SAND2012-0712C

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Leveraging your Maximo Investment

Implementing multiple unique solutions using one Maximo instance
SAND 2012-0712 C
Sabine Boruff, Maximo Project Lead
Session Number 1356

Sandia National Laboratories is a multi-program laboratory managed and operated by Sandia Corporation, a wholly owned subsidiary of Lockheed
Martin Corporation, for the U.S. Department of Energy’s National Nuclear Security Administration under contract DE-AC04-94AL85000.
 Sandia National Laboratories

 Sandia National Laboratories is a multi-program laboratory

operated by Sandia Corporation, a Lockheed Martin
Company, for the United States Department of Energy’s
National Nuclear Security Administration.
 The core purpose for Sandia is to help our nation secure a
peaceful and free world through technology.
 Sandia serves many U.S. Government agencies including
Homeland Security, Energy, Military, Nonproliferation, and
Security.
 Sandia is also a low-volume manufacturer of advanced
components.
How does Maximo fit in?
 What does Sandia need to Manage?
Sandia National Laboratories has a growing number of
internal customers with asset and work management
requirements, each with unique needs.
 Multiple types of assets across and within multiple sites
 Traditional Facilities assets such as chillers, pumps and motors
 Fire extinguishers
 Locks and Keys
 Complex equipment systems
 Materials/Inventory
 Work Tasks
 Preventive/Scheduled maintenance
 Job Plans
 Corrective maintenance
 Work assignments
 Service Requests
 Implemented Maximo Solutions: Current State

1. Facilities operations for the New Mexico site (17 years)

2. Facilities operations for the California site (4 years)
3. Lock and Key accountability for the New Mexico site (2 years)
4. Configuration management for complex equipment systems
(1.5 years)
5. Lock and Key accountability for the California site (4 months)
6. Technical Systems operations for the California site (2.5
months)
7. Multi-solution Service Request management (2.5 months)
Implemented Solutions - Statistics
 Presentation Topics
This presentation will describe how Sandia configured Maximo to
enable hosting of multiple solutions within a single Maximo instance
to meet these unique needs

 Why multiple solutions?

 Guiding principles in the development of multiple solutions
 Business Model developed to support this new vision
 Development Standards
 The Development Process used for determining how to configure new
solutions
 Maximo Software Configuration
 Support team structure
 Cost Allocation across Solutions
 Key challenges
 What worked
 Lessons learned
 Current and Future work
 Conclusion
Why implement Multiple Solutions?
 Why multiple solutions?

 CIO recognized Maximo as an “enterprise” level application

with the viability for consolidating and integrating the
plethora of asset, inventory, tracking, and location centric
applications currently in the Sandia IT applications inventory
 Implementation of multiple solutions in one instance
leverages our technical expertise and resources in Maximo as
well as our overall investment in Maximo
 A larger customer base enables us to spread our fixed costs
over more customers which results in lower costs per
customer.
 Funding from customers for their share of M&O enables us to
maintain a full-time support team.
Moving Forward….
Guiding Principles in the Development
of Multiple Solutions
 Overall Guiding Principles

 Platform for things/actions/etc. that need management

 Integration/consolidation without customization
 Available for implementing business as well as line solutions
 Implementation project to be owned and managed by the customer
 Implemented solutions will maintain the same common look and feel as
the core Maximo modules
 Each configured solution will utilize the implemented security model that
will compartmentalize it’s data from exposure to other configured
solutions
 Core Maximo support and base licensing contracts to be paid by the
corporate CIO office
 Implementation and production support costs, and any additional
licensing needs (beyond the existing enterprise license), will be paid by
the customer
Business Model
 Business Model

Executive Review Board

– Who: upper management
– Responsibility: Review request for applications to be integrated on the criteria
of readiness and impact

Technical Review Board

– Who: Maximo IT Team
– Responsibility: Work with the requesting organization to assess technical
requirements against platform capabilities and develop implementation plan

Requesting Org Development Team

– Who: Requesting org functional team
– Responsibility: Provide project leadership, subject matter experts and staff to
be trained for first line support
 Business Model – continued…

 Solutions Analyst assigned from the Maximo IT team to each solution

 Liaison between the Maximo Core Team and the Functional Project Team
 Provides guidance/consulting on Maximo development and implementation
 Assists the Functional Project Team in mapping processes and requirements
against Enterprise Maximo using Maximo's out-of-the-box functionality
 Solution Developer assigned from the Maximo IT Team
 Subject Matter Expert assigned from the requesting organization
 Provides documented businesses processes
 Develops solution requirements
 Interacts with requesting organization staff and management
 Solution Customer Point of Contact assigned from the requesting
organization
 Provide first line support to the users of the solution
 Answers functional questions, troubleshoots issues, provides training, etc.
 User Group created for each solution
 Provides overall direction for the solution in the area of production support,
including minor enhancements and fixes (less than 20 hours of effort)
Development Standards
 Development Standards
 Baseline:
 Stay out-of-the-box as much as possible

 Configure, don’t customize!!!

Configuration = anything the front end lets you do

Customization = extending Java classes

Use Caution = new code that doesn’t extend existing

Java classes, xml changes
 Development Standards – continued…
 Process

 All database changes are reviewed and implemented by the developers assigned to the
Maximo database administration role
 Define a project code for each new solution, i.e. FAC for Facilities, LNK for Lock and Key,
etc.
 Use the project code as a prefix for all new fields added for that solution, domains,
relationships, cloned applications, etc.
 Clone all applications used by the new solution
 Changes moved through Development and Quality for final testing and customer
approval before moving to Production
 Bi-weekly production releases

 Configuration Management
 Multiple environments: Development, Quality and Production
 4th environment created for high risk work, i.e. upgrades, new installs, etc.
 Strict configuration management process required to prevent mishaps between
solutions
 Management of IT service requests for each solution
 Development Standards - Security

 Design intent:
 Don’t create one security group per person
 Provide flexibility so that a user’s security can easily be changed based
on their role

 Implementation:
 Define roles, i.e. read-only Facilities user, Maintenance Planner,
Facilities Help Desk, Lock and Key Administrator, etc.
 Compartmentalize security groups so that groups can be combined to
comprise a user’s role, for example:
 One security group per site, with only site permissions
 One security group per role, with only application permissions
 One security group per storeroom, with only storeroom permissions
Development Standards - Security
Development Process:
Adding a New Solution

21
 Development Process: Adding a New Solution
High Level Process

 Identify scope of project

 Identify solution requirements
 Document user processes
 Obtain stakeholder sign-off on project scope,
schedule and cost
 Configure and test the new solution in a
standalone, out-of-the-box environment for
proof-of-concept
 Perform “gap” analysis in the standalone
environment to determine what needs to be
configured in Maximo for the new solution Don’t try to force a square
peg into a round hole
 Correct gaps
 Development Process: Adding a New Solution
High Level Process – continued…
 Obtain stakeholder sign-off on prototyped
solution
 Migrate the new solution to the Enterprise
Development environment to validate
viability in the enterprise environment with
multiple solutions
 Test the existing solutions with the new
solution to prevent unforeseen conflicts with
the existing solutions
 Migrate the new solution to the Quality
environment for final user testing, training
and sign-off to move to Production
 Migrate the new solution to the Production
environment
 Development Process: Adding a New Solution
Detailed Process
 Assign project code
 Determine Organization/Site configuration - critical
 Data Sharing
 Can Items be shared with other solutions?
 Can Companies be shared with other solutions?
 Can Locations (site level) be shared with other solutions?
 Is Work Order auto-numbering (org level) used in other solutions acceptable?
 Is the Asset auto-numbering (org level) used in other solutions acceptable?
 Can the data in the new solution be managed with the data in an existing system?
 Can existing domain values be used?
 Security Controls
 Can/should users of the new solution be able to view data in existing solutions?
 Can/should users of existing solutions be able to view the data in the new solution?
 Development Process: Adding a New Solution
Detailed Process – continued…
 In the standalone, out-of-the-box environment:
 Create Organization/Site
 Determine applications that will be used
 Clone required applications (but don’t modify screens yet….)
 Identify security roles for the new system and create security groups
 Set up test users with identified roles
 Test the user process against the cloned applications
 Identify gaps between the needs of the user process and out-of-the-box
Maximo
 Negotiate with the customer how these gaps will be resolved, i.e. new field
added, screen changes, result sets on a start center, etc.
 Implement the gap solutions
 Obtain stakeholder sign-off on prototyped solution
 Migrate the new solution to the Enterprise Development environment
to validate viability in an enterprise environment with multiple solutions
Adding a new Solution – Case Review
Lock and Key NM

26
 Adding a new Solution: Lock and Key NM
 Existing solutions: Facilities New Mexico and Facilities California
 New solution: Lock and Key New Mexico
 Assign project code: LNK
 Determine Organization/Site configuration
 Data Sharing
 Can Items be shared with other solutions? Yes
 Can Companies be shared with other solutions? Yes
 Can Locations (site level) be shared with other solutions? Yes, LNK could share New Mexico
locations with Facilities New Mexico
 Is Work Order auto-numbering (org level) used in other solutions acceptable? Yes
 Is the Asset auto-numbering (org level) used in other solutions acceptable? No, LNK needs
specialized asset numbering
 Can the data in the new solution be managed with the data in an existing system? No
 Can existing domain values be used? Yes, although new values will be needed
 Security Controls
 Can/should users of the new solution be able to view data in existing solutions? Yes
 Can/should users of existing solutions be able to view the data in the new solution? No
 Organization/Site Configuration Decision
 Existing Organization can be used since Item and Company data can be shared
 New Site must be created since the data must be managed separately from the
existing solutions
 Adding a new Solution: Lock and Key NM
 In the standalone, out-of-the-box environment:
 Create Organization/Site: existing Org ORG001, new Site LNK
 Determine applications that will be used: Assets, Items, Quick Reporting,
Preventive Maintenance, Master PMs, Service Requests
 Clone required applications (but don’t modify screens yet….): LNKASSET,
LNKITEM, etc.
 Identify security roles for the new system and create Security Groups: Lock
and Key Administrator, read-only, etc.
 Set up test users with identified roles
 Test the user process against the cloned applications
 Identify gaps between the needs of the user process and out-of-the-box
Maximo
 Negotiate with the customer how these gaps will be resolved, i.e. new field
added, screen changes, result sets on a start center, etc.
 Implement the gap solutions
 Obtain stakeholder sign-off on prototyped solution
 Migrate the new solution to the Enterprise Development environment to
validate viability in an enterprise environment with multiple solutions
Configuration
Decision Process: Org/Site
 Maximo Organization/Site Configuration

Enterprise Service Requests

Facilities Facilities Lock & Key Lock & Key Tech Sys
NM CA NM CA CA Complex Eq Systems

Organization 1 Organization 2

Item Set 1 Item Set 2

Company Set 1 Company Set 2

 Maximo Software Configuration
 One Maximo instance
 Software
 Maximo Asset Manager (Core product)
 Calibration
 Transportation
 Maximo Mobile products
 Inventory Manager
 Work Manager
 Mobile Asset Manager
 Asset Configuration Manager
 Actuate
 Oracle database
 WebSphere Application Server
 Environments
 Development – Single server, vertical cluster
 Quality – Fully clustered environment with multiple servers, load balancer,
multiple UIs
 Production– Fully clustered environment with multiple servers, load balancer,
multiple UIs
Support Team & Costs

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 Support Team Structure
 4.5 members in the Maximo “core” team
 Configure Maximo for new solutions
 Serve as Solutions Analysts for one or more solutions
 Provide production support
 Serve as project managers for one or more solutions
 1 Solutions Analyst outside of the core team for the Lock and Key New
Mexico solution
 Corporate DBA support for backups, Oracle traces, etc.
 1 Maximo server administrator
 Consulting assistance
 Implementation of new solutions
 “Thorny” problems
 In general, assistance where the core team does not have the expertise or
time
 Customers (varies per customer)
 Subject Matter Expert
 Functional project management
 Overall project management
 Cost allocation across Solutions
 License costs
 Corporate CIO office funds the core product and industry solutions
 Additional licenses beyond existing license base or for new products are funded by the
customer
 Maintenance support costs
 Developed cost algorithm
 Identified major support components of Maximo, i.e. integrations, reports, cloned
applications, etc.
 Identified number of each support component used by each solution, i.e. number of
integrations supported for Facilities NM
 Assigned a weighted factor to each of the support components, i.e. integration support
has a higher weight than cloned applications
 Multiplied the number of each support component by the weighted factor for each
solution and added up the results for each solution
 Determined percentage of Maximo used by each solution
 Multiplied the percentage by the total cost for the support team to determine the
amount each solution needs to contribute to the maintenance support for Maximo
 Upgrade costs
 Funded by each solution based on the percentage of Maximo used
 New development costs
 Determined on a project by project basis
Cost Allocation Example
Challenges
 Challenges – continued…

 Example: Facilities Manager

 Access to Facilities site
 Update access to Facilities Assets via the Facilities Assets application
+
 Access to Lock and Key site
 View their assigned Lock and Key assets via a Start Center result set (not
intended to be able to update Lock and Key assets, only view)
 Because the Facilities Manager has access to both sites and to an Assets
application for update purposes, the manager can update Lock and Key
assets in the Facilities Assets Application
 Solution: Apply an application restriction to each application allowing only
the data associated with that application to be displayed, i.e. restrict the
Facilities Assets application to only be able to display and edit Facilities
data
Challenges – continued…
What worked well!

41
 What worked well!

 Solutions Analysts
 Customer Point of Contact
 Development standards
 Teamwork within the Maximo IT Team
 Teamwork with our customers
 Implementation of new solutions
 Lessons Learned

 Resist customization
 Tried it, didn’t like it
 Upgrades more difficult
 $$$
 You can change your mind (configuration “mistakes” are not
fatal!)
 Multiple site to single site
 Configuration Management
 Define CM process before you start
 Be rigorous in documenting configuration changes
 Multiple Industry Solutions do not play well together
 Test, test, test
 Current and Future Work
 Current work:
 New development for existing solutions
 Phase 3 for Complex Equipment Systems
 Maximo-Tririga interfaces
 Fire extinguisher operations and maintenance for Facilities New Mexico
 E-Signature implementation for Lock and Key issues/returns
 Corporate dashboard for assets
 Development of Maximo IT Service Requests
 Production support

 Future work:
 New development for existing solutions
 Phase 4 for Complex Equipment Systems
 Mobile Work Manager for craft for Facilities New Mexico
 New solutions
 Operations and maintenance of Technical Systems assets for California
 Operations and maintenance of Technical Systems assets for New Mexico
 Operations and maintenance of Facilities assets for the Tonopah site
 Upgrade to 7.5
Multiple solutions work in a single
Maximo instance!