Asset management maturity assessment context and instructions

About Asset Management

Objectives of asset management
The objective of asset management is to meet a required level of service, in the most cost effective manner, through the management of assets
for present and future customers. Lifecycle asset management encompasses all practices associated with considering management strategies as
part of the asset lifecycle. The objective is to look at lowest long-term cost (rather than short-term savings) when making decisions.

Asset Management Drivers and Benefits

Infrastructure supports the fabric of modern societies and provides an essential platform for economic growth. Other drivers for managing
infrastructure assets effectively include:
• concern about the ability to plan and finance infrastructure renewal across the globe;
• the need to use scarce global resources effectively and sustainably; and
• significant network failures across the globe highlighting societal dependence on infrastructure networks.

What are Assets?

Assets systems or networks that serve defined communities where the system as a whole is intended to be maintained indefinitely to a specified
level of service by the continuing maintenance and replacement of its components. Typical assets are:
• transportation networks (roads, rail, ports, etc);
• energy supply systems (gas/electricity etc)
• parks and recreation facilities;
• water utilities (water supply, wastewater and stormwater systems)
• property networks such as educational, health, industrial/commercial property, defence and correctional sector facilities;
• telecommunication networks
• Information technology and systems
• leased equipment
• fleet
• furniture and fittings
• land

Asset Management Maturity

This assessment tool looks at the gap between current and target or appropriate levels of asset management maturity. The rationale is that
sustainable, cost effective asset or investment performance is likely to be a function of the quality of underlying asset management practices,
systems and culture in those organisations.
Instructions
For self assessment

Using this assessment methodology

This tool can either be used by an organisation to self assess their maturity levels or by expert reviewers to assess an organisation's maturity.
Undertaking an assessment helps highlight areas where an organisation might invest to lift capability to appropriate levels of maturity and
should be used by an organisation as an input into future improvement planning and monitoring work.

Instructions
This model is designed for up to two asset portfolios
Please complete the following worksheets in this self assessment:
Step 1. Complete the "1-Cover sheet" tab. It is important to enter the name of the portfolio and the weighting. If assessing only one portfolio
then enter 100% in portfolio 1.
Step 2. Answer the questions on the "2-Context" tab
Step 3. Answer the questions on the "3 -Portfolio 1" tab and the "3-Portfolio 2" tab if you have an additional portfolio.
Step 4 View each portfolio and the overall results on the "4-Portfolio Result" tabs.
Step 5 - View the results by asset management element on the "5-Results by Element" tab.

Rating assessment (On the 3a and 3b "Assessment" tabs)

1. Please give a score (from 0 to 100) for each asset management section based on your current status and a maturity score that you consider
is appropriate for your organisation. Scoring in done in multiples of 5.

2. An upper level score for a maturity level (20 for aware, 40 for basic, 60 for core intermediate, 80 for intermediate and 100 for advanced)
requires that all the requirements outlined at and below the maturity level are achieved with processes being well embedded, regularly
reviewed and applied in all parts of the organisation within the scope of the assessment. i.e. an appropriate frequency and coverage of the
process must be in place. So if a process is in place but only in parts of the organisation and/or the process may not always be followed, for
example, if a document is in place but hasn’t been updated in the last 3 years, mark down the score a level (i.e. if is in an intermediate
requirement, score it at core). Another example is if a project management framework is in place, but it’s only used by some people, similarly
mark the score down.

Where organisation’s only meet some of those requirements (for example, the requirements for ‘basic’ and ‘intermediate’) they should consider
the percentage of all the lower level requirements that have been met. This might mean that, even though some aspects of intermediate’ and
‘advanced’ have been achieved, but not some of the ‘basic’ and ‘core’ requirements, the resulting score may be at ‘core’ level.

3. Often there will be varying opinions across the organisation about the maturity level. It is also not uncommon for upper levels of management
to have different views than those at the ground level. It is therefore suggested that this assessment process is conducted as a facilitated
workshop with emphasis given to the opinions of those that are closest to the process.

4. Documented evidence should be available to support all maturity levels above ‘aware’. This evidence needs to indicate the actions have been
undertaken - intentions alone are not sufficient.

Evidence gathering also needs to be flexibly applied to match the specific organisational approach to asset management. i.e. the principles,
substance and logical organisation of planning and analysis, so it is easy to communicate, is more important than its specific form. For example
Asset Management Plans could be best done for an organisation at an individual critical asset level if there is a considerable concentration of
asset, alternatively an asset information strategy could be contained within a portfolio asset management plan or a strategic asset management
plan. It is more important is that it is done and is understood than which documents it is contained within.
Other
1. All references made to long and short term must in the table below be evaluated relative to the asset life cycle. Long term will general
cover a minimum full asset replacement cycle i.e. at least 20+ years for infrastructure assets or 8+ year for major IT systems. Short term would
typically be considered for a period of between 3 and 5 years for infrastructure assets but made be shorter 2-3 years for shorter life assets such
as IT equipment of fleet.

2. The assessment scope should cover all assets whether they are owned (on balance sheet) or provided off balance sheet through service
contracts, leasing or the services have been donated by third parties.
Origins of this framework

Acknowledgements
David Jeffrey, (Infrastructure Associates Limited), for development of the original tool in 2011 and for the further updated tool development in
2016 and 2021.

The Institute of Public Works Engineering Australasia (IPWEA) for grant of copyright of the International Infrastructure Management Manual
(IIMM) 2015 and 2020

Alignment with IIMM

This assessment tool was originally developed using the 2011 International Infrastructure Management Manual (IIMM) Asset Management
Maturity Table. It has since been updated to align with the 2015 IIMM update, and again in 2021 to align to the IIMM 2020.
1 - Cover Sheet
Asset Management Capability Assessment

Organisation:

Person Submitting Assessment:

Title:
Date:
Version:

Asset Management Staff

Please list the names and titles of the key staff involved in asset management in your organisation

Name Title Role in asset management

Involvement in this self assessment
(Please note AM assessment questions
person involved in)

Asset Portfolios - this section must be completed.

02/04/2025 14:55:47
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Section 2 - The overall context of asset management in the organisation
1. Briefly describe the purpose of your organisation and what it is trying to achieve in the next 3-5 years (or provide a refere
document which provides an explanation)

2. Describe the nature and scale of the main physical assets your organisation relies on to deliver its most important service

3. Do you have Critical Assets (a critical asset is an individual asset that is critical to the organisation for the delivery of its se
consequences for failure or loss)? If so list your critical assets.

4. Describe the nature and scale of other assets used to deliver services?

5. What sort of change pressures is your organisation facing? What sort of impact will these pressures have on the delivery
management of physical assets in your organisation?

6. Briefly describe how asset management is governed in your organisation. Who has responsibility for management of diff
assets (whether owned or leased) locally and nationally. Who has responsibility for asset acquisitions, performance and dive

7. Have you had any external review of your asset management practices or plans previously? If so what impact did the revi
 Section 3 Asset Management Maturity Assessment Tool (2020). Complete these four columns (K to O)
Maturity Levels
Portfolio:Enter Portfolio 1 Reason for scores (Curent Evidence to support score Improvement actions planned or underway

Appropriate Target
and Target)
Aware Basic Core Intermediate Advanced

Current Score
Implications/ risks of not
IIMM Ref
Question

achieving appropriate maturity 0-20 21-40 41-60 61-80 81-100

Section Questions Evidence
Understanding and Defining Requirements
2.1 1 Analysing the How well does your organisation analyse its AM Policy. There is no clear leadership or The organisation demonstrates an A high-level, informal strategic analysis Governance and leadership expectations of the As for Core, plus: As for Intermediate, plus:
Strategic Direction strategic environment to understand potential understanding of AM awareness of its external and has been carried out to determine AM System are expressed through an approved
(AM Policy and AM implications and risks? AM Objectives (which should be documented in the expectations and unclear internal strategic environment major trends (strategic issues) and AM Policy and AM Objectives. The AM Policy and Objectives have been Achievements against AM Objectives and delivery
Objectives). SAMP or AMP). Corporate information such as a organisational roles, limiting AM (evident in responses to interview influencing the delivery of AM, and the developed with demonstrable consideration of of the AM Policy are regularly monitored and
Note, while the AM How well does the organisation articulate its Strategic Plan outlining strategic goals and objectives progress and achievement of AM questions). results documented. The AM policy and objectives cover all aspects of the implications of: reported.
Objectives are often AM Policy and AM objectives in alignment and ‘environmental scan’ of external trends and benefits are not achieved. the asset lifecycle. The AM policy and objectives
documented in the with the organisation's strategic direction? influences. Strategic organisational planning may are being actively applied. · Analysis of the strategic context (internal, Regular environmental scans are in place to
SAMP or AMP, these be in place but not integrated with external, customer environment) analysed. identify strategic changes implicating the AM
planning documents asset management. The AM Objectives are aligned to organisational System and required changes are managed
are separately objectives. · Analysis of the asset portfolio to determine through SAMP and AMP review processes. 5 85
assessed in 2.5 and fitness-for-purpose (current and future).
3.6.

2.2 2 Levels of Service How well does your organisation: The AMP has level of service statements and Increased risk of customer The organisation recognises the Customer Groups defined and Customer groups needs or expectations are As for core, plus: As for intermediate, plus:
Framework performance measures with historic results and future dissatisfaction with services benefits of defining levels of requirements informally understood. analysed and documented.
· determine the appropriate level of service for targets over the planning period. provided. service, but they are not yet Service level options (with associated risks and A customer and stakeholder communications
Note, this function its customers? documented or quantified (evident Some key performance measures have Level of service statements cover a range of costs) have been presented to executive and plan is in place outlining processes for engaging
defines the levels of AMP or SAMP summarises customer issues / Increased risk of failing to meet in responses to interview been defined for the activity. service attributes are: governance teams to support level of service with customers and stakeholders, with evidence
service and · ensure that asset performance measures are expectations. defined level of service and questions). decisions. the plan is implemented.
performance appropriate and aligned to those service performance expectations. · aligned with the organisational service planning
measures. The levels? Detailed evidence of the inputs into service levels such and performance management processes Levels of service are integral to decision making Key customers and stakeholders are presented
management and as service planning outputs, customer engagement Risk of delivering more than is and business planning, with evidence that AM with, and consulted on, significant service levels
reporting of asset · Incorporate levels of service criteria into results. required at unnecessary cost to · periodically measured and reviewed strategies and decision frameworks are aligned to and options, with key outcomes documented in
performance data is decision making? customers. the levels of service framework. the AMP.
included in 2.4. AM Performance Management Database containing Level of service and cost relationship underst
data on historic results and future targets for each Asset (technical) performance measures are
performance measure. · aligned and integrated with performance aligned to service (customer) performance 10 30
measures. measures.
The Communications Plan for engagement with
internal and external customers. Level of service and cost relationship understood
and described in the AMP.

2.3 3 Demand Forecasting How well does your organisation: The AMP: documented output of all maturity The organisation does not Future demand requirements Demand forecast trends based on Demand forecasts are based on relevant primary Demand forecasts are based on analysis of As for Intermediate, plus:
and Management statements with links to more detailed evidence such adequately predict and plan for generally understood but are not knowledgeable staff. demand factors (e.g. population growth) and historic demand trends and all material demand
· forecast demand for its services? as population /demographic analysis. demand changes, possibly well documented (evident in extrapolation of historic demand trends. factors. Risk assessment carried out for different demand
resulting in service shortages, responses to interview questions). Demand drivers are understood and scenarios with mitigation actions identified and
· assess the possible impact on its asset Demand information databases: containing demand constraints, unexpected described. Demand forecasts are presented in the AMP with A range of demand scenarios is developed (e.g. evaluated in determining the appropriate
portfolios? information on historic and projected demand funding requirements, reduced supporting assumptions. high/medium/low) and presented in the AMP demand forecast scenario for AM planning.
scenarios by network and/or facility. levels of service. Demand management strategies are with supporting assumptions.
· evaluate demand management options as being developed. Risk associated with demand change are broadly Sensitivity testing is carried out to determine
part of its network and/or project analysis? Future demand is consistently shown in long term understood and documented in the AMP. Strategies to manage demand (demand confidence levels in demand forecasting
planning documents. Some basic demand information is management strategies, asset-responses) are scenarios.
being collected and monitored. Strategies to manage demand (demand documented in the AMP with supporting evidence
Network strategies and /or project business cases management strategies, asset-responses) are that costs and benefits have been evaluated in Demand risks are included in organisational risk
demonstrate that Demand Management has been documented in the AMP. determining the best strategy. registers. 45 45
considered as an option to physical asset upgrades at a
network and major project level. Demand management is considered in Demand management is considered in all strategy
investment evaluations. and capital project decisions.

2.4 4 Asset Condition and How well does the organisation measure and An electronic asset register or registers containing the Data is not available to support The need for condition and Condition and performance Adequate data and information is collected to A condition and performance monitoring strategy The condition and performance assessment
Performance report on the condition and performance of its information stated for each maturity level. AM Planning, resulting in: performance information is information is based on report current performance against levels of and programme is developed for all assets, with strategy is implemented and audited with a
assets? understood but is not quantified or knowledgeable staff and is described service. consideration of factors such as asset criticality, 5+year data history.
The condition of assets, especially critical assets, is · reactive and non-optimal asset documented in the AM Plan. inherent risk, lifecycle and demand.
How well does the organisation monitor the measured and recorded against each asset. treatment approaches. A condition and performance monitoring process
physical health of its network over time, in (evident in responses to interview Some asset condition and performance is documented and followed for critical assets. Condition and performance information is
order to inform risk and investment decisions? · higher risk of unexpected asset questions). data is collected but is not well-linked routinely captured and updated in line with the
failures. to defined levels of service and Condition and performance information is programme.
performance measures. suitable to be used to plan and prioritise short
· Inefficient work practices (data term maintenance and renewals. Future condition and performance information is
is hard to access) modelled to assess whether levels of service can
Performance results are reviewed to identify be met in the long term. 45 65
areas failing to achieve targets.
Performance results are regularly evaluated to
determine appropriate responses.

2.5 5 The Strategic Asset How well does your organisation develop, SAMP. There is no clear framework or The organisation is aware of the The AM System is broadly understood The scope of the AM System is defined. As for Core, plus: A SAMP is in place, with content as per ISO
Management Plan communicate, resource and action its understanding of the AM concept of, and benefits of, a SAMP in terms of the assets and functions 55002.
Strategic AM Plan? SAMP review and approval sign-offs. System, limiting AM progress and AM System (evident in covered. The links between organisational and AM The relationships and processes between the AM
Note, AM Objectives and achievement of AM responses to interview questions). objectives are defined. System and other parts of the organisation are Formal review, audit and approvals processes are
are often documented How effectively does the SAMP define the AM Where a SAMP isn’t developed, the required SAMP benefits. A process for the establishing the AM defined in the SAMP or equivalent document. documented with evidence of implementation.
within the SAMP but System and link organisational and AM content may be in the AMP, Infrastructure Strategy, The organisation does not System has commenced. The process for establishing and maintaining the
these are separately Objectives? Asset Strategy, Property Strategy, AM Systems Manual adequately predict and plan for AM System is developed (e.g. the AM Strategic issues and options have been analysed
assessed in 2.1. or other AM documents (as long as this is clearly long term strategic changes, (though these aspects may not be Improvement Plan). and prioritised and a long-term strategy has been
defined in a documented 'scope of the AM System'). possible resulting in unexpected documented in a ‘SAMP’). developed.
funding requirements, reduced Strategic issues have been identified and options
levels of service, increased asset developed. There is evidence that the SAMP is widely
failures. communicated and is actively used to support
The above aspects are documented in the SAMP decision making . 0 70
or equivalent document.
A regular SAMP review and approvals process is in
SAMP input from relevant teams and place.
stakeholders (internal and external) occurs.

Developing Asset Management Lifecycle Strategies

 Section 3 Asset Management Maturity Assessment Tool (2020). Complete these four columns (K to O)
Maturity Levels
Portfolio:Enter Portfolio 1 Reason for scores (Curent Evidence to support score Improvement actions planned or underway

Appropriate Target
and Target)
Aware Basic Core Intermediate Advanced

Current Score
Implications/ risks of not
IIMM Ref
Question

achieving appropriate maturity 0-20 21-40 41-60 61-80 81-100

Section Questions Evidence
3.2 6 Managing Risk and How well is risk management and resilience The risk / resilience section of the AMP, SAMP and/or Higher risk that AM objectives Risk management is identified as a High level organisational risks are An organisational risk management policy, As for core, plus: Asset risks are assessed for multiple failure
Resilience planning integrated into your asset Asset Strategy. will not be achieved (through future improvement (evident in identified and reported to framework and process is in place. An asset modes.
management decision making? multiple failures, critical asset responses to interview questions). management. criticality framework has been developed and A resilience strategy has been developed (may be
Organisational risk management policy and failures). critical assets are recorded in the AMIS. part of the SAMP or AMP) and is being An ongoing programme of asset network and
framework. Critical services and assets are implemented. organisational resilience assessments are
Sub-optimal investment – e.g.: understood and considered by staff Activity risks are identified in the risk register and completed with improvements identified and
Risk register/s too much focus on non-critical involved in maintenance / renewal regularly updated and monitored. Systematic risk analysis and resilience actively progressed.
assets or vice versa. decisions (evident in responses to considerations are incorporated into major
Asset criticality and risk information in AMIS. interview questions). Management strategies for highest risks and decisions. Risk and resilience levels are quantified for the
most critical assets are developed and organisation and risk mitigation options to close
Risk and/or Resilience Plan. documented (in the AMP, risk management plan The risk register is regularly updated, actions identified gaps are evaluated.
or similar). monitored and reported to management. 35 45
Decision/business case frameworks Risk and resilience are integrated into all aspects
The approach to managing asset network Risk is managed, prioritised and escalated of decision making.
resilience is described in the AMP or other consistently across the organisation.
supporting document.

3.3 7 Operational Planning How well does the organisation plan and Operational and maintenance strategies and plans, Sub-optimal investment – e.g.: Operational processes based on Operating plans are available for Operating plans are available for all operational As for core, plus: Decision frameworks (e.g. multi-criteria analysis,
manage its operations and maintenance including O&M manuals, incident / emergency / too much focus on non-critical historical practices but there is critical operational areas. areas. benefit-cost analysis) are used to prioritise and
activity to keep assets in service and meet AM business continuity plans. assets or reactive maintenance awareness of opportunities to Operational objectives and intervention levels optimise expenditure across planned and
objectives? vice versa, or on new improve and optimise operational Operational scheduling is largely based Incident and emergency management plans are defined (aligned to AM Objectives) and results unplanned maintenance and renewals
Operations review reports (e.g. review of structure, transformational investment as activities. on historic practices with adjustments in place. analysed to drive improvements. programmes.
logistical arrangements). the expense of maintaining to planned and unplanned
existing assets. maintenance frequencies based on Operational support requirements have been A formal and regularly reviewed operational Continual review and improvement can be
Resource plans and schedules (or contract experienced staff and contractor reviewed against good practice and are in place, planning process is in place. demonstrated for all operational processes.
specifications relating to this where outsourced). knowledge. including consideration of critical spares
requirements. Incident and emergency management plans are Reviews are undertaken after significant events
Operations organisational structure in regularly tested. and recommendations are implemented.
place and roles assigned. Trends in planned and unplanned maintenance
and renewal activities are analysed and trade- Optimal planned and unplanned maintenance and 95 100
offs considered in determining optimal renewals programmes are established with
maintenance and renewal frequencies. analysis of operating cost, asset condition/
performance, risk and asset criticality.

3.4 8 Capital Works How well does the organisation plan and Capital Renewal strategies and plans Risk that planned capital Capital investment projects are There is a schedule of proposed capital Projects have been collated from a wide range of As for core, plus: As for intermediate, plus:
Planning prioritise capital expenditure, including projects will not meet renewal, identified during annual budget projects and renewal programmes sources (e.g. through reviews of asset
renewal programmes? Capital project databases / schedules (the ‘pipeline’). level of service or growth needs process. There is awareness of the based on historical costs and staff performance, growth, risk management and A capital delivery / options evaluation framework Formal options analysis and business case
for the activity. need for longer-term capital judgement of future requirements. renewal analysis) and are collated into a project is in place and used consistently across the development has been completed for significant
Capital Renewal projects are supported by robust budgeting (evidenced in register. organisation. major projects beyond 3 years.
Renewal models (spreadsheets or other predictive interviews). Renewals strategies are verbalised in
modelling software) and reports interviews but are not well Projects are tracked (in a project register or Formal options analysis and business case Long-term capital investment programmes are
documented. similar) through capital planning stages. development has been completed for major derived from advanced decision techniques such
Business cases projects in the next three years. as predictive renewal and network modelling
CAPEX projects and programmes Short term capital projects are fully scoped which evaluate level of service and cost scenarios.
Capital Improvement projects to increase service levels justified in AMP (high level) and (including options analysis) and cost-estimated. Long term major capital projects are conceptually
are supported by robust evidence for service level supporting CAPEX database (detail). identified and broad cost estimates are available.
requirements (e.g. safety or legislative change). Renewals programme is based on age and
limited condition data. A formal prioritisation framework is routinely 70 70
Capital Improvement projects to increase network applied to all capital projects and programmes
capacity are supported by robust evidence for The CAPEX programme is prioritised, based on (utilising a multi-criteria or benefit-cost
increased demand (e.g. from growth). agreed decision criteria, to rank the relative approach).
importance of capital projects and programmes.

3.5 9 Asset Financial How well does your organisation: Financial forecasts and documented assumptions and The organisation retains a short- Financial planning of asset related Asset related financial forecasts Depreciated replacement cost valuations aligned As for core, plus: As for intermediate, plus:
Planning and confidence levels (typically in the AMP). term view of financial expenditure is largely an annual prepared for period appropriate to to asset information used in renewal forecasts.
Management · plan for asset-related expenditure and requirements with risk of budget process, but there is asset life expectancies. Long term asset funding options are regularly Advanced financial modelling includes sensitivity
funding? Asset revaluation reports. deferred backlog of works and intention to develop longer term Asset expenditure categories are suitable to reviewed and evaluated with consideration of testing of assumptions, demonstrable whole of
reduced levels of service. forecasts (evident in interviews). Financial budgets for separate enable AM costing / forecasting analysis. distribution of benefits (user pays), practicality, life costing and cost analysis for level of service
· Revalue its assets and consider depreciation Asset replacement costing reports operational and capital planning financial prudence and intergenerational equity. options.
in its funding strategy? Risk that future customers are expenditure are prepared. Asset-related financial forecasts are aligned to
Financial indicators (e.g. financial sustainability faced with meeting generational operational and capital planning and forecasting Major expenditure proposals incorporate whole A decision framework enables budgets, projects
· Consider the whole of life cost of asset indicators). funding shortfalls. processes. of life costing. and programmes to be optimised across all
investments? activity areas.
Financial policies (e.g. capitalisation). Lack of understanding of loss of Consequential OPEX for all new assets is included
service potential (depreciation) in OPEX forecasts. Formal risk-based sensitivity analysis of financial
Expenditure forecasts are provided for all expensed leads to underfunding of forecast scenarios is carried out.
and capital expenditure types (e.g. operations, renewals. Asset and corporate long-term financial planning 45 45
maintenance, capital renewals and capital processes are aligned. Asset and financial data and reporting are fully
improvements) integrated or regularly reconciled.
Funding strategies are developed and
documented.
 Section 3 Asset Management Maturity Assessment Tool (2020). Complete these four columns (K to O)
Maturity Levels
Portfolio:Enter Portfolio 1 Reason for scores (Curent Evidence to support score Improvement actions planned or underway

Appropriate Target
and Target)
Aware Basic Core Intermediate Advanced

Current Score
Implications/ risks of not
IIMM Ref
Question

achieving appropriate maturity 0-20 21-40 41-60 61-80 81-100

Section Questions Evidence
3.6 10 AM Plans (for the How well does your organisation develop, Portfolio Asset Management Plans (AMPs covering the Lack of documented evidence to Stated intention to develop AMPs A portfolio AMP contains basic Portfolio AMPs contain core content including As for core, plus: As for intermediate, plus:
Asset Portfolio and communicate, resource and action its asset whole network and activity). support long term financial (evident in responses to interview information on assets, service levels, asset information, levels of service, demand and
Assets) management plans? forecasts leading to: questions). planned works and financial forecasts lifecycle strategies linking to financial forecasts The Portfolio AMP is supported by Asset Class AMPs are managed as a ‘live’ document and
Asset Management Plans (for specific asset types). and future improvements. with key assumptions stated. AMPs, where appropriate. updated when significant changes signalled.
· risk that required funding will
(note the above may be within a single document). not be provided The AMP may not cover all asset types AMPs are aligned with corporate long-term AMPs include confidence levels, detailed Formal review, audit and approvals processes are
or services, may only have a short term strategic and financial plans and objectives and significant assumptions and associated risks. documented with evidence of implementation.
Information Systems Strategic Plan (ISSP) · AM needs not being adequately focus, may be developed in isolation are signed off by managers.
communicated and addressed from organisational planning, or may AMPs are fully integrated with corporate long-
AMP main contributors or authors shown. not be otherwise sufficiently mature AMP input from relevant teams and term financial planning process and iterations are
for the organisation. stakeholders. formally managed.
Review and approval sign-offs. 40 45
Internal and external reviews occur. AMPs are periodically updated, discussed and
Corporate long term financial plans. approved by governance and leaders.
AMPs are updated in accordance with the AM
Minutes from meetings and workshops with Policy / SAMP.
governance and leaders.

Asset Management Enablers

4.1 11 AM People and What is the level of organisational AM governance structure, team and role descriptions People will not have the The organisation recognises the AM functions are carried out by small Regular ongoing AM coordination processes As for core, plus: As for intermediate, plus:
Leaders commitment to asset management? are in place. authority, capability or capacity benefits of an asset management groups, but AM is not embedded or established (e.g. a cross-divisional committee)
to manage and improve the AM function within the organisation, coordinated across the organisation. which support an integrated and consistent Leadership is involved in AM coordination (e.g. Formal documented assessment of AM capability
How is this reflected in existing organisation Governance and Leadership communications. System and achievement of AM but has yet to implement a approach across the organisation. membership on a regular AM Steering Group or and capacity requirements to achieve AM
structure, responsibilities and resourcing of benefits (described in Section structure to support it (evident in separate AM Governance coordination group). objectives, regularly reviewed and
AM competencies? Internal Communications Plan (may be part of a 2.1) are not achieved. responses to interview questions). Position descriptions incorporate the main AM recommendations incorporated into AM
broader ‘Communications Plan’ required in Section roles and training is made available suitable to An internal AM communications and training plan Improvement Plan.
2.2) Staff are dissatisfied through lack those roles. is in place and being implemented.
of role clarity, purpose and Governance and Leadership demonstrably fulfills
Capability and Capacity Assessment Report. leadership support. Visible ownership and support of AM by Roles reflect AM System competency all the requirements of ISO 55001: establishing
governance and leadership and awareness of AM requirements (defined in SAMP or equivalent policy/objectives, resourcing, communicating,
Evidence that recommendations from the above have Governance does not adequately purpose across most of the organisation (evident document) and are defined in all relevant position monitoring, supporting cross-functional
been progressed, e.g.: role revision, training. monitor asset risks, costs or through interviews). descriptions. collaboration and promoting continual 30 45
performance. The organisation improvement of AM.
lacks adequate capability, Demonstrable alignment between AM objectives,
capacity and direction in AM team and individual responsibilities.
practice.

4.2 12 Asset Data and How well does your organisation define its An electronic asset register or registers. Data is not available to support Asset information is not available. Basic physical asset information Sufficient information to complete depreciated As for core, plus: As for intermediate, plus:
Information asset data requirements? AM Planning, resulting in: recorded (e.g. location, size, type), but replacement cost valuation (physical attributes,
Information Strategy, or other document summarizing Awareness of need for asset may be based on broad assumptions or replacement cost and asset age/life) and to A reliable register of physical, financial and risk All asset data is accurate, consistent and reliable
What asset information does the organisation the asset information needs analysis. · reactive and non-optimal asset information (evident in responses not complete. manage operational requirements for assets. attributes recorded. and is used to inform both short term and long-
collect? treatment approaches. to interview questions). term decision making.
Asset data management procedures. Asset hierarchy, identification and attribute The Information strategy and data improvement
How does our organisation ensure the · higher risk of unexpected asset standards documented and programme are being actively monitored and Information on work history type and cost
information has the requisite quality Asset data is used to support asset decisions such as failures. implemented. Metadata held as appropriate. reported. recorded at an appropriate asset or component
(accuracy, consistency, reliability)? business cases and renewal forecasts. level to enable analysis.
Inefficient work practices (data is A formal information needs analysis has been The use of asset information in asset
The hierarchy, granularity and attributes of asset data hard to access) undertaken and an Information Strategy and management planning and decision making is Systematic and fully optimised data collection
is adequate to support asset and financial planning. data improvement plan developed. reviewed for effectiveness. programme with supporting metadata.
45 60
Asset data confidence or quality is shown in terms of Knowledge of asset criticality and risk supports Documented, systematic and audited data
data accuracy, completeness and currency. the regularity of data collection and updating. collection process in place based on a formal
information needs analysis.

4.3 13 Asset Management How well does your organisation ensure Information Systems Strategy Unable to support appropriate Intention to develop an electronic Asset register capable of recording all Industry-recognised AMIS or asset register Financial, asset and customer service systems are All advanced AM functions are available,
Information Systems appropriate information systems are in place level of AM analysis, leading to asset register / AMIS (evident in core asset attributes – capacity, type, system enables hierarchical asset capture and integrated or able to be fully reconciled (to including asset risk assessment, predictive
(AMIS) and fit-for-purpose considering complexity of Information Systems specifications and user guides. non-optimal decisions, responses to interview questions). size, material, etc. reporting to component level. provide a ‘single source of truth’ for all data). maintenance and renewal modelling for different
assets and AM maturity level required. inefficient work practices. level of service scenarios.
Information System reports. A financial fixed asset register may Asset information reports can be AMIS enables live tracking of customer requests An information systems strategy for asset related
be in place but only captures manually generated for AM Plan input. linked to maintenance tasks. systems is implemented and regularly reviewed. Availability of 3D models to enable visual
accounting data. integration with data (e.g.: BIM/Digital Twin)
Simple asset database in use (such as AMIS provides basic AM reporting capability - AMIS has spatial mapping capability or interface.
spreadsheet or Access database). condition / performance, renewal forecasts,
valuations. AMIS captures remote, ‘live’ data from operators.

The AMIS meets most user requirements More automated analysis and reporting on a
(functionality, reporting, usability). wider range of information.

AMIS provides renewal modelling capabilities 30 35

using factors such as age, condition, criticality and
performance.
 Section 3 Asset Management Maturity Assessment Tool (2020). Complete these four columns (K to O)
Maturity Levels
Portfolio:Enter Portfolio 1 Reason for scores (Curent Evidence to support score Improvement actions planned or underway

Appropriate Target
and Target)
Aware Basic Core Intermediate Advanced

Current Score
Implications/ risks of not
IIMM Ref
Question

achieving appropriate maturity 0-20 21-40 41-60 61-80 81-100

Section Questions Evidence
4.4 14 AM Process How well does your organisation: Asset Management Plans (for some high-level AM Risks that processes are not Awareness of need to formalise Simple AM process documentation in Critical AM processes are identified, As for core, plus: As for intermediate, plus:
Management process documentation) being followed leading to non- systems and processes (evident in place for service-critical AM activities, documented, monitored and subject to review.
· Define and implement appropriate AM optimal decisions, higher risks of responses to interview questions). covers operation, maintenance and All AM processes have been identified and AM processes are regularly reviewed and audited
process documentation? SAMP or AM Systems Manual, outlining integration of asset or operational failures, renewal activities. There is evidence that these critical AM prioritised. and improvements implemented.
management systems and boundary conditions. inefficient work practices. processes are followed in practice.
· Review and improve AM processes? AM Process documentation implemented in ISO certification of processes to multiple
Quality management systems (e.g. evidence of use of AM process interfaces with other teams and accordance with the AM System to appropriate standards for large asset intensive organisations.
· Align AM processes with those in other process mapping tools, document management organisations, are defined and managed. level of detail, depending on process criticality
‘Management Systems’? systems and intranet). (including business process mapping or similar). AM System has been assessed and meets the
requirements of ISO 55001.
All internal management systems and cross- 35 70
departmental processes are aligned and Strong integration of all management systems
managed. and cross-departmental processes within the
organisation.

4.5 15 Outsourcing and How well does your organisation: Internal Service Level Agreements · Higher contracting costs. Procurement and service delivery Service delivery and procurement Procurement strategy/policy in place. As for core, plus: All potential service delivery mechanisms
Procurement practices are informal. practices clearly documented (internal reviewed and formal analysis carried out to
· procure assets and asset-related services like Network management contracts, and other types of · Balance of risk not understood, and external), generally following Internal service level agreements (SLA) with the Risks, benefits and costs of various outsourcing identify best delivery mechanism.
maintenance and consumables for different contracts. risks of unintended cost Organisation is aware of different historic approaches. primary internal service providers, and contracts and lease/buy options considered in determining
classes of assets? coverage service delivery options (evident in for the primary external service providers, are in the service delivery approach.
Procurement strategy responses to interview questions). place.
· exercise control over outsourced asset · Poor contractor performance. Suitably qualified roles manage procurement and
management services? Tendering procedures. Contract and SLA performance specifications are contract management processes.
· Performance not aligned with aligned to levels of service.
Example of evaluation of procurement options AM objectives. Procurement and contract management
considered for recent major contracts. Procurement and contract performance processes are regularly audited and
management processes are in place and improvements identified. 30 50
Contract performance monitoring reports. regularly reviewed.

Levels of service are documented within contracts.

4.6 16 Continual How well does your organisation ensure that it A documented AM System Maturity Gap Assessment Required changes will not be Recognition of the need for AM Improvement actions identified and Current and future AM maturity assessed (gap As for core, plus: A regular cycle of audit and maturity assessment
Improvement continues to develop its asset management (current maturity of its AM people, processes, implemented, none of the AM improvement process, evident in allocated to appropriate staff and analysis) and used to identify improvement is undertaken with actions fed back into
capability towards an appropriate level of practices, data and technology compared to desired benefits will be realised. responses to review questions. progress monitored. actions. Formal periodic monitoring of the AM improvement planning.
maturity? maturity), and associated AM processes report and improvement plan is in place with reporting to
recommendations. Unable to demonstrate benefits Appropriate maturity has been defined for each appropriate levels of the organisation, at KPIs for monitoring the effectiveness of AM
of AM improvements to AM function. frequencies specified in the SAMP or AMP. improvement plan outcomes are reported.
The AM Improvement Plan, which will usually be a governance and leaders.
component of a SAMP (the corporate-wide Identified improvement actions collated from the Major improvement actions are managed within
improvement plan) and AMP (the more detailed The organisation will not learn maturity assessment and other relevant studies the organisation’s project management
activity-specific improvement plan). and adapt to changing and have been prioritised with input from framework.
circumstances. relevant staff and management.
A monitoring process for the Improvement Plan. Evidence of effective change management
Improvement plans identify timeframes, practices support AM Improvement Plan
Progress reports on AM Improvement Plan deliverables, resources and responsibilities and implementation. 50 70
implementation. are monitored by the AM team.
A formal audit and review framework is
Improvement plans are monitored. established.
 Section 3 Asset Management Maturity Assessment Tool (2020). Complete these four columns (K to O)
Maturity Levels
Portfolio:Enter Portfolio 2 Aware Basic Core Intermediate Advanced
Reason for scores (Curent and Target) Evidence to support score Improvement actions planned

Current Score
or underway

Appropriate
Implications/ risks of not achieving
IIMM Ref
Question

appropriate maturity

Target
0-20 21-40 41-60 61-80 81-100
Section Questions Evidence
Understanding and Defining Requirements
2.1 1 Analysing the How well does your organisation analyse its AM Policy. There is no clear leadership or The organisation demonstrates an A high-level, informal strategic analysis has been Governance and leadership expectations of the As for Core, plus: As for Intermediate, plus:
Strategic Direction strategic environment to understand potential understanding of AM expectations awareness of its external and internal carried out to determine major trends (strategic AM System are expressed through an approved
(AM Policy and AM implications and risks? AM Objectives (which should be documented in the and unclear organisational roles, strategic environment (evident in issues) influencing the delivery of AM, and the and AM Policy and AM Objectives. The AM Policy and Objectives have been Achievements against AM Objectives and delivery of
Objectives). SAMP or AMP). Corporate information such as a limiting AM progress and responses to interview questions). results documented. developed with demonstrable consideration of the AM Policy are regularly monitored and reported.
Note, while the AM How well does the organisation articulate its Strategic Plan outlining strategic goals and objectives achievement of AM benefits are not The AM policy and objectives cover all aspects of the implications of:
Objectives are often AM Policy and AM objectives in alignment and ‘environmental scan’ of external trends and achieved. Strategic organisational planning may be in place the asset lifecycle. The AM policy and objectives Regular environmental scans are in place to identify
documented in the with the organisation's strategic direction? influences. but not integrated with asset management. are being actively applied. · Analysis of the strategic context (internal, strategic changes implicating the AM System and
SAMP or AMP, these external, customer environment) analysed. required changes are managed through SAMP and AMP
planning documents The AM Objectives are aligned to organisational review processes.
are separately objectives. · Analysis of the asset portfolio to determine 5 85
assessed in 2.5 and fitness-for-purpose (current and future).
3.6.

2.2 2 Levels of Service How well does your organisation: The AMP has level of service statements and Increased risk of customer The organisation recognises the Customer Groups defined and requirements Customer groups needs or expectations are As for core, plus: As for intermediate, plus:
Framework performance measures with historic results and future dissatisfaction with services benefits of defining levels of service, informally understood. analysed and documented.
· determine the appropriate level of service for targets over the planning period. provided. but they are not yet documented or Service level options (with associated risks and A customer and stakeholder communications plan is in
Note, this function its customers? quantified (evident in responses to Some key performance measures have been Level of service statements cover a range of costs) have been presented to executive and place outlining processes for engaging with customers
defines the levels of AMP or SAMP summarises customer issues / Increased risk of failing to meet interview questions). defined for the activity. service attributes are: governance teams to support level of service and stakeholders, with evidence the plan is
service and · ensure that asset performance measures are expectations. defined level of service and decisions. implemented.
performance appropriate and aligned to those service performance expectations. · aligned with the organisational service planning
measures. The levels? Detailed evidence of the inputs into service levels such and performance management processes Levels of service are integral to decision making Key customers and stakeholders are presented with,
management and as service planning outputs, customer engagement Risk of delivering more than is and business planning, with evidence that AM and consulted on, significant service levels and options,
reporting of asset · Incorporate levels of service criteria into results. required at unnecessary cost to · periodically measured and reviewed strategies and decision frameworks are aligned to with key outcomes documented in the AMP.
performance data is decision making? customers. the levels of service framework.
included in 2.4. AM Performance Management Database containing Level of service and cost relationship underst
data on historic results and future targets for each Asset (technical) performance measures are
performance measure. · aligned and integrated with performance aligned to service (customer) performance 10 30
measures. measures.
The Communications Plan for engagement with
internal and external customers. Level of service and cost relationship understood
and described in the AMP.

2.3 3 Demand Forecasting How well does your organisation: The AMP: documented output of all maturity The organisation does not Future demand requirements Demand forecast trends based on Demand forecasts are based on relevant primary Demand forecasts are based on analysis of As for Intermediate, plus:
and Management statements with links to more detailed evidence such adequately predict and plan for generally understood but are not well knowledgeable staff. demand factors (e.g. population growth) and historic demand trends and all material demand
· forecast demand for its services? as population /demographic analysis. demand changes, possibly resulting documented (evident in responses to extrapolation of historic demand trends. factors. Risk assessment carried out for different demand
in service shortages, demand interview questions). Demand drivers are understood and described. scenarios with mitigation actions identified and
· assess the possible impact on its asset Demand information databases: containing constraints, unexpected funding Demand forecasts are presented in the AMP with A range of demand scenarios is developed (e.g. evaluated in determining the appropriate demand
portfolios? information on historic and projected demand requirements, reduced levels of Demand management strategies are being supporting assumptions. high/medium/low) and presented in the AMP forecast scenario for AM planning.
scenarios by network and/or facility. service. developed. with supporting assumptions.
· evaluate demand management options as Risk associated with demand change are broadly Sensitivity testing is carried out to determine
part of its network and/or project analysis? Future demand is consistently shown in long term Some basic demand information is being understood and documented in the AMP. Strategies to manage demand (demand confidence levels in demand forecasting scenarios.
planning documents. collected and monitored. management strategies, asset-responses) are
Strategies to manage demand (demand documented in the AMP with supporting Demand risks are included in organisational risk
Network strategies and /or project business cases management strategies, asset-responses) are evidence that costs and benefits have been registers.
demonstrate that Demand Management has been documented in the AMP. evaluated in determining the best strategy. 45 45
considered as an option to physical asset upgrades at a
network and major project level. Demand management is considered in Demand management is considered in all strategy
investment evaluations. and capital project decisions.

2.4 4 Asset Condition and How well does the organisation measure and An electronic asset register or registers containing the Data is not available to support AM The need for condition and Condition and performance information is based Adequate data and information is collected to A condition and performance monitoring strategy The condition and performance assessment strategy is
Performance report on the condition and performance of its information stated for each maturity level. Planning, resulting in: performance information is on knowledgeable staff and is described in the report current performance against levels of and programme is developed for all assets, with implemented and audited with a 5+year data history.
assets? understood but is not quantified or AM Plan. service. consideration of factors such as asset criticality,
The condition of assets, especially critical assets, is · reactive and non-optimal asset documented inherent risk, lifecycle and demand.
How well does the organisation monitor the measured and recorded against each asset. treatment approaches. Some asset condition and performance data is A condition and performance monitoring process
physical health of its network over time, in (evident in responses to interview collected but is not well-linked to defined levels is documented and followed for critical assets. Condition and performance information is
order to inform risk and investment decisions? · higher risk of unexpected asset questions). of service and performance measures. routinely captured and updated in line with the
failures. Condition and performance information is programme.
suitable to be used to plan and prioritise short
· Inefficient work practices (data is term maintenance and renewals. Future condition and performance information is
hard to access) modelled to assess whether levels of service can
Performance results are reviewed to identify be met in the long term. 45 65
areas failing to achieve targets.
Performance results are regularly evaluated to
determine appropriate responses.

2.5 5 The Strategic Asset How well does your organisation develop, SAMP. There is no clear framework or The organisation is aware of the The AM System is broadly understood in terms of The scope of the AM System is defined. As for Core, plus: A SAMP is in place, with content as per ISO 55002.
Management Plan communicate, resource and action its understanding of the AM System, concept of, and benefits of, a SAMP the assets and functions covered.
Strategic AM Plan? SAMP review and approval sign-offs. limiting AM progress and and AM System (evident in responses The links between organisational and AM The relationships and processes between the AM Formal review, audit and approvals processes are
Note, AM Objectives achievement of AM benefits. to interview questions). A process for the establishing the AM System has objectives are defined. System and other parts of the organisation are documented with evidence of implementation.
are often documented How effectively does the SAMP define the AM Where a SAMP isn’t developed, the required SAMP The organisation does not commenced. defined in the SAMP or equivalent document.
within the SAMP but System and link organisational and AM content may be in the AMP, Infrastructure Strategy, adequately predict and plan for The process for establishing and maintaining the
these are separately Objectives? Asset Strategy, Property Strategy, AM Systems Manual long term strategic changes, (though these aspects may not be documented AM System is developed (e.g. the AM Strategic issues and options have been analysed
assessed in 2.1. or other AM documents (as long as this is clearly possible resulting in unexpected in a ‘SAMP’). Improvement Plan). and prioritised and a long-term strategy has been
defined in a documented 'scope of the AM System'). funding requirements, reduced developed.
levels of service, increased asset Strategic issues have been identified and options
failures. developed. There is evidence that the SAMP is widely 0 70
communicated and is actively used to support
The above aspects are documented in the SAMP decision making .
or equivalent document.
A regular SAMP review and approvals process is
SAMP input from relevant teams and in place.
stakeholders (internal and external) occurs.

Developing Asset Management Lifecycle Strategies

 Section 3 Asset Management Maturity Assessment Tool (2020). Complete these four columns (K to O)
Maturity Levels
Portfolio:Enter Portfolio 2 Aware Basic Core Intermediate Advanced
Reason for scores (Curent and Target) Evidence to support score Improvement actions planned

Current Score
or underway

Appropriate
Implications/ risks of not achieving
IIMM Ref
Question

appropriate maturity

Target
0-20 21-40 41-60 61-80 81-100
Section Questions Evidence
3.2 6 Managing Risk and How well is risk management and resilience The risk / resilience section of the AMP, SAMP and/or Higher risk that AM objectives will Risk management is identified as a High level organisational risks are identified and An organisational risk management policy, As for core, plus: Asset risks are assessed for multiple failure modes.
Resilience planning integrated into your asset Asset Strategy. not be achieved (through multiple future improvement (evident in reported to management. framework and process is in place. An asset
management decision making? failures, critical asset failures). responses to interview questions). criticality framework has been developed and A resilience strategy has been developed (may be An ongoing programme of asset network and
Organisational risk management policy and Critical services and assets are understood and critical assets are recorded in the AMIS. part of the SAMP or AMP) and is being organisational resilience assessments are completed
framework. Sub-optimal investment – e.g.: too considered by staff involved in maintenance / implemented. with improvements identified and actively progressed.
much focus on non-critical assets or renewal decisions (evident in responses to Activity risks are identified in the risk register and
Risk register/s vice versa. interview questions). regularly updated and monitored. Systematic risk analysis and resilience Risk and resilience levels are quantified for the
considerations are incorporated into major organisation and risk mitigation options to close
Asset criticality and risk information in AMIS. Management strategies for highest risks and most decisions. identified gaps are evaluated.
critical assets are developed and documented (in
Risk and/or Resilience Plan. the AMP, risk management plan or similar). The risk register is regularly updated, actions Risk and resilience are integrated into all aspects of
monitored and reported to management. decision making. 35 45
Decision/business case frameworks The approach to managing asset network
resilience is described in the AMP or other Risk is managed, prioritised and escalated
supporting document. consistently across the organisation.

3.3 7 Operational Planning How well does the organisation plan and Operational and maintenance strategies and plans, Sub-optimal investment – e.g.: too Operational processes based on Operating plans are available for critical Operating plans are available for all operational As for core, plus: Decision frameworks (e.g. multi-criteria analysis,
manage its operations and maintenance including O&M manuals, incident / emergency / much focus on non-critical assets or historical practices but there is operational areas. areas. benefit-cost analysis) are used to prioritise and
activity to keep assets in service and meet AM business continuity plans. reactive maintenance vice versa, or awareness of opportunities to improve Operational objectives and intervention levels optimise expenditure across planned and unplanned
objectives? on new transformational and optimise operational activities. Operational scheduling is largely based on Incident and emergency management plans are in defined (aligned to AM Objectives) and results maintenance and renewals programmes.
Operations review reports (e.g. review of structure, investment as the expense of historic practices with adjustments to planned place. analysed to drive improvements.
logistical arrangements). maintaining existing assets. and unplanned maintenance frequencies based Continual review and improvement can be
on experienced staff and contractor knowledge. Operational support requirements have been A formal and regularly reviewed operational demonstrated for all operational processes.
Resource plans and schedules (or contract reviewed against good practice and are in place, planning process is in place.
specifications relating to this where outsourced). Operations organisational structure in place and including consideration of critical spares Reviews are undertaken after significant events and
roles assigned. requirements. Incident and emergency management plans are recommendations are implemented.
regularly tested.
Trends in planned and unplanned maintenance 95 100
and renewal activities are analysed and trade-offs Optimal planned and unplanned maintenance
considered in determining optimal maintenance and renewals programmes are established with
and renewal frequencies. analysis of operating cost, asset condition/
performance, risk and asset criticality.

3.4 8 Capital Works How well does the organisation plan and Capital Renewal strategies and plans Risk that planned capital projects Capital investment projects are There is a schedule of proposed capital projects Projects have been collated from a wide range of As for core, plus: As for intermediate, plus:
Planning prioritise capital expenditure, including will not meet renewal, level of identified during annual budget and renewal programmes based on historical sources (e.g. through reviews of asset
renewal programmes? Capital project databases / schedules (the ‘pipeline’). service or growth needs for the process. There is awareness of the costs and staff judgement of future performance, growth, risk management and A capital delivery / options evaluation framework Formal options analysis and business case development
activity. need for longer-term capital budgeting requirements. renewal analysis) and are collated into a project is in place and used consistently across the has been completed for significant major projects
Capital Renewal projects are supported by robust (evidenced in interviews). register. organisation. beyond 3 years.
Renewal models (spreadsheets or other predictive Renewals strategies are verbalised in interviews
modelling software) and reports but are not well documented. Projects are tracked (in a project register or Formal options analysis and business case Long-term capital investment programmes are derived
similar) through capital planning stages. development has been completed for major from advanced decision techniques such as predictive
Business cases CAPEX projects and programmes justified in AMP projects in the next three years. renewal and network modelling which evaluate level of
(high level) and supporting CAPEX database Short term capital projects are fully scoped service and cost scenarios.
Capital Improvement projects to increase service levels (detail). (including options analysis) and cost-estimated. Long term major capital projects are conceptually
are supported by robust evidence for service level identified and broad cost estimates are available.
requirements (e.g. safety or legislative change). Renewals programme is based on age and limited
condition data. A formal prioritisation framework is routinely 70 70
Capital Improvement projects to increase network applied to all capital projects and programmes
capacity are supported by robust evidence for The CAPEX programme is prioritised, based on (utilising a multi-criteria or benefit-cost
increased demand (e.g. from growth). agreed decision criteria, to rank the relative approach).
importance of capital projects and programmes.

3.5 9 Asset Financial How well does your organisation: Financial forecasts and documented assumptions and The organisation retains a short- Financial planning of asset related Asset related financial forecasts prepared for Depreciated replacement cost valuations aligned As for core, plus: As for intermediate, plus:
Planning and confidence levels (typically in the AMP). term view of financial requirements expenditure is largely an annual period appropriate to asset life expectancies. to asset information used in renewal forecasts.
Management · plan for asset-related expenditure and with risk of deferred backlog of budget process, but there is intention Long term asset funding options are regularly Advanced financial modelling includes sensitivity
funding? Asset revaluation reports. works and reduced levels of service. to develop longer term forecasts Financial budgets for separate operational and Asset expenditure categories are suitable to reviewed and evaluated with consideration of testing of assumptions, demonstrable whole of life
(evident in interviews). capital planning expenditure are prepared. enable AM costing / forecasting analysis. distribution of benefits (user pays), practicality, costing and cost analysis for level of service options.
· Revalue its assets and consider depreciation Asset replacement costing reports Risk that future customers are financial prudence and intergenerational equity.
in its funding strategy? faced with meeting generational Asset-related financial forecasts are aligned to A decision framework enables budgets, projects and
Financial indicators (e.g. financial sustainability funding shortfalls. operational and capital planning and forecasting Major expenditure proposals incorporate whole programmes to be optimised across all activity areas.
· Consider the whole of life cost of asset indicators). processes. of life costing.
investments? Lack of understanding of loss of Formal risk-based sensitivity analysis of financial
Financial policies (e.g. capitalisation). service potential (depreciation) Consequential OPEX for all new assets is included forecast scenarios is carried out.
leads to underfunding of renewals. in OPEX forecasts.
Expenditure forecasts are provided for all expensed Asset and financial data and reporting are fully 45 45
and capital expenditure types (e.g. operations, Asset and corporate long-term financial planning integrated or regularly reconciled.
maintenance, capital renewals and capital processes are aligned.
improvements)
Funding strategies are developed and
documented.

3.6 10 AM Plans (for the How well does your organisation develop, Portfolio Asset Management Plans (AMPs covering the Lack of documented evidence to Stated intention to develop AMPs A portfolio AMP contains basic information on Portfolio AMPs contain core content including As for core, plus: As for intermediate, plus:
Asset Portfolio and communicate, resource and action its asset whole network and activity). support long term financial (evident in responses to interview assets, service levels, planned works and asset information, levels of service, demand and
Assets) management plans? forecasts leading to: questions). financial forecasts and future improvements. lifecycle strategies linking to financial forecasts The Portfolio AMP is supported by Asset Class AMPs are managed as a ‘live’ document and updated
Asset Management Plans (for specific asset types). with key assumptions stated. AMPs, where appropriate. when significant changes signalled.
· risk that required funding will not The AMP may not cover all asset types or
(note the above may be within a single document). be provided services, may only have a short term focus, may AMPs are aligned with corporate long-term AMPs include confidence levels, detailed Formal review, audit and approvals processes are
be developed in isolation from organisational strategic and financial plans and objectives and significant assumptions and associated risks. documented with evidence of implementation.
Information Systems Strategic Plan (ISSP) · AM needs not being adequately planning, or may not be otherwise sufficiently are signed off by managers.
communicated and addressed mature for the organisation. AMPs are fully integrated with corporate long-
AMP main contributors or authors shown. AMP input from relevant teams and stakeholders. term financial planning process and iterations are
formally managed.
Review and approval sign-offs. Internal and external reviews occur.
AMPs are periodically updated, discussed and 40 45
Corporate long term financial plans. AMPs are updated in accordance with the AM approved by governance and leaders.
Policy / SAMP.
Minutes from meetings and workshops with
governance and leaders.

Asset Management Enablers

 Section 3 Asset Management Maturity Assessment Tool (2020). Complete these four columns (K to O)
Maturity Levels
Portfolio:Enter Portfolio 2 Aware Basic Core Intermediate Advanced
Reason for scores (Curent and Target) Evidence to support score Improvement actions planned

Current Score
or underway

Appropriate
Implications/ risks of not achieving
IIMM Ref
Question

appropriate maturity

Target
0-20 21-40 41-60 61-80 81-100
Section Questions Evidence
4.1 11 AM People and What is the level of organisational AM governance structure, team and role descriptions People will not have the authority, The organisation recognises the AM functions are carried out by small groups, but Regular ongoing AM coordination processes As for core, plus: As for intermediate, plus:
Leaders commitment to asset management? are in place. capability or capacity to manage benefits of an asset management AM is not embedded or coordinated across the established (e.g. a cross-divisional committee)
and improve the AM System and function within the organisation, but organisation. which support an integrated and consistent Leadership is involved in AM coordination (e.g. Formal documented assessment of AM capability and
How is this reflected in existing organisation Governance and Leadership communications. achievement of AM benefits has yet to implement a structure to approach across the organisation. membership on a regular AM Steering Group or capacity requirements to achieve AM objectives,
structure, responsibilities and resourcing of (described in Section 2.1) are not support it (evident in responses to separate AM Governance coordination group). regularly reviewed and recommendations incorporated
AM competencies? Internal Communications Plan (may be part of a achieved. interview questions). Position descriptions incorporate the main AM into AM Improvement Plan.
broader ‘Communications Plan’ required in Section roles and training is made available suitable to An internal AM communications and training plan
2.2) Staff are dissatisfied through lack of those roles. is in place and being implemented. Governance and Leadership demonstrably fulfills all the
role clarity, purpose and leadership requirements of ISO 55001: establishing
Capability and Capacity Assessment Report. support. Visible ownership and support of AM by Roles reflect AM System competency policy/objectives, resourcing, communicating,
governance and leadership and awareness of AM requirements (defined in SAMP or equivalent monitoring, supporting cross-functional collaboration
Evidence that recommendations from the above have Governance does not adequately purpose across most of the organisation (evident document) and are defined in all relevant position and promoting continual improvement of AM.
been progressed, e.g.: role revision, training. monitor asset risks, costs or through interviews). descriptions. 30 45
performance. The organisation
lacks adequate capability, capacity Demonstrable alignment between AM objectives,
and direction in AM practice. team and individual responsibilities.

4.2 12 Asset Data and How well does your organisation define its An electronic asset register or registers. Data is not available to support AM Asset information is not available. Basic physical asset information recorded (e.g. Sufficient information to complete depreciated As for core, plus: As for intermediate, plus:
Information asset data requirements? Planning, resulting in: location, size, type), but may be based on broad replacement cost valuation (physical attributes,
Information Strategy, or other document summarizing Awareness of need for asset assumptions or not complete. replacement cost and asset age/life) and to A reliable register of physical, financial and risk All asset data is accurate, consistent and reliable and is
What asset information does the organisation the asset information needs analysis. · reactive and non-optimal asset information (evident in responses to manage operational requirements for assets. attributes recorded. used to inform both short term and long-term decision
collect? treatment approaches. interview questions). making.
Asset data management procedures. Asset hierarchy, identification and attribute The Information strategy and data improvement
How does our organisation ensure the · higher risk of unexpected asset standards documented and programme are being actively monitored and Information on work history type and cost recorded at
information has the requisite quality Asset data is used to support asset decisions such as failures. implemented. Metadata held as appropriate. reported. an appropriate asset or component level to enable
(accuracy, consistency, reliability)? business cases and renewal forecasts. analysis.
Inefficient work practices (data is A formal information needs analysis has been The use of asset information in asset
The hierarchy, granularity and attributes of asset data hard to access) undertaken and an Information Strategy and data management planning and decision making is Systematic and fully optimised data collection
is adequate to support asset and financial planning. improvement plan developed. reviewed for effectiveness. programme with supporting metadata.
45 60
Asset data confidence or quality is shown in terms of Knowledge of asset criticality and risk supports Documented, systematic and audited data
data accuracy, completeness and currency. the regularity of data collection and updating. collection process in place based on a formal
information needs analysis.

4.3 13 Asset Management How well does your organisation ensure Information Systems Strategy Unable to support appropriate level Intention to develop an electronic Asset register capable of recording all core asset Industry-recognised AMIS or asset register system Financial, asset and customer service systems are All advanced AM functions are available, including
Information Systems appropriate information systems are in place of AM analysis, leading to non- asset register / AMIS (evident in attributes – capacity, type, size, material, etc. enables hierarchical asset capture and reporting integrated or able to be fully reconciled (to asset risk assessment, predictive maintenance and
(AMIS) and fit-for-purpose considering complexity of Information Systems specifications and user guides. optimal decisions, inefficient work responses to interview questions). to component level. provide a ‘single source of truth’ for all data). renewal modelling for different level of service
assets and AM maturity level required. practices. Asset information reports can be manually scenarios.
Information System reports. A financial fixed asset register may be generated for AM Plan input. AMIS enables live tracking of customer requests An information systems strategy for asset related
in place but only captures accounting linked to maintenance tasks. systems is implemented and regularly reviewed. Availability of 3D models to enable visual integration
data. Simple asset database in use (such as with data (e.g.: BIM/Digital Twin)
spreadsheet or Access database). AMIS provides basic AM reporting capability - AMIS has spatial mapping capability or interface.
condition / performance, renewal forecasts,
valuations. AMIS captures remote, ‘live’ data from operators.

The AMIS meets most user requirements More automated analysis and reporting on a
(functionality, reporting, usability). wider range of information.

AMIS provides renewal modelling capabilities 30 35

using factors such as age, condition, criticality and
performance.

4.4 14 AM Process How well does your organisation: Asset Management Plans (for some high-level AM Risks that processes are not being Awareness of need to formalise Simple AM process documentation in place for Critical AM processes are identified, documented, As for core, plus: As for intermediate, plus:
Management process documentation) followed leading to non-optimal systems and processes (evident in service-critical AM activities, covers operation, monitored and subject to review.
· Define and implement appropriate AM decisions, higher risks of asset or responses to interview questions). maintenance and renewal activities. All AM processes have been identified and AM processes are regularly reviewed and audited and
process documentation? SAMP or AM Systems Manual, outlining integration of operational failures, inefficient There is evidence that these critical AM processes prioritised. improvements implemented.
management systems and boundary conditions. work practices. are followed in practice.
· Review and improve AM processes? AM Process documentation implemented in ISO certification of processes to multiple standards for
Quality management systems (e.g. evidence of use of AM process interfaces with other teams and accordance with the AM System to appropriate large asset intensive organisations.
· Align AM processes with those in other process mapping tools, document management organisations, are defined and managed. level of detail, depending on process criticality
‘Management Systems’? systems and intranet). (including business process mapping or similar). AM System has been assessed and meets the
requirements of ISO 55001.
All internal management systems and cross- 35 70
departmental processes are aligned and Strong integration of all management systems and
managed. cross-departmental processes within the organisation.

4.5 15 Outsourcing and How well does your organisation: Internal Service Level Agreements · Higher contracting costs. Procurement and service delivery Service delivery and procurement practices Procurement strategy/policy in place. As for core, plus: All potential service delivery mechanisms reviewed and
Procurement practices are informal. clearly documented (internal and external), formal analysis carried out to identify best delivery
· procure assets and asset-related services like Network management contracts, and other types of · Balance of risk not understood, generally following historic approaches. Internal service level agreements (SLA) with the Risks, benefits and costs of various outsourcing mechanism.
maintenance and consumables for different contracts. risks of unintended cost coverage Organisation is aware of different primary internal service providers, and contracts and lease/buy options considered in determining
classes of assets? service delivery options (evident in for the primary external service providers, are in the service delivery approach.
Procurement strategy · Poor contractor performance. responses to interview questions). place.
· exercise control over outsourced asset Suitably qualified roles manage procurement and
management services? Tendering procedures. · Performance not aligned with AM Contract and SLA performance specifications are contract management processes.
objectives. aligned to levels of service.
Example of evaluation of procurement options Procurement and contract management
considered for recent major contracts. Procurement and contract performance processes are regularly audited and 30 50
management processes are in place and regularly improvements identified.
Contract performance monitoring reports. reviewed.

Levels of service are documented within contracts.

 Section 3 Asset Management Maturity Assessment Tool (2020). Complete these four columns (K to O)
Maturity Levels
Portfolio:Enter Portfolio 2 Aware Basic Core Intermediate Advanced
Reason for scores (Curent and Target) Evidence to support score Improvement actions planned

Current Score
or underway

Appropriate
Implications/ risks of not achieving
IIMM Ref
Question

appropriate maturity

Target
0-20 21-40 41-60 61-80 81-100
Section Questions Evidence
4.6 16 Continual How well does your organisation ensure that it A documented AM System Maturity Gap Assessment Required changes will not be Recognition of the need for AM Improvement actions identified and allocated to Current and future AM maturity assessed (gap As for core, plus: A regular cycle of audit and maturity assessment is
Improvement continues to develop its asset management (current maturity of its AM people, processes, implemented, none of the AM improvement process, evident in appropriate staff and progress monitored. analysis) and used to identify improvement undertaken with actions fed back into improvement
capability towards an appropriate level of practices, data and technology compared to desired benefits will be realised. responses to review questions. actions. Formal periodic monitoring of the AM planning.
maturity? maturity), and associated AM processes report and improvement plan is in place with reporting to
recommendations. Unable to demonstrate benefits of Appropriate maturity has been defined for each appropriate levels of the organisation, at KPIs for monitoring the effectiveness of AM
AM improvements to governance AM function. frequencies specified in the SAMP or AMP. improvement plan outcomes are reported.
The AM Improvement Plan, which will usually be a and leaders.
component of a SAMP (the corporate-wide Identified improvement actions collated from the Major improvement actions are managed within
improvement plan) and AMP (the more detailed The organisation will not learn and maturity assessment and other relevant studies the organisation’s project management
activity-specific improvement plan). adapt to changing circumstances. and have been prioritised with input from framework.
relevant staff and management.
A monitoring process for the Improvement Plan. Evidence of effective change management
Improvement plans identify timeframes, practices support AM Improvement Plan 50 70
Progress reports on AM Improvement Plan deliverables, resources and responsibilities and implementation.
implementation. are monitored by the AM team.
A formal audit and review framework is
Improvement plans are monitored. established.
Result Graphics
Portfolio 1 Enter Portfolio 1

Overall section results

0 20 40 60 80 100

21
Understanding and Defining
requirements 59

61
Developing Asset Management
Lifecycle Strategies 65

37
Asset Management Enablers
54

38
Overall score
58

Target Score
Current Score Score

Score
Overall results Score
0 20 40 60 80 100 Overall results
0 20 40 60 80
Analysing the Strategic Direction (AM Pol- 5
icy and Objectives) Analysing the Strategic Direction (AM Pol- 5
85 icy and Objectives)
8
Levels of Service Framework 10
Levels of Service Framework 10
30
30
45
Demand Forecasting and Management 45
45 Demand Forecasting and Management
45
45
Asset Condition and Performance 45
65 Asset Condition and Performance
65
The Strategic Asset Management Plan 0
The Strategic Asset Management Plan 0
70
70
35
Managing Risk and Resilience 35
45 Managing Risk and Resilience
45
95
Operational Planning
100 Operational Planning
70
Capital Works Planning 70
70 Capital Works Planning
70
45
Asset Financial Planning and Management Asset Financial Planning and Man- 45
45
agement 45
AM Plans (for the Asset Portfolio and 40
AM Plans (for the Asset Portfolio and 40
Assets) 45
Assets) 45
30
AM People and Leaders 30
45 AM People and Leaders
45
45
Asset Data and Information 45
60 Asset Data and Information
60
Asset Management Information Systems 30
Asset Management Information Systems 30
(AMIS) 35
(AMIS) 35
35
AM Process Management 35
70 AM Process Management
70
30
Outsourcing and Procurement 30
50 Outsourcing and Procurement
50
50
Continual Improvement 50
70 Continual Improvement
Target Score Current Score Target Score 70
Current Score

Asset Management Maturity Rating

Asset Management Maturity Rating

Analysing the Strategic Direction (AM Policy and Objectives)

Levels of Service Framework
Continual Improvement Analysing the Strategic Direction (AM Policy and Objectives)
Levels of Service Framewo
100 Continual Improvement
Outsourcing and Procurement Demand Forecasting and Management 100
Outsourcing and Procurement Demand Foreca

AM Process Management 50 Asset Condition and Performance

AM Process Management 50 Asset Con

The Strategic Asset Management Plan

Asset Management Information Systems (AMIS) 0 The Str
Asset Management Information Systems (AMIS) 0

Asset Data and Information Managing Risk and Resilience

Asset Data and Information Managin

AM People and Leaders Operational Planning

AM People and Leaders Operational Pla

AM Plans (for the Asset Portfolio and Assets) Capital Works Planning
Asset Financial Planning and Management AM Plans (for the Asset Portfolio and Assets) Capital Works Planning
Asset Financial Planning and Management

Current Score Target Score

Current Score Target Score
 Asset Management Maturity Rating
Asset Management Maturity Rating

Analysing the Strategic Direction (AM Policy and Objectives)

Levels of Service Framework
Continual Improvement Analysing the Strategic Direction (AM Policy and Objectives)
Levels of Service Framewo
100 Continual Improvement
Outsourcing and Procurement Demand Forecasting and Management 100
Outsourcing and Procurement Demand Foreca

AM Process Management 50 Asset Condition and Performance

AM Process Management 50 Asset Con

The Strategic Asset Management Plan

Asset Management Information Systems (AMIS) 0 The Str
Asset Management Information Systems (AMIS) 0

Asset Data and Information Managing Risk and Resilience

Asset Data and Information Managin

AM People and Leaders Operational Planning

AM People and Leaders Operational Pla

AM Plans (for the Asset Portfolio and Assets) Capital Works Planning
Asset Financial Planning and Management AM Plans (for the Asset Portfolio and Assets) Capital Works Planning
Asset Financial Planning and Management

Current Score Target Score

Current Score Target Score

Maturity Gap

0 10 20 30 40 50 60 70 80 90 100
Analysing the Strategic Direction (AM Policy and Objectives)

Demand Forecasting and Management

The Strategic Asset Management Plan

Operational Planning

Asset Financial Planning and Management

AM People and Leaders

Asset Management Information Systems (AMIS)

Outsourcing and Procurement

Understanding and Defining requirements

0 20 40 60 80 100

Analysing the Strategic Direction (AM Policy 5

and Objectives)
85

10
Levels of Service Framework
30

45
Demand Forecasting and Management
45

45
Asset Condition and Performance
65

0
The Strategic Asset Management Plan
70

Target Score Current Score Score

 45
Asset Condition and Performance
65

0
The Strategic Asset Management Plan
70

Target Score Current Score Score

Developing Asset Management Lifecycle Strategies Developing Asset Management Lifecycle Strategies
0 20 40 60 80 100 0 20 40 60 80

35 35
Managing Risk and Resilience Managing Risk and Resilience
45 45

95
Operational Planning Operational Planning
100

70 70
Capital Works Planning Capital Works Planning
70 70

45 45
Asset Financial Planning and Man-
Asset Financial Planning and Management agement
45 45

40 40
AM Plans (for the Asset Portfolio and AM Plans (for the Asset Portfolio and
Assets) 45 Assets) 45

Target Score Current Score Score Target Score Current Score Score

Asset Management Enablers

0 20 40 60 80 100

30
AM People and Leaders
45

45
Asset Data and Information
60

Asset Management Information Systems 30

(AMIS) 35

35
AM Process Management
70

30
Outsourcing and Procurement
50

50
Continual Improvement
70

Target Score Current Score Score

 Portfolio 2 Enter Portfolio 2

Overall section results

0 20 40 60 80 100

21
Understanding and Defining
requirements 59

61
Developing Asset Management
Lifecycle Strategies 65

37
Asset Management Enablers
54

38
Overall score
58

Target Score
Current Score Score

Score Score
Overall results Overall results
0 20 40 60 80 100 0 20 40 60 80

Analysing the Strategic Direction (AM Pol- 5 Analysing the Strategic Direction (AM Pol- 5
icy and Objectives) icy and Objectives)
85 85

Levels of Service Framework 10 Levels of Service Framework 10

30 30

45 45
Demand Forecasting and Management Demand Forecasting and Management
45 45

45 45
Asset Condition and Performance Asset Condition and Performance
65 65

The Strategic Asset Management Plan 0 The Strategic Asset Management Plan 0
70 70

35 35
Managing Risk and Resilience Managing Risk and Resilience
45 45

95
Operational Planning Operational Planning
100

70 70
Capital Works Planning Capital Works Planning
70 70

Asset Financial Planning and Man- 45 Asset Financial Planning and Man- 45
agement 45 agement 45

AM Plans (for the Asset Portfolio and 40 AM Plans (for the Asset Portfolio and 40
Assets) 45 Assets) 45

30 30
AM People and Leaders AM People and Leaders
45 45

45 45
Asset Data and Information Asset Data and Information
60 60

Asset Management Information Systems 30 Asset Management Information Systems 30

(AMIS) 35 (AMIS) 35

35 35
AM Process Management AM Process Management
70 70

30 30
Outsourcing and Procurement Outsourcing and Procurement
50 50

50 50
Target Score
Continual Improvement Target Score
Continual Improvement
70 70
Current Score Current Score

Asset Management Maturity Rating Asset Management Maturity Rating

Analysing the Strategic Direction (AM Policy and Objectives) Analysing the Strategic Direction (AM Policy and Objectives)
Levels of Service Framework Levels of Service Framework
Continual Improvement Continual Improvement
100 100
Outsourcing and Procurement Demand Forecasting and Management Outsourcing and Procurement Demand Forecasting

AM Process Management 50 Asset Condition and Performance AM Process Management 50 Asset Conditi

The Strategic Asset Management Plan The Strateg

Asset Management Information Systems (AMIS) 0 Asset Management Information Systems (AMIS) 0

Asset Data and Information Managing Risk and Resilience Asset Data and Information Managing Ris

AM People and Leaders Operational Planning AM People and Leaders Operational Plannin

AM Plans (for the Asset Portfolio and Assets) Capital Works Planning AM Plans (for the Asset Portfolio and Assets) Capital Works Planning
Asset Financial Planning and Management Asset Financial Planning and Management

Current Score Target Score Current Score Target Score

 Asset Management Maturity Rating Asset Management Maturity Rating

Analysing the Strategic Direction (AM Policy and Objectives) Analysing the Strategic Direction (AM Policy and Objectives)
Levels of Service Framework Levels of Service Framework
Continual Improvement Continual Improvement
100 100
Outsourcing and Procurement Demand Forecasting and Management Outsourcing and Procurement Demand Forecasting

AM Process Management 50 Asset Condition and Performance AM Process Management 50 Asset Conditi

The Strategic Asset Management Plan The Strateg

Asset Management Information Systems (AMIS) 0 Asset Management Information Systems (AMIS) 0

Asset Data and Information Managing Risk and Resilience Asset Data and Information Managing Ris

AM People and Leaders Operational Planning AM People and Leaders Operational Plannin

AM Plans (for the Asset Portfolio and Assets) Capital Works Planning AM Plans (for the Asset Portfolio and Assets) Capital Works Planning
Asset Financial Planning and Management Asset Financial Planning and Management

Current Score Target Score Current Score Target Score

Maturity Gap

0 10 20 30 40 50 60 70 80 90 100
Analysing the Strategic Direction (AM Policy and Objectives)

Demand Forecasting and Management

The Strategic Asset Management Plan

Operational Planning

Asset Financial Planning and Management

AM People and Leaders

Asset Management Information Systems (AMIS)

Outsourcing and Procurement

Understanding and Defining requirements

0 20 40 60 80 100

Analysing the Strategic Direction (AM Pol- 5

icy and Objectives)
85

10
Levels of Service Framework
30

45
Demand Forecasting and Management
45

45
Asset Condition and Performance
65

0
The Strategic Asset Management Plan
70

Target Score Current Score Score

 45
Asset Condition and Performance
65

0
The Strategic Asset Management Plan
70

Target Score Current Score Score

Developing Asset Management Lifecycle Strategies Developing Asset Management Lifecycle Strategies
0 20 40 60 80 100 0 20 40 60 80

35 35
Managing Risk and Resilience Managing Risk and Resilience
45 45

95
Operational Planning Operational Planning
100

70 70
Capital Works Planning Capital Works Planning
70 70

45 45
Asset Financial Planning and Man- Asset Financial Planning and Man-
agement 45 agement 45

40 40
AM Plans (for the Asset Portfolio and AM Plans (for the Asset Portfolio and
Assets) 45 Assets) 45

Target Score Current Score Score Target Score Current Score Score

Asset Management Enablers

0 20 40 60 80 100

30
AM People and Leaders
45

45
Asset Data and Information
60

Asset Management Information Sys - 30

tems (AMIS) 35

35
AM Process Management
70

30
Outsourcing and Procurement
50

50
Continual Improvement
70

Target Score Current Score Score

 Overall Results - Organisation

Overall section results

0 20 40 60 80 100

21
Understanding and Defining
requirements 59

61
Developing Asset Management
Lifecycle Strategies 65

37
Asset Management Enablers
54

38
Overall score
58

Target Score
Current Score Score

Score
Overall results
0 20 40 60 80 100

Analysing the Strategic Direction (AM Pol- 5

icy and Objectives)
85

Levels of Service Framework 10

30

45
Demand Forecasting and Management
45

45
Asset Condition and Performance
65

The Strategic Asset Management Plan 0

70

35
Managing Risk and Resilience
45

95
Operational Planning
100

70
Capital Works Planning
70

Asset Financial Planning and Man- 45

agement 45

AM Plans (for the Asset Portfolio and 40

Assets) 45

30
AM People and Leaders
45

45
Asset Data and Information
60

Asset Management Information Systems 30

(AMIS) 35

35
AM Process Management
70

30
Outsourcing and Procurement
50

50
Target Score
Continual Improvement
70
Current Score

Asset Management Maturity Rating

Analysing the Strategic Direction (AM Policy and Objectives)

Levels of Service Framework
Continual Improvement
100
Outsourcing and Procurement Demand Forecasting and Management

AM Process Management 50 Asset Condition and Performance

The Strategic Asset Management Plan

Asset Management Information Systems (AMIS) 0

Asset Data and Information Managing Risk and Resilience

AM People and Leaders Operational Planning

AM Plans (for the Asset Portfolio and Assets) Capital Works Planning
Asset Financial Planning and Management

Current Score Target Score

 Asset Management Maturity Rating

Analysing the Strategic Direction (AM Policy and Objectives)

Levels of Service Framework
Continual Improvement
100
Outsourcing and Procurement Demand Forecasting and Management

AM Process Management 50 Asset Condition and Performance

The Strategic Asset Management Plan

Asset Management Information Systems (AMIS) 0

Asset Data and Information Managing Risk and Resilience

AM People and Leaders Operational Planning

AM Plans (for the Asset Portfolio and Assets) Capital Works Planning
Asset Financial Planning and Management

Current Score Target Score

Maturity Gap

0 10 20 30 40 50 60 70 80 90 100
Analysing the Strategic Direction (AM Policy and Objectives)

Demand Forecasting and Management

The Strategic Asset Management Plan

Operational Planning

Asset Financial Planning and Management

AM People and Leaders

Asset Management Information Systems (AMIS)

Outsourcing and Procurement

Understanding and Defining requirements

0 20 40 60 80 100

Analysing the Strategic Direction (AM Pol- 5

icy and Objectives)
85

10
Levels of Service Framework
30

45
Demand Forecasting and Management
45

45
Asset Condition and Performance
65

0
The Strategic Asset Management Plan
70

Target Score Current Score Score

 45
Asset Condition and Performance
65

0
The Strategic Asset Management Plan
70

Target Score Current Score Score

Developing Asset Management Lifecycle Strategies

0 20 40 60 80 100

35
Managing Risk and Resilience
45

95
Operational Planning
100

70
Capital Works Planning
70

45
Asset Financial Planning and Man-
agement 45

40
AM Plans (for the Asset Portfolio and
Assets) 45

Target Score Current Score Score

Asset Management Enablers

0 20 40 60 80 100

30
AM People and Leaders
45

45
Asset Data and Information
60

Asset Management Information Sys - 30

tems (AMIS) 35

35
AM Process Management
70

30
Outsourcing and Procurement
50

50
Continual Improvement
70

Target Score Current Score Score

 Levels of Service Framework Demand Forecasting and Management Asset Condition and Performance The Strategic Asset Management Plan Managing Risk and Resilience Operational Planning Capital Works Planning
Analysing the Strategic Direction (AM Policy and Objectives)

0 20 40 60 80 100 0 20 40 60 80 100 0 20 40 60 80 100 0 20 40 60 80 100 0 20 40 60 80 100 0 20 40 60 80 100 0 20 40 60 80 100 0 20 40 60 80 100

Overall Organisation Overall Organisation Overall Organisation Overall Organisation Overall Organisation Overall Organisation Overall Organisation Overall Organisation

Enter Portfolio 1 Enter Portfolio 1 Enter Portfolio 1 Enter Portfolio 1 Enter Portfolio 1 Enter Portfolio 1 Enter Portfolio 1 Enter Portfolio 1

Enter Portfolio 2 Enter Portfolio 2 Enter Portfolio 2 Enter Portfolio 2 Enter Portfolio 2 Enter Portfolio 2 Enter Portfolio 2 Enter Portfolio 2

Appropriate Appropriate Appropriate Appropriate Appropriate Appropriate Appropriate

Appropriate Score Score Score Score Score Score Score
Score Target Target Target Target Target Target Target
Target
Current Score Current Score Current Score Current Score Current Score Current Score Current Score
Current Score