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Resourcing Plan
One of the integrated suite of plans required for effective asset management within an organization.


Definition
This plan identifies the number of staff and type of staff that are required to meet the organization’s objectives. It also considers the appropriate balance between internal resources (staff) and external resources (such as contractors).

For example, Amiable Housing Society has a plan that identifies what the organization will do to invest in staff development (through training, mentoring and coaching) and how it will manage the risk of outsourced activities (through contracts and procurement protocols).



Components of the Plan
The resourcing plan forms part of the Asset Management System (AMS) and includes the following components:

  • Recruiting - Finding people to bring into the organization. 
  • Onboarding - The mechanism through which new employees acquire the necessary knowledge, skills, and behaviors to become effective organizational members.
  • Training - Development of people inside the organization - under one of the certification programs.
  • Mentoring - To advise and teach.
  • Coaching -  To train or instruct



Attributes of the Plan
Listed below are the primary attributes of an effective resourcing plan.
  • It is aligned with the organizations policies and objectives
  • It is integrated with the other plans
  • It has the commitment of top management
  • It is realistic



Core Principles
The resourcing plan is based on the following core concepts:
  • Competence - is "the ability to apply knowledge and skills to achieve intended results" (ISO 55000)
  • Capability - is the measure of capacity and the ability of an entity (system, person or organization to achieve its objective. In Asset management capabilities include processes, resources, competences and technologies to enable the effective and efficient development and delivery of asset management plans and asset life activities, and their continual improvement.
  • Capacity -


Core Competencies of an Asset Manager

  • The 39 subject of Asset Management




Resourcing Plan in the Hierarchy
The organization's resourcing plan occupies one of the central layers of the inspirational-and-aspirational hierarchy. 
Without an adequate sustainability plan the organization will encounter difficulties when developing some of the other layers of the aspirational-inspirational hierarchy.



Artefacts
Listed below are some of the key artefacts of the resourcing plan:


     A. Artefacts for Internal Stakeholders
  • Organization Chart -
  • Roles and Responsibilities Matrix – This is a grid diagram that assigns maintenance responsibilities to each role. It should clearly articulate the different responsibilities of contractors, consultants and the organization’s team.
  • Service Agreements – These are formal documents that include various terms and conditions, such as contractor obligations, to govern the relations between the parties at contract.
  • Job Descriptions – For organizations that perform some of the maintenance tasks with their own forces it will be necessary to ensure that appropriate information is included in job descriptions. 
  • Training, Coaching, Mentoring and Career Development Plans
  • Talent Retention Plans
  • Succession Plans -
  • Team Building Strategies
  • Workforce Metrics
      B.  Artefacts for External Stakholders
The Process of Developing the Plan
The development of a resourcing plan includes the following steps:

Competencies
Listed below are some of the primary designations to be pursued in the field of asset management:


Models
Listed below are the three primary resourcing models
      Owner/Operator Model Concepts
      Outsourcing Model concepts
Each organization must find its optimal resource mix, which is the appropriate balance between internal competency development of its staff and contracting with external 3rd parties.
Fig. Each organization must find its optimal resource mix, which is the appropriate balance between internal competency development of its staff and contracting with external 3rd parties.


he resource mix should reflect the organization's competencies, which will evolve over time with education, training, mentoring and experience of the team
Fig. The resource mix should reflect the organization's competencies, which will evolve over time with education, training, mentoring and experience of its own forces.


Clearly defined roles, responsibilities and authorities are one of the signs of good leadership
Fig. Clearly defined roles, responsibilities and authorities are one of the signs of good leadership. In accordance with ISO 55000, these must be coupled with appropriate structures and relationships to establish the asset management system (AMS) within the organization.


Alignment is required between all levels of the organization - such as, from top management to line staff
Fig. Alignment is required between all levels of the organization - such as, from top management to line staff


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


ISO 55000 ISO 55001 - It all starts with people
Fig. It all starts with people.


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.


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.



The hierarchy of organizational purpose
Fig. The hierarchy of organizational purpose with plans represented as one of the layers.

See also:
Compare with:




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