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Subject: Business Analyst
Without a Business Analyst (BA), the two worlds of Maintenance and IT sometimes struggle to come together. A good example of this is with the term Reactive Maintenance. This measurement (as a percent of total maintenance) is a valuable performance indicator. The maintenance organization generally understands the concept and knows it is something bad.
The IT department understands reporting designs and SQL syntax - but - they need to be told to develop this KPI, and/or, what fields to query from. (Is it wopriority=1 or worktype=EM or "work done outside of the schedule" or functional failure or some combination?)
Key point: The benefit of a Business Analyst is to understand both worlds and in this case help establish this best practice which supports corporate goals. Recognizing this importance he would initiate the discussion and drive to a result.
Note: the BA would also work with the CMMS Expert to receive direction in support of the EAM system roadmap.
w/br
John Reeve
Manager, Practice Leader Maintenance and Reliability Solutions
Cell: 423 314 1312
http://www.linkedin.com/pub/john-reeve/11/644/9b2
Hi,
I was in maintenance (aircraft and computers) in the Air Force and after I retired from the AF in food production plants. I also managed the inventory and supervised the techs. So that makes me a MP (Maintenance Planner), MS (Maint Super), IM Inventory Manager) and MT (Maint Tech). I also managed the CMMS system for an AIr Force Base so I got my CM (CMMS Manager).
I've moved on to do DBA (Database Management), SA (Server Admin), NA (Network Admin) and ITA (IT Admin).
Now my title is actually BA (Business Analyst).
So I guess that makes me a MPMSIMMTCMDBASANAITABA.
But what they seem to want is a SC (scape goat).
Dave Bone
--- In MAXIMO@yahoogroups.com, "John" <planschd@...> wrote:
>
> Subject: Business Analyst
>
> Without a Business Analyst (BA), the two worlds of Maintenance and IT sometimes struggle to come together. A good example of this is with the term Reactive Maintenance. This measurement (as a percent of total maintenance) is a valuable performance indicator. The maintenance organization generally understands the concept and knows it is something bad.
> The IT department understands reporting designs and SQL syntax - but - they need to be told to develop this KPI, and/or, what fields to query from. (Is it wopriority=1 or worktype=EM or "work done outside of the schedule" or functional failure or some combination?)
> Key point: The benefit of a Business Analyst is to understand both worlds and in this case help establish this best practice which supports corporate goals. Recognizing this importance he would initiate the discussion and drive to a result.
>
> Note: the BA would also work with the CMMS Expert to receive direction in support of the EAM system roadmap.
>
> w/br
> John Reeve
> Manager, Practice Leader Maintenance and Reliability Solutions
> Cell: 423 314 1312
> http://www.linkedin.com/pub/john-reeve/11/644/9b2
>