ISO 55001 Training

Programme Overview

Organisations that manage physical assets without a coherent, standards aligned system consistently underperform those that do, on reliability, on cost, on safety and on the confidence of their funders and regulators. The gap between organisations that understand asset management as a discipline and those that practise it systematically is measurable, and it widens over time as asset portfolios age and investment pressures intensify. This programme provides a comprehensive grounding in the ISO 55001 series and the full ISO 55001 Subject Landscape, equipping participants with the knowledge, tools and practical skills to implement and improve asset management systems across utilities, transport, highways, water and energy sectors. It is structured to develop both the conceptual understanding and the practical capability needed to close the gap between current practice and international best practice. Participants work through the complete asset management system, from strategy and planning through to operations, maintenance, renewal and performance measurement, using exercises and case studies drawn from real infrastructure environments. The programme addresses the organisational, technical and financial dimensions of asset management, ensuring participants can engage credibly across all three. Organisations that invest in this programme gain professionals capable of designing and implementing asset management improvements that reduce whole life cost, improve service reliability and produce the evidence base that regulators and funders require. For individuals, it provides the structured knowledge base from which all further asset management specialisation builds.

Topics Covered

• Organisational purpose and context

  • asset management principles, definitions and the asset management Subject Landscape
  • the strategic, regulatory and commercial pressures facing infrastructure-owning organisations
  • identifying internal and external issues that affect the asset management system
  • determining the needs and expectations of stakeholders including regulators, funders, customers and communities
  • defining the scope of the asset management system
  • developing and communicating an asset management policy
  • managing stakeholder relationships across the asset lifecycle
• Leadership and governance

  • asset management leadership, covering the commitment and accountability of top management in establishing and sustaining an effective asset management system
  • asset management policy, setting out the organisation’s intentions and direction for asset management
  • the asset management system, defining the framework of interrelated elements that direct and control asset management activities
  • asset management assurance and audit, providing evidence that the asset management system is operating effectively and delivering intended outcomes
  • technical standards and legislation, ensuring compliance with applicable statutory, regulatory and technical requirements
• Strategy and planning

  • demand analysis, translating stakeholder requirements and service level commitments into asset performance and investment needs
  • sustainable development, incorporating environmental, social and governance considerations into asset management strategy
  • asset management strategy and objectives, developing the Strategic Asset Management Plan (SAMP) and aligning asset management objectives to organisational goals
  • planning, translating strategy into Asset Management Plans at the portfolio, programme and asset level
  • shutdown and outage strategy and planning, managing planned outages to minimise service disruption and optimise maintenance delivery
  • contingency planning and resilience analysis, identifying and mitigating risks to service continuity from credible failure scenarios
  • resource strategy and management, aligning workforce, contractor and supply chain capacity to planned asset management activities
  • supply chain management, managing procurement, contractor performance and outsourced asset management activities
  • life cycle value realisation, evaluating investment options on a whole-life cost basis to maximise value from asset portfolios
  • asset costing and valuation, establishing the financial value of assets and the cost of ownership across the full lifecycle
• Asset management decision making

  • applying structured analytical methods to evaluate intervention options, prioritise investment and allocate resources across the asset portfolio
  • balancing cost, risk and performance to identify the optimum lifecycle strategy for each asset class. Asset health: health index construction for physical assets, aggregating condition scores across structural, mechanical, electrical and functional defect categories into a single asset health metric
  • deterioration modelling to project asset condition forward in time, establishing the rate of decline and the point at which condition crosses intervention thresholds
  • probability of failure assessment, translating health index scores and inspection history into quantified failure likelihood over defined time horizons
  • consequence of failure analysis, assessing safety, service continuity, environmental and commercial consequences at each criticality level
  • combining probability of failure and consequence of failure to produce a risk score that drives investment prioritisation and maintenance planning
• Lifecycle delivery

  • asset creation and acquisition, managing the design, procurement, construction and commissioning of new assets
  • systems engineering, applying systems thinking to ensure assets are specified, designed and integrated to deliver required performance
  • integrated reliability, embedding reliability engineering principles into asset design, maintenance strategy and operations
  • asset operations, managing day-to-day operation of assets to deliver required service levels safely and efficiently
  • maintenance delivery, planning and executing preventive, predictive and corrective maintenance to sustain asset performance
  • incident management and response, detecting, responding to and recovering from asset failures and service disruptions
  • asset repurposing and disposal, managing the end-of-life transition of assets including decommissioning, repurposing and disposal in a safe and sustainable manner
• Organisation and people

  • organisational arrangements, defining the structures, roles, responsibilities and authorities required to deliver the asset management system
  • organisational culture, developing the values, behaviours and leadership practices that sustain effective asset management
  • competence management, identifying competence requirements for asset management roles, conducting training needs analysis and supporting professional development
  • organisational change management, managing the people-side of change to maintain asset management system effectiveness during periods of organisational transition
• Asset information

  • asset management data and information strategy, establishing the organisation’s approach to data governance, information requirements and data quality standards
  • knowledge management, capturing, retaining and sharing asset management knowledge across the organisation
  • asset management data and information standards, defining the formats, classifications and coding structures that ensure consistency and interoperability of asset data
  • asset management data and information management, covering data collection, validation, gap analysis and the management of inspection records, condition survey outputs and maintenance history
  • asset management data and information systems, including the asset management information system (AMIS), enterprise asset management (EAM) and computerised maintenance management system (CMMS) platforms
  • configuration management, maintaining accurate records of asset attributes, relationships and change history throughout the asset lifecycle
• Risk management

  • identifying, assessing and treating risks to asset performance, service continuity and organisational objectives
  • applying a structured risk framework that addresses asset-level risk through probability and consequence of failure analysis, and system-level risk arising from interdependencies, shared failure modes and network topology
  • developing and maintaining a resilience investment plan that evaluates redundancy, diversity, flexibility and robustness as risk mitigation strategies
  • incorporating climate change projections and extreme weather scenarios into asset management planning and deterioration modelling
• Values and outcomes

  • demonstrating the value delivered by asset management activities in terms of service performance, safety, sustainability and financial stewardship
  • translating organisational objectives and stakeholder commitments into measurable asset performance requirements
  • developing a performance measurement framework using leading and lagging indicators
  • using performance data to demonstrate value delivery to regulators, funders and customers and to inform continual improvement
• Review and continual improvement

  • monitoring, measuring and evaluating asset management system performance against objectives and key performance indicators
  • continuous improvement, using audit findings, management review outputs, nonconformity analysis and performance data to drive systematic improvement of the asset management system
  • management of change, ensuring that planned and unplanned changes to assets, asset management activities and the asset management system are assessed, approved and implemented in a controlled manner

Learning Outcomes

• Apply asset management best practice across the full asset management lifecycle
• Develop a Strategic Asset Management Plan and supporting asset management plans for a portfolio of assets
• Implement risk-based approaches to asset condition assessment, criticality analysis and investment prioritisation
• Design and evaluate maintenance strategies that optimise the balance between cost, risk and performance
• Apply whole life cost modelling to support investment decisions and business case development
• Establish asset information systems and performance measurement frameworks that support continuous improvement
• Assess asset management maturity and develop a structured improvement plan