PAS 55-2-2008 Asset Management nPart 2 Guidelines for the application nof PAS 55-1《资产管理 第2部分 PAS 55-1的适用指南》.pdf

《PAS 55-2-2008 Asset Management nPart 2 Guidelines for the application nof PAS 55-1《资产管理 第2部分 PAS 55-1的适用指南》.pdf》由会员分享，可在线阅读，更多相关《PAS 55-2-2008 Asset Management nPart 2 Guidelines for the application nof PAS 55-1《资产管理 第2部分 PAS 55-1的适用指南》.pdf（72页珍藏版）》请在麦多课文档分享上搜索。

1、PUBLICLY AVAILABLE SPECIFICATION PAS 55-2:2008Asset ManagementICS code: 03.100.01NO COPYING WITHOUT BSI PERMISSION EXCEPT AS PERMITTED BY COPYRIGHT LAWPart 2: Guidelines for the application of PAS 55-1www.theIAM.orgLicensed Copy: Wang Bin, ISO/EXCHANGE CHINA STANDARDS, 07/01/2009 01:14, Uncontrolled

2、 Copy, (c) BSIPAS 55-2:2008 BSI September 2008iPublishing and copyright informationThe BSI copyright notice displayed in this document indicates when the documentwas last issued.The following BSI references relate to the work on this standard:Publication historyFirst published as Part 1 and Part 2,

3、April 2004First (present) edition as Part 1 and Part 2, September 2008This Publicly Available Specification comes into effect on 15 September 2008. BSI September 2008ISBN: 978 0 580 50976 6AcknowledgementThe development of this Publicly Available Specification (PAS) has been led by the Institute of

4、Asset Management (IAM), in collaboration with the British Standards Institution (BSI), with theassistance of the following co-operating organizations and individuals: John Woodhouse Project Chairman, IAM Aled WilliamsNational Grid Dr Navil ShettyAtkins Mike DixonEDF Energy Prof Steven MaleUniversity

5、 of Leeds Rhys DaviesLloyds RegisterDevelopment team Moss Mustafa Ursula Bryan National Grid Peter Jay The Woodhouse Partnership Alex Thomson The Woodhouse Partnership AMCL AMT-Sybex Atkins Atlantic LNG Co of Trinidad The Foreword and Introduction have been revised; Figure 1 has been transferred and

6、 adapted from PAS 55-2:2004; Figures 2, 4 and 6 have been revised and Figures 3and 5 are new; New definitions have been added, and existingdefinitions revised; Asset management objectives and asset managementtargets are now jointly referred to as assetmanagement objectives, and their definition hasb

7、een revised accordingly (see 3.5); The section on Asset management plan(s) (see 4.3.3)has been extended to more clearly identify therequirements for optimizing plans and theinteraction between life cycle phases; The requirements for emergency preparedness andresponse have been extended to include co

8、ntinuityplanning and the section has been renamed“Contingency planning” (see 4.3.4); A new section “Asset management enablers andcontrols” (see 4.4) has been created to consolidatethe generic requirements of: structure, authority andresponsibilities; training awareness and competence;communication,

9、participation and consultation; assetmanagement system documentation; informationmanagement; risk management; legal and otherrequirements; and management of change; New requirements have been introduced forCommunication, participation and consultation(see 4.4.4); Information management (see 4.4.6) b

10、rings togetherthe requirements of the previous clauses for“Document, data and information control” and“Asset management information system”; Licensed Copy: Wang Bin, ISO/EXCHANGE CHINA STANDARDS, 07/01/2009 01:14, Uncontrolled Copy, (c) BSIPAS 55-2:2008 BSI September 2008iv Management of change is d

11、iscussed in a separateclause (see 4.4.9); The requirements in the former “Operationalcontrol” have been divided between“Implementation of asset management plan(s)”,“Management of change” and “Asset managementsystem documentation”; “Implementation of asset management plan(s)” hasbeen expanded to addr

12、ess the Life cycle phases ofmanaging assets (see 4.5); New requirements for Evaluation of compliance havebeen introduced (see 4.6.3); “Checking and corrective action” has been renamed“Performance assessment and improvement” (see 4.6), with the structure for the sub-clausesadapted from those describe

13、d in PAS 99 and ISOGuide 72; and New requirements have been introduced forManagement review (see 4.7). In addition to the above changes made to PAS 55-1:2004, the revision of PAS 55-2:2004 introduces thefollowing principal changes: The Introduction has been revised; Figures 1, 2 and 3 from PAS 55-2:

14、2004 have beenrevised and now appear as Figure 1, 2 and 4 in PAS 55-2:2008. Figures 3 and 5 are new additions to PAS 55-2:2008; New guidance has been introduced for Contingencyplanning (see 4.3.4); and New guidance for Evaluation of compliance has beenintroduced (see 4.6.3).Presentational convention

15、sThe requirements of PAS 55-1 are reproduced inoutlined boxes. Explanatory guidance, commentary on,and general information about, these requirements ispresented in roman (i.e. upright) type. Supplementarynotes and further guidance are presented in smaller,italics font.The word “should” is used to ex

16、press recommendationswithin PAS 55-2. The word “may” is used in the text toexpress permissibility, e.g. as an alternative to theprimary recommendation of the clause. The word“can” is used to express possibility, e.g. a consequenceof an action or an event.Notes and commentaries are provided throughou

17、t thetext of this PAS. Notes give references and additionalinformation that are important but do not form partof the recommendations. Commentaries givebackground information.Contractual and legal considerationsThis publication does not purport to include all thenecessary provisions of a contract. Us

18、ers are responsiblefor its correct application.Compliance with this PAS cannot confer immunityfrom legal obligations.Licensed Copy: Wang Bin, ISO/EXCHANGE CHINA STANDARDS, 07/01/2009 01:14, Uncontrolled Copy, (c) BSIPAS 55-2:2008 BSI September 2008v0 IntroductionPAS 55-1 defines asset management as:

19、systematic and coordinated activities and practicesthrough which an organization optimally andsustainably manages its assets and asset systems,their associated performance, risks and expenditures over their life cycles for the purpose of achieving its organizational strategic planThis definition of

20、asset management represents asignificantly greater scope than just the maintenanceor care of physical assets, and is closer to the centralpurpose of an organization. Good asset management0.1 What is asset management?considers and optimizes the conflicting priorities of asset utilization and asset ca

21、re, of short-termperformance opportunities and long-termsustainability, and between capital investments andsubsequent operating costs, risks and performance.“Life cycle” asset management is also more than simply the consideration of capital costs and operatingcosts over pre-determined asset “life” a

22、ssumptions.Truly optimized, whole life asset management includes risk exposures and performance attributes,and considers the assets economic life as the result of an optimization process (depending upon thedesign, utilization, maintenance, obsolescence andother factors).Licensed Copy: Wang Bin, ISO/

23、EXCHANGE CHINA STANDARDS, 07/01/2009 01:14, Uncontrolled Copy, (c) BSIintegratedsustainableholisticsystematicsystemicrisk-basedoptimalPAS 55-2:2008 BSI September 2008viAsset management is an holistic view and one that can unite different parts of an organization togetherin pursuit of shared strategi

24、c objectives. PAS 55-1identifies key principles and attributes of successfulasset management (see Figure 1). These can beexplained as follows: holistic: looking at the whole picture, i.e. thecombined implications of managing all aspects (this includes the combination of different assettypes, see Fig

25、ure 3, the functional interdependenciesand contributions of assets within asset systems, seeFigure 4, and the different asset life cycle phases and corresponding activities), rather than acompartmentalized approach; systematic: a methodical approach, promotingconsistent, repeatable and auditable dec

26、isions and actions; systemic: considering the assets in their asset systemcontext and optimizing the asset systems value(including sustainable performance, cost and risks)rather than optimizing individual assets in isolation; risk-based: focussing resources and expenditure, and setting priorities, a

27、ppropriate to the identifiedrisks (see 4.4.7) and the associated cost/benefits; optimal: establishing the best value compromise (see 4.3.3.2) between competing factors, such asperformance, cost and risk, associated with the assetsover their life cycles; sustainable: considering the long-term consequ

28、encesof short-term activities to ensure that adequateprovision is made for future requirements andobligations (such as economic or environmentalsustainability, system performance, societalresponsibility and other long-term objectives); integrated: recognizing that interdependencies andcombined effec

29、ts are vital to success. This requires acombination of the above attributes, coordinated todeliver a joined-up approach and net value.Figure 1 Key principles and attributes of asset management 0.2 Dimensions of joined-up asset managementLicensed Copy: Wang Bin, ISO/EXCHANGE CHINA STANDARDS, 07/01/20

30、09 01:14, Uncontrolled Copy, (c) BSIPAS 55-2:2008 BSI September 2008vii0.3 Enablers for good asset managementThe following enabling elements are also considered to be essential for the successfulimplementation of these principles: an organizational structure that facilitates theimplementation of the

31、se principles with cleardirection and leadership; staff awareness, competency, commitment andcross-functional coordination; adequate information and knowledge of assetcondition, performance, risks and costs, and theinterrelationships between these.PAS 55-1 indicates that good asset managementrequire

32、s coherent direction and guidance from top management and delivery by appropriatelyempowered and competent employees. Unless a clearly articulated organizational direction and set ofpriorities are provided, it is very difficult to determinehow best to manage the assets. Conflicting prioritiesand mes

33、sages, and/or the lack of staff understandingof such aspirations, or the lack of cross-functionalcollaboration to deliver them, can lead to inefficientand ineffective working and wasted effort andresources, as well as considerable frustration and de-motivation. For some organizations this may requir

34、ea change in culture, new behaviours and ways ofthinking. There are, therefore, a number of important“enablers” for good asset management (explainedfurther in 4.4). These have a significant influence onthe effectiveness and efficiency of an assetmanagement system and include: structure, authority an

35、d responsibilities; outsourcing of asset management activities; training, awareness and competence; communication, participation and consultation; asset management system documentation; information management; risk management; legal and other requirements; management of change.0.4 Decision making in

36、 asset managementGood decision making is also vital in joined-up assetmanagement. This requires adequate informationabout the assets and their associated strengths,weaknesses, opportunities and threats. In particular, it is important to understand the relationship betweenasset management activities

37、and their actual orpotential effect upon short-term and long-term costs,risks, performance and asset life cycles (or asset systemsustainability). Only then can informed decisions bemade about the optimal mix of life cycle activities (suchas design/selection, acquisition/construction, utilization,mai

38、ntenance, renewal, modification/enhancement,decommissioning or disposal). In many organizations,there are will be more potential tasks to carry out thanresources, time or budgets will permit. The continuousoptimizing and prioritizing of tasks and plans are away of life for such organizations. There

39、are numerous tools and methodologiesassociated with asset management that are widelyavailable and employed by organizations. Such toolsinclude value engineering, life cycle costing, reliabilitycentred maintenance, risk based inspection, totalproductive maintenance, cost/risk optimization, etc.Howeve

40、r, it is essential for organizations to recognizethat good asset management cannot be achievedsuccessfully through the use of these tools alone, and no single such tool can address, control or solve all the problems. 0.5 Asset-related risksWhere possible, performance requirements andsignificant risk

41、s, such as asset failure, need to bequantified in financial terms to enable like-for-likecomparison and for the associated expenditure to be set accordingly. For example, in some instances itcould be more cost effective to allow an asset to run to failure, whilst in other cases an increase inmainten

42、ance expenditure or capital investment mightbe more appropriate. It is not always possible to placea direct monetary value on the risks or performanceassociated with asset related expenditure. However,organizations can do so indirectly by turning thequestion around and asking, for example, “Whatwoul

43、d we be prepared to pay to avoid harm to ourreputation?”. 0.6 SustainabilitySustainable development is an increasingly importantconsideration within this overall context. In thisrespect, sustainable development is concerned withensuring an appropriately long-term approach toeconomic activity, enviro

44、nmental responsibility andsocial progress. This is set out more fully in BS 8900. The reasons for this increasing importance can befound in the strong links between effective assetmanagement and long-term sustainability in severalmanifestations: Effective management of a nations infrastructure isan

45、underlying component of successful economies.Without appropriate development of thisLicensed Copy: Wang Bin, ISO/EXCHANGE CHINA STANDARDS, 07/01/2009 01:14, Uncontrolled Copy, (c) BSIPAS 55-2:2008 BSI September 2008viiiinfrastructure over time, the economy will suffer. Asset managing organizations c

46、an have a hugeimpact on the environment. This is true from theviewpoint of the raw materials they consume(whether it is water resources, fossil fuels or otherraw materials used) or the emissions released in theconstruction and operation of these assets (both inthe form of waste materials and greenho

47、use gasesthat may contribute to climate change). Physical infrastructure assets provide a foundationstone of societal development, delivering power andwarmth, water and sanitation, and the buildingstructures and transport links that allow society toflourish. As such, physical assets are a key enable

48、r for many social structures. Much of this infrastructureis of long life and delivers service from onegeneration to the next, helping to ensure that these societal structures are enduring.0.7 Asset management challenges In order to achieve its organizational strategic plan and provide the assurance

49、its stakeholders seek, anorganization needs to ask, and to be able to answer,the following key questions: Do we know what (existing) assets we have, wherethey are, what condition they are in, what functionthey perform and their contribution to value? Do weknow the quality of this information? Do we know what we want from our assets in theshort, medium and long-term? Can our assets deliver our asset managementobjectives cost effectively? Are we getting the most value from our assets? (Howcould we get mor