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How is Utah’s Operations Management System (OMS) really working?

How is Utah’s Operations Management System (OMS) really working?. 2010 WASHTO. COMMITTEE ON MAINTENANCE. 1,750 employees 5,887 miles of road 16,520 lane miles 24,700 surface areas. Central Office 4 Regions, each split into 2 Districts $1.5 billion in construction this year.

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How is Utah’s Operations Management System (OMS) really working?

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  1. How is Utah’s Operations Management System (OMS) really working? 2010 WASHTO COMMITTEE ON MAINTENANCE

  2. 1,750 employees 5,887 miles of road 16,520 lane miles 24,700 surface areas Central Office 4 Regions, each split into 2 Districts $1.5 billion in construction this year UDOT Organization

  3. Maintenance Organization • 580 employees • 85 maintenance stations statewide • Central Maintenance • Maintenance Engineer and 14 core staff • Trans-Tech (construction/maintenance) • Approx $97 million in maintenance budget (fy10) • $21 million in snow removal • $17 million in hard surface • Zero Based Budget process to develop budgets

  4. Maintenance System Upgrade Replace existing MMS system Originally launched in 1993 Mainframe/Desktop application

  5. Maintenance System Upgrade Key Business system • 21 interfaces

  6. OMS RFP Development • Began preparing RFP in 2004 • Advertised in 2005 • 4 companies responded, two start from scratch, and two with COTS software. • Refined questions and sent out a second RFP. • Again same four vendors. • Contract awarded to AgileAssets in 2006

  7. Implementation Project • Kicked off November 2006 • Exercised contract options • User Familiarization Area • On-site project manager • Train-the-Trainer approach to training • Visited Wyoming July 2007 to get their input on what worked and what didn’t. • “Go Live” November 2008

  8. Rolling our System Training • “Train-the-Trainer” approach • Adult teaching skills • Three weeks of system training • Week 1: System Basics • Practice after training • Week 2: Advanced features • Practice after training • Week 3: Review • 28 trainers in two groups

  9. Go-Live • “Flip the Switch” • November 15, 2008 • End of Pay Period

  10. One Year Later • Feature Inventory • Still an Achilles Heel for complete system integration. • MMQA • Realizing our need to tie condition assessment to feature inventory • Re-evaluate what we measure • Understanding the implications of Owning vs. Renting the code • Pavement Management Module implemented 2010 WASHTO COMMITTEE ON MAINTENANCE

  11. How are we going forward? (1 of 2) • Most employees accept the system, but don’t use it to its full potential • Better integration with other business data. (State Financials, GIS) • Field Data Collection Pilot project • LiDar vs. handheld • GPS equipped mobile workforce • True cost reporting and performance measurement • Reporting to Legislature/Taxpayer 2010 WASHTO COMMITTEE ON MAINTENANCE

  12. How are we going forward? (2 of 2) • Hired a retired maintenance analyst • Focus on getting system operating to its full potential. • Help with training. • Lucky to have been able to hire the best of the best. • Develop our Zero Based Budget Process • Improve MMQA reporting • Complete Feature Inventory • Develop local Activity Standards • Work with Construction to update changes. • Better GIS/GPS tools • Some in OMS, some in-house developed.

  13. Feature Inventory Finding the right methodology, and getting resources for it Link to MMQA, and to work order creation Using feature inventory in budgeting process MMQA Making it useful for station supervisors Making snow log reporting easy and useful System enhancements Weaning ourselves from AgileAssets Creating our own reports Cost of support and maintenance Outstanding Issues

  14. Questions? Lloyd Neeley, P.E. Deputy Maintenance Engineer 801-965-4789 lneeley@utah.gov

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