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Robyn Keast - Australian Asset Management Collaborative Group - The need for a national, integrated asset management scheme

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Professor Robyn Keast, Executive Officer, Australian Asset Management Collaborative Group, Fellow, International Society of Engineering Asset Management delivered this presentation at the Asset …

Professor Robyn Keast, Executive Officer, Australian Asset Management Collaborative Group, Fellow, International Society of Engineering Asset Management delivered this presentation at the Asset Management and Maintenance Conference. This conference addressed the effective maintenance strategies for a variety of private and public assets.

Find out more at http://www. Informa.com.au/assetmgmt2013

Published in: Business, Technology

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  • 1. Integrated  Asset  Management   Asset  Management  &  Maintenance  Conference    -­‐    4  December  2013             Professor  Robyn  Keast   Southern  Cross  Business  School     Chair:  CollaboraDve  Research  Network:  Policy  &  Planning  for  Regional  Sustainability    
  • 2. Introduc1on       •  EsDmated  600B$+  built  assets   –  Geographically  dispersed  &  populaDon  sparse       –  Crucial  for  the  naDon  to  funcDon     –  Replacement  is  expensive    &  major  undertaking   –  Exacerbated  by  extreme  climaDc  condiDons   –  Not  widely  planned  or  budgeted  for       •  Strategic  management  required     –  Demands  integraDon!  
  • 3. Other  challenges  &  issues     •  Asset  service  organisa1ons  deal  with   –  –  –  –  –  –  –    Resource  scarcity   Degrading  environments   Climate  change  adaptaDon     Sustainability  requirements   More  stringent  regulaDons     A  greater  reliance  on  a  mulD-­‐agency  delivery  model   Internally  dispersed  units  &  processes   •  Other  factors     –  –  –  –    More  sophisDcated  ciDzens     Changing  demographics       Government  budgets  increasingly  restrained     Technological  advances  –  human  errors!     •  Calls  for  internal  &  external  organisa1onal  /systems  integra1on    
  • 4. Integra1on       •  Refers  to  the  combinaDon  of  parts  so  that  they   work  together  or  form  a  whole     •  BUT  :   –  Different  levels   –  Different  types   –  Different  foci   –  Different  approaches    
  • 5. Integra1on:  Big  Picture    
  • 6. Integrated  Framework    
  • 7. AM  NetworX:       Network  Analysis The  processes  of  the  ISAM  framework  are  presented  here  as  a  network  map     •  Each  node  represents  a  coordinator  for  each  of  the     funcDons  of  asset  management   •  The  Des  between  the  nodes  are  the  relaDonships    that  must  exist  for  efficient  service  delivery   •  The  network  map  provides  a  blueprint  for  an   ‘ideal’  model  for  organisaDons  to  use  in     strategic  asset  management   •  The  aim  is  to  structure  organisaDonal  charts  and   and  processes  in  the  most  efficient  manner     possible  for  service  delivery  
  • 8.   Diagnos1c  -­‐  Incomplete  networks •  Asset   management   is   an   extended   process   that   covers   the  life  of  the  asset.       •  OrganisaDons   with   assets   in   t h e   e a r l y   s t a g e s   o f   development   may   not   have   idenDfied   all   of   the   necessary   people   responsible   for   later   funcDons.   •  In   this   instance   the   strategic   p l a n n i n g   f u n c D o n s   a r e   undefined,   as   are   the   service   delivery   and   evaluaDon   funcDons.  
  • 9. Diagnos1c  -­‐  Missing  links   •  Those  networks  that  are   not  fully  integrated,   where  the  different   funcDons  are  not   connected,  will  be   missing  the  links  between   them.   •  The  links  between   “AcquisiDons  Planning”   and  both  “OperaDons   Planning”  and   “Maintenance”  in  the  top   right  hand  corner  are   missing.   •  The  lack  of  these   connecDons  make  it   harder  for  these   funcDons  to  co-­‐ordinate   or  share  informaDon.  
  • 10.   Asset  Governance  &  Management  through  the  ISAM  Guide
  • 11. Integrated  Strategic  Asset  Management:     One  Guide  
  • 12. Framework  Components     Environmental  Factors   •  Environment  affects  assets,  their   funcDons  and  their  safety   •  Risk  management  provides   adequate  responses   •  Sustainable  management  reduces   the  ecological  footprint   Community  Needs  and   ExpectaDons   •  A  key  to  understand  the  needs  for   assets  and  services   •  CriDcal  acDvity:  stakeholder   management  
  • 13. Framework  Components     Whole-­‐of-­‐Government  Policy   Framework   §  Whole-­‐of-­‐Government  Policy   •  Use  government  resources  to  make   decisions   and   prioriDse   services   to   meet   community   needs   and   expectaDons     §  Whole-­‐of-­‐Government  Model   •  •  •  •  Provides  overall  direcDon  for   Asset  Management   Gives  effect  to  government  policy   decisions   Improves  consistency  and  control     Provides  cost  effecDve  and   efficient  service  delivery     OrganisaDonal  Strategic   Management   §  Gives  effect  to  whole-­‐of-­‐government   policy   §  Involves  an  understanding  of   governance,  corporate  policy  and   corporate  objecDves  
  • 14. Framework  Components     Service  Delivery  TacDcal  and   OperaDonal  Planning   Service  Delivery  Strategic  Planning   •  •  •  •  Provides  high  value  service   delivery  outcomes     Considers  sustainability   principles     Is  guided  by  asset   management  policy  and   objecDves     Is  implemented  through  asset   management    strategy     •  •  ImplementaDon  of  an   organisaDon’s  asset   management  strategy   AcquisiDon,  OperaDons,   Maintenance  and  Disposal  plans  
  • 15. Framework  Components     EvaluaDon   Service Delivery •  •  CreaDon,  maintenance,   renewal,  upgrade  and  disposal   of  the  assets   Clear  assignment  of   responsibility  and   accountability   •  •  Measuring  asset  performance   ReporDng   •  •  Reviewing   AudiDng    
  • 16. Framework  Components   •    Knowledge  Management §  Underpins  the  capacity  to  develop   new  ways  of  creaDve  responses   OrganisaDonal  Management   §  OpDmises  service  and  asset   management  outcomes  through:     §  Improves  decision  making     •  Leadership     §  Increases  producDvity     •  Change  management     §  Knowledge  management  tools:   •  Asset  Register   •  OrganisaDonal  competencies   and  skills     •  Asset  Data     •  Asset  management  culture  
  • 17. So  –  integrated  –  or  not?     Keast,  June  2012  
  • 18. Capability  Maturity  Model  
  • 19. Asset  Management  Cultures   •  •  It  is  important  to  understand   Asset  Management  cultures   to  improve  performance     The  output  is  a  diagram  of   the  compeDng  demands   within  asset  management   organisaDons  
  • 20. AM  NetworX:       Network  Analysis The  processes  of  the  ISAM  framework  are  presented  here  as  a  network  map     •  Each  node  represents  a  coordinator  for  each  of  the     funcDons  of  asset  management   •  The  Des  between  the  nodes  are  the  relaDonships    that  must  exist  for  efficient  service  delivery   •  The  network  map  provides  a  blueprint  for  an   ‘ideal’  model  for  organisaDons  to  use  in     strategic  asset  management   •  The  aim  is  to  structure  organisaDonal  charts  and   and  processes  in  the  most  efficient  manner     possible  for  service  delivery  
  • 21. Why  internal  integra1on?       •  IntegraDng  experDse  with  an  holisDc  approach  to  maximize  value  for  the  life   of  your  assets.   •  Asset  (&  other  personnel)  work  concurrently  to  idenDfy  and  resolve  conflicts   that  could  add  cost  or  impair  producDvity.     •  Enables  the  exploitaDon  of  synergies  that  add  efficiency,  boost  output,  and   extend  the  economic  life  of  the  asset.     •  With  integrated  models,  you  have  access  to  informaDon  that  reduces  cross-­‐ disciplinary  uncertainDes  and  miDgates  the  need  for  correcDve  reacDons.   •  A  well  designed  integrated  asset  management  system  will  contribute   significantly  to  business  profitability.   •  Costs  of  creaDng  &  maintaining  an  integrated  approach  is  typically  less  than   potenDal  losses    
  • 22. Why  na1onal?   •  Vast  naDon  –  geographically  dispersed  assets  &   populaDons     •  To  sustain  &  genuinely  advance  producDvity,  growth  &   well-­‐being     –  Harness  &  leverage  all  resources  ,  including  those   geographically  dispersed  &  populaDon  sparse   –  Limit      
  • 23. Going  forward   •  CondiDons  in  contemporary  society  call  for  integraDon   of  assets       •  All  levels  –  especially  within  organisaDons  /  service   systems   •  Strategic  &  deliberate   –  Does  not  happen  by  magic  &  requires       •  New  approaches,  tools  and  processes   •  Dexterous  management  &  dispersed  leadership    

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