and should be discouraged.
One of the main goals is to centralize the data into one CMMS. This allows facility managers to streamline data collection and business practices, while increasing the efficiency and effectiveness of the maintenance organization.
Evaluation and Selection
The process used to evaluate and select a CMMS that meets an organization’s needs should be based on a well-documented and well-executed plan. The process should define the flow of maintenance work at the organization. It should be developed using internal resources or by utilizing independent, third-party resources. It should require that workflow be documented as a reference guide, and, as workflow processes change, these changes should be reflected in this living document. This document will ultimately be the main source of reference for keeping processes in place and on track. It is important to document all departments that will be impacted.
In addition, senior management should be 100-percent committed to the project if it is to be successful. An important part of the CMMS selection process is to keep the users informed as the process moves forward. This keeps them informed that changes are imminent and should help reduce their fears.
In the final evaluation, facility managers need to be certain that all costs have been included: hosting fees, servers, workstations, database licenses, software and hardware support, and future upgrades. This is in addition to the cost of the CMMS and the implementation services necessary to install the system.
Tools and Processes
Once a CMMS has been selected, facility managers will need to make an assessment of the tools that will be used to gather the data efficiently throughout the organization. In addition, they need to inventory the hardware to determine if any funds will be necessary to upgrade equipment.
Documenting and managing the workflow processes is critical for a successful implementation. The evaluation stage should already include most of this information. However, facility managers should be open to changing current workflow processes to take full advantage of the CMMS and thus provide a higher return on the investment of time and money.
It is important to identify workflow processes for managing at least emergency, preventive, and routine maintenance work orders. The processes should provide a measure of time, resources, and materials used to complete work orders for each of the three categories.
People and Technology
To be successful, you will need to form a team of dedicated individuals to implement the CMMS. They will need to set the overall tone, build a plan, and execute that plan.
Include individuals from the various organizations that have a stake in the success of the project. Maintenance staff, operations, finance, IT, HR, and management should assist where needed. Try and keep the team small and efficient to streamline the decision-making process. It is also important to have an individual on the team who is committed to the project's success and can be the flag bearer for the project.
The heart of a maintenance organization lies in the events that happen in the field. Problems arise when an organization doesn’t take the necessary steps to ensure that its data management strategies accurately describe these activities. Managers must make certain that they thoroughly plan and execute this key process if they want to make decisions based on valid and reliable information. Despite advances on the business side of facility and engineering management, it still takes people to develop and execute procedures, conduct training, and perform review functions that reliably regulate data collection to produce legitimate results.
Another critical factor is the technology employed by the software vendors being considered. This relates to an organization's overall technology roadmap and includes architecture (e.g., Web-based vs. client/server), database (e.g., MS Access vs. Oracle), operating system (e.g., Windows vs. UNIX), network (e.g., stand-alone vs. LAN/WAN-based) and hosting (e.g., internal vs. externally hosted or ASP).
In some cases, vendors have rewritten their software several times to take advantage of improvements in software tools and technology as they become available. Others have held on to legacy systems and built new user interfaces or back ends to avoid expensive rewrites. Although organizations can save money with the latter approach, the trade-off might be reduced functionality, especially in the long term.
Implementing a CMMS application is not an easy task, even when done correctly. The success of the project will play a critical role in the success of the facility and engineering department. By investing some time and effort into evaluating your school’s real needs and taking the opportunity to re-engineer workflow processes, facility managers will greatly increase their chance for success.
In the end, a CMMS is only one part of the equation. The benefits of an all-encompassing maintenance and operations program will not only provide financial benefits, but will create better communication between internal departments. This can result in greater cooperation and increased efficiencies. All of these benefits provide a greater return on investment.
Finally, look at the project as an opportunity to improve maintenance and operations processes. Do not hesitate to compromise if it means greater success in the long run for the entire organization.
Dustin Taylor is the vice president of sales and marketing for TMA Systems, LLC, www.tmasystems.com.
