Programme and Asset Management in Commuter Rail · Programme and Asset Management in Commuter Rail PMO Forum, Rivonia ... Unions OK Career Paths ... Transactional Project Leadership

Programme and Asset Management in Commuter Rail

PMO Forum, Rivonia24 June 2016

Ernst Swanepoel (pr Eng, MCSSA)

1PMO Forum: 24 June 2016

Topics

• Introduction to the Rail Environment

• Programme Management

• Asset Management

• Safety and Regulation

• Reality and Performance

• Conclusion

IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII


– East London

– Durban

– Johannesburg

– Pretoria

– Port Elizabeth

– Cape Town

• METROPOLITAN AREAS:

Continue on next page

Introduction to “Rail Assets”

PMO Forum: 24 June 2016 3

• TOTAL TRACK:– 2,859km (97% electrified)

• PASSENGER JOURNEYS PER DAY:– 2.5+ million

• STATIONS:– 456 (595 including Shosholoza Meyl Stations)

• ROLLING STOCK FLEET:– +4,500 (see breakdown slide)

PMO Forum: 24 June 2016

Introduction to “Rail Assets”

4

Slide 5

CLIENT

21 st Century

Historical

User

ECONOMICENVIRONMENT

SOCIO-ECO-NOMIC

POLITICALENVIRONMENT

TECHNOLOGY(INFORMATIONAL ERA)

Our Customer has changed …


Infrastructure Network Classification - 05/06

Export - Heavy Haul

Core Network > 5mgt/year

Non Core Network > 0.2mgt < 5mgt/year

Non Core Network < 0.2 mgt/year

No Service / Closed Lines

Leased

Sishen

Saldanha

Cape Town

East London

Port Elizabeth

Mosselbaai

Bitterfontein

Calitzdorp

Klipplaat

Rosmead

Port Alfred

Cookhouse

Noupoort

De Aar

Upington

Kakamas

Sakrivier

Calvinia Hutchinson

Beaufort West

Belmont

Hotazel

Mafikeng

Bloemfontein

Aliwal North

Springfontein

Hofmeyer

Maclear

Queenstown

Blaney

Umtata

Harding

Port Shepstone

Durban

Richards Bay

Musina

Louis Trichardt

Kimberley

Steelpoort

Komatiepoort

Phalaborwa

Zebediela

Vaalwater

Modimolle

Johannesburg

Pretoria

Lephalale

Pudimoe

Veertien Strome

Bethlehem

Warden

Harrismith

Vryheid

Ladysmith

Virginia

Bethal

Klerksdorp

Worcester

Volksrust

Witbank

Groenbult

Ermelo

Polokwane

Vereeniging

Pietermaritzburg

Nakop

Kaapmuiden

Nelspruit

SWAZILAND

Oudtshoorn

Kroonstad

Vryburg

LESOTHO

Knysna

Halfweg

Koffiefontein

Douglas

Alicedale

Protem

Bredasdorp

Kirkwood

PatensieAvontuur

Alexandria

SomersetEast

Barkley East

Ceres

Porterville

GeorgeFranschoek

Winberg

Bultfontein

Marquard

Ancona

Vierfontein

Golela

Nkwalini

Bergville

Richmond

Kranskop

MountAlida

Underberg

KokstadNatatiele

Utrecht

Vrede

Arlington

VilliersVredefort

Lichtenburg

Skoongesig

Northam

Atlanta

Lothair

Graskop

RoosenekalMarble Hall

Hoedspruit

ColignyVermaas

Ottosdal

Makwassie

Balfour North

Firham

Glencoe

Atlantis

Piketberg

Klawer

Paarl

Stanger

Slide 6PMO Forum: 24 June 2016


In Pictures ………






1960

2009






Park Station in 1905


The Main Concourse 2012


Slide 19

ROLLINGSTOCK

SIGNALLING

PERWAY POWER &TRACTION

RAIL Specific

FACILITIES

TICKETING

TRAIN SCHEDULING

SAFETY/SECURITY

ACCESS

INFORMATION

ANNOUNCEMENTBOARDS

TIMETABLES OTHERMODES DELAYS &

CANCELLATIONS

INTER-

MODAL

PARKING

TRANSFER

INFORMATION

ACCESS

STATION

The “Station”


FACILITIES

INFORMATION

INTER-

MODAL

ROLLINGSTOCK

SIGNALLING

PERWAY POWER &TRACTION

RAIL Specific

TICKETING

TRAIN SCHEDULING

SAFETY/SECURITY

ACCESS

ANNOUNCEMENTBOARDS

TIMETABLES OTHERMODES DELAYS &

CANCELLATIONS

PARKING

TRANSFER

INFORMATION

ACCESS

Fail-Safety paradigm

Business EconomicParadigm

Securityparadigm

Service paradigm


MONEY

Capital

Operational

MOVE

PEOPLE

Frequency

Volume

Safety

Standard

Regions

INFRA NETWORK

ROLLING STOCK

TRAIN OPS

STATIONS

Policies/Strategies/Business direction

Systems/Tools/Resources/Procedures/Specs

Government

The Commuter Rail Business


Programme and Project Management


Project & Programme Management

• Leadership challenge

– Still treats projects as “operational”

– Supply Chain Management external to PMO

• Business and Project Life Cycles

• Multi-faceted life cycles

• The PMO Business Model

• Service Industry

PMO Forum: 24 June 2016 Slide 24


GCEO2006TRANSFORM

Source: Gemini Consulting (2007) Customised EAS (2012)

1. Create Vision

2. Mobilize

3. Design & LeadTransformation

REFRAME

4. Construct & MaintainThe Economic Model

5. Re-design & UpdateWork Architectures

RESTRUCTURE

7. Stakeholder focus& Marketing

8. New Businesses& HCM Building

REVITALIZE

10. Build IndividualLearning & Mastery

11. Stabilise and Incentivise Structure

RENEW

12. Integrate & Optimise

Business to Asset Leadership

The 12 Duties of Visionary Leadership

6. Align & PhysicalInfrastructure

9. Life Cycle ChangeVia Technologies

Slide 25


ORGANISATION

Mission & Vision

CorporateObjectives

EnterpriseProject Management

“The Model”

(Source: “Portable MBA in Project Management” (2003, p353), Eric Verzuh, adapted by Author)

Dept. 1

Dept. 2

Dept. 3

Dept. 4

Dept. 5

Dept. 6

Project A

Project B

Project C

Portfolio(s) of Projects

Group 1

Group 3 Group 4

Group 2

Strategic

Operational

Product

Capital Exp.PMO

ITPROCESS

Strategic Objectives

Key Business Objectives

Identify Projects

Prioritise & Select Projects

Establish Optimised Portfolio(s)

Resource Allocation

Interproject Co-ordination

Master Program Schedules

Consolidated Reporting

Life Cycle Management

Project Sceduling

PM Tools & Processes

PM

O P

rogr

amm

eM

anag

emen

tP

roje

ct M

anag

emen

tP

roje

ct T

eam

Stra

tegi

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ecu

tive

Co

mm

itte

e

Port

folio

Man

agem

ent

Strategic Alignment

Slide 26


Business Mission

Business UnitStrategy

DivisionalObjectives

ProjectPortfolios

ExecutableProgrammes

Projects

CONCEPT

FEASIBILITY

IMPLEMENT

HANDOVER

IDEA

DEVELOP

Projects

Business Life Cycle

Project Life Cycle

Procurement Cycle

LIFE CYCLES (Business & project)

Slide 27

InitiateTenderingProcesses

CRM; CSMFacilitate

TP’s

FacilitateEvaluations

TechnicalFinancial

Approve/Reject

Screening, etc

PM Initiate(Compulsory

Requirements)

PROCUREMENT CYCLE (Generic)


“This project is extremely important, but it has no

budget, no guidelines, no support staff and it’s due

tomorrow morning. At last, here’s

your chance to really impress everyone!”

© 1996 Randy Glasbergen. E-mail: [email protected], www.glasberger.com



Project Leadership!

ProjectManager

Slide 30


Andre’s Office

Slide 31

The PMO Starting Point

• In line with the Business we defined:

• CAPEX Projects

– 5 Major Portfolios

– 5 Sub-portfolios

– 390 Projects

• OPEX Projects

– 5 Major Portfolios

– > 600 projects


• SPONSOR– MTEF

– Department of Finance

• CUSTODIAN– Portfolio Manager

– Owner Department

• PROGRAMME MAN.– Prioritisation

– Projects Execution

– Overarching Cash Flow

• Auditor General– PFMA

– PPSG

• Railway Safety Regulator– SANS 3000 series

– ISO 55000 (SABS)

• End – User– Change Management

– Operations

– “Value for Money”

The PMO “Baseline”PMO Accountability Performance Validator


Project Governance PMBOK

FundamentalPM Elements

IntegrationManagement

CommunicationManagement

ScopeManagement

TimeManagement

CostManagement

HR (Resources)Management

QualityManagement

RiskManagement

ProcurementManagement

PMBOKPM Body of Knowledge

Configuration Management Marketing Management Account Management Change Management

Customer Services Support Regime Legislation & Risk

Expenditure Supply Chain ERP (proper) Logistics

Corporate Governance, Strategic Logistics & SCM

Procurement Cycle

#2

StakeholderManagement


Procurement

Administration

Tender

Administration

Policies and

ProceduresProcurement

Management

Projected Life

Acceptance. Next

life cycle?

Communication

forums,

Participation

Change ownership

Education & Scan

Business Risk

User Acceptance

Budgets, DOT

ownershipRisk

Management

Marketing,

Surveys

Standard

reporting to all

stakeholders

Communique re

acceptance of

plan

Project Charter

Project Plan

Presentations to

Provinces, TA’sCommunications

Management

Unions OK

Career Paths

Project teams

and sub -teams

Recruitment &

Appointments

Consultation

Benchmarking

Skills and HR

RequirementsH.R. Management

Audits, KPI’s

Performance

Quality circles

Auditing teams

Detailed functional

specifcations

Technical

Requirements

ISO, TQM, ITILQuality

Management

Capitalisation

Depreciation

Cash flow,

Payment Plan

Cost Centres,

Budget Allocation

Life Cycle

Costing analysis

Project OfficeCost Management

SLA’sDetailed teams

Installation

Commissioning

Tender awards

and planning

Preliminary

Project Plan

Project OfficeTime

Management

Commission

Handover

Project Plan

Project teams

PPSG, RFP,

Specifications

RFI, LCCA,

WBS, OBS

Business Case

RequirementsScope

Management

Training HandoverChange

Management

Configuration &

Change

Management

DoT guidelines,

Ticketing Stds

Moving SA

Rail Plan

Integration

Management

Level 5 Optimisation

Process

Level 4 Managed

Process

Level 3 Organisational

Standards and Institutionalised

Process

Level 2 Structured

Process & Standards

Level 1 Initial Process

PMBOK

Procurement

Administration

Tender

Administration

Policies and

ProceduresProcurement

Management

Projected Life

Acceptance. Next

life cycle?

Communication

forums,

Participation

Change ownership

Education & Scan

Business Risk

User Acceptance

Budgets, DOT

ownershipRisk

Management

Marketing,

Surveys

Standard

reporting to all

stakeholders

Communiqué re

acceptance of

plan

Project Charter

Project Plan

Presentations to

Provinces, TA’sCommunications

Management

Unions OK

Career Paths

Project teams

and sub -teams

Recruitment &

Appointments

Consultation

Benchmarking

Skills and HR

RequirementsH.R. Management

Audits, KPI’s

Performance

Quality circles

Auditing teams

Detailed functional

specifications

Technical

Requirements

ISO, TQM, ITILQuality

Management

Capitalisation

Depreciation

Cash flow,

Payment Plan

Cost Centres,

Budget Allocation

Life Cycle

Costing analysis

Project OfficeCost Management

SLA’sDetailed teams

Installation

Commissioning

Tender awards

and planning

Preliminary

Project Plan

Project OfficeTime

Management

Commission

Handover

Project Plan

Project teams

PPSG, RFP,

Specifications

RFI, LCCA,

WBS, OBS

Business Case

RequirementsScope

Management

Training HandoverChange

Management

Configuration &

Change

Management

DoT guidelines,

Ticketing Stds

Moving SA

Rail Plan

Integration

Management

Level 5 Optimisation

Process

Level 4 Managed

Process

Level 3 Organisational

Standards and Institutionalised

Process

Level 2 Structured

Process & Standards

Level 1 Initial Process

PMBOK


Project Phases: Compulsory Deliverables

Roll-out (completion) Acceptance Testing and Conversion Hand-Over, SLA and In Service Training.

PHASE 5:Commissioning Phase

(Project Close-out)

Tenders & Adjudication Detailed Project Charter Project Teams, Stages and WBS Implementation, Piloting, Testing

PHASE 4:Execution Phase

(Project Implementation)

Business Requirement Specifications Functional Specifications, OBS, FBS (Scope) Acceptance/ Conversion Specifications RFP

PHASE 3:Planning Phase

(Project Planning)

Technology Impact Analysis Research & Development, RFI, etc Policy & Procedures Formulation Design/ High Level Project Charter

PHASE 2:Feasibility Phase

(Project Initiation)

Business Plan(s) Investment Plan(s) (Project) Route Map Industry Scans & Expression of Interest User Requirement Specification

PHASE 1:Conceptual Phase

(Project Definition)

KEY DELIVERABLESGENERIC PHASEC

on

tin

uo

us,

Lo

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w Stra

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cus

Pro

ject

Op

era

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Fo

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Project “Common Denominators”

Slide 36


The 10 Phase Project Lifecycle (Rory Burke)



Implement these!

Maintain this!

Perf

orm

ance

Introduction

TIME

Growth Maturity Decline

2016

1

4

31

2

History

PMO Leadership challenge ..

Business Life Cycles and Technologies


HIGH LOW

Desig

n F

un

cti

on

ali

ty

LOW

HIGH

SOURCE: MBA Leadership Assignment, 1995, Author

Overall Maintainability Risk

Transactional Project Leadership

1

Steam Locomotives

2

In-Service Trains/Well-established support

3

Customised, In-service/“restoration” approach 4

Integrated, full life cycle Projectand Support Management

TransformationalProject Leadership

Select the right Leadership Profile …


HIGHLOW

Market

Att

racti

ven

ess

LOW

HIGH

SOURCE: MBA Leadership Assignment, 1995, EAS

“Primary” Customer Utilisation

Rail Plan(“new” customer)

Safety-CriticalNecessity

Increased Service,“old” customer

“Special” trains,short terminitiatives

• (Gautrain)

(A Corridors)

• (D Corridors)

• (B Corridors)

• (C Corridors)

• (2010) PRASA

Eg. Rail Plan: Critical Business Matrix


ORGANISATIONCULTURES

(Information View)

FUNCTIONAL CULTURE

SHARING CULTURE

INQUIRING CULTURE

DISCOVERY CULTURE

Managers use Information as a means toexercise power, to compete or influence others

Managers and Employees trust each other to use informationInformation to adapt and improve processes and performance

Managers and Employees search for information to improvetheir understanding of future trends and to adapt

Managers and Employees are open to newinsights about crisis and radical change.

Source: R. Merchant, 1995, adapted for SARCC EXCO (EAS), Nov 2004

PROJECT CULTUREManagers and Employees automatically form mature

delivery networks to enhance collective performance.

No PM CulturePossible

EvolvingPM Culture

Organisational Values & Culture


SALE

S P

OW

ER

CLI

ENT

PR

OM

OTI

ON

MA

RK

ETIN

G(A

DV

ERTI

SIN

G)

SOU

RC

E:

MA

NU

FAC

TUR

ING

DIS

TRIB

UTI

ON

SER

VIC

E

SER

VIC

E D

EVEL

OP

MEN

T

DEV

ELO

PM

ENT

PR

ICIN

G

PO

SITI

ON

ING

OF

PR

OD

UC

T

TAR

GET

VA

LUE/

SELE

CT

FOC

US

SEG

MEN

TATI

ON

PROVIDE THE VALUECHOOSE THE VALUE COMMUNICATE THE VALUE

VALUE CREATION AND DELIVERY SEQUENCE (THROUGH LOGISTICS AND MARKETING)

TOTALPRODUCT VALUE

PLACE VALUE

TIME VALUE

QUANTITY

POSSESSION VALUE

FUNCTIONAL

VALUE CREATED BY:VALUE CREATED

LOGISTICS

LOGISTICS

LOGISTICS

MARKETING

PRODUCTION

INNOVATION

THE IMPACT OF INNOVATION ON TOTAL PRODUCT VALUE

PMO: Total Value Creation Chain

S T P

PMO


Programme, Project and SCM

PROGRAMME

PLANNING

PROJECT

PLANNING

SCM KPA &

PROCESSESMany simultaneous projects One project at a time CRM and CSM Strategies in

Policy. (Deals with PMO)

Concentration on resources Concentration on time &

method

Product Development & SP

consolidation

Projects tend to be similar

to each other

Projects tend to be

dissimilar to each other

Must have well developed MRP

and DRP

Need to maximise utilisation

of resources

Need to minimise

demand for resources

There is no finite start and

end; there is a continuous

workload

There is a finite start and

end

PPSG must include servicing the

Master Technology Plans

There are many different

objectives

There is one single

objective

SCM has one key objective:

Strategic Logistics Management


PMO Consolidation Model

ID STAGE PMO DESCRIPTION PM in SCM

1 PLANNING

Process of planning each project in

terms of time & resource

requirements (Similar to the planning

of a single project)

• Ensure Portfolios Strategies (BP)

• Establish support/portfolio

• Update distribute SCM Policies

2 TRANSMISSIONTransmission of the individual

project plans to a central point

• Distribute Policies to Regions

• Align with Expenditure Management

3 CONSOLIDATIONProcess of combining the many

individual project plans to a central

point

4 EVALUATION

Exposure of Inter-project conflicts

and identification of problems,

especially multi-project resource

over-demands.

• Update Service Provider Profiles

• Evaluate new entrants in close

collaboration with Executives

• Update Supplier Configurations

5EXPERIMENTATION &

DECISION MAKING

Process of experimenting with

alternative strategies to find optimal

schedules for the future workload

• Manage TIER 1, 2 & 3 links

• Initiate/manage JV’s and Partnerships

with Portfolio Heads

6 DISSEMMINATION

Dissemination of decisions taken

back to the original project teams

and the modification of individual

project plans

• Tender processes and evaluations

• Appointment of contractors/consultants

• Align finance & expenditure management

7ACHIEVEMENTS

MEASURED

Feedback through project schedules

and systems, either to measure

effort or to monitor progress, or both.

• Monitor project performance systems

• Perform “post-implementation” audits45PMO Forum: 24 June 2016

Pr Manager 21 3Work stream 1(“mini” project 1) 1

Work stream 2(“mini” project 2)

Shared Resourcee.g. “Champion” from COE

21 3

21 3

2

3per Phase/sub-project

ROLE PLAYERS DELIVERABLESTASKS& PROCESSES

Evaluation Implementation

Planning CommissionConceptual

PROJECT MANAGEMENT “Mind-set”

PHASES


ROLE PLAYER DELIVERABLESPROCESSES

Evaluation Implementation

Planning CommissionConceptual

OWNERS

SPONSORMANAGER

STAKEHOLDERPARTNERSHIP

CHAMPIONS

PHASES

PROGRAMME MANAGEMENT “Mind-set”


Enterprise Asset Management

(The ISO 55000 Way)


Let us put the donkey before the cart!


CORPORATE ORGANISATION MANAGEMENT

MANAGE ASSET PORTFOLIO

MANAGE ASSET SYSTEMS

MANAGE ASSETS

Create/Acquire

Utilise Maintain Dispose

Management of Asset Information

Management of Finance

Management of Asset Risk

Management of Human Resources

Project Management

PFMA & ISO 55000


Revenue GeneratorsProject Life Cycle

Product Life Cycle

AssetCreation

AssetDesign

AssetConfiguration

Delivery

Warranty Period

Routine Maintenance

Preventive Maintenance

Front Line Maintenance

First Line Maintenance

Profitable FacilitiesManagement

Post Warranty

Routine Maintenance

Preventive Maintenance

First Line Maintenance

2 nd Line Maintenance

Front Line Maintenance

Repairs & Refurbishment

High Cost FacilitiesManagement

Life Cycle Asset Management Costs


• The management of physical assets is the cornerstone of our Economy

• Asset Management Practitioners should take the lead in the management of assets towards maturity.

• Programme and Project Management are the most critical focus areas for the restructuring of our assets and the creation of jobs for the years to come.

PFMA and Asset Management


Support Organisational Objectives

Portfolio ROI, compliance and sustainability

System Performance, cost & risk control

Life Cycle Activities, efficiency & effectiveness

Manage Individual Assets over its LIFE CYCLES

Manage Asset SYSTEMS/NETWORKS

Manage Asset PORTFOLIO

CorporateOrganisationalManagement

Figure 1: IAM ©Hierarchy of Assets within an integrated management system

Source: IAM © “An Anatomy of Assets”

IAM and ISO 55000 AM Principles


Identify need

Identify need

Identify need

Create or Acquire

Select Procure

DesignInstall/ Implement

Commission

Operate and Maintain

Operate and MaintainInstall & Configure

Operate & Maintain

Decommission

Dispose and/or Replace

Sell, Recycle and/or replace

Manage residual liabilities

IAM definitions updated to PM Terminology


Identify need

Identify need

Identify need

Create or Acquire

Select Procure

DesignInstall/ Implement

Commission

Install & Configure

Decommission

Dispose and/or Replace

Sell, Recycle and/or replace

Manage residual liabilities

IAM definitions updated to PM Terminology

• Retail Industry• Moveable Assets• Domestic Appliances

• Standard Assets• Facilities/ commercial

• Mining, Rail• Services

Industry


External Environment

Stakeholders

Legal & Regulatory Environment

Organisation Structure

Business Processes

Asset Life Cycle Stages

Assets

Deliver Service/Perform Desired Function

Customers/Use of Service

© I-PAM

ISO 55000 in a Nutshell



OperateAcquire

Dispose Maintain

Customers

Organisational Strategic Plan

CommercialEnvironment

Organisation& People

Strategy & Planning

Asset ManagementDecision Making

Risk &Review

Legislation Investors

Asset Information

IAM © Conceptual Asset Management ModelSource: IAM © “An Anatomy of Assets”


GROUP 1: STRATEGY & PLANNING

Business Strategy Planning

GROUP 2: AM DECISION MAKING (DM)

Asset Condition –based Investment

Management

Programme Management

GROUP 3: LIFE CYCLE DELIVERY

Project Management

Operations Management

GROUP 4: ASSET INFORMATION

Configuration Management

GROUP 5: ORGANISATION & PEOPLE

Organisation Functional

Management

GROUP 6: RISK & REVIEW

Reliability Engineering

Asset Performance Management

Business Grouping for Public Sector Infrastructure Management

Source: IAM © “An Anatomy of Assets”

Relationship of an Asset Management System to Asset Management

Managing the organisation

Coordinated activity of an organisation to realise value

from asset

Asset Management

Asset Management

System

Set of interrelated/interacting elements to establish asset

management policy, objectives and processes to achieve those

objectives

Asset Portfolio

Assets that are within the scope of the asset

management system


1. General Requirements

(ISO 5500x)Master IntegratedAsset Management

Programme)

2. Asset Management Policy (PPSG)

3. Asset Management Strategy

4. Asset Management Enablersand Project Performance

5. Asset Management Plans(Implementation)

6. Performance Assessment and improvement

7. Management Review

PLAN

DO

CHECK

ACT

Asset Investment Policy Maintenance Management Policy Programme Prioritisation Policy

Master (Investment) Plans Technology Plans Asset types and Life Cycles Programme Management PPSG

Maintenance (Strategic & Operational) Routine Maintenance Fault Management Replacement Management

Programme Upgrade Cycles

Project Governance and Structures Configuration and documentation Management of Change Training, awareness & competence Contingencies Management Production Systems

Integrated Asset Management GIS and Spatial Drawing Offices

Information Management Risk and Legal

Life Cycle Planning Maintenance Policy Tools, Facilities & Equipment PMO and Project Support

Condition Monitoring (ON LINE) RCM (Reliability Centered) Audits (DYNAMIC) Compliance Evaluations Differentiation New technologies (Impacts) PMO streamlining (Technology)

Organisational Alignment Business Plan Impact & Updates Values, Policies, etc.

Full Life Cycle Asset Management From PAS 55 to ISO 55000

Business Vision

Macro-economic Impact

H/L Transformation Plan

ISO 9000 Compliant

IIMM supported

BCI compliant

RSR Compliant


Stakeholder and Organisational Context

Organisational plans andOrganisational objectives

Strategic asset Management plan &Asset management

objectives

Asset ManagementPlans

Asset ManagementPolicy

Implementation of Asset management

Plans (life cycle activities)

4.1 Understanding the organisation and its context

4.2 Understanding the needs and expectations of thestakeholders

Asset Portfolio

Performance evaluation & improvement

5.1 Leadership commitment

5.2 Policy

5.3 Organisation roles, responsibility & authority

Plans for developingasset management system

& relevant support

Asset management system& relevant support

elements

6.2.1 Planning to achieve assetmanagement objectives

4.3 Determine the scope of theasset management system

6.2.1 Asset managementobjectives

4.4 Asset management system

6.1 Actions to address Risk andopportunities for the asset management system

7.1 Resources7.2 Competence7.3 Awareness7.4 Communication7.5 Information Requirements7.6 Documented Information

8.1 Operations Planning& Control

8.2 Management of Change8.3 Outsourcing (Control)

8.3 Outsourcing (Scope)

8.2 Management of Change

9.1 Monitor, measurement, analysis & evaluation9.2 Internal audit 10 Improvement

12

3

4

5

67

PAS 55 to ISO 55000 transition

PMO

PM


Programme Managementand

Asset Management Performance


1. IDEA Phase

• Clear Idea

2. CONCEPT Phase

• Product/Process Goals• Conceptual (Business) Plan• User Requirements Phase• Route Map/Project Prospectus• Stakeholder/ User Requirement• Tenders & Adjudication• LOA (Consulting)

3. FEASIBILITY Phase

• Environmental Impact Analysis• Broad Functional Specification• Master Technology Plan• Signed-off URS

4. PLANNING Phase

• Business Requirement Specification• Detailed Functional Specification• Master Project Plan• Master Resource Plan (WBS & OBS)• Acceptance Specification• Project Design Charter

5. DEVELOPMENT Phase

• Prototypes • Updated Project Plan.

6. IMPLEMENTATION Phase

• Tenders & Adjudication• LOA (Contracting)• Detailed Project Charter• Project Teams, Champions, WBS• Production/ Piloting/ testing Plan• Teams Fully Engaged

7. MAINTENANCE Phase

• Service Level Agreements• Acceptance Testing• Hand-Over & User Training• Capitalisation• ENHANCEMENT Plans• Start of PRODUCT life cycle

8. TERMINATION Phase

• End of Life Plan• Phase out

SANS 3000 Project Guidelines

Tenders & AdjudicationLOA (Contracting)

Tenders & AdjudicationLOA (Contracting)

RSR (Railway Safety Regulator)


PMO: Logistics Strategy: Master SCM Plan

BUSINESS PLAN STRATEGIC OBJECTIVES MASTER ASSET PLANS

InvestmentPortfolio

Virtual SP & Stakeholder

Strategy

Organization and change management

Informationtechnology

PMO: MASTER LOGISTICS AND SCM PLAN

Transportationmanagement

Materials Management(MRP I & II, DRP)

Master DepotRequirements

ALIGNMENT OF CHANNEL CULTURES & VALUES

NetworkStrategy

ChannelDesign

SUSTAINABILITY

CustomerServices

aka ASSET CONFIGURATION MP


BUSINESS PLAN STRATEGIC OBJECTIVES MASTER ASSET PLANSBUSINESS PLAN STRATEGIC OBJECTIVES

InvestmentPortfolio

Virtual SP & Stakeholder

Strategy

Organization and change management

Informationtechnology

PMO: MASTER LOGISTICS AND SCM PLAN

Transportationmanagement

Materials Management(MRP I & II, DRP)

Master DepotRequirements

ALIGNMENT OF CHANNEL CULTURES & VALUES

NetworkStrategy

ChannelDesign

SUSTAINABILITY

CustomerServices

OrganisationManagement

InformationSystems

ProjectList

Approved Suppliers Lists

MASTER PROCUREMENT PLAN

Without the Master Asset (Investment & Configuration) Plans the Strategic SCM Logistics Plan is not achievable

Without AM Plan: PMO collapses to Project List


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Documents

Programme and Asset Management in Commuter Rail · Programme and Asset Management in Commuter Rail PMO Forum, Rivonia ... Unions OK Career Paths ... Transactional Project Leadership