Asset Management - An Anatomy (2nd Ed.)
Asset Management - An Anatomy (2nd Ed.)
Asset Management - An Anatomy (2nd Ed.)
Version 2
July 2014
www.theIAM.org
Copyright (c) The Institute of Asset Management Ltd 2014, all rights reserved.
Disclaimer: The IAM and their agents, servants or contractors do not accept any liability for any losses arising under or in
connection with this information. This limit on liability applies to all and any claims in contract, tort (including negligence),
misrepresentation (excluding fraudulent misrepresentation), breach of statutory duty or otherwise. This limit on liability does
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written permission of The Institute of Asset Management Ltd.
Amendment Number
Date
Comments
July 2014
Contents
1
2
3
4
5
5.1
5.2
5.3
5.4
5.5
5.6
INTRODUCTION
WHAT DOES ASSET MANAGEMENT MEAN?
CONCEPTS AND PRINCIPLES
THE SCOPE OF ASSET MANAGEMENT
SUBJECTS GROUPS AND DESCRIPTIONS
STRATEGY & PLANNING
5.1.1
Asset Management Policy
5.1.2
Asset Management Strategy & Objectives
5.1.3
Demand Analysis
5.1.4
Strategic Planning
5.1.5
Asset Management Planning
ASSET MANAGEMENT DECISION-MAKING
5.2.1
Capital Investment Decision-Making
5.2.2
Operations & Maintenance Decision-Making
5.2.3
Life Cycle Value Realisation
5.2.4
Resourcing Strategy
5.2.5
Shutdowns & Outage Strategy
LIFE CYCLE ACTIVITIES
5.3.1
Technical Standards & Legislation
5.3.2
Asset Creation & Acquisition
5.3.3
Systems Engineering
5.3.4
Configuration Management
5.3.5
Maintenance Delivery
5.3.6
Reliability Engineering
5.3.7
Asset Operations
5.3.8
Resource Management
5.3.9
Shutdown & Outage Management
5.3.10 Fault & Incident Response
5.3.11 Asset Decommissioning and Disposal
ASSET INFORMATION
5.4.1
Asset Information Strategy
5.4.2
Asset Information Standards
5.4.3
Asset Information Systems
5.4.4
Data & Information Management
ORGANISATION AND PEOPLE
5.5.1
Procurement & Supply Chain Management
5.5.2
Asset Management Leadership
5.5.3
Organisational Structure
5.5.4
Organisational Culture
5.5.5
Competence Management
RISK & REVIEW
5.6.1
Risk Assessment and Management
5.6.2
Contingency Planning & Resilience Analysis
5.6.3
Sustainable Development
5.6.4
Management of Change
5.6.5
Assets Performance & Health Monitoring
5.6.6
Asset Management System Monitoring
5.6.7
Management Review, Audit & Assurance
5.6.8
Asset Costing & Valuation
5.6.9
Stakeholder Engagement
DEFINITIONS
1
5
7
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18
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20
20
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25
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27
29
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35
36
37
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43
44
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iii
iii
Foreword
The Institute of Asset Management (IAM) is a not-for-profit Learned Society. It is owned and controlled by our
Voting Members i.e. those competent professionals who choose to participate in our work. We are committed to
remaining independent from commercial and trade associations. We exist to advance the science, practice and
discipline of Asset Management for the public benefit. Our priorities are to promote and enable the generation and
application of knowledge, training and good practice, and to help individuals become demonstrably competent.
The discipline of Asset Management is neither owned nor controlled by the IAM. However, as an institute we invest
time and effort to develop thinking and generate knowledge, tools and services to support anyone interested in
this young and emerging discipline. This Anatomy is part of that work and will be updated and improved from time
to time. We invite you to register with us to ensure you have access to the latest version of this or other related
documents.
Expertise in the discipline of Asset Management is increasingly important for many organisations. Such expertise
draws from all functions within an organisation: from business, financial and management of human resources as
well as, technical, engineering, operations and maintenance management. It is particularly challenging, therefore,
to gain a good understanding across the whole breadth of the knowledge base; this breadth is, of course, part of
its appeal. A core purpose of this document is to provide a platform of common language describing the principles
of Asset management thus supporting organisations and individuals introduction to extensive subject that is Asset
Management. You may have a particular interest in the value to be gained by any organisation or business that
chooses to apply Asset Management properly.
Given the relative youth and breadth of the topic, it is inevitable that people will come to Asset Management
having already demonstrated competence in a profession, such as engineering or finance, and may have specialist
expertise in a field such as maintenance or auditing. The IAM welcomes people from any discipline and encourages
your participation to help achieve a true cross-sector perspective.
As part of our strategy to collect, develop, collate and make available knowledge, services, products and events
relating to Asset Management, the IAM will be releasing a series of documents to expand on each Subject covered
in this Anatomy. Eventually there will be Subject Specific Guidelines (SSGs) covering all of the 39 Subjects of Asset
Management that are described in this Anatomy document. These will not be textbooks or course material but
should act as reference documents for professionals working in this field. The IAM encourages members to share
their experiences, and to make available case study examples. SSGs will include case study examples relevant to
specific topics.
If you want to get involved in IAM activities and projects you may like to look at - and contribute to - the IAM
Knowledge Centre at http://theiam.org/wiki/Main_Page, or discuss relevant topics on LinkedIn, where there is an
official IAM Group at www.linkedin.com/groups?about=&gid=965657.
iv
1. Introduction
This book offers readers an appreciation of Asset
Management: what it is, what it can help you achieve;
the scope of the discipline (including what is not
included!) and a description of the fundamental concepts
and philosophy.
Many excellent textbooks exist and more are emerging
in this subject area, along with training courses and
qualifications. These will be essential for people intending
to learn - and become expert in - Asset Management.
This document is not a textbook, training course or a list
of techniques and tools, but provides a high-level view
of the discipline and is a source of reference for anyone
seeking to understand it.
If you are intrigued by these ideas, or want to
achieve the benefits available to your organisation or
business, you may wish to learn more. In fact you
may already have a desire to start implementing an
Asset Management approach in your organisation.
Beware! This is not an overnight transformation or
recipe for instant success. It is an approach; a way of
thinking; a transformation of organisational alignment
and culture that may even be seen as a threat to
existing departments and structures. The potential
benefits are significant but the implementation requires
commitment over a sustained period.
The IAM is aware that Asset Management is a young
discipline for many industry sectors and, as we develop
the knowledge base, the descriptions in this document
will need to be updated from time to time. If you have
downloaded this document from the IAM website, we
shall tell you when a new version is available. If you
have been forwarded a copy by a colleague, we would
encourage you to download a fresh copy to ensure you
receive the latest version.
We would appreciate your feedback, including any
suggestions on how to improve the usefulness or
readability of this document.
Underpinning concepts
To recognise and understand the features above, it is
essential to clarify some underlying concepts:
Life Cycle
Activities:
efficiency &
effectiveness
LI
COFE C
ST YC
IN LE
G
Systems performance,
cost & risk optimization
OP
TI VA
M LU
IS E
AT
IO
N
Identify
need
Identify
need
Identify
need
Design
Select
Dispose
and /or
Replace
Utilise and
Maintain
Create or
Aquire
Construct
Commission
Purchase
Install &
Configure
Utilise and
Maintain
Utilise and
Maintain
De-commission
Manage
Residual
Liabilities
Sell
Recycle
and/or
Replace
Optimised Decision-making
Optimal, risk-based decision-making is also a vital
element underpinning successful Asset Management.
This involves finding the right compromise between
competing interests, such as asset utilisation/
performance versus asset care (maintenance), capital
investment cost versus operating expenditures, or
short-term benefits versus long-term sustainability.
10
TOTAL
IMPACT
3500
3000
OPTIMUM
2500
RISKS OF
FAILURE
2000
1500
Balance point
but not optimal
1000
PREVENTIVE
ACTION COSTS
500
1 2
9 10 11 12 13 14 15 16 17 18 19 20
11
Coordinated activity of an
organisation to realise value
from assets
Asset Management
Asset Management
System
Asset Portfolio
Set of inter-related or
interacting elements to
establish AM Policy, AM
objectives and processes to
achieve those objectives
12
ISO 55001 sets out the requirements for a management system for assets in terms of:
Scope
Normative Reference
Terms and Definitions
Context of an organisation
Leadership
Planning
Support
Operation
Performance Evaluation
Improvement
The requirements for the management system are summarised in Figure 5 below.
Stakeholder and organisation context
Asset management
policy
Strategic asset management
plan (SAMP)
Asset management
objectives
Implementation of asset
management plans
Asset portfolio
Asset management
system + relevant
support elements
Figure 5. Example
of key elements
within an Asset
Management
System
Note: The grey
highlighted box
designates the
boundary of the asset
management system.
[SOURCE: ISO
55000:2014]
13
14
15
16
The Asset Management Subject Groups are shown in the IAM conceptual model for Asset Management below.
Customers
Commercial
Environment
Investors
Legislation
Acquire
Operate
Lifecycle
Delivery
Organisation
& People
Asset Management
Decision-Making
Dispose
Maintain
Risk &
Review
Asset Information
17
Customers
Legislation
Commercial
Environment
Investors
Acquire
Operate
Lifecycle
Delivery
Organisation
& People
Asset Management
Decision-Making
Dispose
Maintain
Risk &
Review
Asset Information
18
19
20
21
Historical demand
Change in demand over time
Price changes over time
Changes in required levels of service
Impact on the future performance, condition and
capability of an organisations assets
22
23
24
5.2
Customers
Legislation
Commercial
Environment
Investors
Acquire
Operate
Lifecycle
Delivery
Organisation
& People
Asset Management
Decision-Making
Dispose
Maintain
Risk &
Review
Asset Information
25
26
Renewal Cost
Mid-life
Overhaul
Routine
Maintenance costs
increase towards
end of life
Increasing
Failure Risk
Routine
Maintenance
Declining
Condition
Age / Usage
Cost
Condition
Risk
27
120
Premium Paid to
meet reliability target
Premium Paid to
meet cost target
Total
Business
Impact
CalculatingOptimumLife_vers1_0
100
80
Economic
Optimum
60
Risk Cost
40
20
0
Direct Cost
1
10
28
failure risks. This does not mean they are bad tools
but users should be aware of the limitations of any
technique before applying it. For example, a standard
RCM process has difficulty showing that the level of
reliability being achieved is actually optimal or costeffective. i.e. it may be more appropriate for a business
to accept a lower level of reliability where the cost
of achieving higher reliability is disproportionate. It is
therefore important to carefully evaluate whether or
not a particular tool or methodology is appropriate to
the task in hand before pursuing a potentially costly
implementation.
Life Cycle
Activities:
efficiency &
effectiveness
LI
COFE C
ST YC
IN LE
G
Systems performance,
cost & risk optimization
OP
TI VA
M LU
IS E
AT
IO
N
29
30
31
12,000
Cost of
spares held
10,000
8,000
6,000
4,000
2,000
0
10
Number of Spares
Figure 11. Optimising Spares Holdings
32
33
34
5.3
Legislation
Commercial
Environment
Investors
Acquire
Operate
Lifecycle
Delivery
Organisation
& People
Asset Management
Decision-Making
Dispose
Maintain
Risk &
Review
Asset Information
The Subject Group on Asset Management DecisionMaking explored approaches to many of the tradeoff decisions Asset Managers are typically faced
with. However, it is in the Asset Management Life
Cycle Delivery Activities where the majority of the
expenditure is incurred. Consequently, there are significant
opportunities to identify efficiencies through good
practice Asset Management in these Life Cycle Delivery
Activities. Opportunities which are matched with
significant risks if these activities are not well managed.
35
36
37
Business
Requirements
FRACAS
Monitoring
Operational
Requirements
Operational
Proving
Scope
& Function
System
Testing
Outline
Design
Sub-System
Testing
Detailed
Design
Manufacture
Component
Testing
Factory
Acceptance
Testing
Key
Process Flow
Assessment
Validation
This V Diagram is based upon
EN50126
demonstration of Reliability,
Availability, Maintainability &
Safety (RAMS) in Railway
Applications
38
Planning
Resources
Time
Logistics
Maintenance
Plan
Systems Engineering
-Requirements/Function Analysis
Contractual
Allocation & Synthesis
Provisions
MANAGEMENT
AND PLANNING
Documented CM Process
Product & Document
Ident (Naming, Marking,
Serialisation, etc.)
C
Mgt
Support
Working
Relationships
Doc Types
Status &
Configuration
Information
Performance
Measurements
Training &
Guidance
Resources
& Facilities
CM Planning
Documented
CM Process
Communication
Program Initiation
CONFIGURATION
IDENTIFICATION
Need for
Change
ECPs, RFDs
Approved
Changes
Change Ident,
Documentation
& Disposition
C
CONFIGURATION
CONTROL
Approved
Configuration
Documentation
Approved
Configuration
Documentation
Approved ECPs, RFDs
& Implementing
Direction/Authorisation
Status &
Configuration
Information
CONFIGURATION
STATUS
ACCOUNTING
C
Physical CI/CSCI Test
Results, Mfg & Engng
Tools/Documentation
CONFIGURATION
VERIFICATION
& AUDIT
Verification,
Validation,
Action Items
Confidence
Verified
Product &
Validated
Process
39
40
41
maintenance requirements.
Formulate and run tests on components, subsystems,
and the system itself.
Investigate user complaints and field failures. Set
up processes to ensure that information about
field failures is timely, accurate, well organised, and
targeted at those who can do something with it.
Lognormal
Welbul
Component
A
Component
B
System A
f(t)
Exponential
Component
D
or MTBF
42
43
44
45
46
It is often the case that, over the life of an asset, the most
significant cost is that of operation and maintenance
and not the design and construction. However, asset
decommissioning and disposal costs can also be significant
and are frequently a differentiator when considering
options for capital investment. Understanding these costs
and feeding them into the Capital Investment DecisionMaking processes is therefore an extremely important part
of Life Cycle costing.
5.4
Asset Information
Customers
Legislation
Commercial
Environment
Investors
Acquire
Operate
Lifecycle
Delivery
Organisation
& People
Asset Management
Decision-Making
Dispose
Maintain
Risk &
Review
Asset Information
http://en.wikipedia.org/wiki/DIKW
Rowley, Jennifer; Richard Hartley (2006). Organizing Knowledge: An Introduction to Managing Access to Information. Ashgate Publishing,
Ltd. pp. 56. ISBN 978-0-7546-4431-6
47
4 http://theIAM.org/knowledge/iam-project-work/subject-or-sector-specific-guidance/asset-information-guidelines-aig
48
adds to the organisation in terms of improved decisionmaking and support the day-to-day delivery of Asset
Management activities. The Asset Information Strategy
should be demonstrably aligned with an organisations
Asset Management Strategy & Objectives and Asset
Management processes.
An Asset Information Strategy should include
considerations of:
Key decisions and the information required to support
these;
Relationship with the end-to-end business process for
Asset Management;
The proposed approach to defining information
requirements taking into account the costs of providing
asset information and the value of the information;
Information flows and the overall logical data model;
Data management and governance arrangements;
The costs, benefits and timescales for delivery of
improvements to asset information;
Main outcomes and functionality required from Asset
Information Systems;
Core Asset Information Systems required;
A description of how different asset information systems
(both existing and proposed) will integrate;
A strategy for migrating both data and users from
existing systems to new systems.
http://theIAM.org/wiki/IAM_Asset_Information_Quality_Handbook
49
50
51
5.5
Commercial
Environment
Investors
Legislation
Acquire
Operate
Lifecycle
Delivery
Organisation
& People
Asset Management
Decision-Making
Dispose
Maintain
Risk &
Review
Asset Information
52
53
54
55
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5.6
Legislation
Commercial
Environment
Investors
Acquire
Operate
Lifecycle
Delivery
Organisation
& People
Asset Management
Decision-Making
Dispose
Maintain
Risk &
Review
Asset Information
57
58
59
BC
he organ
in t
is
at
io
lt
be
s
cu
Understanding
the organisation
Em
ur
Determining
BCM
strategy
Developing and
implementing
BCM responses
BC
he orga
in t
nis
a
l
cu
r
tu
Em
BCM
programme
management
ed
Exercising,
maintaining
and reviewing
ti
on
60
61
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Asset Management
System
LEADING
Performance Indicator
LAGGING
Performance Indicator
E.g.
Process
Maturity
Assets
E.g.
Asset
Condition
Past or Existing
Non-Conformities
E.g.
Asset Failures
or Incidents
Reactive
Monitoring
Continuous
Improvement
Pro-Active
Monitoring
Management
Review
63
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6. Definitions
Asset
Notes:
Asset life
The period from asset creation to asset end of life.
[SOURCE: ISO 55000:2014]
Asset management
Coordinated activity of an organisation to realise value
from assets.
Notes:
1 Realisation of value will normally involve a
balancing of costs, risks, opportunities and
performance benefits.
2 Activity can also refer to the application of the
elements of the asset management system.
3 The term activity has a broad meaning and can
include, for example, the approach, the planning,
the plans and their implementation.
[SOURCE: ISO 55000:2014]
Objective
Result to be achieved.
Notes:
1 An objective can be strategic, tactical or
operational.
2 Objectives can relate to different disciplines (such as
financial, health and safety, and environmental goals)
and can apply at different levels (such as strategic,
organisation-wide, project, product and process).
3 An objective can be expressed in other ways, e.g.
as an intended outcome, a purpose, an operational
criterion, an asset management objective or by the
use of other words with similar meaning (e.g. aim,
goal, or target).
4 In the context of asset management systems, asset
management objectives are set by the organization,
consistent with the organisational objectives and
asset management policy, to achieve specific
measurable results.
[SOURCE: ISO 55000:2014]
67
Notes:
1. The grouping of assets may be by asset type, asset class,
asset system or asset portfolio.
2. An asset management plan is derived from the strategic
asset management plan.
3. An asset management plan may be contained in, or may
be a subsidiary plan of, the strategic asset management
plan.
[SOURCE: ISO 55000:2014]
Asset portfolio
Assets that are within the scope of the asset
management system.
Notes:
1.A portfolio is typically established and assigned for
managerial control purposes. Portfolios for physical
hardware might be defined by category (e.g. plant,
equipment, tools, land). Software portfolios might be
defined by software publisher, or by platform (e.g.
PC, server, mainframe).
2.An asset management system can encompass
multiple asset portfolios. Where multiple asset
portfolios and asset management systems are
employed, asset management activities should be
coordinated between the portfolios and systems.
[SOURCE: ISO 55000:2014]
Asset system
Set of assets that interact or are interrelated.
Notes:
Functional policy
1. A strategic asset management plan is derived from the
organisational plan.
2. A strategic asset management plan may be contained in,
or may be a subsidiary plan of, the organisational plan.
[SOURCE: ISO 55000:2014]
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GAAP
Life Cycle
IFRS
International Financial Reporting Standards. Guidelines
and rules set by the International Accounting Standards
Board (IASB) that companies and organisations can
follow when compiling financial statements. The
creation of international standards allows investors,
organisations and governments to compare the IFRSsupported financial statements with greater ease.
Optimise
Achieve by a quantitative or qualitative method, as
appropriate, the best value compromise between
conflicting factors such as performance, costs and
retained risk within any non-negotiable constraints.
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Organisation
Person or group of people that has its own functions
with responsibilities, authorities and relationships to
achieve its objectives.
Note: The concept of organisation includes, but is not
limited to, sole-trader, company, corporation, firm,
enterprise, authority, partnership, charity or institution,
or part or combination thereof, whether incorporated or
not, public or private.
[SOURCE: ISO 55000:2014]
Risk
Effect of uncertainty on objectives.
Notes:
1.An effect is a deviation from the expected positive
and/or negative.
2.Objectives can relate to different disciplines (such as
financial, health and safety, and environmental goals)
and can apply at different levels (such as strategic,
organisation-wide, project, product and process).
70
Sustainable
Achieving or retaining an optimum compromise
between performance, costs and risks over the Life
Cycle, whilst avoiding adverse long-term impacts to the
organisation from short-term decisions.
This document has been approved for publication by Richard Edwards, Chair of IAM Faculty.
The IAMs Faculty is a Standing Committee of the IAM, which directs and prioritises the technical
work of the Institute.
It is responsible for ensuring that the IAMs view of the discipline of Asset Management and all
the standards, guidance, knowledge and other outputs produced by the Institute are developed
within a common and evolving framework and are aligned with the aims of the Institute.
The IAM acknowledges gratefully the following IAM Members for their valuable contribution to the preparation and
updating of this document:
71
Notes
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