baamt:what_kind_of_people_does_an_am_team_require
Differences
This shows you the differences between two versions of the page.
Both sides previous revisionPrevious revisionNext revision | Previous revision | ||
baamt:what_kind_of_people_does_an_am_team_require [2022/04/06 12:52] – ruth | baamt:what_kind_of_people_does_an_am_team_require [2022/04/16 22:32] (current) – ruth | ||
---|---|---|---|
Line 1: | Line 1: | ||
- | ====== Asset Management requires complementary | + | ====== Asset Management requires complementary aptitudes ====== |
+ | {{: | ||
Any AM team requires a balance of people. | Any AM team requires a balance of people. | ||
- | * Asset Management is a bridge between business strategy and technical delivery, and therefore must consider the right balance of attributes and skills to deliver this. Bluntly, an Asset Management team that is purely technical, or alternatively has no experience with assets, will struggle. | + | * Asset Management is a **bridge between business strategy and technical delivery**, and therefore must consider the right balance of attributes and skills to deliver this. Bluntly, an Asset Management team that is purely technical, or alternatively has no experience with assets, will struggle. |
- | * More challenging for some technical people is the need for good communication skills. Since AM implementation is hugely about communicating what AM is about and facilitating the improvements, | + | * More challenging for some technical people is the need for **good communication skills**. Since AM implementation is hugely about communicating what AM is about and facilitating the improvements, |
- | * AM functions have to see themselves as promoting, influencing and coordinating rather than directly delivering. | + | * AM functions have to see themselves as promoting, |
- | * Another specific requirement is for people who can ‘embrace uncertainty’, | + | * Another specific requirement is for people who can **‘embrace uncertainty’**, since AM is at its heart about planning for the future – and the future is always uncertain. |
- | When Penny Burns took the RailCorp Strategic Asset Management team managers through Scenario Planning training, the most important outcomes were making everyone feel a little less certain about the future for the railway – and set us to thinking hard about what data would indicate a real trend. | + | |
- | * The ability to think probabilistically is not intuitive, but it is of great value and can be learned. | + | |
- | * A structured approach to problem solving, even to questions where there isn’t an obvious right answer, or the exact answer can’t be known, is important. | + | |
The strongest AM practitioners seem to know when there isn’t a single correct answer, and what set of constraints should be used to move forward with the next best alternative. | The strongest AM practitioners seem to know when there isn’t a single correct answer, and what set of constraints should be used to move forward with the next best alternative. | ||
- | An Asset Manager has to be comfortable saying, “I don’t know.” | ||
- | * It’s also vital to be able to see what is important, the AM principle of criticality, | ||
- | * AM implementation is about change, so generally will not suit anyone who primarily seeks stability or following the old rules. | ||
- | * Continual improvement requires a desire to learn new concepts and ideas, even when the evidence overturns what you expect. | ||
- | * Leadership skills to get others to buy into our new ways of thinking and working. | ||
- | And the ability to balance the natural tensions that exist between all of these skills…. | + | **An Asset Manager has to be comfortable saying, “I don’t know.” ** |
+ | * It’s also vital to be able to see what is important, the AM principle of **criticality**, | ||
+ | * **AM implementation is about change**, so generally will not suit anyone who primarily seeks stability or following the old rules. | ||
+ | * Continual improvement requires **a desire to learn** new concepts and ideas, even when the evidence overturns what you expect. | ||
+ | * **Leadership skills** to get others to buy into our new ways of thinking and working. | ||
+ | |||
+ | **And the ability to balance the natural tensions that exist between all of these skills….** | ||
**This is hopefully not to completely depend on unicorns - or platypuses – that we may never find.** | **This is hopefully not to completely depend on unicorns - or platypuses – that we may never find.** | ||
+ | |||
+ | |||
+ | [[baamt: | ||
+ | |||
+ | |||
baamt/what_kind_of_people_does_an_am_team_require.1649249561.txt.gz · Last modified: 2022/04/06 12:52 by ruth