AME - ASSET

MANAGEMENT
SUMMARY

Fall, 2019 Roundtable discussion report

This report is a summary of the Asset Management Roundtable sessions

that Go2Learn facilitated with over 60 Asset Owners across North
America.
AME - Asset Management Summary

CONTENTS
EXECUTIVE SUMMARY ........................................................................................................ 2
OVERVIEW ........................................................................................................................... 4
Strategy .....................................................................................................................................................6
Strategy of Asset Data ........................................................................................................................ 13
Technologies to Leverage Asset Management ................................................................................ 17
CONCLUSION .................................................................................................................... 22
INDUSTRIES REPRESENTED ................................................................................................ 23
Associations represented...................................................................................................................... 23
ACKNOWLEDGEMENTS ..................................................................................................... 24
CONTACTS ........................................................................................................................ 24

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AME - Asset Management

Summary
RO U N D TA B L E D I S C U S S I O N R E P O R T

EXECUTIVE SUMMARY
Throughout North America, organizations are developing strategies to improve and garner more from their
assets. The word “more” has many connotations: reliability, efficiencies, effectiveness, availability, intelligence,
sustainability and of course safety.

The Asset Management Roundtable results indicate Asset Management is becoming a focused and
disciplined strategic business function for many industries and organizations. The leaders who participated,
whether greenfield or brownfield, are being forced by many internal and external pressures to achieve
“operational improvements”. Purposely, we use the word “improvement” as opposed to “excellence”, the
latter being a destination, while the former is an ongoing journey.

Organizations are adjusting to achieve operational improvements. An example is the shift within the
organizational structure of many companies. The role of “Asset Manager” has become a job title and
departments are forming with responsibility for strategy, planning, development and execution of asset
management programs. Some organizations have formulated their Asset Management group to sit under
finance. Others have formed them under engineering, while still others have taken the route of designating the
role within maintenance/reliability. This attention to the Asset Manager role illustrates that the function is
trying to seek its level and there are many different points of view on what an industry practice on staffing
asset management might be.

The roundtable discussion design is based on the concept of discovering challenges and opportunities being
encountered with respect to an organization’s asset management strategy. Asset Managers are driven to use
strategic asset management plans to build their programs, however, almost all of the session discussions
immediately dove into issues with data and more specifically, asset data. The discussions were difficult to
keep focused on asset management strategy vs. immediate and specific tactical challenges like data. The
tactical issues raised varied based on the participants’ role in their respective organizations, but ostensibly,
many are struggling with tactics, which points to the possibility of missing strategies.

Technology clearly is necessary and can support Asset Management programs. However, technology was not
generally described as an enabler, but rather a roadblock and a less-than-nimble option to solve asset
management challenges. Technology itself is not the lone culprit. In the session discussions, technology
integration issues were a common theme. Departments and individuals seem to be misunderstanding the
requests from each other, and the internal processes are less than optimal. In addition, the technology is often
not optimally utilized.

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Unfortunately, the answer to the technology question is not simple. The roundtable sessions revealed
frustrations, confusion, reservations, and negative impacts to Asset Management programs as a whole due to
the existing technology not being well-fit and integrated for purpose. It is possible though, that
implementation that is not fit for purpose is the actual culprit. To be clear, technology is often not the
hangman, it is sometimes an innocent bystander of the problem.

Many of the issues identified were rooted with people and culture as the foundation of the challenge. One
observation from the roundtable sessions was the identification of how, or not, people and culture are
interwoven into each organization’s asset management program. Seemingly, the challenges of people and
culture created silos within organizations. Most organizations felt that they haven’t adequately addressed
educating their teams to understand the benefits of an integrated asset management program and the culture
required to flourish and sustain these efforts. Further, the participants felt leadership doesn’t fully understand
and embrace the benefits of asset management and/or are not fully committed to supporting asset
management initiatives. Everyone involved in these discussions believes that there is significant work to be
done in the culture arena.

Originally the roundtable agenda had been established as asset management strategy, data and
technology. The benefit of the roundtables to the community is the opportunity to learn from each other and
identify future topics for the agenda of the Asset Management Ecosystem (AME) Conference in Denver on
May 19-21, 2020. Since issues with respect to people and culture became so apparent, these have therefore
been added to the conference agenda as topics for presentation and discussion during AME 2020.

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OVERVIEW

This short report is a collaboration of over 60 asset owners in the four cities we visited. They represent a variety
of industries and organizational levels, which should reflect as a comprehensive look at the current temperature
of asset management in the North American market. We covered several issues that the community faces, but
none in deep detail. This report does not and is not intended to offer solutions. The summary report is just a
reflection and documentation of the challenges our Asset Management community is facing.

We initiated these roundtables for two purposes:

1. Dive into what asset owners are challenged with in order to understand what content should be
brought to the Asset Management Ecosystem forum.
2. Enable a networking format in several geographies that is “asset owner”-focused, to share
experiences, explore what others are doing, and discuss and prioritize the challenges they face.

The format of these roundtable discussions is designed for each participant to engage in the discussion.
Everyone involved provided insight and details of their challenges.

The “facilitated discussion” focused around three topic buckets:

• Strategy
• Data
• Technology

This bucket breakdown resonated well with the participants. In fact, in our participant survey after the
roundtable we asked the question “Did the breakdown of Strategy / Technology / Data resonate with you?
100% of the contributors answered yes.

However, it became clear after we sat back and looked at the data
from each of the cities, that People/Culture should be a topic bucket and
that “strategy” really lies within each of the buckets. This discussion came
up in our New York roundtable, and we even drew a Venn diagram to
illustrate it, but it didn’t become memorialized until we analyzed the
full data.

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Asset
Management
Strategy

People/Culture

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Strategy
As the discussions began, it was clear that most organizations struggle with many elements within developing,
implementing and committing to the entry points of asset management. In each city, we heard specifics
around the challenges and hurdles each organization has encountered. The number one issue overall in the
strategy discussion was Culture / HR Strategy / Change Management.
Some of the key inputs include:

• Training / Education and creating a learning culture

• Developing and embedding an “asset-centric” culture
• Managing the disconnect from the ground floor to the executives
• Communicating the definition, big picture and value proposition of asset management
• Generational differences
• Moving from reactive to proactive
Another key issue that surfaced is the silos within the organization. Developing consistency and common goals
between departments have shown to be huge hurdles to get over or around. Most organizations believe they
aren’t taking a holistic view of asset management, so the business goals can’t align. This becomes a major
issue for leadership, as misalignment becomes the nemesis of sustaining an asset management initiative.
Some key inputs included:

• A need to develop strategy for unifying siloed goals and strategies

• How to centralize at an enterprise level, speak the same language and prioritize
• Getting the silos to believe the data
Other key issues include:

• Communication
o Executive awareness and engagement
o Making asset management “sexy”
o Communicating the “WHY” of asset management in a way that resonates

• Process
o The need for simplifying the process so everyone can engage
o Creating a tangible way to implement the strategy [for] the people
o Defining and engaging the process of developing an asset management roadmap

• Strategy
o Formulating a Strategic Asset Management plan
o Complexities of converting analysis to strategy
o Where does AM exist? Who owns it? What is the reporting structure?
o Data needs strategy, not the reverse
o Vision drives mission which drives strategy

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Below are the raw results from the “Strategy” portion of the roundtables from each geography:

"Strategy" Results from Omaha, Nebraska

Subtopic Issue / Challenge
Culture / HR Strategy
Culture / HR Strategy Integration of HR
Culture / HR Strategy Productivity
Culture / HR Strategy Foundation for manager to solve problems/ insight. Patterns and trends, forecasting
Culture / HR Strategy Empowerment
Culture / HR Strategy Asset-centric culture, and culture of asset management visibility up and down
Culture / HR Strategy Training
Culture / HR Strategy Education / ideas
Culture / HR Strategy Generational differences
Culture / HR Strategy How to get culture to accept asset management
Culture / HR Strategy Evolution of culture
Change Management Managing strategy mess
Change Management handling opposing views
Change Management Acceptance of the asset management strategy

Breaking Silos
Breaking Silos How to remove silos
Breaking Silos Consistency between departments
Breaking Silos Vertical and horizontal
Breaking Silos How to centralize at an enterprise level, speak the same language and prioritize
Breaking Silos Communication and education
Breaking Silos Communication at the line level
Breaking Silos Holistic decision making, input from different teams
Breaking Silos Profitability tension

Continuous Improvement
Continuous Improvement how to adjust asset management strategy as it begins to mature
Continuous Improvement How is change management involved?
Continuous Improvement Collaboration of EAM plan with ad-hoc demand / production demand
Continuous Improvement Feedback of how the asset was used vs intended?
Continuous Improvement Adapting to production / sales fluctuations, operational need

Data
Data (Asset life) Data consistency, drive lifecycle, manage models * process
Data (Asset life) Risk of not identifying / risk strategy
Data (Asset life) On-demand situations

Vision
Vision Confidentiality? Transparency?
Vision Adopting analytics to focus on the long-term vision

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Vision Quarterly vision, short vs long
Vision Formulating SAMP

Analytics Strategy
Analytics Strategy Supply chain strategy in regard to management
Analytics Strategy Analytics to change the way the work is done
Analytics Strategy Moving to the "future / digital" way
Analytics Strategy Maintaining data to increase uptime

Supply Chain
Supply Chain Supply chain strategy in regard to management

"Strategy" Results from New York, NY

Subtopic Issue / Challenge
Strategy
Strategy How & why to get to/from here to there
Strategy How to go from Reactive to Proactive
Strategy Find time to think / work on strategy
Strategy Converting analysis to strategy
Strategy What is the best approach
Strategy What is the guiding principal - As is / To be
Strategy Looking at all perspectives - entire enterprise
Strategy Data as a strategic tool - What is needed to leverage for decision making
Strategy Compliance might drive strategy
Strategy Go from opinion to facts driven
Strategy Roadmap to achieve vision
Strategy Data needs strategy -- not reverse
Strategy Where does AM exist? Who owns it? What is the reporting structure?
Asset Management Roadmap Process improvement
Asset Management Roadmap Consider all asset stake holders - end user and all others
Asset Management Roadmap Transition of assets
Asset Management Roadmap How granular do we need to be?
Asset Management Roadmap Identify value - tangible / intangible
Delivering on Agreed Objectives EHS
Delivering on Agreed Objectives Prioritization
Delivering on Agreed Objectives Organizational Objectives? Do they exist?

Culture / HR Strategy
HR Strategy Build asset/data culture change into HR plan
HR Strategy Policy
HR Strategy Driving user acceptance
HR Strategy Training throughout the process
HR Strategy Right-fit people
HR Strategy How do people implement/follow strategy

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HR Strategy Organizational structure - Where does AM stand in this?
Change Management Electric vehicles
Change Management People management
Change Management Use data - move from negative to positive thinking
Change Management Prove it to engage employees holistically
Change Management Developing a Data/Asset Culture
Change Management Why is asset data important
Change Management Fear of change
Change Management How do you help employees understand strategy?

Risk
Prioritize Risk Risk Integration

Strategy
People / Data / Tech
People / Data / Tech Program format

Methodology
Methodology Doing -- Thinking
Methodology Compliance
Methodology Understanding asset condition
Methodology Situational awareness
Methodology Repair/replace methodology
Methodology What to capture
Methodology Training methodology / strategy
Methodology System view or granular view

"Strategy" Results from Seattle, WA

Subtopic Issue / Challenge
People Strategy
Culture / HR (People Strategy) Embed asset management culture into our organization
Culture / HR (People Strategy) Define the roles and responsibilities
Culture / HR (People Strategy) Enable change & growth
Culture / HR (People Strategy) Managing the disconnect from ground floor to the executives
Culture / HR (People Strategy) Employee retention and managing movement
Culture / HR (People Strategy) Race & Social Justice - RST
Culture / HR (People Strategy) Managing one-time consultants as part of the team
Culture / HR (People Strategy) Teaching the big picture
Culture / HR (People Strategy) Integration of people/process/technology
Culture / HR (People Strategy) Unifying siloed goals & strategies
Culture / HR (People Strategy) Defining asset management
Culture / HR (People Strategy) Creating incentives for achievement within asset management
Culture / HR (People Strategy) Resource allocation to varying locations
Making AM Sexy Making asset management a draw or looked up to

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Making AM Sexy How do we engage people around asset management
Making AM Sexy Incorporating asset management into day-to-day
Retention Executives move a lot and new asset strategies come with new executives
Retention How do we keep employee's aligned
Retention Communication
Executive Awareness Micro VS. Macro
Executive Awareness Communicating what asset management needs
Executive Awareness How do we keep executives engaged
Strategic Organization Removing Silos
Strategic Organization Communicating "Why" of asset management
Unifying Goals Strategy in silos
Unifying Goals Collaboration
Unifying Goals Outsourcing silos

Process
Process Move strategy to people
Process Training
Process Roles and responsibilities
Process Creating a learning culture
Process Lack of facility condition assessments
Process Lack of feedback loop
Process Need for simplification
Process How to easily engage standards for asset management

Data Strategy
Data Strategy What to capture
Data Strategy Technology limits
Data Strategy Resiliency planning
Data Strategy Information storing
Asset Registry Adding new
Asset Registry Retiring old
Asset Registry Zero footprint growth
Asset Registry Inform / Influence decision making
Asset Registry Domino planning
Asset Registry 9-year planning
Asset Registry Data standards and management
Asset Registry Asset on-boarding
Asset Registry Information collection
Asset Registry Knowledge transfer
Asset Registry Aging workforce w/institutional knowledge
Asset Registry Qualitative vs Quantitative
Asset Registry Known / Unknown

Capacity
Managing Capacity Finding balance

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Managing Capacity Renewal / Replacement
Managing Capacity 7/24 operation limits ability to do assessments
Managing Capacity Run operations and think strategically about assets
Managing Capacity Reactive vs proactive
Managing Capacity Ongoing changing requirements

Technology Strategy
Technology Limited fields / data
Technology DMS is spaghetti mess
Technology When to improve

"Strategy" Results from Calgary, AB

Subtopic Issue / Challenge
Integration Strategies
Integration Strategies Data/Process/People vs Expected Value
Integration Strategies Hope the tool will bring the process
Integration Strategies How do we join up groups to work together
Integration Strategies Sync the data (updating)

Corporation Implementation Strategies

Corporation Implementation Strategies Do not align with Asset Management
Corporation Implementation Strategies Skill sets/competency
Corporation Implementation Strategies Decision makers do not see value in Asset Management
Corporation Implementation Strategies Communication gaps to workforce

IT Driven vs Business Driven- Disconnect

IT Driven vs Business Driven- Disconnect Execution vs Strategy
IT Driven vs Business Driven- Disconnect Exec strategy vs the basics required

Data Driven Asset Management vs

Business
Data Driven Asset Management vs Business IS behind in thinking yet we must drive revenue
Data Driven Asset Management vs Business Gap is basic MTCE hard to achieve yet exec driving big data strategy
Data Driven Asset Management vs Business The basics are missing

Executive Understanding of Asset

Management
Executive Understanding of Asset Management Term Asset Management used with maintenance
Executive Understanding of Asset Management Do they know how to lead asset management
Executive Understanding of Asset Management Why does finance tell ops where they spend their money
Executive Understanding of Asset Management Transparency is frightening
Executive Understanding of Asset Management Why is finance driving reliability & maintenance budgets

Untapped Strength of a Great Leader

Untapped Strength of a Great Leader The impact of leadership change on AM is underestimated

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Untapped Strength of a Great Leader Leadership must bridge the gap between strategy of AM and workforce execution

Reactive Culture
Reactive Culture Hard to change
Reactive Culture Strategy doesn't filter down to the workforce
Reactive Culture People have a hard time seeing themselves involved in the strategy

F.E.A.R.
F.E.A.R. False - Evidence - Appearing - Real

Metrics Driving Poor Behavior

Metrics Driving Poor Behavior Changing perspectives and breaking the "cultural trance"

Asset Management Education and

Awareness
Asset Management Education and Awareness Getting everyone to the same competencies
Asset Management Education and Awareness The asset produces a capacity vs just a service

Departmental Connectiveness and

Common Objectives
Departmental Connectiveness and
Common Objectives Human nature - inverted
Departmental Connectiveness and
Common Objectives Why do silos form

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Strategy of Asset Data

In every subject and conversation in these roundtables, data came up over and over again. It is top of mind
for everyone, and whether it’s how to leverage it, or what a mess it is, every organization believes that data
is the most important element required for making informed asset decisions.
Data challenges, despite efforts to mitigate them, continue to be identified as main pain points within asset
management programs. Data volume, growth, accuracy (or lack thereof), management and governance were
lively debate topics within each of the roundtable sessions.
Some key inputs are:

• Asset Management Standards: Cost to fix vs doing it right

• Data Management: How to collect? What to collect? How much to collect?
• Governance: Lack of formal structure…managing on the fly
• Reporting: Eliminating sugar-coated results
• Opinion vs Objectivity for
Data Capture + Master Data: SME does not equal Data Expert
The data equation is a tricky one, based on the input we gathered. Like strategy, it weaves its way into the
fabric of all things assets and can be the determining factor toward making better business decisions about
your assets. “Data needs a strategy, but strategy doesn’t need data” was a statement made in our New
York roundtable.
Below are the raw results from the “Data” portion of the roundtables from each geographic:

"Data" Results from Omaha, Nebraska

Why
The "Why" of Data Understanding or lack thereof of how data is structured
The "Why" of Data Where to start? Can be overwhelming
The "Why" of Data "Why are we collecting? What do we do with what we collect?
The "Why" of Data ROI on new data gathering. How much will it cost to acquire the new data?

Data Management
Data Management Monitor, adjust, reviewing data
Data Management How is the day to day management done?
Data Management Accuracy - How to get the data correct
Data Management How to collect? What to collect? How much to collect?
Data Management Which data should be shared / common with other groups and divisions
Data Management Data accuracy / quality / variability / consistency / criticality
Data Management Reliability of data
Data Management Calibration of data

Data Usage

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Data Usage Single point of truth for data
Data Usage Too much data can lead to analysis paralysis
Data Usage Driving action vs confirming
Data Usage How can you trust the data? Data vs human intuition
Data Usage Communication of data to different areas
Data Usage Visual data / visualization
Data Usage Interpretation of data, i.e. failure curves, understanding what the data is telling you

Materials
Integration of Materials Ability to act on data

"Data" Results from New York, NY

Asset Data Standards
Asset Data Standards Standards created at beginning - design - constructing - engineering (make it tied to payment
Asset Data Standards Awareness of standards
Asset Data Standards Requirement
Asset Data Standards Cost to fix vs doing it right
Asset Data Standards Leveraging BIM +/- (planning / trust)
Asset Data Standards BIM for "Capital vs Maintenance" - spec this into consideration (role-based view)
Asset Registry Integration
Asset Registry Taxonomy
Asset Registry Hierarchy / function
Asset Registry What is an asset?
Data Quality Good data to make good decisions
Data Quality Data culture
Data Quality Common taxonomy
Data Quality Compliance in certain industries

Asset Lifecycle
Asset Lifecycle 360 view of assets
Asset Lifecycle Visibility of "all" data (plan - construct - issues - etc.)
Asset Lifecycle Who needs what? (Engineering, Maintenance, HR)

"Data" Results from Seattle, WA

Governance
Governance Siloed systems
Governance Lack of integration
Governance Responsibility / Accountability
Governance Organizational design
Governance Hot mess
Governance Managing on the fly
Governance Documentation of system

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Governance Lack of process
Standards Integration of data from varying systems
Standards Reconciliation across system
Standards Exception handling
Standards Indexing / addressing
Standards Why?
Standards Lack of social cohesion
Standards Individuals
Standards Accuracy
Standards Developing governance and communicating
Standards What to maintain and how to govern
AIM Policy Governance
AIM Policy Accountability
AIM Policy Out of compliance
AIM Policy Who owns the data?

Data Strategy
Strategy of What Data to Collect Different skills / different needs
Strategy of What Data to Collect Subjectivity vs objectivity
Strategy of What Data to Collect Varying data requirements
Strategy of What Data to Collect How does technology impact what data we collect
Strategy of What Data to Collect Validating data
Data Retention Legacy vs New Implementations
Limited Asset Data Cannot collect data
Limited Asset Data Hard to build - "not my job"
Limited Asset Data Asset registry
Reporting Data accuracy
Reporting Building valuable reports - helpful for staff
Reporting Eliminating sugar-coded results
Reporting Visibility of acceptations of data
Reporting Handling legacy reporting

Resourcing
Resourcing for Data Lack of processes and accountability
Resourcing for Data Dedicated staff to load and manage
Resourcing for Data Showcasing why we collect - showing value up & down to organization
Subject Matter Experts Need people to interpret / analyze data
Subject Matter Experts Machine learning lacks flow information
Subject Matter Experts Too many people in the wrong areas

"Data" Results from Calgary, AB

Opinion vs Objectivity for Data Capture + Master
Data
Opinion vs Objectivity for Data Capture + Master Data Quality
Opinion vs Objectivity for Data Capture + Master Data Consistency - lack of standards

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Opinion vs Objectivity for Data Capture + Master Data Qualitative vs Quantitative
Opinion vs Objectivity for Data Capture + Master Data Need for data standards
Opinion vs Objectivity for Data Capture + Master Data SMEs does not equal Data Expert
Data Structure ISO 14224 too big
Data Structure No industry template to use - Master Data / Failure codes

No Single Source of Data

No Single Source of Data Multiple systems with different data standards
No Single Source of Data What gets tracked? Inconsistent
No Single Source of Data Transactional vs fixed assets
No Single Source of Data Historic data quality and management expectations
No Single Source of Data SMEs use spreadsheets
No Single Source of Data OT vs IT

Change Management
Change Management Process + Data strategy
Change Management Reporting to enable decisions
Change Management No one asks why data
Change Management Organizational readiness
Change Management Use of data expertise to manage processes / standards
Change Management Control of data changes

Data Apathy
Data Apathy Lack of consequences
Data Apathy Limited accountability
Data Apathy Exceptions to processes and standards
Data Apathy Trust
Data Apathy More work with no perceived value -- All data

Organizational Structure
Organizational Structure Does IT support data management
Organizational Structure Is data management recognized as a SME role?

Data Value Proposition

Data Value Proposition Exception reports
Data Value Proposition Decisions made based on reports
Data Value Proposition Reporting readability to interpret
Data Value Proposition Revenue vs Expense for data

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Technologies to Leverage Asset Management

Within the technology roundtable discussion, each group presented as more agitated and less empowered in
this area than in the other topics. There seems to be more disconnect here within the silos of the organizations
and the decisions being made. However, most thought that the IT function, which likely controls the technology
decision, should be part of the asset management team. We struggled to keep this topic focused on the issues
rather than the solution. Most felt that technologies could and should be the drivers to realizing success or
improvement, but that there are so many variants and hurdles that limit the opportunity technology brings.

Some examples are:

• IT needs better understanding of the business / communication / collaboration / business language

• Competing objectives in the organization
• Single point of truth, large data volume and multiple sources for the same data
• Operational technology (OT) vs Information Technology (IT) integration
• Prioritization of technology
• Is IT part of the team or does it operate in a vacuum

Below are the raw results from the “Technology” portion of the roundtables from each geographic:

"Technology" Results from Omaha, Nebraska

Technology curve
Technology curve IT being a roadblock
Technology curve IT needs better understanding of the business / communication / collaboration / business language
Technology curve Competing objectives in the organization
Technology curve IT is taking too long to come up with a solution (rate of change)
Technology curve Technology debt
Technology curve Analysis paralysis
Technology curve IT competency challenge
Technology curve The ability of users to solve problems (Mechatronics)
Technology curve Resources for new technology and how to prioritize
Technology curve Technology prediction, people's acceptance of the result. Or the mistrust of the result.
Leveraging AI How to use AI for asset management
Mobility How do we use mobility solutions to enable the technicians / give them access to information
Mobility The rate of change for technology is high, hard to keep up
Mobility Too many possible solutions / options on the market
Mobility IOT, scanning, sensors

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Integration
Different platforms & how they integrate with each other, as well as different
Integration company functions, such as HR, supply chain, finance, etc.
Integration Technology to aggregate the data
Integration Accessibility
Integration Architecture, and how to make this the path of least resistance
Integration legacy systems, how do we handle them as well as the legacy data
Integration Single point of truth, large data volume and multiple sources for the same data
Integration Data migration
Integration Consistency between systems
Integration Operational technology (OT) vs Information Technology (IT) integration
Integration Connectivity
Integration Micro vs Macro

Consumerization of Technology
Consumerization of Technology Technology ROI. Value Statement, and how do we measure the ROI?
Consumerization of Technology Leveraging technology
Consumerization of Technology automating processes (RPA / Drones / AI)
Consumerization of Technology Technology Roadmap
Consumerization of Technology Processing complex data
Consumerization of Technology Interested in a technology roadshow / technology demos
Consumerization of Technology User experience
Consumerization of Technology Driving adoption
Consumerization of Technology rate of change for technology is high
Consumerization of Technology How to make decisions W/ data, how to use the data gathered?
Consumerization of Technology Decision support

Security
Security Security of integrations / Information / Access
Security Cybersecurity

"Technology" Results from New York, NY

Technology Organization
Technology Organization Who owns the decision?
Technology Organization What is the process?
Technology Organization Who drives the process?
Technology Organization Who controls the funding?
Connection/Integration of Data & Tech Where does it live?
Connection/Integration of Data & Tech Is IT part of the team?
Connection/Integration of Data & Tech Access

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Technology Justification
Technology Justification Decision ownership?
Technology Justification Prioritization of technology
Technology Justification Institutional knowledge
Technology Justification OT vs IT - who is driving decisions
Technology Justification Is IT part of the team or do they operate in a vacuum
Technology Needs Business
Technology Needs Operations
Technology Needs Build to scale
Technology Needs Connect people to the asset
Technology Needs Understanding IT risk
Technology is Irrelevant Under utilization

"Technology" Results from Seattle, WA

Technology Architecture
Technology Architecture Out of the box
Technology Architecture Changing requirements
Technology Architecture Issues with upgrades
Technology Architecture Prioritization of problems
Technology Architecture Change management
Technology Architecture Needs to be formulated w/ strategy + processes in mind from IT and users
Technology Architecture Need for big picture vision
Technology Architecture Clear definition of goals and requirements
Integration of Tech Resistance to change
Integration of Tech Mobility adaption to workforce
Integration of Tech Legacy vs new system
Integration of Tech Migration to a GIS-centric organization
Mobility High demand for mobile systems
Mobility Consumerization of asset management

Technology Roadmap
Technology Roadmap No recipe
Technology Roadmap Qualitative input
Technology Roadmap Process driven
Technology Roadmap Opinion based
Technology Roadmap Uncertainly of system changes - what tech will be used
Technology Roadmap Calculated obsolescence
Technology Band-aid Does not fix systemic issues
Technology Band-aid Lack of goals/vision
Technology Band-aid No roadmap
BIM Strategy Transition assets to BIM

Technology Impact
Tech Impact on People Generational diversity

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Tech Impact on People Resistance to change
Tech Impact on People Issues with communicating empowerment tech creates
Tech Impact on People Change management
Tech Impact on People Tech isn't a silver bullet
Tech Impact on People Opinion drives decisions
Tech Impact on People Attitude that our issues are special
Tech Impact on People Getting new tech adopted
Tech Impact on People Managing reaction to failure

Lifecycle Modeling
Lifecycle Modeling Calculated obsolescence
Lifecycle Modeling Not considering downstream impact

IT Group
IT Group SLA's
IT Group Alignment w/ business objectives

"Technology" Results from Calgary, AB

Operational Technology (OT) vs Info Technology (IT)
Operational Technology (OT) vs Info Technology (IT) OT - Multiple systems - IT - Single(?) - SAP
Operational Technology (OT) vs Info Technology (IT) Integration between systems
Operational Technology (OT) vs Info Technology (IT) OT data standards and strategy no as well developed
Operational Technology (OT) vs Info Technology (IT) Document management standards not as developed or prioritized
Operational Technology (OT) vs Info Technology (IT) Info management (IM) enterprise content management (ECM)

Organizational Structure & Culture

Organizational Structure & Culture Silos
Organizational Structure & Culture Don't connect CFO vs. OPS Leader
Organizational Structure & Culture Data authority (not owner)
Organizational Structure & Culture Merge OT & IT
Organizational Structure & Culture Speed to implement desired changes
Organizational Structure & Culture Separations of people & competency

Technology Architecture
Technology Architecture Doesn't exist
Technology Architecture Not prioritized
Technology Architecture Missing the foundations
Technology Architecture Inconsistent - Process, Maintenance, Financials, Document Management
Technology Architecture Not a project - Ongoing business services and requirement

Driving Business Value

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Driving Business Value Treat data and technology together
Driving Business Value Merge IT & OT data to - show value within months (not slow organic growth
Driving Business Value Foundational improvements - Not agile or nimble

Consumer vs Industrial Tech Future

Consumer vs Industrial Tech Future Look and feel of apps vs foundational data
Consumer vs Industrial Tech Future Mobility
Consumer vs Industrial Tech Future Plethora of systems and interfaces vs single interface (no training required)
Consumer vs Industrial Tech Future Technology for most vs specific role

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CONCLUSION

The researcher in all of us will always find exploring topics for the purpose of learning valuable and exciting.
Certainly, for the purpose of bringing the community together, sharing, networking and excavating for the
hidden treasures in asset management, the roundtables proved to be exhilarating!

Strangely, we consider them to be “fun” and “fascinating” and we know a majority of the participants felt the
same way. Moving past emotion and what satisfies our egos, ideally, the roundtable process would be part of
the aggregation and galvanization of the Asset Management community as a whole into one collaborative
entity. Maybe a bridge too far, though, as the more research performed the more unique asset management
issues were uncovered and the more silos identified in the global community. The silos in the community may
be the biggest challenge we face in asset management execution.

An overabundance of information in the community makes it difficult for asset owners to pick a “practice”
without extensive analysis and is actually creating further invention of the wheel vs replication and reuse.
Reinvention is slowing the innovation cycle, slowing the return on investment and even worse, slowing
sustainability of aging infrastructure and vital assets.

The roundtable exercise was enlightening in many ways. We felt the passion of the participants and the
desire to get this right within their organizations. We observed the commitment of those attending to break
free from their endless meeting-filled day, join in for thought provoking discussions with only the hope of
uncovering something they could take away and implement. If nothing else though, the effort proves there are
asset management problems to be solved, people who are passionate about solving them and the need to do
more in the asset management domain. Go2Learn is committed to doing more, and we hope this summary has
enlightened you, provided some observations, and most importantly delivered on the mandate set out. Finally,
we look forward to your submission of a paper, an idea, or the introduction to someone who is also
passionate about asset management. We are looking forward to seeing you at AME 2020!

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INDUSTRIES REPRESENTED
• Chemical
• Construction Manufacturing
• Food & Beverage
• Healthcare
• Higher Education
• Mining
• Oil & Gas
• Public Sector (City, State and Federal)
• Transportation & Logistics
• Utilities
o Gas
o Generation (Nuclear, Gas, Hydro, Oil, Coal, Solar, Wind)
o Transmission & Distribution
o Water & Sewer

Associations represented
• ALN (Asset Leadership Network)
• IAM (Institute of Asset Management)
• PEMAC (Plant Engineering and Maintenance Association of Canada)

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ACKNOWLEDGEMENTS

The following companies were generous in their commitment to supporting this initiative. They have invested
their time, resources and facilities to accommodate these roundtables.

• Omaha Public Power District, Omaha, Nebraska

• New York City Metropolitan Transportation Authority, New York, NY
• Sound Transit, Seattle, WA
• Precision Drilling, Calgary, AB

Roundtable Sessions were facilitated by:

• Norm Poynter, Asset Management Advocates

• Susan Lubell, PEMAC

Presentations by:

• Norm Poynter, Asset Management Advocates

• Yassen Horanszky, Asset Management Advocates
• Susan Lubell, PEMAC
• Bill Wright, Jon Kneen and Christopher Kneen, Metanoia
• And each company that attended the roundtables

CONTACTS
Go2Learn: https://www.go-2-learn.com | +1 917 554-3444 | info@go-2-learn.com

Asset Management Ecosystem: https://www.AMEcosystem.com

- Speaking opportunities: https://amecosystem.com/2020cfp/

- Sponsor opportunities: https://amecosystem.com/sponsor-brochure/

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