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|One of the integrated suite of plans required for effective asset management within an organization.
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:
Attributes of the Plan
Listed below are the primary attributes of an effective resourcing plan.
The resourcing plan is based on the following core concepts:
Core Competencies of an Asset Manager
Resourcing Plan in the Hierarchy
The organization's resourcing plan occupies one of the central layers of the inspirational-and-aspirational hierarchy.
Listed below are some of the key artefacts of the resourcing plan:
A. Artefacts for Internal Stakeholders
The Process of Developing the Plan
The development of a resourcing plan includes the following steps:
Listed below are some of the primary designations to be pursued in the field of asset management:
Listed below are the three primary resourcing models
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.
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.
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.
Fig. Alignment is required between all levels of the organization - such as, from top management to line staff
Fig. The hierarchy of plans in ISO 550001 from OCP to SAMP to AMPs
Fig. It all starts with people.
Fig. Analyzing the approximate 27,0000 words inside ISO 55000/55001 to reveal patterns in the requirements. Planning features prominently.
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.
Fig. The hierarchy of organizational purpose with plans represented as one of the layers.
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