ITIL & PAS 55: Comparing an

Information Technology Approach to

Asset Management with PAS 55

Dr Paul Martin Gibbons FIET F-ISSP Fellow University of Bristol MIAM

Paul.Gibbons@gatwickairport.com

Presentation Overview

• Overview & Introduction to Gatwick Airport

• How We manage Our assets

• Overview of ITIL

• ITIL & PAS55 Findings @ Gatwick

24 April, 2014

Leadership Event

Overview & Introduction to Gatwick Airport

Gatwick Overview

Add in Photo of old Gatwick Here

Gatwick started life as a flying club in 1930 and as an airport 53 years

ago. Things have moved on since the early days!

Airport Development Plans

Gatwick’s new owners Global Infrastructure Partner’s are investing over

£1 Billion in the development of the airport.

Our Airport Asset Management Scale

The airport engineering team are responsible for maintaining over

120,000 registered assets across an area spanning 674 hectares.

Overview of Gatwick Airport

• UK’s second largest gateway

• Busiest single-runway airport in the world

• 53 aircraft movements per hour – every 58 seconds

at peak times

• 200 destinations - more than any other UK airport

• 34 million passengers per year with 90 airlines

• 25,000 employed on campus – 2,200 directly

People, Planes and Bags

Departing Baggage

Arriving Baggage Trolleys Control Post Access to RZ

Staff Access

to

Restricted Zone

Co

nn

ec

tin

g

Pa

x

First & Last

Impressions • Road Network

• Car Parks

- Long Term

- Short Term

• Busses

• Coaches

• Taxis

• Rail Access

Cargo

Check In &

Bag Drop Security

Departure

Lounge

Pier & Gate

/ Coach

Pre-departure

process

Aircraft

Push back

Taxi to

Runway Hold

Take

Off

Tu

rn

Aro

un

d

Approach

& Land Taxi to Stand

On Stand

Arrival

Arrival Gate

& Pier

Border

Control

Baggage

Reclaim Arrivals Customs

Connecting

Baggage

Ground

Handling

Airside

Operations

Air

Traffic

Control

Our Airport Processes: All Linked to Asset Management?

Trolleys

2

PAS55 makes us ask:

‘but how is our Asset

Management linked to this?’

24 April, 2014

Leadership Event

How We Do Asset Management

PAS55 & Gatwick’s Approach to Asset Stewardship/Management

PAS 55 ...is an external standard similar to the

ISO range which provides an auditable

& systematic framework for aligning

asset management activities across a

business.

Asset Stewardship .....is the name we have for Our asset

management process and is the way

We achieve the required levels of

governance & performance from Our

assets.

In Summary ...So, PAS55 is an external guiding

asset management framework, Asset

Stewardship is how We have translated

this into Our approach to asset

management ensuring line-of-site to

Our strategic priorities @Gatwick

Copyright Institute of Asset Management

Asset

Management

Requirements

How to? Our Asset Management Requirements

Performance

Condition Integrity

INTEGRITY

“The ability of an asset

not to give rise to

Unacceptable Situations”

Health, Safety, Security &

Environment (HSSE)

Assurance centric

Control our ‘knowns’ and

identify and control our

‘unknowns’

Integrity Requirement

Performance Requirement

PERFORMANCE

“The ability of an asset to

perform to meet business

need”

Passenger centric, ensure

flow is not compromised

Focused on understanding

the asset availability &

subsequent contingency

requirements established

by the Asset Steward

CONDITION

“The probability that

performance will be

maintained into the future”

Cost/Performance/Integrity

centric

Focused on monitoring

performance/integrity

against cost effectiveness,

when is best to refurbish or

replace?

Condition Requirement

Our Assets In-

Service or Being

Developed

@Gatwick

ASPs 12-16: Manage: Permits, Change Control, Safety

Records, Design, Abuse

PLAN: Identify Asset Groups & Priorities

DO: Set-up Whole Life Operational & Maintenance Profile for Assets

CHECK: Weekly: Value

Improvement Meetings & Annual

Asset Stewardship Reviews

ACT: Update the Asset

Management Plan

Remove End of Life Assets ASP1: New Assets

ASPs 2-9:

Identify assets

Assess Criticality

Set Performance Requirements

Develop Whole Life Plans

Set Operating Protocols

Develop Contingency Plans

Assign Resources

Do the Maintenance

ASPs 10, 11 & 17:

Measure Performance

Check Maintenance Work Completion

Asset Governance Review

ASP18: Update Asset

Replacement Plan

Legacy Assets

ASP19: Asset Stewardship

Compliance Reviews

Value Lifecycle Model Objective

Handover and integration in asset useful

life phase minimising early failures

Development cycle starts again in useful life phase

maximising asset value, minimising whole life costs

0 +

+

Failu

re R

ate

Time

Review

24 April, 2014

Leadership Event

Introduction to ITIL

ITIL Fundamentals

• ITIL is the acronym given to the ‘Information Technology Infrastructure

Library’.

• Details of ITIL can be found here

• www.itil-officialsite.com/home

• http://en.wikipedia.org/wiki/Information_Technology_Infrastructure_Li

brary

• ITIL is a set of best-practice publications for IT Service Management

which was created by the UK Government's Central Computer and

Telecommunications Agency (CCTA) and released in 1989 (v1).

• The acronym ITIL is currently a registered trademark of the United

Kingdom's Cabinet Office.

• The current version was released in 2011 (v2).

• Gatwick Airport have adopted the ITIL framework for all our IT assets

and this was deliberately excluded from our PAS55 scope.

ITIL Overview

ITIL is an Approach/Framework for IT Service Management based

around applying a service lifecycle methodology through five ‘guiding’

phases including:

• Service Strategy: Provides guidance for developing abilities that

enable the organisation to function in a more strategic manner.

• Service Design: Guidance focuses on creating service integrity

through the design and development of services and serviced

management practices in a holistic, consistent, and effective manner.

• Service Transition: Aids in developing and improving capabilities for

effectively and efficiently transitioning new or changed services into

operation, while controlling risks associated with a failure or disruption.

• Service Operation: Guidance for the day-to-day processes required

for the delivery and management of services.

• Continual Service Improvement: Guidance aimed at the evaluation

and improvement of the quality of services, processes and the Service

Lifecycle.

ITIL Service Lifecycle Model

ITILService Strategy

Service Transition

Continual Service Improvement

The diagram below shows the relationships between the ITIL service lifecycle

phases. Similarly to PAS 55, ITIL also incorporates the use of the PDCA approach

where:

PLAN Design or revise processes that support the IT Services.

DO Implement the plan and manage processes.

CHECK Measure the processes and IT Services, compare with objectives

and produce reports.

ACT Plan and implement changes to improve the processes.

ITIL Training & Recommended Reading

24 April, 2014

Leadership Event

ITIL & PAS 55 Comparison

ITIL & PAS 55 Similarities & Differences

• PAS 55 is a framework which you can be audited

against to gain accreditation/certification & ITIL is a set

of principles to be applied for achieving best practice

in IT Service Management.

• Another key differentiator is the focus on Processes

by ITIL and focus on Assets in PAS 55.

• The five phases of the ITIL lifecycle are made up of

around thirty individual processes which joined

together deliver the overall Service Lifecycle Process.

ITIL & PAS 55 Similarities & Differences

• The ITIL objective is to deliver value through the optimization of these

processes developing Capabilities & Resources providing value to

customers in the form of services.

ITILService Strategy

Service Transition

Continual Service Improvement

• In contrast, PAS 55 is about the optimization of assets to deliver value to the

business and asset management supports this by basing decisions on when

is best (matching risk and cost) to replace the asset

Research Considerations

• To incorporate GAL IT into the PAS 55 framework would

mean that Gatwick IT would need to adopt the 28 aspects

of the PAS 55 PDCA cycle and align its processes and

procedures with those of the Gatwick Engineering Team.

• On the contrary, if Gatwick Engineering want to adopt any

principles from ITIL this would be possible as long as the

28 aspects of PAS 55 are still achieved.

Research Approach

• Approach was to complete a full gap analysis using the

PAS 55 self-assessment methodology (PAM) to specifically

identify the levels of maturity to the 28 aspects of the PAS

55 Standard.

• This would provide details of the specific gaps and

therefore future requirements to align Gatwick IT with the

current PAS 55 Certification.

Findings so Far….

Initial findings suggests there are some noticeable differences

between the two approaches:

1. The ITIL framework does not require a clear line of sight

between the business strategy and the assets in service

and this is reflected in the low level of maturity for the IT

asset management: policy, strategy, objectives and asset

management plans.

2. However, the ITIL approach is service delivery centric so

perhaps the link with the business strategy and

subsequent objectives is assumed as inclusive and

captured in supporting the requirements of the different

functions that themselves are linked specifically to the

overall business strategy and objectives (including the

asset & maintenance management activities)?

Findings so Far….

• Perhaps offering a learning point for PAS 55 is the ability of

the ITIL approach to manage the continual and frequent

asset technological developments including software and

hardware changes.

• This was rated as the highest level of maturity in the PAM

assessment for the management of change.

• At Gatwick this process has also been further refined

through the ITIL focus on continual service improvement

aligning the management of change to the needs of the

stakeholders at Gatwick on a very frequent basis.

Summary & Future Research

• Overall there are lessons to be learned for both physical

asset managers whose focus is on optimising the value

adding contribution of their assets and for IT asset

managers who focus on delivering a service to many

stakeholders with many different requirements without fully

appreciating the lifecycle risks of their assets.

• Future research should look to quantify how the service

delivery focus of ITIL can be better incorporated into the

physical asset management focus of PAS 55 to deliver

best practice levels of asset service levels balanced

against optimised asset lifecycle costs.

Thank you for Listening

Questions & Discussion

Dr Paul Martin Gibbons FIET F-ISSP Fellow University of Bristol MIAM

Paul.Gibbons@gatwickairport.com

TIL & PAS 55: Comparing an Information Technology Approach to

Asset Management with PAS 55

Dr. Paul Gibbons, Asset Management Principal Gatwick Airport, UK

assetmanagement.iirme.com ■ +971 4 407 2526 ■ register@iirme.com