This document provides a summary of the MTA's strategic asset management plan. The plan outlines five integrated strategies to help the MTA achieve asset management excellence by 2020: 1) aligning strategic direction and decision making, 2) improving network and asset planning and performance, 3) enhancing asset maintenance, reliability and project delivery, 4) developing better asset information strategies and systems, and 5) strengthening asset management capabilities and culture. The plan establishes goals and performance metrics to guide asset management decisions across the MTA's agencies over multiple planning horizons. The goal is to implement ISO 55001-compliant practices to optimize asset value and performance through improved planning, decision making, and risk management.
Gap Analysis PowerPoint Presentation Slides SlideTeam
Assess your organizational present and future state using content-ready Gap Analysis PowerPoint Presentation Slides. Gap evaluation can be used by project managers and process improvement teams to ensure that the business requirements are being met. It also helps in allocating the resources. Use ready-made gap analysis PPT templates to collect data on performance levels. Compare company’s goals against its current state and create a plan that showcases specific steps to fill the gaps between current and future state. Bridge the gap and reach your business objectives with the help of need analysis PowerPoint presentation slideshow. This deck is completely customizable. Edit color, text, icon and font size as per your need. Add your content and conduct gap analysis. Evaluate SWOT analysis and figure out the type of gap. Take necessary steps based on the type of gap to improve organizational performance. Grab this professionally designed ready-to-use gap analysis PPT slides to bridge the gap between current and future state. Highlight common interests with our Gap Analysis PowerPoint Presentation Slides. Establish connections that bind everyone.
Introducing Performance Management PowerPoint Presentation Slides showcasing the activities which help an organization to reach its goals. Each slide focuses on the strategies which are helpful in increasing the effectiveness of companies. Highlight the outcomes of productivity and profitability using our PPT slides. Also take into consideration factors such as job analysis, performance appraisal, professional development, staff ability, performance measurement, and behavior management. The presentation also helps you to examine employee interference, business statistics, organizational development, tracking performance expectations in order to attain your target. Describe your business mission and vision, objectives, planning, tasks, and more with ready made designs. Most importantly, let the employees be aware of the actions, policies, schemes and methods and how they can be appraised from that. Optimize your budget and collect a thorough understanding economics portal using these presentation templates. Demonstrate the working of integrated business planning with this ready to use Performance Management PPT. Our PT&s have a convincing effect. Designed to help your team believe n their goals. https://bit.ly/3hsa9Ez
This presentation was delivered as part of the corporate training that i conduct.
The sessions were for the project managers & Sr project managers, who are aspiring to be the program managers.
A business case is an argument, usually documented, that is intended to convince a decision maker to approve some kind of action. The document itself is sometimes referred to as a business case.
The document discusses project quality management. It defines quality and differentiates it from grade. Quality must be planned for, not just inspected for. Several quality management tools are described that can be used in the Plan Quality process, including cost-benefit analysis, cost of quality analysis, seven basic quality tools like histograms and control charts, benchmarking, design of experiments, and statistical sampling. The key benefit of quality planning is that it provides guidance on how quality will be managed and validated throughout the project.
Program management involves managing multiple related projects to improve organizational performance, while project management focuses on individual projects. The key differences are:
- Programs are ongoing while projects have defined endings. Programs are tied to organizational strategies and financial calendars.
- Program management requires more governance, financial management, and executive-level change management skills. Programs have broader scope than individual projects.
- Project managers focus on content like scope, schedule and resources, while program managers focus more on people, politics, and business objectives and strategies.
The document discusses the importance of benefits management for organizations and outlines best practices for developing business cases, measuring benefits, and ensuring benefits are realized. It notes that only 29% of projects are successful, highlighting the need for a benefits-led approach to improve outcomes. A key message is that benefits realization requires active management like any other business process.
Project Management Critical Success Factors. Why Do Projects Fails. Why deliveries are not on time. What are the factors which makes success. What are factors responsible for failures.
Gap Analysis PowerPoint Presentation Slides SlideTeam
Assess your organizational present and future state using content-ready Gap Analysis PowerPoint Presentation Slides. Gap evaluation can be used by project managers and process improvement teams to ensure that the business requirements are being met. It also helps in allocating the resources. Use ready-made gap analysis PPT templates to collect data on performance levels. Compare company’s goals against its current state and create a plan that showcases specific steps to fill the gaps between current and future state. Bridge the gap and reach your business objectives with the help of need analysis PowerPoint presentation slideshow. This deck is completely customizable. Edit color, text, icon and font size as per your need. Add your content and conduct gap analysis. Evaluate SWOT analysis and figure out the type of gap. Take necessary steps based on the type of gap to improve organizational performance. Grab this professionally designed ready-to-use gap analysis PPT slides to bridge the gap between current and future state. Highlight common interests with our Gap Analysis PowerPoint Presentation Slides. Establish connections that bind everyone.
Introducing Performance Management PowerPoint Presentation Slides showcasing the activities which help an organization to reach its goals. Each slide focuses on the strategies which are helpful in increasing the effectiveness of companies. Highlight the outcomes of productivity and profitability using our PPT slides. Also take into consideration factors such as job analysis, performance appraisal, professional development, staff ability, performance measurement, and behavior management. The presentation also helps you to examine employee interference, business statistics, organizational development, tracking performance expectations in order to attain your target. Describe your business mission and vision, objectives, planning, tasks, and more with ready made designs. Most importantly, let the employees be aware of the actions, policies, schemes and methods and how they can be appraised from that. Optimize your budget and collect a thorough understanding economics portal using these presentation templates. Demonstrate the working of integrated business planning with this ready to use Performance Management PPT. Our PT&s have a convincing effect. Designed to help your team believe n their goals. https://bit.ly/3hsa9Ez
This presentation was delivered as part of the corporate training that i conduct.
The sessions were for the project managers & Sr project managers, who are aspiring to be the program managers.
A business case is an argument, usually documented, that is intended to convince a decision maker to approve some kind of action. The document itself is sometimes referred to as a business case.
The document discusses project quality management. It defines quality and differentiates it from grade. Quality must be planned for, not just inspected for. Several quality management tools are described that can be used in the Plan Quality process, including cost-benefit analysis, cost of quality analysis, seven basic quality tools like histograms and control charts, benchmarking, design of experiments, and statistical sampling. The key benefit of quality planning is that it provides guidance on how quality will be managed and validated throughout the project.
Program management involves managing multiple related projects to improve organizational performance, while project management focuses on individual projects. The key differences are:
- Programs are ongoing while projects have defined endings. Programs are tied to organizational strategies and financial calendars.
- Program management requires more governance, financial management, and executive-level change management skills. Programs have broader scope than individual projects.
- Project managers focus on content like scope, schedule and resources, while program managers focus more on people, politics, and business objectives and strategies.
The document discusses the importance of benefits management for organizations and outlines best practices for developing business cases, measuring benefits, and ensuring benefits are realized. It notes that only 29% of projects are successful, highlighting the need for a benefits-led approach to improve outcomes. A key message is that benefits realization requires active management like any other business process.
Project Management Critical Success Factors. Why Do Projects Fails. Why deliveries are not on time. What are the factors which makes success. What are factors responsible for failures.
The document discusses asset management fundamentals and best practices for optimizing asset reliability and availability. It emphasizes that advanced asset management processes can provide the highest return on investment by optimizing operational costs, improving workforce productivity and safety, and enabling more informed decision making. It provides examples of how to track key performance indicators in an asset management system like IBM Maximo to optimize costs and reliability through metrics like labor utilization, asset utilization, equipment purchases, warranty recoveries, downtime, inventory needs, and material costs.
PCM - Project Cycle Management, Training on Evaluationrexcris
The document discusses key concepts in project evaluation including definitions of evaluation, the project cycle, when evaluations should occur, purposes of evaluations, and criteria for evaluating development assistance including relevance, efficiency, effectiveness, impact, and sustainability. It provides examples of questions to consider under each of the five evaluation criteria. The summary focuses on defining the five evaluation criteria - relevance, efficiency, effectiveness, impact, and sustainability.
The document provides a checklist for conducting a project health check to ensure projects are delivering value. It includes questions about the project scope, cost, schedule, staffing, systems, organization, communication, issue management, change control, risk management, quality management, procurement, contingency planning, benefits management, business processes, training, implementation, governance, documentation, and top management support. The questions are meant to evaluate whether key project elements and processes are defined, documented, being followed and delivering as intended.
Webinar | APM Best Practices - Effectively managing the safety lifecycleStork
Effectively managing the safety lifecycle requires teamwork between multiple disciplines, departments and companies, but it shouldn’t require multiple solutions. See how you can consolidate the entire safety lifecycle into a streamlined solution ensuring risk is reduced, instrumented systems are available and compliance requirements are met. The “cradle to grave” lifecycle approach that is enabled by the APM Safety work process provides visibility across the organization to what teams are doing, and how well their doing it.
In this third webinar in a series about APM, Stork, SOCAR Turkey and GE Digital share their insights on process safety best practices, from various perspectives: the process, the solution and the culture.
The document discusses integrated asset management and how it can help improve asset reliability through information management, operational efficiency, and compliance. It outlines challenges around asset downtime, data management, and maintenance. It then presents L&T Technology Services' solutions for integrated asset management including asset data management, remote monitoring, predictive analytics, and asset performance management to deliver benefits like increased uptime and reduced costs.
This document discusses project, program, and portfolio management processes and checklists. It addresses how a project management office, program management office, and portfolio management office can help organizations answer key questions around costs, redundancy, cross-functional alignment, change impact, and leveraging existing investments. It provides an overview of processes and frameworks for program and portfolio management including workshops, risk management, governance, and realizing business benefits. Checklists are also included for project initiation, planning, execution, control, and closure.
The document provides details about establishing a monitoring and evaluation (M&E) system for a water resources development project in Bangladesh. It discusses conducting a readiness assessment, agreeing on objectives and outcomes, selecting indicators and targets, and planning monitoring, data collection, analysis, and reporting. Key steps include establishing the M&E purpose, conducting a baseline study, developing an evaluation framework, and ensuring the necessary conditions and capacities are in place to support effective M&E.
This document discusses key aspects of project initiation and management. It describes stages of the project lifecycle including initiation, planning, implementation, assessment and closure. It outlines the roles of the initiating officer who documents the project requirements and objectives, and the project manager who is responsible for requirement analysis, project scoping, defining milestones and resource requirements. The project manager designs a lifecycle model to represent the project's phases and timeline to achieve the final objective. Milestones are identified to ensure progress and allow monitoring at the end of each phase.
Infrastructure Improvement PowerPoint Presentation Slides are specially-created for to showcase insights to improve operational infrastructure. Use this PowerPoint slideshow to demonstrate workplace infrastructure services as per your project requirements. Our PPT presentation is a fully custom virtual tool that highlights all the elements of asset management. Consolidate vital aspects like key technology trends in work infrastructure like urbanization, and diversification through our PowerPoint templates. Gripping data visualization tools of this PPT slideshow help you to explain sophisticated concepts like key drivers for infrastructure management. Similarly, KPI metrics and dashboard diagrams add a visual layer to your presentation. Communicate deterioration modeling, and inventory and condition assessment by the means of this company infrastructure PowerPoint theme. Outline core areas like cost, performance, contract and workflow management, and commissioning new facilities through our work infrastructure PPT deck. So, download now to build a crisp PPT presentation on improving organizational structure within minutes. Our Infrastructure Improvement PowerPoint Presentation Slides are explicit and effective. They combine clarity and concise expression. https://bit.ly/3jPhMCZ
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a collection of PowerPoint diagrams and templates used to convey 100 different business excellence frameworks comprising key strategy, marketing, sales, finance, operations, innovation, IT, technology management, leadership, organization, change and HR models.
The latest updates and additions include frameworks such as SHRM Competency Model, ISO 31000:2018 Risk Management, EFQM (2019), ITIL 4, COBIT 2019, PMBOK 6, Data Management Maturity (DMM) Model, IT4IT Reference Architecture (V2.1), TBM Taxonomy (V3.0) and TOGAF Standard (V9.2) among others.
The frameworks are organized into seven categories:
1. Strategy & Organization
2. Finance & Governance
3. Marketing & Sales
4. Operations, Supply Chain Management & Procurement
5. Innovation & Technology Management
6. Leadership, Change & HR
7. IT Management
Chapter 10 of ICT Project Management based on IOE Engineering syllabus. This chapter includes topic related to quality theories, quality planning, cost of quality and more on quality management of project. Provided by Project Management Sir of KU.
This document discusses key aspects of disaster recovery planning (DRP) fundamentals. It covers why DRP is needed, defining disaster scenarios, DRP perspectives and requirements, getting management buy-in, assessing organizational geography, and deciding on cold, warm or hot site approaches. It also outlines the roles of the DRP control group, committee and teams in disaster recovery management. The overall message is that with organizations' growing IT dependence, DRP must be taken seriously to ensure business survival.
Checklist Asset Management for educational purposes - ISO55000Cyrus Sorab
Thank you Martine van den Boomen for this nice checklist for ISO 55000 standards
"Dear all,
For fun and sharing: a checklist that (in my view) captures the highlights of the ISO 55000-series. This instrument allows for a quick assessment for compliance to the standard. It is a great tool for communication and education. Students like it. It can guide interviews. I prepared an English version on request and it would be waste not to share it. I hope you'll enjoy it and improve it.
https://lnkd.in/gkTw-ha"
Agile HR or Talent Management as we call it in Agile organizations turn the entire organization around. It’s employees centric, delivering value to the whole organization. At a glance, not much had changed. We still need to hire people, take care of people growth, do evaluations. Only the way we work changed significantly as the focus shifted to support the overall employee experience. Interested in what does that mean? Let me guide you through the change of mindset, practices, and tips on how to build the new Agile HR.
LO:
- Understand the fundamental need behind the Agile HR shift
- Be aware of how HR can help the organization to change the mindset
- Know what practices to avoid
- Get a number of useful practices to become your Agile HR journey
The document discusses key competencies, capabilities, and concepts for effectively managing programs and change. It covers linking programs and projects to strategy, different organization structures for programs, the roles of program and project managers, establishing a program life cycle and change management process, and the importance of governance, benefits management, and stakeholder management for program success.
An Introduction to Benefits Realization ManagementCraig Letavec
This presentation provides a practical overview of benefits realization management with a specific focus on practical steps to begin implementing benefits realization management as a business function.
This document provides information about an ISO 55000 Asset Management System Workshop hosted by the Life Cycle Institute. The 2-day workshop will provide an overview of the ISO 55000 standard and teach participants how to develop an asset management policy, strategy, and supporting objectives. The workshop is intended for managers who acquire, manage, operate, maintain or dispose of physical assets. Attendees will learn critical concepts for asset management and how to document asset management plans to create an ISO 55000 compliant framework.
The document discusses integrating Lean Six Sigma projects into an organization's strategy. It provides guidance on linking strategy to project selection, implementing a Lean Six Sigma program, and realizing benefits. Key elements discussed include establishing a vision and center of excellence, assessing process maturity, selecting the right projects aligned with strategic objectives, and tracking benefits. Roadmaps and templates are presented for Lean projects, Kaizen events, and the DMAIC process.
Monitoring is the continuous collection of data and information on specified indicators to assess the implementation of a development intervention in relation to activity schedules and expenditure of allocated funds, and progress and achievements in relation to its intended outcome.
Evaluation is the periodic assessment of the design implementation, outcome, and impact of a development intervention. It should assess the relevance and achievement of the intended outcome, and implementation performance in terms of effectiveness and efficiency, and the nature, distribution, and sustainability of impact.
Transit Asset Management BART - MTA NYC Transit Peer to Peer ExchangeMichael Salvato
- This document summarizes a peer exchange webinar between BART and MTA NYC Transit on their transit asset management programs.
- Both agencies are undertaking asset management improvement programs to optimize decisions and reduce lifecycle costs while maintaining safety, reliability and performance with limited resources.
- BART has implemented an asset management program while MTA is in the planning stages. The webinar discussed their experiences and challenges in developing holistic asset management strategies and processes.
- Implementing asset management requires transforming from functional-focused to integrated approaches across the organization using strategies, processes, information systems and governance.
This document discusses the need for improved asset management at the MTA through better data definition and information systems. It outlines how the MTA's assets are aging and require significant capital funding to maintain, and how improved data and asset management systems can help optimize investments, improve performance and risk management, and reduce lifecycle costs. The document proposes establishing common asset data definitions, registries, and an enterprise asset management system to integrate asset information across departments and agencies for improved planning, maintenance, and decision making.
The document discusses asset management fundamentals and best practices for optimizing asset reliability and availability. It emphasizes that advanced asset management processes can provide the highest return on investment by optimizing operational costs, improving workforce productivity and safety, and enabling more informed decision making. It provides examples of how to track key performance indicators in an asset management system like IBM Maximo to optimize costs and reliability through metrics like labor utilization, asset utilization, equipment purchases, warranty recoveries, downtime, inventory needs, and material costs.
PCM - Project Cycle Management, Training on Evaluationrexcris
The document discusses key concepts in project evaluation including definitions of evaluation, the project cycle, when evaluations should occur, purposes of evaluations, and criteria for evaluating development assistance including relevance, efficiency, effectiveness, impact, and sustainability. It provides examples of questions to consider under each of the five evaluation criteria. The summary focuses on defining the five evaluation criteria - relevance, efficiency, effectiveness, impact, and sustainability.
The document provides a checklist for conducting a project health check to ensure projects are delivering value. It includes questions about the project scope, cost, schedule, staffing, systems, organization, communication, issue management, change control, risk management, quality management, procurement, contingency planning, benefits management, business processes, training, implementation, governance, documentation, and top management support. The questions are meant to evaluate whether key project elements and processes are defined, documented, being followed and delivering as intended.
Webinar | APM Best Practices - Effectively managing the safety lifecycleStork
Effectively managing the safety lifecycle requires teamwork between multiple disciplines, departments and companies, but it shouldn’t require multiple solutions. See how you can consolidate the entire safety lifecycle into a streamlined solution ensuring risk is reduced, instrumented systems are available and compliance requirements are met. The “cradle to grave” lifecycle approach that is enabled by the APM Safety work process provides visibility across the organization to what teams are doing, and how well their doing it.
In this third webinar in a series about APM, Stork, SOCAR Turkey and GE Digital share their insights on process safety best practices, from various perspectives: the process, the solution and the culture.
The document discusses integrated asset management and how it can help improve asset reliability through information management, operational efficiency, and compliance. It outlines challenges around asset downtime, data management, and maintenance. It then presents L&T Technology Services' solutions for integrated asset management including asset data management, remote monitoring, predictive analytics, and asset performance management to deliver benefits like increased uptime and reduced costs.
This document discusses project, program, and portfolio management processes and checklists. It addresses how a project management office, program management office, and portfolio management office can help organizations answer key questions around costs, redundancy, cross-functional alignment, change impact, and leveraging existing investments. It provides an overview of processes and frameworks for program and portfolio management including workshops, risk management, governance, and realizing business benefits. Checklists are also included for project initiation, planning, execution, control, and closure.
The document provides details about establishing a monitoring and evaluation (M&E) system for a water resources development project in Bangladesh. It discusses conducting a readiness assessment, agreeing on objectives and outcomes, selecting indicators and targets, and planning monitoring, data collection, analysis, and reporting. Key steps include establishing the M&E purpose, conducting a baseline study, developing an evaluation framework, and ensuring the necessary conditions and capacities are in place to support effective M&E.
This document discusses key aspects of project initiation and management. It describes stages of the project lifecycle including initiation, planning, implementation, assessment and closure. It outlines the roles of the initiating officer who documents the project requirements and objectives, and the project manager who is responsible for requirement analysis, project scoping, defining milestones and resource requirements. The project manager designs a lifecycle model to represent the project's phases and timeline to achieve the final objective. Milestones are identified to ensure progress and allow monitoring at the end of each phase.
Infrastructure Improvement PowerPoint Presentation Slides are specially-created for to showcase insights to improve operational infrastructure. Use this PowerPoint slideshow to demonstrate workplace infrastructure services as per your project requirements. Our PPT presentation is a fully custom virtual tool that highlights all the elements of asset management. Consolidate vital aspects like key technology trends in work infrastructure like urbanization, and diversification through our PowerPoint templates. Gripping data visualization tools of this PPT slideshow help you to explain sophisticated concepts like key drivers for infrastructure management. Similarly, KPI metrics and dashboard diagrams add a visual layer to your presentation. Communicate deterioration modeling, and inventory and condition assessment by the means of this company infrastructure PowerPoint theme. Outline core areas like cost, performance, contract and workflow management, and commissioning new facilities through our work infrastructure PPT deck. So, download now to build a crisp PPT presentation on improving organizational structure within minutes. Our Infrastructure Improvement PowerPoint Presentation Slides are explicit and effective. They combine clarity and concise expression. https://bit.ly/3jPhMCZ
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a collection of PowerPoint diagrams and templates used to convey 100 different business excellence frameworks comprising key strategy, marketing, sales, finance, operations, innovation, IT, technology management, leadership, organization, change and HR models.
The latest updates and additions include frameworks such as SHRM Competency Model, ISO 31000:2018 Risk Management, EFQM (2019), ITIL 4, COBIT 2019, PMBOK 6, Data Management Maturity (DMM) Model, IT4IT Reference Architecture (V2.1), TBM Taxonomy (V3.0) and TOGAF Standard (V9.2) among others.
The frameworks are organized into seven categories:
1. Strategy & Organization
2. Finance & Governance
3. Marketing & Sales
4. Operations, Supply Chain Management & Procurement
5. Innovation & Technology Management
6. Leadership, Change & HR
7. IT Management
Chapter 10 of ICT Project Management based on IOE Engineering syllabus. This chapter includes topic related to quality theories, quality planning, cost of quality and more on quality management of project. Provided by Project Management Sir of KU.
This document discusses key aspects of disaster recovery planning (DRP) fundamentals. It covers why DRP is needed, defining disaster scenarios, DRP perspectives and requirements, getting management buy-in, assessing organizational geography, and deciding on cold, warm or hot site approaches. It also outlines the roles of the DRP control group, committee and teams in disaster recovery management. The overall message is that with organizations' growing IT dependence, DRP must be taken seriously to ensure business survival.
Checklist Asset Management for educational purposes - ISO55000Cyrus Sorab
Thank you Martine van den Boomen for this nice checklist for ISO 55000 standards
"Dear all,
For fun and sharing: a checklist that (in my view) captures the highlights of the ISO 55000-series. This instrument allows for a quick assessment for compliance to the standard. It is a great tool for communication and education. Students like it. It can guide interviews. I prepared an English version on request and it would be waste not to share it. I hope you'll enjoy it and improve it.
https://lnkd.in/gkTw-ha"
Agile HR or Talent Management as we call it in Agile organizations turn the entire organization around. It’s employees centric, delivering value to the whole organization. At a glance, not much had changed. We still need to hire people, take care of people growth, do evaluations. Only the way we work changed significantly as the focus shifted to support the overall employee experience. Interested in what does that mean? Let me guide you through the change of mindset, practices, and tips on how to build the new Agile HR.
LO:
- Understand the fundamental need behind the Agile HR shift
- Be aware of how HR can help the organization to change the mindset
- Know what practices to avoid
- Get a number of useful practices to become your Agile HR journey
The document discusses key competencies, capabilities, and concepts for effectively managing programs and change. It covers linking programs and projects to strategy, different organization structures for programs, the roles of program and project managers, establishing a program life cycle and change management process, and the importance of governance, benefits management, and stakeholder management for program success.
An Introduction to Benefits Realization ManagementCraig Letavec
This presentation provides a practical overview of benefits realization management with a specific focus on practical steps to begin implementing benefits realization management as a business function.
This document provides information about an ISO 55000 Asset Management System Workshop hosted by the Life Cycle Institute. The 2-day workshop will provide an overview of the ISO 55000 standard and teach participants how to develop an asset management policy, strategy, and supporting objectives. The workshop is intended for managers who acquire, manage, operate, maintain or dispose of physical assets. Attendees will learn critical concepts for asset management and how to document asset management plans to create an ISO 55000 compliant framework.
The document discusses integrating Lean Six Sigma projects into an organization's strategy. It provides guidance on linking strategy to project selection, implementing a Lean Six Sigma program, and realizing benefits. Key elements discussed include establishing a vision and center of excellence, assessing process maturity, selecting the right projects aligned with strategic objectives, and tracking benefits. Roadmaps and templates are presented for Lean projects, Kaizen events, and the DMAIC process.
Monitoring is the continuous collection of data and information on specified indicators to assess the implementation of a development intervention in relation to activity schedules and expenditure of allocated funds, and progress and achievements in relation to its intended outcome.
Evaluation is the periodic assessment of the design implementation, outcome, and impact of a development intervention. It should assess the relevance and achievement of the intended outcome, and implementation performance in terms of effectiveness and efficiency, and the nature, distribution, and sustainability of impact.
Transit Asset Management BART - MTA NYC Transit Peer to Peer ExchangeMichael Salvato
- This document summarizes a peer exchange webinar between BART and MTA NYC Transit on their transit asset management programs.
- Both agencies are undertaking asset management improvement programs to optimize decisions and reduce lifecycle costs while maintaining safety, reliability and performance with limited resources.
- BART has implemented an asset management program while MTA is in the planning stages. The webinar discussed their experiences and challenges in developing holistic asset management strategies and processes.
- Implementing asset management requires transforming from functional-focused to integrated approaches across the organization using strategies, processes, information systems and governance.
This document discusses the need for improved asset management at the MTA through better data definition and information systems. It outlines how the MTA's assets are aging and require significant capital funding to maintain, and how improved data and asset management systems can help optimize investments, improve performance and risk management, and reduce lifecycle costs. The document proposes establishing common asset data definitions, registries, and an enterprise asset management system to integrate asset information across departments and agencies for improved planning, maintenance, and decision making.
The document advertises an asset management conference taking place in Dubai in May 2013. It provides information on booking discounts before 28 February 2013, as well as details on keynote speakers and sessions covering topics like aligning infrastructure investment with national aspirations, embedding efficiency into capital spending, and international and regional case studies on strategic asset management practices. Post-conference masterclasses will address topics such as building an asset-oriented organization, implementing risk management frameworks, and whole-life cost decision making.
Asset Management Improvement Program: The Case for EAM AT NYC Transit Michael Salvato
This document discusses NYC Transit's case for implementing an Enterprise Asset Management (EAM) system. It notes that NYC Transit is the largest public transportation agency in North America, operating 24/7 with 7 million daily riders. It seeks to institute world-class asset management practices and information systems to increase asset productivity while lowering costs. The vision is to connect operational and capital investment decisions using coordinated processes and information systems to optimize asset management and improve operations. Key success factors for implementing EAM include having a full enterprise solution, leadership-driven governance, and an integrated roadmap to realize value.
The document provides a summary of the MTA's Asset Management Improvement Strategy, which defines strategic initiatives to accomplish the vision of the Enterprise Asset Management (EAM) Program and establish the program's direction. The strategy outlines five key areas: 1) Strategic Direction, 2) Planning, Decision-Making and Risk Management, 3) Asset Maintenance, Reliability and Project Delivery, 4) Asset Information Strategies and Systems, and 5) Asset Management Capabilities and Culture. The goals are to align asset management objectives, improve business processes, implement new technologies, integrate information systems, and develop capabilities to achieve safety, reliability, cost-effectiveness, customer experience and resiliency.
This document discusses value capture as an alternative infrastructure funding method and decision-making tool. It defines value capture as collecting a portion of increased land and property values generated by new public infrastructure to help fund the infrastructure. The document argues that value capture could help fill Australia's infrastructure funding gap by capturing some of the economic benefits of infrastructure projects that currently only benefit private landowners. It provides examples from other countries where value capture has successfully funded a significant portion of infrastructure costs. The document recommends Australian governments undertake pilot programs to explore applying value capture approaches.
The document discusses the Metropolitan Transportation Authority's efforts to implement an enterprise asset management system. It notes that the MTA operates one of the largest transportation systems in the world, with nearly $1 trillion in physical assets. The goals of the asset management system are to create an effective management framework to support informed decision making regarding operational and capital needs for maintaining infrastructure assets. It also aims to justify funding requirements through effective long term planning over the asset lifecycle. The document outlines the key components of the MTA's asset management system, including asset information management, performance reporting, and alignment of agency strategies and objectives.
The document provides guidance on applying an asset management approach to infrastructure projects. It discusses how considering asset management throughout a project's lifecycle can help ensure the project delivers long-term benefits and value. The guidance is structured around three pillars: strategic alignment and outcomes, whole life value, and asset performance and information. Questions are provided under each pillar to help project teams evaluate their asset management approach and identify areas for enhancement. Applying an asset management lens during project initiation and delivery can help optimize outcomes and ensure the benefits of infrastructure projects are realized over the assets' full lifespans.
Government And Enterprise Asset Management Congress Ali Zeeshan
Adopting strategic asset management to optimise asset performance, capitalise on investments and maximise whole life asset value
http://assetmanagement.iirme.com/
The document introduces the MTA's Enterprise Asset Management System which provides a common framework to manage transportation assets across MTA agencies. It describes the three layers of the system: 1) The MTA Framework defines how agencies work together as an enterprise; 2) The MTA Asset Management Framework defines how agencies develop and justify investment plans; 3) The MTA Capabilities Model defines day-to-day operations. The system aims to improve decision making, justify funding needs, and ensure a state of good repair for over $100 billion in assets.
AnnaMaria Irizari is a PMP certified project manager with over 20 years of experience in various industries including healthcare, banking, consulting, manufacturing, media, pharmaceuticals, retail, insurance, education, and vehicle leasing. She has expertise in project management, IT, SOX compliance, Agile, and Six Sigma. She holds a BS in Computer Science and certifications including PMP, Security+, and Six Sigma. She has managed both domestic and global projects and virtual teams. She is currently a self-employed project manager, management consultant, IT auditor, and business analyst serving clients in the public and private sectors.
This report summarizes the key findings from a survey of 721 utility, municipal, commercial, and community stakeholders about smart utility and smart city initiatives. Some of the main points include:
1) There is no single definition of a "smart city" but most see it involving improved efficiency, sustainability, management of systems, and customer satisfaction.
2) Over 1/3 of respondents believe widespread adoption of smart cities in the US will occur within 6-10 years.
3) Automation and data analytics are seen as important ways to improve asset management, capital investment, customer service, and other business areas.
4) Utilities serving larger populations are more likely to have announced smart city initiatives, showing
Emerging Practices in Asset Management International, United States & New YorkMichael Salvato
The document discusses emerging asset management practices at the New York Metropolitan Transportation Authority (MTA). It provides an overview of the MTA's asset management strategy, which aims to improve planning, decision-making, and organizational capabilities through developing asset management strategies and plans, an asset information strategy, and a focus on reliability and maintenance excellence. It also discusses the need for changes to the organization's culture and capabilities to achieve world-class asset management.
This document summarizes Oracle's Primavera Unifier project management software. It discusses how the software provides improved financial controls and visibility for projects. It gives an example of the University of Utah, which used the software to complete two large construction projects under budget and on schedule. The document also outlines some of the key benefits Primavera Unifier provides, such as reduced risks, better resource management, and improved collaboration.
This document provides an overview of resources and services offered by the American Road & Transportation Builders Association (ARTBA) to its members. ARTBA aims to help meet the expanding needs of its members in the transportation construction industry. It provides advocacy, legal, regulatory, safety programs and targeted information and continuing education resources. ARTBA offers webinars, publications like its magazine and newsletter, websites and learning resources on topics like project management, scheduling and transportation policy. Its Transportation Builder Institute provides professional development programs, academies and training to help transportation professionals.
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MTA EAM Strategic Asset Management Plan 2014
1. Printed:2/24/201510:17PM
Enterprise Asset Management
Strategic Asset Management Plan
December 8, 2014
Michael A Salvato
Director and Program Executive
Enterprise Information, Asset Management and Strategic Partnerships
Email: misalvato@mtahq.org
Phone: (646) 252-6859
2. Printed:2/24/201510:17PM
Michael A Salvato
Research Professor, Urban Infrastructure Institute
New York University Polytechnic School of Engineering
Appling research on ICT for intelligent infrastructure, smart cities and urban innovation
Member of the United States Technical Advisory Group
Project Committee (PC251) for ISO 55000
Voting member, working on the ISO Standard and its associated documents
Chair, United States Chapter (IAM USA)
Institute of Asset Management (The IAM)
Advancing the interests of asset owners and managers in the United States of America
Director and Program Executive
Enterprise Information, Asset Management and Strategic Partnerships
Managing a portfolio of programs to driving changes that create public value
December 8, 2014 MTA Strategic Asset Management Plan 2
3. Asset Management at the MTA
The Chairman's Mandate, Vision, and Policy
MTA Strategic Asset Management Plan
1. Alignment of Strategic Direction and Decision Making
2. Network and Asset Planning and Performance
3. Asset Maintenance, Reliability and Project Delivery
4. Asset Information Strategies and Systems
5. Asset Management Capabilities and Culture
Our Journey to Excellence
MTA Strategic Asset Management Plan
Table of Contents
December 8, 2014 MTA Strategic Asset Management Plan 3
4. Asset Management at the MTA
The Chairman's Mandate, Vision, and Policy
MTA Strategic Asset Management Plan
1. Alignment of Strategic Direction and Decision Making
2. Network and Asset Planning and Performance
3. Asset Maintenance, Reliability and Project Delivery
4. Asset Information Strategies and Systems
5. Asset Management Capabilities and Culture
Our Journey to Excellence
December 8, 2014 MTA Strategic Asset Management Plan 4
MTA Strategic Asset Management Plan
Table of Contents
5. Printed:2/24/201510:17PM
• MTA serves 12 New York counties and 2 counties in Connecticut
– 8.4 million average weekday ridership
– 725k weekday crossings on bridges and tunnels
• MTA and its operating units have over 66,600 employees
– New York City Transit
– Long Island Rail Road
– Metro-North Railroad
– MTA Bus
– MTA Bridges and Tunnels
– MTA Staten Island Railway
– MTA Capital Construction
– MTA Business Service Center
– First Mutual Transportation Assurance Company
The Metropolitan Transportation Authority is the primary mass
transportation provider in the New York City metropolitan area, covering over
5,000 square miles with a population of over 15 million
December 8, 2014 MTA Strategic Asset Management Plan 5
6. Printed:2/24/201510:17PM
The MTA owns and operates 6,300 subway cars and 2,400
commuter rail cars. This totals a greater number of rail
cars than all other US metro rail and commuter railroads
combined. The MTA’s 5,600 city buses comprise America's
largest bus fleet.
The MTA operates and maintains one of the
largest urban transportation systems in the world. Its
assets are valued at nearly $1 trillion
MTA Strategic Asset Management Plan 6December 8, 2014
8. Printed:2/24/201510:17PM
• The business density of the New York MSA is ten
times that of the average US city, by far the highest
of any US metropolitan area.
• Dense urban employment centers achieve
significantly higher productivity relative to
metropolitan areas of lesser density.
The MTA transit networks enable high levels of regional density
through the provision of high-quality transit service
December 8, 2014 MTA Strategic Asset Management Plan 8
Sources: Triumph of the City; Ciccone & Hall, “Productivity and the
Density of Economic Activity,” “The Geography of Business Density,”
Richard Florida, The Atlantic Cities, 2012.
Workers in New York county are 22 percent
more productive than workers in New York
state & New York state has the highest average
productivity in the United States
9. Printed:2/24/201510:17PM
MTA is committed to delivering regional customer services and
benefits as efficiently and effectively as possible through the
development of more informed and transparent decision-making
processes, implementation of cost saving investment strategies and the
introduction of new technologies.
Good practice asset management is key. Coordinating the operation,
maintenance and replacement of our fleets, facilities and infrastructure
ensures that we spend every dollar on the essentials that provide the
highest value for the MTA and its customers.
Managing a $1 trillion asset base 24/7/365 is costly and complex
That’s why we’re pursuing world class asset management practices
December 8, 2014 MTA Strategic Asset Management Plan 9
10. Printed:2/24/201510:17PM
Many factors are driving the MTA to
rethink how it manages its assets
December 8, 2014 MTA Strategic Asset Management Plan 10
Global Trends
Rapid
Urbanization
Higher
Expectations
Changing
Technologies
Climate Change
International
Standards
State of Good
Repair and
performance
measures
Requires safety
performance
standards and new
safety oversight
scheme
Requires Asset
Management Plans
and performance
targets
Requires Safety
Plans with targets
and risk strategies
New Federal Requirements
Agency
Challenges
Growing Demands
Accelerating Rate
of Change
Chronic
Underfunding
13. Printed:2/24/201510:17PM
Asset management is…
… just a more systemic way of doing what we do
December 8, 2014 MTA Strategic Asset Management Plan 13
Source: BS PAS 55:2008
ISO defines a Management System as a
set of interrelated or interacting elements of
an organization to establish policies and
objectives, and processes to achieve those
objectives
ISO 55000 defines asset management as
the “coordinated activity of an organization
to realize value from assets”
®
14. Printed:2/24/201510:17PM
Asset management provides effective control and
governance essential for realizing value & managing risk
December 8, 2014 MTA Strategic Asset Management Plan 14
Value Creation
What happens when it goes wrong?
MTA East Side Access
ISO 55000
Principles
Context
Leadership
Planning
Support
Operation
Performance
Improvement
15. Printed:2/24/201510:17PM
• ISO 55000 promises to be a widely adopted international standard
• Provides assurance that the right things are being done
• Focuses the organization’s mission and objectives
• Maximizes value for money from the MTA’s $1 trillion public asset
• Differentiate our organization
What’s in ISO 55000 for the MTA?
December 8, 2014 MTA Strategic Asset Management Plan 15
MTA Verrazano-Narrows Bridge
16. Printed:2/24/201510:17PM
Asset Management at the MTA
The Chairman's Mandate, Vision, and Policy
MTA Strategic Asset Management Plan
1. Alignment of Strategic Direction and Decision Making
2. Network and Asset Planning and Performance
3. Asset Maintenance, Reliability and Project Delivery
4. Asset Information Strategies and Systems
5. Asset Management Capabilities and Culture
Our Journey to Excellence
December 8, 2014 MTA Strategic Asset Management Plan 16
MTA Strategic Asset Management Plan
Table of Contents
18. Printed:2/24/201510:17PM
The MTA’s vision is to be recognized as a world
class leader in asset management by 2020
December 8, 2014 MTA Strategic Asset Management Plan 18
“The goal of Enterprise Asset Management is to create an
effective management system that supports informed decision making
for operational and capital needs relative to how we manage and
maintain all of our infrastructure assets.”
Thomas F. Prendergast, Chairman & CEO
19. Printed:2/24/201510:17PM
“Safety is a big part of our push
for better asset management”
December 8, 2014 MTA Strategic Asset Management Plan 19
"There's a direct connection between safer
service and better asset management, and
nothing is more important to me than the safety
and security of our customers. Nothing.”
Thomas F. Prendergast, Chairman & CEO
20. Printed:2/24/201510:17PM
December 8, 2014 MTA Strategic Asset Management Plan 20
Dear Colleagues,
The MTA has gained an enviable reputation for its ability to build and manage assets. However, we must become ever
smarter about how we invest our limited funding. Enterprise Asset Management (EAM) supports this goal, ensuring
that the MTA makes informed decisions that balance operating and capital investments, asset performance, and the
operational risk inherent in managing our assets.
Today, I want to share our plan to introduce whole-life asset management throughout the MTA. The whole-life
approach will let us evaluate the journey of each asset dynamically, from design and procurement through operations
and maintenance, until the end of its individual life cycle. Adopting this process will help us achieve an optimum
performance from each asset, realize cost savings, and deliver even more reliable service to our 8.6 million passengers
and 830,000 vehicles served daily.
Each agency is working to establish EAM strategies and plans with the following objectives:
Implementation of whole-life investment programs to maintain asset performance
Development of a decision-making framework to assess asset life performance and costs
Adoption of a systematic approach to asset risk management·
Establishment of governance and staffing to implement EAM strategies and objectives
Compliance with MAP-21 and industry best practices such as PAS-55 and ISO55001
Utilization of technologies and information to manage assets more effectively
Creation of a performance measurement system for strategies and objectives
EAM will provide employees with greater information and empower staff to make changes in their work processes,
which will improve the way we do business and the quality of the work environment.
21. Printed:2/24/201510:17PM
Five integrated strategies
for delivering the MTA
policy objectives
MTA Strategic Asset Management Plan communicates the
vision and provides the direction for the achievement of asset
management excellence by 2020
December 8, 2014 MTA Strategic Asset Management Plan 21
Strategic
Direction and
Decision Making
1
Network and
Asset Planning
and
Performance
2
Asset
Maintenance,
Reliability and
Project Delivery
3
Asset
Information
Strategies and
Systems
4
Asset
Management
Capabilities and
Culture
5
Capabilities
Mission
Enablers
22. Printed:2/24/201510:17PM
• Reduce re-work
• Reduce costs
• Reduce inventory
• Improve reliability and availability
• Reduce cycle time
• Evaluate spares strategies
• Improve Asset Commissioning
• Improve Warranty Recovery
• Extend Asset Lifecycle
The five strategies enable delivery of performance and financial
enhancements while providing risk reduction benefits
December 8, 2014 MTA Strategic Asset Management Plan 22
Direct Benefits
Operations
Utilization
Capital
• Improve spares management
• Reduce insurance premiums
• Improve safety
• Improve service
• Improve costumer experience
• Repeatable work practices
• A single system of record
• Business intelligence and open data
• More resilient infrastructure
• Economic, social and environmental
Indirect Benefits
Performance
Risk Reduction
Transparency
Sustainability
23. Printed:2/24/201510:17PM
Asset Management at the MTA
The Chairman's Mandate, Vision, and Policy
MTA Strategic Asset Management Plan
1. Alignment of Strategic Direction and Decision Making
2. Network and Asset Planning and Performance
3. Asset Maintenance, Reliability and Project Delivery
4. Asset Information Strategies and Systems
5. Asset Management Capabilities and Culture
Our Journey to Excellence
December 8, 2014 MTA Strategic Asset Management Plan 23
MTA Strategic Asset Management Plan
Table of Contents
24. Printed:2/24/201510:17PM
• Establish clear goals, strategies and objectives for multiple planning horizons across the agencies at
all levels through the following core documents:
– The MTA Asset Management Policy and Strategic Asset Management Plan
– Network Strategies for investment priorities for improving performance and reliability
– Asset Strategies and Plans that align operations, capital investments, and continual improvements
• Establish Asset Management Improvement Programs at all agencies.
– Create Program Management teams with defined roles and responsibilities.
– Identify the resources needed to run the program
• Set-up an integrated performance and risk management system to measure, track and report
achievement of asset management objectives and support decision-making.
– Define a standardized and balanced set of metrics that provide visibility of performance through dashboards
Provide clear direction, aligned goals and
strategies for a consistent approach to decision-
making and performance management
December 8, 2014 MTA Strategic Asset Management Plan 24
Measures:
1. Use of common decision criteria aligned with strategic objectives
2. Aligned performance metrics used by asset groups across agencies and rolled-up to headquarters
3. Compliance with PAS55 and ISO55001
Initiatives:
Strategic
Direction and
Decision Making
1
25. Printed:2/24/201510:17PM
The MTA is establishing an ISO-55001:2014 compliant decision
making framework that provides clear vision, aligned goals and strategies for a
consistent approach to asset management decisions MTA-wide.
MTA Strategic Asset Management Plan 25December 8, 2014
26. Printed:2/24/201510:17PM
Aligning strategic direction entails identifying, reviewing and adapting
existing strategic plans to emphasize whole life asset management in order to
drive performance. ISO-55001:2014 provides the framework.
December 8, 2014 MTA Strategic Asset Management Plan 26
MTA Strategies and Objectives
MTA Asset
Management Policy
MTA Strategic Asset
Management Plan
Asset Strategies
Asset Plans
Program Governance and
Management
Asset Management
Improvement Plans
Asset Management Manual
Asset Information Strategy
Performance and Risk Management
27. Printed:2/24/201510:17PM
Asset Management at the MTA
The Chairman's Mandate, Vision, and Policy
MTA Strategic Asset Management Plan
1. Alignment of Strategic Direction and Decision Making
2. Network and Asset Planning and Performance
3. Asset Maintenance, Reliability and Project Delivery
4. Asset Information Strategies and Systems
5. Asset Management Capabilities and Culture
Our Journey to Excellence
December 8, 2014 MTA Strategic Asset Management Plan 27
MTA Strategic Asset Management Plan
Table of Contents
28. Printed:2/24/201510:17PM
• Align planning processes at the headquarters, agency, network, asset and delivery levels.
– Sync multiple planning horizons including but not limited to 1, 3, 5, 20 and 50 years
– Integrate plan-do-check-act into all planning processes to ensure quality and continual improvement
– Provide a mechanism to ensure traceability of investment criteria and the business case
– Define, at each level, the information required to accomplish their respective functions
• Formulate Network Strategies that balance performance, cost and risk given service levels, network
constraints, asset criticality and lifecycles.
• Formulate Asset Strategies and Plans for all critical assets for lifecycle management, reliability-based
maintenance, capital and operating investments and performance management.
Align planning processes at the headquarters,
agency, network, asset and delivery levels using
consistent processes, data and documentation
December 8, 2014 MTA Strategic Asset Management Plan 28
Measures:
1. Produce Network Strategies for core line groupings
2. Produce Asset Strategies and Plans for critical assets
3. Strategies, plans and processes provide basis for the 2020-24 Capital Program
Initiatives:
Network and
Asset Planning
and
Performance
2
29. Printed:2/24/201510:17PM
A new planning framework conveys priorities, objectives and decision
criteria to the local levels in order to empower decision making
MTA Strategic Asset Management Plan 29
MTA HQ
Agencies
Operations
Planning
Project
Planning
Maintenance
Planning
Business Planning
Business planning and budgeting to achieve strategic
priorities and service level requirements
Asset Class Planning
Optimized capital, operations and improvement plans to
achieve asset performance for service level requirements
Network Planning
Optimized investment strategies to achieve the business
objectives given engineering and economic constrains
MTA Strategic
Priorities
Customer Service
Requirements1
2
3
4
5
Common
Performance
Management and
Risk Management
Systems
MTA Priorities
Agency Objectives
Service Levels
Asset Lifecycle
Delivery
December 8, 2014
30. Printed:2/24/201510:17PM
Asset Strategies and Plans will be developed that align capital,
operating and continuous improvement plans to drive better performance
December 8, 2014 MTA Strategic Asset Management Plan 30
Continual
Improvement
(safety, reliability and
performance
improvements, cost and
risk reduction goals)
Capital
Investment Plans
and Budgets
Operating Plans,
Investment
Strategies, and
Budgets
Asset Strategies
and Plans
31. Printed:2/24/201510:17PM
Asset Strategies and Plans will drive improved operations,
creates additional capacity, and support reinvestment of funds
December 8, 2014 31
Deployment (1-time)
100%
CurrentMaintenance&OperationsBudget
FutureCurrent
CAPEX
Asset
Utilization
Unplanned
Downtime
(reactive spend)
Labor Costs
(operations and
maintenance)
Strategic
Change
Capacity
Value for Money
Liberated funding
for transformation
investment or direct saving
CAPEX
Decrease
3-7%*
CAPEX
(extend asset life)
Increased
Production
8-15%*
Asset Utilization
Unplanned Downtime
MRO
Inventory
(<1 turn)
Annual Operating Cost
Savings Average
10-25%*
Labor Costs
MRO Inventory (2-3 turns)
MTA Strategic Asset Management Plan
* Observed improvement in other industries
KMC, LLC
32. Printed:2/24/201510:17PM
Asset Management at the MTA
The Chairman's Mandate, Vision, and Policy
MTA Strategic Asset Management Plan
1. Alignment of Strategic Direction and Decision Making
2. Network and Asset Planning and Performance
3. Asset Maintenance, Reliability and Project Delivery
4. Asset Information Strategies and Systems
5. Asset Management Capabilities and Culture
Our Journey to Excellence
December 8, 2014 MTA Strategic Asset Management Plan 32
MTA Strategic Asset Management Plan
Table of Contents
33. Printed:2/24/201510:17PM
• Establish preventive maintenance and reliability strategies for all critical assets.
– Introduce RBM practices including criticality, failure mode analysis and key performance indicators for each
asset class to optimize maintenance intervals for a cost effective level of performance and risk
• Use CMMS, mobile and other technologies to support maintenance and reliability improvements.
• Engage the workforce to improve planning and execution to ensure continuous improvement.
– Identify required maintenance and asset management competencies at each Agency level
– Build training programs for maintenance and asset management that support required competency levels
– Engage work force in continuous improvement and enhanced decision making
• Use RAMS analysis, building information, configuration management, condition monitoring and Lean
practices to improve integration, commissioning and lifecycle management.
• Integrate supply chain with each asset class planned maintenance programs to optimize supply
stream and parts availability and streamline maintenance scheduling and execution.
December 8, 2014 MTA Strategic Asset Management Plan 33
Measures:
1. Executed maintenance practices results in improved reliability, availability and equipment effectiveness
2. Standardized maintenance metrics following EN15341 are used consistently across asset classes
3. Maintenance and asset management competency and corresponding training programs established
4. Measurable improvement in planned maintenance parts availability and reduced maintenance dwell times
Initiatives:
Asset
Maintenance,
Reliability and
Project Delivery
3
Implement practices, processes and systems that
improve maintenance planning and asset reliability
while minimizing waste
34. Printed:2/24/201510:17PM
Improving asset maintenance, reliability and project delivery
are at the core of the MTA Strategic Asset Management Plan
December 8, 2014 MTA Strategic Asset Management Plan 34
MTA
Business
Strategy
Asset
Management
System
Network and
Asset Planning
and
Performance
Maintenance,
Reliability and
Project
Delivery
35. Printed:2/24/201510:17PM
A standards-based
asset taxonomy and
hierarchy was developed
to link the business,
network and asset
information requirements
and activities
December 8, 2014 MTA Strategic Asset Management Plan 35
EventData.
AssetPlanning
EquipmentData.
AssetPlanning
Location/Usage,Data.
NetworkPlanning
Location/Usage,
Data.Business
Planning
MTA / Transit
Subways / Buses
Location / Usage, Level 2
Location / Usage, Level 1
Location / Usage, Level N
Location
Specifics / GIS
Component
Asset System
Maintainable
Managed Level
Asset
Characteristics
Parts, Bill of
Materials,
Resources
Preventative
Maintenance
Corrective
Maintenance
Malfunction
Asset Subsystem
Analysis
Inspection
, Testing
Condition
Monitoring
Periodic
Tasks
Derived from ISO 14224:2006 : Petroleum, petrochemical
and natural gas industries -- Collection and exchange of
reliability and maintenance data for equipment
Increases the emphases
on asset criticality, failure
modes and effects
36. Printed:2/24/201510:17PM
The ISO 14224-based asset hierarchy enable a
reliability-based approach to maintenance
December 8, 2014 MTA Strategic Asset Management Plan 36
Reference: Discussions with Network Rail on Risk-based Asset Management , and
Moubray, John., RCMII Reliability Centered Maintenance, Second Edition, Industrial Press, 1997
Reliability-based Maintenance (RBM) is a process used to determine what
must be done to ensure that any physical asset continues to do what its users
want it to do in its operating context
– What are its functions?
– In what ways can it fail?
– What causes it to fail?
– What happens when it fails?
– Does it matter if it fails?
– Can anything be done to predict or prevent the failure?
– What if we cannot predict or prevent the failure?
37. Printed:2/24/201510:17PM
Moving critical assets up the maturing continuum is a central
function of the MTA Asset Management Strategies and Plans
December 8, 2014 MTA Strategic Asset Management Plan 37
GenesisSolutions, An ABS Group Company
38. Printed:2/24/201510:17PM
• Reducing work risksSafety
• Identify projects for planned track outages
Maintenance
Planning Team
• Outages in conjunction with joint switch inspectionsTrack Access
• Overall strategy, job and outage plans by divisionMaintenance Plans
• Capturing data using mobile technology
JSIs Improvements/
Mobile Technology
• Generating and tracking work orders electronicallyWork Orders
• Eliminating unnecessary maintenance
Maintenance
Intervals
• Exploring ways to capture measurable results
Performance
Indicators
NYC Subways has established a Proof of Concept to introduce new
maintenance planning, processes, practices and tools across 4 divisions
December 8, 2014 MTA Strategic Asset Management Plan 38
39. Printed:2/24/201510:17PM
Developing new policies, strategies, and plans
Developing organizational capacity and training
Improving business processes
Enhancing information systems
Bus Operations is developing reliability-based maintenance
practices, processes and systems with a grant from the FTA
December 8, 2014 MTA Strategic Asset Management Plan 39
40. Printed:2/24/201510:17PM
LIRR’s vision for reliability-centered maintenance
has resulted in increased organizational capacity
December 8, 2014 MTA Strategic Asset Management Plan 40
Led to increased performance,
expanded resource allocations, and
fewer system impact.
– Showing maintenance as an
investment, rather than a cost
– Having a consistent value to guide all
decision making
– Gaining credibility through intra-
divisional collaboration and
interaction
– Achieving buy-in at different levels by
having meetings, creating SOPs, and
integrating experienced and new
staff in training to facilitate
knowledge transfer
LIRR RBM Strategy included new
– Processes
– Standard operating practices (SOPs)
– Service level commitments
– Integrated information systems
41. Printed:2/24/201510:17PM
Aligning people, systems and practices into a process that brings
together all of the participants to optimize project results, reduce
waste, maximize efficiency through all phases of design, fabrication,
and construction – ultimately operations.
The MTA is also reengineer the ways it delivers capital projects
to be more cost-effective, integrated, transparent and accountable
December 8, 2014 MTA Strategic Asset Management Plan 41
Integrated Work
Processes
Building-Asset
Information
Management
Integrated Team
Approach
Integrating building - asset information requirements/models as the
means of ensuring coordination, agility and integrated work processes
throughout the full lifecycle, reducing risk and waste.
Using integrated teams to fosters a better understand the work
processes and facilitate the opportunity for continuous improvement
seen in other sectors, improving training, motivation and skill, and
consequently, collaboration and health and safety outcomes.
42. Printed:2/24/201510:17PM
Asset Management at the MTA
The Chairman's Mandate, Vision, and Policy
MTA Strategic Asset Management Plan
1. Alignment of Strategic Direction and Decision Making
2. Network and Asset Planning and Performance
3. Asset Maintenance, Reliability and Project Delivery
4. Asset Information Strategies and Systems
5. Asset Management Capabilities and Culture
Our Journey to Excellence
December 8, 2014 MTA Strategic Asset Management Plan 42
MTA Strategic Asset Management Plan
Table of Contents
43. Printed:2/24/201510:17PM
1. Develop an enterprise approach for integrated asset information systems and roadmaps for
implementing new systems and technologies at each of the agencies.
2. Implement enterprise information systems that collect, store, process and analyze the asset
information required to manage assets over their lifecycle.
3. Develop an enterprise architecture, nomenclature and hierarchy to reflect existing and required
business functions, technologies and applications necessary for integration and reporting of asset
information.
4. Use a human-centered, agile approach to new information systems that enable the realization of
process improvements through rapid adoptions, utilization of new technologies, master data
management and governance.
Develop, implement, and integrate enterprise
information systems to get the right information to
the right people at the right time
December 8, 2014 MTA Strategic Asset Management Plan 43
Measures:
1. Improved data collection, utilization and quality through data conventions and information management
2. Accessible and reliable information for storage, sharing and retrieval available to all departments
3. Rapid and flexible deployment of technology through the provision of appropriate enterprise architecture
4. Speed of adoption, utilization and proficiency of new processes, systems, and tools
Initiatives:
Asset
Information
Strategies and
Systems
4
44. Printed:2/24/201510:17PM
• Asset Information Strategies
• Information Requirements
• Taxonomy and Hierarchies
• Process Models
• Information Models
• Information Management
• Asset Information Systems
• Enterprise Architecture
• System Requirements
• System Configuration
• Licensing Agreements
• Support Services
Our Vision includes integrated information systems
and end-to-end processes that support “One MTA”
December 8, 2014 MTA Strategic Asset Management Plan 44
45. Printed:2/24/201510:17PM
• What business function are we
enabling ?
• What information is needed to
support that business function ?
• What applications and tools are
needed ?
• What technology will we use to
enable the applications and
tools ?
The business and operations are defining their requirements
for information, systems and technologies in an enterprise architecture
December 8, 2014 MTA Strategic Asset Management Plan 45
Business
Information
Systems
Technology
Capabilities.
Requirements
46. Printed:2/24/201510:17PM
Our end users’ experiences are driving the requirements, information
architecture and system design and development
User Experience
December 8, 2014 46
Business Requirements
Business Analytics
Planning and Decision
Support
Risk and Performance
Management
Network
Requirements
Engineering
Configuration Management
Capital Program
Management
Operations Requirements
Systems
Vehicles
Facilities
Guideways
Information Architecture
- Board/Chairman
- CEO, MTA
- Presidents
- Sr VP
- Exe VP
- Business Planners
- Sr Managers
Business Roles
- VPs/ AVPs
- Chief Engineers
- Operations Planning
- System Planners
- Supply Chain
Managers
- Program Managers
- COs / GMs /
- ACOs / AGMs
- Project Managers
- Reliability Engineers
- Asset Planners
- Maintenance Planners
- Supervisors
- Maintainers
Network RolesAsset Roles
MTA Strategic Asset Management Plan
47. Printed:2/24/201510:17PM
A high-level system architecture has been defined that integrates the
asset management systems with financial, planning and decision making
December 8, 2014 MTA Strategic Asset Management Plan 47
Source: Modified architecture based on presentation from SEAMS Ltd
Network Simulation and Engineering Configuration Management
48. Printed:2/24/201510:17PM
To achieve our vision requires an integrated approach
to asset information management
December 8, 2014 48
Asset
Information
Management
Organization &
Management
Governance &
Assurance
Data Definition
& Management
Process
Development
Analysis,
Reporting &
Business
Intelligence
System
Implementation
& Management
MTA Strategic Asset Management Plan
50. Printed:2/24/201510:17PM
Lessintegrated
Moreintegrated
More mature
Less mature
The MTA Asset Information Strategy will help move the agency
from lagger to leader according to an international benchmarking study
December 8, 2014 MTA Strategic Asset Management Plan 50
C2
C6
C13
C3
C7
C16
N7
N11
C5
N1
M5
N8
N12
N4
Observed maturity threshold
LowMaturityHighmaturityMediumMaturity
N9
N13
N2
N6
Multi-platform Partially integrated Largely Integrated
N3
CoMET and Nova Metro Benchmarking Groups, Imperial College London, Asset
Information Systems & Applications, September 2013
51. Printed:2/24/201510:17PM
Asset Management at the MTA
The Chairman's Mandate, Vision, and Policy
MTA Strategic Asset Management Plan
1. Alignment of Strategic Direction and Decision Making
2. Network and Asset Planning and Performance
3. Asset Maintenance, Reliability and Project Delivery
4. Asset Information Strategies and Systems
5. Asset Management Capabilities and Culture
Our Journey to Excellence
December 8, 2014 MTA Strategic Asset Management Plan 51
MTA Strategic Asset Management Plan
Table of Contents
52. Printed:2/24/201510:17PM
1. Institute an enterprise asset management system through effective leadership, management and
communications at all levels of the organization
– Ensure accountability and resources are available to support the asset management system.
2. Define the roles, responsibilities, competencies, behaviors and training required at all levels of the
organization to support asset management activities, aligning business processes and
organizational design.
– Utilize the Institute for Asset Management (IAM), Society of Maintenance and Reliability Professionals
(SMRP) and other competency frameworks.
3. Document the resource requirements and levels needed to improve maintenance, reliability, asset
planning and network performance as well as other asset management activities recognizing the
current capabilities, aging workforce and next generation of employees.
4. Introduce a participatory, systems thinking culture that empowers the workforce to take ownership
and work collaboratively to deliver effective asset maintenance, management and continual
improvements.
Develop the leadership, competencies and change
management required to adopt asset management
as part of our culture and deliver our goals
December 8, 2014 MTA Strategic Asset Management Plan 52
Measures:
1. Effective program governance and change management able to deliver asset policy objectives
2. Clear guidance on who is responsible, accountable, consulted and informed for asset activities.
3. Implement roadmap for competencies and capabilities development to support network and asset strategies
Initiatives:
Asset
Management
Capabilities and
Culture
5
53. Printed:2/24/201510:17PM
To achieve world class asset management will
requires step changes in the MTA organization
December 8, 2014 MTA Strategic Asset Management Plan 53
Functional silos supporting
planned and reactive
maintenance [Current]
Clear roles and
responsibilities for process
owners, managers and
participants [Competent]
Cross-functional teams
working to prevent and
predict failure based on
criticality and risk
[World-Class]
54. Printed:2/24/201510:17PM
Leadership and workplace culture are determinants of realization of value
• Leadership commitment at all levels is essential for successfully establishing and integrating AM
• Top Management should recognize the need to improve communication and interaction
• Leaders should lend their authority to support AM and ensure alignment within the organization
Communication to all stakeholders
• AM policy will be communicated internally and externally
• Documentation to ensure that AM system can be understood, communicated and operated
Awareness, Competence, and Training
• The organization needs to ensure that those implementing AM have the right competence level, training,
resources and frame of mind
“Top management should create the vision and values that guide
policy, practice and actively promote these values inside and outside the
organization” (ISO 55000, 2.5.3.3)
December 8, 2014 MTA Strategic Asset Management Plan 54
55. Printed:2/24/201510:17PM
December 8, 2014 MTA Strategic Asset Management Plan 55
Roles, responsibilities and capabilities at all levels of the organization
needed to deliver the Strategic Asset Management Plan must be understood
Five integrated strategies
for delivering the MTA
policy objectives
Policy,
Strategy,
Performance
and Risk
Planning,
Decision Making
and Performance
Delivery of
Strategies, Plans
and Performance
Knowledge
Management
Capability
Development
Capabilities
Mission
Enablers
Business Roles
Network Roles Asset Roles
56. Printed:2/24/201510:17PM
December 8, 2014 MTA Strategic Asset Management Plan 56
Asset Management
Subjects Groups:
Strategy And
Planning
Asset
Management
Decision-
making
Lifecycle Delivery
Asset
Information
Organisation
And People
Risk And Review
ROLES
39 Subject Areas
Competence Framework Units
AssetManagementPolicy
AssetManagementStrategyandObjectives
DemandAnalysis
StrategicPlanning
AssetManagementPlan
CapitalInvestmentDecision-Making
OperationsandMaintenanceDecision-Making
LifecycleValueOptimisation
ResourcingStrategy
Shutdowns&OutageStrategy
TechnicalStandardsandLegislation
AssetCreationandAcquisition
SystemsEngineering
ConfigurationManagement
MaintenanceDelivery
ReliabilityEngineering
AssetOperations
ResourceManagement
ShutdownandOutageManagement
FaultandIncidentResponse
AssetDecommissioningandDisposal
AssetInformationStrategy
AssetKnowledgeStandards
AssetInformationSystems
DataandInformationManagement
ProcurementandSupplyChainManagement
AssetManagementLeadership
OrganisationalStructure
OrganisationalCulture
CompetenceManagement
RiskAssessmentandManagement
ContingencyPlanningandResilienceAnalysis
SustainableDevelopment
ManagementofChange
AssetsPerformanceandHealthMonitoring
AssetManagementSystemMonitoring
ManagementReview,AuditandAssurance
AssetCostingandValuation
StakeholderEngagement
R1 Policy
development
Analyse policy requirements
Develop the AM policy
R2 Strategy
development
Analyse strategic requirements
Forecast and analyse future user requirements and
demands
Develop the AM strategy
Plan the implementation of the AM strategy
R3 Asset
management
planning
Appraise investment options
Apply whole life costing principles
Produce business case for creation and/or
acquisition of assets
Plan for contingencies
Develop and communicate AM plan(s)
R4 Implement
asset
management
plans
Create and acquire assets
Control operations
Maintain assets
Optimise and rationalise assets
Renew or dispose of assets
R5 Asset
management
capability
development
Develop and deploy AM people and teams
Develop and deploy suppliers
Design and manage organisational change
Shape the AM culture
R6 Risk
management
and
performance
improvement
Assess and manage risks
Assure the quality of AM processes
Monitor and review progress and performance
Review and audit compliance with legal, regulatory,
ethical and social requirements
Learn from incidents
R7 Asset
knowledge
management
Define asset information requirements
Specify, select and integrate AM information
systems
Make appropriate AM information available for
decision making
57. Printed:2/24/201510:17PM
Our roadmap will ensure that the MTA has the right people with the
right skills in the right job at the right time.
December 8, 2014 MTA Strategic Asset Management Plan 57
Step 1:
• Define the Organization’s
Strategic Direction
Step 2:
• Scan the Internal and
External Environments
Step 3:
• Model the Current
Workforce
Step 4:
• Assess Future Workforce
Needs and Project Future
Workforce Supply
Step 5:
• Identify Gaps and Develop
Gap-Closing Strategies
Step 6:
• ` Implement Gap-Closing
Strategies
Step 7:
• Evaluate the Effectiveness
of Gap-Closing Strategies
and Revise Strategies as
Needed
58. Printed:2/24/201510:17PM
Our employees must
• Be fully involved and their participation valued in decision making
• Be clear on the direction which the organization is going
• Be empowered to implement agreed upon strategies and plans and
• Have a shared mental model of the means to achieve that direction
The MTA culture is evolving with…
…our vision of world class asset management
December 8, 2014 MTA Strategic Asset Management Plan 58
MTA Metro North Railroad
59. Printed:2/24/201510:17PM
Asset Management at the MTA
The Chairman's Mandate, Vision, and Policy
MTA Strategic Asset Management Plan
1. Alignment of Strategic Direction and Decision Making
2. Network and Asset Planning and Performance
3. Asset Maintenance, Reliability and Project Delivery
4. Asset Information Strategies and Systems
5. Asset Management Capabilities and Culture
Our Journey to Excellence
December 8, 2014 MTA Strategic Asset Management Plan 59
MTA Strategic Asset Management Plan
Table of Contents
60. Printed:2/24/201510:17PM
December 8, 2014 MTA Strategic Asset Management Plan 60
Systems Engineering
Change Management
Enterprise Architecture
Program / Project
Management
International
Standards
Rapid
Improvement
MTA Program
Management
Approach
62. Printed:2/24/201510:17PM
MTA Program Governance is provided by a multi-agency Asset
Management Coordinating Committee while change management is provided
by the EAM Program Managers Group with backing from support functions
December 8, 2014 62MTA Strategic Asset Management Plan
B&T EAM Project
Manager
NYCT EAM PMO
Program Manager
LIRR
Director EAM
MNR
Director EAM
CC
EAM Manager
MTA EAM
Director &
Program Manager
Bus Business
Change Manager
DOS Business
Change Manager
EAM Bus
Program Manager
EAM Subways
Program Manager
All Agency EAM Program Managers Group
MTA IT EAM
Program Manager
MTA IT EAM
Director
LIRR
Executive
Program Sponsor
MNR
Executive
Program Sponsor
B&T
Executive
Program Sponsor
MTA EAM Executive
Sponsor &
Chair AMCC
NYCT
Executive
Program Sponsor
MTA Bus
Executive
Program Sponsor
MTA Asset Management Coordinating Committee
CC
Executive
Program Sponsor
MTA EAM
Director
& Program Exe.
MTA IT
Representaive
Human Resource
Representatives
Corporate
Communications
Representative
MTA EAM Support Team
MTA
Procurement
Representaitve
63. Printed:2/24/201510:17PM
MTA is currently working on gap assessments and
implementation roadmaps while procuring information systems
December 8, 2014 63
Program Plan : Accepted 1Q13
Compliant Asset Management
Systems 2016-18
Basic Asset Management
Systems 2014 - 2015
Advanced Asset Management
Systems 2018-19
MTA Vision for World Class Asset
Management 2020 and beyond
Program Brief : Accepted 1Q12
Procure
consulting
services
Program
Initiation
2012-14
Program
Delivery
2014-2019
Complete
Complete
ConOps & Business
Requirements Completed 1Q14
Stages to deliver the MTA Asset Management System
POC, Implementations Plans
Target Completion 1Q15
Procure software
and services
(Oct13-Jan15)
We are here
Complete
MTA Strategic Asset Management Plan
64. Printed:2/24/201510:17PM
2018-19
Advanced
In 2012 Our ConOps defined a roadmap, milestones and outcomes for a
PAS55/ ISO55000 compliant asset management system
December 8, 2014 MTA Strategic Asset Management Plan 64
2016-18
Compliant
2014-15
Basic
Achieve Maturity Level of 2 on
all BSI PAS 55/ISO 55001
requirements
• AMIP Working Groups and
Governance established.
• MTA strategic direction defined
and performance base-lined.
• Resources mobilized to deliver
the Asset Management
Improvement Plan (AMIP).
Business Case detailed and
approved.
Basic NYCT AMS developed
and implemented to achieve
certification to ISO 55001
• Existing processes and
organization aligned and
integrated to form MTA AMS
foundation.
• AMIS and decision support
tools (DSTs) implemented to
support effective planning and
decision making.
Achieve Maturity Level of 4 on
all BSI PAS 55/ISO 55001
requirements
• MTA AMS vision fully realized
with systems and processes
monitored, optimized and
continually improved.
• MTA AMS is recognized as an
international benchmark.
65. Printed:2/24/201510:17PM
• NYCT Asset Management Program Mandate
• MTA All Agency Coordinating Committee
• MTA Asset Management Policy
• MTA All Agency Kick-off
• Program Definition and Proof of Concepts
Our Journey to World Class Asset Management
December 8, 2014 MTA Strategic Asset Management Plan 65
Fall 2011
Summer 2012
Spring 2013
Fall 2013
2014
2018
2020
Spring 2015 Complete Gap Assessments and Implementation Plans
Substantial conformance with ISO 55000
A World Class Asset Management System
66. Printed:2/24/201510:17PM
December 8, 2014 MTA Strategic Asset Management Plan 66
Michael A Salvato
Director and Program Executive
Enterprise Information, Asset Management and Strategic Innovation
Email: misalvato@mtahq.org
Phone: (646) 252-6859
Enterprise Asset Management
Strategic Asset Management Plan
December 8, 2014