This review is to make sure that everything that should have been done has been done. I recommend that at the end of each Phase you conduct a formal progress review with your (leadership) sponsor. Think performance indicators and annual process reviews. At the end of your implementation, you need to put in place practices that will help you sustain what you’ve implemented. Phase 6: Sustain – Making a change is easy, making it stick is a lot harder.You identify lessons learned and develop a plan to sustain the change. And improve rather than unravel when you step back. Phase 5: Close Out – with the change implemented, you conduct an assessment to ensure that the planning & scheduling process will stand the test of time.You train and coach your staff until the new process has become the way work gets done. Phase 4: Implement – this is where the rubber hits the road.And you develop the training and coaching programs. You make the necessary changes in supporting systems (e.g. Phase 3: Develop – based on our “To Be” you define in detail your new process, roles and responsibilities.What’s called the “As Is” after which you map out the desired end state. Phase 2: Define – in this phase you analyse the current situation.That you identified key stakeholders and put an initial communications plan in place. That you have built a clear case for change. That you have leadership support and resources are in place. Phase 1: Setup – the setup phase is all about ensuring you are setup for success.Which is broken up into the following six phases: In the rest of this article, I’ll explain the end-to-end implementation process. The 6 steps to implement maintenance planning and scheduling Remember, you want lasting change, not another initiative. And it helps with sustaining the changes you’ve made. It will make sure you don’t skip essential steps. But, even in small organisations a project management approach will increase your chance of success. In big organisations, a project management approach is essential to success. You don’t want to be doing that, it’s hard and it’s frustrating. As a result, you end up with a lot of re-work or having to restart your implementation. Stakeholders that could have been on your side become blockers. Without a structured project management approach, your implementation of planning & scheduling will fail – sooner or later.Īnd without a focus on change management or engaging stakeholders, you will fail too. As soon as some of these individuals leave or move on to new roles the maintenance planning process falls apart. What you put in place will be reliant on a few strong individuals in the organisation. But the results you get are not sustainable. You can do it without change management or project management. Sure, you can implement planning & scheduling with sheer willpower. A structured approach to implementing maintenance planning and scheduling Combined with a strong focus on change management. An approach using basic project management principles. This article outlines a structured, proven approach that has worked in many organisations. Often the improvements don’t last, even when the initial implementation seemed successful. Most organisations that implement maintenance planning and scheduling do not achieve the long-term results they expected.
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