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Asset Management – The right solution at the right time

Asset Management – The right solution at the right time. Asset Management at PennDOT Reorganization, Self Assessment, Gap Analysis Asset Management Conference Peer Exchange San Diego, CA April 19th, 2012. Asset Management at PennDOT. Reorganization, Self Assessment, Gap Analysis

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Asset Management – The right solution at the right time

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  1. Asset Management – The right solution at the right time Asset Management at PennDOT Reorganization, Self Assessment, Gap Analysis Asset Management Conference Peer Exchange San Diego, CA April 19th, 2012

  2. Asset Management at PennDOT • Reorganization, Self Assessment, Gap Analysis • Communication • Reorganization • Self Assessment • Gap Analysis • Next Steps • Melissa Batula, P.E. • Chief, Asset Management Division • Bureau of Maintenance and Operations • Pennsylvania Department of Transportation • mbatula@pa.gov 2

  3. Pennsylvania - Organization • 11 District Offices + Central Office

  4. Asset Management – Challenges • Aging Infrastructure • Size - Large State Network • 40,0000 miles roads • 25,000 bridges (>8’) • Large Local Network • 80,000 miles roads • 6,100 + local bridges (>20’) • Climate – Freeze/Thaw • Usage – Heavy Truck • Large Customer Base (Transportation user) 4

  5. Communication – Planning Partners • 23 Planning Partners (MPOs/RPOs) • [67 Counties]

  6. Asset Management - Communication • Communicating Need • 26 Planning Partners • Funding Needs far outweigh available funding – must focus on existing assets • Roles: Department/Planning Partners jointly responsible to manage assets • Knowledge of existing assets and condition • Summary of annual funding needs • Managed expectations - Shared Goals • Tools for identifying candidates • Annual Performance Report 6

  7. Annual Performance Measures Report Performance Measures Annual Reports - Bridges

  8. Annual Performance Measures Report Performance Measures Annual Reports - Pavements

  9. Reorganization 9

  10. Reorganization: Asset Management Division 10

  11. Reorganization: Asset Management Division Bureau of Maintenance and Operations Bureau of Project Delivery Center for Program Development Bridge Inspection and Management Bridge Asset Management Roadway Management

  12. Asset Management Division Division Focus: Develop/strengthen policies and procedures to support strong asset management approach. • System (Network) Level • Performance/Functionality - Safe efficient movement of people and goods • Program Level • Allocating available resources to meet performance levels • Asset Level • Optimize asset performance

  13. Asset Management Implementation Initial Steps: • Establish Steering Committee • Quarterly review meetings, primarily comprised of Executive Staff promoting AM • Establish Working Group • Group of technical experts to develop AM policies and implement 3. Develop Roadmap for Improvement • Consultant Assistance • Experience with Asset Management Best Practices [GHD, Incorporated] • Self Assessment • Gap Analysis • Implementation Plan

  14. Self Assessment (February 2012) • Self-Assessment Approach • Primarily Focused on Executive Staff • Two District Executives for Regional Perspective • Deputy Secretary, Highway Admin • Bureau Directors, Planning, Project Delivery, Mainenance/Ops • Bridges, Pavement Groups • Format – 2-3 hour interviews (primarily individuals)

  15. Self Assessment (February 2012) • Self-Assessment – Discussion Areas • Policy- Investigating how organizational policy will benefit from asset management practices; • Planning and Programming – to understand how planning and programming reflect good asset management practices within the organization; • Risk Performance- to develop an understanding of how PennDOT classifies risk and procedures used to mitigate risk within the organization; • Capital Process and Validation – to understand how projects are selected and validated within the budgeting process; • Project Delivery and Management- to better understand if project delivery strategies are being implemented; and • Data Collection and Decision Support- to focus on the methods by which the organization collects data, as well as the resources used to support the data collected for making investment decisions.

  16. Self Assessment (February 2012) • Self-Assessment Results • Established baseline for future reference • Identified areas of Consensus • Identified areas for further exploration (gap anaylsis) • Identified areas for improved communication/understanding • Provided opportunity for Benchmarking • Platform for Communication of Expectations

  17. Self Assessment (February 2012) • Gap Analysis (March/April 2012) • Format – 2 or 4 hour Group Sessions • Bridge Group (4 hours – face to face • Pavement Group (4 hours – face to face) • ITS/Signals (4 hours – face to face) • Ancillary Structures (4 hours – face to face) • Fleet Management (4 hours – face to face) • Highway Appurtenances (4 hours – face to face) • Data systems – 2 hours each, web-ex participation • BMS, RMS, MPMS, ECMS, GIS, SAP • Follow-up Sessions • Organizational Group • Planning/Programming • Pennsylvania Turnpike

  18. Gap Analysis • Discussion Areas • Setting Direction setting long term direction for assets • Planning and Programming – development of long-term, financially constrained work programs • Preparation – planned work programs for specific work instances • Implementation – scheduling delivering asset related work • Asset Monitoring- monitoring and reviewing physical assets/performance • Management Review- activities pertaining to compliance review and risk assessment management and ensuring continuous improvement • People and Organization – capabilities and structure for managing assets • Data and Information – information systems for inventory and management of assets • Technology

  19. Gap Analysis • Discussion Areas • Setting Direction • Planning and Programming • Preparation • Asset Monitoring- • Management Review- • People and Organization • Data and Information – • Technology

  20. Gap Analysis • Gap Analysis – Challenges • Composition Balancing technical staff vs. decision making participation • PennDOT approach – initial sessions with technical staff, follow-up sessions with decision makers • Scheduling – Requires large staff commitment • PennDOT approach – Identified crucial sessions with specific participation requested additional participation at discretion of District • Format – balance ideal “face-to face” sessions with travel expenses and time commitments • PennDot approach - Face-to-face for 4 hour sessions (mid-day meetings to allow for travel). Web-ex participation for shorter sessions. • Relative Sessions – keeping session questions relative to audience • PennDot approach – Each session included only part of Gap Analysis questions • Value Added – Maintaining meaningful participation and ensuring not just a scoring exercise • PennDot approach – Session discussions even more valuable than actual scoring

  21. Wrap-Up • Communication Efforts • Reorganization • Self Assessment • Gap Analysis Next Step: Implementation Plan • Requirements for Enterprise AM system • Develop PennDOT Asset Management Plan

  22. Questions?

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