RAMP

1. RAMP RAMP Responsible Asset Management Program

2. 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

3. 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

4. AgileAssets Framework

5. 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…

6. ResourcesPersonnel

7. ResourcesEquipment

8. Materials Tracking

9. Crews

10. Inventory/LRS

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

12. Work Orders

13. Work Orders • From Work Requests • Plans • Preventive Maintenance or • Directly • Schedule Work • Assign Resources • Enter Time/Usage

14. Equipment Inventory 14

15. Equipment Repair Orders 15

16. Recording Work • Data Entry • Online (Web Browser) • PDA/Mobile • Disconnected Laptop Application

17. Graphs

18. GIS

19. Dashboard Am I on track? Am I efficient? Where am I spending funds? What activities are being accomplished now?

20. Agile - PS Agile PeopleSoft

21. 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

22. Project Organization

23. Project Steering Committee • Casey Shell, Operations • Tim Gatz, Capital Programs • Mike Patterson, Administration • David Streb, Engineering

24. 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

25. AgileAssets Project Team Kevin Green, Project Director Arif Beg, Senior Project Manager Eric Keefe, Onsite Project Manager EarlanDujon Onsite E.I.T. 25

26. 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

27. Project Approach Approach Project

28. Project Phase 1:Software Reconciliation Hardware Setup - OSF Servers/Network Data Conversion - AgileAssets/TSD Fit/Gap Sessions UFA - User Familiarization Area Testing (Environment) Setup

29. 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

30. 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

31. Project Development PROJECT DEVELOPMENT

32. 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

33. 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.

34. 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

35. Training Requirements PeopleSoft Training: • Time entry (ESS) • Requisitions • PO’s • Receiving • Vouchers • Job Piece and Project Funding (Fed. Billing) • Assets (depreciable & non-depreciable equipment)

36. 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?

37. CHALLENGES

38. 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)

39. 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

40. 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.

41. 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

42. 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?

43. CHALLENGES • DAILY/WEEKLY COMMUNICATION • e-mail(s) • meetings • phone calls

44. RAMP@odot.org

45. Questions? RAMP Ahead Questions? Comments?