DOCUMENT NUMBER: SOP620 TITLE: CMMS FEMCO Project … · in the Computerized Maintenance Management System (CMMS). Project work orders differ from Operational work orders in that

Standard Operating Procedure

Updated: April 10, 2017

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DOCUMENT NUMBER: SOP620

TITLE: CMMS FEMCO Project Work Order Process

PURPOSE:

Performing required maintenance and tracking the total cost of a facility is critical to the NSF. In 2014, FEMCO implemented a process whereby all work normally tasked to the seasonal construction crews under the Facility Upgrade (FU) and Facility Sustaining (FS) portfolios is logged in the Computerized Maintenance Management System (CMMS). Project work orders differ from Operational work orders in that they may require a crew, specialized trade or subcontractor to perform them, and require an acceptance from station operations in order to be closed. The process outlined will ensure quality and proper handoff to Operations and Maintenance (O&M) staff.

SCOPE:

This procedure applies to all personnel working on project based FS and FU portfolios work orders.

ACRONYMNS:

• FEMCO: Facilities, Engineering, Maintenance, Construction and Operations

• O&M: Operations and Maintenance

• CMMS: Computerized Maintenance Management System

• MC: Maintenance Connection

• FS: Facilities Sustaining (project portfolio)

• FU: Facilities Upgrade (project portfolio)

• FSP: Facilities Sustaining Project (CMMS work type)

• FUP: Facilities Upgrade Project (CMMS work type)

• FSS: Facilities Science Support (CMMS work type)

• PWO: Project Work Order



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DEFINITIONS:

• Operational Maintenance work order: A typical work order that is completed by onsite

maintenance staff and does not require an acceptance to allow closeout. An example is to

change the oil in a generator or filter in an HVAC unit.

• Maintenance Project work order: An FSP, FUP or FSS work order that requires a crew or

specialized trade to complete.

• Functional Check out: A procedure completed by a qualified person to ensure that a

designed system functions as intended.

• Commissioning: A formal process to accept a major project (not included in this process).

PROCEDURE:

A maintenance project work order is triggered by the need to have the seasonal maintenance

crew complete a task that cannot be completed by the on-site staff. The work order may fall

under the FS or the FU portfolios and requires a signoff by the station O&M personnel for it to be

closed. If the project has engineered systems, it may require a functional checkout by a qualified

individual prior to acceptance by the station O&M staff. Following are the steps to complete a

PWO once the tasking has been approved:

1. Open Maintenance Connection (not supported by Firefox) and create your project in the Project Explorer Screen. Copy and paste the project header of the project summary (from the Project Plans) into the Project>Details>Comments field. Later, within the individual work orders by project, copy & paste the effort narrative of the project summary (from the Project Plans) into the WorkOrder>Tasks>Labor Report field. Alternatively, the individual Project Plan can be attached (this may be required when exceeding the character maximum for a particular field). At the time of writing, it is unknown if this helpful contextual information is necessary.

2. Write a work order to the project, coding it under FSP, FUP or FSS. Our process uses a single work order for a given project with associated tasks to show the steps, including a task for functional checkout and/or acceptance. The work order shall state the P6 activity ID range on that years approved program plan schedule for future investigation. If, in the future, a person wants to learn additional detail they can investigate the P6 schedule activities. If multiple efforts are rolled-up to a single budget line item in P6, they should similarly be rolled-up into a single work order as well in order to reconcile actual costs between the CMMS, P6, and accounting. Ensure a target completion date is set that will accommodate the lag in actuals reporting.

3. Order and ship materials to the site; ensure they are properly received.

4. Perform the tasks according to the work order. Mark tasks complete as they are accomplished.

5. Perform an internal quality check/ functional checkout: Quality and safety is critical to



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the success of our program. The Project foreman must ensure the tasks have been performed to specifications, are of high quality and deliverables have been met. Changes to any project outside the approved plan must be communicated to the Construction manager for approval. Changes to an engineered design must be communicated to the Construction Manager and the engineer of record for approval.

RESPONSIBILITIES:

Construction and Technical Services Manager (CM)

• Assists with approvals to construction plan changes

• Ensures the facilities group is in compliance with this procedure.

Maintenance Manager (MM)

• Manages the CMMS data accuracy and reporting.

• Develops the system architecture and manages changes to the system.

Construction Supervisor (CS)

• Manages the work order process including development of budgets, material procurement.

• Responsible for the creation, completion and accuracy of work orders

including final labor and material inputs.

• Ensures that required testing is conducted and approved.

• Ensures as-builts and O&M manuals are completed and posted to the

Extranet.

• Schedules closeout inspection with the PE, PF, and onsite maintenance

supervisors as required.

• Ensures a quality job has been performed and that all details have been

completed.

Project Foreman (PF)

• Assists with development of budgets, material procurements and work

orders.

• Responsible for documenting the safety protocols of each work order

• Reviews repetitive work orders to make improvements and add additional detail.

• Responsible for completing Project work orders.

• Responsible for communicating changes and requests for approvals to the CS.

• Ensures all details are completed prior to work order completion.



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• Ensures that required testing is conducted and approved prior to work order

completion.

• Assists with development of as-builts and O&M manuals.

• Monitors equipment start up.

Project Engineer (PE)

• Ensures completion and accuracy of engineered systems, performs

functional checkout, and provides supporting documentation.

• Approves changes to design.

• Monitors equipment start up.

• Posts the following documents to document control:

o As-Builts.

o Functional checkout Reports.

VISUAL GUIDES:

The process for creating and closing a new project and project work order.

Figure 1 Accessing Project Explorer



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Figure 2: Create a new project

Figure 3: Create a new Project Work Order



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Figure 4: Create a new Project Work Order.

Figure 5 Opening an existing Project Work Order



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Figure 6: Add tasks to a Project Work Order.



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Figure 8: Save project work order tasks.



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Figure 9: Set a new future reminder from the Assign tab.



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Figure 10: Select your assignment reminder date.



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Figure 11: Apply an Assignment reminder.



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Figure 12: Your assignment looks like this.



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That’s it. You’re done setting up your project and your project work order. Completing

tasks and closing your project work order

Figure 13: Marking tasks complete during work order execution.

Figure 14: Enter project costs.



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Figure 15: Enter labor and materials.



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Figure 16: Complete your project work order.



Figure 17: Complete your project work order. Close follows the same process.

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For WOs with incomplete tasks to be carried-over to the following season, select the deliverable and mark as “Fail Selected”. When Closing the WO, check “Create Follow-up WO(s)” and select “Single WO for all Failed” from the dropdown menu.

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Documents

DOCUMENT NUMBER: SOP620 TITLE: CMMS FEMCO Project … · in the Computerized Maintenance Management System (CMMS). Project work orders differ from Operational work orders in that