The good news is that in most Maximo projects which fail, the problems don’t arise from configuration or scripting; rather, the failure is due to there having been no written agreement as to what the project was meant to deliver. Even better, this situation is entirely avoidable. A bit of scoping carried out before development begins avoids many subsequent “wait, was that in scope?” discussions.
Start With Today, Then Dream Big
It’s exciting to go right into designing your future Maximo environment, but first you need to have a clear understanding of the way things function at the moment—namely, how work requests are made and closed, the state of your asset and location data, and who in fact makes the decisions. This preliminary work will ensure that your attractive new design doesn’t clash with the fact that three sites give the same equipment different names.
Requirements: MVP vs. “While We’re At It”
When building a product, start by focusing on the minimum viable product (MVP). The MVP includes only the key features needed to solve the main problem for early users. This helps save time and money. It also lets you test your idea in the real world.
“While We’re At It” features are extra ideas that come up during development. These are useful but not essential for the first version. Adding them can slow down the launch and use up resources. Save these features for later updates after you see how users react to the MVP.
Keep the MVP simple. Avoid adding every possible feature right away. This way, you can learn from real feedback and improve the product step by step.
All projects have a wish list, and that’s a good indication that people are committed. During the scoping phase you have to distinguish between essential requirements and those which are merely desirable. Ask yourself one straightforward question: would the business have to cease operations on day one without this requirement? If the answer is no, then the requirement is placed on the phase 2 backlog. Next, make each requirement specific. For example, “Configure a purchase requisition workflow” is just the beginning; “Requisitions worth more than $5,000 are sent to the department manager and then to procurement, while smaller ones go directly to procurement” is what the requirement should be.
When it comes to data migration, it’s important to establish boundaries. Although “migrating our asset data” seems a straightforward thing to do, it becomes complicated when fifteen years’ worth of duplicate records turn up. You need to decide which sources are to be included, who is responsible for carrying out the cleanup, and what should be done about the records that don’t match.
Regarding integrations: be specific. “Talk to our ERP” is merely a general statement, not a detailed description. You need to determine exactly which objects are synchronized, in what direction, and how (via MIF, REST API, or flat file).
When it comes to workflows, encourage enthusiasm. After users have seen how flexible Maximo’s workflows are, they begin to make numerous requests for just one more approval step. Make sure that change control is in place before the project starts.
Work out the number of reports—agree on how many fall within the scope, whether they are new BIRT reports or modifications to those already existing—and decide who will deal with the requests after go-live.
Hint: Start by keeping a log of change requests on day one, logging every new idea together with its estimated impact, so that nothing can creep into the scope as a result of a conversation in the hallway.
Your Pre-Development Scoping Checklist
- Current-state processes and data are documented
- Requirements are specific and split into must-haves and later
- A written phasing plan is reviewed with stakeholders
- Data migration scope covers sources, cleanup ownership, and exceptions
- Integration scope names objects, direction, and method for each system
- Change control is in place before the first request
- Reporting scope defines the number and type of reports
Change will still take place, and that’s perfectly all right! Organizations learn through their experience. The difference lies in the fact that a well-planned project regards change as a clear and formally recorded decision rather than as a gradual drift. It’s this approach that enables you to go live on time rather than ending up stuck at “almost done” a year later.
The A3J Group has enabled companies within the manufacturing, utilities, and government sectors to plan and launch Maximo with confidence. If you’re about to hold a kickoff meeting, we would be happy to act as your second set of eyes before your scope is finalized. Shall we discuss it?
