Advanced

Automated Meter Reading

Implementation
Manual (For Lay Persons)

Case Study and Methodology

Bill Melendez
[email protected]

Copyrighted 2009. All Rights Reserved.

may not be altered or changed without prior permission

NOTICE
This document is for educational purposes only and is
not intended to be an actual planning or implementing
document
Contents

Purpose

Scope

Introduction

Planning the Installation Planning

Planning
Define the Objective (Setting Goals)

Work Breakdown Structure (WBS)

Installation Management
Installation Resource
Installation Requirements
Avoiding Schedule Delays & Work Stoppage
Things to look for

Work Implementation

Conclusion

Appendix 1 AMR Evaluation Worksheet

Appendix 2 Installation Worksheet

Appendix 3 Daily Evaluation Criteria

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Copyrighted 2009 by Bill Melendez. All Rights Reserved.
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Purpose. One of the most important aspects of any Automatic Meter Reading
(AMR) Implementation is the procedures and processes that make for success
AMR application. This case study is designed to guide the installation of an AMR
purchase at the municipality level.

Scope. It is the intent of this document to provide guidelines and ideas for
installing radio enabled meters and the methods authorized or approved by the
manufacturer. It is not the intent or direction of this document to educate project
mangers on project management. For a more in depth project management
approach see AMI/AMR Project Management Manual: Process and Procedures
for Lay Persons (Copyrighted 2009 by Bill Melendez) also by the current author.

Introduction. During this simple case study, the reader will be doing a
simulated installation of 5,000 radios on various meters. This study does not
cover the uniqueness of any route management software nor how it is
incorporated into the billing system the customer uses. It is assumed that any
route management software used is provided by either the AMR manufacturer or
a different vendor. The intent is to provide some realism to the case study by
using known software and hardware tools. The focus is on doing the actual
installation of the AMR system.

Planning the Installation

Planning

The planning process begins with setting objectives based on defined needs. In
order to define the needs, one has to ask key questions that place limits on the
scope of the installation.

Location: Where will we be installing the system?

What are the constraints of the environment?
AMR System: How many new installs verses retrofits?
How are we acquiring the reads? Handheld? Laptop?
What is the schedule for start/completion?
Does the system need integration with existing system(s)?
Software: Can we use existing software as is? If not what needs to be
changed or modified? Who will do the changing or
modification?
Personnel: Have we identified decision makers and key players?
Are personnel trained and/or briefed?
Who needs training and who needs briefing and at what
levels?

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Planning an installation may be simple or complex depending on the siz, of the
site and the number of units being installed. For this study, we will focus

an installation of 5,000 or lower and the municipality doing the actual install of the
external radio units. Since the installation of this number of units is less
complicated, the emphasis is therefore on providing simple steps that can be
implemented as part of the project strategy. We have provided an Evaluation
Worksheet in Appendix 1 as a guide for helping in the planning process.

The municipality's Request For Proposal (RFP) or the utility's Need Assessment
normally drive the contract requirements for an AMR purchase. In the absence of
either, a Needs Assessment can be part of the goals and objectives of the actual
project. Somewhere there has to be some form of documentation delineating
what the need is as a requirement for justifying AMF This need is the basis from
which the project manager or supervisor in charge of the installation will
determine project requirements and project acceptance criteria. These two
categories drive the project and determine its success.

Define the Objective (Setting Goals)

There are two critical. goals that should be defined. The reason for the AMR
purchase is the first and primary basis for defining the project. The other critical
goal is the actual accomplishment of the installation. For our purpose, we will
focus on the goal of the actual installation. An installation goal may be:

To install 5,000 radio enabled meters within a period of 20 weeks with a

first read rate of 99. 5% and without any change in current scheduling.

Implementation TIP: Break down the installation goals into daily and weekly
goals. After each day's numbers of radio enabled meters to install are met the
team gets the next day's number goals. Reward for any installs beyond the
projected daily numbers.

Let’s assume that the installation should take about twenty weeks based on the
number of installers and meters. Outline the per week numbers based on the
installation capability and rate of the installing teams and a 5,000-unit installation
requirement:

Weekly Installation Numbers Goals:

Scheduled Team 1 Team 2 Team 3 TOTAL

Week 1 100 75 75 250
Week 2 100 75 75 250
Week 3 100 75 75 250
Week 4 100 75 75 250
Week 5 100 75 75 250

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 Week 6 100 75 75 250
Week 7 100 75 75 250
Week 8 100 75 75 250
Week 9 100 75 75 250
Week 10 100 75 75 250
Week 11 100 75 75 250
Week 12 100 75 75 250
Week 13 100 75 75 250
Week 14 100 75 75 250
Week 15 100 75 75 250
Week 16 100 75 75 250
Week 17 100 75 75 250
Week 18 100 75 75 250
Week 19 100 75 75 250
Week 20 100 75 75 250

We used a 30-minute period per installed meter/AMR unit as a way of calculating

per day basis. The first team with three people could install five more than the
other two teams with only two people assigned per team. If we started the
installation in May, then the monthly breakdown would look similar to the
following:

Monthly Installation Numbers Goals:

Month Units Remarks

May 1250 5 Weeks X 250
June 1000 4 Weeks X 250
July 1000 4 Weeks X 250
August 1250 5 Weeks X 250
September 1000 4 Weeks X 250

That would give the project a 500 unit fudge factor to play with in anticipation of
canceled appointments, hard to access meters, main line repairs or changes. We
know that we would have to get the total number of meters that would fall into the
“hard to access or difficult to install" categories prior to the first week. Hopefully,
the number would be less than 500. We also see the need to maintain a two
week buffer to offset these delays during the installation process (The amount of
buffer is open to what the project manager feels is needed). With the buffer, we
could project the completion date for the end of September of the same year.
This would be ideal since October tended to be difficult due to the cold and rain.

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Work Breakdown Structure (WBS)
The work breakdown structure (WBS) consists of three categories, one of which
is the identified Requirements and the others being Management and
Resourcing. The work listing was divided into these three areas -- Management,
Resource, and Requirements. The management tasks are normally assigned to
the project manager while the other categories belong to the various
departments. In small municipalities, the project manager may be required to do
all of them. The list not all inclusive and in some cases some of the category
breakdowns may not apply to a small installation. We used the ones we felt were
appropriate for the project started in the Define the Objective section.

Installation Management

The category labeled Installation Management is self explanatory. These are

requirements and activities that the project manager will have to accomplish
before, during, and after the installation.

Determine phase goals & objectives

Identify & schedule GO-NO GO authorization critical checkpoints
Identify evaluation criteria-QA requirements by scheduled GO -NO GO
points
Implement cost assessment by phase, by GO - NO GO points
Identify reporting requirements
Identify responsibilities and lines of authorities
Identify key personnel (logistics, operations, management)
Identify installation standards
Determine RMA process
Establish Material Delivery Schedule
Determine installation equipment requirements
Identify inclement weather tasks & schedules
Schedule briefings & identify liaison process
Determine communications requirements
Determine outsourcing requirements
Identify outsourcing companies
Identify local & remote equipment suppliers
Identify staging & storing area for equipment & products
Identify security requirements

Installation Resource

Installation Resourcing category lists those items that will require resourcing or
that identify a need for a resource. In most cases, the resource is identified as

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the action needed to meet that requirement follows. The resourcing of the project
is normally done in conjunction with the accounting office and the requisition
department, if one exists.

RESOURCING
RESOURCE REQUIREMENTS TASKS OR ACTIVITY REQUIREMENT

Identify and allocate AMR Submit AMR Purchase Order

requirements per customer account

Identify and allocate meter Submit meter & installation accessories

requirements per customer account Purchase Order

Identify and allocate meter

accessories for installation per
customer account

Identify and allocate installation Submit installation equipment & tools request and/or
equipment and tools per team Purchase Order

Identify and allocate vehicle Submit vehicle request form and/or rental agreement
requirements per team

Identify and allocate safety equipment Submit safety equipment request and/or
per team Purchase Order

Identify and allocate uniforms (or Submit uniform request and/or Purchase Order and/or
uniform ID patches) per person per Uniform Rental Agreement
team

Identify personnel requirements skills Submit personnel requirements for hiring or

and experience levels needed subcontracting

Identify and rent office and Submit rental agreement for office and storage
warehousing storage space requirement

Identify and allocate building security Submit security equipment purchase and/or rental
systems for office and warehousing

Identify and allocate two-way Submit communications equipment request and/or

communications radios per team Purchase Order (2 way radios, office telephones, etc.)

Identify and allocate office and

personnel communications equipment

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Identify and/or develop training Submit training requirements and scheduled training
curriculum, classroom, and equipment

Installation Requirements

The last category covers the actual installation process. The Installation
Requirements identify requirements but not necessarily the When of the
requirement. Tasks associated with the requirements are either outlined in this
section or implied by the activity listed.

INSTALLATION REQUIREMENTS
SCHEDULE
CATEGORY ACTIVITY OR TASK Prior During After

PERSONNEL & HR Identify responsibilities & lines of authorities X

Identify team, section, and project level managers & key personnel X
Identify and implement hiring and vacancy fill procedures X X
Identify Compensation (piece work & for hourly rate) X X
Identify critical skills and implement skill verification X X
Identify and implement insurance program, liability coverage, X X X
hospitalization, etc.
Identify personnel authorized to make schedule changes. X

TRAINING Identify and implement emergency procedures X X

Identify and allocate location for conducting training X
Develop and implement installation procedural training X
Develop and implement safety training X X
Develop and implement city/environmental specific training X
Develop and implement security awareness program X X
Develop and implement AMR hardware/software training X

PRODUCTS Develop and implement returns and warranty program X X X

Identify and record old and new meter reading data per account X X
Identify meter register to meter electronic output differences X
Identify and record meter ID, AMR device ID, and account address X X X
Identify and record meter body change outs (model and size) X X
Identify and record meter register change outs (type and resolution) X X
Tag and store received meters until read verification X X
Install meters in accordance with manufacturer and local X X
ordinance

EQUIPMENT & Identify and purchase installation equipment and tools X

TOOLS Identify and implement a vehicle and equipment maintenance X X X
program
Identify communications equipment architecture X

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SECURITY Identify and implement applicant background check procedures X
Conduct background check for all selected applicants X
Identify and implement personnel authorization & verification X X
process
Conduct random personnel check (ID, drug testing, safety X X
adherence)
Identify security personnel and verify with subcontractor before X X
each shift
Identify and implement daily security procedures & verification for X X
employees
Identify warehousing and office building requirements X
Implement warehouse and office building security and alarm X X
systems
Identify scrap location or disposal facility for meters X

BUILDING & Indentify warehousing and office building requirements X

WAREHOUSING Identify scrap location or disposal facility for replaced/bad meters X

SCHEDULING & Develop a breakdown rate for installing AMR per section per team X X
REPORTING Identify a start install date and end date X
Identify daily, weekly, and monthly install goals X
Identify installation costs and daily cost tracking procedures X
Identify reporting procedures and forms X
Identify shipping schedules and receipt verification X
Identify AMR to meter interfacing needs and procedures X X
Identify or develop Route Management Software (RMS) X X
Identify or develop Billing Software (BS) X X
Identify route management software interfacing and file format X
Develop and program RMS & BS interfacing modules as needed X X

Implementation TIP: Each stage of the process requires some form of checks
and balances to ensure proper installation of the radio enabled product. A report
at the end of each work day and phase will do just that.

The following shows a possible Work Breakdown Structure (WBS) used to

deploy an AMR requirement with water meters. While the tasks listed seem
extensive, most are routine work related requirements that utility workers would
do in the course of fulfilling their day to day jobs. The list can be expanded to
include additional tasks not listed or can be reduced to fit only those tasks that
apply to the deployment. The reason for doing the WBS is that this allows the
project manager the ability to determine the critical path and scheduling
requirements (start and completion timelines) based on each task resourcing. By
doing this, the manager can further see where the schedule needs to be longer
or shorter to meet the stated deadlines. The list below was taken from the AMI
and AMR Project Management Manual: Process and Procedures for Lay
Persons (Copyrighted 2009 by Bill Melendez).

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Activity Major Activity Category Sub Task Areas

1 Installation Resource Management

1.1.1 Product & Equipment Identify and allocate AMR requirements per customer account
1.1.2 Submit AMR Purchase Order
1.1.3 Identify and allocate meter requirements per customer account
1.1.4 Identify and allocate meter accessories for installation per customer account
1.1.5 Submit meter & accessories Purchase Order
1.1.6 Identify and allocate installation equipment & tools per team
1.1.7 Submit installation equipment & tools request and/or Purchase Order
1.2.1 Transportation, Safety, & Identify and allocate vehicle requirements per team
1.2.2 Security Submit vehicle request form and/or rental agreement
1.2.3 Identify and allocate safety equipment per team
1.2.4 Submit safety equipment request and/or Purchase Order
1.2.5 Identify and allocate uniforms per person per team
1.2.6 Submit uniform request and/or Purchase Order and/or Rental Agreement
1.2.7 Identify and allocate building security systems for office and warehousing
1.2.8 Submit security equipment purchase and/or rental
1.3.1 Personnel Identify personnel requirements by tasks and required skill sets
1.3.2 Submit personnel requirements for hiring or subcontracting
1.4.1 Facilities Identify and rent office and storage space
1.4.2 Submit rental agreement for office space and storage requirements
1.5.1 Communications Identify and allocate two way communications equipment per team
1.5.2 Identify and allocate office and personnel communications equipment
1.5.3 Identify and allocate training equipment for class room use
1.5.4 Submit communications equipment rental and/or Purchase order

2 Installation Requirements Management

2.1.1 Product & Equipment Develop and implement returns and warranty program
2.2.1 Transportation, Safety, & Identify and implement a vehicle and equipment maintenance program
2.2.2 Security Identify and implement applicant background check procedures
2.2.3 Conduct background check for all selected applicants
2.2.4 Identify and implement personnel authorization & verification process
2.2.5 Conduct random personnel check (ID, drug testing, safety adherence)
2.2.6 Identify security personnel and verify with subcontractor prior to each shift
2.2.7 Identify and implement daily security procedures & verification for employees

2.3.1 Personnel Identify responsibilities & lines of authorities

2.3.2 Identify team, section, and project level managers & key personnel
2.3.3 Compensation (piecework &/or hourly rate)
2.3.4 Identify and implement hiring and vacancy fill procedures
2.3.5 Identify and implement skills verification
2.3.6 Identify and implement insurance program, liability coverage, hospitalization,
etc.

2.4.1 Facilities Implement building security and alarm system

2.5.1 Communications Identify communications equipment architecture
2.6.1 Training Identify and implement emergency procedures
2.6.2 Identify and allocate location for conducting training
2.6.3 Develop and implement installation procedural training
2.6.4 Develop and implement safety training
2.6.5 Develop and implement city/environmental specific training
2.6.7 Develop and implement security awareness program
2.6.8 Develop and implement AMR hardware/software training
3 Installation Process Management
3.1.1 Mobilization & Setup Develop a breakdown rate for installing AMR per section per team
3.1.2 Identify a start install date and end date
3.1.3 Identify daily, weekly, and monthly install goals
3.1.4 Identify installation costs and daily cost tracking procedures
3.1.5 Identify reporting procedures and forms
3.1.6 Identify shipping schedules and receipt verification
3.2.1 AMR System Interfacing Identify AMR to meter interfacing needs and procedures and programming
3.2.2 & Programming Identify or develop Route Management Software (RMS)
3.2.3 Identify or develop Billing Software (BS)

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3.2.4 Identify route management software interfacing and file format
3.2.5 Develop and program RMS & BS interfacing modules as needed
3.3.1 Meter Data Management Identify and record old and new meter reading data per account
3.3.2 Identify meter register to meter electronic output differences
3.3.3 Identify and record meter ID, AMR device ID, and account address
3.4.1 Meter Removal / Identify and record meter body change outs (model and size)
3.4.2 Installation Identify and record meter register change outs (type and resolution)
3.4.3 Tag and store removed meters until read verification
3.4.4 Install meters in accordance with manufacturer and local ordinances
3.4.5 Identify scrap location or disposal facility for meters
3.5.1 Project Schedule Identify personnel authorized to make schedule changes
3.5.2 Coordination Identify personnel authorized to implement schedule
3.5.3 Identify and allocate vehicle requirements per team
3.5.4 Identify and implement work hour recording and logging
3.5.5 Identify and implement installing schedule by section per team
3.5.6 Identify schedule dependencies by task precedence
3.5.7 Identify daily resource constraints
3.6.1 Quality Assurance Identify and verify manufacturer's compliance standards
3.6.2 Testing Identify and verify manufacturer's installation procedures
3.6.3 Identify and verify city/environmental compliance
3.7.1 Safety & OSHA Identify and verify safety procedures and compliance
4 Installation Manager/Supervisor
4.1.1 Notify customers of water interrupt (2-4 days in advance)
4.1.2 Re-schedule "no-access" or non-installed locations
4.1.3 Identify and breakdown installation tools, two way communications, safety
gear, meters (and meter accessories) and AMR devices by route per team
4.1.4 Brief installation personnel on safety & health, security, and traffic conditions
(congested and construction areas)
5 Installation Team
5.1.1 Prior to Installation Acquire and inventory installation tools, two way communications gear, safety
gear, meters (and meter accessories) and AMR devices
5.1.2 Brief on safety & health, security (uniforms & vehicle logo ID) and local laws
requirements
5.1.3 Issue ID tags, door hangers, phone list of contacts, paperwork & forms
5.2.1 During Installation Identify, report and/or repair meter maintenance requirements for retrofits
5.2.2 Identify, report and/or repair mains/water pipe maintenance requirements
5.2.3 Identify, report and/or repair pit casing/cover
5.2.4 Identify "no-access" customers or non-installed locations
5.2.5 Identify "difficult to install" accounts
5.2.6 Locate, inspect, and operate curb stop valve before installing new meter
5.2.7 Remove and dispose all debris, water, sand, mud, etc., from pit before
installing new meter or before installing AMR device (for retrofits)
5.2.8 Install meter in accordance with manufacturer's specifications and local
ordinances for new meter installs
5.2.9 Configure, install, and check AMR device for functionality in accordance with
manufacturer's specifications
5.2.10 Perform a water flow test on new meter and check for leaks, correct meter
register count, and correct AMR device to register count
5.2.11 Tag old meter for ID and storage (until reading is verified -- for approximately
3 days)
5.2.12 Record old and new meter data to customer account record
5.2.13 Tag broken, damaged, or nonfunctional new meters or AMR devices
5.3.1 After Installation Remove replaced meters to designated storage location
5.3.2 Remove and inventory tagged broken, damaged, or nonfunctional new
meters or AMR devices for return/warranty coverage
5.3.3 Provide "no-access" or non-installed locations report
5.3.4 Inventory and store all installation tools, two way communications gear,
safety gear, meters (and meter accessories) and AMR devices
5.3.5 Acquire and inventory meters (and meter accessories) and AMR devices for
the following day's install
5.3.6 Debrief on issues and problems and resolve conflicts

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Work Implementation Schedule
Prior to installing the radio enabled meters, it would help to quarter the city or
town into phases or stages. A city can be broken down into areas based on a
NE, NW, SE, and SW orientation. Industrial Parks can also be given its own
designated phase. In a 5,000 unit installation that is broken down into four
phases (NE, NW, SE, SW) this would come to a requirement of 1,250 units per
phase. Based on the rate of install chart (Define the Objective Section) this would
equate to five weeks of work per phase. The first phase, done in May, would be
completed during that month if everything goes as planned. The following shows
how it is scheduled:

PHASE LOCATION MONTH WEEKS

Phase 1 NW section of City May 5
Phase 2 NE section of City June - July 4&1
Phase 3 SW section of City July - August 3&2
Phase 4 SE section of City August - 3&2
September

Phase 2 would require four weeks in June and one in August for a 4 & 1.
September has the make up weeks for rescheduled visits or work that required
re-doing.

Breaking down the city into sections of NW, NE, SW, and SE may not be feasible
to some cities. Their breakdown may instead be based on the water lines and the
areas they service. The idea of phases and the method above can still be
applicable to this scenario. Since we know how many per day the teams can do,
it is merely a matter of counting how many customers are located in a particular
zone or service area and designating our phases and numbers to complete on
that premise.

Implementation TIP: The four phases can be further divided into commercial
and residential installation requirements. For commercial, there might be unique
needs such as the time of day when water may be turned off.

Avoiding Schedule Delays and Work Stoppage

Problems that create delays are normally cause by occurrences external of the
project manager's control or are internal due to poor planning or execution of the
project plan. External circumstances may be unavoidable, hence the need for the
two week buffer. Internal delays or work stoppages due to poorly done or poorly
executed project plan can be minimized by using experience personnel, tried
methods and processes. In the absence of experience, external expertise may
be required. The best approach to minimizing delays or work stoppage is realistic
work schedule that can be fine tuned each day or each week. The key is
balancing the rate of installs per day with the daily/weekly number requirement; If
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the number per day is too low, than more teams may be needed, longer hour
may be required, or the numbers expectation may need adjustment.

Implementation TIP: When a delay or stoppage is encountered due to

unforeseeable situation, if possible, skip that installation and continue with the
next scheduled install. At the end of the day have that account rescheduled.

Things to look for when avoiding work stoppage and delays

There are many reasons work is delayed or stopped. The following is a small I of
possible causes a project manager or site supervisor may encounter.

Resource Constraints. Not ensuring that resources are available prior to each
day's install is another area that can cause delays. Assign your sharpest
individual to deal with the daily logistics to prevent this area from becoming a
problem. Do your daily inventories of supplies and tools at the beginning and end
of each day.

Personnel Constraints. The lack of personnel or continuous personnel turnover is

a major issue at any install that subcontracts out its workers to an outside hiring
firm. Individuals calling in sick or delayed due to circumstances create delays or
possible cancellations. The options are: use current company employed teams or
hire additional personnel to compensate for work load.

Using the current employed teams is normally the best approach since they have
the skill base and experience base. The personnel have trained and worked
together over periods of time and therefore have group synergism. The
limitations are that the teams can only install at a certain max rate per day. If the
schedule requires a short time frame than the rate per day may increase and
therefore requiring more of the teams. The only way to overcome rate limitation is
to increase personnel or decrease the rate of install. Both incur costs that need to
be considered by the project manager or project supervisor.

Implementation TIP: The rule of thumb is that, assuming that the number of
required installed units stays constant, the number of installers increases as the
time allocated to doing the installation decreases.

Knowledge/Experience Constraints. The level of experience that a crew has

impacts the number of personnel required, the quality of the work done, and the
time needed to accomplish each task. Things take longer and have to be re-done
continuously whenever the experience base is lacking. There are several ways to
overcome a low experience/knowledge base:

1. Accept jobs that are within the team's capability or just slightly higher
so as to increase the experience and challenge the personnel.

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 2. Team up the experienced person with the inexperienced individual so
as to provide knowledge continuity and training and therefore
increase the effectiveness of the teams. This tends to slow the
team somewhat until the inexperienced person gains the skills
needed. If this is done as part of the initial training then this limitation can be
minimized.
3. Hire/subcontract external skills to complement existing skill base.

Work Implementation
The bottom line in an AMR implementation scheme is getting the radio enabled
meters installed with minimal disruption to the customers. By using the previous
scheduling charts and an installation check list, the installation teams can
accomplish the activities needed to complete the installation on schedule.
Appendix 2 has a sample Installation Checklist for doing the daily installations
and end of day report. Following the end of day report is a Daily Evaluation
Criteria (Appendix 3) report that allows the project manager the "heads up" on
any issues that required special attention or immediate action.

Implementation TIP: Top level management visibility produces a sense of

importance and urgency to the workers doing the installation. The more visible
management is to the workers, the less inclined they are to view the installation
as a low priority and low quality job requirement. Maintaining management
involvement and interest throughout the entire project ensures availability of
authority and leadership to the entire work implementation.

Work is categorized into Prior, During, and After installation. Those tasks and
requirements that fall under Management and Resourcing normally are
considered Prior to Installation activities since they are elements of the planning
and resource stages of the install. The actual installation has activities that are
unique to this stage and have been outlined in the Installation Requirements
category. The After the Installation activities are the Prior activities but in reverse
order. Namely, those activities that required warehousing, buildings, outside
contracting, and so on are of the type that must have some form of closure or
termination.

Conclusion
Implementing AMR is difficult only if the level of planning and experience is less
than desirable. There are many project management resources to assist in the
planning process. Advice on planning and implementation can also be provided
by the equipment manufacturer staff and technical personnel. The level of
experience and job skills, however, is critical for on site success.

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Appendix 1

Automated Meter Reading Installation

Evaluation Worksheet

Project ID
Project Name

Project Manager

Account Manager

Site Address W a t e r G a s

W a l k - B y D r i v e - B y

P i t O u t d o o r

Site Contact

Installation
Date

Meter Type Meter Size Meter Resolution

MANUALS TECH BULLETINS APP NOTES

DSTR Training

USER Training

MISC Training

Partner Contact Partner Phone Partner Email

COMMENTS

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Appendix 1 Evaluation Worksheet (continued)

Project ID
Project Name

Project Manager

Account Manager

INSPECT THE SITE AND DETERMINE THE INSTALLATION PROCEDURE

Was the purchase order received?

Was there a request for technical site support?

Were the radios/meters received and correct models?
Was the site evaluated for type of installation?
Are the installers sufficiently trained and in appropriate numbers?

CONFIGURE RADIOS/METERS
Do end users have the proper tools for configuring product?
Do end users have the proper tools for reading the meters?

Do end users have the necessary Handheld or PC with software?

Do end users know how to set the meter resolution?

Did the installation support material get purchased?

INSTALL THE RADIOS/METERS
Are the radios attached/integrated and properly configured?
Do the team(s) have all the equipment needed for the install?

DO A WALK-BY/DRIVE-BY TO DETERMINE 100% READ CAPABILITY

Were the radios positioned correctly for max reception?
Were the radios configured correctly for proper reads, etc.?
Do the team(s) have the correct radio reading equipment?
Is the route management software installed and working correctly?

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REPLACE/TROUBLESHOOT NONFUNCTIONING RADIOS/METERS
Are there spare backup radios/meters?

Appendix 2

Installation Checklist
Phase ________Week __________ Approved By ______________________

Task Leader _________________________ Today’s Date _______________

Installation Supervisor
TASK COMPLETED REMARKS
Notify customers of water interrupt
(2-4 days in advance)
Re-schedule "no-access" or non-
installed locations
Identify and breakdown installation
tools, two way communications,
safety gear, meters (and meter
accessories) and AMR devices by
route per team
Brief installation personnel on safety
& health, security, and traffic
conditions (congested and
construction areas)
Update Daily Status Report / Daily
Evaluation Criteria Sign Off

Installation Team

Prior to Installation:
TASK COMPLETED REMARKS
Acquire and inventory installation
tools, two way communications gear,
safety gear, meters (and meter
accessories) and AMR devices

17
Copyrighted 2009 by Bill Melendez. All Rights Reserved.
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Brief on safety & health, security
(uniforms & vehicle logo ID) and local
laws requirements
Issue ID tags, door hangers, phone

List of contacts, paperwork & forms

Appendix 2 (Installation Checklist continued)

During Installation:
TASK COMPLETED REMARKS
Identify, report and/or repair meter
maintenance requirements for
retrofits
Identify, report and/or repair
mains/water pipe maintenance
requirements
Identify, report and/or repair pit
casing/cover
Identify "no-access" customers or
non-installed locations
Identify "difficult to install" accounts
Locate, inspect, and operate curb
stop valve before installing new
meter
Remove and dispose all debris,
water, sand, mud, etc., from pit
before installing new meter or before
installing AMR device (for retrofits)
Install meter in accordance with
manufacturer's specifications and
local ordinances for new meter
installs
Configure, install, and check AMR
device for functionality in accordance
with manufacturer's
specifications
Perform a water flow test on new
meter and check for leaks, correct
meter register count, and correct
AMR device to register count
Tag old meter for I D and storage
(until reading is verified -- for
approximately 3 days)

18
Copyrighted 2009 by Bill Melendez. All Rights Reserved.
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Record old and new meter data to
customer account record
Tag broken, damaged, or
nonfunctional new meters or AMR
devices

Appendix 2 (Installation Checklist continued)

After Installation:
TASK COMPLETED REMARKS
Remove replaced meters to
designated storage location
Remove and inventory tagged
broken, damaged, or nonfunctional
new meters or AMR devices for
return/warranty coverage
Provide "no-access" or non-installed
locations report
Inventory and store all installation
tools, two way communications gear,
safety gear, meters (and meter
accessories) and AMR devices
Acquire and inventory meters (and
meter accessories) and AMR
devices for the following day's install
Debrief on issues and problems and
resolve conflicts (Daily Status
Report)
Daily Evaluation Criteria Sign Off

19
Copyrighted 2009 by Bill Melendez. All Rights Reserved.
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Appendix 3

Daily Evaluation Criteria

Team ______________________________ Today’s Date __________________

Phase _________Week _____________Approved By _____________________

1. Was each product verified for quality and performance before installation?

YES ____ NO ____ Priority Level ( 1 2 3 4 )

If NO, answer the following:

REASON: __________________________________________________

___________________________________________________________

___________________________________________________________

CORRECTIVE ACTION: ______________________________________

___________________________________________________________

___________________________________________________________

2. Were all products installed IAW manufacturer’s specifications and

installation procedures?

YES ____ NO ____ Priority Level ( 1 2 3 4 )

If NO, answer the following:

REASON: __________________________________________________

___________________________________________________________

___________________________________________________________
20
Copyrighted 2009 by Bill Melendez. All Rights Reserved.
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 CORRECTIVE ACTION: ______________________________________

___________________________________________________________

___________________________________________________________

3. Were the results, both old and new, recorded to each account for
verification at a later time?

YES ____ NO ____ Priority Level ( 1 2 3 4 )

If NO, answer the following:

REASON: __________________________________________________

___________________________________________________________

___________________________________________________________

CORRECTIVE ACTION: ______________________________________

___________________________________________________________

___________________________________________________________

4. Were all installation tasks completed?

YES ____ NO ____ Priority Level ( 1 2 3 4 )

If NO, answer the following:

REASON: __________________________________________________

___________________________________________________________

___________________________________________________________

CORRECTIVE ACTION: ______________________________________

___________________________________________________________

___________________________________________________________

21
Copyrighted 2009 by Bill Melendez. All Rights Reserved.
[email protected]
 22
Copyrighted 2009 by Bill Melendez. All Rights Reserved.
[email protected]