” width=”640″ height=”410″ />
>The highest rated answer relating to planning is that there are formal planning processes in place (4.1/5.0)
>Conversely, the lowest rated answer was whether there are formal processes for developing requirement documentation- business, functional, technical (3.7/5.0)
Analyst Reports / Third Party Research Findings
There is little research into whether industrial plants have processes in place to support planning, project management and change management.
However, there is a significant body of research that is not industry specific that indicates the criticality of effective planning on the success of projects. Over ninety percent of companies use standardized project management practices. However, only 20% are highly effective at change enablement.
- 42% of organizations do not fully understand the value of project management.
- Those companies with mature “Value Delivery Capabilities” are more likely to achieve greater project performance. 64% of “High Maturity” companies completed projects on time. This compares with 36% for “Low Maturity” companies.
- Only 12% of companies with High Maturity Capabilities reported project failure. The percentage failure for the Low Maturity Capabilities category is 21%.
- The biggest contributing factor to project failure is poor communications.
Within industrial plants, there appear to be better processes for higher-level planning than processes for implementation of new initiatives. The lowest scored competencies were project management and formal processes for developing requirement documentation.
Industrial plants deployment Maintenance 4.0 should not underestimate the difficulty of planning for disruptive change. As a starting point, formal planning processes with assigned budget and resources are needed. Ideally, a cross-functional project management team should include representatives of Operational Technology, Informational Technology and Operations & Maintenance (O&M). The team should include an executive sponsor that is committed to implementation and project evangelists or change agents that understand the dynamics of the organization.
At the onset of implementing Maintenance 4.0, a thorough organizational readiness assessment is conducted so that a realistic view of future organizational challenges can be identified.
Finally, Maintenance 4.0 should be built to scale for the long-term and are aligned to the strategic goals of the organization. Vendors should not be excluded from the planning processes and solution selection should be based on objective specifications.
Further Reading and Guidance from Presenso
How to conduct an IIoT Predictive Maintenance PoC
Industry Thought Leadership Series: The Integration of IIoT Analytics and Execution