Quick Guide: Meeting ISO Requirements for Asset Management

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1 Please visit the NAMS.org.nz website for downloading the digital version of this quick guide. Supplement to the IIMM 2011 Quick Guide: Meeting ISO Requirements for Asset Management Using the International Infrastructure Management Manual (IIMM) ISO 55001: What is required IIMM: How to get there February 2014 v1.0 Supplement to the IIMM 2011: Quick Guide to Meeting ISO Requirements

2 Purchase a copy of the International Infrastructure Management Manual (IIMM) 2011 The International Infrastructure Management Manual (IIMM), now in its fourth 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 100 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 are 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. Available from: Supplement to the IIMM 2011: Quick Guide to Meeting ISO Requirements

3 Contents Introduction ISO Asset Management Standards 4 International Infrastructure Management Manual 5 Scope and Purpose of this Supplement 6 Format of this Supplement 6 ISO Part 4: Context of the Organisation ISO 4.1: Understanding the Organization and Its Context 7 ISO 4.2: Understanding the Needs and Expectations of Stakeholders 7 ISO 4.3: Determining the Scope of the Asset Management System 8 ISO 4.4: Asset Management System 9 ISO Part 5: Leadership ISO 5.1: Leadership and Commitment 10 ISO 5.2: Policy 10 ISO 5.3: Organizational Roles, Responsibilities and Authorities 11 ISO Part 6: Planning ISO 6.1: ISO 6.2: Actions to Address Risks and Opportunities for the Asset Management System 12 Asset Management Objectives and Planning to Achieve Them 12 ISO Part 9: Performance Evaluation ISO 9.1: Monitoring, Measurement, Analysis and Evaluation 23 ISO 9.2: Internal Audit 24 ISO 9.3: Management Review 25 ISO Part 10: Improvement ISO 10.1: Nonconformity and Corrective Action 26 ISO 10.2: Preventive Action 27 ISO 10.3: Continual Improvement 28 Appendix A Summary of IIMM Clause Numbers Relevant To ISO 29 Appendix B Comparison of Key Definitions Between ISO and the IIMM 32 Appendix C Bibliography 34 ISO Part 7: Support ISO 7.1: Resources 16 ISO 7.2: Competence 17 ISO 7.3: Awareness 17 ISO 7.4: Communication 18 ISO 7.5: Information requirements 18 ISO 7.6: Documented Information 19 ISO Part 8: Operation ISO 8.1: Operational Planning and Control 21 ISO 8.2: Management of change 21 ISO 8.3: Outsourcing 22 Copyright This work is copyright of the New Zealand National Asset Management Support Group (NAMS) and the Institute of Public Works Engineering Australasia (IPWEA). Apart from any use as permitted under the NZ Copyright Act 1994, no part may be reproduced by any person without prior written permission from these parties. Supplement to the IIMM 2011: Quick Guide to Meeting ISO Requirements

4 Introduction ISO Asset Management Standards The three ISO Asset Management (AM) Standards have the potential to impact all organizations who have AM responsibilities. These Standards, whilst framed on the management of physical assets, can be utilised for any asset type and by any size organization. They address the requirements for a management system (not software) for the management of assets and comprise: ISO Asset management Overview, principles and terminology ISO Asset management Management systems - Requirements ISO Asset management Management systems - Guidelines for the application of ISO The ISO AM Standards are the first to be written in accordance with the new Guidelines established by the ISO for the consistent structure and content of all their Management System type standards. ISO gives those responsible for organizational governance and management an appreciation of why the organization should embrace AM. It highlights that effective acquisition, control and governance of assets by organizations is essential to realising value through managing risk and opportunity to achieve the desired balance of benefits, costs, risk and performance. It enunciates the benefits of AM and an AM system in providing a structured approach and more reliable decision making for the development, coordination and control of activities undertaken on assets, and for aligning these activities with its organizational objectives. The following Figure from ISO shows the typical relationship between AM and the AM system. ISO is the most critical Standard in that it details the things required to be done - some 70 requirements 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 formatted under the main headings, as follows: Context of the Organisation Needs/Expectations of Stakeholders Scope of the AM system and to which assets it will apply. Leadership and Commitment Policy, Roles, responsibilities and authorities Planning Risks and Opportunities AM Objectives and planning to achieve them Support Resources, awareness, competence Communication Information Operation and Control Change management Outsourcing Performance Evaluation Monitoring and Review Auditing Improvement Nonconformity Corrective and Preventive Action Continual improvement The body of this Supplement follows the ISO structure. Managing the Organisation Asset Management Asset Management System Asset Portfolio Coordinated activity of an organisation to realize value from assets. Set of interrelated or interacting elements to establish asset management policy, asset management objectives and processes to achieve those objectives. Assets that are within the scope of the asset management system. Figure 1 Asset Management and the Asset Management System (Ref ISO 55000:2014) 4 Supplement to the IIMM 2011: Quick Guide to Meeting ISO Requirements

5 Introduction ISO explains the requirements specified in ISO and provides examples to support implementation. It does not provide guidance for managing specific asset types. Who should use the Standards These International AM Standards are primarily intended for use by those: considering how to improve the realisation of value for their organisation from their asset base; involved in the establishment, implementation, maintenance and improvement of an AM system; involved in delivering AM activities including service providers; internal and external parties or stakeholders who assess the organisation s ability to meet legal, regulatory and contractual; requirements and the organization s own requirements. Why to use the Standards Organizations will implement these Standards to address a range of business objectives including the following (in no particular order): improved financial performance; better informed asset investment decisions; better managed risk; improved services and outputs; demonstrated social responsibility; demonstrated compliance; enhanced reputation; improved organisational sustainability; and improved efficiency and effectiveness. ISO state that the main aim of Standards is to promote good practice rather than primarily being about compliance. The Standards themselves do not carry any force to require their application and in most cases it will be up to the organisation to choose to apply them as part of good business practice. However, in some highly regulated areas involving significant asset values, the regulators, financiers or insurers may require these Standards to be applied, in order to provide evidence the assets are being effectively managed. Who can assess conformance Guidance on the skills and competencies required of those involved in ISO audit and certification is provided in ISO/IEC DTS Conformity assessment Requirements for bodies providing audit and certification of management systems Part 5: Competence requirements for auditing and certification of AM systems. Where to access the Standards They are currently adopted as ISO Standards and available for purchase from SAI Global ( store/portal.aspx?publisher=iso ) or from your Country Standards Association. How to apply the Standards IPWEA and the New Zealand NAMS Group will be providing training and offering assistance to organizations considering the implications, application and implementation of these new Standards in their organisation. This will include a series of IPWEA webinars. International Infrastructure Management Manual The International Infrastructure Management Manual (IIMM), now in its fourth edition, has evolved over many years and is widely accepted as the international leading document on infrastructure AM. The IIMM provides valuable guidance to organizations on how to implement good AM practice for infrastructure assets and includes over 100 case studies demonstrating good practice across a wide range of assets and countries. Figure 2 introduces the AM process that leads readers through the IIMM. The first part of the AM process is about understanding and defining what services the infrastructure assets should deliver. This is covered in Section 2, which will help infrastructure managers answer questions such as: What are my required levels of service and performance delivery? How will demand for these change over time? What is the current state of my assets? Are they capable of meeting these demands now and in the future and what are the risks they may not? The second part of the AM process, covered in Section 3 of the IIMM, is deciding the most effective lifecycle strategies to deliver the defined requirements. This Section will help to answer the questions: What are my best strategies for operating, maintaining, replacing and improving the assets? How much will providing the service cost over the longterm? What is my best long-term funding strategy? Section 4 provides guidance on the AM enablers that support effective infrastructure planning and decision processes described above. This includes the structures, capabilities, plans, systems, tools and external resources the organisation needs for effective AM. It also details an approach for ensuring AM practices are subject to continuous improvement. Supplement to the IIMM 2011: Quick Guide to Meeting ISO Requirements

6 Introduction Section 2 Understand and Define Requirements Section 3 Developing Asset Management Lifecycle Strategies Section 4 Asset Management Enablers 2.1 Develop the AM Policy 3.5 Financial and Funding Strategies 4.1 Asset Management Teams 2.2 Define Levels of Service and Performance 2.3 Forecast Future Demand 2.4 Understand the Asset Base (the asset register) 2.5 Assess Asset Condition 3.1 Lifecycle Decision Making Techniques 3.4 Capital Works Strategies 3.3 Maintenance Strategies and Plans 3.2 Operational Strategies and Plans 4.2 Asset Management Plans 4.3 Information Systems and Tools 4.4 Asset Management Service Delivery 4.5 Quality Management 2.6 Identify Asset and Business Risks 4.6 Continuous Improvement Figure 2: The Asset Management Process (sourced from IIMM 2011, p1/9) Scope and Purpose of this Supplement As discussed above, ISO spells out the requirements for the establishment, implementation, maintenance and improvement of a management system for AM. It specifies what an organization needs to do to fulfil the Standards requirements. However ISO does not provide specific direction on how an organization should go about achieving those requirements, nor does it contain asset-specific guidance. The IIMM complements the ISO Standard by providing more detailed how to guidance. This Supplement aims to assist organizations in meeting ISO requirements by cross referencing and explaining how relevant sections in the IIMM relate to each of the requirements in ISO This gives users ready access to relevant parts of the IIMM and provides a how to for applying ISO in infrastructure AM using the IIMM. Associated documents In applying this Supplement, as well as referring to ISO 55001, users are also recommended to refer to ISO and ISO Other relevant IPWEA and New Zealand NAMS Group Guidelines are referenced where applicable. Users will need to have a full copy of the ISO Asset Management Standards to make use of this Supplement. The requirements clauses in ISO are summarized in this Supplement but the full ISO Standard is required to see the complete text that is being referenced 1. (1) Extracts from ISO Reproduced with permission from SAI Global Ltd under Licence 1312-c022 Format of this Supplement This Supplement works sequentially through each of the requirements clauses in ISO with a listing of those sections in the IIMM that relate to those requirements and a brief commentary on the relevant material available in the IIMM sections. Appendix A includes a matrix summarizing the crossreferencing between IIMM sections and ISO clauses. Appendix B compares key terminology between the ISO Standards and the IIMM. Where the document relates to the requirements in ISO they are shown in BLUE TEXT. Sections and commentary from the IIMM are shown in normal text but with relevant section headings HIGHLIGHTED IN RED. The matrix in Appendix A highlights that the IIMM and ISO have a lot of common content but are structured quite differently. ISO follows the standard ISO structure for management systems standards and works from the more strategic to operational requirements. The IIMM is a how to guide and is intended to take the user through the logical steps of defining AM requirements (section 2) and then developing AM strategies to meet these requirements across the asset lifecycle (section 3), all of which is supported by AM enablers (section 4). In the next IIMM update the manual structure will be reviewed to see if there is benefit in closer alignment with the ISO structure but it is unlikely to fully move away from following a sequential AM planning process. Feedback The IIMM provides comprehensive guidance across all of the ISO standard requirements and the authors are committed to ensuring it provides a valuable tool for this purpose. Feedback is welcome in terms of how this can be enhanced in future IIMM editions. Contact IPWEA (Australasia) at admin@ipwea.org. 6 Supplement to the IIMM 2011: Quick Guide to Meeting ISO Requirements

7 ISO Part 4: Context of the Organisation ISO 4.1: Understanding the Organization and Its Context 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). Analyse internal and external issues IIMM Understanding the External Environment (p2/11) contains guidance on how external issues may impact the AM system with subsections on the legislative and regulatory environment, commercial environment, economic environment, social environment and natural environment. IIMM Understanding the Internal Environment (p2/15) contains guidance on how internal issues may impact the AM system and includes subsections on corporate direction, business frameworks and financial sustainability. IIMM 2.3 Forecasting Future Demand (p2/38) looks at how demand for services and assets may change as a result of external drivers. Align organisation and AM objectives IIMM Integrating Asset Management Across the Organization (p1/8) addresses alignment of strategic planning, tactical planning and operational planning. IIMM The Asset Management Process (p1/9) covers how organizational goals will guide AM policy and objectives. IIMM The Asset Management Framework (p2/3) describes the relationships between AM policy, strategy, objectives and plans. IIMM Developing Levels of Service (p2/17) provides guidance on linking strategic objectives to levels of service. IIMM Identifying Asset Management Objectives (p4/15) is relevant to establishing the AM plan purpose and aligning the Plan with corporate objectives. Figure (P 4/16) outlines the linking of corporate, AM and operational objectives and includes management monitoring and review. ISO 4.2: Understanding the Needs and Expectations of Stakeholders This ISO section deals with identifying stakeholders relevant to the AM system and their needs and expectations. Identify stakeholders and their expectations IIMM Understanding the Customer Perspective (p2/15) outlines a process for identifying customer groups and what they value ( customer is treated in the IIMM in the wider sense to include all potential stakeholders). IIMM Developing Levels of Service (p2/18) covers the analysis of customer requirements and establishing levels of service to meet these. IIMM Customer Consultation Process (p2/25), IIMM Consultation Techniques (P2/8) and IIMM Consultation Plan (P2/31) detail processes for engaging with customer to identify their requirements and priorities. IIMM 2.3 Forecasting Future Demand (p2/38) looks at how demand for services and assets may change as a result of customer /stakeholder drivers. IIMM Involving Key Stakeholders in Plan Development (p4/23) describes stakeholder expectations in relation to AM plans and how to involve them in plan development. The NAMS Publication Developing Levels of Service and Performance Management Guidelines outlines methods for organizations to establish their levels of service and assess what their customers value. See more at: or at Supplement to the IIMM 2011: Quick Guide to Meeting ISO Requirements

8 ISO Part 4: Context of the Organisation Identify stakeholders information and reporting requirements IIMM Performance Monitoring and Reporting (p2/33) deals with establishing appropriate reporting of financial and non-financial performance information for internal and external stakeholders. IIMM Identifying Information Requirements (p2/49) covers identifying requirements for both financial and non-financial data with considerations of what is required for AM reporting. Develop AM decision criteria IIMM 3.1 Decision Making Techniques (p3/2) addresses the Standards requirements on determining criteria for AM decision making. For further information on lifecycle decision making criteria, readers are referred to the Optimised Decision Making Guidelines. Go to or at ISO 4.3: Determining the Scope of the Asset Management System This ISO section deals with determining the boundaries and applicability of the AM system and possible interaction with other management systems. Define the scope, boundaries and interactions IIMM Asset Management Framework (p2/3) spells out the scope and relationships between the AM policy, AM strategy (referred to in ISO as the Strategic Asset Management Plan, or SAMP), AM objectives and AM plans. IIMM Determining the Appropriate Level of Asset Management Practice (p2/7): Sets out all the activities that might be carried out within the AM system and different levels of maturity from minimum through to advanced practice (Table 2.1.2, p2/8). IIMM Assessing Current and Appropriate Asset Management Performance (p4/66): Provides guidance on the level to which the AM System should be developed. IIMM Integrating Asset Management Across the Organization (p1/8): Introduces the need for the AM system to effectively interact with other management systems in the organization. IIMM Defining the Asset Management Role and Establishing Asset Management Structures (p4/3) considers the varying approaches to defining the scope and structure of the AM role and functions. IIMM Process Mapping (p4/60) illustrates how process maps can be used to define interactions and boundaries of AM processes across teams. Define the asset portfolio IIMM Example of an Asset Management Plan Structure (p2/4) requires the AM plan to include an asset description and background data sections as documented information in the Plan. 8 Supplement to the IIMM 2011: Quick Guide to Meeting ISO Requirements

9 ISO Part 4: Context of the Organisation ISO 4.4: Asset Management System This ISO section deals with the processes for establishing and operating an AM system. Establish and operate an AM system IIMM Framework for an AM System and Determining the Appropriate Level of Asset Management Practice (p2/3 and 2/7) provides guidance on developing the building blocks for an AM System including the AM Policy and AM Strategy (which aligns to the ISO SAMP as discussed in Appendix 1), which guide the ongoing development, maintenance and improvement of the system. IIMM Deciding the Asset Management Plan Approach (p4/18) discusses options for establishing the system top down versus bottom up (write the Plan and then improve data and processes or vice versa). IIMM Asset Management Leadership and Coordination (p4/4) sets out an organizational structure for establishing an AM system which ensures effective coordination across functional teams. IIMM 4.6 Continuous Improvement (p4/66) describes a method for assessing current and appropriate AM practice, prioritizing improvements and developing an improvement plan which guides the establishment of an AM system at an appropriate level of practice. The section provides case studies on a number of frameworks to assess AM practices but, for an organization implementing ISO 55001, assessment against that standard is a good way of identifying improvement areas. Document in the SAMP how the system will achieve AM objectives IIMM 4.2.6: Example of an Asset Management Plan Structure (p4/24) includes a plan structure which was developed to lead the reader through the process of establishing objectives and levels of service and then demonstrating how these will be achieved through lifecycle management strategies. Supplement to the IIMM 2011: Quick Guide to Meeting ISO Requirements

10 ISO Part 5: Leadership ISO 5.1: Leadership and Commitment 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. Demonstrate leadership and commitment IIMM Asset Management Leadership and Coordination (p4/4) deals with commitment at the CEO or General Manager role, establishing an AM Sponsor and AM Coordinator and the need for effective coordination across functional teams. IIMM Organisational Commitment and Change Management (p4/11) 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. IIMM Asset Management Capability Requirements, IIMM Building Capability (training and resources) (p4/6) assists with assessing what resources and capability are required to support the AM system. Promote continuous improvement and crossfunction integration and collaboration IIMM The Asset Management Framework (p2/3) specifies the content and relationship between the AM Strategy, Plan, Policy and Objectives. IIMM Identifying Asset Management Objectives (p4/14) can assist leadership in ensuring AM objectives are aligned with organizational objectives. IIMM Monitoring Asset Management Benefits and Outcomes (p4/74) introduces the concepts of establishing targets and performance indicators that reflect the overall benefit of implementing the AM system approach. IIMM and The Risk Management Context (p2/ 91) will assist with management understanding how organizational and AM risks can be aligned. ISO 5.2: Policy 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. Develop and communicate an AM Policy IIMM The Asset Management Framework (p2/3) specifies how the Policy fits within the overall AM framework and system and provides a typical content of an AM Policy in Table (P 2/3). IIMM Developing the Asset Management Policy (p2/4) outlines the hallmarks of a good policy document and sets out the typical steps to follow when developing such a Policy. These steps include communicating the policy and periodical reviews. 10 Supplement to the IIMM 2011: Quick Guide to Meeting ISO Requirements

11 ISO Part 5: Leadership ISO 5.3: Organizational Roles, Responsibilities and Authorities 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. Assign and communicate responsibilities and authorities for AM IIMM Defining the Asset Management Role (p4/3) includes a range of ways in which AM Team roles and responsibilities may be defined. IIMM Establishing Asset Management Structures (p4/3) includes discussion on how responsibilities might be structured and the options of a centralized or de-centralized AM planning function. IIMM Asset Management Leadership and Coordination (p4/4) deals with commitment at the CEO or General Manager role, establishing an AM Sponsor at Executive level and then AM Teams and AM Coordinator roles. It outlines the expected roles and responsibilities for these various positions. The AM Coordinator role is often critical to the success of meeting the requirements of this ISO section. IIMM Procuring and Implementing Service Delivery (p4/54) identifies aspects to consider when contracting out AM responsibilities. IIMM Business Process Mapping (p4/60) provides guidance on assigning roles at a detailed process level. IIMM Monitoring Asset Management Benefits and Outcomes (p4/74) identifies performance indicators that reflect the achievement of the outcomes desired of the AM system approach which could be used to define achievement requirements for those accountable for AM system outcomes. Supplement to the IIMM 2011: Quick Guide to Meeting ISO Requirements

12 ISO Part 6: Planning 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 risks that could prevent achievement of AM objectives IIMM and The Risk Management Context (p2/ 91) outlines the organizational framework for risk management at both the corporate level and activity level including the setting of the risk policy and objectives and deciding on the scope of the risk management process. It discusses integration of the risk management actions in to the AM system processes. IIMM Identifying Risks and IIMM (p2/ 93) provides guidance on how to identify risks and critical assets where failure might prevent achievement of AM objectives. Plan actions to address risks and monitor the effectiveness of these actions IIMM Evaluating the Risks (p2/ 97) covers how to evaluate and rank risks. IIMM Managing the Risks (p2/ 100) outlines various risk treatment options and development of a risk action plan to prevent or reduce undesired effects. IIMM Monitoring and Review (p2/ 101) covers risk implementation issues as well as communication with stakeholders on awareness, understanding and relevance of the approach. It promotes a continuous improvement approach with monitoring and review. ISO 6.2: Asset Management Objectives and Planning to Achieve Them ISO 6.2.1: Asset Management Objectives 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. Establish AM objectives The guidance in this Supplement on ISO Part 4, and referenced IIMM sections in relation to those clauses, cover aspects relating to alignment of AM objectives with organizational objectives, development of the AM Strategy (SAMP) and consideration of stakeholder requirements. This guidance should therefore be considered in relation to this ISO section, as well as the following: IIMM Section 2.2 Developing and Monitoring Levels of Service (p2/17): In IIMM terms, levels of service are largely how AM objectives are expressed at a tactical level and therefore much of this section is relevant to ISO IIMM 2.3 Forecasting Future Demand (p2/38) sets the future demand context within which AM objectives will need to be achieved. Ensure objectives are established using AM decision criteria and documented IIMM 3.1 Decision Making Techniques (p3/2) addresses the establishment of the AM objectives using the criteria for AM decision making as referenced in Clause 4.2 of ISO IIMM 4.2.6: Example of an Asset Management Plan Structure (p4/24) requires AM objectives / levels of service to be documented within the Plan. IIMM Appropriate Levels of Documentation (p4/63) deals with reviewing and documenting AM Processes. 12 Supplement to the IIMM 2011: Quick Guide to Meeting ISO Requirements

13 ISO Part 6: Planning ISO 6.2.2: Planning to achieve AM objectives 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 an AM plan IIMM 4.2 Asset Management Plans provide a methodology for developing and reviewing AM Plans, including: IIMM Identifying Asset Management Objectives (p4/15) identifies the purpose of the AM plans, the importance of alignment between AM Plan objectives and corporate objectives, the main steps involved in the process of developing, documenting and maintaining AM Plans and the linking of strategic planning (corporate and AM), tactical and operational planning. IIMM Deciding the Asset Management Plan Development Approach (p4/18) considers the pros and cons of a top down versus a bottom up approach to the plan development. IIMM Writing, Reviewing and Maintaining the Plan (p4/23) provides advice on the writing process and plan maintenance and review as well as the use of internal staff and external contractors. IIMM Developing the Asset Management Plan Template (p4/20) outlines an appropriate plan structure and scope which covers all of these aspects. IIMM Involving Key Stakeholders in Plan Development (P 4/23) addresses various stakeholder requirements including those of finance and others outside the actual AM system. IIMM Example of an Asset Management Plan Structure (p4/24) provides a comprehensive Section by Section checklist of typical content that is recommended based on successful compilation of plans across many organizations. This checklist covers off all the requirements of the ISO. The NAMS.PLUS Templates also provides a resource to assist in developing AM Plans. It is based on the IIMM and includes a suite of online templates, tools and guided pathway supported by a training program to assist organizations to implement AM planning. See and click on NAMS.PLUS2. Determine and document decision making criteria IIMM Section 3.1 Decision Making Techniques (p3/2) looks at development of decision making processes (benefit/cost analysis, multi-criteria analysis, risk based decision making) that can be used in prioritizing activities, resources etc, detailed in the AM plans. It also covers how to take into account priorities between differing asset classes (services) (Section 3.1.5) and other decision considerations including how best to involve decision makers, sensitivity testing, dealing with poor quality data and testing financial viability (Section 3.1.6). Supplement to the IIMM 2011: Quick Guide to Meeting ISO Requirements

14 ISO Part 6: Planning Determine and document asset lifecycle management methods and processes to achieve AM objectives IIMM Lifecycle Asset Management Activities and IIMM Developing Asset Management Lifecycle Strategies (p1/7 and 1/9) introduces lifecycle AM strategies. IIMM 2.3 Forecasting Future Demand (p2/38) provides guidance on projecting future demand for assets and services, which will need to be incorporated into lifecycle management plans and AM plans. As well as Section 3.1 listed above, much of the rest of IIMM Section 3 is dedicated to lifecycle AM decision making (giving consideration to the trade-offs that occur across the lifecycle), including: IIMM 3.2: Development of operational strategies and plans (p3/2) which includes processes relating to effective asset utilization, demand management and incident / emergency planning. IIMM 3.3: Development of maintenance strategies and plans (p3/18) which provides detailed guidance on the development of maintenance strategies and planning process that achieve AM and maintenance objectives. IIMM 3.4: Development of capital investment strategies and plans (p3/56) which focuses on the capital works (renewal, upgrade and new assets) required to achieve AM objectives. IIMM Appropriate Levels of Documentation (p4/63) deals with reviewing and documenting AM Processes. For further information on lifecycle decision making and consideration of the evaluating the lowest lifecycle cost solutions, readers are referred to the Optimised Decision Making Guidelines. Go to or at Determine and document risks and opportunities relating to assets The IIMM sections relating to risk management are relevant and are detailed in relation to ISO 6.1. Consider asset-related risks in contingency planning IIMM Emergency Response Planning (p3/ 24) covers issues pertinent to infrastructure managers like natural hazards and disasters, civil defence, emergency response and contingency planning and integrating these into infrastructure AM. 14 Supplement to the IIMM 2011: Quick Guide to Meeting ISO Requirements

15 ISO Part 6: Planning Determine and document resource requirements and financial and nonfinancial implications The IIMM sections relating to resource requirements are relevant and are detailed in relation ISO 7.1 IIMM 3.5 Financial and Funding Strategies can assist with assessing financial implications of the AM Plan, with specific relevance as follows: IIMM Identifying and Categorizing Lifecycle Costs (p3/71) focuses on whole of life costing across the whole life cycle of assets. Table (p3/72) is useful in defining and describing each of the typical lifecycle cost elements. Table (p3/74) also outlines the financial treatment of lifecycle costs by splitting them into their two major components of acquisition or capital costs and operational costs along with the recognition of renewals costs. IIMM Valuation Approaches and IIMM Calculating Depreciated Replacement Cost (p3/75) detail methodologies for calculating asset valuation and depreciation which informs long term financial planning and assessment of whole of life costs. IIMM 3.5.5: Developing Long Term Financial Forecasts (p3/83) provides guidance on how to assess financial implications and incorporate these into financial forecasts in the AM Plan. For further information on Infrastructure Financial Management, readers are referred to the Australian Infrastructure Financial Management Guidelines available through IPWEA. Go to For further information on lifecycle costs, valuation and depreciation, readers are referred to the New Zealand Infrastructure Valuation and Depreciation Guidelines, available at Supplement to the IIMM 2011: Quick Guide to Meeting ISO Requirements

16 ISO Part 7: Support ISO 7.1: Resources 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). Provide resources to establish and maintain the AM system IIMM Defining the Asset Management Role (p4/3) which includes the resourcing required in terms of organizational roles and responsibilities at both the strategic and operational levels. IIMM Asset Management Leadership and Coordination (p4/4) sets out an organizational structure for establishing an AM system. IIMM 4.6 Continuous Improvement (p4/66) 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. Provide resources to implement the AM plan IIMM Section 3.4 Developing Capital Investment Strategies and Plans (p3/56), IIMM Section 3.5 Financial and Funding Strategies (p3/70) deals with the financial resourcing aspects that are so critical to the success of the implementation of the AM Plan activities including assessment of financial implications across the whole asset lifecycle and the long term financial planned resources required. More specifically: IIMM Developing Funding Plans (p3/87) provides advice on how to deal with financial constraints and assess and resolve resource and funding gaps. IIMM Customer Consultation Process (p2/24) outlines a process for involving customers in level of service and funding (resource) decisions. Consider and evaluate internal and external resourcing IIMM 4.4 Service Delivery Models (p4/47) describes approaches to considering how to deliver AM systems and plans, and more specifically: IIMM Defining Core Services and Assets (p4/48) helps to determine functions should be retained as core in-house activities and which could be carried out more effectively by external parties. IIMM Identifying Service Delivery and Contracting Options (p4/50) covers the development of resourcing options including internal delivery and various external delivery approaches. IIMM 4.4.3: Evaluating and Selecting Options for Service Delivery (p4/53) provides methods for determining which is the most effective resourcing option and the risks and benefits associated with each. 16 Supplement to the IIMM 2011: Quick Guide to Meeting ISO Requirements

17 ISO Part 7: Support ISO 7.2: Competence 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 requirements IIMM Asset Management Capability Requirements (p4/6) identifies competence requirements for different AM roles and provides an example of an AM competency framework. Ensure competency and take actions if required IIMM Building Capability (Training and Resources) (p4/9) deals with people resources in terms of skills and expertise requirements and how to build capability through effective use of external specialists and targeted training and development for all staff to build organization wide capability. It includes an example of an organisation-wide AM training programme (p4/11). Document evidence and periodically review IIMM Implementing Quality Management (p4/59) outlines good practice process development and documentation for all AM processes. IIMM Appropriate Levels of Documentation (p4/63) deals with reviewing and documenting AM Processes and the process of ensuring that the necessary competence is available to the organization can be handled under these provisions. ISO 7.3: Awareness 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. Awareness of the AM Policy IIMM Developing the Asset Management Policy (p2/4) includes involvement and communication of staff and stakeholders in the methodology for developing a policy. IIMM The Benefits of Improved Asset Management (p1/5) provides useful information on why relevant people should embrace AM. IIMM Catalysts for Improved Asset Management Practice (p1/6) outlines a number of implications if they do not achieve the AM objectives. Awareness of contribution to the AM System IIMM Defining the Asset Management Role (p4/3) looks at how AM roles can be defined. IIMM Building Capability (Training and Resources) (p4/9) includes an example of an organisation-wide AM training programme intended to ensure all staff and contractors are aware of AM to an appropriate level of detail, the benefits that can ensure and how their work contributes to AM outcomes. IIMM Process Mapping (p4/60) illustrates how process maps can be used to define interactions and boundaries of AM processes across teams. Supplement to the IIMM 2011: Quick Guide to Meeting ISO Requirements

18 ISO Part 7: Support ISO 7.4: Communication 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. Determine and implement communication requirements IIMM Customer Consultation Process, IIMM Consultation Techniques (p2/29) provides guidance on communicating with relevant stakeholders including when to consult, who should be consulted and how to decide on what needs to be covered. It includes a table detailing the advantages and disadvantages of various consultation techniques. IIMM Developing Customer Charters (p2/32) define the scope and benefits of using customer charters to communicate with customers. IIMM Performance Monitoring and Reporting (p2/33) deals with establishing appropriate reporting of financial and non-financial performance information for internal and external stakeholders. IIMM Organisational Commitment and Change Management (p4/11) includes a on a communication strategy and methodologies to help disseminate the necessary message of commitment and to aid implementation across the organization. Develop a Consultation Plan IIMM Developing the Consultation Plan (p2/31) outlines how to establish consultation objectives, define the consultation scope and methodology and prepare a Consultation Project Plan. ISO 7.5: Information requirements 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. Determine information requirements including attributes and quality needed to support the AM system Implement processes for maintaining data IIMM Identifying Information Requirements (p2/49) covers both financial and non-financial data and reporting on that information. It includes guidance on what data is required for various AM functions, prioritizing data requirements and determining the appropriate level of data detail. It outlines the purpose of each data parameter such as for analysis, performance, costing, to aid decision making, etc. IIMM Maintaining and Improving Data Confidence (p2/59) addresses issues such as data confidence/accuracy, checking of data and ongoing data maintenance. IIMM Maintenance Data Strategies (p3/35) covers data required for maintenance management. IIMM Condition Assessment Processes (P2/75) focusses specifically on condition data requirements. Establish appropriate data repositories IIMM 4.3 Information Systems and Tools (p4/29) provides detailed guidance on determining requirements for, evaluating, selecting and implementing and AM Information System. It includes an approach which begins with identifying information needs based on user requirements. 18 Supplement to the IIMM 2011: Quick Guide to Meeting ISO Requirements

19 ISO Part 7: Support Determine how and when to collect asset data IIMM Data Collection Processes (p2/54) details an approach for developing a practical data collection strategy that addresses the level of detail, data accuracy and completeness required. It advocates developing a business case to balance affordability with outcomes. Case Study 35 (P 2/61) sets out an example of a documented data capture process. IIMM Condition Assessment Techniques, Condition Grading Approaches (p2/77 and 2/79) cover data collection methods specifically in relation to asset condition. Ensure alignment of financial and nonfinancial terminology and data IIMM Key Elements of Financial Management (p3/70) outlines the necessary interfaces between asset and financial management and how data and processes should align. Figure (P 3/71) outlines key principles of financial management for infrastructure assets which includes issues such as the use of AM information for reporting financial performance and linking financial and nonfinancial KPI s. ISO 7.6: Documented Information ISO General 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. The AM System to contain documented information as required by this standard and other identified requirements IIMM Sections relevant to Cl 7.5 in relation to identifying information requirements are also relevant here. Supplement to the IIMM 2011: Quick Guide to Meeting ISO Requirements

20 ISO Part 7: Support ISO 7.6.2: Creating and Updating This ISO section deals with creating and updating documented information. Documented information shall be appropriately identified, formatted, approved and reviewed IIMM Asset Register Structure and Hierarchy (p2/52) is relevant for deciding appropriate identification of assets and descriptions. IIMM Asset Identification Systems (p2/53) looks at unique identifiers through the numbering system. IIMM Asset Hierarchies (p2/63) gives examples of various asset classes. IIMM Examples of Asset Identification/Numbering Systems (p2/65) is also relevant. IIMM Data Collection Processes (p2/54) promotes developing a data collection strategy to address the level of detail, data accuracy and completeness. IIMM 4.3 Identifying System Data and Functional Requirements (p4/30) includes commentary on the need for the Information Management System being able to record metadata (eg. Data source, accuracy, confidence which would include identification of all data stored). IIMM System Development Process (p4/29) deals with format and media when developing an Information Management System. IIMM 4.5 Quality Management (p4/58) deals with management of all documentation within a quality management system and specifically AM process documentation requirements. ISO 7.6.3: Control of 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 control, access and protection for documented information IIMM Maintaining and Improving Data Confidence (p2/59) addresses issues such as data confidence, checking of data and ongoing data maintenance. It refers to audits to confirm data accuracy as part of the control process. Table sets out an example data confidence grading system. It addresses the ongoing operation of data input, and accountability for those managing the information. The control of documented information under ISO is very similar to that applicable under ISO Quality Management Standards and any organization employing a quality management system should be familiar with these requirements. In that regard: IIMM 4.5 Quality Management (p4/58) covers general quality management and control processes at a relatively high level, recognizing the numerous manuals and guidelines specifically available for Quality Management. 20 Supplement to the IIMM 2011: Quick Guide to Meeting ISO Requirements

21 ISO Part 8: Operation ISO 8.1: Operational Planning and Control 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 There are a number of criteria specified which address the required processes and keeping documented information. Establish criteria for the development of operational processes IIMM 3.1 Decision Making Techniques (p3/2) provides guidance on decision making criteria and techniques that can be used to develop, evaluate and prioritise operational processes. Establish and implement operational planning processes. IIMM 3.2 Developing Operational Strategies and Plans and IIMM 3.3 Developing Maintenance Strategies and Plans (p3/2 and p3/18) provide guidance on operational planning (including managing asset utilization, demand management and emergency management processes) and maintenance planning (including development and evaluation of maintenance processes). In relation to operational processes for dealing with corrective and preventive actions, the IIMM sections referenced under ISO 10.1 and 10.2 are also relevant here. Manage risks associated with operational processes. In relation to operational risk management, the IIMM sections referenced under ISO 6.1 are also relevant here. ISO 8.2: Management of change 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. Manage risks associated with changes In relation to risk management, the IIMM sections referenced under ISO 6.1 are relevant here. IIMM Organisational Commitment and Change Management (p4/11) includes change management principles which, when followed, are intended to reduce risks associate with change and support effective change management. Supplement to the IIMM 2011: Quick Guide to Meeting ISO Requirements

22 ISO Part 8: Operation ISO 8.3: Outsourcing 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 organization s AM system. There are a number of criteria specified which address scoping the outsourced processes/activities and their interfaces with the organization s own processes/ activities. Assess risks associated with outsourcing IIMM 2.6 Identifying Critical Assets and Business Risks (p2/90) covers the framework and methodology within which outsourcing risks should be assessed. IIMM Evaluating and Selecting Options for Service Delivery (p4/53) includes discussion on risk sharing in terms of establishing the form of contract to enter into. Determine the scope of outsourced activities, responsibilities for managing outsourced processes IIMM Defining Core Services and Assets (p4/48) considers which functions should be retained as core in-house activities and which could be carried out more effectively by external parties. It also covers typical divisions between asset owner, manager and service delivery roles. IIMM Identifying Service Delivery and Contracting Options (p4/50) outlines a range of service delivery options from internal delivery through to Public- Private Partnerships. Determine processes for knowledge and information sharing IIMM Procuring and Implementing Service Delivery (p4/54) deals with aspects that should remain under the organization s control when contracting out, scoping and packaging of contracts, pre-selection of tenderers and tender evaluation methods. It also covers contract performance specification and monitoring. IIMM Identifying System Data and Functional Requirements (p4/30) includes looking at various business drivers associated with selecting an AM information system, including the need for links with external service providers. Ensure outsourced resources meet requirements of relevant ISOs Some of the sections of the IIMM that relate to Clauses 7.2, 7.3, 7.6 and 9.1 of ISO can be applied similarly to outsourced resources. In addition: IIMM Maintenance Performance Assessment and Reviews (p3/49) covers monitoring the performance of maintenance contractors. IIMM Business Process Mapping (p4/60) is a potential method for defining and documenting process and information flows between providers and owners. 22 Supplement to the IIMM 2011: Quick Guide to Meeting ISO Requirements

23 ISO Part 9: Performance Evaluation ISO 9.1: Monitoring, Measurement, Analysis and Evaluation 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. Determine and implement asset performance monitoring requirements, methods, frequency and analysis and reporting IIMM Section 2.2 Developing and Monitoring Levels of Service (p2/17) provides a methodology for determining levels of service and appropriate performance measures for reporting on those. This covers need to establish measures that give consideration to customer/stakeholder requirements, organizational objectives and legal/regulatory requirements. More specifically: IIMM Developing Effective Performance Measures (p2/20) provides guidance on developing SMART performance measures and setting performance targets with examples of performance measures for various types of services. IIMM Performance Monitoring and Reporting (p2/33) deals with reviewing the effectiveness of the assets and AM performance by way of developing an asset performance monitoring programme, rating system and reporting on that to both internal and external stakeholders. IIMM 2.5 Assessing Asset Condition (p2/72); Asset condition can be a key indicator of asset performance. This section looks at determining appropriate monitoring frequencies, methods, analysis and reporting on asset condition. IIMM Assessing Current and Appropriate AM Performance (p4/66) looks at the use of suitable assessment frameworks to measure AM system performance and how the results can be analyzed and presented. Determine and implement monitoring and reporting on the effectiveness of the AM system. IIMM Section Monitoring Asset Management Benefits and Outcomes (p4/74) discusses the establishment of performance indicators that allow for monitoring the effectiveness of the AM System. IIMM Introduction to Financial and Funding Strategies (p3/70) provides guidance on reporting on the financial performance and effectiveness of the AM system. It includes key principles of financial management for infrastructure assets covering issues relating to reporting financial performance. IIMM Maintenance Performance Assessment and Reviews (p3/49) covers monitoring the performance of maintenance contractors. IIMM Monitoring and Review (p2/101) looks at appropriate processes for reporting on asset and AM system risks including reporting on the effectiveness of risk treatments. Retain documented evidence of results IIMM 4.5 (p4/59) deals with Quality Management and covers issues keeping appropriate documentation. Supplement to the IIMM 2011: Quick Guide to Meeting ISO Requirements

24 ISO Part 9: Performance Evaluation ISO 9.2: Internal Audit These ISO sections and 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). Plan, establish and maintain an audit programme While the IIMM does not provide specific guidance in relation to developing an audit plan, it references the need for continual review and audits throughout the Manual. Examples include: IIMM The Asset Management Framework (p2/3) requires key documents (AM Policy and Strategy) to include procedures for auditing against those documents. IIMM Maintaining and Improving Data Confidence (p2/59) deals with auditing asset data. IIMM Maintenance Performance and Reviews (p3/49) deals with auditing of maintenance processes and contractors. IIMM Involving Key Stakeholders in Plan Development (p4/23) addresses the likely focus of internal and external auditors and the need to consider their requirements early in the plan development process. Conduct internal audits to determine the effectiveness of the AM System and compliance against this standard IIMM Procuring and Implementing Service Delivery (p4/54) emphasizes the need for strong audit processes when contracting out AM delivery. A number of clauses under ISO 55001, including this one, are very similar to those applicable under ISO Quality Management Standards. Other relevant sections therefore include: IIMM 4.5 Quality Management (p4/59) which covers issues such as audit and accreditation, and more specifically; IIMM Implementing Quality Management (p4/59) which covers implementation and continuous improvement and mentions monitoring through internal audits. It also addresses documentation as part of a QM system and that a document control system needs to be implemented which covers the points raised in ISO IIMM Appropriate Levels of Documentation (p4/63) includes a case study on reviewing and documenting an AM process using an internal audit process. Readers are also referred to the Australian Infrastructure Financial Management Guidelines available through IPWEA. These have a Chapter on Auditing of Infrastructure Assets and whilst the focus is on financial audits, it does include relevant information on corporate governance issues and the role of asset managers. Go to 24 Supplement to the IIMM 2011: Quick Guide to Meeting ISO Requirements

25 ISO Part 9: Performance Evaluation ISO 9.3: Management Review This ISO section deals with top management reviewing the organization s 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. Carry out regular top management reviews of the effectiveness of the AM System While the IIMM does not contain specific guidance relating to how to carry out top management reviews, the need for them is referenced in many places, for example. IIMM Performance Monitoring and Reporting (p2/33) deals with reviewing the effectiveness of the assets and AM performance by way of developing an asset performance monitoring programme, rating system and reporting on that to both internal and external stakeholders, which will include top management. IIMM Assessing Current and Appropriate AM Performance (p4/66) introduces the need to employ suitable assessment frameworks to measure AM performance and review elements of the AM practice by management, in a structured way. IIMM Section Monitoring Asset Management Benefits and Outcomes (p4/74) promotes reporting to the highest level in the organization in relation to achieving AM objectives and the effectiveness of the AM system. Retain documented evidence including continual improvement opportunities The IIMM Monitoring and Review (p2/ 101) deals with monitoring and reviewing risks that looks at strong and sustained commitment by management to the risk management aspects of the AM system. It promotes a continuous improvement approach with monitoring and review over time to report to management on appropriateness of the risk treatment. IIMM 4.5 Quality Management (p4/59) covers issues such as implementation and continuous improvement involving management review as well as appropriate levels of documentation. Supplement to the IIMM 2011: Quick Guide to Meeting ISO Requirements

26 ISO Part 10: Improvement ISO 10.1: Nonconformity and Corrective Action 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 and manage non-conformities in AM and the AM system IIMM Identifying Improvement Actions (p4/68) covers potential actions to take in respect of non-conformities in the AM System (the term gap is used in the IIMM in terms of understanding where current AM practices have not reached desired appropriate AM practices). IIMM Prioritising Actions and Developing the Improvement Programme (p4/70) provides guidance on evaluating the need to take action to address these non-conformities, or gaps and prioritizing actions. IIMM Section Delivering Improvement Actions (p4/72) covers the implementation of the action plan. IIMM Section Monitoring Asset Management Benefits and Outcomes (p4/74) deals with reviewing the effectiveness of the action (improvement plan). React, control and manage non-conformities in the assets IIMM Emergency Response Planning (p3/ 24) covers incident and emergency management processes. IIMM Maintenance Data Strategies (p3/35) includes processes for responding to unplanned (reactive) maintenance requirements. Retain documented evidence IIMM 4.5 (p4/59) which deals with Quality Management covers issues such as recording performance and demonstrating compliance and keeping appropriate documentation. 26 Supplement to the IIMM 2011: Quick Guide to Meeting ISO Requirements

27 ISO Part 10: Improvement ISO 10.2: Preventive Action This ISO section deals with the processes to proactively identify possible preventive action. Proactively identify potential asset failures IIMM Performance Monitoring and Reporting (p2/33) looks at processes for monitoring asset performance such that performance failures can be identified. IIMM 2.5 Assessing Asset Condition (p2/72); Asset condition assessment is a key process for identifying potential performance failure relating to asset condition. More specifically: IIMM Predicting Condition Deterioration Rates (p2/85) deals with the ability to predict when the asset may fail due to condition deterioration. IIMM Identifying Critical Assets (p2/95) has relevance because proactive failure prevention is often targeted at critical assets. IIMM Objectives, Levels of Service and Intervention Levels (p3/32) looks at the determination of maintenance intervention levels which define asset performance failure that requires the need to take action. Evaluate the need for preventive action IIMM Maintenance Performance Assessment and Reviews (p3/51) provides an approach for identifying and preventing repeat asset failures and when to consider a planned renewal instead of continued maintenance. IIMM Maintenance Plans (p3/38) outlines the differences between planned and unplanned maintenance, the need to understand failure modes and the use of risk based maintenance approaches to identify when preventive action is a better solution than dealing with asset failure. IIMM Work Plan for Planned Maintenance (p3/47) covers identifying appropriate preventive maintenance tasks. IIMM 3.1 Decision Making Techniques (p3/2) provides guidance on decision making techniques that can be used to evaluate when preventive actions are a better solution considering costs, benefits and risks. The IIMM Sections relevant to ISO 10.1 are also relevant here. Supplement to the IIMM 2011: Quick Guide to Meeting ISO Requirements

28 ISO Part 10: Improvement ISO 10.3: Continual Improvement This ISO section deals with continually improving the organization s AM and AM system. Continually improve AM processes and the AM system The concept of continual improvement filters through many IIMM sections, some examples of most relevance include: IIMM Determining the Appropriate Level of Asset Management Practice (p2/7): Assists with assessing how advanced AM practices and the AM System should be, which is a starting point for identifying improvements. IIMM Maintaining and Improvement Data Confidence (p2/59) covers continual improvement of asset data. IIMM Risk Monitoring and Review (p2/101) covers continual review and improvement of risk management processes. IIMM Maintenance Performance Assessment and Reviews (p3/49) covers review and improvement of maintenance plans and processes. IIMM Writing, Reviewing and Maintaining the Plan (p4/23) includes processes for ongoing review and improvement of the AM Plan. IIMM Information System Implementation and Ongoing Review (p4/43) looks at the review and improvement of AM information systems. IIMM 4.6 Continuous Improvement (p4/65) is particularly relevant to this ISO section, including: IIMM Assessing Current and Appropriate AM Performance (p4/66) introduces the concepts of employing suitable assessment frameworks to measure the effectiveness of the AM and AM System performance with a view to identifying potential improvements. IIMM Identifying Improvement Actions (p4/68) deals with methods of identifying improvements and scoping of improvement actions and provides examples of AM Improvement Plan Actions. IIMM Prioritising Actions and Developing the Improvement Programme (p4/70) deals with assessing the benefits of proposed improvement actions, and risks of not taking action, to ensure actions are warranted. Prioritisation of potential actions is covered.. IIMM Section Delivering Improvement Actions (p4/72) provides guidance on project managing the improvement plan. Implementation and monitoring steps are outlined. IIMM Section Monitoring Asset Management Benefits and Outcomes (p4/74) promotes reporting on targets and performance indicators that allow for monitoring and reviewing the effectiveness of any improvements carried out. 28 Supplement to the IIMM 2011: Quick Guide to Meeting ISO Requirements

29 Summary of IIMM Clause Numbers Relevant To ISO Appendix A 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 4.5 on Quality Management is considered relevant. ISO Clause IIMM Section Section 1 Introduction to Infrastructure Asset Management Infrastructure and Society Benefits of Improved AM Catalysts for Improved AM 1.1 Asset Management Drivers and Benefits 1.2 Defining Asset Management Key Elements Lifecycle AM Activities Integrating AM Across the Organisation 1.3 The Asset Management Process Understanding and Defining Requirements Developing AM Lifecycle Strategies AM Enablers Section 2 Understanding and Defining Requirements 2.1 The Strategic Context and the Asset Management Policy The AM Framework Developing the AM Policy Determining Appropriate Level of AM Practice Understanding the External Environment Understanding the Internal Environment Understanding the Customer Perspective 2.2 Developing and Monitoring Levels of Service Introduction Developing Levels of Service Developing Effective Performance Measures Customer Consultation Process Consultation Techniques Developing the Consultation Plan Developing Customer Charters Performance Monitoring and Reporting 2.3 Forecasting Future Demand Introduction Factors Influencing Demand Developing Demand Forecasts Dealing With Demand Forecasting Uncertainty 2.4 Establishing Base Asset Knowledge Identifying Information Requirements Asset Register Structure and Hierarchy Asset Identification Systems Data Collection Processes Maintaining and Improving Data Confidence Examples of Asset Hierarchies Asset Identification / Numbering Systems 4.1: Organisation and context 4.2: Understand stakedholders 4.3: Determine AM System Scope 4.4: AM System 5.1: Leadership and Commitment 5.2: Policy 5.3: Roles and Accountabilities 6.1: Risks and Opportunities 6.2.1: AM Objectives 6.2.2: Planing for AM Objectives 7.1: Resources 7.2: Competence 7.3: Awareness 7.4: Communication 7.5: Information Requirements 7.6.1: General Creating and Updating Control of Information 8.1: Operations Planning/ Control 8.2: Management of Change 8.3: Outsourcing 9.1: Monitoring and evaluation 9.2: Internal Audit 9.3: Management Review 10.1: Managing Nonconformity 10.2: Preventative action 10.3: Continual Improvement Supplement to the IIMM 2011: Quick Guide to Meeting ISO Requirements

30 Appendix A ISO Clause IIMM Section 2.5 Assessing Asset Condition Introduction Condition Assessment Processes Condition Assessment Techniques Approaches for Grading Condition Predicting Condition Deterioration Rates Asset-Specific Condition Grading Systems 2.6 Identifying Critical Assets and Business Risks Introduction The Risk Management Context Identifying Risks Identifying Critical Assets Managing the Risks Monitoring and Review Section 3 Developing Asset Management Lifecycle Strategies 3.1 Decision Making Techniques Introduction Benefit-Cost Analysis Multi-Criteria Analysis Risk-Based Decisions Optimising Across Different Activities Other Decision Considerations 3.2 Developing Operational Strategies and Plans Introduction Effective Asset Utilisation Supply-Side Demand Management Customer Demand Management Emergency Response Planning 3.3 Developing Maintenance Strategies and Plans Introduction Objectives, Levels of Service and Intervention Maintenance Strategies Maintenance Objectives Maintenance Plans Work Plan for Unplanned Maintenance Work Plan for Planned Maintenance Maintenance Assessment and Reviews 3.4 Developing Capital Investment Strategies & Plans Introduction Identifying and Scoping Capital Projects Developing New Build Programmes Developing Renewal Programmes Predictive Modelling Techniques Compiling the Capital Investment Strategy 4.1: Organisation and context 4.2: Understand stakedholders 4.3: Determine AM System Scope 4.4: AM System 5.1: Leadership and Commitment 5.2: Policy 5.3: Roles and Accountabilities 6.1: Risks and Opportunities 6.2.1: AM Objectives 6.2.2: Planing for AM Objectives 7.1: Resources 7.2: Competence 7.3: Awareness 7.4: Communication 7.5: Information Requirements 7.6.1: General Creating and Updating Control of Information 8.1: Operations Planning/ Control 8.2: Management of Change 8.3: Outsourcing 9.1: Monitoring and evaluation 9.2: Internal Audit 9.3: Management Review 10.1: Managing Nonconformity 10.2: Preventative action 10.3: Continual Improvement 30 Supplement to the IIMM 2011: Quick Guide to Meeting ISO Requirements

31 Appendix A ISO Clause IIMM Section 3.5 Financial and Funding Strategies Introduction Identifying and Categorising Lifecycle Costs Valuation Approaches Calculating Depreciated Replacement Cost Developing Long Term Financial Forecasts Developing Funding Plans Section 4: Asset Management Enablers 4.1 Asset Management Teams Defining the AM Role Establishing AM Structures AM Leadership and Coordination AM Capability Requirements Building Capability (Training and Resources) Organisational Commitment and Change 4.2 Asset Management Plans Identifying AM Objectives The AM Plan Development Approach Developing the AM Plan Template Writing, Reviewing and Maintaining the Plan Involving Key Stakeholders Example of an AM Plan Structure 4.3 Information Systems and Tools Principles for AMIS Implementation System Development Process Identifying Data and Function Requirements Evaluating Software System Implementation and Ongoing Review Using GIS Systems for AM 4.4 Service Delivery Models Defining Core Services and Assets Service Delivery and Contracting Options Evaluating/Selecting Service Delivery Options Procuring and Implementing Service Delivery 4.5 Quality Management Introduction Implementing Quality Management Business Process Mapping Appropriate Levels of Documentation 4.6 Continuous Improvement Assessing AM Performance Gaps Identify Improvement Actions Developing the Improvement Plan Delivering Improvement Actions Monitoring AM Benefits and Outcomes 4.1: Organisation and context 4.2: Understand stakedholders 4.3: Determine AM System Scope 4.4: AM System 5.1: Leadership and Commitment 5.2: Policy 5.3: Roles and Accountabilities 6.1: Risks and Opportunities 6.2.1: AM Objectives 6.2.2: Planing for AM Objectives 7.1: Resources 7.2: Competence 7.3: Awareness 7.4: Communication 7.5: Information Requirements 7.6.1: General Creating and Updating Control of Information 8.1: Operations Planning/ Control 8.2: Management of Change 8.3: Outsourcing 9.1: Monitoring and evaluation 9.2: Internal Audit 9.3: Management Review 10.1: Managing Nonconformity 10.2: Preventative action 10.3: Continual Improvement Supplement to the IIMM 2011: Quick Guide to Meeting ISO Requirements

32 Appendix B Comparison of Key Definitions Between ISO and the IIMM The following table compares and draws alignment between terms used in the IIMM and ISO IPWEA and NAMS are satisfied that the terms are reasonably compatible, with one main exception. The table compares the IIMM AM Framework as the closest match with the ISO term AM System which is not used in the IIMM. The next edition of the IIMM will incorporate the term and concept of the AM System. ISO Definitions 2 IIMM Definitions ASSET Item, thing or entity that has potential or actual value to an organization (3.1.14) Note 1 to entry: Value can be tangible or intangible, financial or non-financial, and includes consideration of risks (3.1.22) and liabilities. It can be positive or negative at different stages of the asset life (3.2.2). Note 2 to entry: Physical assets usually refer to equipment, inventory and properties owned by the organization. Physical assets are the opposite of intangible assets, which are non-physical assets such as leases, brands, digital assets, use rights, licences, intellectual property rights, reputation or agreements. Note 3 to entry: A grouping of assets referred to as an asset system (3.2.6) could also be considered as an asset. ASSET LIFE Period from asset (3.2.1) creation to asset end of life. ASSET MANAGEMENT Coordinated activity of an organization (3.1.14) to realize value from assets (3.2.1) Note 1 to entry: Realization of value will normally involve a balancing of costs, risks (3.1.22), opportunities and performance (3.1.18) benefits. Note 2 to entry: Activity can also refer to the application of the elements of the AM system (3.4.3). Note 3 to entry: to entry: The term activity has a broad meaning and can include, for example, the approach, the planning, the plans and their implementation. ASSET MANAGEMENT PLAN Documented information (3.1.7) that specifies the activities, resources and timescales required for an individual asset (3.2.1), or a grouping of assets, to achieve the organization s (3.1.14) asset management (3.3.1)objectives (3.1.13). Note 1 to entry: The grouping of assets may be by asset type (3.2.7), asset class, asset system (3.2.6) or asset portfolio (3.2.5). Note 2 to entry: An asset management plan is derived from the strategic asset management plan (3.3.2). Note 3 to entry: An asset management plan may be contained in, or may be a subsidiary plan of, the strategic asset management plan. ASSET MANAGEMENT SYSTEM Management system (3.4.2) for asset management (3.3.1) whose function is to establish the asset management policy (3.1.19) and asset management objectives (3.1.13). Note 1 to entry: The asset management system is a subset of asset management. MANAGEMENT SYSTEM Set of interrelated or interacting elements of an organization (3.1.14) to establish policies (3.1.19) and objectives (3.1.13) and processes (3.1.20) to achieve those objectives. Note 1 to entry: A management system can address a single discipline or several disciplines. Note 2 to entry: The system elements include the organization s structure, roles and responsibilities, planning, operation, etc. Note 3 to entry: The scope of a management system may include the whole of the organization, specific and identified functions of the organization, specific and identified sections of the organization, or one or more functions across a group of organizations. ASSET SYSTEM A set of assets (3.2.1) that interact or are inter-related. ASSET An item that has potential value to an organisation such as plant, machinery, buildings, etc. LIFE A measure of the anticipated life of an asset or component; such as time, number of cycles, distance intervals, etc. ASSET MANAGEMENT (AM) The systematic and coordinated activities and practices of an organisation to optimally and sustainably deliver on its objectives through the costeffective lifecycle management of assets. ASSET MANAGEMENT PLAN (AM Plan) Long-term plans (usually years or more for infrastructure assets) that outline the asset activities and programmes for each service area and resources applied to provide a defined level of service in the most cost effective way. ASSET MANAGEMENT FRAMEWORK (2) The overarching AM hierarchy including the AM Policy, Objectives, Strategy and the AM Plan. INFRASTRUCTURE ASSETS Stationary systems forming a network and serving whole communities, where the system as a whole is intended to be maintained indefinitely at a particular level of service potential by the continuing replacement and refurbishment of its components. The network may include normally recognized assets as components. 32 Supplement to the IIMM 2011: Quick Guide to Meeting ISO Requirements

33 Appendix B ISO Definitions 2 IIMM Definitions CORRECTIVE ACTION CORRECTIVE MAINTENANCE Action to eliminate the cause of a non-conformity (3.1.12) and to prevent recurrence. The remedial actions performed as a result of failure, to restore an asset or component to a specified condition. CRITICAL ASSETS Asset (3.2.1) having potential to significantly impact on the achievement of the organisation s (3.1.14) objectives (3.1.13). DOCUMENTED INFORMATION. Information required to be controlled and maintained by an organisation (3.1.14) and the medium on which it is contained. LEVEL OF SERVICE Parameters, or combination of parameters, which reflect social, political, environmental and economic outcomes that the organization (3.1.14) delivers. Note 1 to entry: The parameters can include safety, customer satisfaction, quality, quantity, capacity, reliability, responsiveness, environmental acceptability, cost and availability. LIFE CYCLE Stages involved in the management of an asset (3.2.1) Note 1 to entry: The naming and number of the stages and the activities under each stage usually vary in different industry sectors and are determined by the organization (3.1.14). MONITORING Determining the status of a system, a process (3.1.20) or an activity. OBJECTIVE Result to be achieved. POLICY Intentions and directions of an organisation (3.1.14) as formally expressed by its top management (3.1.24) PREVENTIVE ACTION Action to eliminate the cause of a potential non-conformity (3.1.12) or other undesirable potential situation. PREDICTIVE ACTION Action to monitor the condition of the asset and predict the need for preventive action (3.4.4) or corrective action (3.4.1). RISK Effect of uncertainty on objectives (3.1.13). STAKEHOLDER Person or organisation (3.1.14) that can affect, be affected by, or perceive themselves to be affected by a decision or activity. STRATEGIC ASSET MANAGEMENT PLAN (SAMP) Documented information (3.1.7) that specifies how organizational objectives (3.1.15) are to be converted into asset management (3.3.1)objectives (3.1.13), the approach for developing asset management plans (3.3.3), and the role of the asset management system (3.4.3) in supporting achievement of the asset management objectives. Note 1 to entry: A strategic asset management plan is derived from the organizational plan (3.1.16). Note 2 to entry: A strategic asset management plan may be contained in, or may be a subsidiary plan of, the organizational plan. CRITICAL ASSETS Those assets that are likely to result in a more significant financial, environment and social cost in terms of impact on organizational objectives. NA LEVEL OF SERVICE Levels of service statements describe the outputs or objectives an organisation or activity intends to deliver to customers. LIFECYCLE The time interval that commences with the identification of the need for an asset and terminates with the decommissioning of the asset or any liabilities thereafter. PERFORMANCE MONITORING Continuous or periodic quantitative and qualitative assessment of the actual performance compared with specific objectives, targets or standards. ASSET MANAGEMENT OBJECTIVES Specific outcomes required from the implementation of the AM framework. ASSET MANAGEMENT POLICY Outlines the principles and requirements for undertaking AM across the organisation in a structured and coordinated way, consistent with the organisation s strategic plan. PLANNED MAINTENANCE Planned maintenance activities fall into three categories; Periodic necessary to ensure the reliability or to sustain the design life of the asset Predictive condition monitoring activities used to predict failure. Preventive maintenance that can be initiated without routine or continuous checking (eg; using information contained in maintenance manuals or manufacturer s recommendations) and is not condition based. Other terms in the IIMM relating to preventive actions are risk treatment and renewals and condition-based preventive maintenance. RISK The effect of uncertainty on objectives. Risk events are events that may compromise the delivery of the organisation s strategic objectives. STAKEHOLDER A person or entity that has an interest in the organisation s activities or outcomes. CUSTOMER Any person who uses the assets or service, is affected by it, or has an interest in it either now or in the future. This definition does not necessarily require that payment is made for use of the asset. ASSET MANAGEMENT STRATEGY The high level long-term approach to AM including AM action plans and objectives for managing the assets. (2) Not all Notes to each of the ISO definitions have been included in this Table and readers are referred to ISO Part 3 for full detail of the ISO definitions. Supplement to the IIMM 2011: Quick Guide to Meeting ISO Requirements

34 Appendix C Bibliography Institute of Public Works Engineering Australia, Australian Infrastructure Financial Management Guidelines, ISO Asset management Overview, principles and terminology. ISO Asset management Management systems Requirements. ISO Asset management Management systems - Guidelines for the application of ISO New Zealand National Asset Management Support Group, Developing Levels of Service and Performance Measures Guidelines, New Zealand National Asset Management Support Group and Institute of Public Works Engineering Australia, International Infrastructure Management Manual, New Zealand National Asset Management Support Group, Optimised Decision Making Guidelines, New Zealand National Asset Management Support Group, New Zealand Infrastructure Asset Valuation and Depreciation Guidelines, Supplement to the IIMM 2011: Quick Guide to Meeting ISO Requirements

35 Further guidance as referenced in this document International Infrastructure Management Manual (IIMM) 2011 Australian Infrastructure Financial Management Guidelines NAMS New Zealand Infrastructure Asset Valuation and Depreciation Guidelines NAMS Optimised Decision Making Guidelines NAMS Developing Levels of Service and Performance Measures Guidelines NAMS.PLUS Guidance an online guided pathway to the implementation of Asset Management planning Available from: