The implementation of an Enterprise Asset Management (EAM) system is more that just purchasing and installing a computer application. EAM touches and concerns all aspects of the business enterprise. This paper discusses how various business processes throughout the enterprise are impacted
by systems that are intended to manage capital assets. The genesis of a more formal EAM program at the County Sanitation Districts of Los Angeles County (Districts) began as a need to update an existing mainframe legacy computerized maintenance management system (CMMS). A formal selection
process was used to determine which commercial-off-the-shelf (COTS) application would best meet the needs of the Districts. The vetting process lead to a determination that the application should be broadened to include not only CMMS, but also modules to replace existing Purchasing and Inventory
systems. This process also identified the need to embark upon a comprehensive asset management program, a scope quite different from a computerized tool for managing maintenance work. In putting the initial building blocks in place toward establishing a comprehensive asset management program,
the Districts learned how various key business processes were impacted. These impacts and their consequences are the focus of this paper. It is hoped that this information will assist other agencies embarking upon the implementation of asset management systems.
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