Managing Asset Management

289 views
258 views

Published on

0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
289
On SlideShare
0
From Embeds
0
Number of Embeds
2
Actions
Shares
0
Downloads
5
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Managing Asset Management

  1. 1. Managing Asset Management
  2. 2. Organizations <ul><li>Michigan DOT </li></ul><ul><li>Portland DOT </li></ul><ul><li>PennDOT </li></ul><ul><li>OhioDOT </li></ul><ul><li>CalTrans </li></ul><ul><li>FHWA </li></ul>
  3. 3. Michigan DOT Asset Management Council <ul><li>An Asset Management Council was legislatively mandated in 2002 and </li></ul><ul><li>appointed by the State Transportation Committee that answers directly </li></ul><ul><li>to Legislature and Commission. </li></ul><ul><li>MDOT’s Asset Management Program provides administrative support to the Asset Management Council </li></ul><ul><li>A 10 member council – includes individuals representing state, city, county, township and planning agencies </li></ul><ul><li>Management system asset owners operate in a cooperative agreement with the Asset Mgmt. Council to provide data needed to determine and report conditions and develop strategies for Michigan’s highways </li></ul>
  4. 4. City of Portland Transportation Office <ul><li>Asset management was implemented as part of their work system </li></ul><ul><li>management (Maximo) project at a cost of 4 million +. </li></ul><ul><li>Implementation timeframe of approximately 2 years. AM is integrated </li></ul><ul><li>into day–to–day operations. </li></ul><ul><li>Estimated 3-4 FTE to maintain asset inventories </li></ul><ul><li>Initial inventories were captured with 3 FTE positions </li></ul><ul><li>Augmented with 6-8 part-time summer interns performing field verification of inventories </li></ul><ul><li>10 individuals will maintain asset inventories alongside other responsibilities </li></ul><ul><li>Asset Managers – AM trained then assigned back to their current asset responsibilities </li></ul><ul><li>Asset Teams – engineers, maintenance supervisors, planners, financial staff assigned to analyze and identify needs </li></ul>
  5. 5. PennDOT Bureau of Design <ul><li>Adopted an Information Technology Strategic Plan that included the </li></ul><ul><li>integration of existing management systems. PennDot began with </li></ul><ul><li>comprehensive long-term plans, and defined performance measures. </li></ul><ul><li>PennDOT views AM as a process not a program </li></ul><ul><li>Focusing on assets where foundation efforts have been initated and are underway (e.g. pavement, bridge and maintenance) </li></ul><ul><li>PennDot’s initial vision was that outside an AM manager/coordinator, the bulk of the AM staff will remain within their individual asset management systems </li></ul><ul><li>Recommends an AM coordination committee made-up of deputy secretaries of highway; planning, and administration to ensure that high priority is given to the initiative </li></ul><ul><li>In addition recommends the establishment of a full-time career professional position to lead the effort and provide consistency </li></ul>
  6. 6. Ohio DOT Systems Analysis Planning <ul><li>Original multi-year plans for an AM integration automation system were </li></ul><ul><li>developed using historical inventory condition data. ODOT Asset </li></ul><ul><li>management is decentralized and had become part of the normal </li></ul><ul><li>planning duties. </li></ul><ul><li>Data collection is performed in conjunction with other activities normally required </li></ul><ul><li>Each of their 12 districts has a work plan coordinator who performs AM tasks </li></ul><ul><li>One person is dedicated to perform quality assurance and coordinates activities </li></ul><ul><li>Annually each of the 12 districts forms work groups from Planning, Production, Finance and Highway Management to modify and develop work plans prior to each fiscal year </li></ul>
  7. 7. California DOT Maintenance Division <ul><li>The Maintenance Division manages the asset management budget. </li></ul><ul><li>Budget most directly related to the asset management system is for </li></ul><ul><li>professional consultant services and personal services dollars for all </li></ul><ul><li>office staff. </li></ul><ul><li>Requires approximately 6 FTE and 4 part-time maintenance staff for system management and ongoing training </li></ul><ul><li>5 dedicated IT staff to fulfill Integrated Maintenance Management System (IMMS) system development and 4 part-time IT staff to administer the software and hardware </li></ul>
  8. 8. <ul><li>The staff of the Office of Asset Management comes from a variety of </li></ul><ul><li>backgrounds, including economics, management, planning, policy, </li></ul><ul><li>pavement engineering, and bridge engineering, and each member has </li></ul><ul><li>a place on one of three teams that make up the new office: </li></ul><ul><li>The Construction and System Preservation Team </li></ul><ul><li>The System Management and Monitoring Team </li></ul><ul><li>The Evaluation and Economic Investment Team </li></ul><ul><li>All three teams report to a management council made up of the </li></ul><ul><li>director and team leaders. The management council focuses on the </li></ul><ul><li>three tracks of the office's performance plan. </li></ul>FHWA Office of Asset Management
  9. 9. Common throughout… <ul><li>Executive Leadership & Support </li></ul><ul><li>Agency Coordination & Communication </li></ul><ul><li>Implementation Plans </li></ul><ul><li>Links to Plans and Processes </li></ul><ul><li>Customer Focus </li></ul><ul><li>Staff Resource Allocation </li></ul><ul><li>Identified Funding Resources </li></ul><ul><li>Development of AM Tools and Data Processes </li></ul><ul><li>Quality Data </li></ul><ul><li>System Performance Expectations </li></ul>

×