Aviation & Aerospace

CMMS Selection – Birmingham International Airport


Birmingham International Airport highlighted the need for a new CMMS System Selection (Computerised Maintenance & Asset Management System). It was commencing a programme to improve its approach to asset management with particular emphasis on gaining a better understanding of its asset base in terms of the condition and forward capital requirements.

The existing CMMS was not suitable for the on-going future needs of the Engineering operations and financial requirements in terms of ‘forward’ prediction of capital expenditure etc.

In addition, the airport needed to optimise the return on investment to shareholders and demonstrate good asset stewardship.

It was decided that it was opportune to review the maintenance processes, information and software needs of the business and that the company should look at a replacement for the CMMS that was in place, which would cater for the various needs of the Engineering and Finance teams and other Birmingham Airport staff.

The system would be used by Asset Managers, Engineering team, Operations, Maintenance Engineers, the Technical team, Maintenance Contractors, for day to day management of preventive and corrective work, projects and maintenance management/improvement.

MCP was selected to assist Birmingham Airport to select the most appropriate system for their future needs.

This included the preparation of a User Requirements Specification (URS), Systems Requirements Specification (SRS) and assistance with the identification and selection of a suitable system.

MCP specified the minimum requirements of the selected system as:

   Asset register

–  Asset ownership

–  Asset code

–  Location code

–  Asset tracking


   Asset Management Information

–  Condition

–  Replacement strategy

–  Replacement programme

–  Replacement cost

–  Equipment criticality

   Work Production

–  PPM

–  Reactive Inspections

   Stores Management

–  Stock control

–  Parts & material Issues

   Fault Reporting    Equipment static and dynamic data
   Resource planning    Equipment history records
   Work planning and scheduling    Performance reporting
   Safety work and permits    Maintenance dashboards
   Risk assessments    Contract management
   Helpdesk    Maintenance costings


MCP specified that the CMMS had to allow simple accessibility to drawings and manufacturers’ manuals as a key requirement of any new system is for it to be paperless.

The CMMS was required to Interface with existing Purchasing and Finance systems.


With the belief that the software is not the ‘system’ but a tool within the system and as such the client should not have to change their processes just because the software cannot perform the functions they require, MCP recommended that – where possible – the system should be selected on the basis of its capability to support the client’s existing or best practice processes. If such processes were not in place then MCP could assist in developing them.

MCP’s approach was based on understanding what the client and users require of the system and how the day to day activities are managed. Changes in the day-to-day methods would only be changed if there was a good reason to do so e.g. improving efficiency, reduce documentation /paperwork, streamline processes, eliminate non-value add steps etc).

MCP‘s approach to system selection is based upon a proven six-point methodology shown below:

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MCP consultants worked with nominated Birmingham Airport staff to identify their requirements and provide clear direction in terms of:

A clear selection process and strategy with:

  • Timescales
  • Milestones
  • Selection Criteria
  • Defining high-level business processes that should be in place
  • Identifying CMMS interfaces within the maintenance/ business processes
  • Development of a clearly defined User Requirements Specification
  • Identification of business drivers and how they affect the CMMS
  • Understanding the interfaces with other systems i.e. finance system

To achieve this, time was spent on-site to:

  • Analyse the current processes and ways of working
  • Understand BHX’s vision of what they required the system to deliver
  • Provide MCP’s input from a best practice point of view
  • Provide advice on items that BHX wished to incorporate (e.g. Risk Assessment, Permit to Work, personal data collectors, RFID technology etc.)

Time was spent interviewing/ discussing with nominated individuals to understand the existing processes, how they used the current system, its strengths/ weaknesses and how they see improvements to their daily tasks.

From this initial review, MCP was in a position to prepare high-level process maps of the main maintenance processes; these formed part of the URS/ RFQ. BHX Maintenance WorkFlows provided were incorporated into the URS/RFQ.

A comprehensive User Requirement Document (URS) was developed to be used as the basis for obtaining quotations from selected system suppliers. After an initial screening process has been completed (RFI), the URS was forwarded to the selected suppliers for quotation.

The short-listed suppliers were then asked to provide a specification and quotation identifying how their system met the agreed requirements.

The responses from the short-listed suppliers were reviewed and the most appropriate two or three responses asked to attend site and provide a demonstration prior to the client’s financial negotiations.


The project was a great success with a number of benefits and deliverables as follows:

  • A single page document showing the key business processes and their interfaces (High-level business processes).
  • A User Requirements Specification (URS) incorporating a functional design requirement which captures the organisation’s needs
  • A System Requirements Specification (SRS)
  • Vendor profile questionnaire
  • Selection criteria developed to be applied to suppliers’ initial responses
  • CMMS evaluation document incorporating a scoring system to enable each received quotation to be evaluated in a systematic way
  • CMMS implementation outline project structure
  • Review RFI returns
  • RFQ and assessment criteria issued
  • Review RFQ returns
  • Formal recommendation report
  • BHX and MCP agreement re. preferred supplier
  • Preferred supplier instruction and workshop

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