Are you wondering what the golden rules are for a successful CMMS project?
The success of a CMMS project depends on the methodology applied, the objectives defined and the surveys carried out on the field. What’s more, you need to avoid pitfalls that have already been identified
Today, specialists in CMMS (computer-aided maintenance management) have the necessary hindsight to define the stages essential to the smooth running of their projects. Their success depends on the methodology applied, the objectives defined and the surveys carried out on the field. In addition, the pitfalls to be avoided are well identified: neglecting internal communication, approaching the project from a purely IT point of view, not involving end users in the process.
Good practices to follow
A CMMS project includes definition, configuration and development phases to adapt the solution to the company’s specific context. It can be carried out using conventional (V-cycle) or agile methodologies. The choice depends on the company’s culture and its ability to mobilise a project team
Ahead of the project, it is essential to redefine the objectives to ensure that the company’s needs have been understood.
To do this, the consultants use the SMART method: the definition of specific objectives and indicators, Measurable, Acceptable, Realistic and Time-bound.
Appointing an internal project manager is essential. With decision-making powers, this person acts as a relay between the teams and the publisher. They guarantee the involvement of their company. He is also jointly responsible for the deployment schedule and its management.
He makes sure that the following three key activities are carried out to ensure the success of the project:
- Field surveys in order to draw up an inventory of the maintenance strategy, the working environment and the
people involved by means of interviews. - A workshop where consultants and users are invited to define the teams’ expectations.
- The CMMS tool is tested by the business teams to gauge its capabilities.
Pitfalls to avoid
It is important to note that, as with any project, communication is key. Dialogue and transparency are essential for involving collaborators. It is necessary to explain the different stages of intervention, to support the company in areas that need to be optimised and adapt the tool. This will make it much easier to
anticipate any resistance. It is on these points that companies expect added value from the integrator, over and above traditional budget and planning. They are increasingly looking for advice and anticipation.
A word of advice? Don’t approach the project from a purely IT perspective.
The primary aim of a CMMS project is to deliver a tool. We therefore need to pay particular attention to future users to understand and explain everyone’s expectations. The project must be supported within the company in collaboration with the software editor. To this end, they are two best practices to bear in mind:
- Don’t neglect training. We need to encourage the transfer of skills to the company, in line with its capacity to invest.This transfer can take place during the various phases of the project and throughout the life of the tool.
- Don’t think short-term. Talking about CMMS now also means talking about reengineering. The tool is not an end in itself but a solution that must serve the maintenance strategy over the long term. A steering committee must be set up to ensure that the tool and the strategy in place evolve regularly, so that the company can keep in step with its market.
Finally, on the editor side, you need to ensure that the consultants understand the issues and the jargon of the business teams. Otherwise the project can falter. In addition to their ability to listen and analyse, consultants should ideally come from the business areas concerned: maintenance, metrology and satellite processes. This allows for better dialogue on the field.
A CMMS project is considered a success when the business units take ownership of the tool, use it and constantly adapt it to their new needs.
Expert interview – Pierre Brunet, Services Director at Siveco Group
