MTA EAM Strategic Asset Management Plan 2014

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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

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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
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

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
Table of Contents

Table of Contents

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• 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

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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

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The MTA transit networks cover 75% of the
New York metropolitan population

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• 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
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

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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

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Many factors are driving the MTA to
rethink how it manages its assets
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

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Reduced
Risk
Operational
Risks
Service
Risks
Safety
Risks
Climate
Risks
Bottom Line
Better asset management will help reduce our risks

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Before 1980 – Decades of deferred maintenance
1980s – Recover / Rebuild / Restore essential assets
1990s – State of Good Repair for many key assets
2000s – System Improvements (Customer Info, Metrocard, RCC)
2010s – System Expansions (2nd Ave. Line, East Side Access)
Today and in the future – Whole Life Asset Management
The MTA’s approach is evolving from
State of Good Repair to Whole life Asset Management
©

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Asset management is…
… just a more systemic way of doing what we do
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”
®

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Asset management provides effective control and
governance essential for realizing value & managing risk
Value Creation
What happens when it goes wrong?
MTA East Side Access
ISO 55000
Principles
Context
Leadership
Planning
Support
Operation
Performance
Improvement

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• 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?
MTA Verrazano-Narrows Bridge

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Table of Contents

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MTA Chairman's Mandate and Vision
Thomas F. Prendergast, Chairman & CEO

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The MTA’s vision is to be recognized as a world
class leader in asset management by 2020
“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.”

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“Safety is a big part of our push
for better asset management”
"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.”

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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.

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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
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

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• 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
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

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Table of Contents

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• 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
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

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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

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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.
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

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Table of Contents

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• 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
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

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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

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Asset Strategies and Plans will be developed that align capital,
operating and continuous improvement plans to drive better performance
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

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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)
* Observed improvement in other industries
KMC, LLC

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Table of Contents

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• 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.
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

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Improving asset maintenance, reliability and project delivery
are at the core of the MTA Strategic Asset Management Plan
MTA
Business
Strategy
Asset
Management
System
Network and
Asset Planning
and
Performance
Maintenance,
Reliability and
Project
Delivery

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A standards-based
asset taxonomy and
hierarchy was developed
to link the business,
network and asset
information requirements
and activities
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

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The ISO 14224-based asset hierarchy enable a
reliability-based approach to maintenance
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?

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Moving critical assets up the maturing continuum is a central
function of the MTA Asset Management Strategies and Plans
GenesisSolutions, An ABS Group Company

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• 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

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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

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LIRR’s vision for reliability-centered maintenance
has resulted in increased organizational capacity
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

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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
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.

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Table of Contents

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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
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

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• 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”

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• 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
Business
Information
Systems
Technology
Capabilities.
Requirements

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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

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A high-level system architecture has been defined that integrates the
asset management systems with financial, planning and decision making
Source: Modified architecture based on presentation from SEAMS Ltd
Network Simulation and Engineering Configuration Management

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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

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Stage of Maturity for Asset Information Management
Source: ©Copyright 2011 Asset Management Consulting Ltd. Al rights Reserved
December 8, 2014 49MTA Strategic Asset Management Plan

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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
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

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Table of Contents

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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
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

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To achieve world class asset management will
requires step changes in the MTA organization
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]

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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)

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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

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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


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Our roadmap will ensure that the MTA has the right people with the
right skills in the right job at the right time.
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

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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
MTA Metro North Railroad

Printed:2/24/201510:17PM
Table of Contents

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Systems Engineering
Change Management
Enterprise Architecture
Program / Project
Management
International
Standards
Rapid
Improvement
MTA Program
Management
Approach

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The MTA is following a system engineering approach based on MSP for
realizing the benefits of our asset management program
Corporate
Objectives
Program Vision
Program
Blueprint
Outcomes
Benefits
Forms mandate
Developed into Realizes
Delivers
An single, shared view of the condition
of our assets across NYCT
Reduce maintenance
hours by X%
Project
Outputs
Capabilities
Defines the Transitions to
Creates
An Asset Management
IT system
An Asset Management staff fully trained
in and using the new system
MSP Managing Successful Programmes©
Corporate
Objectives
achieved Reduce costs

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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

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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

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2018-19
Advanced
In 2012 Our ConOps defined a roadmap, milestones and outcomes for a
PAS55/ ISO55000 compliant asset management system
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.

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• 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
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

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Michael A Salvato
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

MTA EAM Strategic Asset Management Plan 2014

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