ORGANISATIONAL INFORMATION REQUIREMENTS

Transcription

1 ORGANISATIONAL INFORMATION REQUIREMENTS For; KT4BIM - Development On behalf of; Atarii Developments Ltd Atarii is the name given to the client team as represented by BIM4SME as part of the #KT4BIM

2 Contents ORGANISATIONAL INFORMATION REQUIREMENTS (OIR)... 2 DOCUMENT ISSUE RECORD OPTIMISING THE ASSET MANAGEMENT STRATEGY AND OPTIMISING / PRIORITISING ITS ASSET MANAGEMENT PLANS ASSESSING THE FINANCIAL BENEFITS OF PLANNED IMPROVEMENT ACTIVITIES AND MAKING LIFE CYCLE COST COMPARISONS OR ALTERNATIVE CAPITAL INVESTMENTS MODELLING THE ASSET TO SUPPORT OPERATIONAL DECISION MAKING DETERMINING THE OPERATIONAL AND FINANCIAL IMPACT OF ASSET UNAVAILABILITY OR FAILURE IDENTIFY EXPIRY OF WARRANTY PERIODS DETERMINING THE END OF AN ASSET S ECONOMIC LIFE, EG WHEN THE ASSET RELATED EXPENDITURE EXCEEDS THE ASSOCIATED INCOME DETERMINING THE COST OF SPECIFIC ACTIVITIES (ACTIVITY BASED COSTING), E.G. THE TOTAL COST OF MAINTAINING A SPECIFIC ASSET OBTAINING / CALCULATING ASSET REPLACEMENT VALUES UNDERTAKING FINANCIAL ANALYSIS OF PLANNED INCOME AND EXPENDITURE OBTAINING / CALCULATING THE FINANCIAL AND RESOURCE IMPACT OF DEVIATING FROM PLANS THAT MIGHT RESULT IN A CHANGE IN ASSET AVAILABILITY OR PERFORMANCE (EG WHAT IS THE FINANCIAL IMPACT OF DEFERRING THE MAINTENANCE OF A SPECIFIC GENERATOR BY SIX MONTHS ASSESSING ITS OVERALL FINANCIAL PERFORMANCE UNDERTAKING THE ON-GOING IDENTIFICATION, ASSESSMENT AND CONTROL OF ASSET RELATED RISKS... 5 Page 1

3 (OIR) This document describes (OIR) for the Atarii KT4BIM development. The OIR is part of the Information Management Process (IMP). This OIR has been developed using PAS1192-3:2014, section A.2 Specific asset management activities This document shall be reviewed and updated on a quarterly basis. The information contained within the AIM shall be reviewed to check its meeting with the present OIR. If not, then the AIR shall be reviewed and updated. See below the relationship diagram between the IMP documents. Page 2

4 DOCUMENT ISSUE RECORD Document No.: SKD-ATT-00-XX-RP-K-0001_Organisational Information Requirement Date: January 2016 Revision: Status: P02 S3 Rev Status Date Revision: P01 S3 04/12/15 Initial Issue P02 S3 15/01/16 Issued for final review and comment. P03 S3 05/03/16 Issued for final review and comment. Page 3

5 1. Optimising the asset management strategy and optimising / prioritising its asset management plans Where commercial and retail units are developed, a detailed approach to planned maintenance is required as these installations will remain part of the organisations responsibility, which will include a planned handover (soft landing) to the organisation s Facilities Management Team. Should any housing units be developed then a clear handover of asset management to the end user is the priority. A Soft landings strategy should be put in place to ensure that the built asset delivers on the project targets such as energy performance, functionality, operating costs, capital costs, FM costs, etc. 2. Assessing the financial benefits of planned improvement activities and Making life cycle cost comparisons or alternative capital investments A full life cycle analysis should be undertaken through design of any construction activities to ensure an even spread of cash flow through a 30 year life cycle, which should include a reduced spend in the last 5 years prior to asset demolition or asset sale. The life cycle of the assets should also consider a reduction in maintenance over capital spend, such that capital spend does not exceed 12.5% of the original cost. 3. Modelling the asset to support operational decision making The organisation wishes to work towards Level 2 BIM standards, which includes modelling the asset to support both the organisation and Design Team to achieve an optimal design, including lowest overall Totex costs to mitigate risks and liabilities, drive maintenance prioritisation, target investment in asset renewal, inform estate planning, inputs into environmental and sustainability assessments, and feedback into future construction procurement studies. 4. Determining the operational and financial impact of asset unavailability or failure All assets should be designed such that they can be replaced with minimal disruption to the buildings use. Any Design Team should consider solutions that involve using readily available parts throughout accessibility and replacement issues and this should also consider minimal varieties in similar usage requirements, such as types of light fittings, door furniture, sanitary fittings and fixtures etc. 5. Identify expiry of warranty periods Construction defects periods should be for a minimum of 12 months and latent defects period 12 years. Parts and labour warranties should be considered for a minimum of 5 years post construction, in line with section 2 above. All warranty duration information should be integrated in the Asset Information requirement for asset renewal prioritization decision making. 6. Determining the end of an asset s economic life, eg when the asset related expenditure exceeds the associated income A thorough review of planned maintenance is required for all assets, such that the calculation of planned maintenance prolonging the life of an asset should be understood. Where planned maintenance decreases the frequency of asset renewal to the benefit of the Totex spend, then this would be the organisations preferred solution Page 4

6 7. Determining the cost of specific activities (activity based costing), e.g. the total cost of maintaining a specific asset 8. Obtaining / calculating asset replacement values Asset replacement values should be calculated by the appointed design team, using industry standard costs, based on standalone replacement, and should be populated into the Asset Information Model (AIM) for the Facility Management Team to to utilise 9. Undertaking financial analysis of planned income and expenditure A full financial analysis of life cycle costing should be undertaken at each stage of design to inform the organisation of the options available for Capex, Opex and Totex spend. 10. Obtaining / calculating the financial and resource impact of deviating from plans that might result in a change in asset availability or performance (eg what is the financial impact of deferring the maintenance of a specific generator by six months The organisation does not wish to plan to use assets beyond the stated life expectancy and replacements should be on or before the manufacturers stated end use. 11. Assessing its overall financial performance Refer to item 2 above 12. Undertaking the on-going identification, assessment and control of asset related risks Yearly inspections of assets are required unless there is a specific asset inspection schedule advised by the manufacturer of the asset. Where assets are being used above their intended purpose, this is to be recorded and reviewed to identify what solutions are available to avoid early failure of the asset. Page 5