AMPEAK 2015 (2)

Program and Event Guide

ASSET MANAGEMENT CONFERENCESYDNEY 24-28 MAY 2015

Sydney Showground, Sydney Olympic Park

CONNECT SUPPORT PROMOTE EDUCATE NETWORK DEVELOP LEARN

Presented by

Founding Member of

Technical Society of

Principal Sponsor

ASSET MANAGEMENT COUNCIL

UTILITIES | TELCO | TRANSPORT | DEFENCE | PROPERTY | SOCIAL | OIL AND GAS | MINING | INDUSTRIAL

transfieldservices.com

OPTIMISING SUSTAINABLE ASSET VALUEWe will work closely with you to provide financial, compliance and technical solutions utilising the levers of degree of in-service support, acquisition and disposal of physical assets. We understand that managing your assets is about pursuing optimum sustainable performance in support of the development of shareholder value, whilst complying with requirements for health, safety and the environment. To achieve this we adopt a whole-of-life approach, ensure legislative compliance, pursue best asset management practices, make sure the people used in the management of your resources are appropriately selected, developed and trained, and apply continuous improvement at every step.

Program Overview

Sunday 24 May17:00 Registration open Exhibition Hall18:00 Welcome BBQ Function

Skydeck Spotless StadiumSponsored by Meridium

Monday 25 May

07:00 Registration and Exhibition Hall open08:30 Welcome and Opening Keynotes

Plenary Room10:30 Morning Tea Exhibition Hall11:00 Concurrent Sessions

Plenary Room/Southee 3/Southee 512:30 Lunch Exhibition Hall13:00 AM Council AGM Southee 313:45 Concurrent Sessions

Plenary Room/Southee 3/Southee 515:15 Afternoon Tea Exhibition Hall15:45 Concurrent Sessions

Plenary Room/Southee 3/Southee 517:15 YAMP Networking Evening

Exhibition Hall

Tuesday 26 May

07:00 Registration and Exhibition Hall open08:30 Welcome and Opening Keynotes

Plenary Room10:15 Morning Tea Exhibition Hall

Sponsored by Teak Yew10:45 Concurrent Sessions

Plenary Room/Southee 3/Southee 512:15 Lunch Exhibition Hall13:30 Concurrent Sessions

Plenary Room/Southee 3/Southee 515:00 Afternoon Tea Exhibition Hall15:30 Concurrent Sessions

Plenary Room/Southee 3/Southee 518:30 Annual Dinner

Waterview Bicentennial ParkSponsored by Institute of Quality Asset Management

Wednesday 27 May

07:30 Registration and Exhibition Hall open09:00 Panel Session/Sessions/Tutorial

Plenary Room/Southee 3/Southee 510:30 Morning Tea Exhibition Hall11:00 Concurrent Sessions

Plenary Room/Southee 3/Southee 512:00 Lunch Exhibition Hall13:15 Keynote Speakers Plenary Room14:15 Afternoon Tea Exhibition Hall14:45 Keynote Speakers and Closing Address

Plenary Room16:30 Farewell Drinks Function Exhibition Hall

Contents

Program Overview 3

Social Functions and Sunday Program 5

Conference Program 6

Workshops and Site visits 10

Keynote Speakers 11

Abstracts 13

Sponsors 23

Exhibitors 25

Exhibition Floor Plan and Exhibitor List 29

Venue map 30

Your Local Hosts

Asset Management Council Sydney ChapterBob Sloan, Chapter Chair, and the members of the Sydney Chapter Committee welcome you to AMPEAK 2015 and to Sydney, the largest and oldest city in Australia and the capital of New South Wales.

UTILITIES | TELCO | TRANSPORT | DEFENCE | PROPERTY | SOCIAL | OIL AND GAS | MINING | INDUSTRIAL

transfieldservices.com

OPTIMISING SUSTAINABLE ASSET VALUEWe will work closely with you to provide financial, compliance and technical solutions utilising the levers of degree of in-service support, acquisition and disposal of physical assets. We understand that managing your assets is about pursuing optimum sustainable performance in support of the development of shareholder value, whilst complying with requirements for health, safety and the environment. To achieve this we adopt a whole-of-life approach, ensure legislative compliance, pursue best asset management practices, make sure the people used in the management of your resources are appropriately selected, developed and trained, and apply continuous improvement at every step. 3

Conference Chair and Technical Team

Conference ChairGreg WilliamsHead, Network Business, Citipower & Powercor

Steve BerquistRegional Director Industrial Services, Fluor

Nikola BorovacSenior Standards Engineer Engineering & Design, Western Power

Glen KerrILS Capability Manager, ASC Pty Ltd

Tom BirdseyeAssets System Manager, SA Power Networks

Robert SloanAM Council Chapter Chair, NSW

Young Asset Management Practitioners (YAMPs) Session

YAMPs, or Young Asset Management Practitioners, are professionals and students in asset management and engineering industries who wish to establish themselves in the profession, connect with other young professionals, and learn from senior AM Council members. The YAMPs group was established in 2012 and continues to grow with support from the AM Council and its regional Chapters. As a YAMP, young professionals are able to share their input and infl uence the direction of the AM Council, while simultaneously building their career experience and networking reach.

Monday afternoon will host a YAMPs session that will allow young engineers, young asset management professionals, and students an opportunity to network, learn, and develop their skills. The event runs in conjunction with the AMPEAK Asset Management Conference and will feature a mix of attendee participation and prepared presentations.

Technical Team

Social Functions and Networking

We understand that making connections and networking are important to our AMPEAK delegates. The social program, breaks and lunches have been built into the program to help facilitate those opportunities. Functions are included in the full conference registration. Individual function tickets can be bought separately.

Sunday 24 May Welcome BBQ FunctionSponsored by MeridiumTiming: 18:0021:00Location: Skydeck Spotless Stadium

This informal BBQ offi cially opens AMPEAK 2015 on the Sunday evening, welcoming delegates to Sydney and the start of your three-day conference.

Monday 25 May YAMP Networking EveningTiming: 17:1518:15Location: Exhibition Hall, Sydney Showground

The evening offers the next generation of Asset Management Practitioners the opportunity to network with key professionals in the asset management fi eld, making a positive impact on their careers and imaginations.

Tuesday 26 May Annual DinnerSponsored by Institute of Quality Asset ManagementTiming: 18:3023:00Location: WaterView Bicentennial Park

With entertainment, fi ne wines and delicious food, the annual dinner is the social highlight of AMPEAK which plays host to the awards ceremony.

Wednesday 27 May Farewell Drinks FunctionTiming: 16:3017:30Location: Exhibition Hall, Sydney Showground

Your last occasion at AMPEAK to connect with colleagues. Exhibitors will announce winners of their prize giveaways, the Peoples Choice Best Presentation will be awarded and AMPEAK Adelaide 2016 announced.

Conference ProgramSunday 24 May17:00 Registration open18:00 Welcome BBQ Function

Skydeck Spotless StadiumSponsored by Meridium

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Conference Program

MONDAY 25 MAY 201508:30 Welcome & Opening Session

Greg Williams, AMPEAK Conference Chair, Asset Management Council (VIC) Ian Maxted, Chief Development Officer, Transfield Services (NSW)Keynote Sessions Chair: Greg Williams

09:00 Financial Management and Physical Asset Management: AM Synergy Danny Elia, IFM Investors (VIC)

09:30 Colin Thorne, Defence Materiel Organisation (DMO) (ACT)

10:00 Accreditation and Certification Scheme for ISO 55001, Australia, Asia Pacific and Internationally Brett Abraham, Joint Accreditation System of Australia and New Zealand, JAS-ANZ (ACT)

10:30 Morning Tea

Innovators Platform: 10:40: Leveraging Technology to Improve Capability Dave Robinson, General Manager Sales & Business Development, Assetic

Stream A Plenary Room Stream B Southee 3 Stream C Southee 5ISO 55001 Implementation, Assessing and AuditingChair: David Daines

Asset Management and DefenceChair: Glen Kerr

Culture and LeadershipChair: Michael Killeen

11:00 Panel Discussion The Path to Certification for Organisations and IndividualsPresenter: Tom Carpenter, Institute of Quality Asset Management (VIC)

Companion Guide to ISO 55001Presenter: Deryk Anderson, Asset Management Council (VIC)

Certified Asset Management AssessorsPresenter: David Daines, World Partners in Asset Management (VIC)

Implementing Asset Management in DefencePresenter: Kevin Atkinson, Kellogg Brown & Root Pty Ltd (ACT) (AMBoK ID: 2050)

Defining Organisational Performance: An Asset Management PerspectivePresenter: Monique Beedles, Teak Yew (QLD) (AMBoK ID: 2032)

End-to-End Asset Management for Social Housing A Case StudyPresenter: Richard Benedict, Lake Maintenance Pty Ltd (NSW) (AMBoK ID: 2018)

Asset Resilience: the Capability of an Organisation to Maintain Safe, Stable Asset Operations Despite Mishaps in the Presence of Continuous and Significant Risk.Presenter: Ian Gordon, Meridium (VIC) (AMBoK ID: 2074)

12:00 What can Local Government Learn from ISO 55001?Presenter: Travis Gilbertson, Opus International Consultants (QLD) (AMBoK ID: 2067)

The use of Asset Management Practices in Support of Sustaining Australian Defence PlatformsPresenter: Hamid Diab, Roger Vodicka, DSTO (VIC) (AMBoK ID: 2036)

People and CultureHoward Thomas, Advisian, (NSW)

12:30 Lunch

Innovators Platform: 12:45: Asset Performance Benchmarking Sam Gapic, Sales Manager, Meridium 13:00: OMCS Asset Performance Management Dave McNiel, Senior Consultant, OMCS International

13:00 Asset Management Council AGM

ISO 5500x Cost, Risk, PerformanceSession sponsor: Asset Standards Authority, Transport for New South Wales Chair: Toby Horstead

Asset Management TechniquesChair: Brett Billett

Technology Information and DataChair: Ernst Krauss

13:45 LEAD PAPERAsset Assurance and Configuration Management A Contemporary Model to Integrate Asset and Investment AssurancePresenter: Jim Modrouvanos, Asset Standards Authority, Transport for New South Wales (NSW) (AMBoK ID: 2058)

LEAD PAPERUsing 3D Panoramic Imagery for Innovative Detailed Feature SurveyPresenter: Matthew Croft, Geomatic Technologies (VIC) (AMBoK ID: 2042)

Use of Multi-Folds Asset Operational Performance Data to Prioritise Business Improvement Actions Challenges and OpportunitiesPresenter: Alexandre Cesa (WA) (AMBoK ID: 2025)


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14:15 A First Principles Approach to the Development of Asset Management Objectives A Case StudyPresenter: Peter Kohler, Capability Partners, (NSW) (AMBoK ID: 2035)

Methodology for Linking Extreme Flood Events and the Cost of Damage to Water Security Infrastructure AssetsPresenter: Maselaganye Petrus Matji, Jakobus Andries du Plessis, Council for Scientific and Industrial Research (South Africa) (AMBoK ID: 2052)

AccordPresenter: Glen Kerr, Asset Management Council (SA) The Accord is a GFMAM (Global Forum on Maintenance and Asset Management) project which aims to provide global recognition and comparison of vocational, professional and academic courses in respect of their Asset Management content. This session will overview the project and provide a summary of progress and Accord trials.

14:45 Recasting Performance Standards to Improve ServicePresenter: Craig Crawley, Sydney Water Corporation (NSW) (AMBoK ID: 2047)

15:15 Afternoon Tea

ISO 5500x Cost, Risk, PerformanceChair: Gary Winsor

Failure Analysis & ReliabilityChair: David Zhang

Tutorial: Strategic Asset Management Plan

YAMPs Session

15:45 LEAD PAPER ISO 55000 A Process Model for Balancing Performance, Cost and Risk.Presenter: James Kennedy, Interlogis Consulting (NSW) (AMBoK ID: 2022)

A Tactical Approach to Root Cause AnalysisPresenter: Gerard Gan, Mulgrave Consulting Group (VIC) (AMBoK ID: 2033)

Nick Hastings, Principal Consultant, Engineering Asset Management, Albany Interactive (VIC)ISO 55000 series standards emphasise the need for a strategic Asset Management Plan (SAMP) to link with the organizations operations and financial plans. This tutorial will outline the structure of a SAMP

Technical Speaker: Thomas W. Smith MS. Program Director, Wisconsin

Design Your Career An interactive workshop to discuss career paths

Industry Discussion. In this panel discussion, participants will discuss the industry influence of young engineering professionals and how they can make an impact.

16:15 Measuring Cost, Performance and Risk in Asset ManagementPresenter: Scott Yates, Assetivity Pty Ltd (WA) (AMBoK ID: 2045)

Putting Reliability Modelling into the Broad Asset Operational and Organisational Context: Asset Management vs Managing AssetsPresenter: Alexandre Cesa, (WA) (AMBoK ID: 2024)

16:45 Cost, Risk and PerformancePresenter: Michael Killeen, Asset Management Council (NSW)The session will present the Asset Management Council view on Cost, Risk and Performance

New Reliability Modelling Technique of Control Systems Using Soft Computing MethodsPresenter: Levente Kolek, Monash University (VIC) (AMBoK ID: 2048)

17:15 Young Asset Management Practitioners Networking Evening Hosted by National YAMPs Chair, Yuna Kim (WA)

TUESDAY 26 MAYKeynote Sessions Chair: John Hardwick

08:30 Risk Management as Part of AM Implementation Ian Maxted, Transfield Services Pty Ltd (NSW)

09:15 Life Cycle Design: A Key Source of Asset Value Tom W Smith, University of Wisconsin-Madison (USA)

09:45 Linking EAM and Financial Management IT Implications Scott Hirst, SAP (NSW)

10:15 Morning Tea Sponsored by Teak Yew

Innovators Platform: 10:25: Introducing AMTrainingOnline Asset Management Training Made Easy Scott Yates, Principal Consultant, Assestivity

Stream A Plenary Room Stream B Southee 3 Stream C Southee 5Life Cycle PlanningChair: Sandy Dunn

Leadership and MaturityChair: Peter Kohler

Roundtable

10:45 Getting the Planning Phase Right Means Taking a Whole of Life ApproachPresenter: Lucio Favotto, Asset Standards Authority, Transport for New South Wales (NSW) (AMBoK ID: 2057)

Bringing Project Management and Change Management Together to Build a Collective IntentPresenter: Martin Kerr, UGL (NSW) (AMBoK ID: 2072)

Toby Horstead & Andy Tankard, Asset Standards Authority, Transport for New South Wales (NSW)The Asset Standards Authority will present an interactive session to share knowledge and lessons learnt regarding the application of ASA developed assurance and whole of life cycle models to asset management professionals from across the nation

11:15 The Need for Quality CMMS Data to Support Budgeting and Life Cycle ManagementPresenter: Mark Mackenzie, K2 Technology (WA) (AMBoK ID: 2078)

Use it or Lose it Using ISO55001 Certification to Deliver Asset Management MaturityPresenter: Tom Carpenter, Institute of Quality Asset Management (VIC) (AMBoK ID: 2046)

11:45 Electricity Network Asset Replacement/Refurbishment Decision Support Using Linear PlatformPresenter: Lin Ma, Queensland University of Technology (QLD) (AMBoK ID: 2079)

GFMAM : White Paper on MaturityPresenter: John Hardwick, Asset Management Council

Conference Program

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12:15 Lunch

Innovators Platform:12:30: Advanced Asset Intelligence employing UAVs to drive electricity pole top inspection effi ciencies Matthew Croft, Business Manager & Ross Moultrie, Account Manager, Geomatic Technologies

12:45: Critical Asset Visual and Thermal Monitoring Solutions David Hart, CEO, Critical Asset Protection

Master dataChair: Paul Stanford

Asset Management PlanningChair: Tom Carpenter

Tutorial: Performance vs Value

13:30 Big Data need not be Big Confusion Data Management Concepts to Build Business IntelligencePresenter: Ernst Krauss, Advisian (WA) (AMBoK ID: 2073)

Linking Asset Reliability Improvement with Asset Management PlansPresenter: Andrew Banks, Covaris Pty Ltd (NSW) (AMBoK ID: 2019)

T W Smith, University of Wisconsin-Madison (USA)Over the past several decades, the defi nition of asset management has moved to a focus on deriving value from assets. But what does that really mean? How do we defi ne and measure value? And how do we relate value to performance?Participants in the roundtable will be challenged to address a series of statements, which express questions, confl icts, challenges and opportunities around value and performance. This is an evolving exercise, fi rst delivered in the U.S. in July 2013. Participants will have an opportunity to take the supporting materials home and use them to further their own discussions.

14:00 Overcoming Master Asset Data MiseryPresenter: Anthony Roe, IBM (NSW) (AMBoK ID: 2037)

The Future of Asset Management Plan Optimisation and ControlPresenter: Peter Nichols, LogiCamms (QLD) (AMBoK ID: 2043)

14:30 A Journey to Asset Master DataPresenter: Angelo Koutsoukos, Asset Standards Authority, Transport for New South Wales (NSW) (AMBoK ID: 2056)

Upgrading Maintenance Strategies for an Established PlanPresenter: Seyed Safi , Covaris Pty Ltd (NSW) (AMBoK ID: 2028)

15:00 Afternoon Tea

Innovators Platform:15:10: Looking beyond the conventional Norske Skog Australasias success story with Ramco EAM on Cloud Rajeev Singh, Vice President, Enterprise Asset Management, Ramco Systems

Value, Financing and FundingChair: Danny Azavedo

Asset Management Planning Tutorial: Tips and Tricks for a Reliability Practitioner

15:30 Value Based Decision MakingPresenter: Boudewijn Neijens, Copperleaf (Canada) (AMBoK ID: 2053)

Discussion about what is in a Strategic Asset Management Plan (SAMP) and an Asset Management Plan (AMP)Whilst ISO 55000 provides high level guidance on the content of a SAMP and AMP, the how to is one of the common requests for the AM Council. This session outlines the current thinking and provides some guidance on tables of contents for the respective documents. Some sample text for selected sections will also be provided.

Mark Mackenzie, K2 Technology (WA)Over 20 years of practicing in the maintenance and reliability fi eld I have found a number of misconceptions as well as useful tips and tips to help practitioners. I will pass on some tips on reliability specifi cations, analysis, measuring reliability and reliability testing to name few. The tips will be illustrated with practical examples I have experienced across a number of industries. Class participation will be encouraged to further illustrate the points discussed.

16:00 Selling the Value of Asset Management to Senior ManagementPresenter: Sandy Dunn, Assetivity Pty Ltd (WA) (AMBoK ID: 2054)

16:30 Funding and Financing Mechanisms for Infrastructure Delivery: Multi-Sector Analysis and Benchmarking of South Africa Against Developed CountriesMaselaganye Petrus Matji, Council for Scientifi c and Industrial Research (South Africa) (AMBoK ID: 2051)

18:30 Annual Dinner Sponsored by Institute of Quality Asset Management

Conference Program


AMPEAK Asset Management Conference 2016 will be held in Adelaide!The Call for Papers for AMPEAK 2016 will open in July 2015.To register your interest for AMPEAK 2016 please email [email protected]

SAVE THE DATE!

Conference Program

WEDNESDAY 27 MAYStream A Stream B Stream CPanel Session on Asset Valuation and Residual Value for Public AssetsChair: Kristian Mead, NSW Treasury and Peter Kohler, AM Council AMBoK Commissioner

Technology Information and DataChair: Andrew Morgan

Tutorial: Designing for the Most Complex Asset of All

09:00 What we need from Public Asset Valuations: Danny Elia, IFM Investors (VIC)

Standards Available on Asset Valuation: Mark Shying, Monash University (VIC)

Guide to Determining Residual Value: Peter Way, IPWEA (QLD)

Questions, DiscussionInvitation to audience to nominate for Government Sector Asset Management Community of Practice Network

Building Asset Management Capability in a Budget-Constrained OrganisationPresenter: Scott Yates, Assetivity Pty Ltd (WA) (AMBoK ID: 2044)

Max Hely, Human Factors Specialist, Offi ce of the National Rail Safety Regulator (ONRSR)The human mind and body, together, comprise the most complex system in the known universe, yet they are often relegated to an after-thought in the design of systems with which they must interact.This may be due, in part, to some enduring myths about what Human Factors is, and in part due to lack of knowledge about what, as a professional discipline, it comprises, where in the asset lifecycle it fi ts, how it can (and should) be used, and where to turn for accurate and relevant information.This presentation will aim to introduce participants to some of these issues.

IECPresenter: Jim Kennedy, Asset Management CouncilFind out more about the imminent release of a new IEC Technical Specifi cation IEC 62577 TS Dependability management Application guide Dependability and Financial Processes for implementing Asset Management Systems. These standards provide how to guidance on processes that aid the achievement organisational objectives relating to the RAMS performance of assets. These standards are applicable to all stages in an assets life.

10:30 Morning Tea

Innovators Platform:10:40: Asset Information Network. Facebook for Assets Peter Hodgins, Mining Industry Principal, SAP

Rail and Asset ManagementChair: Jim Kennedy

Asset Management and Public AssetsChair: Robert Sloan

Maturity DiscussionChair: Gary Winsor

11:00 Downer Rail Managing Data for Effi cient Maintenance Strategy Delivery and ReviewPresenter: Saad Khan, Richard Hooper, Kevin Prendergas, Downer Rail (NSW) (AMBoK ID: 2041)

Application of Asset Management Concept in Open Space Management in Bandung CityPresenter: Dini Hardilla, Bandung Institute of Technology (Indonesia) (AMBoK ID: 2038)

Panel members: Tom Carpenter, John Hardwick, Peter Kohler, Michael KilleenIn this session the panel will debate different point of views from stakeholders regarding Maturity

11:30 The AEO Model Developing a Mature Industry Delivering Fit for Purpose AssetsPresenter: Luke Homann, Asset Standards Authority, Transport for New South Wales (NSW) (AMBoK ID: 2059)

Conceptual Framework for Public-Private Partnerships Model for Water Services in South Africa: Case Studies from Municipalities in the Limpopo and Gauteng ProvincesPresenter: Maselaganye Petrus Matji, Council for Scientifi c and Industrial Research (South Africa) (AMBoK ID: 2029)

12:00 Lunch

Innovators Platform:12:15: Optimising a project portfolio in the Face of Constraints David Woodbury, COO, Riva Modelling

13:15 Keynote: Asset Management For Sound Financial Management Kristian Mead, New South Wales Treasury (NSW)13:45 Keynote: NSW EAM Processes For Implementing Asset Management Jamie Maslen, New South Wales Finance (NSW)14:15 Afternoon Tea

Innovators Platform:14:25: How to align asset management with company objectives, Monique Beedles, Principal Strategy Advisor, Teak Yew

14:45 Keynote: Leadership Support and Organisational Culture to Succeed in Realising Value from Asset Management Adanan Mohamed Hussain, Public Works Department Malaysia

15:30 Closing Address: Heather Swan, dual world record holding Wingsuit pilot and BASEjumper16:30 Farewell Drinks Function

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Workshops Held on Thursday 28 May, 08.3016.30, Saxons Training Facilities, Sydney City Centre

W1. Leading Innovation in Asset Management

1-day workshop. Presented by Steve Doran, Consulting Director, Infrastream

Innovation is now more of a need than an option in asset management. Are you ready to lead it?

This one-day workshop will equip you to do so with practical knowledge, tools and approaches, delivered through interaction and examples. Our coverage will include: the definition, nature and necessity of innovation; 4 primary hurdles to it and why they arise; 6 steps to converting needs and opportunities into step change improvement and 10 people, process and tool keys to successful implementation.

The measure of success will be the fresh actions identified for you to lead innovation within your organisational and career context.

W2. Development of Asset Management Objectives within a Strategic Asset Management Plan

1-day workshop. Presented by Mr David Coyle, Mr. Jim Kennedy, Mr. Peter Kohler; Principals with The Asset Management College

By utilising the experiences gained while assisting a public utility towards their asset management (AM) objectives, the material and activities in this one-day workshop will enable participants to:

Identify the key elements of a process to develop AM objectives.

Understand the business benefit of developing those AM objectives.

Understand the likely scope and content of a set of AM objectives for an organisation.

Describe and apply the term a desired balance of cost, risk and performance in determining those AM objectives.

W3. Asset Management Fundamentals

1-day workshop. Presented by AM Council

This one-day training course helps participants understand the fundamentals of asset management and how those fundamentals can provide benefits to an organisation.

Course Objectives:

Define asset management within the context of ISO 5500X, Landscape and AMBoK.

Identify the principles that underpin asset management.

Identify available asset management tools and techniques that are applicable within organisational context.

Identify opportunities to apply these learnings to improve individual and organisational performance.

To recognise and quantify your learning, there is an online exam initiated on the day of the course.

W4. Coaching and Mentoring for Technical Leaders

2-day specialist workshop. Presented by Richard Huber PhD and Thomas W Smith

Most organisations are experiencing a turnover in leadership. This turnover is especially challenging in technical organisations, where the role and expectations of the individual engineer differs considerably from the role and expectations of a manger. In addition, many organizations have put off the development of their managerial pipeline, and now face a need for rapid development of new technical managers. Coaching and mentoring plays a significant role in developing new talent, but the skills needed to be effective in this area are not always obvious. Fortunately solid proven methods exist, which can be learned and practiced.

Upon completion of this course, you will be able to:

Diagnose the leadership development needs of others and apply the appropriate direction and support.

Use a common language for coaching and developing others.

Use effective coaching techniques to improve the performance and morale of others.

Demonstrate how to successfully partner for performance with your team and others.

The price of the workshop includes the two-day course and one year access to additional materials that can be used to transfer the lessons to the workplace. Rick provides this online support through a follow up web conference and through personal correspondence.

Day of Site VisitsHeld on Thursday 28 May, 08:0016:30. This one-day tour will take in the following industry sites:

Belmore Park, Ausgrid substation

The Belmore Park Zone Substation is one of Ausgrids newest assets forming part of the wider Sydney CityGrid Project, which was undertaken to meet the future electricity needs of the Sydney CBD and inner suburbs. The substation is constructed over seven levels.

Australian Nuclear Science and Technology Organisation (ANSTO)

OPAL displays

Neutron Guide Hall Viewing Platform

Site drive, highlighting buildings of interest and the diversity of activities

Centre for Accelerator Science.


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Keynote Speakers

Brett Abraham Manager Business Development and Technical Services, Joint Accreditation System of Australia and New Zealand

The Joint Accreditation System of Australia and New Zealand (JAS-ANZ) was established by treaty between

the governments of Australia and New Zealand to facilitate trade and provide a mechanism for enhancing consumer confidence in goods and services. The JAS-ANZ Governing Board is appointed by the two governments and JAS-ANZ reports to its ministers in Australia and New Zealand. The key function of Business Development is to monitor the emerging needs of our primary stakeholders in Australia and New Zealand and to look for opportunities for JAS-ANZ to provide the necessary technical infrastructure to support these needs in areas such as health & human services, food & biosecurity, environment & sustainability, business and product certification. Technical Services is responsible for establishing technical committees of significantly interested stakeholders to develop or review accreditation criteria to support emerging or changing stakeholder needs.

Danny Elia, Executive Director, Global Asset Management, IFM Investors

Danny drives the asset management strategy of the Australian and global infrastructure funds. Danny has wide

industry and senior management experience across a range of infrastructure sectors. He previously worked as the Director of the SA Health Partnership, the single purpose vehicle established by Leighton Contractors, Spotless and Hansen Yuncken to deliver the New Royal Adelaide Hospital PPP. Prior to this, Danny held a number of senior management roles including General Manager, CityLink and Victoria for Transurban Group; CFO, COO and Company Secretary for Axiom Energy Limited; Finance Director of Logistics for Linfox Asia Pacific; and Finance Director and Company Secretary for General Mills.

Scott Hirst, Senior Director of Energy & Natural Resources ANZ, SAP

Scott heads the SAP Energy and Natural Resources team in Australia and New Zealand. He has worked

with ERP and Asset Management solutions for 20 years with leading utility companies in Australia, New Zealand, North America and Europe. Today he collaborates with utilities on their business programmes to help them exploit recent technology innovations and define their future roadmap.

Adanan Mohamed Hussain Deputy Director General of Public Works Department Malaysia

Adanan holds a Bachelors degree in Civil Engineering from Portsmouth Polytechnic, UK and also holds a

Masters in Transportation Engineering from the University of Pittsburgh, USA. He joined the government in 1979 at the Public Works Department. He has been involved in various stages of road construction from planning, design, project supervision, contract administration and maintenance. He has been involved in asset management as a Senior Director of Maintenance Engineering Branch which is responsible in managing public buildings, federal roads and slopes. On 1 April 2013, he was appointed as Deputy Director General of Public Works (Business Sector). He was later appointed as Deputy Director General of Public Works (Infra Sector) on 16 April 2015 as part of the Public Works Department restructuring.

Ian Maxted Chief Development Officer, Transfield Services

Ian is an experienced CEO/EGM with a background in the engineering and property sectors, with particular

exposure to large scale operations and maintenance services and infrastructure projects. He comes to the Asset Management Council Board as the representative for AM Council Partnering Organisation Transfield Services, where he is currently Chief Development Officer.

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Jamie Maslen Formerly Subject Matter Expert, Enterprise Asset Management Business Processes, NSW Finance

Jamie has played a major role in the development of the Enterprise Asset Management Business

Processes. Jamie has worked in this area in Government for many years and has an extensive background in asset management, facilities management and system and process implementation.

Kristian Mead Principal Analyst, Financial Management Transformation (FMT) Program, NSW Treasury

As the primary lead on the Total Asset Management Policy reform process, Kristian is responsible for

policy reform aimed at building stronger asset management across the sector. Kristian has a degree in Economics, a Masters in Public Administration and is certified PRINCE2 Practitioner. He has a strong background in infrastructure strategy, capital Expenditure planning and reporting, procurement policy, government property, capital works delivery monitoring and NSW Gateway. Notably, he was part of the team that developed the 2008-2018 10-year State Infrastructure Strategy and won the 2013 Leadership Award for the release of the NSW Treasury, Risk Management Toolkit for Public Sector Agencies.

Thomas W. Smith MS Program Director, University of Wisconsin-Madison

Tom was a member of the U.S. Delegation to the ISO 55000 Standards Committee and a task group leader. He is the author of

a chapter on the standard for The New Physical Asset Management Handbook and a member of the Faculty of the Institute of Asset Management.

Heather Swan

Heather Swan is a dual world record holding Wingsuit pilot and BASEjumper, a mountaineer, an author, a former senior corporate executive and a wife and mother of two children and two stepchildren.

She is also a recipient of the prestigious Australian Geographic Spirit of Adventure Award.

Set in 2006, her two astonishing world records one for the highest BASEjump (6604m) and the other for the worlds highest Wingsuit BASEjump make Heather unique she is the only woman in the world who combines high altitude mountaineering and BASEjumping (let alone Wingsuit BASEjumping).

Colin Thorne General Manager Land and Maritime of the Defence Materiel Organisation (DMO)

In September 2013, Colin Thorne was appointed as the DMOs General Manager of Land and Maritime.

In this role, he oversees Land and Maritime Systems, the Air Warfare Destroyer Program and Australian Shipbuilding Industry Planning.

The majority of Colins appointments have been related to project and engineering management of capital acquisition projects, mainly airborne radar, electronic warfare and avionic systems. He has worked on a number of high profile projects including Airborne Early Warning and Control, P-3C Electronic Support Measures, and the P-3C Refurbishment. Colin holds a Bachelor of Engineering in Electronics Engineering (RMIT) and a Masters of Science in Military Electronics Systems Engineering (RMCS UK). He was also appointed member of the Order of Australia (AM) in June 2001, and Officer of the Order of Australia (AO) in June 2014.


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End-to-End Asset Management for Social Housing A Case StudyRichard Benedict & Amy Hayashi, AMBoK ID 2018, Extended Abstract

Mission Australia Housing (MAH) is one of Australias largest Community Housing Providers managing around 2,000 properties in NSW, Victoria and Tasmania. Starting in 2013, MAH engaged Lake Maintenance (LakeM), a leading facilities management provider specialising in social housing, to provide end to end asset management services to its portfolio in Tasmania, with maintenance services coordinated through LakeMs 24/7 Contact Centre. This included undertaking property assessment surveys (PAS) to assess the safety, function and appearance of all properties, identifying required repairs and replacements. MAH and LakeM have analysed data based on priorities and risks to inform maintenance plans and budgets to bring properties to standard and sustain this standard through planned and preventative regimes, delivering value for money and increased tenant satisfaction.

ISO 55000 A Process Model for Balancing Performance, Cost and Risk.James Kennedy, AMBoK ID 2022, Full Paper

The publication of ISO 55000 series in January 2014 provides guidance to organisations on the requirements of a system that is intended to achieve a desired balance between performance, cost and risk. However, there are no notes or other guidance in the standards that describes what such a balance might look like and how it might be achieved. There is both anecdotal and published evidence that the asset management community does not have a clear view of what balancing performance, cost and risk might mean at the process level. This paper will explore the history of the performance, cost and risk (PCR) balancing statement, relate that history to the ISO 31000 standard, propose a PCR model and provide a comprehensive view of what that balancing process might require. Case studies will be used to provide evidence of the validity of the model and the implied processes.

Putting Reliability Modelling into the Broad Asset Operational and Organisational Context: Asset Management vs Managing AssetsKecheng Shen & Alexandre Cesa, AMBoK ID 2024, Full Paper

Reliability, Availability, Maintainability and Support (RAMS ) performance is essential and imperative to asset performance, hence to the organisations business success. In asset management for some organisations, however, RAMS modelling is often performed without consideration to a more holistic perspective of the assets operational context. To a great extent, this is the result of various misconceptions about the asset management function. Frequently, practitioners have an asset-centric view that asset management means managing the asset. Another common misperception is the funnel view in which the asset management function is all about the physical asset operation and managing assets means largely focusing on their breakdowns. In particular to the limited practice of assets RAMS performance modelling, it is often assumed that improvements at lower asset hierarchy are

doomed beneficial collectively to the parent asset. This vertical perspective overlooks possible broad horizontal opportunities in the form of processes (not only asset) (over) capacities and dynamics, serving as contingencies. This paper argues the importance of modelling assets RAMS performance with added regard to the wider business context, which includes not only assets failure characteristics but also more broadly processes dynamics and operating conditions. A few examples illustrate the perspective: a fixed plant downtime prediction, assurance spare inventory rationalisation and a whole of life cost prediction. The general insight is that RAMS models should not only be used for improving asset performance in isolation but also be integrated in operational performance models to prioritise and justify strategic asset management decisions, in the widest business operational context.

Use of Multi-Folds Asset Operational Performance Data to Prioritise Business Improvement Actions Challenges and OpportunitiesAlexandre Cesa & Kecheng Shen, AMBoK ID 2025, Full Paper

In the resources industry, asset performance is often assessed using metrics e.g. asset reliability, utilisation, maintenance cost, throughput etc. Frequently, these metrics are developed and accessed individually or not integrated organically. As they serve business managers and operational personnel, this segregation is a major issue for the asset decision making as only partial information is viewed and assessed at a time. Given the complexity of the industrys operation, it is essential that these metrics can trade off business improvement options. Asset and non-asset related performance indicators should work collectively to support a balanced decision process. This may imply that although an asset performs less satisfactorily e.g. with respect to reliability or throughput, it is not by default that one should improve the asset. To provide effective and sufficient performance indicators that address the issues, there are often several challenges which require big efforts. These relate to: ensuring data integrity, assessing the data through so-called advanced analytical techniques and communicating effectively with the decision makers.

This paper discusses the need for asset management in the resources industry to have access to a collection of asset operational performance indicators that offers multiple perspectives. It then builds on the theory of balanced scorecard and presents a set of potential conceptual solutions developed by the authors. The challenges and opportunities for meeting the need by using different analytical techniques are discussed. Some examples are given to elaborate the gained insights and further developments are suggested.

The overarching conclusion is that in the face of an ever increasing trend of big data, the asset management discipline would largely benefit from optimised decisions based on the analytical techniques conceptually illustrated here by overcoming the challenges of trading off multiple conflicting performance measures. Steps towards building such compelling performance metrics are proposed. More analytical approaches such as principal component analysis and Monte Carlo simulation will be necessary and beneficial.

AbstractsMONDAY 25 MAY

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Defining Organisational Performance: An Asset Management PerspectiveMonique Beedles & Michael Sheridan, AMBoK ID 2032, Full Paper

One of the key benefits of Asset Management, as defined in the ISO 55000 standards, is to generate value for the organisation and its stakeholders. However, most Asset Management metrics focus on the performance of a specific asset or group of assets. By contrast, this paper considers performance metrics in terms of the organisation as a whole, rather than in terms of individual assets. This work aims to determine which companies perform best from an asset management perspective. Lessons learned from the companies identified can then be used to advance Asset Management practice.

Metrics that describe the performance of organisations include broad measures such as sales, revenue and market capitalisation. However, to connect operational practices to organisational outcomes, an ideal metric must take account of the costs of generating revenue and also account for variability in company size. Performance ratios provide a useful basis for these comparisons. This paper assesses the performance of selected ASX listed companies from an asset management perspective. It examines how companies create value for stakeholders through consideration of performance, costs and risk, by comparing equity growth with cash flow return on physical assets. This comparison forms the basis for future examination of leading practices.

A Tactical Approach to Root Cause AnalysisGerard Gan, AMBoK ID 2033, Full Paper

Successful asset operation levels of service require the focused collaboration of the maintenance, operations, process and engineering groups. When this is absent, levels of service tend to deteriorate over time, leading to total failure. This results in increased maintenance and re-engineering costs, loss of production capacity and profit, materials wastage and unnecessary process tweaking. Sometimes these are symptoms of not addressing the root cause and the more we attempt to fix the equipment, the further we get from bringing it back to operational state. This paper discusses the experience of going through an interesting journey on a Tactical Root Cause Analysis (TRCA) for a large process tank in a refinery. It outlines the organisational climate, the systems limitations, repeated failures and the process of facilitated root cause analysis to bring the equipment up. Through this process a technique called equipment component morphology was developed to aid. The success of the TRCA resulted in savings of several million dollars in operating costs.

A First Principles Approach to the Development of Asset Management Objectives A Case StudyPeter Kohler, AMBoK ID 2035, Full Paper

Asset Management Objectives are an essential element of any organisational asset management framework. ISO 55001 addresses this requirement noting The organization shall establish asset management objectives at relevant functions and levels.

A further challenge is provided by the ISO 55000 obligation to achieve a desired balance of cost, risk and performance in the setting of AM objectives. But how does an organisation achieve such a balance? How does an organisation agree what that desired balance is, at the relevant levels?

ISO 55000 notes the following: The factors which influence the type of assets that an organization requires to achieve its objectives, and how the assets are managed, include the following:

the nature and purpose of the organization;

its operating context;

its financial constraints and regulatory requirements;

the needs and expectations of the organization and its stakeholders.

Of particular importance to any organisation in the development of asset management objectives are the needs and expectations of the organization and its stakeholders. Stakeholders and their needs and expectations are therefore key inputs into the development of both organisational and asset management objectives.

Reflecting on the particulars of the Case Study, the organisation is an Australian utility with such a ratio within its Balance Sheet. In this case, that organisation chose to develop asset management objectives directly from the Stakeholder and business context analysis. To do so required the co-operation of all the functions of the business.

This paper addresses how such a challenge was undertaken as one of the first steps of an asset management improvement program and the very significant benefit that effort provided the organisation, the managers and importantly, the stakeholders.

The use of Asset Management Practices in Support of Sustaining Australian Defence PlatformsHamid Diab & Roger Vodicka, AMBoK ID 2036, Extended Abstract

Many of the Australian Defence Organisations (ADOs) Aerospace assets acquired over the past decade will form part of a larger global fleet, comprising mainly of those in the United States Department of Defense. This new paradigm is evident in the support of the ADOs six C 17 Globemaster heavy air lift aircraft, first introduced into service 2006. The majority of the sustainment support is delivered by a partnering arrangement between the RAAF, US Air Force (USAF) and Boeing.

While this type of arrangement is attractive because of the leverage and economies of scale opportunities, the resulting sustainment system is heavily outsourced, complex and dynamic. Consequently, substantial new socio technical challenges arise for the ADO. These include ensuring that the potential value available from this highly virtual system is realised in the Australian context, whilst ensuring long-term fleet viability is well understood.

The Defence Science and Technology Organisation (DSTO) have been exploring approaches to enable due diligence and effective decision making in this virtual fleet environment. This has manifested into an Asset Management System architecture that practices the Plan-Do-Check-Act processes, and meets the strategic intent of ISO 55000.

DSTO will present an overview of their efforts in incorporating asset management practices within the ADO.


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Using 3D Panoramic Imagery for Innovative Detailed Feature SurveyMatthew Croft & Karen Wealands, AMBoK ID 2042, Full Paper

This paper discusses how the mobile collection of high resolution 3D panoramic imagery was employed to reduce the time and cost in surveying an aerial HV ABC network, while improving safety and producing an innovative output to better support the electrical design and construction planning for the undergrounding of the HV ABC network.

Measuring Cost, Performance and Risk in Asset ManagementScott Yates, AMBoK ID 2045, Extended Abstract

At the heart of asset management is the idea of balancing cost, risk and performance to ensure assets deliver value over the long term. This idea, however, requires the ability to compare these three fundamentally different dimensions of asset ownership in order to make meaningful decisions. This paper explores some ideas as to how we might go about this. Starting with the balanced scorecard and SMART paradigms, it looks at how a framework of aligned performance measures might be generated at each level of the organisation. It links these to asset management documentation, using ISO 55000 as a guide, to generate a complete picture of how asset management performance may be measured and embedded in asset management decision making.

Recasting Performance Standards to Improve ServiceDavid Zhang, Craig Crawley & Alex Nash, AMBoK ID 2047, Extended Abstract

Sydney Water has reviewed how effectively the current System Performance Standards (SPS) in its operating licence contribute to the Corporations objectives. Alternate SPSs are sought that more accurately reflect the cost and risk balance and will drive customer service. Service that customers most value may not be directly related to asset performance. Analysis highlight that SPSs should closely link with value for customers. Current measures were felt to be more indicators of system performance, not necessarily service, and could lead to inefficient investment. In this paper, a framework has been developed to measure performance from infrastructure investment, infrastructure performance, and service impacts to the customer experience. Good asset management should be judged by its ability to translate investment (inputs) to outcomes to improve system performances and customer value rather than outputs of kilometre of renewal only. Apart from the review of the current system performance standards, it also reviewed other water regulatory regimes such as OFWAT in UK, the Essential Services Commission in Victoria and the Electricity & Telecommunications sectors. This provided insight into useful ideas about performance indicators which align well with customer perceptions of value. This paper also discusses licence limit and trend approaches in relation to driving performance and smoothing investment efficiency. Based on the analysis, this paper recommends to move towards an indicator basket/trend approach and to include aspects of customer experience.

New Reliability Modelling Technique of Control Systems Using Soft Computing MethodsLevente Kolek, Indra Gunawan & Yousef Ibrahim, AMBoK ID 2048, Full Paper

In this paper, soft computing methods are investigated for the modelling of common reliability problems in the area of control system design. Dynamic simulation of complex reliability systems is becoming part of the engineering design process across many disciplines. Hence, the need for universal, cross platform simulation tools is increasing.

A universal approximator is developed in Matlab/Simulink for reliability function identification and prediction. The non-linear autoregressive neural network with exogenous inputs (NARXNN) was selected for describing multi-input, single output reliability functions. The structural parameters of the neural network are derived by another soft computing tool called the genetic algorithm (GA).

The combined NARXNN-GA algorithm is validated on a use case taken from the area of control system asset management (CSAM). In the process industry, alarm systems are often overloaded and hence they contribute to plant downtime and they also pose a safety risk. Alarm rationalization is described in ISA18.2 and commonly used to bring an alarm system to a stable state. The process should be driven by asset management so the alarm system can gradually reach a robust then a predictive state. In our case study, it is shown how a predictive alarm system can be realized by the NARXNN-GA. An alarm log from a mine site was studied and a typical mining screen was selected where a vibration sensor fault might have been linked to an upstream alarm of feeder high vibration. The NARXNN-GA algorithm was capable of learning the non-linear relationship between the alarm and the equipment failure and it gave an accurate prediction of the reliability of the sensor.

Implementing Asset Management in DefenceKevin Atkinson, AMBoK ID 2050, Full Paper

Implementing asset management in the defence domain presents unique challenges, particularly the size and complexity of the enterprise, the constraints of existing policy, the effort required to influence the culture, and the difficulty of implementing change. This paper discusses the lessons learned in implementing asset management for the largest class of ships ever operated by the Royal Australian Navy; the Canberra Class Landing Helicopter Dock Amphibious Assault Ships (LHDs), and the wider implications for both defence and other domains. The paper proposes that the use of the lean start up methodology may be an effective strategy in these environments.

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Methodology for Linking Extreme Flood Events and the Cost of Damage to Water Security Infrastructure AssetsMaselaganye Petrus Matji & Jakobus Andries du Plessis, AMBoK ID 2052, Extended Abstract

The possibility of collapses of some of the small dams and reservoirs, as a result of extreme flood events, is likely to increase due to climate change effects (Mason et.al,1999: 241-257). The risk of damage to infrastructure from extreme rainfall and flood events is greater in drier areas than areas that usually receive high rainfall (World Bank, 2001a:1-14). Much of Southern Africa lies within arid to semi-arid climatic regions. This research paper examines both the scientific and financial approaches for linking extreme flood events and the cost of damage to water security infrastructure in the Upper Vaal River Water Management Area, Gauteng Province, Republic of South Africa. Key parameters driving the relationship between extreme flood events and the cost of damage are identified. Theoretical and simulated extreme flood events from three separate sub-catchments in the Vaal River Water Management Area are used to determine the cost of predicted damage to water security infrastructure in the catchments. The outputs are then compared with actual cost of damage to water security infrastructure assets as a result of recorded extreme flood events. Reliability of the results or findings is achieved by comparing outputs from selected catchments. The outcomes of the analysis are then used to determine the risk factor which should be taken into account when designing the water security infrastructure. In addition to the risk factor, the researchers develop a process framework for linking extreme flood events and the cost of damage to water security infrastructure.

Asset Assurance and Configuration Management A Contemporary Model to Integrate Asset and Investment AssuranceJim Modrouvanos, AMBoK ID 2058, Extended Abstract

Assurance is a fundamental of asset management. Provision of asset assurance helps close the loop on understanding planned and actual asset performance and effectiveness.

Asset assurance can be applied as a set of structured and planned activities conducted through the asset life cycle providing progressive justified confidence that objectives are being achieved and that the asset is or will be fit for purpose.

Transport for NSWs framework for delivering assurance across the asset life cycle is provided through Configuration Management models and processes. It is designed to provide progressive

assurance and configuration control across the asset life cycle as delivery of projects and asset maintenance are monitored through a series of gates. Importantly, the asset assurance process is a parallel activity to the investment assurance process. Transport for NSW is working to more closely integrate the two processes whilst maintaining the integrity and purpose of each.

What can Local Government Learn from ISO 55001?Travis Gilbertson, AMBoK ID 2067, Full Paper

The international Standard ISO 55001: Asset Management System (AMS) was released in January 2014 and has since caught the attention of many organisations that manage built assets. In particular, Local Government organisations are increasingly paying attention to this Standard with respect to the potential benefits and costs. The benefits are becoming more apparent and expanding in nature as the fundamental principles of the standard are being understood and applied. Costs are directly related to the amount of work required to develop a compliant AMS and the ongoing tasks to maintain compliance.

The question of whether Councils should just align their current AMS with this Standard or to achieve (accredited) certification is a point of debate. Considerations for this decision include regulatory value, demonstrable benefit to the organisation and its customers, availability of the ongoing resources to maintain the system, and the ability to fund the costs.

This paper presents the findings from several recent ISO 55001 Asset Management System maturity assessments, which produced similar results. The underlying reasons and the solutions to achieving compliance were also similar. These findings included improvements to strengthen linkages to the organisations objectives, realign asset management planning documents, and create an effective asset management culture. These actions are likely to also generally apply to other Councils. Observations of Councils that are pursuing alignment, with this Standard, is that they are creating a more effective asset management system that produces improved outcomes for their community.

Asset Resilience: the Capability of an Organization to Maintain Safe, Stable Asset Operations Despite Mishaps in the Presence of Continuous and Significant Risk.Ian Gordon, AMBoK ID 2074, Full Paper

Resilience evokes an image of determination in the presence of external forces, and the ability to return to a desired state. It is an image that is used in this paper to describe the ability of complex asset systems to meet their owners expectations, despite adverse events, conditions and risks.

This paper describes the enterprise-scale technical concepts and organisational mindset that, when invoked, achieve superior performance from large and complex assets, thereby engendering the virtue of resilience.



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AbstractsTUESDAY 26 MAY

Linking Asset Reliability Improvement with Asset Management PlansRobin Platfoot, AMBoK ID 2019, Full Paper

This paper describes an approach to improve an organisation through a detailed assessment of assets leading to a portfolio of improvement actions, each of which are individually justified on the basis of risk as well documentation of issues pertaining to condition, performance or some other issue. The outcome of this approach is to forecast and then act on credible expectations of when assets will need to be refurbished or replaced in order to avoid loss of reliability which can be equated to loss of business performance.

There are many tasks within the approach which are associated with plant assessment, formation of results and proposals for improvement. Because many teams across the enterprise need to work with each other to deliver this approach, the individual tasks have been tied back to a generic consideration of the organisation structure. The information underpinning this teamwork where people can work with each other has been proposed as an Asset Management Plan which meets the requirements publically documented in asset management standards, but facilitates communication, planning and continuous improvement.

This work is concerned with the management of existing assets rather than the design and commissioning of new assets. As such it focuses on a mix of reliability history and the assessment of current condition to identify deterioration or shortfalls in asset capability which need to be acted on typically in terms of improvement of maintenance strategy, refurbishment or replacement. The paper documents a number of approaches to establishing issues which need to be registered in the Asset Management Plan to initiate improvement actions.

The structure of the Asset Management Plan which is described here shows how the information must be tied back to the asset inventory, such as registered in the enterprises asset management information system. Issues which are registered in the system must be consistently ranked by risk and are then candidates for proposed work to resolve them. A key aspect of how work is proposed in an Asset Management Plan is that some actions may resolve many issues while others may only target the mitigation of other issues without fully resolving them.

All proposed work in the Asset Management Plan needs to be managed in a portfolio approach which maximises the effective bundling and project management of work, which may then be proposed to the enterprises project management systems, maintenance improvement or some other form of business improvement (eg safety, environmental controls, operator protocols etc).

Upgrading Maintenance Strategies for an Established PlanSeyed Safi, AMBoK ID 2028, Full Paper

This paper presents a methodology for the efficient upgrade of the maintenance strategies for all assets in existing facilities from initial asset confirmation to upload of the master data in the management system. The techniques are presented utilising a case study of a coal-fired power-station in Southeast Asia. The challenges which were addressed included an inaccurate plant configuration and inefficient preventive maintenance (PM) procedures resulting in steady decline in power-station reliability.

The approach commences by resetting the plant configuration by excising retired assets, adding assets which had not been registered and resetting all assets into an appropriate sense of hierarchy. This was followed by a systematic procedure for asset criticality ranking.

The limited PM procedures which were in place were reviewed and additional procedures developed to ensure an optimised maintenance strategy for all maintainable assets. This strategy was formally designed to be compliant with statutory obligations. A systematic procedure for Failure Modes and Effect Analysis (FMEA) was employed on an as-needed basis for complex assets with low reliability such as coal pulverisers. The main purpose of the FMEA in this case was to advise improvement to in-service asset care. The last phase of the work involved establishing a resource balanced PM schedule covering all maintainable assets.

Overcoming Master Asset Data MiseryAnthony Roe, AMBoK ID 2037, Extended Abstract

This abstract proposes a technical solution to address the integrity and completeness of static and dynamic asset data in the context of asset health and performance.

Despite significant investments in Enterprise Software Applications most businesses find that getting complete and accurate asset data is a challenge. Therefore the ability to understand the current state of assets and the effectiveness to analyse data to predict the future state and performance of the assets is limited.

With the proliferation of the agile Application Programming Interface (APIs) within software applications and manufacturers designing APIs within the assets they supply, a step change has occurred to resolve issues around the completeness and accuracy of asset data.

The Future of Asset Management Plan Optimisation and ControlPeter Nichols, AMBoK ID 2043, Full Paper

Since the advent of proactive maintenance, there has always existed a gap between an approved maintenance plan and the maintenance activities actually conducted on equipment. To varying degrees this is true of most, if not all organisations. Just as common and concerning is the gap between the organisational objectives or strategic asset management plan and the approved asset management plan. These disparities mean that rarely is plant and equipment maintained in practise in a way that effectively and optimally contributes to the business objectives at any point in time, let alone as business objectives and business context change.

This paper reviews the commonly applied methodologies and systems used in asset management plan optimisation, control and execution, focussing specifically on where and why these systems fail to deliver an optimal, business aligned result. Further it will propose a solution to these challenges that can ensure the approved asset management plan remains optimal to the business objectives and provide assurance that this plan directly and immediately affects the maintenance activity executed in the field.

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Use it or Lose it Using ISO 55001 Certification to Deliver Asset Management MaturityTom Carpenter, AMBoK ID 2046, Full Paper

Does Certification to ISO 55001 help or hinder an organisations progress towards achievement of Asset Management maturity?

This paper demonstrates not only how aiming for conformance or alignment with the Standard not only aids the journey to Asset Management maturity, but that a demonstrated focus and plan for achieving maturity is an essential part of both achieving, and retaining, Certification.

Funding and Financing Mechanisms for Infrastructure Delivery: Multi-Sector Analysis and Benchmarking of South Africa Against Developed CountriesMaselaganye Petrus Matji & Cornelius Ruiters, AMBoK ID 2051, Extended Abstract

For developing countries to advance there is a need for more investment in infrastructure and improved decision-making (Organisation for Economic Co-operation and Development [1]. Governments around the world face significant capacity constraints both financial and technical in addressing the infrastructure needs [2]. Given the governments lack of resources, private sector investment has a pivotal role to play in bridging the infrastructure gap [2]. This paper presents comparative analysis of financing mechanisms for health, water, communications, transport and energy sectors in the Republic of South Africa and then benchmark against developed and developing countries. Successes and challenges of the funding and financing mechanisms are discussed. Furthermore, the researcher identifies financing opportunities for infrastructure delivery in South Africa and how such opportunities can be explored, taking into account political dynamics and legislative sector-based frameworks.

Value Based Decision MakingBoudewijn Neijens, AMBoK ID 2053, Extended Abstract

ISO 55000 encourages us to assess the value of each intervention we plan on assets, in order to determine its relevance and priority. This paper explores and compares various methods of determining value, and illustrates how to build a value framework.

Selling the Value of Asset Management to Senior ManagementSandy Dunn, AMBoK ID 2054, Full Paper

When attempting to persuade Senior Managers to make decisions regarding Asset Management, it is important to be able to articulate the value that your proposal will bring in business terms, not in technical terms. And while there is often a temptation to go into lots of detail and outline exactly what you plan to do, you first need to tackle the big questions why are you proposing to do this, what are the benefits of your proposal, what are the potential risks? In addition, your proposal needs to resonate at an emotional level, as well as being logical and rational. And most important of all, you need to talk in a language that senior management understands.

A Journey to Asset Master DataAngelo Koutsoukos, AMBoK ID 2056, Full Paper

Information is a strategic asset, has a life and should be managed the same as a physical asset. Transport for NSWs Asset Standards Authority (ASA) has recently released the Asset Information Management Standard, a lead precursor to the development of Master Data Requirements to assist TfNSW in managing our asset information.

Getting the Planning Phase Right Means Taking a Whole of Life ApproachLucio Favotto, AMBoK ID 2057, Extended Abstract

Transport for NSW manages a $101B of State owned assets which includes:

184,760 Road kilometres in NSW (2009),

12,000 Kilometres of rail track in NSW (2011),

28 owned vessels travelling around 1.3M km per year (2014) and over,

2,100 buses serving Sydney and Newcastle (2013).

With such a large transport portfolio of assets Transport for NSW focus in the planning phase has been on the cost and delivery of the capital acquisition. However, the challenge remains what about the cost, delivery-risk and the performance of the asset during the operate/maintain phase. With contemporary experiences in the Planning phase across a number of transport modes, the Asset Standards Authoritys Asset Planning Manager will discuss the importance of understanding the demand, the resulting service strategies and the asset dependability analysis to meet the business outcomes. This paper will explore the activities, evidence, and more importantly relationships that should be considered to provide justified confidence that the outcome of the planning phase will be safe, deliverable maintainable and sustainable whilst delivering the intended business need(s).

Bringing Project Management and Change Management Together to Build a Collective IntentMartin Kerr, AMBoK ID 2072, Extended Abstract

A collective intent is about setting a vision in which everyone can align and aspire to. The difficulty in progressing toward any vision is the challenge of aligning people from different functions and inspiring and empowering them to do so. The Asset Management Delivery Model for example is a foundation for allowing this to happen but it is challenging for most people because they dont understand how to build a road map that supports change appetite and change ability.

If Project Management centres on Delivery and Change Management centres around transition, then what is the common thread that brings the two together in any context or even industry? This paper sets out to provide an approach for ordinary people to drive, deliver and sustain change on the back of Asset Management principles to build a collective and sustainable culture.


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Big Data need not be Big Confusion Data Management Concepts to Build Business IntelligenceErnst Krauss, AMBoK ID 2073, Full Paper

Those that have been involved in projects, especially large scale Infrastructure or Industry projects experienced the pain of generating, controlling, managing and handing over data. Engineering, Business and Technology information comes in the largest variety of data formats imaginable. Traditional ways of exchanging and reusing information involve some variant of having a fleet of persons read one document and then decide which parts to transcribe to a different document. Even with modern computer technology, we still rely on highly skilled people to interpret information and to discern which data values are important. In todays world of high powered Computers this seems an incongruous anachronism.

And how do we know which data to collect to finally provide the information to make informed decisions? Does the volume of data generated daily in our Organisations represent Asset Intelligence? A surprising statement about our staggeringly inefficient world comes from the US and is based on research of the National Institute of Standards (NIST) who found that 40% of an engineers time is spent searching for and validating Information! The hypothesis presented is that Asset Management cannot be successful without understanding the data required and the structures that enables appropriate analysis to serve all levels of an Organisation.

The Need for Quality CMMS Data to Support Budgeting and Life Cycle ManagementJohann Taylor & Mark Mackenzie, AMBoK ID 2078, Extended Abstract

Computerised Maintenance Management Systems such as SAP, Ellipse, Oracle, JDE, Maximo etc. are applied as the primary drivers and enabling mechanisms for the overall maintenance effort. The data and information structures contained within the CMMS are typically established to enable the routine and scheduled maintenance effort and capturing of work order information, mostly in support of cost reporting.

Quite often, data quality (completeness and accuracy) is neglected during Operational Readiness and in most organisations; these gaps are not formally closed during the operational phase. As suggested by the case studies presented, significant improvements to data can be made even for ageing assets.

Data gaps have a significant impact on the ability of the organisation to deliver maintenance effectively and safely based on readily available and accurate information. Furthermore, these deficiencies limit the extent to which continual improvement and planning and budgeting can be supported. This has a detrimental impact on life cycle costs and the value chain of the organisation in general.

With minor additional effort, much additional value can be obtained by developing and maintaining this potentially powerful data source and integrating this into Asset Management Plans provides the best combination for success. This will support the life cycle management of equipment and outcomes such as maintenance optimisation, asset management planning and budgeting, safe work, reliability improvement, optimal life determination and life cycle costing and condition management.

Processes, methodologies and tools will be demonstrated in the presentation at the conference to illustrate how to leverage the CMMS and Asset Management Plans for optimal business benefit.

Electricity Network Asset Replacement/Refurbishment Decision Support Using Linear PlatformLin Ma, Michael Cholette & Fengfeng Li, AMBoK ID 2079, Extended Abstract

Replacement/Refurbishment decision support is significant for service providers of electricity network assets where TNAs are long-life, critical and linear assets (as opposed to discrete assets). Replacement/Refurbishment decisions require the consideration of numerous factors and necessitate high-quality predictions of the future risks. This study summarises the successful efforts of researchers at the Queensland University of Technology (QUT) to develop a decision support framework based on the underlying methods in QUTs Linear Engineering Asset Renewal tools (LinEAR platform). A risk-based predictive model is developed to aid decision makers in TNA replacement and refurbishment decisions in collaboration with industry experts. This study demonstrates the feasibility of using the LinEAR platform for decision support, which enables what-if analysis for different maintenance scenarios. This study can benefit the evidence-based budgeting, cost/benefit optimisation and quantitative justification for decisions through prediction of unplanned maintenance actions.

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AbstractsWEDNESDAY 27 MAY

Conceptual Framework for Public-Private Partnerships Model for Water Services in South Africa: Case Studies from Municipalities in the Limpopo and Gauteng ProvincesMaselaganye Petrus Matji & Cornelius Ruiters, AMBoK ID 2029, Extended Abstract

This paper presents a framework for public-private partnerships PPP) in local government water services infrastructure. Water services infrastructure assets are key to the provision of basic services. Data were collected from various stakeholders, i.e. water boards, and private sector institutions. The framework for Public Private Partnerships (PPP) models comprises three categories, viz., state model, hybrid model and private sector model. Each of these models depends, amongst others, on the funding structure. Case studies for PPP models were drawn from the Limpopo and Gauteng provinces in South Africa. The outcome of this research confirmed that there are successful PPP models for local government water services infrastructure in South Africa.

The success of such models depends to a greater extent on a number of variables such as:

a. Technical/project risk,

b. Financial risk,

c. Contractual risk,

d. Skills and knowledge transfer,

e. Roles and responsibilities of state institutions,

f. Affordability and revenue flows,

g. Value for money,

h. Ownership of infrastructure,

i. Socio-political concerns/issues,

j. Funds following functions,

k. Technology and innovation, and

l. Open and transparent procurement process.


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AbstractsWEDNESDAY 27 MAY

Application of Asset Management Concept in Open Space Management in Bandung CityDini Hardilla, Roos Akbar & Pujo Laksono, AMBoK ID 2038, Full Paper

In Indonesia, especially in Bandung city, the management of city-scale open spaces tends to face heavy challenges. Public gardens in Bandung, which amounts to around 600 units, are insufficiently supported by the Gardens and Cemeteries Agency of Bandung City to provide operational budget, which only possess 10% of the total operational budget necessary to maintain city open spaces. One of the implications of this sub-optimal management of public spaces is the inability to ascertain true potentials and values that is intrinsic to the asset itself, including the potential revenue. Responding to the issue of the management of open space, the application of the concept of asset management can be alternative for Gardens and Cemeteries Agency of Bandung City. This is a challenge for local governments to significantly change the asset management paradigm. By identifying various benefits through analysing an open spaces potentials through the use of Cost-Benefit Analysis and Geospatial Analysis, a delta value can be obtained. Afterwards, it reviews established methods to quantify the benefits of asset management implementation of open space. Asset Management Systems (AMS) improves Gardens and Cemeteries Agency performance of Bandung City in terms of the performance of their assets while it reduces the Agencys cost for maintenance and rehabilitation (M&R) using the decision support tools. Asset management solution also enables the Gardens and Cemeteries Agency to reinstate the beneficial value of an open space through maintenance and cooperation or investment between the government with private sector or citizens.

Downer Rail Managing Data for Efficient Maintenance Strategy Delivery and ReviewSaad Khan, Kevin Prendergast, Luke Basilicata & Richard Hooper, AMBoK ID 2041, Full Paper

Developing maintenance strategies requires the evaluation of alternative solutions in terms of complex maintenance criteria. To assist in the evaluation and decision making, a rapid growth in information technologies has inspired the deployment and use of complex technical systems for maintenance decision support and knowledge discovery. From a business perspective, these systems lead to the better understanding of problems and their underlying causes and thereby to more proactive, cost-effective and efficient maintenance.

The challenge however, lies in an organisations ability to develop and deploy a set of tightly integrated solutions that allow correct data acquisition, effective data fusion and analysis and useful information visualisation through a well-defined information flow.

This paper details Downer Rails roadmap to integrating and developing systems and processes to manage its data for efficient maintenance strategy creation, implementation and review. The paper also highlights the challenges faced when dealing with multiple internal and external stakeholders, staged deployment of systems and the requirement to track dynamic changes.

Building Asset Management Capability in a Budget-Constrained OrganisationScott Yates, AMBoK ID 2044, Full Paper

Many organisations are responsible for a large portfolio of assets, but have extremely restricted operating budgets with which to manage these assets. In addition, they are often further constrained in other dimensions, such as the number of personnel they can employ. Despite these constraints and restrictions, these organisations may have significant asset management obligations placed on them by owners, regulators and other stakeholders. How can such organisations meet both sets of requirements?

This paper compares the circumstances of several different organisations from different industry sectors to see how they have responded to this challenge and what opportunities might still be open to them. Drawing on ISO 55001 as a touchstone for satisfactory asset management, it discusses:

Building an organisational structure,

Developing workforce competence,

Managing information and documentation,

Integrating planning,

Monitoring and controlling execution.

These comparisons will demonstrate the inherent scalability of asset management and the need to develop practices and approaches that are appropriate to the specific context of each organisation.

The AEO Model Developing a Mature Industry Delivering Fit for Purpose AssetsLuke Homann, AMBoK ID 2059, Full Paper

The Authorised Engineering Organisation (AEO) framework is the means by which TfNSW gains the assurance that a minimum level of required capability exists within its supply chain to deliver asset life cycle services. As part of a tiered, risk-based assurance process, ASA provides the baseline assurance of capability using a maturity model and focusses on organisational capability across all asset life cycle phases, not on individual resources or projects. The AEO framework has now been in operation for 18 months and this paper will explain the TfNSW model the ASA is managing and seek to provide a synopsis of industry maturity following the initial implementation and an analysis of maturity rating data gathered to date. Finally, opportunities to improve both the AEO model and NSW transport industry capability will be outlined.

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Courses and EventsAsset Management Fundamentals

Asset Management Plans Intensive

Visit the AM Council website for upcoming dates for training courses.

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Courses and EventsAsset Management Fundamentals

This one-day training course offers a thorough overview of asset management. Participants identify the principles that underpin asset management, the organisational tools and techniques at their disposal, and the opportunities available to apply these learnings.

Asset Management Plans Intensive

This one-day training intensive assists participants in developing an Asset Management Plan for their enterprise. Participants learn to identify the content of a typical Asset Management Plan, the benefits of a properly constructed plan, and how to implement an Asset Management Plan into their enterprise.

Visit the AM Council website for upcoming dates for training courses.

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+61 (3) 9819 2515

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www.amcouncil.com.au

@AMCouncil @AMCouncil

The Asset Management Council has 13 chapters across Australia and overseas.Find out more at www.amcouncil.com.au

ARUP

Morning Tea Sponsor Monday

We are an independent fi rm of designers, planners, engineers, consultants and technical specialists offering a broad range of professional services. Through our work we make a positive difference in the world. Arup came to Australia in 1963 and we now work from seven offi ces across four key areas of infl uence: cities, connectivity, health, resources. Our desire to shape a better world ensures our clients receive smart design ideas with a social purpose, which will have a positive infl uence for current and future generations. Arup believes that Asset Management is essential achieving these goals.

Contact: Shane Day [email protected]

Asset Standards Authority, Transport for New South Wales

Session Sponsor Monday

The Asset Standards Authoritys (ASA) purpose is to make it clearer, simpler and more attractive to do business with TfNSW. ASAs critical task is to increase private sector participation to enable industry growth and to add more value and innovation to TfNSWs network. The ASA is leading the development and strengthening of TfNSW assurance processes across all modes. Its focus is to assure Government that the Transport Cluster is working within an integrated model to execute long-term reforms of delivering customer-focussed, cost effective, safe and fi t for purpose assets throughout their life from investment case through to disposal.

Contact: Nicholas [email protected]

Institute of Quality Asset Management

Annual Dinner Sponsor

IQ-AM is a private Registered Training Organisation that specialises in education and change management for asset dependent organisations. Our facilitators and trainers are all qualifi ed trainers and highly experienced Asset Management practitioners. Our client base includes utilities, local and state government agencies, mining companies, industry associations, consultants and Asset Management service providers. We have developed a curriculum of accredited workplace training programs that provide our clients with vertically and horizontally aligned Asset Management training from Certifi cate IV to post-graduate diploma level. The core curriculum is aligned to the ISO 5500# series of Asset Management Standards and is complimented by awareness training, short courses and workshops for strategic planning and issues management for executive teams and governing bodies. For further information go to www.iq-am.com.au

Contact: Tom [email protected]

LogiCamms

Coffee Cart Sponsor

LogiCamms Asset Performance service is a specialised offering that assists asset owners and operators to safely sustain optimum production and effi ciencies at minimum cost.

Our team of experts across Australia and New Zealand bring together years of experience with local and international operations, focusing on fi ve areas that can be delivered separately or in parallel:

Maintenance and Reliability Engineering Engineering services to ensure all equipment and systems are optimised to achieve desired operating performance

Shutdown Management Effective planning and management for shutdowns and associated maintenance activities

Integrity Management and Compliance Integrity management and compliance solutions to keep facilities and workforces safe and compliant

Training and Development Developing and sustaining competent operational workforce

Maintenance and Support Services Flexible and responsive maintenance services and personnel directly to site

Contact: Steven [email protected]

Lycopodium Asset Management

Water Bottles Sponsor

Lycopodium Asset Management Pty Ltd has its headquarters in Perth Western Australia with offi ces in Brisbane (Queensland) and Manila (Philippines). We are an engineering consultancy providing a range of Asset Management services to clients in the Petrochemical, Oil & Gas, Mining, Minerals Processing, Manufacturing and Marine sectors.Established in 1999, our company is recognised as a leader in the Asset Management fi eld. We pride ourselves on providing practical solutions for our clients and have signifi cant experience in re-engineering existing systems for Brownfi eld operations as well as developing and implementing new maintenance management systems for Greenfi eld developments.

Contact: Mark Wellardmark.wella

AMPEAK 2015 (2)

Documents

Transcript of AMPEAK 2015 (2)