• Novice
  • Aware
  • Competent


This topic covers:


The TAMP shall have a one to twenty year focus, and must be specific for a system or facility, an integral collection of asset components organized together to provide a product or service for a particular geographic market.

The TAMP can be prepared at a variety of asset levels, depending on need and objectives.





Asset Components


Asset Management System Outputs



Asset Management Plans

Parent Assets Facilities

Power Station

Total Asset (Facility) Management Plans

System Assets

Mersey Forth

System Management Plans

Business Assets

Generating Assets

Business Unit Plans

Corporate Assets

HEC System

Corporate Business Plans - Assets


The TAMP is a product of asset review, a systematic planning activity to improve asset documentation, assess condition, performance and demands, identify and quantify risks and trends, formulate and evaluate options, forecast future capital and operational needs and plan continuous improvements. The asset review process shall be formalized for all systems and facilities by preparation of a TAMP.

Content of Plan

A TAMP is the documentation of the organization's knowledge about its assets in a system or a facility.

This knowledge must include:

  • Customer demands and the nature of the market for the products supplied
  • Roles and relationships of the assets — products and services
  • Responsibilities for the assets
  • Geographic and schematic locations
  • Characteristics of the system — physical and financial quantities
  • Sources and status of data and information
  • Condition and performance of the assets
  • Identification and quantification of risks
  • Management options, strategies and work plans
  • Forward estimates of cash flow and resource needs.

Personnel Issues

A project manager should be identified and made responsible for the production of a TAMP. The contributors to the TAMP should also be identified for each part of the plan.

The users of a TAMP shall include operational personnel at all levels within the system/facility management organization, and any resources engaged on their behalf to (project) manage an element of the asset life cycle e.g. asset creation, maintenance etc. The language, format and presentation of the TAMP therefore must be selected appropriately. Use of specialist or technical concepts and jargons shall not be taken for granted, and if necessary for inclusion, must be explained in plain English.

System/facility managers should be responsible for the asset review and the production of asset management plans for all their systems and facilities. As the owners of the TAMP, they are responsible for their security and currency.

Linkage Between Corporate Business Plan and TAMP

Total asset management plans will become the vital input into the organization's business plan. They provide the link between the mission and objectives of the organization, and the actual activities and work that is required to meet these objectives.

Many TAMP are developed on the basis that this relationship is fixed. This is not so, as all plans must be dynamic and need to reflect changing customer and stakeholder expectations

The true costs of meeting the prescribed level of service can be known once the first TAMP are complete. The organization can then determine, in consultation with its customers, the ability of the business to meet this level of service.

The key is the ability of the TAMP to feed into the corporate business plan. Once digested and the results are known, the key result areas can be:

An indicator of the maturity or sophistication of a TAMP relates to the ease with which the plan can be modified to meet the changing expectations of both the customers and the key stakeholders.

Ability to vary the priority of works in response to revised customer and stakeholder expectations is critical to the success of the TAMP.

This success is related to the project evaluation procedures, and benefits to the business of investments in terms of the key cost drivers:

  • Safety and welfare
  • Maintaining service standards for existing customers
  • New services
  • Environment impact
  • Reduction in cost of service
  • Works essential to deliver existing standards
  • Works required by external authorities or regulations
  • Stakeholder initiatives.

Once the first TAMP are complete and the overall impacts on the organization assessed, a more detailed analysis of activities that have the greatest impact on the business plan is warranted.


Housing – Asset Management Strategy

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