IAM Competences Framework v3 2014 (Part 1) PDF

1 The IAM Competences Framework
The Requirements: Version 3.0 June 2014
The IAM Asset Management Competence Requirements Framework
Role 1
Role 7 Policy
Asset Knowledge Development
Management
Role
Role 22
Role 6 Optimise the Strategy
Strategy
Risk Management
& Performance
delivery and Development
Development
Improvement performance of
physical assets
Role 5 Role 3
Asset Asset Management
Management Planning
Capability
Development Role 4
Implement Asset
Management Plans
© Copyright The Institute of Asset Management 2014. All rights reserved. www.theIAM.org
The IAM Competences Framework Issue 3.0
Part 1: Asset Management Competence Requirements Framework June 2014
Contents
1 Introduction 3
1.1 Evolution of the Framework 3
1.2 Purposes of the Framework 3
1.3 Guidance and Feedback 3
2 Structure of the 2012 Framework 4
3 Detailed Contents of the 2012 Framework 7
4 Mapping the Competence Framework against the ‘39 subjects’ 20
5 Importing Units from the 2012 Competence Framework 22
6 Steering Group 22
7 Bibliography (selected) 23
7.1 IAM Publications 23
7.2 International Publications 23
7.3 Standards Publications 23
7.4 Competence Frameworks 23
7.5 UK Regulatory Authorities 23
8 Disclaimer 23
9 About the IAM 24
Publishing and copyright information

This document is published by the Institute of Asset Management www.theIAM.org
The IAM copyright notice displayed in this document indicates the date of last revision and issue
Version Amendment Version Date Comment
Mapped to 39 Subjects
2 3.1 May 2012
(www.theIAM.org/AMA)
Finalising for print and

2 3.2 November 2012
correcting typographical errors
Changes made to Figure 2,
2 3.3 July 2013
Page 20 - 21
2 © Copyright The Institute of Asset Management 2014. All rights reserved.

1. Introduction
1.1 Evolution of the Framework • The 2012 Framework is mapped to the 39 subjects
When the Institute of Asset Management (IAM) in the Global Forum for Maintenance and Asset
published its Competency Requirements Framework Management (GFMAM) Asset Management
in June 2006, it was a world first. The Framework Landscape (2nd Edition, March 2014) and the IAM’s
described what people involved in the management of Asset Management – An Anatomy (2011).
physical assets should be able to do and the knowledge
The 2012 Framework has been used in the design of
and understanding needed to underpin this.
the professional qualifications launched by the IAM in
June 2012, the IAM Certificate and the IAM Diploma.
A second version of the Framework was published
in November 2008. Following user feedback and
1.2 Purposes of the Framework
consultations, the first version was restructured to make
Asset management requires a multidisciplinary
it less prescriptive and better aligned with BSI: PAS 55:
approach. The ISO 5500x Standards, the AM Anatomy
2008 and other leading competence frameworks. Part 1
and the GFMAM Landscape confirm this. It spans
set out a set of generic competence requirements. Part
a wide range of disciplines including engineering,
2 contained guidance on how to use the Framework to
finance, operations, information systems, management,
support recruitment, selection, training and development
contract and supplier management, human resources
and tailor it to meet specific organisational needs.
and organisational development. The precise mix
of competences that people and organisations
This document contains the third version of the Framework,
need depends on their objectives, the context and
as updated in June 2014. The 2008 Framework has been
circumstances they are operating in.
revised and updated to reflect specific feedback from users
and align it with the latest IAM and international thinking
By publishing the Framework, the IAM is seeking to
and developments, as follows:
help organisations plan and develop the competences
• Various amendments and additions have been they need to meet current and future needs, help
made. The biggest change is the division of Unit 3.3 individuals plan their training and professional
Create and Acquire Assets into two Units, 3.3 development, and create a firm base for designing
Produce business case for creating and acquiring training and qualifications which have value in a
assets (which has to do with planning) and Unit global market. The Framework will also support the
4.1 Create and Acquire Assets (which has to do promotion of best practice assessment management as
with implementation). Otherwise, some Elements the IAM understands it.
have been added and the underpinning knowledge
and understanding requirements have been 1.3 Guidance and Feedback
enhanced. Part 2 of the Framework, Guidance on Using the
• The requirements set out in the Framework are still 2012 Competence Requirements Framework, contains
generic, applicable to people in asset management advice on how to use the Framework. To comment
roles in any organisation or sector. Its format is on any aspect of the 2012 Framework, please use the
consistent with that of other leading competence Feedback section of the IAM website, www.theiam.org
frameworks and its contents support the principles
and requirements of BSI PAS 55: 2008 and those
of the ISO 5500x standards which were published in
January 2014.
© Copyright The Institute of Asset Management 2014. All rights reserved. 3

2. Structure of the 2012 Framework

The 2012 Framework defines the following key purpose for people working in asset management:
Key Purpose:
To optimise the delivery and performance of physical assets
This key purpose has to be achieved in 7 key roles:
Key Roles
1 Policy development
2 Strategy development
3 Asset management planning
4 Implement asset management plans
5 Asset management capability development
6 Risk management and performance improvement
7 Asset knowledge management
Each role is broken down into a small number of competence Units, such as ‘Develop the asset management policy’.
There are 27 Units in total.
Each unit is then subdivided into a small set of elements of competence such as ‘Assess policy options using
appropriate decision criteria” and “Investigate root causes of asset or system failures or incidents”. This is the level at
which assessment should take place.
The 2012 Framework sets out generic competence requirements for people working in asset management. Different
selections of the Units and Elements of competence may be appropriate to senior experienced staff in managerial roles,
to specialists with asset specific or technical responsibilities or to new entrants to asset management teams.
Underpinning the framework is an indicative list of the knowledge and understanding that might be needed to meet
the competence requirements. Part of the task of specifying Performance Criteria is to define these requirements and
how they should be met in more detail.
Figure 1 shows the 28 Units of Competence in the 2012 Framework and their distribution across the 7 Key Roles.

The 2012 Framework defines the following key purpose for people working in asset management:
Unit 1.1 Analyse policy requirements

Role 1
Policy Development
Unit 1.2 Develop the AM policy
Unit 2.1 Analyse strategy requirements
Unit 2.2 Forecast and analyse future user requirements and demands
Role 2
Strategy Development
Unit 2.3 Develop the AM strategy
Unit 2.4 Plan the implentation of the AM strategy
Unit 3.1 Appraise investment options
Unit 3.2 Apply whole life costing principles

Role 3
Asset management planning
Unit 3.3 Produce business case for creation and/or acquisition of assets
Unit 3.4 Plan for contingencies
Key purpose Unit 3.5 Develop and communicate AM plans

To optimise the delivery
and performance of
physical assets
Unit 4.1 Create and acquire assets
Role 4 Unit 4.2 Control operations

Implementing asset
management plans Unit 4.3 Maintain assets
Unit 4.4 Optimise and rationalise assets
Unit 4.5 Renew and dispose of assets
Unit 5.1 Develop and deploy AM teams
Role 5 Unit 5.2 Develop and deploy suppliers

Asset management capability development
Unit 5.3 Develop and manage organisational change
Unit 5.4 Shape the AM culture
Unit 6.1 Appraise and manage risks
Role 6 Unit 6.2 Assure the quality of AM processes

Risk management and performance
improvement Unit 6.3 Monitor and review progress and performance
Unit 6.4 Review and audit compliance with legal,

regularity, ethical and social requirements
Unit 6.5 Learn from mistakes
Unit 7.1 Define asset information standards

Role 7
Asset knowledge management
Unit 7.2 Specify, select and integrate AM information systems
Unit 7.3 Make appropriate AM data available for decision-making
Figure 1: The Competences Framework: Key Purpose, Roles and Units.


3 Contents of the 2012 Framework

The following tables show the detailed contents of the Framework. Each Role is presented separately and is followed
by a two stage breakdown of competence requirements into Units and Elements and a list of the underpinning
knowledge and understanding that is considered most relevant to each Role.
Note that the acronym ‘AM’ is used in place of the phrase Asset Management throughout.
Role 1 POLICY DEVELOPMENT

Summary These units ensure that AM activities are aligned with and achieve the organisational strategic
plan. As defined in ISO 55 002: 2014, an AM policy is a ‘statement that sets out the principles
by which the organisation intends to apply asset management to achieve its organisational
objectives. The policy should set out the organisation’s commitments and expectations for
decisions, activities and behaviour concerning asset management and should be aligned to
and demonstrate support for the organisational objectives.’ Policy-making involves deciding
on a definitive course or method of action, selected from alternatives, to guide and, often, to
determine present and future AM decisions.
Unit 1.1 Analyse policy requirements

E1.1.1 Define the corporate goals the AM policy must help achieve
E1.1.2 Define the stakeholder groups and socio-economic issues the AM policy must take into account
E1.1.3 Define the stakeholder requirements the AM policy must address
E1.1.4 Define the opportunities and constraints the AM policy must take into account
Unit 1.2 Develop the AM Policy

E1.2.1 Define the decision criteria for selecting amongst policy options
E1.2.2 Assess policy options using appropriate agreed criteria
E1.2.3 Define the AM policy goals and aspirations
E1.2.4 Define the implications of the AM policy for all stakeholders
E1.2.5 Make effective use of internal and external expertise in the development of AM policy
E1.2.6 Ensure stakeholders are engaged in AM policy development as appropriate
Generic knowledge and understanding requirements of Role 1

The organisation’s strategic plan
The organisation’s risk management framework
Relevant other organisational policies and strategies
Legislative and regulatory frameworks
How to develop Policy options and compare and assess their benefits and impacts
Policy decision criteria and development processes
Asset management decision-making: capital investment, operations and maintenance, lifecycle cost and
value optimisation, resourcing strategy and optimisation, shutdowns and outage strategy and optimisation,
ageing assets strategy
Relevant developments in the business environment and the changes these cause in stakeholder expectations
Processes for stakeholder management and consultation
The impact of changing economic and stakeholder expectations on the long term management of assets

Part 1: Asset Management Competence Requirements Framework November 2012
Role 2 STRATEGY DEVELOPMENT

Summary These units are concerned with the provision of strategic asset management direction and
leadership and include identifying strategic requirements, demand analysis and forecasting, and
strategy development. This role is essential to ensuring that asset management activities are
focused on and achieve organisational objectives.
Unit 2.1 Analyse strategic requirements

E2.1.1 Define the AM policy aims and objectives the AM strategy must achieve and support
E2.1.2 Define all risks the AM strategy must take into account
E2.1.3 Define the constraints the AM strategy must take into account
E2.1.4 Define the implications of current and forecast asset condition for AM strategy development
E2.1.5 Analyse the current and future customer requirements the AM strategy must take into account
Define the legal, social, environmental and economic factors and trends the AM strategy must
E2.1.6
take into account
E2.1.7 Define the stakeholder groups the AM strategy must take into account
Unit 2.2 Forecast and analyse future user requirements and demands
E2.2.1 Use effective tools and techniques to analyse current demands
E2.2.2 Use historical data to support forecasts of demand and costs and required levels of service
E2.2.3 Use effective tools and techniques to forecast costs and demands
Forecast and assess relevant external products and technological developments and
E2.2.4
their likely impacts
Unit 2.3 Develop the AM strategy

E2.3.1 Define the aims and objectives of the AM strategy
Develop key strategies for the overall system, asset portfolios and/or asset groups that
E2.3.2
support strategic aims and objectives
E2.3.3 Define the expected outcomes of all AM strategies
E2.3.4 Ensure stakeholders are engaged as appropriate in the strategy development process
E2.3.5 Make effective use of internal and external expertise in strategy development
Unit 2.4 Plan the implementation of the AM strategy

E2.4.1 Define, prioritise and optimise the AM strategy
E2.4.2 Prepare financial projections using suitable good practice models
E2.4.3 Prepare business plans using suitable good practice models
E2.4.4 Define requirements for market research, systems development and management team-building
E2.4.5 Define how effectiveness of the AM strategy will be measured and monitored


The organisation's strategic plan
Relevant other organisational policies and strategies
How organisational AM strategies support business goals
AM strategies and how these are reflected in AM objectives and plans
AM decision-making: capital investment, operations and maintenance, lifecycle cost and value optimisation,
resourcing strategy and optimisation, shutdowns and outage strategy and optimisation, ageing assets strategy
The inter-relationship of business and AM processes
Content and applicability of relevant business excellence models
The strengths and weaknesses of relevant business process excellence models
Identification of appropriate metrics for analysis and interpretation of information to monitor the business
benefits of AM strategies
Processes and procedures for developing strategic options and comparing and assessing their benefits
and impacts
Methods and techniques for competitor analysis
Relevant developments in the business environment and their impact on stakeholder expectations
Market analysis techniques and econometric modelling
Managing working capital
Cash flow forecasting
Asset condition assessment and degradation modelling
Cost forecasting, budget preparation and financial management
Relevant accountancy terms and conventions
Benefit tracking and the selection and use of appropriate methods
Stakeholder management and consultation processes
The effect of stakeholder expectations on AM plans
The impact of changing economic/stakeholder expectations on day-to-day management of assets
The impact of changing economic/stakeholder expectations on the long term management of assets
Organisational stakeholders and how their requirements are reflected in the organisation’s strategic plan
and business goals
Environmental management standards and excellence models
Sustainability principles and the application of sustainable development excellence models
The implications of severe weather and climate change

Role 3 ASSET MANAGEMENT PLANNING

Summary These units are concerned with the identification, appraisal, optimisation and prioritising of
options and the development of effective asset management plans for implementing the AM
strategy and delivering the AM objectives.
Unit 3.1 Appraise investment options

E3.1.1 Define criteria for identifying and evaluating investment options
E3.1.2 Identify investment options for achieving the AM Strategy and AM objectives
E3.1.3 Analyse the costs, risks and benefits of investment options
E3.1.4 Select and justify the most appropriate investment options
E3.1.5 Evaluate detailed investment plans
Unit 3.2 Apply whole life costing principles

E3.2.1 Identify how costs of AM activities and asset values should be determined
E3.2.2 Identify and evaluate appropriate whole life costing models
E3.2.3 Specify costs for all key stages of the AM lifecycle
E3.2.4 Develop business cases using unit cost data
E3.2.5 Ensure appropriate tools to support effective decision making are available
E3.2.6 Define the process for tracking, analysing and verifying unit cost data
E3.2.7 Update whole life cost calculations when unit costs change
E3.2.8 Identify improvement actions through periodic unit cost reviews
Unit 3.3 Produce business case for creation and/or acquisition of assets
Analyse business needs for the creation and/or acquisition of assets based on the
E3.3.1
requirements of the AM Plan(s)
Specify appropriate performance indicators for whole life assessment of asset
E3.3.2
creation and/or acquisition
E3.3.3 Assess the costs, risks and benefits of alternative asset creation and/or acquisition options
E3.3.4 Prioritise investment projects on the basis of their anticipated total business impact
Prepare business cases which evaluate the costs, benefits and risks of proposed solutions
E3.3.5
based on the AM Plan(s)
Identify risks in the commissioning process and assess their impact on current operations
E3.3.6
and AM activities
E3.3.7 Review and influence procurement policy to achieve optimum asset life-cycle performance
Unit 3.4 Plan for contingencies

E3.4.1 Identify asset related risks
E3.4.2 Identify potential disruptions to critical AM activities
E3.4.3 Plan the most appropriate responses to incidents and emergencies
E3.4.4 Make sure suitable resources are available to respond to incidents and emergencies as planned

Unit 3.5 Develop and communicate AM Plan(s)

Specify the range, volume and quality of AM activities and projects needed to achieve
E3.5.1
the AM Strategy
Define objectives and performance indicators for all AM activities and projects which
E3.5.2
align with the AM Strategy
E3.5.3 Define, monitor and review the effectiveness of planning and communication processes
E3.5.4 Define and justify asset group strategies and specific asset policies
Develop an AM Plan which describes how AM activities and projects will be resourced, managed
E3.5.5
and evaluated
E3.5.6 Define resources and services required to deliver the AM Plan(s)

Asset management decision-making: capital investment, operations and maintenance, lifecycle cost and
value optimisation, resourcing strategy and optimisation, shutdowns and outage strategy and optimisation,
ageing assets strategy
Investment appraisal and optimisation techniques

Value-for-money criteria and financial evaluation methods
Tools, methods and techniques for reviewing options and their impact on integrated
system effectiveness
The complexity, impacts and priorities of critical projects and multiple projects
Project management principles and the importance of operating to cost, quality and time obligations
Relevant internal and external communications process and procedures
Standards and procedures for incident and emergency response and recovery
Methods and techniques for cost and performance analysis
Management of materials, logistics and supply chains
Resource planning
Design and use of key performance indicators and balanced scorecard techniques
Principles and methods of strategic management and business planning
Communicating plans to people effectively
Techniques for monitoring and reviewing implementation and performance against the plan
The importance of identifying how future planning can be improved
Procurement strategies applicable to the acquisition/creation of assets
Design specifications: establishing client requirements
Ensuring accuracy and practicability of design specifications and that they are achievable
Relevant national and international legal and regulatory frameworks

Role 4 IMPLEMENTING ASSET MANAGEMENT PLANS

Summary These units are concerned with how the complete asset lifecycle is managed and planning and
controlling the delivery of its main components. They cover operation, maintenance, optimisation
and rationalisation of assets.
Unit 4.1 Create and aquire assets

E4.1.1 Develop design specifications to achieve optimum customer, business and life-cycle requirements
Develop specifications for acquisition and installation of assets, including requirements for
E4.1.2
necessary resources
Ensure assets are acquired or created according to specifications and budgetary and timetable
E4.1.3
constraints
E4.1.4 Ensure correct installation of assets, in accordance with specifications
Undertake commissioning of assets as appropriate and, where required, transfer control of
E4.1.5
assets to others
Unit 4.2 Control operations

Develop risk-based implementation plans and objectives in line with operations, maintenance and
E4.2.1
or refurbishment strategies
E4.2.2 Review and update existing operations strategy
E4.2.3 Develop operations work and resource plans
E4.2.4 Develop and evaluate work management processes
Manage the delivery of workplans including managing changes and the impact of
E4.2.5
unplanned work
E4.2.6 Manage change relating to assets and systems
Unit 4.3 Maintain assets
E4.3.1 Review and update existing maintenance and/or refurbishment strategies
E4.3.2 Develop risk-based maintenance and/or refurbishment workplans

E4.3.3 Specify spares management and inventory requirements
E4.3.4 Plan the distribution of spares and supplies
E4.3.5 Identify and appraise appropriate condition assessment techniques
E4.3.6 Assess asset condition and performance and modify maintenance plans and regimes as required
E4.3.7 Evaluate options for extending the life of assets
Unit 4.4 Optimise and rationalise assets

Review asset performance and capacity against current requirements to identify potential
E4.4.1
for rationalisation
E4.4.2 Evaluate asset rationalisation within a cost–risk optimisation framework
Ensure rationalisation projects are fully defined and assessed including their impact on other
E4.4.3
potential projects
Ensure rationalisation projects are implemented and are subject to detailed post-investment
E4.4.4
appraisal
E4.4.5 Ensure spares management supports the AM strategy and plan(s)

Unit 4.5 Renew or dispose of assets

E4.5.1 Select and justify the optimal strategy for renewal or disposal based on AM strategy
E4.5.2 Identify and plan life-extending, decommissioning, disposal and risk control actions
E4.5.3 Manage the implementation of life-extending, decommissioning, disposal and risk control actions
E4.5.4 Evaluate the effectiveness of life-extending, decommissioning, disposal and risk control actions
Ensure assets are disposed of responsibly and in accordance with environmental and related
E4.5.5
requirements and relevant legislation and regulations

Asset management decision-making: capital investment, operations and maintenance, lifecycle cost and value
optimisation, resourcing strategy and optimisation, shutdowns and outage strategy and optimisation, ageing
assets strategy
Project planning and management
Resource management
Procurement strategies
Maintenance principles, techniques and processes
Maintenance regime options
Accident investigation principles and procedures
Decommissioning processes
Calculation and management of residual risk and liabilities
Health and safety legislation, regulations and working practices and procedures - including local, national and
international requirements
Performance requirements of physical assets, including manufacturer and installer recommendations
Performance-monitoring methods and procedures such as trends analysis, researching historical data, analysis
and review of outputs, investigating abnormal characteristics
Documentation and control procedures, including compliance with company and other policies and procedures

Role 5 ASSET MANAGEMENT CAPABILITY DEVELOPMENT

Summary These units are appropriate for those who manage or influence processes that support effective
delivery of AM strategy, objectives and plans. They cover how competence is developed
and managed in the boardroom, the workplace and the supply chain, the management of
organisational change and the development of a suitable organisational culture. They address
how suppliers of products and services are managed and developed.
Unit 5.1 Develop and deploy AM people and teams

E5.1.1 Identify workload volumes required to meet AM Strategy, AM Objectives and AM Plans
E5.1.2 Specify competence requirements for AM work activities
E5.1.3 Ensure asset management staff receive relevant necessary training and development
E5.1.4 Assign appropriately competent people and teams to AM work activities
E5.1.5 Direct and coordinate the activities of AM teams
E5.1.6 Develop and support the AM performance of colleagues
E5.1.7 Challenge resource constraints and justify increases
Unit 5.2 Develop and deploy suppliers

E5.2.1 Identify the criticality of products and services to the AM Strategy, AM Objectives and Plan(s)
E5.2.2 Define which products and services should be supplied
Identify and manage suppliers to support the achievement of AM Strategy,
E5.2.3
AM Objectives and Plan(s)
E5.2.4 Specify requirements for supplied products and services
Identify and specify appropriate forms of contract, terms and conditions for achieving the AM
E5.2.5
strategy, AM objectives and plan(s)
E5.2.6 Develop and improve the capabilities of suppliers as required
Unit 5.3 Design and manage organisational change

Determine the effectiveness of current organisational structures in supporting AM strategy, AM
E5.3.1
objectives and plan(s)
Identify changes needed to individual roles and responsibilities to ensure effective support for the
E5.3.2
AM strategy, objectives and plan(s)
Identify changes needed to asset management teams to ensure effective support for the AM
E5.3.3
strategy, objectives and plan(s)
Implement changes to organisational structure, teams and individual roles and responsibilities to
E5.3.4
ensure effective support for the AM strategy, objectives and plan(s)
Unit 5.4 Shape the AM culture

E5.4.1 Promote the goals and benefits of AM
E5.4.2 Define the organisational culture needed to achieve AM strategy, AM objectives and plan(s)
E5.4.3 Plan and implement changes to organisational culture as required
Monitor the effectiveness of the organisational culture in supporting the achievement of AM
E5.4.4
strategy, AM objectives and plan(s)


Continuing professional development processes
Resource management methodologies, techniques and tools
Project management principles and the importance of operating to cost, quality and time specifications
The complexity, impacts and priorities of critical projects and of multiple projects
Training needs analysis
Resource scheduling tools and techniques
The information required to undertake workforce planning
Service Level Agreements and contractual management including performance criteria and shared
risk and reward mechanisms
Financial evaluation methods and value-for-money criteria
Organisational procedures and systems
Continuous improvement principles and processes
Principal models and methods, and their strengths and weaknesses, for managing change effectively
Political, bureaucratic and resource barriers to change and techniques for managing them
Managing expectations of customers, staff, suppliers and other stakeholders during periods of change
The concept and importance of culture as applied to organisations
The importance of ethical, moral and other values in underpinning individual behaviour
and organisational culture
The principles of and methods for managing culture change in organisations
Your organisation’s vision and strategy and current organisational culture
Values, assumptions and behaviours that are consistent, and inconsistent, with your organisation’s
vision and strategy

Role 6 RISK MANAGEMENT AND PERFORMANCE IMPROVEMENT

Summary These units are concerned with ensuring that your organisation acknowledges, understands and
manages risk effectively and that performance is reviewed and improved over time. Risks include,
but are not limited to, health and safety, security, environment (including climate change),
reputation and finance.
Unit 6.1 Assess and manage risks

E6.1.1 Define and manage risk management processes and procedures
E6.1.2 Identify and assess risks arising from AM activities
E6.1.3 Specify measures and methods for controlling identified risks
E6.1.4 Identify improvements needed to working practices and procedures
E6.1.5 Monitor the progress and impact of improvement actions
E6.1.6 Integrate AM related risk management with organisational risk management systems
Unit 6.2 Assure the quality of AM processes

E6.2.1 Assure the quality of AM products or processes
E6.2.2 Identify the reasons for quality assurance problems
E6.2.3 Plan and implement improvements to the quality of AM processes
E6.2.4 Evaluate the effectiveness of process improvements
Unit 6.3 Monitor and review progress and performance

E6.3.1 Assess asset condition and performance against AM strategy and objectives
E6.3.2 Assess the performance of AM activities against AM strategy and objectives
E6.3.3 Identify and implement corrective actions
E6.3.4 Analyse the progress, impact and effectiveness of corrective actions
E6.3.5 Identify lessons learned and adjust AM Strategy, policies and procedures accordingly
Unit 6.4 Review and audit compliance with legal, regulatory, ethical and social requirements
E6.4.1 Identify and monitor relevant legal, regulatory, ethical and social requirements
E6.4.2 Develop effective policies and procedures to make sure requirements are met
E6.4.3 Assess how policies and procedures are put into practice and provide support
E6.4.4 Audit compliance with relevant legislation and standards
E6.4.5 Identify and correct any failures to meet requirements
E6.4.6 Identify reasons why requirements are not met and adjust policies and procedures accordingly
Unit 6.5 Learn from incidents

E6.5.1 Investigate root cause of asset or system failures or incidents
E6.5.2 Influence investigation of incidents
E6.5.3 Make effective use of ‘lessons learned’ information from incidents


Risk assessment processes and methods covering health and safety, security, asset availability, reputation,
environmental and finance
Interrelationship of corporate, strategic and asset-specific risk management
Types of risk and the factors which drive different types of risk
Key stages in the risk management process
Identification of risks relating to current and planned activities, the nature of the risks, the probability of
occurrence, and consequences arising
Risk management processes appropriate to the assets being managed
Impact of improvement actions on current operations and assessment of related risk
Quantification of probabilities and consequences and prioritisation of risks for appropriate analysis and control
The importance of communicating information on identified risks to relevant people across the organisation
and other stakeholders as appropriate; and how to achieve effective communication
How to establish effective systems for monitoring risk management processes
Health, safety and environmental procedures and issues
Quality assurance principles and quality management systems
Patents, copyright and intellectual property issues
Stakeholder management and consultation processes
The effect of stakeholder expectations on asset management plans
The impact of changing economic or stakeholder expectations on the day-to-day and long term management
of assets
Organisational stakeholders and how their requirements are reflected in the AM strategy
The importance of an ethical and value based approach to governance and how such an approach is
put into practice
Current and emerging social attitudes to management and leadership practice and the importance of being
sensitive to these
Current and emerging social concerns and expectations relevant to your sector
How other organisations deal with current and emerging social and environmental concerns and expectations

Role 7 ASSET KNOWLEDGE MANAGEMENT

Summary These units are concerned with defining the asset information needed, how it is gathered and
analysed, how it is then interpreted and managed and how the knowledge generated is applied.
Unit 7.1 Define asset information requirements

E7.1.1 Define asset information strategy
E7.1.2 Specify asset definition standards to provide a common definition of asset attributes
Define asset condition standards and measures and specify how these should be used
E7.1.3
in condition assessment
E7.1.4 Specify standard definitions of asset defects and failures
E7.1.5 Specify asset performance management standards
E7.1.6 Specify standards which contain common definitions for capturing the utilisation of assets
E7.1.7 Specify functionality and service life requirements for all types of key asset
E7.1.8 Verify that asset knowledge standards are consistent with AM strategy and plan(s)
Unit 7.2 Specify, select and integrate AM information systems

Specify and validate functional and technical requirements of Information Systems needed to
E7.2.1
support and integrate AM processes
E7.2.2 Identify human factor implications of functional, technical and business requirements
E7.2.3 Define and plan the integration of information systems and tools
Demonstrate appropriate use of information systems in supporting the delivery of
E7.2.4
AM strategy and plan(s)
E7.2.5 Ensure AM information systems produce relevant usable data in a cost effective manner
E7.2.6 Monitor the implementation of information systems and tools
Unit 7.3 Make appropriate AM information available for decision making

E7.3.1 Develop criteria and effective and relevant and processes for AM data collection
Plan and manage the collection, maintenance and updating, storage and dissemination
E7.3.2
of AM information
E7.3.3 Process and analyse AM data to provide effective business information as required
E7.3.4 Prepare reports as required and recognise anomalies in reported data
E7.3.5 Provide AM data and information needed to transfer assets to operational use


Asset information strategic requirements
Relevant industry standards and regulatory reporting requirements
The attributes and limitations of information systems and tools available to support AM processes:
for example, asset registers, work and resource management, condition and performance monitoring and
decision support tools
Basic concepts and relationships of an asset register, including the role of spatial, performance, condition and
historical data
How the asset management strategy has been used to determine what asset knowledge is needed and what
the linkages are
The processes required to manage collection of documentary information and its maintenance and updating,
storage and dissemination
Tools and techniques for data collection and reporting
Methods of data analysis
Information requirements: what information is needed, by whom, why, how and when
Training needs analysis
Analysis and monitoring techniques, processes and performance indicators needed to provide management
reports on operations and maintenance
The integration of asset and technical information

4. Mapping the Competence Framework against the ‘39 subjects’

The following Table shows how the Units of Competence in the Competences Framework map to the 39 subjects identified in the GFMAM Asset Management Landscape
(2nd Edition, March 2014). This mapping therefore provides a check that the competence requirements and indicative underpinning knowledge gives adequate coverage to
the 39 subjects. If you are designing training or assessments this mapping will help you to make decisions on weighting and emphasis and identify useful source material from
the IAM Anatomy and other documents which can be used to develop and test knowledge and understanding.
Asset
Asset Organisation
IAM 39 AM Management Asset Management
Lifecycle Delivery Activities Knowledge and People Risk and Review
Subjects: Strategy Decision-Making
Enablers Enablers
and Planning
Role
Asset Management Policy

Asset Management Strategy
Demand Analysis
Strategy Planning
Asset Management Plans
Capital Investment Decision-making
Operations & Maintenance Decision-making
Lifecycle Cost & Value Optimisation
Resourcing Strategy & Optimisation
Shutdowns & Outage Strategy & Optimisation
Ageing Assets Strategy
Technical Standards & Legislation
Asset Creation & Acquisition
Systems Engineering
Configuration Management
Maintenance Delivery
Reliability Engineering & Root Cause Analysis
Asset Operations
Resource Management
Shutdown & Outage Management
Incident Response
Asset Rationalisation and Disposal
Asset Information Strategy
Asset Knowledge Standards
Asset Information Systems
Asset Data & Knowledge
Contract & Supplier Management
Asset Management Leadership
Organisational Structure & Culture
Competence & Behaviour
Criticality, Risk Assessment & Management
Contingency Planning & Resilience Analysis
Sustainable Development
Weather & Climate Change
Assets & Systems Change Management
Assets & Systems Performance & Health Monitoring
Management Review, Audit & Assurance
Accounting Practices
Stakeholder Relations
R1 Policy Analysis policy

requirements
 
Development
Develop the AM
policy

R2 Strategy Analysis strategy
requirements
  
Development
Forecast and
analysis future user
requirements and

demands
Develop the AM
strategy

Plan the
implementation  
of the AM strategy
R3 Asset Appraise
investment options
 
management
planning Apply whole life
costing principles
  
Produce business
case for creation
and/or acquisition

of assets
Plan for
contingencies
 
Develop and
communicate AM        
plan(s)
R4 Implement asset Create and acquire
assets
   
management plans
Control operations    
Maintain assets        
Optimise and
rationalise assets

Renew or dispose
of assets

R5 Asset Develop and
management deploy AM people  
capability and teams
development Develop and
deploy suppliers

Design and
manage
organisational

change
Shape the AM
culture

R6 Risk Assess and
manage risks
  
management and
performance Assure the quality
of AM processes

improvement
Monitor and
review progress 
and perfomance
Review and audit
compliance with
legal, regulatory, 
ethical and social
requirements
Learn from
incidents
 
R7 Asset knowledge Define asset
management information  
requirements
Specify, select and
integrate AM
information

systems
Make appropriate
AM information
available for

decision-making
© Copyright The Institute of Asset Management 2014. All rights reserved.

5. Importing units 6. Steering Group

of competence The review and revision of the 2008 Framework was
managed through the IAM Qualifications Design
from the 2012 Group, which acted as the project Steering Group.
Chris Lloyd CAS (Chair)
Framework Tim Feest Project Consultant
Paul Blezard EA Technology

Tim Gadd NATS
The IAM Professional Development Committee is Doug Marsh OA Risk Ltd
responsible for making decisions on what constitutes Brian McCarthy Scottish Water
appropriate contextualisation and tailoring of the David McLeish AMCL
generic units by third parties. Matt Skinner Network Rail
Georgia Smart Consult Smart Ltd
The process is based on the good practice approach Andrew Spencer CE-Electric
established by the Management Standards Centre Karen Whitehall Scottish Water
which is promoted by the relevant regulatory John Woodhouse TWPL
authorities in the UK.
This update to the 2012 Framework has been
Enquiries about Third Party use of IAM Units prepared for the IAM by Chris Lloyd and Tim Feest of
should be directed in the first instance to: CAS (www.casolutions.co.uk).
The Institute of Asset Management

Qualifications Team
St Brandon’s House
29 Great George Street
Bristol
BS1 5QT
United Kingdom
Tel: +44 (0) 8454 560 565

E-mail: enquiries@theIAM.org

7. Bibliography
• OSCEng Engineering Competence Reference
Standards, available from Engineering Construction
Industry Training Board, King’s Langley,
(selected) www.ecitb.org.uk.
• UK-SPEC, Standard for Professional Engineering
Competence, 3rd Edition (2014), Engineering
7.1 IAM publications Council, London, 2014, see also:
• Asset Management – An Anatomy, Version 2, http://www.engc.org.uk/professional-
January 2014, Institute of Asset Management, qualifications/standards/uk-spec.
www.theiam.org.
• Guidance on Using the 2012 Asset Management 7.5 UK Regulatory Authorities
Competence Requirements Framework, • Council for Curriculum, Examinations and
Institute of Asset Management, Bristol, 2012, Assessment, the regulatory body for public
www.theiam.org. examinations and publicly funded qualifications in
• IAM Knowledge Centre, Institute of Asset Northern Ireland: www.rewardinglearning.org.uk.
Management, available from: • Ofqual, the regulator of qualifications,
http://theiam.org/wiki/Main_Page. examinations and assessments in England and
vocational qualifications in Northern Ireland.
7.2 International publications Ofqual, together with its partner regulators in
• The Asset Management Landscape, 2nd Edition, Wales (DCELLS) and Northern Ireland (CCEA),
March 2014, Global Forum on Maintenance and is also responsible for regulation of the
Asset Management, ISBN 978-0-9871799-2-0, Qualifications and Credit Framework (QCF):
www.gfmam.org; also available from the IAM at www.ofqual.gov.uk.
www.theiam.org. • Scottish Qualifications Authority, the regulatory
body for public examinations and publicly funded
7.3 Standards publications qualifications in Scotland: www.sqa.org.uk.
• BSI PAS 55-1:2008, Specification for the optimized
management of physical assets, British
Standards Institute, see: www.bsigroup.co.uk.
• ISO 55 001 (January 2014): Asset Management:
Overview, Principles and Terminology; ISO 55
8. Disclaimer
002:Asset Management – Management Systems
This document is for information only. The Institute of
Requirements (January 2014); ISO 55 003: Asset
Asset Management accepts no responsibility for the
Management Systems – Guidelines for the
usage or applicability of the 2012 Asset Management
Application of ISO 55 001 (January 2014),
Competence Requirements Framework or for any
International Standards Institute, see:
consequences arising from its use by Third Parties.
http://www.iso.org.
7.4 Competence frameworks

• Asset Management Competency Requirements
Framework, 1st Version (2006), Institute of Asset
Management, www.theiam.org.
• Asset Management Competency Requirements
Framework, 2nd Version, (2008), Institute of Asset
Management, www.theiam.org
• National Occupational Standards for Management
and Leadership, Management Standards
Council, London, 2002–2004.

9. About the IAM

The IAM is the professional body for those involved
in acquisition, operation and care of physical assets,
particularly critical infrastructure - and for professionals
worldwide dedicated to furthering our knowledge and
understanding of Asset Management.
Our objectives
• Advance for the public benefit the science and
practice of Asset Management
• Promote and recognise high standards of practice and
professional competence
• Generate widespread awareness and understanding
of the discipline.
Please contact us
Successful Asset Management requires a combination
of skills, techniques and knowledge, and we welcome
engagement and collaboration with other expert bodies
and interested individuals.
Please visit us at: www.theIAM.org

© Copyright The Institute of Asset Management 2014. All rights reserved. www.theIAM.org
Produced by www.meetbob.co.uk

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1 The IAM Competences Framework

The Requirements: Version 3.0 June 2014

The IAM Asset Management Competence Requirements Framework

Publishing and copyright information

Finalising for print and

2 © Copyright The Institute of Asset Management 2014. All rights reserved.

© Copyright The Institute of Asset Management 2014. All rights reserved. 3

2. Structure of the 2012 Framework

This key purpose has to be achieved in 7 key roles:

4 © Copyright The Institute of Asset Management 2012. All rights reserved.

Unit 1.1 Analyse policy requirements

Unit 2.1 Analyse strategy requirements

Unit 2.4 Plan the implentation of the AM strategy

Unit 3.1 Appraise investment options

Unit 3.2 Apply whole life costing principles

Unit 3.4 Plan for contingencies

Key purpose Unit 3.5 Develop and communicate AM plans

Role 4 Unit 4.2 Control operations

Unit 4.4 Optimise and rationalise assets

Unit 4.5 Renew and dispose of assets

Unit 5.1 Develop and deploy AM teams

Role 5 Unit 5.2 Develop and deploy suppliers

Unit 5.4 Shape the AM culture

Unit 6.1 Appraise and manage risks

Role 6 Unit 6.2 Assure the quality of AM processes

Unit 6.4 Review and audit compliance with legal,

Unit 6.5 Learn from mistakes

Unit 7.1 Define asset information standards

Unit 7.3 Make appropriate AM data available for decision-making

Figure 1: The Competences Framework: Key Purpose, Roles and Units.

© Copyright The Institute of Asset Management 2014. All rights reserved. 5

6 © Copyright The Institute of Asset Management 2014. All rights reserved.

3 Contents of the 2012 Framework

Role 1 POLICY DEVELOPMENT

Unit 1.1 Analyse policy requirements

Unit 1.2 Develop the AM Policy

Generic knowledge and understanding requirements of Role 1

© Copyright The Institute of Asset Management 2014. All rights reserved. 7

Role 2 STRATEGY DEVELOPMENT

Unit 2.1 Analyse strategic requirements

Unit 2.3 Develop the AM strategy

Unit 2.4 Plan the implementation of the AM strategy

8 © Copyright The Institute of Asset Management 2014. All rights reserved.

Generic knowledge and understanding requirements of Role 2

© Copyright The Institute of Asset Management 2014. All rights reserved. 9

Role 3 ASSET MANAGEMENT PLANNING

Unit 3.1 Appraise investment options

Unit 3.2 Apply whole life costing principles

Unit 3.4 Plan for contingencies

10 © Copyright The Institute of Asset Management 2014. All rights reserved.

Unit 3.5 Develop and communicate AM Plan(s)

Generic knowledge and understanding requirements of Role 3

Investment appraisal and optimisation techniques

© Copyright The Institute of Asset Management 2014. All rights reserved. 11

Role 4 IMPLEMENTING ASSET MANAGEMENT PLANS

Unit 4.1 Create and aquire assets

Unit 4.2 Control operations

Unit 4.3 Maintain assets

E4.3.1 Review and update existing maintenance and/or refurbishment strategies