SAMP Case Studies
Miniseries on Strategic Asset Management Plans
Asset Management Framework (AMF) Journal entry earlier this week was on Strategic Asset Management Plan (SAMP) Case Studies in the US Federal government. This builds on the following earlier entries:
This entry:
Defines what a SAMP is and what one is supposed to do,
Details US Federal requirements for a built infrastructure SAMPs,
Highlights key features and benefits of effective SAMPs, and
Identifies dozens of leading SAMP like examples
The opening salvo is:
What is a SAMP and What it Needs to Do
A SAMP is the wheelhouse, the command-and-control center for how an organization manages its built infrastructure portfolio. It defines what is covered, what is important, and what needs to be done to built infrastructure for the organization to be successful. It justifies budgets and establishes the business case and strategy for coordinating capital, maintenance and repair (M&R), and operations and maintenance (O&M) programs. The SAMP is also the principal means of communicating plans of action and providing stakeholder assurances that built infrastructure will be ready to support operations and production when, where, and how needed.
What the SAMP needs to do is organize this information so that it is understandable to many different constituents, stakeholders, and decision makers.
A SAMP’s purpose is to clearly state:
The organizational objectives and performance levels that will be enabled through built infrastructure capital, M&R, and O&M program execution covering the costs and commitments to deliver these performance levels.
The projects, products, and services that will be delivered through built infrastructure capital, M&R, and O&M program execution.
How built infrastructure capital, M&R, and O&M programs will be executed and coordinated covering priorities, sequence, level of effort, delivery times, risk mitigation, and contingency plans.
Budget justification for built infrastructure capital, M&R, and O&M program execution and the business case for continuing, discontinuing, or making new investments.
In doing so, the SAMP must explain how capital, M&R, and O&M programs will be executed and coordinated (who, what, where, when, and why), and define how value will be delivered relevant to how value is defined and measured by involved stakeholders.
This requires many documents and analyses; many produced under separate covers. For example, budget submissions, prioritized project lists, and assurances for program execution may be generated through different management activities and shared with different stakeholders, but all are elements of the SAMP. But in all cases, there must be a single convening strategy that is signed by the organization’s top executive authority that recognizes each, clarifies their relationships, and states commitment to their achievement.
…And this is what a SAMP is and does.
The balance of the article is available to AMP Partner level subscribers. It shows, the state-of-the-art in US Federal built infrastructure SAMP development calling out four leading examples that come very close to meeting ISO 55000/1 and OMB Circular A-11 requirements and expectations for SAMP development. It then identifies elements of an effective SAMP that can transform built infrastructure from an overhead expense to a mission enabling, value generating capability.