Conceptual Framework for Defining and Developing an Integrated Asset Management System

2003 ◽  
Vol 1848 (1) ◽  
pp. 37-44
Author(s):  
John J. Shufon ◽  
Louis H. Adams
Keyword(s):  
New York ◽  
Asset Management ◽  
Management System ◽  
System Development ◽  
New York State ◽  
Management Systems ◽  
York State Department ◽  
User Costs ◽  
Current Program ◽  
Asset Management System

Interest in developing and implementing asset management systems has grown considerably during the past several years. Although asset management is defined in the literature, these definitions are generally all encompassing and fail to distinguish the asset management model from that of traditional infrastructure management systems. To assist those practitioners who are tasked with developing automated asset management systems, guidance is needed to better clarify what is meant by the term asset management. The work being done by the New York State Department of Transportation (NYSDOT) in defining asset management and enhancing its current program development process is described. The department’s asset management system is defined in relation to four precepts, and a conceptual design for an automated asset management system is presented. Central to the NYSDOT approach is a method of conducting trade-off analysis among the department’s four major goal areas—pavements, bridges, safety, and mobility. Excess user costs are discussed as the common measure to compare benefits of diverse projects such as a pavement project versus a mobility project. The goal of the NYSDOT approach is to better integrate decision making among program areas. It is concluded that while the NYSDOT approach may not be right for all transportation agencies, the idea that system development be carefully defined and properly scoped is important and should be considered as organizations endeavor to implement integrated asset management systems.

New York State’s Approach to Asset Management: A Case Study

2000 ◽  
Vol 1729 (1) ◽  
pp. 35-41 ◽  
Author(s):  
Thomas W. Clash ◽  
John B. Delaney
Keyword(s):  
New York ◽  
Asset Management ◽  
Public Transportation ◽  
Management System ◽  
Performance Monitoring ◽  
New York State ◽  
Management Systems ◽  
York State Department ◽  
Modeling Tools ◽  
Asset Management System

The New York State Department of Transportation (NYSDOT) has undertaken an effort to design and implement an asset management system for overseeing the state’s diverse and complex transportation system. The department has built an appropriate organizational and business foundation for the effective use of sound, integrated databases and technical modeling tools. For more than a decade, well before asset management attracted interest from the transportation community, NYSDOT has advanced this concept on four fronts: developing well-defined organizational roles within a highly decentralized department; designing and implementing a formal and disciplined core business procedure (the program update process) to cover both program development and performance monitoring; developing key transportation management systems (pavement, bridge, congestion and mobility, and public transportation), even without a federal mandate; and designing and implementing a state-of-the-art automated program and project management system that serves, in part, to integrate the department’s use of the individual management systems and maintains all essential data for developing and managing the program. New York’s experience strongly suggests that despite the difficulty and time required to carry out the key processes, these four elements represent the heart of an asset management system. When identifying and developing additional technical elements, state departments of transportation should heed the importance of building and maintaining an effective organizational and business foundation.

Optimization Modeling for Enhanced Network-Level Pavement Management System

1996 ◽  
Vol 1524 (1) ◽  
pp. 76-85 ◽  
Author(s):  
John R. Mbwana ◽  
Mark A. Turnquist
Keyword(s):  
New York ◽  
Management System ◽  
Transition Probabilities ◽  
New York State ◽  
Pavement Management ◽  
York State Department ◽  
Pavement Management System ◽  
Pavement Condition ◽  
Condition Modeling ◽  
New Formulation

A new formulation of a network-level pavement management system (PMS) model is described, which includes the identification of specific network links in the optimization. This model uses Markov transition probabilities for pavement condition modeling, as have several previously developed PMS models. The incorporation of specific links into the model, however, allows much easier translation of network-level policies to project-level decisions than has been possible. This formulation also allows the easy incorporation of user costs as well as agency costs and can include a variety of specific constraints on the solution. A case study application to Nassau County, New York, illustrates the use of the model and allows a comparison of the model solution with current maintenance practices in the New York State Department of Transportation.

Asset Inspection Management System as a Reliable Inspection/ Monitoring Tool

2020 ◽  
Vol 78 (12) ◽  
pp. 1276-1285
Author(s):  
Shibu John A
Keyword(s):  
Asset Management ◽  
Management System ◽  
Balance Sheet ◽  
Integrity Assessment ◽  
Material Evaluation ◽  
The People ◽  
Physical Assets ◽  
Asset Management System ◽  
On Time Delivery ◽  
Capital Intensive

Enterprise asset management (EAM) systems are used by asset owners and/or operators to manage the maintenance of their physical assets. These assets, including equipment, facilities, vehicles, and infrastructure, need maintenance to sustain their operations. An EAM system provides the means to have less unplanned downtime and extended asset longevity, which offers clear business benefits that improve the profit and loss statement and balance sheet. Particularly for capital-intensive industries, like drilling and exploration, the failure of on-time delivery of critical equipment or processes is disruptive and costs nonproductive time and customer satisfaction. Organizations understand these issues and employ an appropriate asset management system to engineer their asset maintenance and management. An EAM system is needed to manage the people, assets/equipment, and processes. EAMs are used to plan, optimize, execute, and track the needed maintenance activities with associated priorities, skills, materials, tools, and information. Similarly, nondestructive testing (NDT) is used as a tool for integrity assessment of assets in drilling and exploration. The main advantage of using NDT is that the item’s intended use or serviceability is not affected. The selection of a specific technique should be based on knowledge and skills that include design, material processing, and material evaluation. Validating the purpose of this paper, we emphasize the importance of optimizing the asset utilization and serviceability to enhance overall efficiency by integrating EAM software that manages assets, the operation management system (OMS) controlling the processes, and asset inspection management systems (AIMSs).

New Paradigm for State Department of Transportation Environmental Initiatives: New York State’s Guidelines and Procedures

2000 ◽  
Vol 1702 (1) ◽  
pp. 92-96 ◽  
Author(s):  
Gary McVoy ◽  
Mark Sengenberger ◽  
Elizabeth Novak
Keyword(s):  
New York ◽  
New York State ◽  
Cost Effective ◽  
State Department ◽  
Regulatory Compliance ◽  
Environmental Benefits ◽  
Environmental Damage ◽  
York State Department ◽  
Department Of Transportation ◽  
New Paradigm

Public-works agencies have an obligation to enhance the environment as opportunities arise. The New York State Department of Transportation (NYSDOT) has developed an environmental initiative to make an affirmative contribution to the environment, using the department’s organizational strengths. The environmental initiative is a paradigm shift applicable to all departments of transportation (DOTs). Conventional reactive regulatory compliance can reduce unnecessary environmental damage and sometimes gain grudging regulatory agency cooperation; however, it is not a positive, satisfying way of doing the people’s work. Through proactive steps, NYSDOT has become an important part of the state’s environmental solution (often at little or no additional cost) and has changed its working relationships with environmental agencies and groups. As these agencies and groups have become partners, instead of adversaries, permit-approval times have improved, mitigation costs have declined, morale has improved, and cost-effective environmental benefits are being realized. Procedures are outlined to apply the engineering capabilities of a DOT to the environmental-stewardship responsibilities shared by all governmental organizations.

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