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SUPPLEMENT
Management Manual 2015
ISO 55001:
What is required
IIMM:
How to get there
The International
Infrastructure Management
Manual (IIMM), now in its fifth
edition, is widely accepted
as the international leading
document on infrastructure
asset management.
The IIMM provides valuable
guidance to organizations
on how to implement good
asset management practice
for infrastructure assets and
includes over 120 case studies
demonstrating good practice
across a wide range of assets
and countries.
The asset management
practices outlined in the IIMM
will help organisations:
improve cost-efficiency
and reduce costs, for
example by using decision
techniques that identify
the lowest lifecycle cost,
maintenance and renewal
decisions;
improve customer
satisfaction by better
matching levels of service
with what customers want
and willing to pay for;
have more transparency in
decision-making, allowing
stronger governance and
accountability; and
be more sustainable, by
having long term plans
that provide equitably
funded services across
generations.
CONTENTS
Copyright
IPWEA 2015. This work is copyright of the Institute of Public Works Engineering Australasia (IPWEA) and no part
may be reproduced by any person without prior written permission from the IPWEA. Requests and enquiries concerning
reproduction and rights should be addressed to IPWEA at admin@ipwea.org
ISO ASSET MANAGEMENT ISO 55001 is the most critical Standard in that it details
the things required to be done - some 70 requirements
STANDARDS with a number of sub elements. It provides a systematic
management specification while allowing organisations
to structure their activities to suit their needs, resources,
capabilities and objectives. The structure of the Standard is
Introduction formatted under the main headings, as follows:
The three ISO Asset Management (AM) Standards have Context of the Organisation
the potential to impact all organizations who have AM Needs/Expectations of Stakeholders
responsibilities. These Standards, whilst framed on the
management of physical assets, can be utilised for any Scope of the AM system and to which assets it will
asset type and by any size organization. They address the apply.
requirements for a management system (not software) for
the management of assets and comprise: Leadership and Commitment
Policy, Roles, responsibilities and authorities
ISO 55000 Asset management Overview, principles
and terminology
Planning
ISO 55001 Asset management Management systems Risks and Opportunities
- Requirements
AM Objectives and planning to achieve them
ISO 55002 Asset management Management systems
- Guidelines for the application of ISO 55001. Support
The ISO AM Standards are the first to be written in Resources, awareness, competence
accordance with the new standard format established by Communication
the ISO for the consistent structure and content of all their Information
Management System type standards.
ISO 55000 gives those responsible for organizational Operation and Control
governance and management an appreciation of why Change management
the organization should embrace AM. It highlights that Outsourcing
effective acquisition, control and governance of assets
by organizations is essential to realising value through Performance Evaluation
managing risk and opportunity to achieve the desired
balance of benefits, costs, risk and performance. Monitoring and Review
Auditing
It enunciates the benefits of AM and an AM system in
providing a structured approach and more reliable decision Improvement
making for the development, coordination and control of
activities undertaken on assets, and for aligning these Nonconformity
activities with its organizational objectives. The following Corrective and Preventive Action
Figure from ISO 55000 shows the typical relationship Continual improvement
between AM and the AM system.
The body of this Supplement follows the ISO 55001
structure.
Managing the
Organisation
Asset
Portfolio Assets that are within the scope of the asset
management system.
Figure 1 Asset Management and the Asset Management System (Ref ISO 55000:2014)
ISO 55002 explains the requirements specified in ISO Tools to Assess Alignment
55001 and provides examples to support implementation.
It does not provide guidance for managing specific asset IPWEA has developed a web based assessment tool
types. that allows an organisation to test how well its current AM
practices align with the requirements of ISO 55001. This
does not purport to be a process for certifying compliance
Who should use the Standards but is useful to allow an indepth assessment against all the
requirements. This can be done as a self-assessment or
These International AM Standards are primarily intended for with the assistance of an external party to provide greater
use by those: transparency and accountability. For more information go to
www.ipwea.org/namsplus
considering how to improve the realisation of value for
their organisation from their asset base;
involved in the establishment, implementation, Where to access the Standards
maintenance and improvement of an AM system;
involved in delivering AM activities including service They are currently adopted as ISO Standards and available
providers; for purchase from SAI Global (http://infostore.saiglobal.com/
store/Portal.aspx?publisher=ISO ) or from your Country
internal and external parties or stakeholders who Standards Association.
assess the organisations ability to meet legal,
regulatory and contractual; requirements and the
organizations own requirements.
How to apply the Standards
The second part of the AM process, covered in Section 3 of Section 4 provides guidance on the AM enablers that
the IIMM, is deciding the most effective lifecycle strategies support effective infrastructure planning and decision
to deliver the defined requirements. This Section will help to processes described above. This includes the structures,
answer the questions: capabilities, plans, systems, tools and external resources
How do we best manage the risks associated with the organisation needs for effective AM. It also details
delivering the services required? an approach for ensuring AM practices are subject to
continuous improvement.
What are my best strategies for operating, maintaining,
replacing and improving the assets?
How much will providing the service cost over the long-
term?
What is my best long-term funding strategy?
4.3 Management
Systems
2.3 Forecasting Future 3.3 Operational
Demand Planning 4.4 Asset Management
Information
Systems and Tools
2.4 Collecting Asset
3.4 Capital Investment
3.5
Information (Asset
Planning 4.5 Service Delivery
Knowledge)
Models
3.1
Figure2: The Asset Management Process (sourced from IIMM 2015, p1/10
This ISO section addresses the need to explore all issues (internal and external) potentially impacting on the
organizational objectives and how to translate these into AM objectives, via a Strategic Asset Management Plan
(SAMP).
IIMM 2.1.4 Analysing the External Context contains guidance on how external
Analyse internal and issues may impact the AM system with subsections on the legislative and
external issues regulatory environment, commercial environment, economic environment, social
environment and natural environment including climate change.
IIMM 2.1.5 Analysing the Internal Context contains guidance on how internal
issues may impact the AM system and includes subsections on corporate
direction, business frameworks, corporate culture and financial sustainability.
IIMM 2.3 Forecasting Future Demand looks at how demand for services and
assets may change as a result of external drivers.
This ISO section deals with identifying stakeholders relevant to the AM system and their needs and expectations,
including in relation to reporting requirements.
This ISO section deals with determining the boundaries and applicability of the AM system and possible interaction
with other management systems.
IIMM 2.1.1 Defining the Scope of the Asset Management System details a
Define the scope, process for defining the scope of the AM System including the asset portfolio,
boundaries and plans, functions and processes within the AM System, level of advancement
interactions across 5 levels of maturity and internal and external linkages.
IIMM 4.3.5 Integrating Management Systems provides advice on aligning and
interacting the organisations various management systems.
IIMM 4.3.3 Documenting Asset Management Processes illustrates how
process maps can be used to define interactions and boundaries of AM
processes across teams.
IIMM 2.1.1 Defining the Scope of the Asset Management System provides
Define the asset guidance and a case study on defining the scope of the AM System
portfolio
IIMM 4.2.4 The Portfolio Asset Management Plan provides examples of AM
plan structure and documented information on the asset portfolio.
This ISO section deals with the processes for establishing and operating an AM System.
Document in the SAMP IIMM 4.2.3: The Strategic Asset Management Plan provides a structure for
how the system will a SAMP, a key focus of which includes describing how AM objectives will be
achieve AM objectives achieved.
This ISO section requires top management to demonstrate leadership and commitment with respect to the
AM system. There are a number of criteria specified that need to be met to demonstrate this leadership and
commitment, including; resourcing the AM system, communicating the importance of AM, cross-functional
collaboration, continual improvement and risk management.
IIMM 4.1.1 The Asset Management Leader details all the requirements of
Demonstrate the AM Leader and top management in establishing and maintaining the
leadership and AM System and fostering continuous improvement. This section provides a
commitment summary of all the ISO 55001 clauses relating to leadership in Table 4.1.2,
including references to other IIMM sections that provide more guidance to the
AM leader as to the functions they are responsible for.
IIMM 4.6.8 Organisational Commitment and Change Management outlines
strategies for achieving organizational commitment, including the leadership role
and a communication strategy to help disseminate the necessary message of
commitment and to aid implementation.
This ISO section deals with the requirements for top management to establish an AM policy. There are a number
of criteria specified that need to be met when formulating such Policy. These include ensuring appropriateness,
commitment, consistency, communication, availability and review.
This ISO section deals with the obligation for top management to ensure that the responsibilities and authorities for
relevant roles are assigned and communicated within the organization. There are a number of criteria that have to
be met by top management to demonstrate this.
IIMM 4.1.1 The Asset Management Leader details the AM leaders role in
Assign and allocating and communicating roles and responsibilities.
communicate
IIMM 4.1.2 Organisational Structures to Deliver Asset Management includes
responsibilities and discussion on how responsibilities might be structured and the options of a
authorities for AM centralized or de-centralized AM planning function.
IIMM 4.1.3 Integrating and Coordinating Asset Management deals with the
coordinating and communication of roles and responsibilities.
IIMM 4.3.3 Documenting Asset Management Processes provides guidance
on documenting roles at a detailed process level using tools such as dataflow
charts.
IIMM 4.5.4 Procuring and Management of Outsourced Activities identifies
aspects to consider when contracting out AM responsibilities.
ISO 6.1: Actions to Address Risks and Opportunities for the Asset
Management System
This ISO section deals with addressing the risks and opportunities that need to be considered when planning for
the AM system to achieve its intended objectives and outcomes, and how they might change with time.
Identify and evaluate IIMM 3.2 Managing Risk provides guidance on establishing the risk context
risks that could prevent (Section 3.2.2), identifying risks and critical assets (Section 3.2.3 and 3.2.4) and
achievement of evaluating risks (Section 3.2.5).
AM objectives
IIMM 3.1.7 Risk Based Decisions: deals with how to use risk reduction as a
Plan actions to address component of decision making.
risks and monitor the IIMM 3.2 Managing Risk outlines various risk treatment options and
effectiveness of these development of a risk action plan to prevent or reduce undesired effects
actions (Section 3.2.6) and covers risk implementation issues (Section 3.2.7) as well as
communication with stakeholders on awareness, understanding and relevance
of the approach. It promotes a continuous improvement approach with
monitoring and review.
This ISO section deals with establishing AM objectives as part of the AM planning process and as part of the
Strategic AM Plan. This involves consideration of the requirements of relevant stakeholders, as well as other
financial, technical, legal, regulatory and organizational requirements.
This ISO section deals with establishing and maintaining AM plan(s) that are aligned with the AM policy and the
strategic AM plan (SAMP) to achieve the AM objectives. The AM planning must integrate with other organizational
planning activities and consider requirements coming from outside the AM system.
A number of criteria are specified relating to managing assets over their life cycles, decision making and prioritizing
of activities and resources, risk management and contingency planning, financial and non-financial implications,
timeline, evaluation and review, what will be done, when and by whom.
Establish and maintain IIMM 4.2 Asset Management Plans provide a methodology for developing,
an AM plan reviewing and communicating AM Plans, both the portfolio AM Plans and the
Strategic AM Plan. Template examples are provided for both.
Determine and
The IIMM sections relating to risk management (IIMM Section 3.2) are relevant
document risks and and are detailed in relation to ISO 6.1.
opportunities relating
to assets
IIMM 3.3.5 Planning for Emergencies, Crises and Incidents covers issues
Consider asset-related
pertinent to infrastructure managers like natural hazards and disasters, civil
risks in contingency defence, emergency response and contingency planning and integrating these
planning into infrastructure AM.
The IIMM sections relating to resource requirements are relevant and are
Determine and
detailed in relation ISO 7.1
document resource
requirements and IIMM 3.5 Financial Planning can assist with assessing financial implications
financial and non- of the AM Plan, with specific guidance on lifecycle costing (Section 3.5.2),
valuation approaches (Section 3.5.3) and preparing long term financial forecasts
financial implications
(Section 3.5.5).
This ISO section deals with providing the necessary resources for the establishment, implementation, maintenance
and continual improvement of the AM system and for implementing the activities specified in the AM plan(s).
IIMM 4.1 Asset Management Leaders and Teams includes the resourcing
Provide resources to required in terms of organizational roles and responsibilities at both the strategic
establish and maintain and operational levels.
the AM system IIMM 4.1.5 Developing Asset Management People covers the assessment
and provision of capability requirements for delivering AM.
IIMM 4.1.6 Developing Asset Management Capacity covers the assessment
of capacity requirements for delivering AM.
IIMM 4.6 Audit and Improvement describes a method for assessing current
and appropriate AM practice, identifying what is required to close the gap
scoping improvement actions (including assessment of resources to deliver
those actions), prioritizing improvements and developing an improvement plan
which outlines resources and timeframes for establishing and maintaining AM
system at an appropriate level of practice.
IIMM Section 3.5 Financial Planning deals with the financial resourcing
Provide resources to aspects that are so critical to the success of the implementation of the AM Plan
implement the AM plan activities including assessment of financial implications across the whole asset
lifecycle and the long term financial planned resources required.
IIMM 3.5.6 Developing Funding Plans provides advice on how to deal with
financial constraints and assess and resolve resource and funding gaps.
IIMM 4.2.2 Preparing and Communicating the Asset Management Plans
includes guidance on the iterative process of preparing AM Plans, levels of
service and budgets and then considering resource constraints and implications
on budgets and levels of service.
IIMM 4.5 Service Delivery Models describes approaches to considering how to
Consider and evaluate deliver AM systems and plans, and more specifically, including:
internal and external
the definition of core assets and services (Section 4.5.1) which should be
resourcing retained as core in-house activities and conversely, those which could be
carried out more effectively by external parties.
the development of resourcing options including internal delivery and
various external delivery approaches (Section 4.5.2).
methods for determining which is the most effective resourcing option and
the risks and benefits associated with each (Section 4.5.3).
This ISO section covers the necessary competence (based on education, training or experience) of person(s)
doing work that could affect the performance of assets, AM or AM System. It looks at acquiring the necessary
competence, evaluating action taken, reviewing current and future needs and documenting evidence of this.
Determine competency IIMM 4.1.5 Developing Asset Management People (Capability) identifies
requirements competence requirements for different AM roles and provides an example of an
AM competency framework.
Ensure competency It also provides guidance on how to build capability through effective use of
external specialists and targeted training and development for all staff to build
and take actions if
organization wide capability. It includes an example of an organisation-wide AM
required
training programme.
This ISO section deals with ensuring awareness by all who can impact the AM objectives. There are a number
of criteria specified which address specific awareness of issues like the AM policy, work activities including
associated risks and how these benefit effectiveness, and performance and implications of not meeting the AM
System requirements.
This ISO section deals with internal and external communications relevant to assets, AM and the AM system. It
includes the what, when, who and how of communication.
Develop a Consultation IIMM 4.2.2 Preparing and Communicating Asset Management Plans
Plan provides advice on appropriate communication and engagement during AM Plan
development.
This ISO section deals with the information requirements across all elements of AM. There are a number of criteria
specified which address risks, AM roles, responsibilities, processes, activities and information exchange and
impacts on decision making.
Establish appropriate IIMM 4.4 Information Systems and Tools provides detailed guidance on
determining requirements for, evaluating, selecting and implementing an AM
data repositories
Information System. It includes an approach which begins with identifying
information needs based on business and user requirements.
Ensure alignment IIMM 3.5.1 Key Elements of Financial Management outlines the necessary
of financial and interfaces between asset and financial management and how data and
non-financial processes should align.
terminology and data
This ISO section deals with documented information as part of the AM system which includes that required by
this International Standard, that applicable for legal and regulatory requirements and that deemed necessary from
Section 7.5.
This ISO section deals with creating and updating documented information.
This ISO section deals with the control of documented information required by the AM system and by this
International Standard, to ensure it is adequately protected and available for use. There are a number of criteria
specified which address amongst other things, access, retrieval, storage and preservation. Relevant external
documented information shall also be appropriately identified and controlled.
Provide appropriate IIMM 4.3.4 Document Management and Control outlines how to maintain and
control, access protect documented information.
and protection This section is also relevant to the many other parts of ISO 55001 that require
for documented documenting of information as part of the requirement.
information
This ISO section deals with the processes needed to implement the planning actions determined earlier and
corrective and preventive actions determined in 10.1 and 10.2. There are a number of criteria specified which
address the required processes and keeping documented information.
Manage risks
associated with In relation to operational risk management, the IIMM sections referenced under
ISO 6.1 are also relevant here.
operational processes.
This ISO section deals with prior assessment and management of any risks associated with any planned change
that could impact on achieving the AM objectives.
IIMM 3.2 Risk Management covers the framework and methodology within
Manage risks which change management risks should be assessed.
associated with In relation to risk management, the IIMM sections referenced under ISO 6.1 are
changes relevant here.
IIMM sections referenced under ISO 4.1 provide guidance on analysing the
internal, external and customer environments to identify how changes in these
may impact the AM System.
IIMM 4.6.8 Organisational Commitment and Change Management includes
change management principles which, when followed, are intended to reduce
risks associate with change and support effective change management.
This ISO section deals with assessing risk and controlling any outsourced processes or activities that can impact
on the achievement of AM objectives to ensure they integrate into the organizations AM system. There are a
number of criteria specified which address scoping the outsourced processes/activities and their interfaces with
the organizations own processes/ activities.
IIMM 3.2 Risk Management covers the framework and methodology within
Assess risks associated which outsourcing risks should be assessed.
with outsourcing
IIMM 4.5.3 Evaluating and Selecting Options for Service Delivery includes
discussion on risk sharing in terms of establishing the form of contract to enter
into.
IIMM 4.5.2 Defining Core Services and Assets considers which functions
Determine the scope of should be retained as core in-house activities and which could be carried out
outsourced activities, more effectively by external parties. It also covers typical divisions between
responsibilities for asset owner, manager and service delivery roles.
managing outsourced IIMM 4.5.3 Evaluating Options for Service Delivery outlines a range of
processes service delivery options from internal delivery through to Public- Private
Partnerships.
Some of the sections of the IIMM that relate to Clauses 7.2, 7.3, 7.6 and 9.1 of
Ensure outsourced ISO 55001 can be applied similarly to outsourced resources. In addition:
resources meet
IIMM 4.5.4 Procurement and Management of Outsourced Activities deals
requirements of more specifically with this aspect.
relevant ISOs
This ISO section deals with what and when to monitor, and measure and report on performance (including financial
and non-financial performance) and the effectiveness of the AM system. There are a number of criteria specified
which address effectiveness of the monitoring processes.
These ISO sections 9.2.1 and 9.2.2 deal with conducting internal audits to test conformance, implementation and
maintenance of the AM system. There are a number of criteria specified which address a range of issues to be
considered when establishing an audit programme(s).
IIMM 2.4.5 Maintaining and Improving Data Confidence deals with auditing
Plan, establish and asset data.
maintain an audit IIMM 2.5.1 Developing a Performance Monitoring Programme deals also
programme with AM System performance as well as AM and asset performance.
IIMM 4.6 Audit and Improvement includes content on audit plans, internal and
external audits and self-assessments. It also includes a section on Standards
Certification.
This ISO section deals with top management reviewing the organizations AM system to ensure its continuing
effectiveness. There are a number of criteria specified which address actions expected to be carried out as part of
such management reviews.
IIMM 4.1.1 The Asset Management Leader deals with the requirements of top
Carry out regular top management in carrying out AM System reviews.
management reviews IIMM 4.6 Continuous Improvement provides a range of approaches that
of the effectiveness of top management can use to assess the effectiveness of the AM System by
the AM System carrying out a gap analysis of current and desired effectiveness and identifying
corrective actions.
This ISO section deals with the organization reacting to any nonconformity or incident and taking action to control
and correct it.
There are a number of criteria specified which address future occurrences, implementing resultant action, and
reviewing effectiveness of such action.
React, control IIMM 3.3 Operational Planning covers incident and emergency management
and manage processes as well as processes for responding to unplanned (reactive)
non-conformities maintenance requirements and techniques such as root cause analysis.
in the assets
This ISO section deals with the processes to proactively identify possible preventive action.
IIMM 2.5.5 Predicting Future Condition and Performance deals with the
Proactively identify ability to predict when the asset may fail due to condition deterioration or
potential asset failures performance failure.
IIMM 3.3.2 Operational Objectives and Intervention Levels looks at
the determination of maintenance intervention levels which define asset
performance failure that requires the need to take action.
This ISO section deals with continually improving the organizations AM and AM system.
For completeness, the following matrix of cross-referenced clauses from the IIMM includes those that are only briefly related
to the various ISO standard requirements as well as those that are substantive in terms of their how to guidance. Therefore
there are a number of IIMM sections that are relevant across many ISO sections. For example, many ISO sections have
reference to continual improvement, which means IIMM Section 4.6 on Continuous Improvement is frequently referenced.
Similarly, many ISO sections require documented evidence to be kept, and in these cases IIMM Section 4.3.4 Document
Management and Control is considered relevant.
ISO Clause
8.3: Outsourcing
4.4: AM System
7.3: Awareness
7.1: Resources
7.6.1: General
5.2: Policy
IIMM Section
Section 2 | Understanding Requirements
2.1 Setting the Strategic Direction
2.1.1 Defining the Scope of the AM System
2.1.2 Developing the AM Policy
2.1.3 Determining AM Objectives
2.1.4 Analysing the External Context
2.1.5 Analysing the Internal Context
2.1.6 Understanding Customer Expectations
2.2 Establishing Levels of Service
2.2.1 The Levels of Service Framework
2.2.2 Developing Levels of Service
2.2.3 Developing Effective Performance Measures
2.2.4 Evaluating Options and Setting Targets
2.2.5 Communicating with Customers
2.3 Forecasting Future Demand
2.3.1 Introduction
2.3.2 Factors Influencing Demand
2.3.3 Developing Demand Forecasts
2.3.4 Dealing With Demand Forecasting Uncertainty
2.3.5 Supply-Side Demand Management
2.3.6 Customer Demand Management
2.4 Collecting Asset Information (Asset Knowledge)
2.4.1 Identifying Information Requirements
2.4.2 Asset Register Structure and Hierarchy
2.4.3 Asset Identification Systems
2.4.4 Data Collection Processes
2.4.5 Maintaining and Improving Data Confidence
2.4.6 The Progression of Data Requirements
2.5 Monitoring Asset Performance and Condition
2.5.1 Developing a Performance Monitoring
Programme
2.5.2 Determine Method of Monitoring Performance
2.5.3 Determining What and When to Measure
2.5.4 Condition and Performance Rating Systems
2.5.5 Predicting Future Condition and Performance
2.5.6 Performance Evaluation and Reporting
2.5.7 Reviewing the Performance Monitoring
Programme
ISO Clause
8.3: Outsourcing
4.4: AM System
7.3: Awareness
7.1: Resources
7.6.1: General
5.2: Policy
IIMM Section
Section 3 | Lifecycle Planning
3.1 Lifecycle Decision Methods
3.1.1 The Decision Process
3.1.2 Choosing a Decision Technique
3.1.3 Net Present Value Analysis
3.1.4 Benefit-Cost Evaluation Methods
3.1.5 Cost Effectiveness Analysis
3.1.6 Multi-Criteria Analysis
3.1.7 Risk-Based Decisions
3.1.8 Other Decision Making Considerations
3.2 Managing Risk
3.2.1 Introduction
3.2.2 The Risk Management Context
3.2.3 Identifying Risks
3.2.4 Identifying Critical Assets
3.2.5 Evaluating the Risks
3.2.6 Managing the Risks
3.2.7 Monitoring and Review
3.2.8 Assessing Resilience
3.3 Operational Planning
3.2.1 Introduction
3.3.2 O perational Objectives and Intervention
Criteria
3.3.3 D eveloping Maintenance Plans and
Procedures
3.3.4 Operational Process Plans
3.3.5 Planning for Emergencies, Crises and Incidents
3.3.6 Operational Structures and Support
3.3.7 Operational Improvement
3.4 Capital Investment Planning
3.4.1 Introduction
3.4.2 Identifying and Scoping Capital Projects
3.4.3 Developing New Build Programmes
3.4.4 Developing Renewal Programmes
3.4.5 Predictive Modelling Techniques
3.4.6 Compiling the Capital Investment Strategy
3.5 Financial Planning
3.5.1 Introduction
3.5.2 Identifying and Categorising Lifecycle Costs
3.5.3 Valuation Approaches
3.5.4 Calculating Depreciated Replacement Cost
3.5.5 Developing Long Term Financial Forecasts
3.5.6 Developing Funding Plans
ISO Clause
8.3: Outsourcing
4.4: AM System
7.3: Awareness
7.1: Resources
7.6.1: General
5.2: Policy
IIMM Section
Section 4 | Assessment Management Enablers
4.1 Asset Management Leadership and Teams
4.1.1 The Asset Management Leader
4.1.2 Organisational Structures to Deliver AM
4.1.3 Integrating and Coordinating AM
4.1.4 Communicating AM Across the Organisation
4.1.5 Developing AM People (Capability)
4.1.6 Developing AM Capacity
4.2 Asset Management Plans
4.2.1 Determining the Scope of the AM Plans
4.2.2 Preparing and Communicating AM Plans
4.2.3 The Strategic AM Plan
4.2.4 The Portfolio AM Plan
4.3 Management Systems
4.3.1 The Management System Approach
4.3.2 Implementing Management Systems
4.3.3 Documenting AM Processes
4.3.4 Document Management and Control
4.3.5 Integrating Management Systems
4.4 Information Systems and Tools
4.4.1 Developing an AM Information System
4.4.2 Identifying AMIS Requirements
4.4.3 Identifying System Integration Requirements
4.4.4 Evaluating Software Solutions
4.4.5 System Implementation and Review
4.5 Service Delivery Models
4.5.1 Introduction
4.5.2 Defining Core Services and Assets
4.5.2 Identifying Service Delivery and Contracting
Options
4.5.3 Evaluating Options for Service Delivery
4.5.4 Procurement and Management of Outsourced
Activities
4.6 Continuous Improvement
4.6.1 Taking a Continuous Improvement Approach
4.6.2 Standards Certification
4.6.3 Evaluating AM System Performance
4.6.4 Identify Improvement Actions
4.6.5 Prioritising Actions and Developing the
Improvement Plan
4.6.6 Delivering the Improvement Plan
4.6.7 Monitoring the Effectiveness of Actions Taken
4.6.8 Organisational Commitment and Change
2 Not all Notes to each of the ISO definitions have been included in this Table and readers are referred to ISO 55000 Part 3 for full detail
of the ISO definitions.
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