Asset Management of Signalling Systems

Asset management refers to the cost-effective process of developing, operating, maintaining, and selling assets. The term asset management is most used in finance to refer to individuals or companies that manage assets on behalf of other individuals or entities. Asset management will be difficult if done manually and not well structured. Currently, there are already several asset management applications in Indonesia. However, some applications are still insufficient to meet user needs. An asset management application has been created that tries to overcome the difficulties of the asset management process. This asset management application is built using Spring Webflux for backend services, which implement reactive programming and Angular.js framework for frontend services. The development goal is to simplify and optimize users in performing asset management (asset management, maintenance, and other processes) so that the benefits obtained are the asset management process carried out by the user to be more optimal. Asset Management System has succeeded in reducing the time required to perform asset management by an average of 66.11%.

Gebiedsgericht Voorraadbeleid van Woningcorporaties; Een analyse van planningsbenaderingen in Vogelaarwijken

The public and private sectors have been managing their assets in some form for many years. Recently, however, the concept of asset management has been formulated to draw more explicitly on the principles of business, technology, economics, and other disciplines in a systematic and integrated way. This strategy offers cost-effective and responsive advantages in managing the public’s assets. Other management systems, particularly pavement management, have preceded the current interest in asset management by several decades. Accordingly, it is useful to assess whether there are common elements between asset management and pavement management and, if so, whether the experience gained from pavement management implementation and operation can be of benefit. In a generic sense, asset management has extensive commonalities with its component systems such as pavement management. However, asset management has some issues to resolve in progressing from a framework to an operational reality. A number of ways or areas in which asset management system development and implementation can benefit from pavement management operational experience are presented. Finally, some technical, economic/technical, and institution and user opportunities for innovations and advancements in asset management systems are identified.

The objective of the work is to present the concepts of Asset Management for the Subsea area and a possible path on how to implement it in its processes, in accordance with the requirements of the ISO 55000 standard. This is an international standard published in 2011 and which covers requirements on how extract more value from an organization's physical assets by managing performance, cost and risk. According to IAM (Institute of Asset Management) and GFMAN (Global Forum for Asset Management), organizations have been increasing recognition of Asset Management as a discipline that has great relevance and significant potential for increasing the performance of the management system, increasing the guarantee of achieving organizational objectives. The introduction of this work will address the origin of the Asset Management topic and how it has been growing in organizations. A brief history of the evolution of the Subsea area in Integrity Management and similarities of this topic in Asset Management will also be presented. Next, the main concepts of Asset Management will be described, going through the ISO 55000 standards. Finally, a possible path for implementing asset management in the subsea area will be described, through a model for preparing a SAMP (Strategic Asset Management Plan), this being one of the main requirements of ISO 55000.

Asset management is a broad term and a relatively new paradigm to the water industry. This paper is intended to present an overview of the asset management approach that emerges as a managerial and technical framework for a water utility to effectively manage above and below ground assets. Based upon the lessons learned from some limited practices in the developed countries including UK, USA, Australia and New Zealand, the article is focused on elaborating the new concept of asset management and technological requirements to implement it for a water or wastewater organization. Following the brief overview, the elements of asset management are addressed along with the classified essential technology that enables water asset management and the potential cost savings resulting from an effective program. It concludes by looking into the challenges and barriers for adopting this innovative approach.

Abstract. The integration of Building Information Modelling (BIM) and Geographical Information Systems (GIS) is gaining momentum in digital built Asset Management (AM), and has the potential to improve information management operations and provide advantages in process control and delivery of quality AM services, along with underlying data management benefits through entire life cycle of an asset. Work has been carried out relating GeoBIM/AM to buildings as well as infrastructure assets, where the potential financial savings are extensive. While information form BIM maybe be sufficient for building-AM; for infrastructure AM a combination of GIS and BIM is required. Scientific literature relating to this topic has been growing in recent years and has now reached a point where a systematic analysis of current and potential uses of GeoBIM in AM for Infrastructure is possible. Three specific areas form part of the analysis – a review of BIM and Infrastructure AM and GIS and Infrastructure AM leads to a better understanding of current practice. Combining the two, a review of GeoBIM and Infrastructure AM allows the benefits of, and issues relating to, GeoBIM to be clearly identified, both at technical and operational levels. A set of 54 journal articles was selected for in-depth contents analysis according to the AM function addressed and the managed asset class. The analysis enabled the identification of three categories of issues and opportunities: data management, interoperability and integration and AM process and service management. The identified knowledge gaps, in turn, underpin problem definition for the next phases of research into GeoBIM for infrastructure AM.

The focus of the transportation industry, in both the public and private sectors, has slowly been changing from construction and expansion to that of preservation, as a result of various factors. Private-sector industries have made strides in asset management that could be beneficial to the public sector. Private-sector asset management principles and concepts that would form an integral part of any asset management program employed by state transportation agencies and that are transferable to the public sector, especially state departments of transportation, are identified. An overview of best practices in asset management in the private sector is presented. Thus, lessons learned are identified based on a synthesis of case studies. The analysis has been done by carefully examining asset management practices of seven near-transportation private-sector companies. Included are case studies from two railroads, two airlines, two energy companies, and one railcar leasing company. The case studies highlight the need for communication, tools, and education as well as an information technology foundation from which asset management can be practiced effectively.

Asset service organizations often recognize asset management as a core competence to deliver benefits to their business. But, how do organizations know whether their asset management processes are adequate? Asset management maturity models, which combine best practices and competencies, provide a useful approach to test the capacity of organizations to manage their assets. Asset management frameworks are required to meet the dynamic challenges of managing assets in contemporary society. Although existing models are subject to wide variations in their implementation and sophistication, they also display a distinct weakness in that they tend to focus primarily on the operational and technical level and neglect the levels of strategy, policy, and governance as well as the social and human resources—the people elements. Moreover, asset management maturity models have to respond to the external environmental factors, including climate change and sustainability, stakeholders, and community demand management. Drawing on five dimensions of effective asset management—spatial, temporal, organizational, statistical, and evaluation—as identified by Amadi-Echendu et al. [1], this paper carries out a comprehensive comparative analysis of six existing maturity models to identify the gaps in key process areas. Results suggest incorporating these into an integrated approach to assess the maturity of asset-intensive organizations. It is contended that the adoption of an integrated asset management maturity model will enhance effective and efficient delivery of services.

Industrial asset management (AM) is defined as a continuous process of planning and controlling physical assets to minimize the cost, while maximizing the reliability and availability of assets. An AM strategy consists of policies to maintain the assets regularly throughout their lifetime as well as activities that should be performed after a failure happens. Traditional AM activities were limited to a fixed interval maintenance schedule plus service activities, as needed.

Information Quality for Effective Asset Management: A literature review

North Sea Region countries depend heavily on flood protection infrastructure, such as dikes, dams, sluices and flood gates. Knowledge on where, when and how much to invest to ensure functioning is of crucial importance for asset owners and operators. This requires asset management approaches that are adaptable, respond to feedback and function within various contexts. The FAIR (Flood defense infrastructure Asset management & Investment in Renovation, adaptation, optimisation and maintenance) project has developed a unique framework to ensure that asset management processes are adaptive, comprehensive and make effective connections across strategic, tactical and operational contexts. The framework has for the first time informed an assessment of maturity of five flood protection asset management organisations in the North Sea Region, using a seven-factor maturity assessment model. This paper describes the self-assessment process and the self-reported maturity changes during the project. Maturity assessments were undertaken on two occasions, at the start of the project, and again toward the end. This has revealed how the baseline level of maturity for each organisation developed over the course of the three-year project. The observed maturity changes indicate that adopting the FAIR framework has added value in improving current approaches to asset management.

The research described in this paper assembles a set of tools on the basis of experiences and best practices in a diverse set of states for linking strategic goals to resource allocation and implementation decisions using aspects of asset management. A survey of practices in each of the state DOTs explored documents and synthesized both strategic planning processes and asset management. With input from an expert advisory panel, five states were the subjects of detailed analysis: Florida, Maryland, Michigan, Montana, and Pennsylvania. Each of the states was visited by a project team that spent 2 days on-site. Information on the strategic planning and asset management process was obtained through personal interviews with DOT officials and the acquisition of materials describing these processes. Based on detailed documentation of the practices in each of these states, a synthesis of best practices of the linkage between asset management and strategic planning was developed. The resulting model process does not represent any particular state, but incorporates elements from all five states. This synthesis can provide useful guidance to states interested in augmenting their existing processes.

Asset service organisations often recognise asset management as a core competence to deliver benefits to their business; however, it is less clear about how organisations know whether their asset management processes are adequate. This paper contends that asset management maturity models, which combine best practices with identified competencies, may provide a useful approach to test the capacity of organisations to manage assets. Existing capability maturity models are subject to wide variations in their implementation and sophistication. Drawing on five dimensions of effective asset management - spatial, temporal, organisational, statistical and evaluation - as identified by Amadi-Echendu et al. (2010), this paper undertakes a comprehensive comparative analysis of six existing maturity models to identify the gaps in key process areas. Results suggest incorporating these dimensions into an integrated approach to assess the maturity of asset-intensive organisations would provide a comprehensive approach towards assessing capabilities of asset service organisations.

Development of a Building Information Modelling Asset (BIMAsset) value realisation model

This paper postulates that the human resource is the backbone of asset management systems. It is shown through review of literature that the five human resource areas (dealt with in this paper) are critical success factors to Asset Management. The management of human resources is often isolated within a single department, instead of being integrated into all functional areas of an organization, and this often diminishes performances in asset management activities.