Learning Objectives

1. Understand the basics of individual maintenance projects, their

objectives, cost and time limits
2. Primary principles of maintenance planning
3. Alternative organizational structures for maintenance procedures
 Typical kind of maintenance projects
 Plant shutdowns
 Annual overhauls
 Additions and alternations

Maintenance Projects
1. A general maintenance program for a set of assets is generally
made up of a numbers of maintenance projects
2. Can be major or minor projects
3. Can be isolated or part of a larger program of works
4. Can be one-off or repetitive
5. Can be a fixed price contract or a one-off works order for repairs
Maintenance Projects

1. Has a defined objective

2. Is subject to established time limits
3. Must meet an established specification
4. Must keep within specified cost limits
5. Consume resources
1. Maintenance Objectives 2. Maintenance Project Time Limits
The defined objectives could include: - 1. Maintenance Projects are usually part
of a long term program
1. To comply with the aims of the
maintenance policy 2. Individual contract with durations that
form the components of a much larger
2. To bring an asset up to the
sequence.
statutory minimum
requirement 3. Fixed Price Maintenance Contract,
usual date for completion is fixed once
3. To get a building ready for re-
tender is accepted
sale
4. Term Maintenance contract, usually
4. To improve building
runs from 1 year or more. Come with a
aesthetics
specific date for completion. Maximum
5. To improve the image of the time to respond is also stated
company
3. Maintenance Project Specifications
 Project Objectives varies, hence
project specification also differs
from projects to projects
 The specifications could take a
number of forms and depend on
individual projects, e.g: -
1. Performance Specification
2. Traditional Specifications
3. Working Drawings
4. Variation Orders
5. Item Descriptions
6. Guarantees and Warranties
7. Contractual Safeguards
8. Reasonably fit for purposes
9. Test of reasonableness
Standards stated in specification usually will
become contract terms once the tender is
accepted
Term Contracts
• Content usually is split up into different
trade schedules of rates
• Can be single or multi-trade specifications
• Must be thorough as any mistake will
compound over the entire contract duration
• Contractors usually get favorable rates for
items that are not properly described
• Owner has to pay for incorrect / high rates
every time the service is called
4. Maintenance Project
Define Cost Limits
 Usually applied early in the
evolution of a Fixed Price
Maintenance Contract
 Cost limits are not contract
terms, but the fixed price in
the contract is already the
cost limit.
 For Term Maintenance
Contract, user rely on
historical data to establish
the budget. This budget is
used to call the term
contracts
Cost Limit 5. User of Resources in
Development Maintenance Projects
Sequences: -
» Mtce Project may consume a
• Formulate detailed large number and quality of
design estimate resources, labor, material and
• Pre-tender cost time
check » Resources obtained and
• Tender receipt and
provided for each task
report
• Comparison with » Typically, the supply of
estimate and resources will come from the
reconciliation
following
• Interim cost report
• Internally (management)
• Final account
• Externally (contracting
skills)
• Financed by the project
budget
Maintenance Organization
• The 1st step to a successful project is to develop a proper organization
structure
• Small project can be managed by 1 person
• Big project will need a large, complex, multi-disciplinary team, and
selection of team members is important
• Two main considerations
1. The individual that make up the team
2. Multi-disciplinary Team
Maintenance Organization (cont’d)

1. The individual that make up the team

 Maintenance Manager usually will form part of the team,

regardless of the type of set up
 The type of set up will determine the individual to be from
internal or external
 If the team is in-house staff, then the liability of assuring
the quality and workmanship will falls on the Facility
Manager
 The set up varies from companies to companies and
nature of project
Maintenance Organization (Pg. 4-5)
Case Study Example 1 – Edinburgh District Council
40 Staff plus numerous External Consultants

Housing Department
Deputy Director

Planned Maintenance Responsive Maintenance Works &

Section Section Modernisation
Section
Sub-sections for Split into various local
Heating offices each have their
Produces documentation
budget/team inspectors
Electrical and operates contracts for
major works
Lifts and Stairs
Lighting etc
 Edinburgh City Council

Planned Maintenance
Section

Responsive
Maintenance
Section

Modernisation
Section
 Safeway

Centralised Maintenance Organisation

One Year Contracts Five Year Contracts

For New Contractors For established Contractors
Maintenance Organization (cont’d)

2. Multi-disciplinary Teams
The company’s policy and financial availability will determine the extend and degree of
outsourcing
Hypothetical Maintenance Team set up if maintenance project is outsourced to
external contractor: -
1. The Client
2. The Architect
3. The Quantity Surveyor
4. The Consultants
5. The Contractors
6. The Maintenance Manager / Project Manager / Facility Manager
7. The Project Sponsor
 2. Multi-disciplinary teams (cont’d)
♠ Individual who commissioned the project
1 The Client ♠ Can be public or private
♠ In External Mtce Mgt – Client can be anyone from
the client’s firm, Mtce Mgr act as external lead
consultant
♠ In Internal Mtce Mgt – Mtce Mgr works within
own firm
♥ Works on a commission and fee basis, fee
2 The Architect depends on level of involvement / the phase of the
design / construction process
♥ Larger projects may have more than 1 architects
(building, landscape etc)
♥ Responsible to developing the brief into detailed
design drawings, supervision pre and post contract
♥ Role depends on choice of organizational structure
 2. Multi-disciplinary teams (cont’d)

3 The Quantity ♣ Works on commission and fee basis, fee

Surveyor depends on level of involvement
♣ Responsibility include : -
Prepare initial cost estimate
Cost input to feasibility study
Cost reporting at each stage
Pre-tender cost check
Tender documents
Tender inspection and reports
Cost Plan and cost reporting
Interim valuations
Final account procedure
Asset Maintenance Management 1 [D13AM]
4.0 Projects, Organisation and Planning
SPP
 2. Multi-disciplinary teams (cont’d)
4 The ♦ Works on commission and fee basis, fee depends on
Consultants level of involvement (%).
♦ Responsible for all aspects of civil, structural and
services design, including foundations, superstructure,
soil mechanics, heating, lighting, air conditioning etc
♦ Also need to carry out inspections and surveys to
determine the level of maintenance works required

Internal Can drawn from elsewhere within the Organization, as

Consultants and when required, e.g. financial advice
 Roles and reimbursement of fee varies
 May appoint on an internal fee basis + apportionment of
overheads

External  Can drawn to provide expertise or experience that is

Consultants lacking in parent organization
 Usually on fee basis (e.g. retail consultant while
developing new retail malls)
 2. Multi-disciplinary teams (cont’d)

5 The Contractors ♦ The company that carries out the maintenance work,
inspection / survey works
♦ Larger jobs = 1 main engineering con + many sub con
♦ Usually done on competitive tender
♦ Mtce Mgr has no control over contractor’s org structure
♦ Contractor is responsible for mgt and control of others
domestic or nominated sub-cons, usually have an
appointed Project Mgr

∆ Can be internal, may or may able to insist on some form

Internal Contractor of competitive tendering
∆ Contract can be done entire in-house

 Can be external, Mtce Mgr usually award the contract

External Contractor based on competitive tender
 Awarded contractor will carry out the works under the
supervision and authority of the parent organization
 2. Multi-disciplinary teams (cont’d)
6 The Maintenance Mgr /  Mtce Mgr’s role depends on the project org structure
Project Mgr / Facility  Can be internal Mtce Mgr within his own company or
Mgr
External as Lead consultant on behalf of an external client
 Under both appointments, Mtce Mgr still need to ensure
adequate maintenance is done in accordance with the
Maintenance Policy / time line, cost and quality
 3 Key elements of Project Management
1. On time
2. Within budget
3. As specified
Mtce Mgr will control and lead the other professionals involved
Internal Maintenance
in the project team in capacity of client
Manager
 Responsible to other personnel within the organization, retaining
control of organization resources for the duration of the project

External Maintenance  Appointed as Lead consultant by external client body

Manager  Responsible to appoint all other consultants and award of
contracts to contractors
 Act as supervising office or lead consultant
 2. Multi-disciplinary teams (cont’d)

7 The Project  Executive advisor to the Mtce Mgr

Sponsor  Only applicable in certain types of contract and
project management organizational structure
 E.g. in Govt Dept, the Project Sponsor may be
the Snr Mgr or Director who is above the Mtce
Mgr
 He can influence other departments in order to
assist the Mtce Mgr with certain problems
 Also act as high level contact between Mtce
Mgr and clients, e.g. communicate at Directorial
level
 Such arrangement works well in important
matters
Maintenance Project Planning
3 Primary Components of any Maintenance Plan : -
1. Planned Maintenance >> involved in first investigate, then planned out
strategic plan to execute
2. Responsive Maintenance >> unplanned and unforeseen
3. Ad Hoc Maintenance >> carried out as and when
A Maintenance Mgr needs a lot of skill to get the correct balance

» Responsive maintenance is not acceptable in all situation.

» Applicable to non-critical works such as paintworks, but not suitable for system
where specific performance is essential
» Strong correlation between planned and responsive costs
» More Planned Maintenance ≈≈ Lesser responsive backup
 Maintenance Project Planning (cont’d)

Cost Cost

Responsive

Responsive

Planned

Time
Time

a) Responsive Load without Planned Element b) Responsive Load with Planned Element
Maintenance Project Planning (cont’d)

Maintenance Project Planning comprises of three elements

• Calculating the work requirement
• Calculating the resources required
• Defining required levels of quality and safety (QMS).
Maintenance Project Planning (cont’d)

Maintenance Project Planning Process involves

1) Maintenance Project Monitoring
2) Maintenance Scheduling
3) Generate Project WBS
4) Calculate Maintenance Project Logic
5) Assign Durations to Each Maintenance Activity
6) Identify the Start and Finish Window for Each Activity
7) Re-plan as necessary
8) Rationalize Resources & Form Draft Maintenance Schedule
9) Refine to form Final Maintenance Schedule
10) Maintenance Program
11) Advantages of Using Computerized Approaches
Maintenance Project Planning (cont’d)

Maintenance Project Monitoring Comprises: -

1 Observing and Monitor of individual Work Breakdown Structure (WBS)
reporting progress packages right down to required level of details
2 Comparing actual / Variance reports should be generate on fixed intervals
planned performance Use this to identify the scope of variance and isolate it at
(variance) source
3 Analysis of Identify significance delay or overspend, which may be
Significance of acceptable in some cases. E.g. high quality repair
variance
4 Receiving feedback Getting feedback from various mgrs on performance of
individual WBS work packages that are not under their
control
Impartial feedback
5 Adjusting the system Corrective actions are recommended to address causes of
the variance
6 Monitoring the Adjustments are monitored. To ensure working
adjustment effectively and corrected the system
2. Maintenance Scheduling
A process to produce Maintenance Plan from the individual WBS elements
☻ Can be Individual Maintenance Plan for a contract or
☻ A Collective Maintenance Plan for individual sub-plans
☻ The Complete Network Analysis or program must show the start and finish times
for each maintenance activity
☻ 12 Common applications of Maintenance Schedule

Forecast resource requirements Provide data on risk / consequences

Provide basis for bids for
resources
Allow sub-contractor planning
Generate progress targets
Allow progress monitoring
Provide data for resources
leveling
of delay
Provide dates for placing advance
orders / deliveries
Allow risk control
Generate scenarios “ what if”
Identify errors or impossibilities
Identify missing information
2. Maintenance Scheduling (cont’d)
The Basis Processes of Maintenance Schedule Generation: -
1. Generate Project WBS (Work Breakdown Schedule)
2. Calculate Project Logic
3. Assign durations to each activity
4. Identify the start and finish window for each activity
5. Identify those activities with no window (critical path)
6. Re-plan as necessary
7. Rationalize resources
8. Form draft maintenance schedule
9. Redefine to form final maintenance schedule
3. Generate Project WBS
• Use a suitable computerized system to
generate Project WBS
• This is both efficient and fast, and can
used to generate most maintenance
schedule
• Type of available systems include: -
• Computer Database Estimating
Systems (CDES)
• Computer Automated Facilities Mgt
(CAFM)
• Computerized Maintenance Mgt
Systems (CMMS)
Computerized Systems
Computerized system is essential as there
can be hundreds of thousands of different
item descriptions or a large number of
simple repetitive activity descriptions
Computerized drawings can be generated
via AutoCAD. Assets on drawings are
marked and assigned with ID.
Can link each asset to a database of
information, with contains asset, asset
location, the age, and maintenance history
etc
The Library
This is a database of maintenance or work
functions
Functions can linked to specific assets
Use as a basis for long and short term
maintenance requirements
Generate Project WBS (Cont’d)
The Price Code and Unit Rate Database
The database will usually contain thousands of individual labor, plant and material
items
Can contain price on anything from basic to complex service items with unit rates
Unit rates are updated on periodic basis, such monthly, or automatically from
suppliers
With this, the Maintenance Mgr will have a list of tasks, time estimates, and budget
costs
Such information can also be used to call Schedule of Rates contracts
Conventional system may not be able to store in such details
Maintenance Project Planning (cont’d)

4. Calculate Maintenance Project Logic

The most logical ways of executing the works in the WBS is calculated after
the Project WBS is generated
For larger projects, there are more than 1 way to execute the works, all
methods are equally acceptable, i.e. no single best method
WBS work packages are evaluated in terms of the sequence in which
execution should occur, and this result in Precedence Diagram
Evaluation of Project Logic is usually resource-driven.
For example, need access machinery such as scaffolding to replace high bay
lights. Hence, availability of the scaffolding will become a consideration while
evaluating the Project Logic
Maintenance Project Planning (cont’d)

5. Assign Duration to Each Maintenance Activity

The amount of time taken to complete each individual activity is calculated after the
Project Logic is calculated
Can be related to 1 maintenance contract or a series of sub-activities within a contract
Assigning activity is based on individual experience, national or company standard
Can take previous job as reference point, as most maintenance job tends to be
repetitive in nature.
There are 3 possible methods of assessing the duration: -
The Modular Approach assumes, larger and complex operations cannot be
accurately estimated. However, it can be broken down to smaller units, which duration
can be easily estimated, to derive the total duration of the complex operation.
In the Benchmark job technique, the estimated durations are made on the basis of
recorded times for similar works. E.g. renovate 1 house take 10 days, for 10 houses will
be 100 days
The Parametric Technique will apply where the activity cannot be broken down any
further and where no standards for similar works are available.
5. Assign Duration to Each Maintenance Activity (cont’d)
The Parametric technique process isolate 2 variables, the dependent
variable and the independent variable.
The time taken to complete the job depends on the scale of the
independent variable.
E.g. the time required to re-line a tunnel is directly proportional to the
length.
Maintenance Project Planning (cont’d)

6. Identify the Start and Finish Window for Each Activity

There are 2 important event times required
Earliest Event Time (EET), the forward pass. The earliest date which a
particular activity can start.
Latest Event Time (LET), the backward pass. The latest date which a
particular activity can start in order to avoid delay in project.
The difference between EET and LET is the float
The path with zero float is the critical path, i.e. the longest overall time
to complete the project
Should there be any delay on the critical path, there will be an increase
in the overall project completion date
Usually used in pre-contract or post-contract re-planning
 Maintenance Project Planning (cont’d)

7. Re-plan As Necessary
The maintenance schedule or program is produced as a draft and is then
presented to the client for approval
This draft will then be adjusted and alternated as required to speed up the aspects
of program or reduce cost etc
Re-panning involves re-evaluating logic, varying load on internal staff and transfer
of resources from non-critical activities, overlapping activities (fast track), omitting
sections of works etc

8. Rationalize Resources and Form Draft Maintenance Schedule

Resources are levelled in order to make optimum use of available resources
Avoid large peaks and troughs and concentrations of use of individual resources,
to prevent gaps in utilizations
Process >> prepare a draft schedule for the project team to brainstorm and client
for information.
Maintenance Project Planning (cont’d)

9. Refine to form Final Maintenance Schedule

Schedule contains firm times and dates for all maintenance activities
together with confirmed project logic
A recognized document used by all members of the maintenance team

10. Maintenance Program

Once individual maintenance plans have been produced, they are
combined and linked to form the overall Maintenance Program
Maintenance Program represents the overall maintenance effort for the
organization over a period of time.
It is developed in exactly the same way as the basic maintenance
schedule, except the individual components of the program is replace
with individual plan rather than maintenance activities
 Maintenance Project Planning (cont’d)

11. Advantages of Using Computerized Approaches

The most obvious advantages over traditional approaches includes: -
1. Complexity
2. Re-scheduling
3. Combined approaches and analysis

Complexity Re-scheduling Combined approaches and

Modern maintenance programs
are highly complex, with large
number of links, run over many
years, and inter-related with
each others
Computers can manage this part
better
All plans and programs are
approximations, hence need
constant changes and
adaptations
This is best handle by computer
Computer allows input of
different variables, and allow
adjustments with results known
immediately
analysis
Needs the ability to show both
work packages and costs.
Must allow periodic monitoring
of time, cost, quality as part of
strategic planning process
Sample - Critical Path Analysis

How to use the tool:

As with Gantt Charts, the essential concept behind Critical Path Analysis is that you cannot
start some activities until others are finished. These activities need to be completed in a
sequence, with each stage being more-or-less completed before the next stage can begin.
These are 'sequential' activities.
 
Other activities are not dependent on completion of any other tasks. You can do these at
any time before or after a particular stage is reached. These are non-dependent or 'parallel'
tasks.
 
Drawing a Critical Path Analysis Chart
Use the following steps to draw a CPA Chart:
 
1. List all activities in the plan
For each activity, show the earliest start date, estimated length of time it will take, and whether it
is parallel or sequential. If tasks are sequential, show which stage they depend on.
 
For the project example used here, you will end up with the same task list as explained in the
article on Gantt Charts (we will use the same example as with Gantt Charts to compare the two
techniques). The cart is repeated in figure 1 below:
 Figure 1. Task List: Planning a custom-written computer
Sample - Critical Path Analysis project
NB: The start week shows when resources become available.
Whether a task is parallel or sequential depends largely on
context.
Task Possible start Length Type Dependent
on...
1. High level analysis week 1 5 days sequential

2. Selection of hardware platform week 1 1 day sequential 1

3. Installation and commissioning of hardware week 3 2 weeks parallel 2

4. Detailed analysis of core modules week 1 2 weeks sequential 1

5. Detailed analysis of supporting utilities week 1 2 weeks sequential 4

6. Programming of core modules week 4 3 weeks sequential 4

7. Programming of supporting modules week 4 3 weeks sequential 5

8. Quality assurance of core modules week 5 1 week sequential 6

9. Quality assurance of supporting modules week 5 1 week sequential 7

10.Core module training week 7 1 day parallel 6

11.Development of accounting reporting week 6 1 week parallel 5

 12.Development of management reporting week 6 1 week parallel 5

13.Development of management analysis week 6 2 weeks sequential 5

Asset Maintenance Management 1 [D13AM]
14.Detailed training week 7 1 week sequential 1-13
4.0 Projects, Organisation and Planning
15.Documentation week 4 2 weeks parallel 13 SPP
Sample - Bar Chart Schedule

Asset Maintenance Management 1 [D13AM]

4.0 Projects, Organisation and Planning
SPP
Sample - Gantt Chart Schedule

Asset Maintenance Management 1 [D13AM]

4.0 Projects, Organisation and Planning
SPP
Maintenance Project

Network Analysis
Maintenance Project Planning

Resources and Cost

 Maintenance Project
Planning
Steps in Time Management Process

1 Definition of activities;

2 Sequencing of activities;

3 Estimating duration of activities;

4 Schedule development;

5 Monitor and control of schedule;

 Maintenance Project Planning
WBS - Work Breakdown Structure:
• WBS is primary tool for activity definition;
• it breaks project into manageable lots based on
goals & objectives;
• has been termed as “Decomposition”;
• involves subdivision of elements into smaller
more manageable lots for better control;
Maintenance Project Planning
1.00
1.01
Start
Contract Award
SAMPLE WBS
2.00 Siteworks
2.01 Site Preparation
2.02 Excavate Footings
3.00 Purchasing
3.01 Order Bricks
3.02 Order Concrete
4.00 Construction
4.01 Pour footings
4.02 Concrete curing
4.03 Erect walls
4.04 Hang Gate
5.00 Close Out
5.01 Practical Completion