Building a Proactive, Engagement Culture in Asset Management Organizations

Tunnel Asset Management (TAM) Program Application for High Risk Structural Components

“…Nevertheless the technical and engineering aspects of asset management program development have been the main foci of transportation agencies; several studies argued the implementation of asset management is inevitable without any change on managerial and cultural behavior of the organizations (Bugas-Schramm, 2008;Cookseyet et al, 2011;Too, 2012;Brunetto et al, 2014;Shah et al, 2014). For instance, Brunetto et al(2014) concluded that the first approach toward the asset management program was to establish the conceptual and strategic business framework for the organization.…”

Challenges and barriers to establishing infrastructure asset management

“…Past research has indicated the importance of strong leadership to support the implementation of the asset management system (Cooksey et al, 2011;Lizarralde et al 2013;Brunetto et al 2014). This implies that top management has to support the implementation, provide resources (Mizusawa and McNeil 2006), ensure clarity in expectations, scope and job descriptions (Arts and Van Lamoen 2005;Atkinson et al 2006;PMI 2013;Ziara et al 2002;Shiferaw et al 2012), and ensure that communication channels exist between departments (Vanier 2001;FHWA 2007;Hawkins and Smadi 2013).…”

“…As a result, this research focused on the following research question: what are the barriers that infrastructure organizations face when establishing and implementing an asset management system and how do they vary between developing and developed economies? Poister et al 2013;Shiferaw et al 2002;FHWA 2007;Schraven et al 2011 Lack of identified processes and control procedures (e.g., no consideration for budgets scenarios; no criteria to optimize use of funds; undefined repairs' strategies) Mizusawa and McNeil 2006;McNeil et al 2000;Hassanain et al 2003;Halfawy, 2008;Arif and Bayraktar 2012 Inconsistent decisions by the decision makers (e.g., the organization decides to build a wastewater treatment plant without taking into account a project to connect the network's pipes) Grussing 2014;Shiferaw et al 2002;FHWA, 2007;Schraven et al 2011;Arif and Bayraktar 2012;Vanier 2001;Flyvbjerg 2007 Managerial/ Organizational: Lack of top management support (e.g., no action decisions are taken about any management system development; no long term support of management plans; no implementation of planned criteria) Brunetto et al 2014;Lizarralde et al 2013;Mizusawa and McNeil 2006;Cooksey et al 2011 Lack of communication channels within organizations and departments (e.g., different departments do not share their plans to create a general plan for the organization) FHWA 2007; Brunetto et al 2014;Cooksey et al 2011;Lizarralde et al 2013;Vanier 2001;Yankov and Kleiner 2001 Lack of scope and job description within the organization/ agency (e.g., there is no clear identification of the responsibilities and authorities for managers in different levels in the organization) Atkinson et al 2006;Arts and Van Lamoen 2005;Ziara et al 2002;PMI 2013 Lack of performance monitoring (e.g., no clear criteria; no announced indicators; unclear procedures) Cooksey et al 2011;…”

Manoeuvring physical assets into the future

“…A notable exception are Peppelman and Kramer (2012), who describe the development of an Asset Management organization towards maturity: from reactive to proactive and from fragmented to integrated. A similar process is described by Brunetto, Xerri and Nelson (2014), who stress the importance of organizational culture to accomplish such a change: "[f]or Asset Management organizations to become more proactive and less reactive, more customer-focused and less technically focused, more successful in terms of Asset Management performance and less driven by cost management, a change in organizational culture will be necessary." (Brunetto et al, 2014, p. 6).…”

“…From the literature, it also became clear that living up to these principles is not easy, but requires profound organizational and cultural change as well as years to accomplish (Brunetto et al, 2014). Additionally, challenges remain, such as bridging the gap between top management and maintenance execution.…”