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Asset Management Plan (AMP)
In accordance with ISO 55001 (2014), an AMP is defined as documented information that specifies the following three things required for an asset class (or individual asset or asset system), to achieve the organization’s asset management objectives:
The AMPs are one element of the organziation's overall Asset Management System (AMS).


Contents of the AMP
In accordance with various standards and guides, the AMP should contain the following sections:
  • A.  Introduction
  • B.  State of Infrastructure
  • C.  Levels of Service
  • D.  Asset Life Cycle Management
  • E.  Financing Strategies
  • F.  Continual Improvement
  • G.  Appendices
Each of these sections are addressed in further detail below.



A. Introduction
  • A1  Executive Summary
    • Version number
  • A2  Purpose of the AMP
    • Risk management
    • Regulatory compliance
    • Operational efficiencies
    • etc.
  • A5  Stakeholder Interests
    • Internal stakeholders
    • External stakeholders


B.  State of Infrastructure
  • B4  Asset Condition/Performance
    • Types of asset condition
      • Physical condition (degradation)
      • Demand condition
      • Functional condition (obsolescence)
    • Types of Asset Assessment (levels)
    • Intervals/Cyles of Asset Assessment
    • Types of Asset Condition Grades
    • Asset Condition scores
    • etc.
  • B5  Asset Condition Summary
    • Roll up summary by asset class



C.  Levels of Services
  • C3  Performance Trends
    • Introduction
      • Types of trends
      • Trend descriptions
    • Trend analysis
      • Internal trends
      • External trends
  • C4  Target Peformance
    • Universal Customer Values
  • C5  Expected Levels of Service (LOS)


D.   Asset Life Cycle Management
           (or Asset Management Strategy)

  • D2  Demand Analysis
    • Introduction
    • Predicting demand (demographic, etc.)
    • Demand measures
    • etc.
  • D3  Operating & maintaining assets
    • Introduction
    • Type of maintenance
    • etc.
  • D4  Renewing assets
    • Introduction
    • Capital projects
    • etc
  • D5  Upgrading & Enhancing Assets
  • D8  Risk & Emergency management
    • Risk tolerance


E.  Financial Strategies
  • E1  Introduction/background
  • E6  The Infrastructure "Gap"
    • Introduction
      • Definition/scope of the gap
      • Methods of calculating the gap
    • Size of the gap
      • Total gap by year
      • Gap by service area
  • E7  Strategies for Addressing Shortfalls
    • Introduction
    • Financial stewardship principles
    • Types of Strategies
      • Implement maintenance optimization program
      • Optimize the funding mix
      • Implement debt management measures
    • Asset Management Strategies
    • Funding Strategies
  • E8  Summary


F.   Continual Improvement
  • F1  Plan Monitoring
  • F2.  Future Initiatives
  • F3  Review Plan


G.  Appendices

  • G1  Glossary of Terms
  • G2   Supporting Tables


Attributes of the Plan
According to ISO 55001, an AMP must have the following general attributes:
  • Alignment with the strategic asset management plan (SAMP) the Organizational/Corporate Plan (OCP)
  • Integration with other plans (see below)
  • The grouping of assets may be by asset type asset class, asset system or asset portfolio.
  • An asset management plan is derived from the strategic asset management plan 
  • An asset management plan may be contained in, or may be a subsidiary plan of, the strategic asset management plan.



AMP Standards
The following standards have been developed to provide guidance in the format and contents of AMPs:
  • ISO 55001
  • IIMM
  • NAMS
  • Ontario Guide for Municipal Asset Management Plans



Provincial Infrastructure Plans
The British Columbia Infrastructure Plan should include:

An overview of British Columbia's strategy for public infrastructure in the province, including key challenges, its approach to identifying needs and planning for new public infrastructure, and its process for evaluating and managing current infrastructure assets.

For each of the areas of water and wastewater, public transit, core National Highway System infrastructure and green energy infrastructure, the Plan will include:
  • A description of the infrastructure's current state;
  • An identification of the desired outcomes in the sector over 10-15 years;
  • Infrastructure issues, challenges and pressures in the sector over 10-15 years;
  • An identification of potential infrastructure gaps in 10-15 years;
  • Significant infrastructure priorities in the sector over 7 years including:
  • The estimated costs associated with identified needs in the sector over a five to seven year period.
  • For priorities that have already received or been formally approved for funding from any level of government (e.g. in the case of the federal government having signed a contribution agreement), this should be indicated.
  • Strategies (funding and non-funding) to achieve desired outcomes, including life-cycle planning, monitoring and accountability mechanisms. Discussion of funding strategies should be limited to initiatives that are fully within the control (not dependent on federal approval) of British Columbia.


Other Elements of the AMP
The AMP shall address the 10 "W" Questions
of Asset Management.
The AMP shall address the six PESTLE contexts of the organization.


AMPs in the Hierarchy
The organization's AMPs occupy one of the central layers of the inspirational-and-aspirational hierarchy. 
Without adequate AMPs the organization will encounter difficulties when developing some of the other layers of the aspirational-inspirational hierarchy.


Process of Developing the Plan(s)

Listed below are some of the key steps in developing the asset management plan(s) - AMPS.

    A. Before
  • Assemble the planning team with appropriate competencies
  • Confirm the mandate and budget of the planning team
  • Review the organization's policies and objectives
  • Determine the organizations existing maturity levels on sustainability: a) depth of the framework, b) integration into AMS
  • Review the PESTLE context
    B. During
  • Hold public consultations, as required
  • Hold facilitated workshops to elicit tacit knowledge from staff
  • Identify the asset class(es) to be considered in the plan
  • Align the plan to the corporate plan
  • Integrate the AMP with the other organizational plans (such as risk management plan, sustainability plan and change management plan)
  • Prepare the draft plan
  • Circulate the draft plan for review and comment
  • Approve the plan
    C.  After
  • Action the plan
  • Track and measure progress/performance of the plan
  • Review and update/refine the plan
The hierarchy of plans in ISO 550001 from OCP to SAMP to AMPs
Fig. The hierarchy of plans in ISO 550001 from OCP to SAMP to AMPs. The AMP needs to determine how it intersects with these other plans.


The many benefits of implementing an asset management system in accordance with the requirements of ISO 55001
Fig. There are many benefits to implementing Asset Management Plans in accordance with the requirements of ISO 55001.



An Asset Management Plan (AMP) will optimize value by making appropriate trade-offs between risk, cost and performance
Fig. An Asset Management Plan (AMP) will optimize value by making appropriate trade-offs between risk, cost and performance.


Decisions should consider the whole life of assets, including the I-P interval and the P-F interva
Fig. Decisions should consider the whole life of assets, including the I-P interval and the P-F interval.



The whole life of assets can be divided into life stages
Fig. The whole life of assets can be divided into life stages - early life, mid-life and late-life, with different maintenance strategies at each life stage.



Analyzing the words inside ISO 55000/55001 to reveal patterns in the requirements
Fig. Analyzing the approximate 27,0000 words inside ISO 55000/55001 to reveal patterns in the requirements.
Planning features prominently.


From gap analysis to ISO 55001 (ISO 55000) conformity certificate for the Asset Management System (AMS)
Fig.  From "Gap Analysis" to ISO 55001 conformity certificate for the asset management system (AMS).


The calendar view still represents one of the best tools to visualize work distributions and to manage the many tasks in the Asset Management Plan (AMP
Fig. The "old fashioned" calendar view still represents one of the best tools to visualize work distributions and to manage the many tasks in the Asset Management Plan (AMP).


The hierarchy of organizational purpose with goals represented as one of the layers
Fig. The hierarchy of organizational purpose with plans (including asset managements plans) represented as one of the layers.


Planning must be iterative, dynamic and continuous. If it becomes static it starts to look more like an old dusty blueprint rather than a live roadmap
Fig. Planning must be iterative, dynamic and continuous. If it becomes static it starts to look more like an old dusty blueprint rather than a live roadmap.

 

Alignment of the four different types of maintenance strategies across the asset portfolio on decisions that are risk-based and consider the whole-life of assets will result in a maintenance mix that is in conformity with ISO 55001 standards
Fig. The AMP should consider alignment of the four different types of maintenance strategies across the asset portfolio on decisions that are risk-based and consider the whole-life of assets


Asset replacement policies must align to asset risk profiles
Fig.  Asset replacement policies must align to asset risk profiles in order to achieve optimization and satisfy ISO 55001 requirements.


The hierarchy of assets as contemplated in the ISO 55001 standard for asset management.The detailed asset classification scheme and granularity is determined by the organization's objectives and nature of the assets.
Fig. The hierarchy of assets as contemplated in the ISO 55001 standard for asset management. The detailed asset classification scheme and granularity is determined by the organization's objectives and nature of the assets.


Some organizations struggle with "paralysis through analysis" (and never feel comfortable to finalize a plan) and others who perhaps fail to "look before you leap" (start too quickly).
Fig. Some organizations struggle with "paralysis through analysis" (and never feel comfortable to finalize a plan) and others who perhaps fail to "look before you leap" (start too quickly).


Stakeholder requirements converted into value
Fig. Stakeholder requirements converted into value and expressed as some of the universal customer values


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