Impediments for implementing a sound asset management system rev 2
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The State of Good Repair Summit hosted by Rutgers’ Center for Advanced Infrastructure and Transportation provided an opportunity for the exchange of “perspectives” on asset management. This is ...
The State of Good Repair Summit hosted by Rutgers’ Center for Advanced Infrastructure and Transportation provided an opportunity for the exchange of “perspectives” on asset management. This is the perspective of a provider of a comprehensive range of asset management services to a broad cross section of industries including most recently a growing focus on infrastructure asset management driven by a role in planning, designing, building, financing, operating and maintaining road and rail systems delivered under a Public Private Partnership model. Under PPP’s we assume many of the life cycle roles and responsibilities traditionally solely within the purview of the public sector.
We are seeing a convergence across all the markets we serve towards a more holistic, life cycle approach to capital asset portfolio design, initial delivery and the balance of a cradle to grave life cycle. Importantly, we see this perspective encompassing all three of the bottom lines comprising the Triple Bottom Line we associate with sustainability. The introduction of this broadened perspective is starting to shift life cycle considerations from a good business practice to a significant business imperative.
One other dimension is a system performance dimension that manifests itself as business continuity in the private sector but is more closely akin to resilience in public, and for that matter, privately owned infrastructure.
The paper focuses on five questions:
1. What is asset management?
2. What are the characteristics of a sound asset management system?
3. What impediments or obstacles exist with respect to achieving its strategic intent?
4. What are the tactical challenges that exist?
5. How do we define and achieve success?
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