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RAMP. RAMP. Responsible Asset Management Program. Why Transportation Asset Management?.

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Ramp

RAMP

RAMP

Responsible Asset Management Program


Why transportation asset management

Why Transportation Asset Management?

“As government providers and operators of transportation systems, we face an increasingly complex challenge of improving safety, mobility and the aesthetics of our highway system in an environment of constrained resources. Implementing an asset management approach is essential to ensure that we invest the public funding entrusted to us wisely, and that we minimize long-term costs in achieving our desired service level objectives.”

Neil J. Pedersen, Administrator, Maryland State Highway Administration

and Vice-Chair, AASHTO Subcommittee on Asset Management


Management suite

Management Suite

Executive

Decisions

Pavement

Analyst

Bridge

Analyst

Mobile Data

Collection

Modular Framework

External Data

and Models

Common Data Model

Core AgileAssets Functions

External

Systems

(e.g., SAP. Advantage, PeopleSoft., etc)

Asset Inventory

Base Linear Reference

Security

User Organization

Terminology

Data Management

Reporting

Graphing

Communications

System Utilities

Maintenance

Manager

Fleet,

Equipment,

Materials,

Labor

GIS

LRS

Network Data

Manager


Agileassets framework

AgileAssets Framework


Aa software

AA Software

MMS Technology:

  • 100% web/browser based

  • Application runs on any thin client with internet access and security clearance

  • No upgrading on individual PCs, ever…


Resources personnel

ResourcesPersonnel


Resources equipment

ResourcesEquipment


Materials tracking

Materials Tracking


Crews

Crews


Inventory lrs

Inventory/LRS


Annual work program work plan or matrix plan activity person hours per month

Annual Work ProgramWork Plan or Matrix:Plan Activity – person hours per month


Work orders

Work Orders


Work orders1

Work Orders

  • From Work Requests

    • Plans

    • Preventive Maintenance or

    • Directly

  • Schedule Work

  • Assign Resources

  • Enter Time/Usage


Equipment inventory

Equipment Inventory

14


Equipment repair orders

Equipment Repair Orders

15


Recording work

Recording Work

  • Data Entry

    • Online (Web Browser)

    • PDA/Mobile

    • Disconnected Laptop Application


Graphs

Graphs


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GIS


Dashboard

Dashboard

Am I on track?

Am I efficient?

Where am I spending funds?

What activities are being accomplished now?


Agile ps

Agile - PS

Agile

PeopleSoft


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  • CORE Team – OSF & DCS

    • Work began fall ’09 on PeopleSoft Implementation(s)

  • ODOT hires CIBER fall ‘09

    • Interfaces for:

      • HR/Payroll/Leave

      • Purchasing – Payables

      • Assets & Inventory

      • Job Piece

  • ODOT hires Agile Assets

    • “kick-off mtg. 4/29/2009


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Project Organization


Project steering committee

Project Steering Committee

  • Casey Shell, Operations

  • Tim Gatz,

    Capital Programs

  • Mike Patterson, Administration

  • David Streb, Engineering


Odot project team

ODOT Project Team

  • ChelleyHilmes, Comptroller

  • Tommy Foskin, Project Costing

  • Kathleen Croy, AR/Payable

  • Gary Evans,Executive Sponsor

  • Barbara Lawrence, P.M. (PeopleSoft & Agile)

  • Kevin Bloss, Agile Project Lead

  • Tom Wadley, Equip & WH Lead

  • Alex Calvillo, MQA

  • Philip Wallace, Technical Lead

  • Ginger Garde, PS Inventory Lead

  • Lisa Whiteman, PS Asset Mgt Lead

  • Darlene Dooner, Change Mgt Lead


Agileassets project team

AgileAssets Project Team

Kevin Green, Project Director

Arif Beg, Senior Project Manager

Eric Keefe,

Onsite Project Manager

EarlanDujon

Onsite E.I.T.

25


Ciber team

CIBER Team

Kathy Donnelly, Tech. Lead

Vijay Jauvadi, Customizations

Brad Rieke, Reporting

Nang Huynh, Data Conversion

Katie Carruth, Interface Lead

Cheri Kitchens, Payroll

Paul Sanguinetti, PR Tech.

  • Al Klena, P.M.

  • Charlie Ricker, Time & Labor

  • Jason Curlett, Project Costing/Funding

  • Angela Miele,Assets and Inventory

  • Rich Clayburn, Contracts, Project Costing

  • Bernard Lemal, AR/Billing

  • Jim Crockett, Purchasing

  • Stan Witkowski, Accounting

26


Project approach

Project Approach

Approach

Project


Project phase 1 software reconciliation

Project Phase 1:Software Reconciliation

Hardware Setup - OSF Servers/Network

Data Conversion - AgileAssets/TSD

Fit/Gap Sessions

UFA - User Familiarization Area

Testing (Environment) Setup


Project phase 1 cont d software reconciliation

Project Phase 1 cont’d:Software Reconciliation

Production (Environment) Setup

Configuration to ODOT Specs

Interface to PeopleSoft Financials and HR/Payroll

Interface to Pavement Management and PONTIS

29


Project phase 2 software implementation

Project Phase 2:Software Implementation

Training (Environment) Setup

Train the Trainer – 4/19/2010

End User Training – 5/24/2010

System Integration Testing with PeopleSoft

Go Live – 7/1/2010


Project development

Project Development

PROJECT

DEVELOPMENT


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Legacy Transitions:

HR/Payroll/Leave

Jan 1 – Bi-weekly payroll using PS leave

July 1 – Time Entry:

Maintenance employees – Agile

All other Agency employees – PS

Employees will enter their own time thru PS – ESS (Employee Self Service).

Purchasing – Payables

Item Maintenance Project:

Over 120,000 items (All Agencies) in PS consolidated to 14,000.

Over 16,000 items in ODOT W.H. system being consolidated to 12,000.

PO’s and contracts must be evaluated to address new item codes prior to “go-live”.

32


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Legacy Transitions (Cont’d):

  • Assets and Inventory

    • Assets will be received in PS.

    • Warehouse Inventory items will be received in AA.

  • Job Piece

    • Programs Division legacy systems replaced by PS.

    • Federal Billing System (Project Funding) replaced by PS.

    • R/W projects – paid from PS “Payables”.

    • 8 – year construction work plan tracked and reported in PS.

    • STIP managed and reported in PS.

    • NEPA identified in PS but managed in detail in an external system.


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Legacy Transitions (Cont’d):

  • Maintenance Reporting - AA

  • Maintenance Budget - AA

  • Warehouse Management - AA

  • Equipment Management – AA

    • Requirements are 95 % complete for all components – Roadway Maintenance Work Orders and Reporting, Warehouse Mgt. and Equipment Mgt.

  • Facilities and Telecommunications Assets - AA


Training requirements

Training Requirements

PeopleSoft Training:

  • Time entry (ESS)

  • Requisitions

  • PO’s

  • Receiving

  • Vouchers

  • Job Piece and Project Funding (Fed. Billing)

  • Assets (depreciable & non-depreciable equipment)


Training requirements1

Training Requirements

Agile Assets Training: (T.T.T.)

  • 2 people from each FD become trainers in each of 3 modules.

    • Road Maintenance Module: Maint. Activity WO’s – 4/19/2010. Review 5/10/2010.

    • Equipment Module: Shop Work Orders – 4/26/2010.

    • Warehouse Module: Warehouse Mgt. – 5/3/2010.

      • Reviews for Equip & WH – 5/17/2010.

  • End User Training at each FD – begin 5/24/2010.

  • Facilities – date?

  • Telecommunications – date?


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CHALLENGES


Challenges

CHALLENGES

  • Terminology

    • Foreman/Superintendent

    • Field Clerk/Admin. Asst.

    • Conversion

    • Configuration

    • Integration

    • Test II

    • Dev. II

    • Config. Doc.

    • Time Manager

    • Time Keeper

    • Time Administrator

  • Administrative Unit

  • Business Unit

  • Operating Unit

  • Expense Account

  • Expense Code

  • Project (AA, PS, ODOT)


Challenges1

CHALLENGES

  • Change Management Issues:

    • Me!!

    • Finding CMC’s in each FD

      • (point of contact for FD/liaison/communicator)

    • FD’s have their plates full with stimulus, new jobs bill, etc.

    • Personnel Shortage - Hiring freeze


Challenges2

CHALLENGES

  • Lap Top Distribution:

    • PDA vs. Notebook vs. lap top

    • 150 new lap tops have been distributed.

    • Air Cards? VPN Connections?

    • Training new users.

  • Connectivity/Networking:

    • Some Field Offices on dial-up.

      • Moving to a microwave connection for a few locations.

      • Converting the remainder to T1 connections.

      • Even with T1 some areas still extremely slow.


Challenges3

CHALLENGES

  • Conversions:

    • Warehouse System – Item Maintenance Project: Converting existing “smart numbers” to CORE/OSF/DCS requirements (non smart numbers).

    • Time and Labor – what’s the definition of a:

      • “Time Manager”?

      • “Time Keeper”?

      • “ODOT Time Administrator”?

    • LRS

      • Current GIS & IMS data

      • Extrapolating the data needed for budgeting


Challenges4

CHALLENGES

  • Firewall?

    • Agile will reside behind OSF’s firewall, making air cards useless without a VPN connection.

  • Ongoing Support? Help Desk?

    • Hiring freeze.

    • Did I mention the hiring freeze?


Challenges5

CHALLENGES

  • DAILY/WEEKLY COMMUNICATION

    • e-mail(s)

    • meetings

    • phone calls


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Questions

Questions?

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Ahead

Questions?

Comments?


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