RIMS Conference 2013

Road Asset Management Information Systems (RAMIS)Good Practice Guideline

Project Update

Opus International Consultants

Presenter:

Ken Mitchell

RIMS Conference March 2013

The Project: You asked for it!

The Start: the 2011 RIMS meeting where several key tasks were formulated in the workshops and RIMS objectives prioritised.

RIMS Group 2012 RFP for a Road Asset Information Systems “Good Practice” Guideline was competitively bid and awarded to the Opus team of Gregg Morrow

Royce Greaves

Tim Cross

Ken Mitchell

RIMS Conference March 2013

What Does Good Practice Mean?

Good appropriate practice considers the organisation’s needs

tailors an approach that is ‘fit for purpose’;

accordingly the AM Practice itself is optimised.

The IIMM represents a toolbox of good practice, the extent of use should be determined by an organisation to ensure

its approach is suitably robust without ‘overshooting’ and investing in AM practices that provide little benefit. (Source: Waugh & Holland 2012; Road Maintenance Task Force Better Asset Management, Planning and Delivery)

RIMS Conference March 2013

What did RIMS want in the Guideline? A focus on developing and implementing Road Asset

Management Information Systems (RAMIS) that meet organisational business requirements.

Purposely “good practice” guidelines to emphasise practical, rational and affordable decisions on a RAMIS

A need to reflect the business realities and operational nature of different organisations, not a technically perfect and probably unaffordable system implementation

Support quality, changes in technology and systems.

Bring together current practice− A-Spec, Austroads, Spatial, International development

RIMS Conference March 2013

What is included in the Guidelines

What it is: taking the reader through the process of identifying the outcomes they require, and the data and processes required to achieve those outcomes using an RAMIS.

What it isn’t: Guidance on the particular software tools available. Who is it for: The guidelines are for road asset and operations

managers. Functions and processes are described in end-user terms rather than formal IT processes.

Some thing for everyone!

RIMS Conference March 2013

Guideline Structure

Water Asset Management Information Systems Guideline as a template.

− Introduction

− Specifying Functional Requirements

− Selecting, Reviewing, Implementing a RAMIS

For each AM Area− Specifying user requirements

− Defining appropriate practice

− Outputs and data requirements

− Other issues to consider

RIMS Conference March 2013

Typical Structure- Example

The Asset Register Specifying user requirements

Defining “Appropriate” practice

Outputs and data requirements

Other things to consider− Hierarchy and Data Aggregation

− Data Collection

− Locating assets in the field

− Data standards

− Location referencing management systems (LRMS)

RIMS Conference March 2013

Typical Structure- Example 2

Condition Monitoring Specifying user requirements

Defining appropriate practice

Outputs and data requirements

Other issues to consider− The condition grading approach

− Condition information captured during maintenance work

− Importance of consistency and accuracy regarding condition data

− Representative sampling

− Survey frequency: dynamic vs. inert assets

RIMS Conference March 2013

Practical RAMIS Guidance

Ability to determine what are the most appropriate functional requirements for an organisation.

Clear definition of specific user requirements in terms of how outputs are delivered

Detailing of data inputs required to achieve those outputs utilising the AT-Database Operations Manual work

What essential outputs can/should be expected from a RAMIS (e.g. accurate asset value, asset condition reports, optimal time to renew an asset, KPI reports, etc.)

Risk Management Implementation of change

RIMS Conference March 2013

Practical Guidance 2

the processes that need to be in place to capture that data to the required level of accuracy.

the people and skills sets required to implement and maintain an effective RAMIS

The organisational commitment and ownership

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How do we know where we are in the Process?

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CORE

GOOD

ADVANCED

BC Asset Management Building Blocks: Roadmap

http://www.civicinfo.bc.ca/Library/Asset_Management/AM_Roadmap/Guide_for_using_the_Roadmap%20--AMBC--Sept_23_2011.pdf

Levels of AM Practice: Core

Core Practice: This is the level that all road controlling authorities should

expect to achieve (and are likely to be currently at as a minimum)

The minimum data and processes that are likely to be able to deliver legislative compliance.

Core practice requires a reliable asset register with sufficient data to enable revaluations in accordance with Financial Reporting Standards.

Some basic condition and performance monitoring is expected to be in place for some assets.

RIMS Conference March 2013

Advanced

Good

Core

Levels of AM Practice: Good

Good Practice: This is the level that most authorities should see as the

minimum threshold and the level that smaller organisations may strive for as an appropriate goal.

Capturing reliable asset information during maintenance activities,

Ability to report performance against reliability and response KPIs,

Critical assets recorded and renewal forecasts based on condition and performance history.

RIMS Conference March 2013

Advanced

Good

Core

Levels of AM Practice: Advanced

Advanced Practice: All Core and Good functions

This is the level that complex authorities with higher value or high risk assets should be striving for,

For less complex authorities that have particular needs.

Advanced practices include applications that facilitate optimized decisions on maintenance and renewal for all asset types.

RIMS Conference March 2013

Advanced

Good

Core

The “System” Myth

The range of cost, quality, complexity and utility of “systems” is very wide. “Systems” are often seen as the panacea of all problems

The reality is that the core components of an effective RAMIS are:

− clearly understand and well defined business, asset and operational processes,

− skilled staff

− corporate ownership

Systems need to be effective for their business setting

RIMS Conference March 2013

“Funding is to Improve Road Infrastructure Not to Make Decisions “

The essential components

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Already have a system? Is it still fit for purpose?

Does it support your business need?− ROMAN 1 to 2: User Experience

The guideline can help

The guideline covers essential implementation processes Systems Requirements Definition

IT Governance− IT Governance focusses on driving business value from IT investment by

applying policy, process and philosophy for the good of organisations. This should not be mistaken for IT Management.

RIMS Conference March 2013

Planning a RAMIS

Essential Analysis:If we are considering RAMIS investment:

Strategically, How can we make sure that we will do the right things?

Architecturally, How can we make sure that we are doing the right things, in the right way?

Delivery, How can we make sure that we are getting things done well?

Value, How can we make sure that we get the benefits?

RIMS Conference March 2013

IT investment drivers: Business Strategy-Organisational technology goals and direction

Business Architecture- The quality and type of interfacing equipment

Any overarching service provision agreements and related business rules

Business Delivery-Long term technical skill requirements. Training/certification needs for staff.

Business Value-Customer Satisfaction, Productivity KPIs, Financials

RIMS Conference March 2013

Looking at Systems

Getting Started – Roles and Responsibilities− Who is running the project?

− Contractor/Vendor/In house

Information Systems Structures− Shared Services- Case Study NZ Shared Service Example: BOPLASS GIS (Bay of Plenty Local

Authority Shared Services)

Integration Approaches− RAMIS interfaced with key corporate systems

− ERP Systems/Data Warehouse Approach/Cloud Services

− Spreadsheets and Databases

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Timeline:

Current State: Review Draft with RIMS for Review Final Feedback: SOON Final Version: May 2013 Target Publication: Late 2013??

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The 7 Deadly Sins of Pavement Management

Sin Salvation

1: People Forget The Purpose Of The System

Clearly define system objectives and then continue to test on-going development needs against these original objectives.

2: Nobody Understands How You Reached Your Conclusions

Only use complex optimisation routines if all other factors such as model calibration, input data and assumptions are accurate. Outside of these conditions (very unusual), it is better to produce outputs which are understandable to the engineer and able to be overlain with their own experience and judgment in making decisions for the network.

3: Nobody Understands What You Are Talking About

Implementers and managers of systems should spend more time developing a language and set of terminology which is widely understood by non-engineering managers.

4: Too Much Effort for a Conceptually Straightforward Business Decision

Systems should not require significant setup and runtime for each analysis - they need to be able to respond quickly to questions from management. Simpler systems which may be less theoretically robust but which allow numerous scenarios to be tested in a short timeframe are preferable.

5: Has Little Impact on the Overall Business

Keep things in perspective by not inflating the overall importance of the RMS in the planning process, and investing large amounts in issues like data collection and the analysis process. It is likely that 80% or more of the budget may not influenced by the RMS.

6: Drowning in a Sea of Data

Collect the least amount of data needed to feed the RMS. Don’t get seduced by the latest and greatest technologies!

7: Funding is to Improve Road Infrastructure Not to Make Decisions

Never, ever forget that the RMS is there so serve the decision making process. As such, you need to establish cost effective data collection and RMS operations.

RIMS Conference March 2013

Bennett & Parkman 2011 :THE SEVEN DEADLY SINS OF PAVEMENT MANAGEMENT

Conclusions This paper has shared some objectionable vices that have arisen in the RMS community. These sins—and the accompanying path to salvation—are summarized below. Let’s keep them in mind as we move forward with developing, implementing and refining RMS’. It will help our overall effectiveness and ensure that we are seen as important contributors to the decision making process in road agencies.http://www.lpcb.org/index.php/component/docman/doc_download/25015-2011-seven-deadly-sins-of-pavement-management-systems?Itemid=

RIMS Conference March 2013

Thank You

And Now ….