RIMS Project Update - Road Asset Management Information System Best Practice Guide


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RIMS Forum - 20 March 2013
Ken Mitchell - Opus

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RIMS Project Update - Road Asset Management Information System Best Practice Guide

  1. 1. RIMS Conference 2013Road Asset ManagementInformation Systems (RAMIS)Good Practice GuidelineProject Update Opus International Consultants Presenter: Ken Mitchell RIMS Conference March 2013
  2. 2. The Project: You asked for it! The Start: the 2011 RIMS meeting where several key tasks were formulated in the workshops and RIMS objectives prioritised. RIMS Group 2012 RFP for a Road Asset Information Systems “Good Practice” Guideline was competitively bid and awarded to the Opus team of  Gregg Morrow  Royce Greaves  Tim Cross  Ken Mitchell RIMS Conference March 2013
  3. 3. What Does Good Practice Mean? Good appropriate practice considers  the organisation’s needs  tailors an approach that is ‘fit for purpose’;  accordingly the AM Practice itself is optimised. The IIMM represents a toolbox of good practice,  the extent of use should be determined by an organisation to ensure its approach is suitably robust without ‘overshooting’ and investing in AM practices that provide little benefit. (Source: Waugh & Holland 2012; Road Maintenance Task Force Better Asset Management, Planning and Delivery) RIMS Conference March 2013
  4. 4. What did RIMS want in the Guideline? A focus on developing and implementing Road Asset Management Information Systems (RAMIS) that meet organisational business requirements. Purposely “good practice” guidelines to emphasise practical, rational and affordable decisions on a RAMIS A need to reflect the business realities and operational nature of different organisations, not a technically perfect and probably unaffordable system implementation Support quality, changes in technology and systems. Bring together current practice − A-Spec, Austroads, Spatial, International development RIMS Conference March 2013
  5. 5. What is included in the Guidelines What it is: taking the reader through the process of identifying the outcomes they require, and the data and processes required to achieve those outcomes using an RAMIS. What it isn’t: Guidance on the particular software tools available. Who is it for: The guidelines are for road asset and operations managers. Functions and processes are described in end-user terms rather than formal IT processes.Some thing for everyone! RIMS Conference March 2013
  6. 6. Guideline Structure Water Asset Management Information Systems Guideline as a template. − Introduction − Specifying Functional Requirements − Selecting, Reviewing, Implementing a RAMIS For each AM Area − Specifying user requirements − Defining appropriate practice − Outputs and data requirements − Other issues to consider RIMS Conference March 2013
  7. 7. Typical Structure- Example The Asset Register  Specifying user requirements  Defining “Appropriate” practice  Outputs and data requirements  Other things to consider − Hierarchy and Data Aggregation − Data Collection − Locating assets in the field − Data standards − Location referencing management systems (LRMS) RIMS Conference March 2013
  8. 8. Typical Structure- Example 2 Condition Monitoring  Specifying user requirements  Defining appropriate practice  Outputs and data requirements  Other issues to consider − The condition grading approach − Condition information captured during maintenance work − Importance of consistency and accuracy regarding condition data − Representative sampling − Survey frequency: dynamic vs. inert assets RIMS Conference March 2013
  9. 9. Practical RAMIS Guidance Ability to determine what are the most appropriate functional requirements for an organisation. Clear definition of specific user requirements in terms of how outputs are delivered Detailing of data inputs required to achieve those outputs utilising the AT-Database Operations Manual work What essential outputs can/should be expected from a RAMIS (e.g. accurate asset value, asset condition reports, optimal time to renew an asset, KPI reports, etc.) Risk Management Implementation of change RIMS Conference March 2013
  10. 10. Practical Guidance 2 the processes that need to be in place to capture that data to the required level of accuracy. the people and skills sets required to implement and maintain an effective RAMIS The organisational commitment and ownership RIMS Conference March 2013
  11. 11. How do we know where we are in the Process? BC Asset Management Building Blocks: Roadmap http://www.civicinfo.bc.ca/Library/Asset_ Management/AM_Roadmap/Guide_for_u sing_the_Roadmap%20--AMBC-- Sept_23_2011.pdf RIMS Conference March 2013
  12. 12. Advanced Levels of AM Practice: Core Good Core Core Practice:  This is the level that all road controlling authorities should expect to achieve (and are likely to be currently at as a minimum)  The minimum data and processes that are likely to be able to deliver legislative compliance.  Core practice requires a reliable asset register with sufficient data to enable revaluations in accordance with Financial Reporting Standards.  Some basic condition and performance monitoring is expected to be in place for some assets. RIMS Conference March 2013
  13. 13. Advanced Levels of AM Practice: Good Good Core Good Practice:  This is the level that most authorities should see as the minimum threshold and the level that smaller organisations may strive for as an appropriate goal.  Capturing reliable asset information during maintenance activities,  Ability to report performance against reliability and response KPIs,  Critical assets recorded and renewal forecasts based on condition and performance history. RIMS Conference March 2013
  14. 14. Advanced Levels of AM Practice: Advanced Good Core Advanced Practice:  All Core and Good functions  This is the level that complex authorities with higher value or high risk assets should be striving for,  For less complex authorities that have particular needs.  Advanced practices include applications that facilitate optimized decisions on maintenance and renewal for all asset types. RIMS Conference March 2013
  15. 15. The “System” Myth “Funding is to Improve Road Infrastructure Not to Make Decisions “ The range of cost, quality, complexity and utility of “systems” is very wide.  “Systems” are often seen as the panacea of all problems  The reality is that the core components of an effective RAMIS are: − clearly understand and well defined business, asset and operational processes, − skilled staff − corporate ownership  Systems need to be effective for their business setting RIMS Conference March 2013
  16. 16. The essential components RIMS Conference March 2013
  17. 17. Already have a system? Is it still fit for purpose?  Does it support your business need? − ROMAN 1 to 2: User Experience  The guideline can help The guideline covers essential implementation processes  Systems Requirements Definition  IT Governance − IT Governance focusses on driving business value from IT investment by applying policy, process and philosophy for the good of organisations. This should not be mistaken for IT Management. RIMS Conference March 2013
  18. 18. Planning a RAMIS Essential Analysis: If we are considering RAMIS investment:  Strategically, How can we make sure that we will do the right things?  Architecturally, How can we make sure that we are doing the right things, in the right way?  Delivery, How can we make sure that we are getting things done well?  Value, How can we make sure that we get the benefits? RIMS Conference March 2013
  19. 19. IT investment drivers: Business Strategy-Organisational technology goals and direction Business Architecture-  The quality and type of interfacing equipment  Any overarching service provision agreements and related business rules Business Delivery-Long term technical skill requirements. Training/certification needs for staff. Business Value-Customer Satisfaction, Productivity KPIs, Financials RIMS Conference March 2013
  20. 20. Looking at Systems Getting Started – Roles and Responsibilities − Who is running the project? − Contractor/Vendor/In house Information Systems Structures − Shared Services- Case Study NZ Shared Service Example: BOPLASS GIS (Bay of Plenty Local Authority Shared Services) Integration Approaches − RAMIS interfaced with key corporate systems − ERP Systems/Data Warehouse Approach/Cloud Services − Spreadsheets and Databases RIMS Conference March 2013
  21. 21. Timeline:  Current State: Review Draft with RIMS for Review  Final Feedback: SOON  Final Version: May 2013 Target  Publication: Late 2013?? RIMS Conference March 2013
  22. 22. The 7 Deadly Sins of Pavement Management Sin Salvation 1: People Forget The Purpose Of The Clearly define system objectives and then continue to test on-going development needs against these originalBennett & Parkman 2011 : System objectives.THE SEVEN DEADLY SINS OFPAVEMENT MANAGEMENT Only use complex optimisation routines if all other factors 2: Nobody Understands How You such as model calibration, input data and assumptions areConclusions This paper has Reached Your Conclusions accurate. Outside of these conditions (very unusual), it isshared some objectionable better to produce outputs which are understandable to the engineer and able to be overlain with their ownvices that have arisen in the experience and judgment in making decisions for theRMS community. These network.sins—and the accompanying 3: Nobody Understands What You Are Implementers and managers of systems should spendpath to salvation—are more time developing a language and set of terminologysummarized below. Let’s keep Talking About which is widely understood by non-engineering managers.them in mind as we move 4: Too Much Effort for a Conceptually Systems should not require significant setup and runtimeforward with developing, for each analysis - they need to be able to respond quicklyimplementing and refining Straightforward Business Decision to questions from management. Simpler systems whichRMS’. It will help our overall may be less theoretically robust but which alloweffectiveness and ensure that numerous scenarios to be tested in a short timeframe arewe are seen as important preferable.contributors to the decision 5: Has Little Impact on the Overall Keep things in perspective by not inflating the overall importance of the RMS in the planning process, andmaking process in road Business investing large amounts in issues like data collection andagencies. the analysis process. It is likely that 80% or more of thehttp://www.lpcb.org/index.php/compone budget may not influenced by the RMS.nt/docman/doc_download/25015-2011- 6: Drowning in a Sea of Data Collect the least amount of data needed to feed the RMS.seven-deadly-sins-of-pavement-management-systems?Itemid= Don’t get seduced by the latest and greatest technologies! 7: Funding is to Improve Road Never, ever forget that the RMS is there so serve the decision making process. As such, you need to establish Infrastructure Not to Make Decisions cost effective data collection and RMS operations. RIMS Conference March 2013
  23. 23. Thank YouAnd Now …. RIMS Conference March 2013