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Functional Asset Management:Functional Asset Management:Functional Asset Management:Functional Asset Management:PERFORMANCE MEASURES AND ANALYTICS, WHERE WE PERFORMANCE MEASURES AND ANALYTICS, WHERE WE
ARE NOW AND WHERE WE ARE GOING IN THE FUTUREARE NOW AND WHERE WE ARE GOING IN THE FUTURE
Kevin Green, PMP – VP of Professional ServicesCharles Pilson, PE, PhD – Product Manager
AgileAssets, Inc.
OctoberOctober 20112011
©AgileAssets Inc.
OctobeOctobe 00
Introductions (5 mins)
Application of Asset Management Principles (10 mins)
Performance Measures & Analytics (25 mins)
Open Q&A (10+ mins)
Corporate History
1975 1995 2003 2004 20051994
Founded�in 1975 asFounded�in 1975 as
Became�TRDI
Became�TRDI .
Add d M iAdd d M i
Re�branded�company�as�AgileAssets�in 2004
Re�branded�company�as�AgileAssets�in 2004in�1975�as�
TRDFin�1975�as�TRDF
1st Windows1st Windows
Added�Maintenance,�Bridges,�Equipment,�Buildings,�Spatial,�Safety�&�broader�
Added�Maintenance,�Bridges,�Equipment,�Buildings,�Spatial,�Safety�&�broader�
in�2004in�2004
Systems�integrated�in�2005�into�a�
ifi d I
Systems�integrated�in�2005�into�a�
ifi d I1 Windows�PMS
1 Windows�PMS
yAssets�Management�Systems�1995�� 2003
yAssets�Management�Systems�1995�� 2003
unified�Internet�based�asset�management�suite
unified�Internet�based�asset�management�suite
Practical Application of Asset Management Principles
Parana, BrazilJamaica Peru NigeriaIsrael
World BankGuyanaSaudi Aramco
Inter-AmericanDevelopment Bank
Trinidad & Tobago
Dubai, UAEQuebecTocantins, Brazil
Modular Framework
BridgeAnalyst
External Dataand Models
ExecutiveDecisions
PavementAnalyst Analyst
ExternalS t
Core AgileAssets FunctionsAsset InventoryB Li R f
Common Data Model
Data ManagementR ti
DecisionsAnalyst
MaintenanceSystems(e.g., SAP. Advantage,PeopleSoft, etc)
Base Linear ReferenceSecurityUser OrganizationTerminology
ReportingGraphingCommunicationsSystem Utilities
Manager
Fleet,Equipment,Materials,
Labor
GISNetworkManager
Safety Analyst
Mobile Apps
� Zero-Footprint, Web-based System� All Transportation Assets� Agency-specific models
� Integrated GIS Mapping Capabilities� Secure and scalable to thousands of users
5
� Agency-specific models� Integrated Asset & Maintenance
Management
� Easy-to-use with Sophisticated Analysis� Powerful reporting tools
Functional Areas
– Processes are identified by Functional Area• Asset Inventory Processes (AI)
– Asset Acquisition– Asset Condition Assessment– Linear Construction HistoryAI
A RM
LRLinear
Referencing Linear Construction History– Linear Attribute Data Management
• Planning Processes (PL)– Model Management– Analysis and Optimization– PlanningAgileAssets
AssetInventory
Processes
RMResource
Management
gProcesses
g• Operations Management (OP)
– Projects / Contracts / Repair Orders– Work Order Creation and Scheduling– Resource Usage and Accomplishment
RecordingR M t (RM)
AgileAssetsCore
PLPlanning
ProcessesOS
Org. Structure
System • Resource Management (RM)– Labor Management– Equipment Management– Materials Management
• Linear Referencing Processes (LR)LRS Management
OPOperations
Management
Syste
Security
Reporting
– LRS Management• Organizational Structure• System• Security• Reporting
• Highway is the primary “asset”– But there is more to the infrastructure
– Bridges, culverts, guardrails …
• What is needed? – Networking!– CentralizationCentralization
– Connectivity
– Communication– Communication
– Time (= money)
• Budget– Limited funds
– Maximizing benefits
• Holostic Approach
• Change / People• Change / People
GoalGoal
• Network optimization to
– Meet % deficiency target
– Maintain average condition index (CCI)Maintain average condition index (CCI)
– Cap reconstruction needs
P id h i “ ti ” ti iti• Provide emphasis on “preservation” activitiesto lower needs in the long term
• Reduce year to year fluctuation in case of multi-year optimizationmulti year optimization
SolutionSolution
Worked with AgileAssets Pavement Manager for better Decision Process in Optimization Analysis
Condition Condition Other Output projectConditionData
ConditionIndexes
OtherPavement Data
p p jconditions &
budgets
I t S lPredictionCondition
DecisionTreesModels Work
Plan
Integer SolverMulti-Constraint
/ Multi-Year Analysis
Section
y
StrategyGeneration
StrategiesEngine
BenefitsBenefits
• Able to justify increased funding for pavements in tough times due to:tough times due to:
– Clear, objective analysis
– Practical results– Practical results
• Centralized pavement management data
F li d l i d PMS d• Formalized analysis and PMS procedures
• Integrated pavement data with roadway network hchanges
• Results and analysis promoted executive support
• Field level buy in of the analysis results
Idaho Case Study
Why concentrate on Maintenance and Pavement First?y� No Formal Maintenance Management System for five (5) years� Internal Pavement System had no external credibility (“Black Box“)
What’s Next?
� Fleet Management� Fleet Management� Addressing their core Network, Network Manager
Coming Soon – Decision to have a single AMS!!Coming Soon – Decision to have a single AMS!!
GoalGoal
• To acquire an enterprise-wide operations• To acquire an enterprise wide operationsmanagement system for– Consolidating the entry and management of data g y g
and provide a daily reporting interface to allow entry of all pertinent data elements to properly track projectstrack projects
– Providing the ability to generate predefined and ad hoc reports for management
ChallengeChallenge
• Management of more than 27 000 miles of• Management of more than 27,000 miles ofhighways
Roughly 20 500 miles of secondary roads– Roughly 20,500 miles of secondary roads
– 3,600 miles of primary roads
M th 1 400 i t t t d k il– More than 1,400 interstate and parkway miles.
• Operate efficiently with a staff of 3,200
• Need for improvements in organizational development, efficiency, productivity and p , y, p ycost effectiveness
BenefitsBenefits
• Enhanced ability to make proactive decisions
• Data shared
P ojects defined b Pa ement Enginee s• Projects defined by Pavement Engineersadded to Maintenance Annual Plans
• Maximized availability, usage and cost effectiveness of resources
Asset�Management�in�Asset�Management�in�North�CarolinaNorth�Carolina
• Started with Maintenance• Added Pavement Analyst• Asset Management Took Hold, added Bridge and …
A t T d Off A l t H t th• Asset Trade Off Analyst – How to manage across thesometimes isolated and disparate SILOS!!
Bridges– 21,000 Bridges
C t L l f F di i i ffi i t– Current Level of Funding is insufficient– Network is Aging– A Bridge Management System can show the long-term trends
developing (as seen in most states)
Budgets
$60,000,000
$80,000,000
$100,000,000
$120,000,000
udget
$0
$20,000,000
$40,000,000
Bu
8
ing
Condition�Ratings
Year
100M/Years 30M/years
60M/Years Maintain�Deck�Condition�at�5.5
No Investment Maintain Deck Condition at 60
2
4
6
Deck�Con
ditio
n�Ra
tiNo�Investment Maintain�Deck�Condition�at�6 D
Year
100M/Years 30M/years
60M/Years Maintain�Deck�Condition�at�5.5/
No�Investment Maintain�Deck�Condition�at�6
9$70 000 000
Maintain�Deck�Rating�@�5.59$70,000,000
Maintain�Deck�Rating�@�6.0
5
6
7
8
9
$40,000,000
$50,000,000
$60,000,000
$70,000,000
tion�Ra
ting
gets
5
6
7
8
$40,000,000
$50,000,000
$60,000,000
, ,
dtion�Ra
ting
dgets
1
2
3
4
5
$0
$10,000,000
$20,000,000
$30,000,000
Deck�Con
dt
Bud
1
2
3
4
$0
$10,000,000
$20,000,000
$30,000,000
Deck�Con
d
Bud
$
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
2026
Budget Condition
1$0
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
2026
Budget Condition
DefinitionsDefinitions
• FHWA Asset ManagementDefinition
• Loosely defined as:
“Asset Performance Management over an gextended time horizon” – Charles P Source: FHWA Office of Asset Management
©AgileAssets Inc.
DefinitionsDefinitions
Performance Management of the Federal Highway Program is a s stematic approach to making in estment and strategic decisionssystematic approach to making investment and strategic decisionsusing information about the condition and performance of the system and developing an approach to achieve a desired set of national goalsnational goals
28
Source: Slide from Peter StephanosFederal Highway Administration
OutlineOutline
• All over the map!Finance
• Top down
Budget
Departments
Legislature
BudgetPrep
Trade
VisualizationAssettypes
Trade-off What-ifCost vs
PerformanceRisk
Utility
Strategies
ProblemEconomies of
RiskOptimization Efficient
Frontiers
©AgileAssets Inc.
FormulationEconomies ofscale
Budget Prep.Budget Prep.
• It’s always about the money!• Budget Prep
– Multiple objectives…– Performance
• Safety• LivabilityLivability• Sustainabilty• Reliability
Environment• Environment
– Cost
©AgileAssets Inc.
e
Budget Prep.Budget Prep.
Legi
slat
ure
• ProcessC i f f d
Review and Enact Budget
• Competing for funds• Have to make a good
case
DO
A/
Gov
erno
r DOA Adjustment
Governor’s Signature/Veto
case
quar
ters
Budget OfficeChief
DO
T H
eadq Budget Office
Prepare Capital and Operating Budget
ChiefEngineer’s
Office
Allocation of Funds
Sect
ions
DevelopBridgeNeeds
Dis
tric
ts/S
©AgileAssets Inc.
CapitalNeeds
pSpending
PlanOperating
Needs
Needs
PavementNeeds
TradeoffTradeoff
• So what’s the Tradeoff– Between Operating Budget vs Capital Budget– Between departments
B t t t– Between asset types– Between Multiple Objectives…
Preservation of Ride Quality Pvts Asset Type
PvtsActivity/Repair/Treatment
Objective
©AgileAssets Inc.
Capacity(LOS)
TradeoffTradeoff
Road Sub-Network Utility
Safety Congestion Comfort Aesthetics
Driver Information
Roll Over Prevention
Skidding and Hydroplaning
No of lanes
LitteGrassPvt RuttingPvt Skid Sign GuardrailLow Sign Pvt
Bridge Structural
Soundness
©AgileAssets Inc.
rHeight
ResistanceVisibility ConditionShoulderDamage Roughness
Pvt Macro-texture
Pvt Micro-texture
Pvt Cracking
TradeoffTradeoff
• In general Guard-
Retain out-of-controlvehicles
this means the
rail
Signs
ROWRegulatory
following…BridgesMaintenanceBridgeDivision
Warning
Guide
P t
DitchesEtc.
Pvt. Ride Quality
Capacity (LOS)
Objectives:Mosquitoes
Preservation of Ride Quality
Pvts Capacity (LOS)
Warning Sign Info.
Retain out-of-controlvehiclesPMUCapacity
(LOS)
©AgileAssets Inc.
vehicles(LOS)
Planning,Construction, etc.
TradeoffTradeoff
Guard-• Aggregate
bj irail
Signs
ROW objectivecriteria(indices)
BridgesMaintenanceBridgeDivision
(indices)…
P t
DitchesEtc.
Signs, Guardrail, etc.
Pavements
Objectives:
Pvts Pavements
BridgesPMU
©AgileAssets Inc.
TradeoffTradeoff
Guard-• Move initial
P l irail
Signs
ROW Pvts planningunder PMU
BridgesMaintenanceBridgeDivision
DitchesEtc.
Signs, Guardrail, etc.
Pavements
Objectives:
Pvts
Pavements
Bridges
PMU
©AgileAssets Inc.
PMU
TradeoffTradeoff
Guard-• How high can
!rail
Signs
ROW we go!
BridgesNetworkAsset Management
DitchesEtc.
Network
Objectives:
Pvts
©AgileAssets Inc.
TradeoffTradeoff
• So how do we analyze the tradeoffs?• Visualization
• ‘What if’ scenarios across multiple objectives
• Optimization Tools• Analysis of a huge solution space of
t t d ‘Wh t if’ ticomputer generated ‘What if’ options• Generate Efficient Frontiers
• Utility• Utility• If you can measure it, you can
manage it
©AgileAssets Inc.
• How much is each option worth?• Apples with apples• How to incorporate Risk Source: http://vis.lbl.gov/Vignettes/
TradeoffTradeoff
• Performance Modeling• Have to be able to calculate the values
of all the objective criteria for each option
• Strategies• Strategies• Network Strategies (options)• Project level Strategies (options) Project Strategy
Asset Type Network Strategy
Condition
TimeAsset Type Project StrategyProject Strategy
ConditionCondition
TimeProject Strategy
©AgileAssets Inc.
TimeCondition
Time
j gy
TradeoffTradeoff
• Strategies• Network Super-Strategies (options)
Pavement NetworkStrategy
Overall Network Super-StrategyCondition
Time
Project Strategy
Project StrategyB id N t k St t Pavement Network Strategy
Condition
Time
Condition
Project StrategyCondition
Project Strategy
Bridge Network Strategy
Time
Project Strategy
gy
Project Strategy Bridge Network Strategy
Time
Time
Condition
Time
Project Strategy
Project Strategy
Time
Time
Project Strategy
Time
Project Strategy
Time
Project Strategy
©AgileAssets Inc.
Condition
TimeTime
Project Strategy
TradeoffTradeoff
• So a whole Super-Strategy is condensed to a ‘little green dot’!
Overall Network Super-Strategy
Pavement Network Strategy
Time
Project Strategy
gy
Project Strategy Bridge Network Strategy
Time
Time
Project Strategy
Time
Project Strategy
Time
Project Strategy
©AgileAssets Inc.
Time
Project Strategy
TradeoffTradeoff
• So where do the candidate projects come from?
• The current process is:p
PavementManagement
PavementManagementManagement
SystemManagement
System
BridgeBridge TradeoffTradeoffManagement System
Management System
MaintenanceMaintenance
TradeoffAnalysisTradeoffAnalysis
©AgileAssets Inc.
MaintenanceManagement
System
MaintenanceManagement
System
Individual AMSsIndividual AMSs
• PMS• Bridge• MaintenanceMaintenance• Safety
• Each individual area contributes multiple optimized budget plans to cover a range of possible funding scenarios…
©AgileAssets Inc.
Individual AMSsIndividual AMSs
• These individual optimizations utilize the benefits of being integrated in the same database:– Same LRS– Same Asset structures and optimization
engines, etc.– All data available for high level budget prep
asset trade-off• But individual optimizations are carried out
by separate groups/departments©AgileAssets Inc.
Individual AMSsIndividual AMSs
• Each individual group generates and submits multiple plans – typically forming their own efficient frontier…
©AgileAssets Inc.
Individual AMSsIndividual AMSs
• This is a fairly good system…• Where do we go from here?
PavementManagement
PavementManagementManagement
SystemManagement
System
BridgeBridge TradeoffTradeoffManagement System
Management System
MaintenanceMaintenance
TradeoffAnalysisTradeoffAnalysis
©AgileAssets Inc.
MaintenanceManagement
System
MaintenanceManagement
System
Integrating BudgetsIntegrating Budgets
• As noted at the beginning, one area of interest is fostering ‘department integration’. This is working in NC.
• For instance PMS and BMS are planning work to be done byy– Maintenance and– ConstructionConstruction
• “Integration of preservation activities”• Integration of preservation activities©AgileAssets Inc.
Integrating BudgetsIntegrating Budgets
• One group that is seldom fully integrated with PMS is Planning
• Ideally, at least congestion needs to be y, gpart of the PMS analysis
• Again, the tools are availableand this is largely anand this is largely anorganization thing.
©AgileAssets Inc.
Project Level InteractionProject Level Interaction
• Currently accounting for high level interaction b bj i (i ili f i )between objectives (in utility functions)
• Can also analyze for individual routes, corridors tetc.
• However, at project level, current interdependencies are handled after choice of super scenariosuper scenario
• Ideally utility should be calculated in the context of interaction between projectsof interaction between projects
©AgileAssets Inc.
Project Level InteractionProject Level Interaction
• We are currently assuming project i d dindependence
• In fact, a widened bridge is no good without a id d dwidened road
• Another example is grouping of small PMS project sectionsproject sections
Id ll j t h ld b bl t b bi d• Ideally projects should be able to be combinedbased on:
Combined Utility and– Combined Utility, and– Economies of scale
©AgileAssets Inc.
FormulationFormulation
• Problem Formulation is a big problem!
• Currently our optimization tools are soCurrently our optimization tools are sopowerful in terms of the questions we can answer we need learn howanswer, we need learn howto ask the questions better!
©AgileAssets Inc.
FormulationFormulation
• For instance, a common formulation used by clients in PMS is:– Minimize: cost – Subject to: a minimum % of pavement in
Good or Fair condition
• Turns out this is not a good formulation!
©AgileAssets Inc.
FormulationFormulation
• For instance, a common formulation used by clients in PMS is:– Minimize: cost – Subject to: a minimum % of pavement in
Good or Fair condition
• What you get is this:y g
©AgileAssets Inc.
FormulationFormulation
• For instance, a common formulation used by clients in PMS is:– Minimize: cost – Subject to: a minimum % of pavement in
Good or Fair condition
• What is needed is constraints on the distribution:
©AgileAssets Inc.
FormulationFormulation
• Another problem formulation example is in modeling of preservation treatments
• Many clients use decision trees extensively• But only employ rudimentary models for the• But only employ rudimentary models for the
effects of preservation treatments
Condition Condition
©AgileAssets Inc.
Time Time
FormulationFormulation
• What is needed is to tie the restoration models for preservation treatments to the current deterioration state and rate
• And across distresses…
Condition Condition
©AgileAssets Inc.
Time Time
ConclusionConclusion
• Have some great tools in place for integrated Asset Management
• Many improvements still needed in tools
• But also need to mature– Organizationally– and in the use of the tools
©AgileAssets Inc.