Maximo EAM and Arora ATLAS® Implementation at Kansas City International Airport

Kansas City Terminal

OWNER

The Airport Department

LOCATION

Kansas City, MO

SERVICES

INDUSTRY

KEY CONTACT

Maximo EAM & Arora ATLAS® Implementation at Kansas City International Airport

The new single terminal and parking at Kansas City International Airport (MCI) project consists of a one million SF terminal facility including curbside, ticketing lobby, TSA compliant security screening checkpoint, TSA compliant in-line checked baggage inspection system and associated support areas, baggage claim areas, baggage make-up area and associated support functions. The terminal includes two concourses attached by a 634-foot connection with moving walkways above and baggage handling systems below. Officials opened 18 security lanes to service the 39-gate facility, which replaced the airport’s current configuration with gates spread across separate terminals.

The new terminal was the largest single infrastructure project in Kansas City history. The facility included secure concourses providing concessions and customer amenities. The facility initially supported 39 aircraft gates, but facility systems were designed to ultimately support 42 gates. The new single terminal project promises to improve the passenger experience, particularly for those waiting out delays or making connections in Kansas City. It includes dozens of retail and restaurant options beyond security checkpoints. It also doubled the number of restroom facilities available with 120 toilets spread throughout the terminal.

One critical objective of the project was to put the department in the position to consume and leverage the immense amount of Building Information Model (BIM) data that was to be generated as part of the new terminal project. The desired end result was to take a huge step forward in how as-built construction data was used to seed the EAM system.

Project Highlights:

  • SaaS Maximo v7.6 Implementation
  • Work Management Processes
  • Part 139 Inspections
  • Fully electronic system
  • Interface with MCI’s ArcGIS system
  • Mobile Work Management 
  • Integrated BIM Model for New Terminal with Maximo
  • 2022 MaximoWorld Conference Best Maximo Asset Information Management project.

Scope of Work Includes:

  • MCI applied an innovative approach to implementing asset management at the very beginning of their new terminal project. They were looking for an asset management software (EAM) that allowed them to monitor and manage the full lifecycle of MCI’s enterprise assets, such as facilities, communications, transportation, production, and infrastructure. 
  • EDI leveraged IBM’s best-of-breed, commercial-off-the-shelf Enterprise Asset Management (EAM) Maximo software, EDI’s Strategic Asset Management (eSAM) for airports configuration, and the FixInspect, and Request modules of the Arora ATLAS® mobile solution to provide a seamless asset and data management system with cross functionality across MCI’s aviation facilities.
  • EDI implemented a BIM integration that allowed the Aviation Department to consume COBie data directed from BIM models as well as link Maximo Assets directly to 3D BIM Models via Autodesk ForgeViewer inside of Maximo. These world-class project delivery standards EDI and Arora established for the department ensured the seamless migration of data from the BIM model to Maximo. These services allowed MCI’s operations and maintenance staff to be able to use and maintain the entire new facility from day one and reduced MCI’s implementation costs by approximately 50% with a digital delivery. 
  • In addition to supplying MCI with Maximo, EDI also delivered their mobile integration and work order platform, Arora ATLAS to further enhance the capabilities of both Maximo and MCI’s Landside and Airside teams. The Arora ATLAS Fix solution helps MCI to streamline their work order process, Inspect helps the authority perform critical airfield and terminal inspection services, and Request simplifies their work request process with real-time location services and advanced intelligence. ATLAS fully integrates with both Maximo and MCI’s Geospatial Information System to provide accurate location and mapping for all airport assets. Ian Redhead, Deputy Director Operations and Maintenance KC Aviation Department, Kansas City International Airport, claims “The EDI Maximo eSAM system with EDI/Arora ATLAS® mobile is providing MCI with significant ROI and will continue in the future.”

Photo Credit: SOM

KCAD – IBM Maximo Enterprise Asset Management (EAM) Implementation

OWNER

Midwest Aviation Department

LOCATION

Kansas City, MO

SERVICES

INDUSTRY

KEY CONTACT

KCAD – IBM Maximo Enterprise Asset Management (EAM) Implementation

The Aviation Department’s mission is to provide outstanding airport services in a safe and cost-effective manner for the benefit of citizens, visitors, airlines, and customers. This Midwest Aviation Department owns and operates both International and Downtown airports, is supported wholly by airport user charges, and currently employs more than 400.

It is an exciting time as the Aviation Department is investing $1.5 billion for a New Single Terminal and Parking Garage. The total estimated building area for the terminal is 1,094,000 square feet (SF), with two (2) levels of the terminal split between arrival and departure operations. The modern, single-terminal will debut in early 2023 and includes 39 gates with a capacity for up to 50 gates, updated amenities and dining options, and efficient security. In preparation for the new terminal project, a best-of-breed Enterprise Asset Management (EAM) system and program were needed. Maximo and EDI were selected to lay the foundation for that program.

One critical objective of the Maximo implementation was to put the Department in the position to consume and leverage the immense amount of Building Information Model (BIM) data that was to be generated as part of the new terminal project. The desired end result was to take a huge step forward in how as-built construction data was used to seed the EAM system. As such EDI implemented a BIM integration that allowed KCAD to consume COBie data directed from BIM models as well as link Maximo Assets directly to 3D BIM Models via Autodesk ForgeViewer inside of Maximo. This solution was piloted with a new Maintenance Shop building that was being constructed at the same time as the implementation.

Scope of Work Included:

  • Implementation of EDI’s Strategic Asset Management (eSAM) solution on the Maximo 7.6 platform
  • Definition of Airport Systems Hierarchies (Assets and Locations)
  • Implementation of EDI’s SuiteReq Work Request Portal
  • Work Order Management
  • BIM Integration, Including Direct COBie Data Loading Process and Inline 3D BIM Model Viewing via Autodesk ForgeViewer

City of Austin – Austin-Bergstrom Maximo Enterprise Asset Management & CMMS Implementation

City of Austin – Austin-Bergstrom Maximo Enterprise Asset Management & CMMS Implementation

As the second-fastest growing, mid-sized Airport in the United States, it is an economic engine supplying over 74,000 direct and indirect jobs in the Central Texas region. Its reflection of local food, music, art, and customer service has earned this Airport recognition—including Runner-Up for Best U.S. Airport in Fodor’s 2019 Travel Awards.

Since 2009, Electronic Data, Inc. (EDI) has been the Asset Management Consulting firm for the Airport spanning a wide array of consulting and software implementation tasks. For one of the first tasks, this Central Texas Airport did a market review of Commercial off the Shelf (COTS) Tier 1 and 2 Enterprise Asset Management (EAM) / Computerized Maintenance Management System (CMMS), and selected IBM’s Maximo EAM/CMMS to replace the existing system. The primary drivers behind using Maximo include:

  • Increase labor efficiency and reduce overall maintenance costs
  • Implement effective equipment-based maintenance schedules to reduce downtime
  • Manage work order processes to ensure on-time delivery
  • Improve overall warehouse and inventory management
  • Model various scenarios to determine optimum asset levels and drive decision making
  • Develop business processes and system capabilities for the tracking and charge back of airline and tenant maintenance services

In the years since the original implementation, EDI has helped this Airport upgrade the Maximo system as well as introduce numerous process and system enhancements to improve work management efficiency and data analysis capabilities. In addition to the projects detailed below, EDI also provides direct on-going support for Maximo through our Customer Care service desk.

Scope of Work Included:

Maximo Implementation

  • Improvement to Planning and Scheduling functions
  • Implementation of Maximo Workflow functionality
  • Improvement to Facilities Maintenance Work Request, Triage and Approval
  • Implementation of IBM Maximo Mobile Work Manager
  • Implementation of EDI’s SuiteReq, Work Request portal
  • Implementation of FAA Part 139 Airfield Inspections and NOTAM tracking functionality
  • Improvement of Inventory Management Processes
  • Implementation of IBM Maximo Mobile Inventory Manager
  • Definition of System Data Standards (Location and Asset Hierarchies)
  • Asset Walkdown and Loading Services

Maximo Upgrade

EDI was selected to upgrade of all their current IBM Maximo environments, EDI Airfield Inspection (Part 139), and EDI SuiteReq.

The scope of this project included:

  • A System Health Assessment of the Airport’s IBM Maximo Environments.
  • The upgrade of all ABIA IBM Maximo environments (Development, QA, and Production) from version 7.1.1.9 to IBM Maximo version 7.6.
  • The upgrade of EDI Airfield Inspection (Part 139) to the most current version.
  • The upgrade of EDI SuiteReq to the most current version.

MCI –Building Information Models (BIM) for Facility Management (FM)

MCI –Building Information Models (BIM) for Facility Management (FM)

The Airport Department is investing $1.5 billion for a New Single Terminal and Parking Garage. The new Single Terminal will total an estimated 1,094,000 SF, with two (2) levels of the terminal split between arrival and departure operations. The modern, single-terminal will debut in early 2023, and feature 39 gates, updated amenities, and dining options, and the addition of a 6,300-spot six-level parking garage with a covered commercial curb that connects to both levels of the new terminal via roadway crosswalks on each level. The new terminal is proposed to replace terminals A, B, and C, and will be constructed on the previously demolished terminal A site.

A key deliverable of the terminal construction project is a set of as-built Building Information Models (BIM) for Facilities Management that will easily integrate into the airports Maximo Enterprise Asset Management (EAM) system. Electronic Data, Inc. (EDI) provided project execution planning services, data standards development, and a proof of concept BIM for FM model to the Clark, Weitz, and Clarkson (CWC) Joint Venture (JV) team under their parent company, Arora Engineers, Inc. (Arora) parent contract. CWC is acting as the Design-Builder on behalf of the Airport. The deliverables of this project will ensure that CWC and its network of sub-contractors can deliver BIM models and asset data that seamlessly loads into and integrates with the Airport’s Maximo system.

Scope of Work Included:

  • BIM-FM Model Strategy: EDI finalized the overall BIM-FM Modeling Strategy and delivered an approved set of BIM Project Delivery Standards documents. Tasks included reviewing the Airport Department’s previously provided BIM documentation and drafting a new set of delivery standards, which included: overall project approach, roles and responsibilities, processes, and software and tools.
  • Master Asset List: EDI worked with both CWC and the Airport Department to review the provided list of included asset types, and then submitted and reviewed EDI’s Strategic Asset Management (eSAM) Standard Data Model for Airport. EDI’s eSAM approach identified standard asset types, systems, and attribution to be collected. A comprehensive BIM-FM/EAM Asset Data Standard was finalized and included required systems, asset types, attribution, and required operations and maintenance (O&M) documentation.
  • COBie Creation and Delivery Plan: EDI reviewed the applicable BIM project delivery standards documents included as part of deliverable #2, and developed a detailed COBie Creation and Delivery Plan, which included:
    • COBie Data Standard Definition (including nomenclature)
    • Process for Generating and Finalizing COBie Files
    • Roles and Responsibilities
    • Software and Tools

Field Data Collection Plan: The EDI team finalized the field data collection process and software by first reviewing applicable BIM project delivery standards from previous tasks and subsequently developing a detailed Field Data Collection Plan, which included the following:

  • References to the Applicable Asset Data and COBie Standards
  • Processes for Initiating, Planning, Scheduling, Executing and Reviewing Field Data Collection Tasks
  • Roles and Responsibilities
  • Software and Tools

O&M Submittal Data Delivery Process: EDI reviewed the project delivery standards and asset data standards documentation from previous deliverables and developed a detailed O&M Submittal Data Delivery Plan, which included:

  • References to the Applicable Asset Data and COBie Standards
  • Processes for Vendor Submittal of Data
  • Processes for Validation of Data
  • Process for Preparation of Loading Data
  • Roles and Responsibilities
  • Software and Tools

Proof of Concept BIM for FM Deliverable and Process Assessment Report: Using the processes and tools defined above, EDI created an example full-scale model for Facilities Management (FM) as a mockup, which included “as-built” BIM-FM model with representative systems and assets. The team then generated COBie exports with O&M attachments from the mockup, and prepared exports for loading into the Enterprise Asset Management (EAM) Maximo. This deliverable was finalized with the production of a final Process Assessment Report detailing all processes as well as the results of the outputs.

Photo Credit: Clark/Clarkson/Weitz JV

BCAD – IBM Maximo Enterprise Asset Management (EAM) Services

BCAD – IBM Maximo Enterprise Asset Management (EAM) Services

The Broward County Aviation Department (BCAD) manages the operations at Fort Lauderdale-Hollywood International Airport (FLL) and North Perry Airport (HWO), which serves the needs of more than 36 million commercial airline and general aviation community travelers throughout South Florida. BCAD has been using Maximo as their Enterprise Asset Management (EAM) solution for a while, but knew they weren’t getting all the value they could out of the system. Between incomplete data and inconsistent processes, many groups within the organization were struggling to adopt the system as a natural part of day to day operations. A partner was sought to help them address the department’s most pressing needs, which included:

  • Improved Financial management by establishing reliability centered maintenance (RCM) best practices
  • Sustainability policies through improved asset energy utilization and conservation
  • Airport regulatory compliance practices
  • Airport safety management systems
  • Airside and landside asset data collection
  • Airport enterprise resource programs integration
  • Airport geographical information systems integrations
  • Airport property management systems integrations
  • Airport mobile solutions

Electronic Data, Inc. (EDI) was selected to address the BCAD’s noted needs by providing professional services to improve the use of IBM’s Maximo Enterprise Asset Management (EAM).

Scope of Work Included:

EDI is implementing our Strategic Asset Management (eSAM) solution, which is a pre-configured IBM Maximo 7.6 solution set. Specific functional areas implemented using eSAM standard processes included:

  • Work/Service Requests
  • Work Order Management
  • Asset Lifecycle Management
  • Airfield Operations Management (including Part 139 Airfield Inspections and SMS)
  • GIS and BIM Integration

EDI is also implementing the Arora ATLAS® for Work Management platform, which integrates ESRI GIS maps and data with Maximo Work Order functionality in the hands of a technician. Using this tool, the BCAD’s technicians can create and complete Inspections and create findings, as well as execute Maximo Work Orders, all within the geospatial context, making sure they are at the right place, at the right time, with the right tools, and collecting the right data.

Data standardization and collection is also a focus of this project. EDI provided BCAD with the tools and processes necessary to perform data collection and migration in support of the processes and data changes required during the implementation. As part of the implementation, an integration with the Maximo 7.6 system was created for both BIM and GIS systems.

Massport – BOS – Maximo Enterprise Asset Management (EAM)

Massport – BOS – Maximo Enterprise Asset Management (EAM)

Boston Logan International Airport (BOS) is the 19th largest airport in North America. It has four passenger terminals, A, B, C and E, are self-contained, each with its own ticketing, baggage claim, ground transportation service, free WiFi, and food and retail options. In all, there are 94 gates with contact jet bridges and nine regional jet gates at the airport, and more than 40 airlines fly nonstop to more than 100 domestic and international destinations. The International Airport employs approximately 17,000 employees and services over 48 million passengers per year, while also owning and managing commercial and residential property off airport.

EDI has provided a decade’s worth of consulting and implementation services for the Enterprise Asset Management Software (EAM) Maximo at this International Airport. This partnership has helped the Airport continuously improve their Maximo system and EAM program. EDI also continues to play a key role in helping the Airport manage and load the endless and ever-changing asset data that results from a constant state of construction at the airport.

Scope of Work Included:

  • Implementation for overall work management, inventory management and fleet management and supporting system configurations
  • Implementation of SuiteReq work request portal
  • Implementation of CIM Visual Scheduler tool
  • Establishment of System Hierarchies (Locations and Assets)
  • Establishment of Asset Lifecycle Management Standard Operating Procedures and Standards
  • Numerous Data Walkdowns and Data Migrations
  • Implementation of Pricing Agreements and Purchase Contracts to support “Market Basket” (vendor pricing agreement) practices for materials purchasing throughout the airport

SBBC Computerized Maintenance Management System (CMMS) Maximo

OWNER

The School Board of Broward County (SBBC)

SERVICES

INDUSTRY

KEY CONTACT

SBBC Computerized Maintenance Management System (CMMS) Maximo

The School Board of Broward County (SBBC) needed a solution to replace its software package, Compass, with a work order management system, with the goal of optimizing the use of resources such as staff, material, equipment, and funds to best maintain facilities and equipment. SBBC was looking for a system that provided integrated processes, assisted with work order management, maintained historical information for management use, and provided a unified view of the District’s facility portfolio. This implementation would allow SBBC full control facility maintenance and equipment maintenance from acquisition to disposal and support data driven decision making and future investment to optimize building maintenance and assets to ultimately support the mission of the public education system in continuing to better educate U.S. children. Electronic Data, Inc. (EDI) was selected by the school board to support these goals and implement IBM Maximo’s computerized maintenance management system (CMMS).

Scope of Work Included:

EDI provided SBBC with a best-of-breed CMMS solution leveraging current best practices for all of SBBC’s lines of businesses. EDI has established over the course of many years a comprehensive Project Methodology, executing this project as a series out project phases detailed below.

Initiate Phase – Project Kickoff and Logistics, and Maximo Immersion Training. During this phase of work, EDI reviewed and confirmed the project plan and established a project communication plan after conducting project kickoff and onboarding. EDI performed “watch and learn” style Maximo immersion training for key SBBC personnel that covered pertinent modules to the implementation including assets, failure codes, work management, inventory, purchasing, basic system administration and integration framework, and more.

Define Phase – Capture Functional Design and Transportation Assumptions. EDI conducted twelve (12) one-day topic-based workshops:

  1. Org / Site / Asset / Location
  2. Work Management, Part 1
  3. Work Management, Part 2
  4. Maintenance Planning (PM / JP)
  5. Inventory Management
  6. Procurement
  7. Transportation
  8. People / Labor / Security / Groups
  9. Reporting, KPI’s, Start Centers
  10. Mobility
  11. Technical Workshop for Integration to SAP
  12. Technical Workshop for Data Migration

For each workshop, documentation and client review was provided along with session notes. From the session notes, a single functional requirements document was compiled. EDI also produced a data migration plan during this phase, which outlined the plan for capturing and migrating data to and from environments throughout the life of the project. In addition, an integration strategy plan outlining the plan for integrating Maximo and SAP and a configuration management plan outlining the different Maximo environments and their purpose were produced. Updates were also made to the project plan and included a plan for the development iterations. Lastly, EDI conducted a transportation specific workshop that focused on modules that were specific to the Maximo transportation industry solution including warranty claims, campaigns, position and component codes and driver’s logs.

Develop Phase – Development Iterations, Reporting Assumptions, Data Migration Assumptions, Integration Assumptions, and Material Assumptions. For each sprint, major tasks included developing the session, test scripts and training material, performing an end of sprint demonstration, and providing feed spring issues/feedback to the product log. The ten (10) sprints associated with this project are as follows:

  • Sprint #1, Asset / Location Configuration, Data Migration
  • Sprint #2, Work Order / PM / Job Plan Configuration, Data Migration
  • Sprint #3, Inventory Configuration, Data Migration, Integration to SAP
  • Sprint #4, Procurement Configuration, Data Migration, Integration to SAP
  • Sprint #5, Transportation Configuration, Data Migration, Integration to SAP
  • Sprint #6, Workflow Development, Data Migration, Integration to SAP
  • Sprint #7, Security, Data Migration, Integration to SAP
  • Sprint #8, Reporting, Data Migration, Integration to SAP
  • Sprint #9, Mobile Configuration

SBBC was also entitled to five (5) custom BIRT reports during this phase. For each report, major tasks included reviewing the report specification template and building and deploying the BIRT report. Where possible, EDI migrated existing foundational data such as assets, locations and preventative maintenance plans into Maximo from the compass system. EDI provided data templates for new data to support processes, of which SBBC was responsible for then populating. When populated, EDI was responsible for loading the templates into Maximo. EDI also integrated Maximo with SAP during the develop phase and was lastly responsible for building a role-based training manual for the implementation. For each training manual, EDI compiled a list of recommended use cases, and built out the training manual to include a description of the overall role, areas of the system that the role interacted with, and a step by step procedure for each of the use cases defined for the role.

PANYNJ – Maximo Implementation, Upgrade and Support

OWNER

The Port Authority of New York and New Jersey (PANYNJ)

LOCATION

New York, NY; Newark, NJ

SERVICES

INDUSTRY

KEY CONTACT

PANYNJ – Maximo Implementation, Upgrade and Support

The Port Authority of New York and New Jersey (PANYNJ), established in 1921, oversees much of the regional transportation infrastructure, including bridges, tunnels, airports, and seaports, within the geographical jurisdiction of the Port of New York and New Jersey.

Initially, Electronic Data (EDI) was selected to provide a Pilot of core, best-practice work order and asset management processes in IBM’s Maximo Enterprise Asset Management (EAM) system using Newark Liberty International Airport’s existing Airfield Lighting data. EDI imported data on Airfield Lighting assets and utilized best practice designs implemented at major airports to configure and load the appropriate classifications, locations, assets, and failure codes. This included setting up certain assets as rotating items to allow for more efficient replacement tracking and spares management. EDI then configured Airfield Lighting assets to be mapped on desktop and mobile devices, allowing end users the ability to easily attach Asset records to the work that they performed.

In January 2016, EDI conducted an assessment of the PANYNJ’s Maximo 7.5 Pilot System. EDI provided an overview of findings of the assessment, addressing specific business challenges for the Port, recommendations on options to address these challenges, as well as an explanation of the steps required to implement the recommended changes.

The result of this pilot system and assessment was a contract to replace PANYNJ’s MMIS system with Maximo on the PANYNJ’s airport division. The airports in scope were John F. Kennedy International Airport (JFK), LaGuardia International Airport (LGA), and Newark International Airport (EWR).

Scope of Work Included:

Based on the pilot program, the PANYNJ sought to transition from their MMIS maintenance management system to an asset management practice in order to more seamlessly and effectively manage and service their aviation assets. EDI applied their proprietary Implementation Methodology, including EDI’s Strategic Airport Asset Management configurations for Maximo, and proposed an alignment of several groupings of tasks for each of the PANYNJ’s airports, while maintaining a single, consolidated Maximo infrastructure to maintain data for three of PANYNJ’s airports — LGA, JFK, and EWR.

The implementation of the Maximo Enterprise Asset Management (EAM) covered the following functional areas and associated capabilities:

  • Airside and Corrective Action Management for the Airfield electrical system
    • Definition and Management of Airside Assets and Locations
    • Review of Work Order prioritization, planning, PM forecasting, managing monthly work schedules, work assignments, crew management, etc.
    • Developed standard operating procedures and delivered end user training based on “best practices”
    • Created an interface to ERP time reporting system
    • Created shift schedule reports to prevent union fines for incorrect labor scheduling
    • Developed standard views and reports
  • Integration with SAP, Oracle PeopleSoft, Microsoft Active Directory, and GCR’s AirportIQ ASOCS per workshop defined and agreed to requirements.
  • Asset, Facilities and Work Management for the Terminal A Building at Newark
    • Definition and Management of Building Assets and Location Hierarchies
    • Creation and Tracking of CM Work Orders
    • Creation and Tracking of PM Work Orders
    • Developed routes to complete FAA required maintenance on airfield assets
    • Management of PM Programs and Job Plans
    • Basic Spare Part Tracking

EDI was then contracted in 2017 to implement Maximo 7.6 for the PANYNJ. EDI implemented work management and asset management with the Port in the Maximo 7.5 environment, with services including: training, organizational change management, data migration, reporting, KPI’s, security setup, automated workflows and system configuration. The scope of EDI’s Maximo professional services covered moving from a single org system to a multi org system. This was to allow the other PANYNJ organizations to utilize the Maximo Enterprise solution. The existing PANYNJ Maximo 7.6 environment included the following functional areas:

  • Asset, Facilities and Work Management for the Aviation organization
  • Definition and Management of Assets and Locations
  • Creation and Tracking of CM Work Orders
  • Creation and Tracking of PM Work Orders
  • Management of PM Programs and Job Plans
  • Basic Spare Part Tracking

MaaS Cloud Environment and Support Services

EDI recently implemented Maximo Enterprise Asset Management with the EDI eSAM base configuration for Airports for PANYNJ. This software solution was deployed on a hosted platform by Projetech and is comprised of IBM Maximo Software, supporting hosted application server, database, and EDI’s eSAM solution for Airports.

EDI oversaw the creation and configuration of the environment by Projetech and provided coordination and assistance to help the PANYNJ with its network configuration to allow for communication with the Projetech Maximo 7.6 environments. EDI also provided guidance in setting up and configuring any VPNs necessary to enable access to the Maximo 7.6 environment.

EDI was tasked with Maximo System Administration services for the PANYNJ, and was responsible for the following administrative activities and support tasks:

  • Installed, configured, and supported all database, web server, and operating systems provided by PANYNJ in support of Maximo
  • Created, entered, and maintained users and security groups
  • Worked to ensure infrastructure performance and capacity requirements were met
  • Managed support requests and conducted problem determination
  • Maintained integrity of separate environments: DEV, TEST, and PROD
  • Applied hot fixes, updates, and routine maintenance to Maximo, database, web server, and operating system software

Maximo Support, Enviance Replacement

EDI provided post-implementation maintenance and support services for all Maximo components implemented in the Airfield Asset implementation. Additionally, EDI implemented an Enviance replacement in Maximo along with additional enhancements using the eSAM for Airports solution.

EDI helped the authority to replace their dated Enviance application and merge the previous functions into the PANYNJ Maximo system. EDI conducted workshops, developed/configured, migrated data and trained key PANYNJ personnel on how previous Enviance processes would then function in Maximo. A functional specification and technical specification document were developed detailing the processes and configuration.

Incorporated assets included: Air Emissions, Deicer Use, New Jersey Pollutant Discharge Elimination System Permit (storm water), Passaic Valley Sewerage Commission (Sanitary Permit), Storage Tanks (regulated only), and Backflow Prevention Devices.

FuzzyNet Migration

EDI provided professional services for a task order to migrate from the Access database (FuzzyNet), spreadsheet, and paper legacy systems data currently used by the PANYNJ Communications, Security, Electronic Group (COMSEG) to the Enterprise Asset Management System (Maximo).

Mobile Software Purchase

EDI implemented Maximo Work Order Management software from SCHAD Automation for IBM’s Maximo Enterprise Asset Management at the Port Authority of New York and New Jersey (PA).

This robust mobile solution allowed the management of several complex SCADA systems across their organization like runway lighting, building automation systems, and baggage systems. EDI aided PANYNJ in implementing SCHAD mobile product to accomplish the following:

  • Mobilization of maintenance work force to enable them to complete scheduled and unscheduled maintenance tasks across a large geographical area.
  • Maximo maintenance best practices and also enable users to react in real time to non-scheduled automation/SCADA alerts.
  • Communicate across Wi-Fi and GSM and work in disconnected mode where network connectivity was unavailable.

NBA – TRIRIGA Large Venue Management Solution

NBA – TRIRIGA Large Venue Management Solution

This large venue manages the 21,000-capacity indoor arena home to a title winning National Basketball Association (NBA) team, and hosts various sporting events, concerts and VIP events each year. The large venue is also equipped with conference rooms and other office spaces that are rented by clients every year. EDI was selected by this NBA team to provide a large venue management system. EDI deployed IBM TRIRIGA to effectively track, reserve and manage rentable spaces across the arena, coordinate, schedule, and execute work orders for maintenance and operations, as well as the tracking and reporting of environmental consumption, waste and carbon footprint for LEED certification.

Scope of Work Included:

This custom implementation to create an events-projects module yielded the ability to schedule sections of the arena for small events such as meetings and conferences as well as reserving the entire arena for concerts and other large events.

Event and Reservation Management

  • Consolidation of multiple applications to more effectively schedule, manage and report on event.
  • Departmental calendars and enterprise calendars provide a view across all of the spaces that are available to be reserved including conference rooms, locker rooms, restaurant, the bowl or field, and any other rentable space.
  • Ability to add resources including security and parking for events and ensure that client is charged by including an approval workflow.
  • Ability to add assets to rooms and ensure a charge is associated to the usage.
  • Graphical views with CAD integration allowing the associate to compare spaces, locations, availability and size to other available spaces to allow them to choose the best option.

Operations and Maintenance

  • Preventative and Predictive Maintenance of arena assets
  • Perceptive apps for mobile capability
  • Plan maintenance more effectively based on asset location
  • Ensure warranties are being exercised by tracking it to the asset
  • More effective tech scheduling and work execution

Environmental

  • Eliminate the manual tracking and reporting of carbon footprint
  • Track and report on consumption and waste
  • Reporting that enables arena to maintain LEED and Green Leader certifications

National R&D Laboratory – TRIRIGA Visual Project Access Tool (VPAT)

National R&D Laboratory – TRIRIGA Visual Project Access Tool (VPAT)

For this national R&D Laboratory, the TRIRIGA VPAT application delivered a simple user interface presenting the relevant service order information with minimal clicking. The TRIRIGA VPAT application included a simple search mechanism for finding service orders and utilized data maintained in the VPAT Oracle Database.

The following objectives were included in the design process:

  • Replace existing VPAT application with TRIRIGA VPAT application
    • Integrate the TRIRIGA application with the existing VPAT Oracle database
      • Maintain daily and weekly update schedule
      • Migrate historical service order data
  • Create a service orders portal home page allowing simple search capabilities
    • Create a service order form allowing data to be viewed on a single portal (Web) page
      • Provide ease of visibility into service order financial data
      • Provide ease of access to related data (contacts, contracts, requests, etc.)
  • Define roles & responsibilities to support both current and future development

While the initial mandate was focused on the above-mentioned goals, it was recognized that the ultimate objective was to garner positive ratings from the current VPAT users with the new TRIRIGA VPAT system.

Scope of Work Included:

The primary scope of this implementation was to add a new module to the existing TRIRIGA system which will elevate the overall reputation of the IBM TRIRIGA software product. Utilizing the existing people, organization and location records meant the TRIRIGA VPAT system was supported by consistent data. This offered the opportunity for improved reporting, email notifications and data security.

This implementation replaced the existing VPAT client software in use at that time. The compressed time frame for rolling out the new application required that existing functionality was in scope of this design and development project.  Current users of VPAT found the data and functionality they expect by using TRIRIGA VPAT, and with minimal training.