Works Management · Kickoff
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Bringing every job, proactive, reactive and emergency, into one consistent way of logging and planning. A working session to align on scope, outcomes and the road ahead.
A change initiative that's already well underway. Our job is to help activate it: land the new way of working across the teams, embed it, and hand ownership back to TasGas.
Raised as a service request, checked by asset planning, then issued as a work order with everything the crew needs.
Same route. No more direct line from the raising team to a technician.
Straight to the technician so no time is lost, and still captured as a work order.
All work flows through Maximo with the same clarity, whatever its type.
Co-designed and tested with the people doing the work, not imposed on them.
We build capability so TasGas sustains the change without us.
If this project goes brilliantly, what's different in twelve months? Here is the outcome as the room described it. Still editable, so refine it as our thinking sharpens.
The things we needed to get clear on together before we move. Answers below are as discussed, and remain editable.
Positions reflect where the group placed each stakeholder today: support for the change, against the influence they hold. Drag to update as the picture shifts.
Pick up a stakeholder and drag them to show how much they support the change and how much influence they hold. Add your own, or quick-add common roles.
Twelve months, anchored on Brie's plan: three months to gather and confirm, three months to build in Maximo, live at the six month mark. Drag to adjust as dates firm up.
Drag any milestone along the line to move it earlier or later. Click a milestone's name or date to rename it, or add new milestones as the plan takes shape.
Six things that shape how we approach the activation work.
Six or seven streams of work currently go straight from the raising team to a tech. Everything except incident response and same day reconnects now routes through asset planning as a service request, checked for materials, instructions and permits before it becomes a work order.
Techs keep the ability to build their own day. What actually goes is the raising teams' direct line to them. That is where the resistance will sit, and billing is the sharpest example.
Direct calls get solved fast and everyone feels good about it. The behaviour is rewarded on both sides, so it will not be displaced by process alone. We need to name what we are retiring, not only what we are introducing.
Half of same day requests are for a customer moving in tomorrow. The need is reassurance rather than speed. Visible confirmation of when a job will happen is likely to solve more than doing it today.
People commit once they have handled the thing. Early non functional mockups let us surface "that is not how I'd log that" before it is built, so we fix the system rather than train around it.
They can keep operating outside the system, and every other team touches them. The key message is blunt: work is not approved without a work order, and a work order only exists if it came through the process. They need backing to ask for one.
Watch list. Scope creep from teams wanting to redesign their own processes. One service delivery team leader who agrees in the room and may soften once the crews start complaining. Maximo build slippage, where an IBM escalation would stall the project. Retailer expectations of same day service that TasGas has trained over time.
Written confirmation of the approach, outcome and timeline discussed today, to be refined in the next session.
One hour next week to agree the change elements we build, who gets invited to each session, and the artefacts required.
Champions first, so they can hold informal conversations in their teams before the pain point sessions run.
Non functional mockups of the service request flow, tested with stakeholders early to de-risk the Maximo build.
Nick to speak with Lee about dovetailing a Tasmania visit with other work, and tee up time in the field.
Brie to share the Copilot agent once the bugs are worked through, so we can plan where it sits and how people are shown to use it.
Everything typed and mapped in this deck is saved on this device. Reopen it any time to pick up where we left off.
Works Management · Kickoff