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A2010-501 Accessment: IBM Maximo Asset Management V7.5 Infrastructure Implementation

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A2010-501 exam Dumps Source : Accessment: IBM Maximo Asset Management V7.5 Infrastructure Implementation

Test Code : A2010-501
Test Name : Accessment: IBM Maximo Asset Management V7.5 Infrastructure Implementation
Vendor Name : IBM
: 167 Real Questions

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IBM Accessment: IBM Maximo Asset

IBM Brings AI and advanced Analytics to the industrial World | Real Questions and Pass4sure dumps

ARMONK, N.Y., Feb. 28, 2019 /PRNewswire/ -- IBM (NYSE: IBM) today introduced a new portfolio of information superhighway of things (IoT) solutions that crew synthetic intelligence (AI) and superior analytics to help asset intensive organizations, such because the Metropolitan Atlanta fast Transit Authority (MARTA), to improve maintenance suggestions. The solution is designed to aid agencies to lessen costs and reduce the risk of failure from actual belongings comparable to cars, manufacturing robots, generators, mining gadget, elevators, and electrical transformers. IBM Maximo Asset efficiency management (APM) options compile information from physical belongings in near real-time and provide insights on latest operating conditions, predict abilities concerns, determine issues and offer restore thoughts.

organizations in asset-intensive industries like energy and utilities, chemical compounds, oil and gas, manufacturing, and transportation, can have thousands of property that are essential to operations. These property are increasingly producing large quantities of facts on their working circumstances. protecting these assets up and operating is vital to operations and monitoring and optimizing assets on-going upkeep, repair, and alternative choices requires constant evaluation. in line with analyst firm Aberdeen analysis, unplanned downtime can cost a company as a good deal as $260,000 an hour.

company leaders can now recognize if a computing device is likely to fail, the use of superior analytics and AI to take into account timing, predict penalties and determine problems. IBM's APM options support groups shift asset upkeep thoughts from preventative to predictive and prescriptive with the aid of integrating disparate records sources to find property in need of consideration and recommending actions.   

This answer complements a corporation's existing enterprise asset management (EAM) capabilities, reminiscent of IBM's market leading Maximo EAM answer, and integrates seamlessly with different EAM suppliers. It includes:

  • Asset health Insights: offers asset health assessments in close true-time the usage of asset data, sensor facts, and different external facts to notify upkeep and alternative choices.
  • Predictive preservation Insights: Predicts asset fitness the use of statistical fashions and computing device discovering. comprises failure date/likelihood, key drivers, degradation curves, and anomaly detection.
  • equipment management Assistant: allows for technicians to repair machine with an AI-powered assistant offering sooner access to documentation, diagnostics and suggestions for fix
  • p>IBM will additionally offer the APM suite custom-made for specific industries, beginning with APM for power and Utilities (E&U). This provides business-selected capabilities to investigate and act on insights from utility belongings and comprises chance/criticality scoring, fitness and degradation fashions, average industry statistics mannequin, and climate records integration.

    "it's important for businesses to think about how constructive their protection practices are. With the launch of its new Asset performance administration options, IBM is helping businesses make perception-driven selections with an integrated portfolio of superior analytics and AI capabilities to assist them improve operational effectiveness and efficiency," mentioned Kareem Yusuf, Ph.D., typical manager, IBM Watson IoT. "Maximo APM is designed to increase a firm's existing business Asset management gadget through addressing all aspects of asset efficiency together with fitness, predictive upkeep and repair optimization."

    MARTA maintains Atlanta, Georgia running  

    The Metropolitan Atlanta swift Transit Authority (MARTA), the predominant public transit agency in the Atlanta metropolitan area, is working with IBM to enforce a predictive protection solution to increase reliability of assets, reduce fees and create a Transit Asset administration (TAM) device that gives asset stock, circumstance evaluation, performance measures and decision guide. through facts mining, computer researching and AI, MARTA can access and analyze records to stronger be aware the circumstance of gadget categorized in the categories of life safeguard, operation crucial and operation assist to determine expertise considerations of a "gadget" with numerous stakeholders. in the end, the answer will permit MARTA to seamlessly move from monitoring asset performance KPIs to predicting and preventing asset failures.

    "MARTA is on the right track to develop into the first North American public transit agency to obtain ISO 55000 certification. participating with IBM provides MARTA with the innovation from a technology icon, which fortifies us as an trade leader in Transit Asset management," observed Remy Saintil, director of amenities at MARTA.

    About IBM IBM options are designed to allow consumers to enrich the operational effectivity of their physical belongings and reduce prices during the vigour of IoT information and artificial intelligence. through amassing and curating facts from billions of linked devices, sensors, and programs worldwide, they empower firms to derive new insights from their machine, motors and amenities. IBM's trade expertise, leading security, and solutions constructed for a hybrid cloud atmosphere firmly establish us as a pacesetter in IoT. For extra counsel on IBM Watson IoT, please talk over with

    Media Contacts:

    Lowell Eschen

    Hanna Smigala

    IBM Media relations

    IBM Media relations



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    IBM Maximo placed in Leaders Quadrant for 3 enterprise Asset management Industries | Real Questions and Pass4sure dumps

    source: IBM

    September 27, 2007 13:fifty nine ET

    experiences cover vigour era, Transmission and Distribution and Manufacturing

    ARMONK, new york--(Marketwire - September 27, 2007) - IBM (NYSE: IBM) these days announced that Gartner Inc. has located IBM's Maximo asset administration answer within the leaders quadrant in three of its experiences, including the "Magic Quadrant for business Asset administration for Manufacturing, 2007," "Magic Quadrant for business Asset administration for Transmission and Distribution, 2007," and "Magic Quadrant for energy-producing EAM application, 2007.(1)"

    Gartner evaluates carriers in its Magic Quadrant on "Completeness of vision" and "skill to Execute."

    In each of the experiences, the analyst company qualifies leaders as having a world presence, a huge installed base in every of the areas being evaluated, and "a mix of wealthy points including: functionality, interfaces to distinctive ERP functions and a equipped and global implementation partner group."

    IBM Maximo is a set of application products that helps consumers manage their enterprise property -- together with planning, procurement, deployment, monitoring, maintenance and retirement -- via a web-architected platform. With customers in a large number of industries, from packaged items to heavy manufacturing and oil and fuel construction, IBM Maximo is designed to enrich production reliability, labor efficiency, cloth optimization, utility license compliance, hire management, warranty and service management and provisioning throughout a company's property.

    "we are extraordinarily happy with Maximo's most recent positioning in Gartner's trade EAM Magic Quadrant experiences," spoke of Jack younger, vice president, Maximo construction, IBM Tivoli application. "With the focus on specific industries, they trust these experiences spotlight Maximo's ability to satisfy a wide selection of necessities according to their knowing of and dedication to solving the challenges their clients face. With the materials they have now been in a position to add to their development and implementations groups, they are assured Maximo will proceed to be a leading answer for a spread EAM markets."

    The Gartner reviews encompass a market description for business Asset administration (EAM) solutions, pointing out, "EAM performance evolved from the CMMS applications that encompass work and materials administration for fault fix, usual preventive renovation and service actions, and from the work administration functions that catered to reactive, short term work planning arising from client or failure requirements. An EAM solution comprises work order creation, deliberate maintenance, maintenance history, MRO stock and procurement, as well as device, part and asset monitoring for gadget. In its most-evolved form, the functionality is extended by way of the addition of fundamental financial management modules, similar to money owed payable, cost recording in ledgers, and human aid administration for rostering and talent recording."

    About IBM

    For more information on IBM, please consult with more information on IBM's Maximo may also be found at

    Maximo® is a registered trademark of IBM, Inc.

    (1) Magic Quadrant for commercial enterprise Asset management for Manufacturing, 2007. Dan Miklovic, Kristian Steenstrup Magic Quadrant for enterprise Asset management for Transmission and Distribution, 2007. Kristian Steenstrup, Dan Miklovic Magic Quadrant for vigor-producing EAM software, 2007. Kristian Steenstrup, Dan Miklovic

    The Magic Quadrant is copyrighted 2007, by Gartner Inc. and is reused with permission. Gartner's permission to print its Magic Quadrant should still not be deemed to be an endorsement of any company or product depicted in the quadrant. The Magic Quadrant is Gartner's opinion and is an analytical representation of a industry at and for a specific time duration. It measures companies in opposition t Gartner-defined criteria for a marketplace. The positioning of providers inside a Magic Quadrant is in line with the advanced interplay of many factors. neatly-advised supplier preference choices should still count on greater than a Magic Quadrant. Gartner research is meant to be one in all many suggestions sources and the reader may still now not depend solely on the Magic Quadrant for determination-making. Gartner expressly disclaims all warranties, express or implied of health of this analysis for a specific aim.

    IBM to acquire TRIRIGA, Inc. to speed up Smarter buildings Transformation | Real Questions and Pass4sure dumps

    ARMONK, N.Y., March 22, 2011 /PRNewswire/ -- IBM (NYSE: IBM) these days announced a definitive contract to acquire privately-held TRIRIGA, Inc., a Las Vegas, Nevada-based company of facility and actual estate administration application solutions. The circulate goals to speed up IBM's smarter constructions initiatives via adding superior intelligence that improves real property efficiency, capital task management and the results of sustainability initiatives. financial terms were no longer disclosed.

    (emblem: )

    TRIRIGA application helps clients make strategic decisions involving area usage, evaluate choice precise property initiatives, generate greater returns from capital projects, and investigate environmental have an effect on investments.

    greater efficiencies across the operations and administration of real property are crucial for organizations with diverse facilities.  Property and real property usually represents the 2nd-greatest expense on a corporation's revenue statement, after employee compensation.  facilities investments and operating charges may also be greater than 30 percent of corporate annual spending.  Fifty p.c of the lifetime ownership expenses of a facility can be pushed from its ongoing operation.

    IBM is working with thousands of agencies globally to optimize the energy usage and device efficiency in workplace structures, campuses, resorts, hospitals and cities using IBM smarter structures application, which includes analytics, automation and IBM Maximo Asset management.

    today many facilities managers, true estate managers and C-level executives count on separate items from distinctive vendors to optimize their facility infrastructure, rent administration, utility consumption, house and occupancy, and facility circumstance assessment. every product used via distinct departments holds silos of assistance, making it tricky, if now not inconceivable, to share across different operating capabilities. in a similar fashion, company strategies that span numerous groups can't with no trouble be accomplished when these businesses are the use of diverse products.

    "The combination of TRIRIGA and IBM smarter building solutions will deliver the industry's most comprehensive capabilities that span the wants of all industries for managing facilities and actual property portfolios," spoke of Florence Hudson, energy and atmosphere government, IBM.  "Having one view of building operations worldwide will be an impressive tool to assist corporations handle and optimize their second-greatest company fee -- property."

    greater than 200 purchasers and heaps of users -- together with over one-third of Fortune one hundred organisations throughout every essential trade, as well as seven of the 15 federal government departments of the U.S. government -- use TRIRIGA application to reduce operational prices, boost return on actual estate assets and mitigate environmental regulatory dangers.

    As a leader within the office administration market, TRIRIGA will improve IBM smarter structures options by way of adding these key capabilities:

  • true property Portfolio administration, including strategic portfolio planning and hire administration --TRIRIGA permits companies to optimize constructing use, cut back occupancy charges and improve lease administration. TRIRIGA software helps organizations evaluate future space necessities and make long run planning selections. for instance, the usage of solutions from TRIRIGA, managers can verify future area and boom wants and judge probably the most financially a good suggestion alternate options amongst rent or buy alternate options.
  • Capital project management, corresponding to situation assessment, budgeting, development estimating and task administration -- comfortably evaluating constructing situation and prioritizing investments are vital in maximizing a facility's lifetime price at the lowest cost feasible.  for example, managers can check no matter if to exchange a roof on a constructing versus replacing the heating, ventilation and air conditioning (HVAC) equipment by way of assisting examine which is a stronger return-on-investment and assessing change-offs in determining funding priorities.
  • power and Environmental Sustainability, equivalent to monitoring utility expenses and consumption, examining environmental investments and setting carbon administration thoughts -- tracking and managing utility prices, including electrical energy, gasoline and water, is step one corporations have to soak up riding these fees down. for instance, the use of TRIRIGA application, a company can display screen and music its carbon footprint and reduce greenhouse gases from underperforming amenities. agencies can evaluate the economic and environmental benefit of capital investment choices concentrated on energy and environmental effectivity innovations, reminiscent of a constructing retrofit or updating to a extra efficient HVAC gadget.
  • "collectively, IBM and TRIRIGA will offer the most comprehensive facility and true estate administration answer for clients around the globe," stated George Ahn, president and CEO of TRIRIGA.  "with the aid of combining their intellectual capital with the international attain of IBM, they can help valued clientele dramatically enrich their constructions' operations to develop into greater sustainable and cost effective."

    TRIRIGA should be integrated into IBM Tivoli utility and IBM international enterprise features.  The transaction is expected to shut within the 2nd quarter of 2011, subject to regulatory approval and the delight of widely wide-spread closing circumstances.  TRIRIGA employs about 200 people international.

    The acquisition of TRIRIGA will support speed up IBM's growth within the smarter buildings market, a key initiative in IBM's Smarter Planet work.  previous this month, IBM mentioned Smarter Planet tasks are estimated to drive $10 billion in revenue for IBM by means of 2015.

    For extra information, please seek advice from

    About IBM Smarter constructions

    considering the fact that launching its Smarter buildings initiative in February 2010, IBM has created a portfolio of smarter structures options that integrate with constructing automation utility from throughout the trade.  IBM's actual-time monitoring and evaluation, amenities and house management capabilities, and superior dynamic dashboards helps homeowners and executives in the reduction of amenities operations and energy price, and enhance asset administration and reliability. For extra information, discuss with:

    About TRIRIGA, Inc.

    Named by way of top-quality business analyst companies as the chief in sustainability application and in built-in place of work management programs, TRIRIGA gives business sustainability, actual property and facilities management solutions. TRIRIGA has delivered the industry's most advanced capabilities similar to configurable workflow and performance analytics engines to cut back operating prices, increase return on belongings and obtain sustainability goals for mid- and large-sized industrial and public companies, including a couple of-third of the Fortune 100.

    Press Contacts:

    Tod Freeman IBM Media relations

    Michael Corrado IBM Media members of the family

    source IBM

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    IBM Energy Management News: Toshiba Laptop Integration; Projects with Louvre, Air Force, LA Schools | real questions and Pass4sure dumps

    IBM announced an energy-management partnership with Toshiba, and projects to manage resources at the U.S. Air Force, Louvre Museum and Los Angeles Unified School District, at the company’s Pulse 2012 conference in Las Vegas this week.

    Toshiba’s new line of enterprise laptop PCs will integrate IBM Tivoli Endpoint Manager energy management software with Toshiba’s BIOS feature to allow IT managers to apply company’s specific policies for energy controls and security across PCs within an organization. Energy usage data is measured by the PC hardware and sent to IT staff, who can remotely put each group of PCs into specific power-saving modes or make peak-shift management changes as needed.

    Security features include management server authentication, and optional blocks on file writing to external storage. Toshiba plans to sell the new lines of enterprise PCs by mid-2012.

    IBM’s Tririga smarter buildings software will help the U.S. Air Force Office of the Civil Engineer gauge energy efficiency and automate the management of its worldwide physical infrastructure portfolio, including buildings, vehicles, runways and other infrastructure in 170 locations.

    The portfolio covers more than 626 million square feet of real estate, 100 million square yards of airfield pavement and 10 million acres of land.

    USAF said the software will help it remove redundant systems, make better decisions about resource management and predict scenarios before they impact service and safety. Using the software USAF plans to reduce operating costs and energy consumption through integrated workplace management, energy assessment tools, and building condition-based maintenance, IBM said.

    IBM said that it is working with the Louvre Museum in Paris to preserve and protect its facilities and artwork. The 650,000-sq.-ft. museum is home to thousands of objects and artifacts, some dated to prehistory, requiring about 65,000 repairs and maintenance visits with hundreds of vendors per year, the company said.

    IBM said that its Maximo Asset Management software is used by the museum’s staff to control corrective and preventative maintenance processes, as well as oversee the efficiency, real-time operation and management of the museum.

    The software’s database helps staff visualize processes including the initial planning, cleaning, maintenance and disposal of room and facility systems such as air-conditioning, heating, elevators, lights for each room or gallery, and the locking system for more than 2,500 doors, IBM said.

    IBM also announced a crowdsourcing mobile app project with the Los Angeles Unified School District. Faculty, staff, students or parents can send text messages or photos to report maintenance requests, such as leaky faucets, broken air conditioning units and other resource-wasting issues. Software from IBM business partners CitySourced and Esri then automatically shows staff where the problem is located, IBM said.

    In the first eight months of the program’s implementation, the school district responded to more than 750 maintenance requests.

    The school district is the second-largest in the country, with 700,000 students and more than 14,000 buildings over 710 square miles, and receives more than 300,000 maintenance service requests a year.

    10 Drivers for Successful Maximo Mobile Implementation | real questions and Pass4sure dumps

    Mobile application for Maximo operations is the gateway to IoT and Advanced Analytics by capturing the right data at the point of performance and data which is not captured when using desktop version of Maximo. As assets become smarter and as existing business need more efficiency it’s natural to lean towards mobile platforms for better asset management.

    Maximo mobility initiative can succeed or can turn into a failed project, with time and money lost, and solutions rejected by users. How can one ensure that the Maximo mobility initiative is successful which delivers ROI and make users happy? Read through these pointers to learn how your Maximo mobile initiative can justify the ROI…

    1.Mobility Strategy — Preparation is half victory:

    Start off with a sound business case. The mobility strategy adopted should provide a compelling business & cost driven reason for embracing the mobile journey. Cost benefit analysis, time study etc. in specific business streams (e.g. Work management, Inventory Management), would give a clear picture of what can be achieved in this journey. This will in-turn help assessing which work stream takes priority over others. A phase wise approach will ensure successful implementation. The strategy should include

  • Device Strategy –BYOD, lease or purchase
  • App selection procedure
  • Mobile Device Management (MDM)
  • Pilot and Implementation Approach
  • 2.Assessment / Evaluation:

    There are many Maximo mobile apps in the market, choosing a right one could be a challenge. Here are a few tips to drive your evaluation through a structured approach. Based on your functional & technical requirements, prepare a detailed questionnaire and send it to all potential vendors. A score card will provide you an objective result.

    Here is what most organizations fail to notice — “Hands on Evaluation” — Your vendor should be able to provide a test site where your END USERS can play around with their product. If it fits their bill, your product selection is most likely to be successful.

    Not all products would provide all the features you are looking for. A confirmed product road-map is also to be considered. If not today, if the feature can be made available in a reasonable time, consider that in your evaluation. You could save a lot by this consideration.

    3.Pseudo Piloting:

    Pick the top 3 vendors. Pick the module(s) / functionalities that one wants to implement. Deploy the app in your environment. Load test data & now allow your key end users to play around for 4–6 weeks. Pseudo piloting will identify problems related to the environment, functionality behavior, user experiences etc.

    Evaluate your objectives based on the pilot implementation. Now if one goes back to the drawing board he would exactly know what to modify and how much. Monumental changes do not reflect a good design. Cosmetic changes are critical because it is a mobile app, they can make or break your actual implementation.


    A critical piece in the Mobility journey. Select the device based on the functionality or user. For example if one plans to implement the mobile solution for field technicians for collecting the data, the data collection forms would be more usable on a tablet device than on a mobile. Though rich in features, your app could be easily disregarded, if the device is not good enough.

    When it comes to devices, organizations either provide company owned devices to users or adopt an employee owned ‘Bring Your Own Device’ (BYOD) policy.

    Company owned vs BYOD is one decision that one need to take and will depend on the extent of standardization thats looked for.

    The following holds good for any kind of devices

  • Environment: The device needs to be sufficiently rugged or must have an external protection if the usage is outdoor or in harsh climate.
  • Battery life: Devices with longer battery life, add-on batteries would be beneficial for field technicians who don’t have regular access to charging points.
  • Features such as cameras, GPS etc: These are decided by your functionalities and features.
  • System resources (RAM, Memory, Processor): The device system resources should be sufficient so that it will work reasonably fast and perform well with your apps loaded, else users will get annoyed and may even reject the solution completely.
  • 5.Usability:

    A study reveals that 78% of enterprise mobile apps are abandoned after the first use. The biggest contributor to this is usability. No matter how good the features and functionality of the app, it won’t succeed unless users actually start using it.

    The important objective of the Maximo mobile implementation is to provide the users with the simple user interface that results in productivity gains through greater flexibility and convenient. The mobile UI should align with native design of the device. This ensures minimal learning curve.

    Most of the complex features/workflows that are available on a Maximo desktop application including the number of clicks has to be minimal on mobile app and has to offer a seamless user experience without affecting the productivity of users.

    6.Integration with Maximo:

    There are multiple ways to integrate the mobile solutions with IBM Maximo. Some requires middleware & DB to run mobile apps which means you may have to procure additional infrastructure to run the mobile app. Some use the existing infrastructure but you might have to increase the capacity of existing servers (additional JVM/Cluster), if it doesn’t have the bandwidth to support the additional users.

    In future, if there are additional business rules or changes in the MBO of your Maximo application, the integration with the mobile should support the changes in Maximo and there should not be duplication of coding.

    Users access rights defined in Maximo should be synchronized in the Mobile app. The integrity of data has to be maintained and it should allow cloned/customized Applications, business logics, workflow and provide as much security as desktop version.

    7.Flexibility & Scalability:

    Customization must be done easily. It should be able to support any external devices that is used in your organization. For example integrating with RFID scanners for scanning the asset tags.

    If the devices are used by multiple users in different shifts, the mobile solution should retain the data of the users who used the same device with different login. Eg. If the devices are used by multiple users and while transferring the device, if the data of the previous user is not synchronized with Maximo then there would be data loss. Multi user support is very much required.

    A scalable Maximo Mobile app should consider various parameters like support to maximum number of users, Maximo version changes, device diversity, new operating systems and infrastructural changes.


    The mobile application should support the authentication mechanism that has been followed by your organization as well as authentication mechanism in the road map. This would mitigate the risk of moving from on-premise to cloud.

    Having a two or three layer security is preferable, however, the security controls should be more user friendly and non-intrusive — users should not be asked to retype passwords repeatedly. A single-sign or multi factor authentication most preferred user-friendly security system.

    If the Maximo is on Cloud with SoS authentication, check if the authentication mechanism of the cloud is supported by the mobile solution.

    Also, it is best to have the mobile solution which has the encrypted DB on the devices, it protects data intrusions.


    The mobile solution should comply with the IBM’s Maximo licensing model. Maximo 7.6 supports concurrent license model, hence the mobile solution which supports concurrent user model would save your bill. Also check if the Mobile solution provider supports OPEX licensing model which is subscription based, implying pay on the go and is dependent on the number of users the app can support and the specific time period of access.


    Join hands with a partner who shares the same vision and energy. Partners will have a game changing effect in this journey. Your implementation partner could be sound in Maximo implementations or upgrades but could fall flat on mobile app development. They need not be experts or experienced in EAM mobile apps, but someone who understands the user’s pulse and purpose. Their depth of domain knowledge, technical know how and passion plays vital role in your mobile journey. Use a similar evaluation criteria that was used for mobile app to select your partner as well.

    Giving importance to domain expert will help to increase the success rate.

    Understanding Enterprise Asset Management | real questions and Pass4sure dumps

    An interview with Fred Jennings, executive consultant,management advisory services group, R. W. Beck

    By Nancy Spring, Senior Editor

    With the latest enterprise asset management tools, utilities can consolidate existing systems and create more efficiencies. That could mean better management, more accurate compliance and best of all, cost savings, but what exactly is enterprise asset management and how do you use it? Who needs it, where do you get it—and most of all, what will it cost?

    We spoke with Fred Jennings, an executive consultant in R. W. Beck's management advisory services group, in hopes of getting a better understanding of the "what" and "why" of enterprise asset management. Mr. Jennings is an industry-recognized expert with more than 28 years of consulting experience in the energy, electric and water resource utilities and telecommunications fields. He has extensive experience in business assessment, financial governance, integrated planning, and cost management and performance management focused on value creation within all utility sectors.

    In his practice, he has also focused on capital resource optimization, business information systems and enabling technology deployment to address evolving industry challenges—in short, he's the perfect person to querry about enterprise asset management (EAM).

    Let's start with a basic definition of enterprise asset management.

    That's probably very appropriate, because the titling has evolved over the last decade, since it really took on any particular meaning. Today, in general, EAM refers to a whole-life way to examine the management of physical assets in an organization. From initial design, construction, putting it into service, how you operate, maintain and ultimately take it out of service, it's the natural course of costs involved during its life. It's really what they consider lifecycle costing—that's the key attribute today.

    [Native Advertisement]

    "Enterprise" is kind of a modern term that's been applied to virtually everything but it does have some applicability in that we're trying to move away from functional or departmental asset ownership and recognize that assets indeed are the domain of the entire enterprise. For example, one organization may design and construct it and another totally different organization operates it, yet they interact with each other because the operating costs and maintenance costs are dependent upon the design consideration made earlier and in a different department.

    Is newly developed software driving the adoption of EAM?

    I've seen an enormous evolution of software since I started consulting in 1979, and unfortunately there is still some latent belief that the solution is in the software.

    The best software still will not get you what you need, but that said, sound, well-implemented, enabling software applications can facilitiate this lifecycle costing much more easily than without, and so the industry's focus on that need certainly helps drive the market and helps facilitate users to accomplish the goals of EAM.

    Are rising costs making EAM more important to the industry today?

    There is an increased focus on general cost management and improved performance. The entire floor of acceptable performance and competitive cost is more in the focus today than many years ago. My own observation is that in the investor-owned utility market space, the clearly focused if somewhat myopic drive toward shareholder value—the demand for shareholder value—is so prevalent today that it's also driving much of the need for not just cost reduction, but performance and efficiency enhancement.

    I can envision EAM for large IOUs and municipal utilities, but is it also helpful for smaller munis and co-ops?

    The same benefits accrue to anyone. It's sound management. The first step in EAM really starts with understanding what assets you have. A utility of any size needs to know what it has, where it is and its condition.

    Do utilities need to structure themselves differently to make EAM really work well?

    That's critically important. There have been efforts in the industry under the title EAM that have had more of a process focus to help make more careful asset investment decisions, techniques that look at why one asset investment would be made versus another based on, for instance, categories of risk. That's a process orientation that applies to the organization. Beyond that, irrespective of how widely EAM is deployed in the organization, it's still imperative that the organization embrace the process changes in order to positively effect its decision making.

    Would the first step be to reach out externally and get help? For instance, to help people move away from spreadsheets?

    In any new applications like this that affect the enterprise, they believe it's absolutely critical to establish what the success factors and the end-state goals look like. Define what you really want to accomplish then do a current-state diagnostic that looks at where you are currently. With the contrast, you can find the most efficient steps to help you on a roadmap to your end-state.

    As far as spreadsheets, there are some organizations in which they may be acceptable. I'm working in a municipal right now where a couple of people have massive spreadsheets. They're very attentive; they know everything about all their substation equipment.

    The challenge is, does the enterprise have visibility into it? Of course, that's limited. Can the enterprise harvest full value from that information? The answer is no, because it's more limited to the perspective of the individual. But it's a great starting point for this organization and a good place to launch from.

    The aging workforce is one of their industry's greatest challenges. Will EAM processes and systems make it easier for the next generation to take over?

    We know that capturing institutional knowledge before it leaves is a critical need in their industry. In electric utilities, they really have a shortage of applicants coming into the industry, so we're driven to be more efficient with fewer human resources. Leveraging technology is one of the strategies for accomplishing that, but technology needs to be leveraged with a sustainable, visible process that operates independently of the individuals who happen to be there for a particular period of time.

    Have you any idea what this would cost for a medium-sized utility, for example? Or is that impossible to estimate?

    It's really difficult to answer that for several reasons. For one thing, I wouldn't know what legacy and enterprise systems they have right now. But if they are starting anew, organizations are spending one to two years to build an inventory with outside resources helping them, and then there's the cost of the application itself.

    There are a number of success stories in the industry—pole attachments, for example. We're losing millions and millions of dollars by not managing all their pole attachments and collecting allowed revenue. Some utilities have said, "We've had enough," and they've hired temporary staff to do a very fast-paced, intensive effort, to get ahead of the boulder that's coming downhill at them. For mid-sized utilities, I've seen that done in a year.

    So in terms of asset inventory for a mid-sized utility, with overhead and underground infrastructure, substations, if they really had a mess—chaotic, inconsistent, low-accuracy, low-confidence data—and needed to start anew, that's probably a pretty intensive three-year effort. For that, I could see several millions of dollars, easily.

    The application installation itself depends on the vendor. They have Oracle, SAP, IBM's Maximo, and others—among those, they're pretty pricey, getting into seven figures, just by virtue of their size. I've seen them for less, but remember, they are enterprise-wide. The key objective is to achieve a single version of the truth, so if you're going to put in a system like EAM, it needs to have validity so your decision-making processes can rely on the data. Do it right, or you're going to go down the path, spend a lot of money and still not have the inherent confidence and that will really shorten the value for the time and the direct out-of-pocket cost. Process-wise, that's a year to two.

    To leverage the EAM, there's probably a year in the design, a year to get it implemented and probably another year to get it humming.

    Do you know how many IOUs have EAM up and humming along?

    I really don't have a good sense of that, but I can say there are relatively few that I have seen that I think are where they want to be or should be. It's not nascent, but we're young in the institutionalization of what, in my broad view, asset management can and should do to help a utility operate in a very high-performing, efficient and capital-deployment-effective mode. Is your capital deployed? Is it effective? Does it do the job and in a cost-efficient way?

    What other observations would you like to share?

    My personal pet peeve. I have worked in installations of financial management, financial forecasting, budgeting, cost management, regulatory management, tools and systems for a broad range of IOUs. I've done custom cost reporting, I've worked to "get their data out of jail," I've worked in a broad range of applications, and the fact is that I still wind-up coming in after the fact to help utilities harvest the value out of these enormous applications that they put in. It is so difficult to get them to invert the process.

    We see it a little bit in AMI, AMR and MDMS, where there's a reluctance to put themselves in the breach before they have really thought through what they want. In the case of AMI/AMR, there are multiple technological paths and they're concerned about making technologically obsolecent decisions. And they should take the same approach with EAM. In the first year, spend your time to really define, at an enterprise-wide level, facilitiated by someone like R.W. Beck, what the vision is, what the functional needs are, what the future vision will look like, because it's profoundly different from where you are today, and then go about writing the functional specifications and finding, selecting and implementing these tools. Now you can do it with performance testing, and you can pick more astutely and you can select implementation scheduling better and really know what you want to garner out of those applications.

    And I thought you could just slap in the software and use it.

    The most difficult aspect and challenge in any organization is getting the human element to change. Tools are easy compared to us humans. And that's the part that gets short-shrifted. If it's not working perfectly, they blame implementation, but the fact is they don't recognize how difficult change management is. Some people see the vision but how it translates down into the pragmatic implemented efforts gets lost. To the extent that they can keep that focused early, I think the end results and efficiency improve multifold.

    In many ways, I think this industry is at a crossroad where truly enabling technologies can fundamentally change the way they do business for the better, but it's going to take some very bold and insightful leadership that isn't just enamored by technology but recognizes the long-term, difficult process it will be to institutionalize those changes in the human resource element of the organizations. If they can stop being manual and dated and leverage current technologies, I think they can get information that heretofor has been onerous to collect and then harness computing power like we've never seen and let it help us with these decisions. In an industry that used to be called old and stodgy, I think they could redesign their entire industry. We're going to break the way we've done business in the past. And that's very exciting.

    Editor's Note. This article originally appeared in the July issue of Electric Light and Power magazine. At the time it was published, Nancy Spring was its Managing Editor.

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