Social Complexity and Systems Intelligence in Asset Management Systems

Author(s):  
Ricardo Peculis ◽  
Tieling Zhang ◽  
Richard Dwight
2021 ◽  
Vol 6 (2) ◽  
pp. 18
Author(s):  
Alireza Sassani ◽  
Omar Smadi ◽  
Neal Hawkins

Pavement markings are essential elements of transportation infrastructure with critical impacts on safety and mobility. They provide road users with the necessary information to adjust driving behavior or make calculated decisions about commuting. The visibility of pavement markings for drivers can be the boundary between a safe trip and a disastrous accident. Consequently, transportation agencies at the local or national levels allocate sizeable budgets to upkeep the pavement markings under their jurisdiction. Infrastructure asset management systems (IAMS) are often biased toward high-capital-cost assets such as pavements and bridges, not providing structured asset management (AM) plans for low-cost assets such as pavement markings. However, recent advances in transportation asset management (TAM) have promoted an integrated approach involving the pavement marking management system (PMMS). A PMMS brings all data items and processes under a comprehensive AM plan and enables managing pavement markings more efficiently. Pavement marking operations depend on location, conditions, and AM policies, highly diversifying the pavement marking management practices among agencies and making it difficult to create a holistic image of the system. Most of the available resources for pavement marking management focus on practices instead of strategies. Therefore, there is a lack of comprehensive guidelines and model frameworks for developing PMMS. This study utilizes the existing body of knowledge to build a guideline for developing and implementing PMMS. First, by adapting the core AM concepts to pavement marking management, a model framework for PMMS is created, and the building blocks and elements of the framework are introduced. Then, the caveats and practical points in PMMS implementation are discussed based on the US transportation agencies’ experiences and the relevant literature. This guideline is aspired to facilitate PMMS development for the agencies and pave the way for future pavement marking management tools and databases.


2010 ◽  
Vol 31 (1) ◽  
pp. 125-141 ◽  
Author(s):  
Pekka Aula ◽  
Kalle Siira

Abstract The purpose of the present article is to examine the prevailing model of systematic organizational conflict management from an organizational communicative perspective and to suggest directions for improvement. Particularly the model of conflict management system (CMS) is examined at the macro-level from the novel theoretical perspective of social complexity augmented with an interpretive view of organizational communication. Specifically two models – the dual function of communication and the arena model – are utilized to illustrate weaknesses and points of development in traditional CMS thinking. CMS was found to represent a rather limited vision of contemporary conflict management. It is rooted in a mechanistic view of organizational communication, which, we assert, is problematic from the organizational conflict management perspective, both theoretically and practically. The differences between CMS and social complexity approaches are identified, and a fresh framework for strategic conflict management is introduced.


Author(s):  
Joseph A. Guerre ◽  
William E. Robert ◽  
Alison Bradbury ◽  
Michael Goodale

The Ministry of Transportation of Ontario (MTO), Canada, is currently implementing an asset management business framework (AMBF). The AMBF provides the ministry with an ambitious blueprint for incorporating asset management concepts into its existing business processes. A key component in the AMBF is the ability to integrate results from the ministry's existing management systems. In support of the AMBF, MTO has developed a prototype executive support system (ESS). The ESS is a what-if analysis tool that predicts network performance over time using data from the ministry's pavement and bridge management systems. It enables decision makers to evaluate the relationship between performance and budget and to view results by region, corridor, or functional class. This paper presents the analytical approach used to develop the ESS and describes how it was implemented by MTO. The ESS uses a candidate-based approach to system integration, which enables the integration of any management system capable of generating work candidates and estimating their impact on a defined set of performance measures. The ESS brings together data from these systems and performs an additional level of cross-asset economic optimizations, taking into account user-defined operating assumptions. Although much work has recently been done on the integration of pavement and bridge systems, the objective of this paper is to present a practical example implemented by MTO.


2016 ◽  
Vol 11 (4) ◽  
pp. 822-828
Author(s):  
Y. Abe ◽  
T. Mizutani

Sendai Wastewater Utility acquired the first certification of ISO55001 in Japan at March 2014. ISO55001 is the international standard for asset management systems and was published in January 2014. During the process towards certification, the maturity assessment, internal audit and certification exam based on ISO55001 were all executed. It was possible, therefore, to compare the three methods, and recognize their strengths and weaknesses. The methods complement each other when implemented simultaneously.


2007 ◽  
Vol 16 (0) ◽  
pp. 331-343
Author(s):  
Kouji YAMAMOTO ◽  
Kazuya AOKI ◽  
Kiyoshi KOBAYASHI

Author(s):  
Luis Sanchez Graciano ◽  
Hernan Paz ◽  
Mirek Urednicek

This paper describes the work that was undertaken to re-qualify the Cactus-Guadalajara LPG pipeline for a higher MAOP without taking the pipeline out of service for a hydrostatic test. It demonstrates how geo-positioning technology, high-resolution in-line inspection, and data management systems can be successfully utilized for such project, even when the record-keeping associated with previous pipeline repairs has been deficient. By establishing a geo-referenced pipeline asset management system that integrates physical asset description, operational data, internal inspection and pipeline repair data, a sound foundation has been created for the future integrity management of this pipeline.


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