ITIL & PAS 55: Comparing an Information Technology Approach to Asset Management with PAS 55


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ITIL & PAS 55: Comparing an Information Technology Approach to Asset Management with PAS 55
Dr. Paul Gibbons, Asset Management Principal Gatwick Airport, UK

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ITIL & PAS 55: Comparing an Information Technology Approach to Asset Management with PAS 55

  1. 1. ITIL & PAS 55: Comparing an Information Technology Approach to Asset Management with PAS 55 Dr Paul Martin Gibbons FIET F-ISSP Fellow University of Bristol MIAM
  2. 2. Presentation Overview • Overview & Introduction to Gatwick Airport • How We manage Our assets • Overview of ITIL • ITIL & PAS55 Findings @ Gatwick
  3. 3. 24 April, 2014 Leadership Event Overview & Introduction to Gatwick Airport
  4. 4. Gatwick Overview Add in Photo of old Gatwick Here Gatwick started life as a flying club in 1930 and as an airport 53 years ago. Things have moved on since the early days!
  5. 5. Airport Development Plans Gatwick’s new owners Global Infrastructure Partner’s are investing over £1 Billion in the development of the airport.
  6. 6. Our Airport Asset Management Scale The airport engineering team are responsible for maintaining over 120,000 registered assets across an area spanning 674 hectares.
  7. 7. Overview of Gatwick Airport • UK’s second largest gateway • Busiest single-runway airport in the world • 53 aircraft movements per hour – every 58 seconds at peak times • 200 destinations - more than any other UK airport • 34 million passengers per year with 90 airlines • 25,000 employed on campus – 2,200 directly
  8. 8. People, Planes and Bags Departing Baggage Arriving BaggageTrolleys Control Post Access to RZ Staff Access to Restricted Zone Connecting Pax First & Last Impressions • Road Network • Car Parks - Long Term - Short Term • Busses • Coaches • Taxis • Rail Access Cargo Check In & Bag Drop Security Departure Lounge Pier & Gate / Coach Pre-departure process Aircraft Push back Taxi to Runway Hold Take Off Turn Around Approach & Land Taxi to Stand On Stand Arrival Arrival Gate & Pier Border Control Baggage Reclaim Arrivals Customs Connecting Baggage Ground Handling Airside Operations Air Traffic Control Our Airport Processes: All Linked to Asset Management? Trolleys
  9. 9. 2 PAS55 makes us ask: ‘but how is our Asset Management linked to this?’
  10. 10. 24 April, 2014 Leadership Event How We Do Asset Management
  11. 11. PAS55 & Gatwick’s Approach to Asset Stewardship/Management PAS 55 an external standard similar to the ISO range which provides an auditable & systematic framework for aligning asset management activities across a business. Asset Stewardship the name we have for Our asset management process and is the way We achieve the required levels of governance & performance from Our assets. In Summary ...So, PAS55 is an external guiding asset management framework, Asset Stewardship is how We have translated this into Our approach to asset management ensuring line-of-site to Our strategic priorities @Gatwick Copyright Institute of Asset Management
  12. 12. Asset Management Requirements How to? Our Asset Management Requirements Performance ConditionIntegrity
  13. 13. INTEGRITY “The ability of an asset not to give rise to Unacceptable Situations” Health, Safety, Security & Environment (HSSE) Assurance centric Control our ‘knowns’ and identify and control our ‘unknowns’ Integrity Requirement
  14. 14. Performance Requirement PERFORMANCE “The ability of an asset to perform to meet business need” Passenger centric, ensure flow is not compromised Focused on understanding the asset availability & subsequent contingency requirements established by the Asset Steward
  15. 15. CONDITION “The probability that performance will be maintained into the future” Cost/Performance/Integrity centric Focused on monitoring performance/integrity against cost effectiveness, when is best to refurbish or replace? Condition Requirement
  16. 16. Our Assets In- Service or Being Developed @Gatwick ASPs 12-16: Manage: Permits, Change Control, Safety Records, Design, Abuse PLAN: Identify Asset Groups & Priorities DO: Set-up Whole Life Operational & Maintenance Profile for Assets CHECK: Weekly: Value Improvement Meetings & Annual Asset Stewardship Reviews ACT: Update the Asset Management Plan Remove End of Life Assets ASP1: New Assets ASPs 2-9: Identify assets Assess Criticality Set Performance Requirements Develop Whole Life Plans Set Operating Protocols Develop Contingency Plans Assign Resources Do the Maintenance ASPs 10, 11 & 17: Measure Performance Check Maintenance Work Completion Asset Governance Review ASP18: Update Asset Replacement Plan Legacy Assets ASP19: Asset Stewardship Compliance Reviews
  17. 17. Value Lifecycle Model Objective Handover and integration in asset useful life phase minimising early failures Development cycle starts again in useful life phase maximising asset value, minimising whole life costs 0 + + FailureRate Time Review
  18. 18. 24 April, 2014 Leadership Event Introduction to ITIL
  19. 19. ITIL Fundamentals • ITIL is the acronym given to the ‘Information Technology Infrastructure Library’. • Details of ITIL can be found here • • brary • ITIL is a set of best-practice publications for IT Service Management which was created by the UK Government's Central Computer and Telecommunications Agency (CCTA) and released in 1989 (v1). • The acronym ITIL is currently a registered trademark of the United Kingdom's Cabinet Office. • The current version was released in 2011 (v2). • Gatwick Airport have adopted the ITIL framework for all our IT assets and this was deliberately excluded from our PAS55 scope.
  20. 20. ITIL Overview ITIL is an Approach/Framework for IT Service Management based around applying a service lifecycle methodology through five ‘guiding’ phases including: • Service Strategy: Provides guidance for developing abilities that enable the organisation to function in a more strategic manner. • Service Design: Guidance focuses on creating service integrity through the design and development of services and serviced management practices in a holistic, consistent, and effective manner. • Service Transition: Aids in developing and improving capabilities for effectively and efficiently transitioning new or changed services into operation, while controlling risks associated with a failure or disruption. • Service Operation: Guidance for the day-to-day processes required for the delivery and management of services. • Continual Service Improvement: Guidance aimed at the evaluation and improvement of the quality of services, processes and the Service Lifecycle.
  21. 21. ITIL Service Lifecycle Model ITILService Strategy Service Transition Continual Service Improvement The diagram below shows the relationships between the ITIL service lifecycle phases. Similarly to PAS 55, ITIL also incorporates the use of the PDCA approach where: PLAN Design or revise processes that support the IT Services. DO Implement the plan and manage processes. CHECK Measure the processes and IT Services, compare with objectives and produce reports. ACT Plan and implement changes to improve the processes.
  22. 22. ITIL Training & Recommended Reading
  23. 23. 24 April, 2014 Leadership Event ITIL & PAS 55 Comparison
  24. 24. ITIL & PAS 55 Similarities & Differences • PAS 55 is a framework which you can be audited against to gain accreditation/certification & ITIL is a set of principles to be applied for achieving best practice in IT Service Management. • Another key differentiator is the focus on Processes by ITIL and focus on Assets in PAS 55. • The five phases of the ITIL lifecycle are made up of around thirty individual processes which joined together deliver the overall Service Lifecycle Process.
  25. 25. ITIL & PAS 55 Similarities & Differences • The ITIL objective is to deliver value through the optimization of these processes developing Capabilities & Resources providing value to customers in the form of services. ITILService Strategy Service Transition Continual Service Improvement • In contrast, PAS 55 is about the optimization of assets to deliver value to the business and asset management supports this by basing decisions on when is best (matching risk and cost) to replace the asset
  26. 26. Research Considerations • To incorporate GAL IT into the PAS 55 framework would mean that Gatwick IT would need to adopt the 28 aspects of the PAS 55 PDCA cycle and align its processes and procedures with those of the Gatwick Engineering Team. • On the contrary, if Gatwick Engineering want to adopt any principles from ITIL this would be possible as long as the 28 aspects of PAS 55 are still achieved.
  27. 27. Research Approach • Approach was to complete a full gap analysis using the PAS 55 self-assessment methodology (PAM) to specifically identify the levels of maturity to the 28 aspects of the PAS 55 Standard. • This would provide details of the specific gaps and therefore future requirements to align Gatwick IT with the current PAS 55 Certification.
  28. 28. Findings so Far…. Initial findings suggests there are some noticeable differences between the two approaches: 1. The ITIL framework does not require a clear line of sight between the business strategy and the assets in service and this is reflected in the low level of maturity for the IT asset management: policy, strategy, objectives and asset management plans. 2. However, the ITIL approach is service delivery centric so perhaps the link with the business strategy and subsequent objectives is assumed as inclusive and captured in supporting the requirements of the different functions that themselves are linked specifically to the overall business strategy and objectives (including the asset & maintenance management activities)?
  29. 29. Findings so Far…. • Perhaps offering a learning point for PAS 55 is the ability of the ITIL approach to manage the continual and frequent asset technological developments including software and hardware changes. • This was rated as the highest level of maturity in the PAM assessment for the management of change. • At Gatwick this process has also been further refined through the ITIL focus on continual service improvement aligning the management of change to the needs of the stakeholders at Gatwick on a very frequent basis.
  30. 30. Summary & Future Research • Overall there are lessons to be learned for both physical asset managers whose focus is on optimising the value adding contribution of their assets and for IT asset managers who focus on delivering a service to many stakeholders with many different requirements without fully appreciating the lifecycle risks of their assets. • Future research should look to quantify how the service delivery focus of ITIL can be better incorporated into the physical asset management focus of PAS 55 to deliver best practice levels of asset service levels balanced against optimised asset lifecycle costs.
  31. 31. Thank you for Listening Questions & Discussion Dr Paul Martin Gibbons FIET F-ISSP Fellow University of Bristol MIAM
  32. 32. TIL & PAS 55: Comparing an Information Technology Approach to Asset Management with PAS 55 Dr. Paul Gibbons, Asset Management Principal Gatwick Airport, UK ■ +971 4 407 2526 ■