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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 ten (10) sections.

Chapters/
Sections
Description
1Executive
summary
Provides a succinct overview of the AMP, highlighting major points.
2IntroductionSets the overall context and expectation for the report.
3State of Infrastructure (SOI)Presents information on the asset portfolio including inventory, condition, cost, etc. accompanied by information on supporting data.
4Levels of
Service (LOS)
Describes how service is linked to infrastructure investment, how service is measured and how performance goals and expectations are identified and set.
5Demand ManagementIdentifies the demand drivers, trends and techniques to manage demand.
6Risk ManagementIdentifies how risks can potentially affect the organizations's objectives and plans to control and treat uncertainties.
7Asset
LIfecycle Management
Sets planned actions that will enable the assets to provide the desired levels of service in a sustainable way, while managing risk, at the lowest lifecycle cost (e.g. through preventative action).
8Financial
strategies
Identifies lifecycle investment requirements and appropriate funding strategies for completing the work. Includes both historical and future budgeted capital and operating expenditure and identifies the major funding sources
9Improvement PlanProvides a summary of improvement initiatives, responsibilities, resources and timeframes
10AppendicesGlossary of terms, acronyms, supporting plans

Each of these sections are addressed in further detail below.



A. Introduction

This section of the AMP provides a succinct overview of the AMP, highlighting major points. Sets the overall context and expectation for the report.

SectionsDescription
1 Executive Summarya
  • Version number
2Purpose of the AMPaExamples of purpose:
- Risk management

- Regulatory compliance
- Operational efficiencies
- etc.
3Links to Corporate Policies and Plansa
4Accountabilities & Responsibilitiesa
5Stakeholder InterestsaA register of the stakeholders, arranged into internal stakeholders and external stakeholders
bA summary of the commmuncations strategy with each stakeholder group
6Data alignment and data confidence
  • Data sources (CMMS, GIS, etc)
  • Data confidence
7Timelines
  • Recommended intervals for updating the AMP
  • for updating the SOIR
  • Strategy
  • other critical documents
8
9
10



B.  State of Infrastructure

This section of the AMP presents information on the asset portfolio including inventory, condition, cost, etc. accompanied by information on supporting data.State of Infrastructure (SOI)

1. Asset Inventory & Hierarchy

Description
aTypes of assets (linear, vertical, portable)
bQuantity takeoffs
cData Confidence

2.  Asset Age & Useful Life



3.  Asset Valuation


4.  Asset Condition

SectionsDescription
1Asset InventoryaTypes of assets (linear, vertical, portable)
bQuantity takeoffs
cData Confidence
2Asset HierarchyaFor vertical assets (functional arrangements, etc)
bFor linear assets (segments, etc)
3Asset agea
4Asset
useful life
aTypes of lives:
   - Service life
   - Design life
   - Economic life
b
  • Placed in Service date
  • Asset age
c
5Asset ValuationaTypes of asset value, such as:
bGrade of estimates  - Class A, B, C, D
cRecorded Value
dData Confidence in the estimates
6Asset Condition/
Performance
aTypes of asset condition
bTypes of Asset Assessment (levels)

The condition information for the assets is reported using the National Infrastructure Report Card format. This approach provides a common reporting protocol that can be used for all assets across the asset portfolio

cIntervals/Cyles of Asset Assessment
dTypes of Asset Condition Grades
eAsset Condition scores
fData confidence
etc.
7Asset Condition SummaryaRoll up summary by asset class
8Data ConfidencebAccuracy and reliability of the data
Data Improvement Plan




Demand 
Management
This section of the AMP provides ____

Listed below are some of the key parameters associated with demand management.

       B1. Drivers
  • Population Growth
  • Population density changes
  • Population demographic changes
  • Vehicle ownership rates
  • Consumer preferences
  • Land use changes & transportation corridors
  • Fashion and technology
  • Climate change
       B2 Techniques
  • Education
  • Incentives
  • Regulation
  • Demand substitution
  • Other




C.  Levels of Services

This section of the AMP describes how service is linked to infrastructure investment and defined how service is measured and how performance goals and expectations are identified and set.
  • C2  Goals & Objectives
    • Existing aspirations
  • 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)
  • C6  Performance Monitoring
    • Customer Satisfaction Surveys


D.   Asset Life Cycle Management
       

Also referred to as "Asset Managment Strategy".

This section of the AMP Sets planned actions that will enable the assets to provide the desired levels of service in a sustainable way, while managing risk, at the lowest lifecycle cost (e.g. through preventative action). Sets out the main policies, practices and actions that are taken to minimize the lifecycle cost of the assets. This covers both operational activity and capital expenditures.
  • D2  Demand Analysis
    • Introduction
    • Predicting demand (demographic, etc.)
    • Demand measures
    • etc.
  • D4  Operating & maintaining assets
    • Introduction
    • Type of maintenance
      • Preventive Maintenance (PM)
      • Predictive Maintenance (PdM)
    • etc.
  • D5  Renewing assets
    • Introduction
    • Capital projects
    • etc
  • D6  Upgrading & Enhancing Assets


E.  Risk Management

This section of the AMPIdentifies how risks can potentially affect the organizations's objectives and plan to control and treat uncertainty.
  • E.  Risk & Emergency management
    • Risk Identification (hazard events)
    • Risk Analysis (causes, consequences)
    • Risk Assessment (scores, ranking)
    • Risk Treatments & Controls
    • Risk Monitoring & Review




F.  Financial Strategies

This section of the AMP Identifies lifecycle investment requirements and appropriate funding strategies for completing the work. Includes both historical and future budgeted capital and operating expenditure and identifies the major funding sources.

The future budgeted expenditure has been compared to investment needs arising from the asset management strategy in order to identify any potential future funding shortfalls.
  • F1  Introduction/background
  • F6  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
  • F7  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
  • F8  Summary



G.   Improvement & Monitoring Plan

This section of the AMP ___Continual Improvement
  • G1  Plan Monitoring
  • G2  Future Initiatives
  • G3  Review Plan

Included below is a simple example of an exerpt from an improvement plan.
IDImprovement InitiativeDept.ResourceTime
1Review the asset register to reconcile with the TCA recordsFinanceStaff1 year
2Develop updated cost model for each assetFinance, EngineeringStaff,2 yrs




H.  Appendices
  • H1  Acronyms and Glossary of Terms
  • H2   Supporting Tables



Preparation of the AMP

The following table provides a summary of the typical time distributions in the preparation of a generic AMP

ChaptersTime commitment
1Executive summary5%
2Introduction5%
3State of Infrastructure25%
4Levels of Service15%
5Demand Management5%
6Risk Management10%
7Asset LIfecycle10%
8Financial strategies15%
9Improvement Plan5%
10Appendices5%

The following table provides a summary of which sections of the AMP may require a workshop of internal stakeholders.
ChaptersWorkshop
1Executive summary
2Introduction
3State of Infrastructure
4Levels of Serviceyes
5Demand Managementyes
6Risk Managementyes
7Asset LIfecycleyes
8Financial strategiesyes
9Improvement Planyes
10Appendices




AMP Guideline & Standards
The following standards have been developed to provide guidance in the format and contents of AMPs:
  • ISO 55001
  • IIMM
  • IPWEA NAMS
  • Ontario Guide for Municipal Asset Management Plans
Attributes of the AMP
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.
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 aspirational-transactional hierarchy.

       A.  Aspirational Elements
      B.  Transactional ElementsWithout adequate AMPs the organization will encounter difficulties when developing some of the other layers of the aspirational-inspirational hierarchy.


Process of Developing the AMPs

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.

Technical LOS networked to Customer LOS and Enterprise LOS using transit as an exampl
Fig. Chapter 3 of the AMP includes information on Customer LOS and Technical LOS..


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


See also:
Compare with:







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