MODULE8

Capstone Project

MMP

MaintenanceManagementProfessional Certification Program

Module 8 CapstoneProject

COPYRIGHTNOTICE

AllcoursematerialsarethepropertyofPEMACAssetManagementAssociationofCanada. All rights reserved. No part of this product may be reproduced, transmitted or used in any formorbyanymeanselectronicormechanicalincludingphotocopying,recordingorbyany information storage and retrieval system.

Thispublicationisreviewedonacontinualbasis.Usercommentiswelcome.Efforthasbeen made to trace the ownership of copyright material used in this publication; however PEMAC welcomes any opportunity to rectify errors or omissions. Please forward suggestions to:pd@pemac.org

TableofContents

OverviewofMMP 7

PEMACMissionStatement 7

MMP(MaintenanceManagementProfessional)Education&CertificationProgram 7

ComplimentaryPEMACMembership 11

MMPProgramParticipantFeedback 13

Module8ContentOverview 15

RequiredText 15

RecommendedReferences 16

LearningOutcomes 16

Module8SampleSessionSchedule&Milestones 17

EvaluationPolicy 19

MMPCapstoneProjectRequirements 21

Lesson1CapstoneProjectDescription&MMPOverview 31

AdditionalLessonOneWorkbookSlides 67

LessonTenWhat'sNext 93

ProjectEvaluationandMarking 103

CapstoneAwards 105

MMPCertificationProcess 107

Acknowledgmentsv11.03 109

Module8RevisionHistory 111

OverviewofMMP

PEMACMissionStatement

PEMACAsset ManagementAssociation of Canada is a national not for profit association enablingexcellenceinmaintenance,reliability,andassetmanagementthroughcollaboration, applied learning, and leadership. https://www.pemac.org/about-us

MMP(MaintenanceManagementProfessional)Education&CertificationProgram

DevelopedandauthorizedbyPEMACAssetManagementAssociationofCanada,theMMP Maintenance Management Professional Certification Program consists of eight courses which provide learners with an understanding of the various concepts necessary to be an effective maintenance and physical asset management professional. Individuals who successfully complete all eight courses are eligible to apply to PEMACAsset Management AssociationofCanada,fortheMaintenanceManagementProfessional(MMP)certification and the right to use MMP designation behind their name. To maintain certification, designates must stay current with annual certification fees.

Theprogramisdesignedforindividualswhoare:

• alreadyinmaintenancemanagementorsupervisorypositionsandareseekingformal training
• aspiringtomanagementpositionsinthemaintenancefield
• seekingfullmaintenanceaccreditationthroughtheMMPdesignation(Maintenance Management Professional), or
• thoseseekingfocusedtraininginselected

ThefollowingisadescriptionoftheeightMMPEducationandCertificationProgramModules. Whilenotmandatory,itisstronglyrecommendedthatthemodulesbetakenandcompletedin the order in which they are listed.

Module1AnIntegratedStrategyforMaintenanceManagement

Module 1 introduces you to an integrated and holistic approach to maintenance and asset management.Itprovidesaperspectiveandstructuretoapplytoanorganizationtoseehow the organization performance can be improved through areas of maintenance and asset management.It will introduce:the Maintenance Excellence Pyramid, how the parts of the Maintenance Excellent Pyramid are linked and a simple tool and more detailed one to evaluate and better understand an organizational position relative to the areas of the Maintenance Excellence Pyramid.(15 h)

Module2ProductionandOperationsManagementfortheMaintenanceManager

This module links maintenance strategies with those of production and operations. By studying production methodologies maintenance managers will be better prepared to apply these techniques to improve the performance of their business unit and align their efforts to support the production goals of the organization. Topics covered include: aligning maintenancestrategywithcorporatestrategy,overviewofproductionsystemsandoperations scheduling, implementing quality control, lean manufacturing principles and techniques and continuous improvement.(30h)

Module3HumanResourceManagementfortheMaintenanceManager

Thismodulelooksathowhumanresourcespracticesrelatetothemaintenanceenvironment. Topics covered include the role of human resources in maintenance management, meeting legal requirements, recruitment and selection, orientation training and employee development,properapplicationofperformanceappraisals,theunionmanagementinterface, managing change through effective leadership and managing safety in the workplace. (30h)

Module4FinancialManagementfortheMaintenanceManager

Thismodulefocusesontheapplicationofaccountingandfinanceprinciplesasitpertainsto the maintenance management role. The module will give you an understanding in the foundationprinciples ofaccounting andcoverthefour mainpillarsofaccountingknowledge the maintenance manager needs to support a successful maintenance department. These four main pillars are: ProjectAnalysis, Budgeting/Forecasting, CostAnalysis for Managerial Decisions and MRO Inventory. (30h)

Module5MaintenanceStrategyDevelopment

This module focuses on the elements informing the development of a robust maintenance program, whichaimsatphysicalassetsperformingsafely, capably, reliablyandrepeatedlyto their desired performance in their given operating context. Introductory topics include failure definitions, the fundamentals of a maintenance program, and asset criticality analysis, followedbythemaintypesofmaintenanceandtheirassociatedtasks.Thesecondpartofthe course deals with processes and methodologies used to develop a maintenance program.

This includes Reliability Centered Maintenance (RCM) and a detailed review of the seven questions,aswellafewotherprocesses.ThelastpartofthecoursecoversthePMOmethod and additional tools to identifytactics.At the end of the course, participants will have a better understanding of what developing a maintenance program entails, and an informed knowledge of the various maintenance processes and methods used in the industry. (Note: This new curriculum replaces the previous MMP Module 5: Developing and Implementing Maintenance Tactics). (30h)

Module6MaintenanceWorkManagement

Maintenance Work Management forms the foundation to a maintenance department's ability to effectively add value to an organization and its customers. Effective maintenance work managementensuresthattherightthingsaredoneattherighttimeusingtherightresources and the right tools to assist an organization in its aims to deliver value reliably. This module provides a studyof the fundamentals of the work management processes. It looks at the key

steps in the process and provides a more detailed overview of the basics of planning, scheduling and work coordination methods. Upon completion of this module, participants will have a sound understanding of the maintenance work management process, the interaction between steps in the process, practices and tools available to support the process, and how to apply them to effectively transition from reactive to proactive maintenance management. Keylearningelementsincludeeffectiveuseofresources,aligningmaintenanceactivitieswith production or service schedules, developing and documenting maintenance strategies and integrating proactive maintenance tactics. (30h)

Module7MaintenanceInformationManagement

This module will demonstrate why collecting and managing maintenance information is important for realizing value from assets and aligning maintenance management with the organization's overall objectives. Participants will learn when and where maintenance information is critical within the asset's lifecycle, and particularly within the maintenance managementfunctions.Thismodulewilldiscusstheprocessesandtoolsthatcreate,collect, and manage maintenance information, and how to manage data efficiently and effectively.

Upon completion of this module participants will recognize maintenance management processesandinformationsystemsthatdefine,collectand,transformdataandinformationto underpin decision-making foundations. (30h)

Module8CapstoneProject

ThroughtheapplicationofthekeylearningelementsfromtheprevioussevenMMPmodules participants apply the principles, concepts and techniques to a final project. Participants will selectaprojectthatwillaudit,assessandimprovetheircurrentmaintenancedepartmentsor develop a new maintenance strategy in their company or resolve a significant maintenance issue within their departments. There is also the option of developing a "Greenfield" maintenance strategy and program upon approval from the instructor.All previous modules are prerequisites for this course. The assessment of the Capstone projects is intended to qualify participants for their MMP designation. (30h)

The program is issued on the authority of the President of PEMACAsset Management AssociationofCanada.ThesuccessfulcompletionoftheprogramleadstoPEMAC'sglobally recognized certification in maintenance management, the Maintenance Management Professional (MMP) certification. While not mandatory, it is recommended that the modules be taken and completed in sequence. Upon completion of the eight MMP courses, participants can apply to PEMAC for their MMP certification.

When the MMP Certification expires the renewal requirements include signing off on the PEMAC Code of Ethics, demonstrating a minimum standard of continuing professional development(CPD),andpaymentofre-certificationfees.MMPre-certificationrequirements includes a minimum of 120 hours over 3 years in at least two (2) categories. For more information visit:https://bit.ly/3n4sQRE

FormoreinformationaboutMMPandPEMACvisit:www.pemac.org.

Participants currently enrolled in a PEMAC course or module are eligible for a 1-year complimentarymembership.Proofofenrollmentisrequired.Offerisvalidonetimeonly.

LearnmoreandapplyforyourPEMACmembershipat: https://www.pemac.org/becomemember

Onceyouhavecompletedthemembershipformlinkedabove,emailacopyofyourcourse registration receipt toadmin@pemac.org.

MMPProgramParticipantFeedback

PEMACAssetManagementAssociationofCanadathanksyouforparticipatingintheMMP Programandwelcomesfeedbackaboutyourrecentmoduleexperience.Thisfeedbackwill remain confidential and is used to improve the curriculum and participant experience.

To access the participant feedback survey go to:www.surveymonkey.com/r/MMPparticipantFeedback

OrscanthisQRcode:

PEMACencouragesyoutorevisitthissurveyforeachmodulethatyouhavecompletedon your learning journey towards the PEMAC MMP certification.

Module8ContentOverview

SuccessfulcompletionofallMMPModules1-7isaprerequisitetosubmittinganMMP Capstone Project.

TheMMPCapstoneProject:

Anintegratedstrategicprojectaligningbusinessdriversandimprovementopportunitieswith managing and maintaining assets, equipment, processes and personnel by capitalizing on:

• MM Pparticipants prior knowledge and experience
• The knowledge base acquired from MMP educational Modules 1-7
• Experience acquired from MMP participant class members and instructors
• The participants vision of how proven maintenance management practices can improve business cost, quality, delivery, morale, safety and environmental compliancy

ThroughtheapplicationofkeylearningelementsfromMMPmodules1-7participantsapply the principles, concepts and techniques to a the development of a Capstone project.

Participants selecta project of theirchoosingineithera Business orTechnicalcategorythat willresolveamaintenance-relatedissue.Participantsareencouragedtoselectaprojectthat applies to, or can be implemented in, their own organization. Potential project selection examples may include:

• modification or replacement of equipment or asset
• energy management initiative
• improve maintenance operation/business processes
• Work management process implementation or improvement
• Development or revision of a maintenance tactics strategy,
• developing a Greenfield maintenance strategy and/or program
• Maintenance initiative to support a company requirement to lower cost of production or service All previous modules are prerequisites for this course

RequiredText

AlltextsfromModules1- 7

RecommendedReferences

TheHandbookofMaintenanceManagement-2^nd Edition Joel LevittMaintenanceExcellence JohnDixonCampbellandDr.AndrewJardine

LearningOutcomes

Aftercompletingthiscourseparticipantswillhavedemonstratedtheabilityto:

1. Assess the current state of maintenance management in a real-world*
2. Propose and justify an improvement using appropriately selected principles, tools, techniques and concepts presented in the MMP program.
3. Document their proposal in project management documentation format using a word processing application such as MS Word.
4. Summarize and explain the project proposal in presentation format and supported by visual aids using presentation software such as MS PowerPoint.

*Ifaparticipantisnotinapositiontoobtainasuitablework-relatedproblemheorsheshould work with the instructor to come up with an alternative.

Module8SampleSessionSchedule&Milestones

Theactualschedulewillvarydependingoncoursesizeandmethodofdelivery.

Lesson	Requirements	Due
1	CapstoneProjectDescription&MMPOverview
2	ParticipantssubmitBackgroundofOrganizationandOutlineof Project/Problemto be Solved to instructor for feedback
3	ParticipantssubmitAsis/CurrentStatedetailstoinstructorfor feedback
4	ParticipantssubmitToBe/FutureStatedetailstoinstructorfor feedback
5	ParticipantssubmitPlantoAchieveFutureStatedetailsto instructor for feedback
6	ParticipantssubmitBusinessCase:CostandBenefitAnalysis detailstoinstructorforfeedback
7	ParticipantssubmitMeasuresofProgressandAchievement detailstoinstructorfeedback
8	ParticipantssubmitPowerPointslidesforinstructor'sinformal feedback
9	Participantssubmitfinalwrittenreportincludingexecutivesummary and PowerPoint slides to instructor
10	Requiredcoursetimeforfinalpresentations

To allow flexibility for the different formats in which this course can be delivered, each instructorwillprovideamoredetailedschedulewithadditionalclasstimesandduedatesfor each of the project milestones.

NOTE:To not delay completion of your project, it is recommended you contact your instructorbyphoneore-mailifyouhaveanyconcernsorquestionsbetweensessions or if concerns arise on meeting the defined milestones.

Evaluation Policy

TheCapstoneprojectscheduletrackingisbasedonmilestonestoensuretimelycompletion and provide opportunity for regular interim feedback from the instructor.

Methodofevaluation:

1. Final Project 95%
2. Presentation5%

The participants Final Project document and Summary Presentation will be evaluated independentlybasedontheCapstonerequirementsasdefinedaboveandeachrequired section graded as shown in the table below

See the Project Requirements section for more detail. Participants must achieve 60% or higher on the final project

MMPCapstoneProjectRequirements

Participants apply and incorporate principles, concepts and techniques related to the key learningobjectivesfromMMPModules1-7tothedevelopmentofaCapstoneprojectfocusing on maintenance-related issues or improvement opportunities.

NOTE: If the participant is not currently employed, or is employed in a non-maintenance capacity, she/he maynot be in a position to address a workplace, maintenance-related issue. In such cases, it is acceptable to select any maintenance-related project that satisfies the Capstone project requirements as defined in the participant guide and workbook.

Capstone projects are individually developed. At the discretion of the instructor, unique situations in which 2 participants in the Capstone class that are employed by the same company (and/or the same maintenance department), they may be permitted to develop a single project. In such cases, it is necessary that both participants contribute equally to every aspect of the project. This must be evident to the instructor. Both participants will share the final evaluation grade.

Module8CapstoneIntroduction

Every participant enters the MMP program with varying degrees of knowledge, skills, experienceandunderstandingofformalprocesssuchasbusinessmanagement,leadership, project management and digital business tools such as presentation software, or computerized maintenance management systems.

As importantly, each participant will have considerable variation in understanding of operational processes associated with their own companies.

As a result, Capstone project selection and development for each participant will also vary significantly. For these reasons, PEMAC has defined a progressive and phased approach to the Capstone project development process. This prescribed project development processalso ensures that every project can be completed in the 10-week (30 classroom hours) time constraint.

Compliance to the schedule and required deliverables for each weekly milestone is considered mandatoryunlessotherwise approved bythe instructor.The schedule shown is a typical example, although the actual schedule may vary depending on class size and class delivery method.

To meet the scheduled weekly deliverables, participants are required to develop and document the Capstone project outside of the scheduled class times. Scheduled classes are generally reserved for project progress, project content review, individual advisory sessions, etc.

Typical guidelines for all educational and professional development programs estimate thatfor each hour of scheduled class time, a minimum of 3 additional hours is required to ensure successful completion. Historical experience in MMP Capstone project development, the suggested 3:1 hour ratio should be considered a minimum expectation. Individual project size and complexity may increase the time required to successfully meet the prescribed submission schedule.

ProjectSelection

TherearenorestrictionsonthetopicortitleofanMMPCapstoneprojectprovideditmeets the defined requirements:

• TheprojectmustincorporateandapplythekeylearningobjectivesoftheMMP Modules 1-7.
• The project must be maintenance-related focused on maintenance management. (MMP is a Maintenance Management professional designation.) Participants are encouraged to select a project that can be applied or implemented at their place of
• Someprojectselectionexamplesmayinclude:
  • Develops and documents a maintenance-related process or procedure that is intended to improve the operation
  • Proposes a strategy that is intended to make a positive change or improvement to a current undesirable business or technical maintenance- related condition/situation
  • Proposes and justifies a business or technically related project. A potential example may be to resolve chronic failure conditions of equipment. The Capstone project can become the business case for the most effective maintenance strategy from all potential alternative solutions. (Major Repair, Refurbish, Retrofit, Discard and Replace, Discard and Upgrade, etc.)
  • Workmanagementimprovementprocess
  • CMMSimplementationifneworCMMSoptimization
  • EquipmentreliabilityimprovementorRCMimplementation
  • Maintenanceteameffectiveness

• Processtoresolvechronicfailuresofequipment
• Energyconservationprogramdevelopment,

• The project must be financially justified and incorporate cost/benefit analysis calculations

Several past successful projects have been developed around one of the MMP term assignments. This may be an attractive approach to participants that have developed comprehensive business or technical term papers.

As defined in detail in MMP Module 6, projects and associated implementation plans can be short or long-term. The Capstone project development process is based on the project itself, regardless of the proposed implementation duration.

ProjectSelectionProcess

1. Eachparticipantselectsaprojectandprovidestheinstructorwith
2. asummary(1-3lines)ofthecurrentorasissituation,problemstatementor condition description and
3. asummary(1-3lines)descriptionofanexpectedorplannedresolution,outcomeor to be condition if the project is implemented.
4. Theparticipantmustpresent/discusstheprojectchoiceto/withtheinstructorfor
5. Theinstructorshallrevieweachparticipantsproposedprojectandafterdiscussion with the participant either; approve it, recommend a revised approach to the topic description, or in rare cases, may encourage an alternative project selection.

Ultimately,theprojectbelongstotheparticipantandtheinstructorcannotdeclineto accept any project.

4. The instructor and the participant will determine and agree on the appropriate project category as being either business or technical. The category is determined based on the type of problem statement and proposed outcomes of the project

While it is not always possible for participants to develop a project that can be implemented, this is considered a typical goal of the Capstone project for several reasons.

• it can validate the investment by a company to sponsor the participant in acquiring the MMP designation.

• shedapositivelightonthepotentialforpromotionwithinthe

Each project will be evaluated independently based on the defined Capstone project requirements outlined in the Capstone Project Document Requirements section.

Meetingthedefinedprojectdeliverableswillcomprisetheevaluationcriteria.

There is no defined maximum or minimum project length requirements. Successful Capstone projects have varied from as few as 20 pages to as manyas 100 pages in length.The project focus for participants is on satisfying the defined requirements of the project while developing a project that is meaningful to the participant.

Time required to complete a project will vary directly in relationship to the content required to meet the Capstone project requirements.

ProjectDocumentFormat

The Capstone project can be organized using the suggested headings in the requirements outline,orinastandardformatoftheparticipantsemployer.Regardlessofdocumentformat, the content must satisfy all requirements defined in the Requirements section below.

ProjectDocumentRequirements

ExecutiveSummary

TheExecutiveSummaryisplacedfollowingthecoverpage(projecttitle,date,participant name, etc.) and the table of contents page.

Itislimitedinsizetonotmorethanasinglepage.

The executive summaryis aclearand concise overviewofthe entire projectand containskey details of the project proposal.

In most medium-to-large companies, the only project component that will be reviewed by executive teams is the Executive Summary (hence the term). In many cases, projects are accepted for further review by others, or rejected, based on the content in the executive summary.

ThisisaSUMMARYandiscreatedaftertheothercomponentsofthedocumentaresubstantially complete.

Introduction

Anintroductionoffersabriefdescriptionoftheparticipantsorganization,theirbusinessfocus and the operations, facility or workgroup of the participant.

An Introduction also providesan overviewofthe reason forthe projectselection.It indicatesif the project selection is part of a larger corporate initiative or driven by changes in thebusiness environment, reduced production, cost management, etc. An introduction may also include proposed project deliverables that will demonstrate Maintenance Managements input to the successful outcomes to the project.

CurrentorAs IsStateDescription

Definethecurrentconditionsthattheprojectisintendedtoaddressand/orresolve,orthe opportunity to be improved.

Provide a clear description of the current (or as is) situation including conditions, problemsor opportunities using supporting data or observations.

Define and/or describe sources of information on conditions or issues in the problem statement. Current conditions may relate to assets, equipment, financial issues, work/personnel culture, operational practices, etc.

Provide all available data and reference material that defines the assessment criteria of current conditions (or as is). This criterion becomes the baseline for defining the proposed or desired outcomes following successful implementation of the project.

FutureorToBeStateDescription

Describethefutureplanned/expectedoutcomes(ortobestate)thatdefineasuccessful implementation of the Capstone project proposal.

Provide detail on practices, processes, techniques and technology to be implemented and their expected results.

The same evaluation criteria used to describe the current conditions in the initial problem statement must be used to define the proposed future state following the project implementation.

PlantoAchieveEndState

Thecorecontentoftheprojectisthe"PlantoAchieve".Thisprovidesthedetailedstepsand actions necessary to transition "As Is" to the "To Be" state.

Definethedetailsandimplementationstepsand/oractionsrequiredtotransformthe"AsIs"to the "To Be. Identify and include "soft and "hard issues such as:

HardIssues/Skillssuchas;

• Proficiency

• Certification
• Equipment operation
• Physical capabilities
• Tangible/Quantifiable Measures
• Interpret Technical Drawings Soft Issues/Skills such as:
• Teamwork
• Communication
• Patience
• Persuasion
• Motivation
• Flexibility

Definehowtheimplementationplanwillapplyto(orengage)seniormanagementaswellas shop floor personnel.

Theprojectplanmustinclude;

• A Work Breakdown Structure (WBS)
• A Project schedule timeline (Gantt chart), showing all WBS activities,
• AcriticalpathdiagramforTier1WBSitems
• Milestones in the schedule
• Measures of success at each milestone
• Resources required to initiate and carry out the plan

Theprojectplaniscomprisedofallactivitiesrequiredforsuccessfulimplementationofthe project.Completionofeachactivitywillbedefinedbythedesiredchangefollowingproject implementation. Potential change considerations are:

• Organizational structure new roles, reassignment of responsibilities, new positions, fewer positions
• Business process development
• Trainingonbusinessprocesses,tools,newroles
• Equipment configuration
• New equipment installation
• Maintenance program for new or redesigned equipment

AdditionalRecommendations/Suggestions

• Identify and define potential Change Management issues associated with personnel that may result from proposed changes and incorporate other HR issues.
• Develop a communication plan to inform employees and management
• Apply a combination of continuous improvement tools such as DMAIC (module 2)
• Incorporate planned and predictive maintenance (module 5) strategies
• Quantify and justify costs
• Identify potential

Project planning in the Technical Category initiatives such as: equipment replacement, reconfiguration, upgrade or other physical changes to assets may require Management of Change(MoC)documentationrelativetotechnicalengineering,processintegrityengineering and regulatory compliance.All MoC issues must be addressed in the plan.

Planningconsiderationmayalsoinclude:

TheuseofcontinuousimprovementtoolssuchasDMAIC(module2)

• Revisions associated with planned and predictive maintenance routines (modules 5)
• Cost or Human Resource constraints that could compromise the project plan

IncorporateResourcerequirementsforimplementingtheplansuchas:

• Skills, qualifications or certifications required for specific tasks
• Number of resources
• Estimates of time/resource (based on the plan schedule)
• Cost estimates for resources

BusinessCase:CostandBenefitAnalysisDetails

Allactivitiesineveryprojecthaveanassociatedcost.Thebusinesscasemustanswerthe questions:

• Whywilleachcostbeincurred?
• Howwillcostsberecoveredfollowingtheimplementationoftheproject?
• What are the financial benefits that will be seen as a result of the project being implemented? How will the benefits be achieved; Reduced downtime, increased production,effectivetimeuse,?(Mayalsoreferenceifitiscost-savingorcost- avoidance?)

• Ifthecostcannotberecovered,howisitjustified?(Financiallyunjustifiablecostsmay sometimes result from safety or environmental compliancy issues for example.)

Definecategoriesofcostsintheproject:

• Capitaloperatingexpense
• Directindirect
• Fixedvariable
• Budgetedunbudgeted Define justification calculations:
• Payback time
• Return on Investment
• Capital cost depreciation and amortization using PV Tables and/or IRR Calculations

DifferentiateanddefinefundingsourcesfortheprojectintermsofCapitalvs.Expenseand Budgeted vs. Unbudgeted funds.

MeasuresofProgressandAchievement

• How will the success of your Capstone Project implementation be measured?
• What will be different based on the definition of the As Is conditions/situation as compared to the To Be conditions/situation?
• Capstone projects must present measurable and quantifiable deliverables as reflected by improvement in data used as a basis for the Capstone project.

GeneralSummary

Aclosingparagraphmaybeusedsummarizingtheprojectplanincludingexpectedbenefits.

BibliographyandAppendices

• A detailed list of all sources must reference information and/or materials used to complete the project document.
• Appendices must relate to information in the project

ProjectPresentation

• Develop a presentation that summarizes the key points of project using common

presentationsoftwaresuchas:PowerPoint,etc.

• Limitthefinalpresentationtoapproximately10to20minutes(812slides).
• Thepresentationmustcoverinformationrelevanttosuccessfulimplementationofthe
• Completedpresentationsarepresentedtotheclassandinstructoratendofthe module
• Presentationcanalsobeusedtopresenttheprojecttotheparticipantsmanagement for approval to proceed with implementation.

Presentationswillbegradedoncontentandnotonappearanceordeliveryskills

Consult with the instructor if assistance is required for developing presentations, or in the use of presentation software tools

Many projects and associated presentations are subject to proprietary or sensitive information. Confidentiality is critically important when material is presented in the class environment

ProjectProgress

• Progressofprojectdevelopmentmustcomplywithdefined
• Atthediscretionoftheinstructor,interimpresentationdevelopmentmaybe

Lesson1CapstoneProjectDescription&MMPOverview

Slide3-Yourinstructordetails

AdditionalLessonOneWorkbookSlides

LessonTenWhat'sNext

ProjectEvaluationandMarking

Element	Value
1TheProjectSubmission:
ExecutiveSummary	10
IntroductionandBackground	4
CurrentorAs IsState Description	8
FutureorToBeStateDescription	10
PlantoAchieveEndState	18
BusinessCase:CoastandBenefitAnalysisDetails	20
MeasuresofProgressandAchievement	7
BibliographyandAppendices	3
2Module1through7AdditionalKeyLearningsApplication:
The project applies the appropriate additional concepts and modulekeypointsfromthe7previousmodulesnotspecifically included in the defined requirements.	15
3Presentation:
Slidesclearlysupportprojectcontent	5
TOTAL	/100

CapstoneAwards

In2013thePEMACBoardofDirectorsinstitutedtheCapstoneAwardstoencourageand recognize MMP excellence as demonstrated by excellence in the Capstone project.

Eachyear2MMPCapstoneAwardswillbepresented:

• Best Capstone project, technical focus
• Best Capstone project, business process focus

Award winners will be invited to Main Train to present their Capstone project. As presenters they will receive complimentary registration for the conference and as award recipients they will each receive one complimentary ticket and the opportunity to invite a guest to the annual awards dinner where the awards will be formally presented.

NominationProcess

AllModule8instructors are invitedtonominate individualsorteams fortheCapstoneaward (asmanyastheylike).Assomeparticipantsmaynotwanttoparticipate,beforesubmittinga nomination instructors must have the permission of the individual or team.

NominationsareacceptedbeginningeachJunefromModule8instructors.Awardwinnersare notified over the summer and will be publicly announced during the annual PEMACAwards Dinner held in conjunction with the MainTrain conference each year in September.

If any of the award winners are not able to attend theconference they will still receive the awardfollowingtheevent.Theywillalsoreceivepublicrecognitionwithapressreleasethat PEMAC releases in late September as well as in news items onwww.pemac.org.

FormoreinformationontheCapstoneAwardsoranyoftheotherannualPEMACawards, visit:https://www.pemac.org/recognition/awards

MMPCertificationProcess

Receiving the Maintenance Management Professional Certification from PEMAC is a statementthatyouhavemet,andcontinuetomeet,acertainstandardofprofessionalism.

PEMAClistsMMP-certifiedindividualsontheMMPregistryofthissiteandlicensesthose individuals to use the letters "MMP" behind their name for a specific period of time.

Toinitiallyqualifyyoumustdemonstrateoneofthefollowingonyourinitialapplication:

1. Complete all of the modules in the MMP program with at least 60% or
2. Demonstrate equivalent education and experience in compliance with the PEMAC Prior Learning Assessment and Recognition (PLAR) program.

HowtoApply

Ifyouhavemettherequirementsoutlinedaboveit'stimetoapplyforyourMMPcertification.

1. Gather the transcripts of any courses you have take and/or your PLAR letters and save/scan them to .pdf format.
2. Fill out the online application for PEMAC MMP certification: https://pemac.org/certification-membership,andpayyourcertificationfees.
   • If you are are a current member, under the MMP Certification Purchase Options you can select I have a current membership, so please transfer the time remaining to my Certification under the Fee Exemptions.
   • If you have not yet activated the complimentary first year free PEMAC membership available one-time to course participants, be sure to select I am eligible for first year free which I have never used: under the Fee
3. Emailyourtranscriptsand/orPLARletterstoadmin@pemac.org

Your application will be processed within 4 to 6 weeks of receipt of all documents. You will receiveanemailnotifyingyouthatyourapplicationhasbeencompleted,thatyourcertificate has been mailed and your name appears on the PEMAC Certified Individuals page:www.pemac.org/people/certified

PEMACCertificationincludesmembershipbenefits,aswellascontinuedopportunitiesforyou tocontributetothedevelopmentandrecognitionoftheMaintenanceManagementprofession.

MaintainingMMPCertification

1. Stay current with your annual certification
2. SignoffonthePEMACCodeofEthics
3. Demonstrating a minimum standard of continuing professional development (CPD),
   • Continuing professional development CPD is required to renew your MMP certification
   • MMP requires minimum total of 120 hours over 3 years in at least two (2) of the following categories:

• Formal education and training
• Presentation and publishing
• Formal education and training delivery
• Community participation
• Informal education (max 20 hours/year)
• Professional Practice (max 20 hours/year)
  • The CPD reporting period that will be considered will be from July 1st to June 30th eachThis means that any CPD you undertake from July 1st will be counted. Your first assessment of whether you have met the 3 year CPD requirements will be three years after you have become certified.
  • More information on the CPD program can be found at https://pemac.org/recogition/certification2/maintenance-management-professional-mmporviathePEMACmemberpageswherearecordedinfo session is available: https://www.pemac.org/cpd

Acknowledgmentsv11.03

PEMAC would like to thank all of those who have contributed to the development and improvementofthisModuleovertheyears.InthecaseofthecurrentEditionofModule8the active committee members were:

Al Johnson BrianMallaoch

Robert(Dick)Olver Susan Lubell

William(Bill)Thrasher

Wewelcomeyourfeedbackasaparticipantorinstructor.Pleasesendallcomments, suggestions, and corrections to:pd@pemac.org.

Module8RevisionHistory

v10.00August15,2013Updatedtheentireparticipantworkbook,slidesandhandoutsand set some standards for course length.

v10.00September23,2013UpdatedPEMAC'sApplicationforMembershipForm.

v11.00September17,2018Majorrevisionofmodulecontent,participantguidelinesand marking tool. Current PEMAC branding also applied.

V11.01December9,2018Correctedtyposandaddedmissinginformationabout certification process

V11.02January10,2022LessonsupdatedwithnewPEMACtemplate;certificationsteps updated; Continuing Professional Development (CPD) program information added.

V11.03 April 18, 2024 Updated Lesson 1 slides to include correct title, descriptions and summariesofMMPModule5and7.AddedLesson10slidestoincludedetailsonnextsteps, how to apply for the certification, and how certification holders can celebrate and leverage their new certification. New PEMAC Participant Feedback Survey also added to the workbook.