Programme and Asset Management in Commuter Rail
PMO Forum, Rivonia24 June 2016
Ernst Swanepoel (pr Eng, MCSSA)
1PMO Forum: 24 June 2016
Topics
• Introduction to the Rail Environment
• Programme Management
• Asset Management
• Safety and Regulation
• Reality and Performance
• Conclusion
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2PMO Forum: 24 June 2016
– East London
– Durban
– Johannesburg
– Pretoria
– Port Elizabeth
– Cape Town
• METROPOLITAN AREAS:
Continue on next page
Introduction to “Rail Assets”
PMO Forum: 24 June 2016 3
• TOTAL TRACK:– 2,859km (97% electrified)
• PASSENGER JOURNEYS PER DAY:– 2.5+ million
• STATIONS:– 456 (595 including Shosholoza Meyl Stations)
• ROLLING STOCK FLEET:– +4,500 (see breakdown slide)
PMO Forum: 24 June 2016
Introduction to “Rail Assets”
4
Slide 5
CLIENT
21 st Century
Historical
User
ECONOMICENVIRONMENT
SOCIO-ECO-NOMIC
POLITICALENVIRONMENT
TECHNOLOGY(INFORMATIONAL ERA)
Our Customer has changed …
PMO Forum: 24 June 2016
Infrastructure Network Classification - 05/06
Export - Heavy Haul
Core Network > 5mgt/year
Non Core Network > 0.2mgt < 5mgt/year
Non Core Network < 0.2 mgt/year
No Service / Closed Lines
Leased
Sishen
Saldanha
Cape Town
East London
Port Elizabeth
Mosselbaai
Bitterfontein
Calitzdorp
Klipplaat
Rosmead
Port Alfred
Cookhouse
Noupoort
De Aar
Upington
Kakamas
Sakrivier
Calvinia Hutchinson
Beaufort West
Belmont
Hotazel
Mafikeng
Bloemfontein
Aliwal North
Springfontein
Hofmeyer
Maclear
Queenstown
Blaney
Umtata
Harding
Port Shepstone
Durban
Richards Bay
Musina
Louis Trichardt
Kimberley
Steelpoort
Komatiepoort
Phalaborwa
Zebediela
Vaalwater
Modimolle
Johannesburg
Pretoria
Lephalale
Pudimoe
Veertien Strome
Bethlehem
Warden
Harrismith
Vryheid
Ladysmith
Virginia
Bethal
Klerksdorp
Worcester
Volksrust
Witbank
Groenbult
Ermelo
Polokwane
Vereeniging
Pietermaritzburg
Nakop
Kaapmuiden
Nelspruit
SWAZILAND
Oudtshoorn
Kroonstad
Vryburg
LESOTHO
Knysna
Halfweg
Koffiefontein
Douglas
Alicedale
Protem
Bredasdorp
Kirkwood
PatensieAvontuur
Alexandria
SomersetEast
Barkley East
Ceres
Porterville
GeorgeFranschoek
Winberg
Bultfontein
Marquard
Ancona
Vierfontein
Golela
Nkwalini
Bergville
Richmond
Kranskop
MountAlida
Underberg
KokstadNatatiele
Utrecht
Vrede
Arlington
VilliersVredefort
Lichtenburg
Skoongesig
Northam
Atlanta
Lothair
Graskop
RoosenekalMarble Hall
Hoedspruit
ColignyVermaas
Ottosdal
Makwassie
Balfour North
Firham
Glencoe
Atlantis
Piketberg
Klawer
Paarl
Stanger
Slide 6PMO Forum: 24 June 2016
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In Pictures ………
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1960
2009
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Park Station in 1905
Slide 1818PMO Forum: 24 June 2016
The Main Concourse 2012
Slide 19PMO Forum: 24 June 2016
Slide 19
ROLLINGSTOCK
SIGNALLING
PERWAY POWER &TRACTION
RAIL Specific
FACILITIES
TICKETING
TRAIN SCHEDULING
SAFETY/SECURITY
ACCESS
INFORMATION
ANNOUNCEMENTBOARDS
TIMETABLES OTHERMODES DELAYS &
CANCELLATIONS
INTER-
MODAL
PARKING
TRANSFER
INFORMATION
ACCESS
STATION
The “Station”
Slide 20PMO Forum: 24 June 2016
FACILITIES
INFORMATION
INTER-
MODAL
ROLLINGSTOCK
SIGNALLING
PERWAY POWER &TRACTION
RAIL Specific
TICKETING
TRAIN SCHEDULING
SAFETY/SECURITY
ACCESS
ANNOUNCEMENTBOARDS
TIMETABLES OTHERMODES DELAYS &
CANCELLATIONS
PARKING
TRANSFER
INFORMATION
ACCESS
Fail-Safety paradigm
Business EconomicParadigm
Securityparadigm
Service paradigm
Slide 21PMO Forum: 24 June 2016
MONEY
Capital
Operational
MOVE
PEOPLE
Frequency
Volume
Safety
Standard
Regions
INFRA NETWORK
ROLLING STOCK
TRAIN OPS
STATIONS
Policies/Strategies/Business direction
Systems/Tools/Resources/Procedures/Specs
Government
The Commuter Rail Business
Slide 22PMO Forum: 24 June 2016
Programme and Project Management
Slide 23PMO Forum: 24 June 2016
Project & Programme Management
• Leadership challenge
– Still treats projects as “operational”
– Supply Chain Management external to PMO
• Business and Project Life Cycles
• Multi-faceted life cycles
• The PMO Business Model
• Service Industry
PMO Forum: 24 June 2016 Slide 24
PMO Forum: 24 June 2016
GCEO2006TRANSFORM
Source: Gemini Consulting (2007) Customised EAS (2012)
1. Create Vision
2. Mobilize
3. Design & LeadTransformation
REFRAME
4. Construct & MaintainThe Economic Model
5. Re-design & UpdateWork Architectures
RESTRUCTURE
7. Stakeholder focus& Marketing
8. New Businesses& HCM Building
REVITALIZE
10. Build IndividualLearning & Mastery
11. Stabilise and Incentivise Structure
RENEW
12. Integrate & Optimise
Business to Asset Leadership
The 12 Duties of Visionary Leadership
6. Align & PhysicalInfrastructure
9. Life Cycle ChangeVia Technologies
Slide 25
PMO Forum: 24 June 2016
ORGANISATION
Mission & Vision
CorporateObjectives
EnterpriseProject Management
“The Model”
(Source: “Portable MBA in Project Management” (2003, p353), Eric Verzuh, adapted by Author)
Dept. 1
Dept. 2
Dept. 3
Dept. 4
Dept. 5
Dept. 6
Project A
Project B
Project C
Portfolio(s) of Projects
Group 1
Group 3 Group 4
Group 2
Strategic
Operational
Product
Capital Exp.PMO
ITPROCESS
Strategic Objectives
Key Business Objectives
Identify Projects
Prioritise & Select Projects
Establish Optimised Portfolio(s)
Resource Allocation
Interproject Co-ordination
Master Program Schedules
Consolidated Reporting
Life Cycle Management
Project Sceduling
PM Tools & Processes
PM
O P
rogr
amm
eM
anag
emen
tP
roje
ct M
anag
emen
tP
roje
ct T
eam
Stra
tegi
c Ex
ecu
tive
Co
mm
itte
e
Port
folio
Man
agem
ent
Strategic Alignment
Slide 26
PMO Forum: 24 June 2016
Business Mission
Business UnitStrategy
DivisionalObjectives
ProjectPortfolios
ExecutableProgrammes
Projects
CONCEPT
FEASIBILITY
IMPLEMENT
HANDOVER
IDEA
DEVELOP
Projects
Business Life Cycle
Project Life Cycle
Procurement Cycle
LIFE CYCLES (Business & project)
Slide 27
InitiateTenderingProcesses
CRM; CSMFacilitate
TP’s
FacilitateEvaluations
TechnicalFinancial
Approve/Reject
Screening, etc
PM Initiate(Compulsory
Requirements)
PROCUREMENT CYCLE (Generic)
Slide 28PMO Forum: 24 June 2016
“This project is extremely important, but it has no
budget, no guidelines, no support staff and it’s due
tomorrow morning. At last, here’s
your chance to really impress everyone!”
© 1996 Randy Glasbergen. E-mail: [email protected], www.glasberger.com
PMO Forum: 24 June 2016 Slide 29
PMO Forum: 24 June 2016
Project Leadership!
ProjectManager
Slide 30
PMO Forum: 24 June 2016
Andre’s Office
Slide 31
The PMO Starting Point
• In line with the Business we defined:
• CAPEX Projects
– 5 Major Portfolios
– 5 Sub-portfolios
– 390 Projects
• OPEX Projects
– 5 Major Portfolios
– > 600 projects
PMO Forum: 24 June 2016 Slide 32
• SPONSOR– MTEF
– Department of Finance
• CUSTODIAN– Portfolio Manager
– Owner Department
• PROGRAMME MAN.– Prioritisation
– Projects Execution
– Overarching Cash Flow
• Auditor General– PFMA
– PPSG
• Railway Safety Regulator– SANS 3000 series
– ISO 55000 (SABS)
• End – User– Change Management
– Operations
– “Value for Money”
The PMO “Baseline”PMO Accountability Performance Validator
PMO Forum: 24 June 2016 Slide 33
Project Governance PMBOK
FundamentalPM Elements
IntegrationManagement
CommunicationManagement
ScopeManagement
TimeManagement
CostManagement
HR (Resources)Management
QualityManagement
RiskManagement
ProcurementManagement
PMBOKPM Body of Knowledge
Configuration Management Marketing Management Account Management Change Management
Customer Services Support Regime Legislation & Risk
Expenditure Supply Chain ERP (proper) Logistics
Corporate Governance, Strategic Logistics & SCM
Procurement Cycle
#2
StakeholderManagement
PMO Forum: 24 June 2016 Slide 34
Procurement
Administration
Tender
Administration
Policies and
ProceduresProcurement
Management
Projected Life
Acceptance. Next
life cycle?
Communication
forums,
Participation
Change ownership
Education & Scan
Business Risk
User Acceptance
Budgets, DOT
ownershipRisk
Management
Marketing,
Surveys
Standard
reporting to all
stakeholders
Communique re
acceptance of
plan
Project Charter
Project Plan
Presentations to
Provinces, TA’sCommunications
Management
Unions OK
Career Paths
Project teams
and sub -teams
Recruitment &
Appointments
Consultation
Benchmarking
Skills and HR
RequirementsH.R. Management
Audits, KPI’s
Performance
Quality circles
Auditing teams
Detailed functional
specifcations
Technical
Requirements
ISO, TQM, ITILQuality
Management
Capitalisation
Depreciation
Cash flow,
Payment Plan
Cost Centres,
Budget Allocation
Life Cycle
Costing analysis
Project OfficeCost Management
SLA’sDetailed teams
Installation
Commissioning
Tender awards
and planning
Preliminary
Project Plan
Project OfficeTime
Management
Commission
Handover
Project Plan
Project teams
PPSG, RFP,
Specifications
RFI, LCCA,
WBS, OBS
Business Case
RequirementsScope
Management
Training HandoverChange
Management
Configuration &
Change
Management
DoT guidelines,
Ticketing Stds
Moving SA
Rail Plan
Integration
Management
Level 5 Optimisation
Process
Level 4 Managed
Process
Level 3 Organisational
Standards and Institutionalised
Process
Level 2 Structured
Process & Standards
Level 1 Initial Process
PMBOK
Procurement
Administration
Tender
Administration
Policies and
ProceduresProcurement
Management
Projected Life
Acceptance. Next
life cycle?
Communication
forums,
Participation
Change ownership
Education & Scan
Business Risk
User Acceptance
Budgets, DOT
ownershipRisk
Management
Marketing,
Surveys
Standard
reporting to all
stakeholders
Communiqué re
acceptance of
plan
Project Charter
Project Plan
Presentations to
Provinces, TA’sCommunications
Management
Unions OK
Career Paths
Project teams
and sub -teams
Recruitment &
Appointments
Consultation
Benchmarking
Skills and HR
RequirementsH.R. Management
Audits, KPI’s
Performance
Quality circles
Auditing teams
Detailed functional
specifications
Technical
Requirements
ISO, TQM, ITILQuality
Management
Capitalisation
Depreciation
Cash flow,
Payment Plan
Cost Centres,
Budget Allocation
Life Cycle
Costing analysis
Project OfficeCost Management
SLA’sDetailed teams
Installation
Commissioning
Tender awards
and planning
Preliminary
Project Plan
Project OfficeTime
Management
Commission
Handover
Project Plan
Project teams
PPSG, RFP,
Specifications
RFI, LCCA,
WBS, OBS
Business Case
RequirementsScope
Management
Training HandoverChange
Management
Configuration &
Change
Management
DoT guidelines,
Ticketing Stds
Moving SA
Rail Plan
Integration
Management
Level 5 Optimisation
Process
Level 4 Managed
Process
Level 3 Organisational
Standards and Institutionalised
Process
Level 2 Structured
Process & Standards
Level 1 Initial Process
PMBOK
Slide 35PMO Forum: 24 June 2016
Project Phases: Compulsory Deliverables
Roll-out (completion) Acceptance Testing and Conversion Hand-Over, SLA and In Service Training.
PHASE 5:Commissioning Phase
(Project Close-out)
Tenders & Adjudication Detailed Project Charter Project Teams, Stages and WBS Implementation, Piloting, Testing
PHASE 4:Execution Phase
(Project Implementation)
Business Requirement Specifications Functional Specifications, OBS, FBS (Scope) Acceptance/ Conversion Specifications RFP
PHASE 3:Planning Phase
(Project Planning)
Technology Impact Analysis Research & Development, RFI, etc Policy & Procedures Formulation Design/ High Level Project Charter
PHASE 2:Feasibility Phase
(Project Initiation)
Business Plan(s) Investment Plan(s) (Project) Route Map Industry Scans & Expression of Interest User Requirement Specification
PHASE 1:Conceptual Phase
(Project Definition)
KEY DELIVERABLESGENERIC PHASEC
on
tin
uo
us,
Lo
gica
lFlo
w Stra
tegi
c Fo
cus
Pro
ject
Op
era
tio
nal
Fo
cus
Project “Common Denominators”
Slide 36
PMO Forum: 24 June 2016
The 10 Phase Project Lifecycle (Rory Burke)
Slide 37PMO Forum: 24 June 2016
PMO Forum: 24 June 2016 Slide 38
Implement these!
Maintain this!
Perf
orm
ance
Introduction
TIME
Growth Maturity Decline
2016
1
4
31
2
History
PMO Leadership challenge ..
Business Life Cycles and Technologies
Slide 39PMO Forum: 24 June 2016
HIGH LOW
Desig
n F
un
cti
on
ali
ty
LOW
HIGH
SOURCE: MBA Leadership Assignment, 1995, Author
Overall Maintainability Risk
Transactional Project Leadership
1
Steam Locomotives
2
In-Service Trains/Well-established support
3
Customised, In-service/“restoration” approach 4
Integrated, full life cycle Projectand Support Management
TransformationalProject Leadership
Select the right Leadership Profile …
Slide 40PMO Forum: 24 June 2016
HIGHLOW
Market
Att
racti
ven
ess
LOW
HIGH
SOURCE: MBA Leadership Assignment, 1995, EAS
“Primary” Customer Utilisation
Rail Plan(“new” customer)
Safety-CriticalNecessity
Increased Service,“old” customer
“Special” trains,short terminitiatives
• (Gautrain)
(A Corridors)
• (D Corridors)
• (B Corridors)
• (C Corridors)
• (2010) PRASA
Eg. Rail Plan: Critical Business Matrix
Slide 41PMO Forum: 24 June 2016
ORGANISATIONCULTURES
(Information View)
FUNCTIONAL CULTURE
SHARING CULTURE
INQUIRING CULTURE
DISCOVERY CULTURE
Managers use Information as a means toexercise power, to compete or influence others
Managers and Employees trust each other to use informationInformation to adapt and improve processes and performance
Managers and Employees search for information to improvetheir understanding of future trends and to adapt
Managers and Employees are open to newinsights about crisis and radical change.
Source: R. Merchant, 1995, adapted for SARCC EXCO (EAS), Nov 2004
PROJECT CULTUREManagers and Employees automatically form mature
delivery networks to enhance collective performance.
No PM CulturePossible
EvolvingPM Culture
Organisational Values & Culture
Slide 42PMO Forum: 24 June 2016
SALE
S P
OW
ER
CLI
ENT
PR
OM
OTI
ON
MA
RK
ETIN
G(A
DV
ERTI
SIN
G)
SOU
RC
E:
MA
NU
FAC
TUR
ING
DIS
TRIB
UTI
ON
SER
VIC
E
SER
VIC
E D
EVEL
OP
MEN
T
DEV
ELO
PM
ENT
PR
ICIN
G
PO
SITI
ON
ING
OF
PR
OD
UC
T
TAR
GET
VA
LUE/
SELE
CT
FOC
US
SEG
MEN
TATI
ON
PROVIDE THE VALUECHOOSE THE VALUE COMMUNICATE THE VALUE
VALUE CREATION AND DELIVERY SEQUENCE (THROUGH LOGISTICS AND MARKETING)
TOTALPRODUCT VALUE
PLACE VALUE
TIME VALUE
QUANTITY
POSSESSION VALUE
FUNCTIONAL
VALUE CREATED BY:VALUE CREATED
LOGISTICS
LOGISTICS
LOGISTICS
MARKETING
PRODUCTION
INNOVATION
THE IMPACT OF INNOVATION ON TOTAL PRODUCT VALUE
PMO: Total Value Creation Chain
S T P
PMO
Slide 43PMO Forum: 24 June 2016
Programme, Project and SCM
PROGRAMME
PLANNING
PROJECT
PLANNING
SCM KPA &
PROCESSESMany simultaneous projects One project at a time CRM and CSM Strategies in
Policy. (Deals with PMO)
Concentration on resources Concentration on time &
method
Product Development & SP
consolidation
Projects tend to be similar
to each other
Projects tend to be
dissimilar to each other
Must have well developed MRP
and DRP
Need to maximise utilisation
of resources
Need to minimise
demand for resources
There is no finite start and
end; there is a continuous
workload
There is a finite start and
end
PPSG must include servicing the
Master Technology Plans
There are many different
objectives
There is one single
objective
SCM has one key objective:
Strategic Logistics Management
44PMO Forum: 24 June 2016
PMO Consolidation Model
ID STAGE PMO DESCRIPTION PM in SCM
1 PLANNING
Process of planning each project in
terms of time & resource
requirements (Similar to the planning
of a single project)
• Ensure Portfolios Strategies (BP)
• Establish support/portfolio
• Update distribute SCM Policies
2 TRANSMISSIONTransmission of the individual
project plans to a central point
• Distribute Policies to Regions
• Align with Expenditure Management
3 CONSOLIDATIONProcess of combining the many
individual project plans to a central
point
4 EVALUATION
Exposure of Inter-project conflicts
and identification of problems,
especially multi-project resource
over-demands.
• Update Service Provider Profiles
• Evaluate new entrants in close
collaboration with Executives
• Update Supplier Configurations
5EXPERIMENTATION &
DECISION MAKING
Process of experimenting with
alternative strategies to find optimal
schedules for the future workload
• Manage TIER 1, 2 & 3 links
• Initiate/manage JV’s and Partnerships
with Portfolio Heads
6 DISSEMMINATION
Dissemination of decisions taken
back to the original project teams
and the modification of individual
project plans
• Tender processes and evaluations
• Appointment of contractors/consultants
• Align finance & expenditure management
7ACHIEVEMENTS
MEASURED
Feedback through project schedules
and systems, either to measure
effort or to monitor progress, or both.
• Monitor project performance systems
• Perform “post-implementation” audits45PMO Forum: 24 June 2016
Pr Manager 21 3Work stream 1(“mini” project 1) 1
Work stream 2(“mini” project 2)
Shared Resourcee.g. “Champion” from COE
21 3
21 3
2
3per Phase/sub-project
ROLE PLAYERS DELIVERABLESTASKS& PROCESSES
Evaluation Implementation
Planning CommissionConceptual
PROJECT MANAGEMENT “Mind-set”
PHASES
Slide 46PMO Forum: 24 June 2016
ROLE PLAYER DELIVERABLESPROCESSES
Evaluation Implementation
Planning CommissionConceptual
OWNERS
SPONSORMANAGER
STAKEHOLDERPARTNERSHIP
CHAMPIONS
PHASES
PROGRAMME MANAGEMENT “Mind-set”
Slide 47PMO Forum: 24 June 2016
Enterprise Asset Management
(The ISO 55000 Way)
Slide 48PMO Forum: 24 June 2016
Let us put the donkey before the cart!
49PMO Forum: 24 June 2016
CORPORATE ORGANISATION MANAGEMENT
MANAGE ASSET PORTFOLIO
MANAGE ASSET SYSTEMS
MANAGE ASSETS
Create/Acquire
Utilise Maintain Dispose
Management of Asset Information
Management of Finance
Management of Asset Risk
Management of Human Resources
Project Management
PFMA & ISO 55000
Slide 50PMO Forum: 24 June 2016
Revenue GeneratorsProject Life Cycle
Product Life Cycle
AssetCreation
AssetDesign
AssetConfiguration
Delivery
Warranty Period
Routine Maintenance
Preventive Maintenance
Front Line Maintenance
First Line Maintenance
Profitable FacilitiesManagement
Post Warranty
Routine Maintenance
Preventive Maintenance
First Line Maintenance
2 nd Line Maintenance
Front Line Maintenance
Repairs & Refurbishment
High Cost FacilitiesManagement
Life Cycle Asset Management Costs
Slide 51PMO Forum: 24 June 2016
• The management of physical assets is the cornerstone of our Economy
• Asset Management Practitioners should take the lead in the management of assets towards maturity.
• Programme and Project Management are the most critical focus areas for the restructuring of our assets and the creation of jobs for the years to come.
PFMA and Asset Management
Slide 52PMO Forum: 24 June 2016
Support Organisational Objectives
Portfolio ROI, compliance and sustainability
System Performance, cost & risk control
Life Cycle Activities, efficiency & effectiveness
Manage Individual Assets over its LIFE CYCLES
Manage Asset SYSTEMS/NETWORKS
Manage Asset PORTFOLIO
CorporateOrganisationalManagement
Figure 1: IAM ©Hierarchy of Assets within an integrated management system
Source: IAM © “An Anatomy of Assets”
IAM and ISO 55000 AM Principles
Slide 53PMO Forum: 24 June 2016
Identify need
Identify need
Identify need
Create or Acquire
Select Procure
DesignInstall/ Implement
Commission
Operate and Maintain
Operate and MaintainInstall & Configure
Operate & Maintain
Decommission
Dispose and/or Replace
Sell, Recycle and/or replace
Manage residual liabilities
IAM definitions updated to PM Terminology
Slide 54PMO Forum: 24 June 2016
Identify need
Identify need
Identify need
Create or Acquire
Select Procure
DesignInstall/ Implement
Commission
Install & Configure
Decommission
Dispose and/or Replace
Sell, Recycle and/or replace
Manage residual liabilities
IAM definitions updated to PM Terminology
• Retail Industry• Moveable Assets• Domestic Appliances
• Standard Assets• Facilities/ commercial
• Mining, Rail• Services
Industry
Slide 55PMO Forum: 24 June 2016
External Environment
Stakeholders
Legal & Regulatory Environment
Organisation Structure
Business Processes
Asset Life Cycle Stages
Assets
Deliver Service/Perform Desired Function
Customers/Use of Service
© I-PAM
ISO 55000 in a Nutshell
Slide 56PMO Forum: 24 June 2016
PMO Forum: 24 June 2016 Slide 57
OperateAcquire
Dispose Maintain
Customers
Organisational Strategic Plan
CommercialEnvironment
Organisation& People
Strategy & Planning
Asset ManagementDecision Making
Risk &Review
Legislation Investors
Asset Information
IAM © Conceptual Asset Management ModelSource: IAM © “An Anatomy of Assets”
PMO Forum: 24 June 2016 Slide 58
GROUP 1: STRATEGY & PLANNING
Business Strategy Planning
GROUP 2: AM DECISION MAKING (DM)
Asset Condition –based Investment
Management
Programme Management
GROUP 3: LIFE CYCLE DELIVERY
Project Management
Operations Management
GROUP 4: ASSET INFORMATION
Configuration Management
GROUP 5: ORGANISATION & PEOPLE
Organisation Functional
Management
GROUP 6: RISK & REVIEW
Reliability Engineering
Asset Performance Management
Business Grouping for Public Sector Infrastructure Management
Source: IAM © “An Anatomy of Assets”
Relationship of an Asset Management System to Asset Management
Managing the organisation
Coordinated activity of an organisation to realise value
from asset
Asset Management
Asset Management
System
Set of interrelated/interacting elements to establish asset
management policy, objectives and processes to achieve those
objectives
Asset Portfolio
Assets that are within the scope of the asset
management system
59PMO Forum: 24 June 2016
1. General Requirements
(ISO 5500x)Master IntegratedAsset Management
Programme)
2. Asset Management Policy (PPSG)
3. Asset Management Strategy
4. Asset Management Enablersand Project Performance
5. Asset Management Plans(Implementation)
6. Performance Assessment and improvement
7. Management Review
PLAN
DO
CHECK
ACT
Asset Investment Policy Maintenance Management Policy Programme Prioritisation Policy
Master (Investment) Plans Technology Plans Asset types and Life Cycles Programme Management PPSG
Maintenance (Strategic & Operational) Routine Maintenance Fault Management Replacement Management
Programme Upgrade Cycles
Project Governance and Structures Configuration and documentation Management of Change Training, awareness & competence Contingencies Management Production Systems
Integrated Asset Management GIS and Spatial Drawing Offices
Information Management Risk and Legal
Life Cycle Planning Maintenance Policy Tools, Facilities & Equipment PMO and Project Support
Condition Monitoring (ON LINE) RCM (Reliability Centered) Audits (DYNAMIC) Compliance Evaluations Differentiation New technologies (Impacts) PMO streamlining (Technology)
Organisational Alignment Business Plan Impact & Updates Values, Policies, etc.
Full Life Cycle Asset Management From PAS 55 to ISO 55000
Business Vision
Macro-economic Impact
H/L Transformation Plan
ISO 9000 Compliant
IIMM supported
BCI compliant
RSR Compliant
Slide 60PMO Forum: 24 June 2016
Stakeholder and Organisational Context
Organisational plans andOrganisational objectives
Strategic asset Management plan &Asset management
objectives
Asset ManagementPlans
Asset ManagementPolicy
Implementation of Asset management
Plans (life cycle activities)
4.1 Understanding the organisation and its context
4.2 Understanding the needs and expectations of thestakeholders
Asset Portfolio
Performance evaluation & improvement
5.1 Leadership commitment
5.2 Policy
5.3 Organisation roles, responsibility & authority
Plans for developingasset management system
& relevant support
Asset management system& relevant support
elements
6.2.1 Planning to achieve assetmanagement objectives
4.3 Determine the scope of theasset management system
6.2.1 Asset managementobjectives
4.4 Asset management system
6.1 Actions to address Risk andopportunities for the asset management system
7.1 Resources7.2 Competence7.3 Awareness7.4 Communication7.5 Information Requirements7.6 Documented Information
8.1 Operations Planning& Control
8.2 Management of Change8.3 Outsourcing (Control)
8.3 Outsourcing (Scope)
8.2 Management of Change
9.1 Monitor, measurement, analysis & evaluation9.2 Internal audit 10 Improvement
12
3
4
5
67
PAS 55 to ISO 55000 transition
PMO
PM
Slide 61PMO Forum: 24 June 2016
Programme Managementand
Asset Management Performance
Slide 62PMO Forum: 24 June 2016
1. IDEA Phase
• Clear Idea
2. CONCEPT Phase
• Product/Process Goals• Conceptual (Business) Plan• User Requirements Phase• Route Map/Project Prospectus• Stakeholder/ User Requirement• Tenders & Adjudication• LOA (Consulting)
3. FEASIBILITY Phase
• Environmental Impact Analysis• Broad Functional Specification• Master Technology Plan• Signed-off URS
4. PLANNING Phase
• Business Requirement Specification• Detailed Functional Specification• Master Project Plan• Master Resource Plan (WBS & OBS)• Acceptance Specification• Project Design Charter
5. DEVELOPMENT Phase
• Prototypes • Updated Project Plan.
6. IMPLEMENTATION Phase
• Tenders & Adjudication• LOA (Contracting)• Detailed Project Charter• Project Teams, Champions, WBS• Production/ Piloting/ testing Plan• Teams Fully Engaged
7. MAINTENANCE Phase
• Service Level Agreements• Acceptance Testing• Hand-Over & User Training• Capitalisation• ENHANCEMENT Plans• Start of PRODUCT life cycle
8. TERMINATION Phase
• End of Life Plan• Phase out
SANS 3000 Project Guidelines
Tenders & AdjudicationLOA (Contracting)
Tenders & AdjudicationLOA (Contracting)
RSR (Railway Safety Regulator)
Slide 63PMO Forum: 24 June 2016
PMO: Logistics Strategy: Master SCM Plan
BUSINESS PLAN STRATEGIC OBJECTIVES MASTER ASSET PLANS
InvestmentPortfolio
Virtual SP & Stakeholder
Strategy
Organization and change management
Informationtechnology
PMO: MASTER LOGISTICS AND SCM PLAN
Transportationmanagement
Materials Management(MRP I & II, DRP)
Master DepotRequirements
ALIGNMENT OF CHANNEL CULTURES & VALUES
NetworkStrategy
ChannelDesign
SUSTAINABILITY
CustomerServices
aka ASSET CONFIGURATION MP
Slide 64PMO Forum: 24 June 2016
BUSINESS PLAN STRATEGIC OBJECTIVES MASTER ASSET PLANSBUSINESS PLAN STRATEGIC OBJECTIVES
InvestmentPortfolio
Virtual SP & Stakeholder
Strategy
Organization and change management
Informationtechnology
PMO: MASTER LOGISTICS AND SCM PLAN
Transportationmanagement
Materials Management(MRP I & II, DRP)
Master DepotRequirements
ALIGNMENT OF CHANNEL CULTURES & VALUES
NetworkStrategy
ChannelDesign
SUSTAINABILITY
CustomerServices
OrganisationManagement
InformationSystems
ProjectList
Approved Suppliers Lists
MASTER PROCUREMENT PLAN
Without the Master Asset (Investment & Configuration) Plans the Strategic SCM Logistics Plan is not achievable
Without AM Plan: PMO collapses to Project List
Slide 65PMO Forum: 24 June 2016
THANK YOU !!!
YOUR TIME HAS RUN OUT !!!!!
Slide 66PMO Forum: 24 June 2016