|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:
Each of these sections are addressed in further detail below.
- A. Introduction
- B. State of Infrastructure
- C. Levels of Service
- D. Asset Life Cycle Management
- E. Financing Strategies
- F. Continual Improvement
- G. Appendices
- A2 Purpose of the AMP
- Risk management
- Regulatory compliance
- Operational efficiencies
- A3 Links to Corporate Policies and Plans
- A5 Stakeholder Interests
- Internal stakeholders
- External stakeholders
B. State of Infrastructure
- B2 Asset Valuation
- Types of Value
- Recorded Value
- 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
- B5 Asset Condition Summary
- Roll up summary by asset class
C. Levels of Services
- C3 Performance Trends
- 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
- Predicting demand (demographic, etc.)
- Demand measures
- D3 Operating & maintaining assets
- Type of maintenance
- D4 Renewing assets
- Capital projects
- D5 Upgrading & Enhancing Assets
- D8 Risk & Emergency management
E. Financial Strategies
- E1 Introduction/background
- E3 Expenditure History
- Opex History
- Capex History
- E4 Budget Forecasts
- Opex Forecast
- Capex Forecast.
- E5 Sources of Funding
- Alternative Sources
- Historical Sources
- Predicted Sources
- E6 The Infrastructure "Gap"
- 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
- Financial stewardship principles
- Types of Strategies
- Implement maintenance optimization program
- Optimize the funding mix
- Implement debt management measures
- Asset Management Strategies
- Funding Strategies
F. Continual Improvement
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.
The following standards have been developed to provide guidance in the format and contents of AMPs:
- ISO 55001
- Ontario Guide for Municipal Asset Management Plans
Provincial Infrastructure Plans
The British Columbia Infrastructure Plan should include:
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.
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.
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
- 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
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.
- 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
- 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
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
- Action the plan
- Track and measure progress/performance of the plan
- Review and update/refine the plan
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.
Fig. There are many benefits to implementing Asset Management Plans in accordance with the requirements of ISO 55001.
Fig. An Asset Management Plan (AMP) will optimize value by making appropriate trade-offs between risk, cost and performance.
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 - early life,
mid-life and late-life, with different maintenance strategies at each
Fig. Analyzing the approximate 27,0000 words inside ISO 55000/55001 to reveal patterns in the requirements. Planning features prominently.
Fig. From "Gap Analysis" to ISO 55001 conformity certificate for the asset management system (AMS).
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 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
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 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.
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. Stakeholder requirements converted into value and expressed as some of the universal customer values