The key to a successful implementation, ongoing operation and sustainment of Maximo is a clear and comprehensive understanding of ownership, responsibilities and accountabilities.
Understanding that business change is constant, business leads have the responsibility understanding and communicating the forward-looking vision and goals. The leadership teams of the various lines of business who use the Maximo tool in the execution of day-to-day processes and to support their departmental goals have one set of ownership, responsibilities and accountabilities.
The Information Technology group has its own set of ownership, responsibilities and accountabilities during planning, upgrade execution and ongoing sustainment activities. Areas such as enterprise architecture, capacity planning, information integrity, privacy, security, reliability, availability, maintainability, resourcing and supplier management are key focus areas.
While each area has specific responsibilities and accountabilities, delivering a business centric Maximo solution is a joint responsibility requiring a co-ordinated effort across the life cycle of the Maximo solution.
A first step is the establishment of ‘Ownership’. Maximo is but a tool for business areas to utilize in the performance of the day-to-day, quarterly and annual duties and processes. Data, such as asset information used by Maximo, is vital to business operations, analysis and accurate decisions, policies, standards, controls and documentation. Knowledgeable staff with respect to maintenance management are the cornerstone of delivering well planned and executed maintenance activities through the use of the Maximo tool. With an understanding of ‘Ownership’ the assignment of responsibilities and accountabilities can be defined. The combined set of business ownership, accountabilities and responsibilities span the justification for Maximo upgrades, planning and oversight during an upgrade through governance and the Steering Committee.
Information Technology through the CIO and IT Directors play an equally critical part in the success of a Maximo maintenance management system. Ownership, responsibilities and accountabilities for functions and deliverables with the IT span of control typically include Enterprise Architecture, Solution Selection, Performance Management, Data Management, Security Project Management, IT resourcing, ongoing operation and sustainment.
With input, direction and participation from the business leadership team, IT will be enabled to perform a feasibility assessment which combines the needs of the business for functional enhancements and improved service levels and the solution options that fulfill the business objectives. Solutions may include a commercially available off-the-shelf package (COTS), a cloud-based solution or a custom application, which can then be assessed for fit to the enterprise architecture. ROI, TCO and benefits assessments will then direct the recommendation.
Together the business leads and the IT area can embark on a Business Case to define scope, schedule, budget and supporting information to secure capital funding for a Maximo upgrade undertaking.
With acceptance of the Business Case and budget agreement the Maximo upgrade can proceed to initiation. The business sponsor and management of the lines of business play an ongoing and critical role through the Steering Committee when it comes to providing project oversight, issue/risk resolution, milestone reviews and sign-off.
Having a well-defined and accepted ownership model that spans business ownership, IT ownership and joint ownership is the starting point. Expertise in this area may not be established in organizations and as such, professional assistance may be sought from firms such as ARC Business Solutions.
“As a senior consulting professional, Cliff is known for delivering mission critical and value-based Maximo solutions with financial system integration, extending to business unit cross-functional maintenance management standards and practices. He has successfully provided strategic and tactical direction across multiple industry verticals on multiple organizational levels, both as a Project Manager for major programs and as a Management Consultant.”