Quick Guide ISO 55000

Please visit the NAMS.org.
nz
website for downloading the
digital version of this quick guide. Supplement to the IIMM 2011
Quick Guide:
Meeting ISO 55001
Requirements for
Asset Management
Using the International Infrastructure
Management Manual (IIMM)
ISO 55001: ‘What’ is required

IIMM: ‘How’ to get there
February 2014 – v1.0
Supplement to the IIMM 2011: Quick Guide to Meeting ISO 55001 Requirements - 2014 © 1
Purchase a copy of the International Infrastructure
Management Manual (IIMM) 2011
The International Infrastructure
Management Manual (IIMM), now in
its fourth edition, is widely accepted
as the international leading document
on infrastructure asset management.
The IIMM provides valuable guidance
to organizations on how to implement
good asset management practice for
infrastructure assets and includes over
100 case studies demonstrating good
practice across a wide range of assets
and countries.
The asset management practices
outlined in the IIMM will help
organisations:
• improve cost-efficiency and
reduce costs, for example by
using decision techniques that
identify the lowest lifecycle
cost maintenance and renewal
decisions;
• improve customer satisfaction by
better matching levels of service
with what customers want and are
willing to pay for;
• have more transparency in
decision-making, allowing stronger
governance and accountability; and
• be more sustainable, by having
long term plans that provide
equitably funded services across
generations.
Available from: www.ipwea.org/bookshop

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2 Supplement to the IIMM 2011: Quick Guide to Meeting ISO 55001 Requirements - 2014 ©
Contents
Introduction ISO Part 9: Performance

ISO Asset Management Standards 4 Evaluation
International Infrastructure Management Manual 5 ISO 9.1: Monitoring, Measurement, Analysis
Scope and Purpose of this Supplement 6 and Evaluation 23
Format of this Supplement 6 ISO 9.2: Internal Audit 24
ISO 9.3: Management Review 25
ISO Part 4: Context of the
Organisation ISO Part 10: Improvement
ISO 4.1: Understanding the Organization and Its Context 7 ISO 10.1: Nonconformity and Corrective Action 26
ISO 4.2: Understanding the Needs and Expectations of ISO 10.2: Preventive Action 27
Stakeholders 7 ISO 10.3: Continual Improvement 28
ISO 4.3: Determining the Scope of the Asset
Management System 8 Appendix A
ISO 4.4: Asset Management System 9 Summary of IIMM Clause Numbers Relevant To ISO 29
ISO Part 5: Leadership Appendix B

ISO 5.1: Leadership and Commitment 10 Comparison of Key Definitions Between ISO 55000
ISO 5.2: Policy 10 and the IIMM 32
ISO 5.3: Organizational Roles, Responsibilities and
Authorities 11 Appendix C
Bibliography 34
ISO Part 6: Planning
ISO 6.1: Actions to Address Risks and Opportunities
for the Asset Management System 12
ISO 6.2: Asset Management Objectives and Planning
to Achieve Them 12
ISO Part 7: Support

ISO 7.1: Resources 16
ISO 7.2: Competence 17
ISO 7.3: Awareness 17
ISO 7.4: Communication 18
ISO 7.5: Information requirements 18
ISO 7.6: Documented Information 19
ISO Part 8: Operation

ISO 8.1: Operational Planning and Control 21
ISO 8.2: Management of change 21
ISO 8.3: Outsourcing 22
Copyright
© This work is copyright of the New Zealand National Asset Management Support Group (NAMS) and the Institute of Public Works
Engineering Australasia (IPWEA). Apart from any use as permitted under the NZ Copyright Act 1994, no part may be reproduced by
any person without prior written permission from these parties.
Introduction
ISO Asset Management ISO 55001 is the most critical Standard in that it details the
things required to be done - some 70 requirements with a
Standards number of sub elements. It provides a systematic management
specification while allowing organisations to structure their
The three ISO Asset Management (AM) Standards have activities to suit their needs, resources, capabilities and
the potential to impact all organizations who have AM objectives. The structure of the Standard is formatted under
responsibilities. These Standards, whilst framed on the the main headings, as follows:
management of physical assets, can be utilised for any
asset type and by any size organization. They address the Context of the Organisation
requirements for a management system (not software) for the • Needs/Expectations of Stakeholders
management of assets and comprise:
• Scope of the AM system and to which assets it will apply.
• ISO 55000 Asset management – Overview, principles and
Leadership and Commitment
terminology
• Policy, Roles, responsibilities and authorities
• ISO 55001 Asset management – Management systems -
Requirements Planning
• Risks and Opportunities
• ISO 55002 Asset management – Management systems -
Guidelines for the application of ISO 55001. • AM Objectives and planning to achieve them
The ISO AM Standards are the first to be written in accordance Support
with the new Guidelines established by the ISO for the • Resources, awareness, competence
consistent structure and content of all their Management
System type standards. • Communication
ISO 55000 gives those responsible for organizational • Information

governance and management an appreciation of why the Operation and Control
organization should embrace AM. It highlights that effective
• Change management
acquisition, control and governance of assets by organizations
is essential to realising value through managing risk and • Outsourcing
opportunity to achieve the desired balance of benefits, costs, Performance Evaluation
risk and performance.
• Monitoring and Review
It enunciates the benefits of AM and an AM system in
• Auditing
providing a structured approach and more reliable decision
making for the development, coordination and control of Improvement
activities undertaken on assets, and for aligning these activities • Nonconformity
with its organizational objectives. The following Figure from
ISO 55000 shows the typical relationship between AM and the • Corrective and Preventive Action
AM system. • Continual improvement
The body of this Supplement follows the ISO 55001 structure.
Managing the
Organisation
Coordinated activity of an organisation to
realize value from assets.
Asset Management
Set of interrelated or interacting
Asset elements to establish asset management
Management System policy, asset management objectives and
processes to achieve those objectives.
Asset Assets that are within the scope of the asset

Portfolio management system.
Figure 1 Asset Management and the Asset Management System (Ref ISO 55000:2014)
Introduction
ISO 55002 explains the requirements specified in ISO 55001 Where to access the Standards
and provides examples to support implementation. It does not
provide guidance for managing specific asset types. They are currently adopted as ISO Standards and available
for purchase from SAI Global (http://infostore.saiglobal.com/
Who should use the Standards store/Portal.aspx?publisher=ISO ) or from your Country
Standards Association.
These International AM Standards are primarily intended for
use by those: How to apply the Standards
• considering how to improve the realisation of value for IPWEA and the New Zealand NAMS Group will be providing
their organisation from their asset base; training and offering assistance to organizations considering
• involved in the establishment, implementation, the implications, application and implementation of these new
maintenance and improvement of an AM system; Standards in their organisation. This will include a series of
IPWEA webinars.
• involved in delivering AM activities including service
providers;
International Infrastructure
• internal and external parties or stakeholders who assess
the organisation’s ability to meet legal, regulatory and Management Manual
contractual; requirements and the organization’s own The International Infrastructure Management Manual
requirements. (IIMM), now in its fourth edition, has evolved over many years
and is widely accepted as the international leading document
Why to use the Standards on infrastructure AM. The IIMM provides valuable guidance
to organizations on how to implement good AM practice
Organizations will implement these Standards to address a
for infrastructure assets and includes over 100 case studies
range of business objectives including the following (in no
demonstrating good practice across a wide range of assets and
particular order):
countries.
• improved financial performance;
Figure 2 introduces the AM process that leads readers
• better informed asset investment decisions; through the IIMM. The first part of the AM process is about
understanding and defining what services the infrastructure
• better managed risk;
assets should deliver. This is covered in Section 2, which will
• improved services and outputs; help infrastructure managers answer questions such as:
• demonstrated social responsibility; • What are my required levels of service and performance
• demonstrated compliance; delivery?
• enhanced reputation; • How will demand for these change over time?
• improved organisational sustainability; and • What is the current state of my assets?
• improved efficiency and effectiveness. • Are they capable of meeting these demands now and in the
future and what are the risks they may not?
ISO state that the main aim of Standards is to promote good
practice rather than primarily being about compliance. The The second part of the AM process, covered in Section 3 of
Standards themselves do not carry any force to require their the IIMM, is deciding the most effective lifecycle strategies
application and in most cases it will be up to the organisation to deliver the defined requirements. This Section will help to
to choose to apply them as part of good business practice. answer the questions:
However, in some highly regulated areas involving significant • What are my best strategies for operating, maintaining,
asset values, the regulators, financiers or insurers may require replacing and improving the assets?
these Standards to be applied, in order to provide evidence the
• How much will providing the service cost over the long-
assets are being effectively managed.
term?
Who can assess conformance • What is my best long-term funding strategy?
Guidance on the skills and competencies required of those Section 4 provides guidance on the AM ‘enablers’ that support
involved in ISO 55001 audit and certification is provided effective infrastructure planning and decision processes
in ISO/IEC DTS 17021-5 — Conformity assessment — described above. This includes the structures, capabilities,
Requirements for bodies providing audit and certification of plans, systems, tools and external resources the organisation
management systems — Part 5: Competence requirements for needs for effective AM. It also details an approach for ensuring
auditing and certification of AM systems. AM practices are subject to continuous improvement.
Introduction
Section 2 Section 3 Section 4

Understand and Define Requirements Developing Asset Management Asset Management Enablers
Lifecycle Strategies
2.1 Develop the AM Policy 3.5 Financial and Funding Strategies 4.1 Asset Management Teams
2.2 Define Levels of Service and 4.2 Asset Management Plans

Performance
3.4 Capital Works
Strategies
Making Techniques
3.1 Lifecycle Decision
2.3 Forecast Future Demand 4.3 Information Systems and Tools
3.3 Maintenance
2.4 Understand the Asset Base Strategies and 4.4 Asset Management Service
(the asset register) Plans Delivery
3.2 Operational
2.5 Assess Asset Condition Strategies and 4.5 Quality Management
Plans
2.6 Identify Asset and Business Risks 4.6 Continuous Improvement
Figure 2: The Asset Management Process (sourced from IIMM 2011, p1/9)
Scope and Purpose of this Format of this Supplement

Supplement This Supplement works sequentially through each of the
requirements clauses in ISO 55001 with a listing of those
As discussed above, ISO 55001 spells out the requirements sections in the IIMM that relate to those requirements and
for the establishment, implementation, maintenance and a brief commentary on the relevant material available in the
improvement of a management system for AM. It specifies IIMM sections.
‘what’ an organization needs to do to fulfil the Standards
requirements. However ISO 55001 does not provide specific Appendix A includes a matrix summarizing the cross-
direction on ‘how’ an organization should go about achieving referencing between IIMM sections and ISO 55001 clauses.
those requirements, nor does it contain asset-specific guidance. Appendix B compares key terminology between the ISO
The IIMM complements the ISO Standard by providing more Standards and the IIMM.
detailed ‘how to’ guidance. Where the document relates to the requirements in ISO 55001
This Supplement aims to assist organizations in meeting they are shown in BLUE TEXT.
ISO 55001 requirements by cross referencing and explaining Sections and commentary from the IIMM are shown
how relevant sections in the IIMM relate to each of the in normal text but with relevant section headings
requirements in ISO 55001. This gives users ready access to HIGHLIGHTED IN RED.
relevant parts of the IIMM and provides a ‘how to’ for applying
ISO 55001 in infrastructure AM using the IIMM. The matrix in Appendix A highlights that the IIMM and ISO
55001 have a lot of common content but are structured quite
Associated documents differently. ISO 55001 follows the standard ISO structure for
In applying this Supplement, as well as referring to ISO 55001, management systems standards and works from the more
users are also recommended to refer to ISO 55000 and ISO strategic to operational requirements. The IIMM is a ‘how to’
55002. Other relevant IPWEA and New Zealand NAMS Group guide and is intended to take the user through the logical steps
Guidelines are referenced where applicable. of defining AM requirements (section 2) and then developing
AM strategies to meet these requirements across the asset
Users will need to have a full copy of the ISO Asset lifecycle (section 3), all of which is supported by AM enablers
Management Standards to make use of this Supplement. (section 4). In the next IIMM update the manual structure
The requirements clauses in ISO 55001 are summarized will be reviewed to see if there is benefit in closer alignment
in this Supplement but the full ISO 55001 Standard with the ISO structure but it is unlikely to fully move away
is required to see the complete text that is being from following a sequential AM planning process.
referenced1.
Feedback
The IIMM provides comprehensive guidance across all of the
ISO standard requirements and the authors are committed to
ensuring it provides a valuable tool for this purpose. Feedback is
(1) Extracts from ISO 55001 - Reproduced with permission from SAI Global welcome in terms of how this can be enhanced in future IIMM
Ltd under Licence 1312-c022 editions. Contact IPWEA (Australasia) at admin@ipwea.org.
ISO Part 4: Context of the Organisation
ISO 4.1: Understanding the Organization and Its Context

This ISO section addresses the need to explore all issues (internal and external) potentially
impacting on the organizational objectives and how to translate these into AM objectives,
via a Strategic Asset Management Plan (SAMP).
IIMM 2.1.4 Understanding the External Environment (p2/11) contains
Analyse internal and guidance on how external issues may impact the AM system with subsections on
external issues the legislative and regulatory environment, commercial environment, economic
environment, social environment and natural environment.
IIMM 2.1.5 Understanding the Internal Environment (p2/15) contains
guidance on how internal issues may impact the AM system and includes subsections
on corporate direction, business frameworks and financial sustainability.
IIMM 2.3 Forecasting Future Demand (p2/38) looks at how demand for services
and assets may change as a result of external drivers.
IIMM 1.2.3 Integrating Asset Management Across the Organization (p1/8)

Align organisation and addresses alignment of strategic planning, tactical planning and operational planning.
AM objectives
IIMM 1.3.1 The Asset Management Process (p1/9) covers how organizational
goals will guide AM policy and objectives.
IIMM 2.1.1 The Asset Management Framework (p2/3) describes the
relationships between AM policy, strategy, objectives and plans.
IIMM 2.2.2 Developing Levels of Service (p2/17) provides guidance on linking
strategic objectives to levels of service.
IIMM 4.2.1 Identifying Asset Management Objectives (p4/15) is relevant to
establishing the AM plan purpose and aligning the Plan with corporate objectives.
Figure 4.2.3 (P 4/16) outlines the linking of corporate, AM and operational objectives
and includes management monitoring and review.
ISO 4.2: Understanding the Needs and Expectations of

Stakeholders
This ISO section deals with identifying stakeholders relevant to the AM system and their needs
and expectations.
IIMM 2.1.6 Understanding the Customer Perspective (p2/15) outlines a
Identify stakeholders process for identifying customer groups and what they value (‘customer’ is treated in
and their expectations the IIMM in the wider sense to include all potential stakeholders).
IIMM 2.2.2 Developing Levels of Service (p2/18) covers the analysis of customer
requirements and establishing levels of service to meet these.
IIMM 2.2.4 Customer Consultation Process (p2/25), IIMM 2.2.5 Consultation
Techniques (P2/8) and IIMM 2.2.6 Consultation Plan (P2/31) detail processes for
engaging with customer to identify their requirements and priorities.
IIMM 2.3 Forecasting Future Demand (p2/38) looks at how demand for services
and assets may change as a result of customer /stakeholder drivers.
IIMM 4.2.5 Involving Key Stakeholders in Plan Development (p4/23)
describes stakeholder expectations in relation to AM plans and how to involve them in
plan development.
The NAMS Publication “Developing Levels of Service and Performance Management
Guidelines” outlines methods for organizations to establish their levels of service
and assess what their customers value. See more at: www.ipwea.org/bookshop
or at www.nams.org.nz
IIMM 2.2.8 Performance Monitoring and Reporting (p2/33) deals with

Identify stakeholders establishing appropriate reporting of financial and non-financial performance
information and information for internal and external stakeholders.
reporting requirements
IIMM 2.4.1 Identifying Information Requirements (p2/49) covers identifying
requirements for both financial and non-financial data with considerations of what is
required for AM reporting.
Develop AM decision IIMM 3.1 Decision Making Techniques (p3/2) addresses the Standards
criteria requirements on determining criteria for AM decision making.
For further information on lifecycle decision making criteria, readers are referred
to the Optimised Decision Making Guidelines. Go to www.ipwea.org/bookshop

ISO 4.3: Determining the Scope of the Asset Management

System
This ISO section deals with determining the boundaries and applicability of the AM system and
possible interaction with other management systems.
IIMM 2.1.1 Asset Management Framework (p2/3) spells out the scope and
Define the scope, relationships between the AM policy, AM strategy (referred to in ISO 55001 as the
boundaries and Strategic Asset Management Plan, or SAMP), AM objectives and AM plans.
interactions
IIMM 2.1.3 Determining the Appropriate Level of Asset Management
Practice (p2/7): Sets out all the activities that might be carried out within the AM
system and different levels of maturity from ‘minimum’ through to ‘advanced’ practice
(Table 2.1.2, p2/8).
IIMM 4.6.1 Assessing Current and Appropriate Asset Management
Performance (p4/66): Provides guidance on the level to which the AM System should
be developed.
IIMM 1.2.3 Integrating Asset Management Across the Organization (p1/8):
Introduces the need for the AM system to effectively interact with other management
systems in the organization.
IIMM 4.1.1 Defining the Asset Management Role and 4.1.2 Establishing
Asset Management Structures (p4/3) considers the varying approaches to
defining the scope and structure of the AM role and functions.
IIMM 4.5.3 Process Mapping (p4/60) illustrates how process maps can be used to
define interactions and boundaries of AM processes across teams.
Define the asset

IIMM 4.2.6 Example of an Asset Management Plan Structure (p2/4)
portfolio
requires the AM plan to include an asset description and background data sections as
documented information in the Plan.
ISO 4.4: Asset Management System

This ISO section deals with the processes for establishing and operating an AM system.
IIMM 2.1.1 Framework for an AM System and 2.1.3 Determining the

Establish and operate Appropriate Level of Asset Management Practice (p2/3 and 2/7) provides
an AM system guidance on developing the building blocks for an AM System including the AM Policy
and AM Strategy (which aligns to the ISO SAMP as discussed in Appendix 1), which
guide the ongoing development, maintenance and improvement of the system.
IIMM 4.2.2 Deciding the Asset Management Plan Approach (p4/18) discusses
options for establishing the system ‘top down’ versus ‘bottom up’ (write the Plan and
then improve data and processes or vice versa).
IIMM 4.1.3 Asset Management Leadership and Coordination (p4/4) sets out
an organizational structure for establishing an AM system which ensures effective
coordination across functional teams.
IIMM 4.6 Continuous Improvement (p4/66) describes a method for assessing
current and appropriate AM practice, prioritizing improvements and developing an
improvement plan which guides the establishment of an AM system at an ‘appropriate’
level of practice. The section provides case studies on a number of frameworks to
assess AM practices but, for an organization implementing ISO 55001, assessment
against that standard is a good way of identifying improvement areas.
Document in the SAMP

IIMM 4.2.6: Example of an Asset Management Plan Structure (p4/24)
how the system will
includes a plan structure which was developed to lead the reader through the process
achieve AM objectives
of establishing objectives and levels of service and then demonstrating how these will
be achieved through lifecycle management strategies.
ISO Part 5: Leadership
ISO 5.1: Leadership and Commitment

This ISO section requires top management to demonstrate leadership and commitment
with respect to the AM system. There are a number of criteria specified that need to be
met to demonstrate this leadership and commitment, including; resourcing the AM system,
communicating the importance of AM, cross-functional collaboration, continual improvement
and risk management.
IIMM 4.1.3 Asset Management Leadership and Coordination (p4/4) deals
Demonstrate leadership with commitment at the CEO or General Manager role, establishing an AM Sponsor
and commitment and AM Coordinator and the need for effective coordination across functional teams.
IIMM 4.1.6 Organisational Commitment and Change Management (p4/11)
outlines strategies for achieving organizational commitment, including the leadership
role and a communication strategy to help disseminate the necessary message of
commitment and to aid implementation.
IIMM 4.1.4 Asset Management Capability Requirements, IIMM 4.1.5
Building Capability (training and resources) (p4/6) assists with assessing what
resources and capability are required to support the AM system.
IIMM 2.1.1 The Asset Management Framework (p2/3) specifies the content and
Promote continuous relationship between the AM Strategy, Plan, Policy and Objectives.
improvement and cross-
IIMM 4.2.1 Identifying Asset Management Objectives (p4/14) can assist
function integration and
leadership in ensuring AM objectives are aligned with organizational objectives.
collaboration
IIMM 4.6.5 Monitoring Asset Management Benefits and Outcomes (p4/74)
introduces the concepts of establishing targets and performance indicators that reflect
the overall benefit of implementing the AM system approach.
IIMM 2.6.1 and 2.6.2 The Risk Management Context (p2/ 91) will assist with
management understanding how organizational and AM risks can be aligned.
ISO 5.2: Policy

This ISO section deals with the requirements for top management to establish an AM policy.
There are a number of criteria specified that need to be met when formulating such Policy.
These include ensuring appropriateness, commitment, consistency, communication, availability
and review.
IIMM 2.1.1 The Asset Management Framework (p2/3) specifies how the Policy
Develop and fits within the overall AM framework and system and provides a typical content of an
communicate an AM AM Policy in Table 2.1.1 (P 2/3).
Policy
IIMM 2.1.2 Developing the Asset Management Policy (p2/4) outlines the
hallmarks of a good policy document and sets out the typical steps to follow when
developing such a Policy. These steps include communicating the policy and periodical
reviews.
ISO Part 5: Leadership
ISO 5.3: Organizational Roles, Responsibilities and Authorities

This ISO section deals with the obligation for top management to ensure that the
responsibilities and authorities for relevant roles are assigned and communicated within
the organization. There are a number of criteria that have to be met by top management to
demonstrate this.
IIMM 4.1.1 Defining the Asset Management Role (p4/3) includes a range of
Assign and communicate ways in which AM Team roles and responsibilities may be defined.
responsibilities and
IIMM 4.1.2 Establishing Asset Management Structures (p4/3) includes
authorities for AM
discussion on how responsibilities might be structured and the options of a centralized
or de-centralized AM planning function.
IIMM 4.1.3 Asset Management Leadership and Coordination (p4/4) deals
with commitment at the CEO or General Manager role, establishing an AM Sponsor at
Executive level and then AM Teams and AM Coordinator roles. It outlines the expected
roles and responsibilities for these various positions. The AM Coordinator role is often
critical to the success of meeting the requirements of this ISO section.
IIMM 4.4.4 Procuring and Implementing Service Delivery (p4/54) identifies
aspects to consider when contracting out AM responsibilities.
IIMM 4.5.3 Business Process Mapping (p4/60) provides guidance on assigning
roles at a detailed process level.
IIMM 4.6.5 Monitoring Asset Management Benefits and Outcomes (p4/74)
identifies performance indicators that reflect the achievement of the outcomes desired
of the AM system approach which could be used to define achievement requirements
for those accountable for AM system outcomes.
ISO 6.1: Actions to Address Risks and Opportunities for the

Asset Management System
This ISO section deals with addressing the risks and opportunities that need to be considered
when planning for the AM system to achieve its intended objectives and outcomes, and how
they might change with time.
IIMM 2.6.1 and 2.6.2 The Risk Management Context (p2/ 91) outlines the
Identify and evaluate organizational framework for risk management at both the corporate level and activity
risks that could prevent level including the setting of the risk policy and objectives and deciding on the scope
achievement of the risk management process. It discusses integration of the risk management
of AM objectives actions in to the AM system processes.
IIMM 2.6.3 Identifying Risks and IIMM 2.6.4 (p2/ 93) provides guidance on how
to identify risks and critical assets where failure might prevent achievement of AM
objectives.
IIMM 2.6.5 Evaluating the Risks (p2/ 97) covers how to evaluate and rank risks.
Plan actions to address
risks and monitor the IIMM 2.6.6 Managing the Risks (p2/ 100) outlines various risk treatment options
effectiveness of these and development of a risk action plan to prevent or reduce undesired effects.
actions IIMM 2.6.7 Monitoring and Review (p2/ 101) covers risk implementation
issues as well as communication with stakeholders on awareness, understanding and
relevance of the approach. It promotes a continuous improvement approach with
monitoring and review.
ISO 6.2: Asset Management Objectives and Planning

to Achieve Them
ISO 6.2.1: Asset Management Objectives
This ISO section deals with establishing AM objectives as part of the AM planning process
and as part of the Strategic AM Plan. This involves consideration of the requirements of
relevant stakeholders, as well as other financial, technical, legal, regulatory and organizational
requirements.
The guidance in this Supplement on ISO Part 4, and referenced IIMM sections in
Establish AM objectives relation to those clauses, cover aspects relating to alignment of AM objectives with
organizational objectives, development of the AM Strategy (SAMP) and consideration
of stakeholder requirements. This guidance should therefore be considered in relation
to this ISO section, as well as the following:
IIMM Section 2.2 Developing and Monitoring Levels of Service (p2/17): In
IIMM terms, levels of service are largely how AM objectives are expressed at a ‘tactical’
level and therefore much of this section is relevant to ISO 6.2.1.
IIMM 2.3 Forecasting Future Demand (p2/38) sets the future demand context
within which AM objectives will need to be achieved.
IIMM 3.1 Decision Making Techniques (p3/2) addresses the establishment of the
Ensure objectives are AM objectives using the criteria for AM decision making as referenced in Clause 4.2 of
established using AM ISO 55001.
decision criteria
and documented IIMM 4.2.6: Example of an Asset Management Plan Structure (p4/24)
requires AM objectives / levels of service to be documented within the Plan.
IIMM 4.5.4 Appropriate Levels of Documentation (p4/63) deals with reviewing
and documenting AM Processes.
ISO 6.2.2: Planning to achieve AM objectives

This ISO section deals with establishing and maintaining AM plan(s) that are aligned with the
AM policy and the strategic AM plan (SAMP) to achieve the AM objectives. The AM planning
must integrate with other organizational planning activities and consider requirements coming
from outside the AM system.
A number of criteria are specified relating to managing assets over their life cycles, decision
making and prioritizing of activities and resources, risk management and contingency planning,
financial and non-financial implications, timeline, evaluation and review, what will be done,
when and by whom.
IIMM 4.2 Asset Management Plans provide a methodology for developing and
Establish and maintain reviewing AM Plans, including:
an AM plan
IIMM 4.2.1 Identifying Asset Management Objectives (p4/15) identifies the
purpose of the AM plans, the importance of alignment between AM Plan objectives
and corporate objectives, the main steps involved in the process of developing,
documenting and maintaining AM Plans and the linking of strategic planning
(corporate and AM), tactical and operational planning.
IIMM 4.2.2 Deciding the Asset Management Plan Development Approach
(p4/18) considers the pros and cons of a top down versus a bottom up approach to the
plan development.
IIMM 4.2.4 Writing, Reviewing and Maintaining the Plan (p4/23) provides
advice on the writing process and plan maintenance and review as well as the use of
internal staff and external contractors.
IIMM 4.2.3 Developing the Asset Management Plan Template (p4/20)
outlines an appropriate plan structure and scope which covers all of these aspects.
IIMM 4.2.5 Involving Key Stakeholders in Plan Development (P 4/23)
addresses various stakeholder requirements including those of finance and others
outside the actual AM system.
IIMM 4.2.6 Example of an Asset Management Plan Structure (p4/24)
provides a comprehensive Section by Section checklist of typical content that is
recommended based on successful compilation of plans across many organizations.
This checklist covers off all the requirements of the ISO.
The NAMS.PLUS Templates also provides a resource to assist in developing AM
Plans. It is based on the IIMM and includes a suite of online templates, tools
and guided pathway supported by a training program to assist organizations to
implement AM planning. See www.ipwea.org/nams and click on NAMS.PLUS2.
IIMM Section 3.1 Decision Making Techniques (p3/2) looks at development

Determine and document of decision making processes (benefit/cost analysis, multi-criteria analysis, risk based
decision making criteria decision making) that can be used in prioritizing activities, resources etc, detailed in
the AM plans. It also covers how to take into account priorities between differing asset
classes (services) (Section 3.1.5) and other decision considerations including how
best to involve decision makers, sensitivity testing, dealing with poor quality data and
testing financial viability (Section 3.1.6).
IIMM 1.2.2 Lifecycle Asset Management Activities and IIMM 1.3.2

Determine and Developing Asset Management Lifecycle Strategies (p1/7 and 1/9) introduces
document asset lifecycle lifecycle AM strategies.
management methods and
IIMM 2.3 Forecasting Future Demand (p2/38) provides guidance on projecting
processes to achieve AM
future demand for assets and services, which will need to be incorporated into lifecycle
objectives
management plans and AM plans.
As well as Section 3.1 listed above, much of the rest of IIMM Section 3 is dedicated to
lifecycle AM decision making (giving consideration to the trade-offs that occur across
the lifecycle), including:
IIMM 3.2: Development of operational strategies and plans (p3/2) which
includes processes relating to effective asset utilization, demand management and
incident / emergency planning.
IIMM 3.3: Development of maintenance strategies and plans (p3/18)
which provides detailed guidance on the development of maintenance strategies and
planning process that achieve AM and maintenance objectives.
IIMM 3.4: Development of capital investment strategies and plans (p3/56)
which focuses on the capital works (renewal, upgrade and new assets) required to
achieve AM objectives.
IIMM 4.5.4 Appropriate Levels of Documentation (p4/63) deals with reviewing
and documenting AM Processes.
For further information on lifecycle decision making and consideration of

the evaluating the lowest lifecycle cost solutions, readers are referred to the
Optimised Decision Making Guidelines. Go to www.ipwea.org/bookshop
Determine and document

risks and opportunities The IIMM sections relating to risk management are relevant and are detailed in
relating to assets relation to ISO 6.1.
Consider asset-related
risks in contingency IIMM 3.2.5 Emergency Response Planning (p3/ 24) covers issues pertinent to
planning infrastructure managers like natural hazards and disasters, civil defence, emergency
response and contingency planning and integrating these into infrastructure AM.
The IIMM sections relating to resource requirements are relevant and are detailed in
Determine and document relation ISO 7.1
resource requirements IIMM 3.5 Financial and Funding Strategies can assist with assessing financial
and financial and non- implications of the AM Plan, with specific relevance as follows:
financial implications
IIMM 3.5.2 Identifying and Categorizing Lifecycle Costs (p3/71) focuses on
whole of life costing across the whole life cycle of assets. Table 3.5.1 (p3/72) is useful in
defining and describing each of the typical lifecycle cost elements. Table 3.5.2 (p3/74)
also outlines the financial treatment of lifecycle costs by splitting them into their two
major components of acquisition or capital costs and operational costs along with the
recognition of renewals costs.
IIMM 3.5.3 Valuation Approaches and IIMM 3.5.4 Calculating Depreciated
Replacement Cost (p3/75) detail methodologies for calculating asset valuation and
depreciation which informs long term financial planning and assessment of whole of
life costs.
IIMM 3.5.5: Developing Long Term Financial Forecasts (p3/83) provides
guidance on how to assess financial implications and incorporate these into financial
forecasts in the AM Plan.
For further information on Infrastructure Financial Management, readers are
referred to the Australian Infrastructure Financial Management Guidelines
available through IPWEA. Go to www.ipwea.org/bookshop/aifmg/
For further information on lifecycle costs, valuation and depreciation, readers
are referred to the New Zealand Infrastructure Valuation and Depreciation
Guidelines, available at www.nams.org.nz
ISO Part 7: Support
ISO 7.1: Resources

This ISO section deals with providing the necessary resources for the establishment,
implementation, maintenance and continual improvement of the AM system and for
implementing the activities specified in the AM plan(s).
IIMM 4.1.1 Defining the Asset Management Role (p4/3) which includes the
Provide resources resourcing required in terms of organizational roles and responsibilities at both the
to establish and maintain strategic and operational levels.
the AM system
IIMM 4.1.3 Asset Management Leadership and Coordination (p4/4) sets out
an organizational structure for establishing an AM system.
IIMM 4.6 Continuous Improvement (p4/66) describes a method for assessing
current and appropriate AM practice, identifying what is required to close the ‘gap’
scoping improvement actions (including assessment of resources to deliver those
actions), prioritizing improvements and developing an improvement plan which
outlines resources and timeframes for establishing and maintaining AM system at an
‘appropriate’ level of practice.
IIMM Section 3.4 Developing Capital Investment Strategies and Plans

Provide resources to (p3/56), IIMM Section 3.5 Financial and Funding Strategies (p3/70) deals with the
implement the AM plan financial resourcing aspects that are so critical to the success of the implementation
of the AM Plan activities including assessment of financial implications across the
whole asset lifecycle and the long term financial planned resources required. More
specifically:
IIMM 3.5.6 Developing Funding Plans (p3/87) provides advice on how to deal
with financial constraints and assess and resolve resource and funding gaps.
IIMM 2.2.4 Customer Consultation Process (p2/24) outlines a process for
involving customers in level of service and funding (resource) decisions.
IIMM 4.4 Service Delivery Models (p4/47) describes approaches to considering

Consider and evaluate how to deliver AM systems and plans, and more specifically:
internal and external
IIMM 4.4.1 Defining Core Services and Assets (p4/48) helps to determine
resourcing
functions should be retained as core in-house activities and which could be carried out
more effectively by external parties.
IIMM 4.4.2 Identifying Service Delivery and Contracting Options (p4/50)
covers the development of resourcing options including internal delivery and various
external delivery approaches.
IIMM 4.4.3: Evaluating and Selecting Options for Service Delivery (p4/53)
provides methods for determining which is the most effective resourcing option and
the risks and benefits associated with each.
ISO Part 7: Support
ISO 7.2: Competence

This ISO section covers the necessary competence (based on education, training or experience)
of person(s) doing work that could affect the performance of assets, AM or AM System. It looks
at acquiring the necessary competence, evaluating action taken, reviewing current and future
needs and documenting evidence of this.
IIMM 4.1.4 Asset Management Capability Requirements (p4/6) identifies
Determine competency competence requirements for different AM roles and provides an example of an AM
requirements competency framework.
IIMM 4.1.5 Building Capability (Training and Resources) (p4/9) deals with
Ensure competency and people resources in terms of skills and expertise requirements and how to build
take actions if required capability through effective use of external specialists and targeted training and
development for all staff to build organization wide capability. It includes an example
of an organisation-wide AM training programme (p4/11).
IIMM 4.5.2 Implementing Quality Management (p4/59) outlines good practice

Document evidence process development and documentation for all AM processes.
and periodically IIMM 4.5.4 Appropriate Levels of Documentation (p4/63) deals with reviewing
review and documenting AM Processes and the process of ensuring that the necessary
competence is available to the organization can be handled under these provisions.
ISO 7.3: Awareness

This ISO section deals with ensuring awareness by all who can impact the AM objectives.
There are a number of criteria specified which address specific awareness of issues like the
AM policy, work activities including associated risks and how these benefit effectiveness, and
performance and implications of not meeting the AM System requirements.
IIMM 2.1.2 Developing the Asset Management Policy (p2/4) includes
Awareness of the involvement and communication of staff and stakeholders in the methodology for
AM Policy developing a policy.
IIMM 1.1.2 The Benefits of Improved Asset Management (p1/5) provides
useful information on why relevant people should embrace AM.
IIMM 1.1.3 Catalysts for Improved Asset Management Practice (p1/6)
outlines a number of implications if they do not achieve the AM objectives.

IIMM 4.1.1 Defining the Asset Management Role (p4/3) looks at how AM
Awareness of roles can be defined.
contribution to the IIMM 4.1.5 Building Capability (Training and Resources) (p4/9) includes an
AM System example of an organisation-wide AM training programme intended to ensure all staff
and contractors are aware of AM to an appropriate level of detail, the benefits that can
ensure and how their work contributes to AM outcomes.
IIMM 4.5.3 Process Mapping (p4/60) illustrates how process maps can be used to
define interactions and boundaries of AM processes across teams.
ISO Part 7: Support
ISO 7.4: Communication

This ISO section deals with internal and external communications relevant to assets, AM and
the AM system. It includes the what, when, who and how of communication.
IIMM 2.2.4 Customer Consultation Process, IIMM 2.2.5 Consultation
Determine Techniques (p2/29) provides guidance on communicating with relevant stakeholders
and implement including when to consult, who should be consulted and how to decide on what needs
communication to be covered. It includes a table detailing the advantages and disadvantages of various
requirements consultation techniques.
IIMM 2.2.7 Developing Customer Charters (p2/32) define the scope and benefits
of using customer charters to communicate with customers.
establishing appropriate reporting of financial and non-financial performance
information for internal and external stakeholders.
IIMM 4.1.6 Organisational Commitment and Change Management (p4/11)
includes a on a communication strategy and methodologies to help disseminate the
necessary message of commitment and to aid implementation across the organization.
Develop a Consultation IIMM 2.2.6 Developing the Consultation Plan (p2/31) outlines how to establish
Plan consultation objectives, define the consultation scope and methodology and prepare a
Consultation Project Plan.
ISO 7.5: Information requirements

This ISO section deals with the information requirements across all elements of AM. There are a
number of criteria specified which address risks, AM roles, responsibilities, processes, activities
and information exchange and impacts on decision making.
IIMM 2.4.1 Identifying Information Requirements (p2/49) covers both financial
Determine information and non-financial data and reporting on that information. It includes guidance on
requirements what data is required for various AM functions, prioritizing data requirements and
including attributes and determining the appropriate level of data detail. It outlines the purpose of each data
quality needed to support parameter such as for analysis, performance, costing, to aid decision making, etc.
the AM system
IIMM 2.4.5 Maintaining and Improving Data Confidence (p2/59) addresses
Implement processes for issues such as data confidence/accuracy, checking of data and ongoing data
maintaining data maintenance.
IIMM 3.3.3 Maintenance Data Strategies (p3/35) covers data required for
maintenance management.
IIMM 2.5.2 Condition Assessment Processes (P2/75) focusses specifically on
condition data requirements.
Establish IIMM 4.3 Information Systems and Tools (p4/29) provides detailed guidance
appropriate data on determining requirements for, evaluating, selecting and implementing and
repositories AM Information System. It includes an approach which begins with identifying
information needs based on user requirements.
ISO Part 7: Support
IIMM 2.4.4 Data Collection Processes (p2/54) details an approach for developing
Determine how and a practical data collection strategy that addresses the level of detail, data accuracy and
when to collect asset completeness required. It advocates developing a business case to balance affordability
data with outcomes. Case Study 35 (P 2/61) sets out an example of a documented data
capture process.
IIMM 2.5.3 Condition Assessment Techniques, 2.5.4 Condition Grading
Approaches (p2/77 and 2/79) cover data collection methods specifically in relation to
asset condition.
IIMM 3.5.1 Key Elements of Financial Management (p3/70) outlines the

Ensure alignment necessary interfaces between asset and financial management and how data and
of financial and non- processes should align. Figure 3.5.2 (P 3/71) outlines key principles of financial
financial terminology management for infrastructure assets which includes issues such as the use of AM
and data information for reporting financial performance and linking financial and non-
financial KPI’s.
ISO 7.6: Documented Information

ISO 7.6.1 General
This ISO section deals with documented information as part of the AM system which includes
that required by this International Standard, that applicable for legal and regulatory
requirements and that deemed necessary from Section 7.5.
IIMM Sections relevant to Cl 7.5 in relation to identifying information requirements

The AM System to are also relevant here.
contain documented
information as
required by this standard
and other identified
requirements
ISO Part 7: Support
ISO 7.6.2: Creating and Updating

This ISO section deals with creating and updating documented information.
IIMM 2.4.2 Asset Register Structure and Hierarchy (p2/52) is relevant for
Documented information deciding appropriate identification of assets and descriptions.
shall be appropriately
IIMM 2.4.3 Asset Identification Systems (p2/53) looks at unique identifiers
identified, formatted,
through the numbering system.
approved and reviewed
IIMM 2.4.6 Asset Hierarchies (p2/63) gives examples of various asset classes.
IIMM 2.4.7 Examples of Asset Identification/Numbering Systems (p2/65) is
also relevant.
IIMM 2.4.4 Data Collection Processes (p2/54) promotes developing a data
collection strategy to address the level of detail, data accuracy and completeness.
IIMM 4.3 Identifying System Data and Functional Requirements (p4/30)
includes commentary on the need for the Information Management System being
able to record metadata (eg. Data source, accuracy, confidence which would include
identification of all data stored).
IIMM 4.3.2 System Development Process (p4/29) deals with format and media
when developing an Information Management System.
IIMM 4.5 Quality Management (p4/58) deals with management of all
documentation within a quality management system and specifically AM process
documentation requirements.

ISO 7.6.3: Control of documented information

This ISO section deals with the control of documented information required by the AM system
and by this International Standard, to ensure it is adequately protected and available for
use. There are a number of criteria specified which address amongst other things, access,
retrieval, storage and preservation. Relevant external documented information shall also be
appropriately identified and controlled.
IIMM 2.4.5 Maintaining and Improving Data Confidence (p2/59) addresses

Provide appropriate issues such as data confidence, checking of data and ongoing data maintenance. It
control, access and refers to audits to confirm data accuracy as part of the control process. Table 2.4.6 sets
protection for documented out an example data confidence grading system. It addresses the ongoing operation of
information data input, and accountability for those managing the information.
The control of documented information under ISO 55001 is very similar to that
applicable under ISO Quality Management Standards and any organization employing
a quality management system should be familiar with these requirements. In that
regard:
IIMM 4.5 Quality Management (p4/58) covers general quality management and
control processes at a relatively high level, recognizing the numerous manuals and
guidelines specifically available for Quality Management.
ISO 8.1: Operational Planning and Control

This ISO section deals with the processes needed to implement the planning actions
determined earlier and corrective and preventive actions determined in 10.1 and 10.2.
There are a number of criteria specified which address the required processes and keeping
documented information.
IIMM 3.1 Decision Making Techniques (p3/2) provides guidance on decision
Establish criteria making criteria and techniques that can be used to develop, evaluate and prioritise
for the development operational processes.
of operational
processes
IIMM 3.2 Developing Operational Strategies and Plans and IIMM 3.3
Establish and implement Developing Maintenance Strategies and Plans (p3/2 and p3/18) provide
operational planning guidance on operational planning (including managing asset utilization, demand
processes. management and emergency management processes) and maintenance planning
(including development and evaluation of maintenance processes).
In relation to operational processes for dealing with corrective and preventive actions,
the IIMM sections referenced under ISO 10.1 and 10.2 are also relevant here.
In relation to operational risk management, the IIMM sections referenced under ISO
Manage risks associated 6.1 are also relevant here.
with operational
processes.
ISO 8.2: Management of change

This ISO section deals with prior assessment and management of any risks associated with any
planned change that could impact on achieving the AM objectives.
In relation to risk management, the IIMM sections referenced under ISO 6.1 are
Manage risks associated relevant here.
with changes IIMM 4.1.6 Organisational Commitment and Change Management (p4/11)
includes change management principles which, when followed, are intended to reduce
risks associate with change and support effective change management.

ISO 8.3: Outsourcing

This ISO section deals with assessing risk and controlling any outsourced processes or activities
that can impact on the achievement of AM objectives to ensure they integrate into the
organization’s AM system. There are a number of criteria specified which address scoping the
outsourced processes/activities and their interfaces with the organization’s own processes/
activities.
IIMM 2.6 Identifying Critical Assets and Business Risks (p2/90) covers the
Assess risks associated framework and methodology within which outsourcing risks should be assessed.
with outsourcing
IIMM 4.4.3 Evaluating and Selecting Options for Service Delivery (p4/53)
includes discussion on risk sharing in terms of establishing the form of contract to
enter into.
IIMM 4.4.1 Defining Core Services and Assets (p4/48) considers which
Determine the scope functions should be retained as core in-house activities and which could be carried
of outsourced activities, out more effectively by external parties. It also covers typical divisions between asset
responsibilities for owner, manager and service delivery roles.
managing outsourced
processes IIMM 4.4.2 Identifying Service Delivery and Contracting Options (p4/50)
outlines a range of service delivery options from internal delivery through to Public-
Private Partnerships.
IIMM 4.4.4 Procuring and Implementing Service Delivery (p4/54) deals with
Determine processes aspects that should remain under the organization’s control when contracting out,
for knowledge and scoping and packaging of contracts, pre-selection of tenderers and tender evaluation
information sharing methods. It also covers contract performance specification and monitoring.
IIMM 4.3.3 Identifying System Data and Functional Requirements
(p4/30) includes looking at various business drivers associated with selecting an AM
information system, including the need for links with external service providers.
Some of the sections of the IIMM that relate to Clauses 7.2, 7.3, 7.6 and 9.1 of ISO
Ensure outsourced 55001 can be applied similarly to outsourced resources. In addition:
resources meet
IIMM 3.3.8 Maintenance Performance Assessment and Reviews (p3/49)
requirements of relevant
covers monitoring the performance of maintenance contractors.
ISOs
IIMM 4.5.3 Business Process Mapping (p4/60) is a potential method for defining
and documenting process and information flows between providers and owners.
ISO Part 9: Performance Evaluation
ISO 9.1: Monitoring, Measurement, Analysis and Evaluation

This ISO section deals with what and when to monitor, and measure and report on performance
(including financial and non-financial performance) and the effectiveness of the AM system.
There are a number of criteria specified which address effectiveness of the monitoring
processes.
IIMM Section 2.2 Developing and Monitoring Levels of Service (p2/17)
Determine and provides a methodology for determining levels of service and appropriate performance
implement asset measures for reporting on those. This covers need to establish measures that give
performance consideration to customer/stakeholder requirements, organizational objectives and
monitoring requirements, legal/regulatory requirements. More specifically:
methods, frequency and
IIMM 2.2.3 Developing Effective Performance Measures (p2/20) provides
analysis and reporting
guidance on developing SMART performance measures and setting performance
targets with examples of performance measures for various types of services.
reviewing the effectiveness of the assets and AM performance by way of developing
an asset performance monitoring programme, rating system and reporting on that to
both internal and external stakeholders.
IIMM 2.5 Assessing Asset Condition (p2/72); Asset condition can be a key
indicator of asset performance. This section looks at determining appropriate
monitoring frequencies, methods, analysis and reporting on asset condition.
IIMM 4.6.1 Assessing Current and Appropriate AM Performance (p4/66)
looks at the use of suitable assessment frameworks to measure AM system
performance and how the results can be analyzed and presented.

IIMM Section 4.6.5 Monitoring Asset Management Benefits and Outcomes
Determine and (p4/74) discusses the establishment of performance indicators that allow for
implement monitoring monitoring the effectiveness of the AM System.
and reporting on the IIMM 3.5.1 Introduction to Financial and Funding Strategies (p3/70)
effectiveness of the AM provides guidance on reporting on the financial performance and effectiveness of the
system. AM system. It includes key principles of financial management for infrastructure
assets covering issues relating to reporting financial performance.
covers monitoring the performance of maintenance contractors.
IIMM 2.6.7 Monitoring and Review (p2/101) looks at appropriate processes for
reporting on asset and AM system risks including reporting on the effectiveness of risk
treatments.
Retain documented
IIMM 4.5 (p4/59) deals with Quality Management and covers issues keeping
evidence of results
appropriate documentation.
ISO 9.2: Internal Audit

These ISO sections 9.2.1 and 9.2.2 deal with conducting internal audits to test conformance,
implementation and maintenance of the AM system. There are a number of criteria specified
which address a range of issues to be considered when establishing an audit programme(s).
While the IIMM does not provide specific guidance in relation to developing an audit
Plan, establish and plan, it references the need for continual review and audits throughout the Manual.
maintain an audit Examples include:
programme IIMM 2.1.1 The Asset Management Framework (p2/3) requires key documents
(AM Policy and Strategy) to include procedures for auditing against those documents.
IIMM 2.4.5 Maintaining and Improving Data Confidence (p2/59) deals with
auditing asset data.
IIMM 3.3.8 Maintenance Performance and Reviews (p3/49) deals with
auditing of maintenance processes and contractors.
IIMM 4.2.5 Involving Key Stakeholders in Plan Development (p4/23)
addresses the likely focus of internal and external auditors and the need to consider
their requirements early in the plan development process.
IIMM 4.4.4 Procuring and Implementing Service Delivery (p4/54) emphasizes

Conduct internal the need for strong audit processes when contracting out AM delivery.
audits to determine the A number of clauses under ISO 55001, including this one, are very similar to those
effectiveness of the applicable under ISO Quality Management Standards. Other relevant sections
AM System and therefore include:
compliance against this
standard IIMM 4.5 Quality Management (p4/59) which covers issues such as audit and
accreditation, and more specifically;
IIMM 4.5.2 Implementing Quality Management (p4/59) which covers
implementation and continuous improvement and mentions monitoring through
internal audits. It also addresses documentation as part of a QM system and that a
document control system needs to be implemented which covers the points raised in
ISO 55001.
IIMM 4.5.4 Appropriate Levels of Documentation (p4/63) includes a case study
on reviewing and documenting an AM process using an internal audit process.
Readers are also referred to the Australian Infrastructure Financial Management

Guidelines available through IPWEA. These have a Chapter on Auditing of
Infrastructure Assets and whilst the focus is on financial audits, it does include
relevant information on corporate governance issues and the role of asset
managers. Go to www.ipwea.org/bookshop/aifmg/

ISO 9.3: Management Review

This ISO section deals with top management reviewing the organization’s AM system to ensure
its continuing effectiveness. There are a number of criteria specified which address actions
expected to be carried out as part of such management reviews.
While the IIMM does not contain specific guidance relating to how to carry out ‘top
Carry out regular ‘top management’ reviews, the need for them is referenced in many places, for example.
management’ reviews of IIMM 2.2.8 Performance Monitoring and Reporting (p2/33) deals with
the effectiveness of the reviewing the effectiveness of the assets and AM performance by way of developing
AM System an asset performance monitoring programme, rating system and reporting on that to
both internal and external stakeholders, which will include ‘top management’.
introduces the need to employ suitable assessment frameworks to measure AM
performance and review elements of the AM practice by management, in a structured
way.
(p4/74) promotes reporting to the highest level in the organization in relation to
achieving AM objectives and the effectiveness of the AM system.
The IIMM 2.6.7 Monitoring and Review (p2/ 101) deals with monitoring and
Retain documented reviewing risks that looks at strong and sustained commitment by management to the
evidence including risk management aspects of the AM system. It promotes a continuous improvement
continual approach with monitoring and review over time to report to management on
improvement appropriateness of the risk treatment.
opportunities IIMM 4.5 Quality Management (p4/59) covers issues such as implementation and
continuous improvement involving management review as well as appropriate levels
of documentation.
ISO Part 10: Improvement
ISO 10.1: Nonconformity and Corrective Action

This ISO section deals with the organization reacting to any nonconformity or incident and
taking action to control and correct it.
There are a number of criteria specified which address future occurrences, implementing
resultant action, and reviewing effectiveness of such action.
IIMM 4.6.2 Identifying Improvement Actions (p4/68) covers potential actions
React, control and to take in respect of non-conformities in the AM System (the term ‘gap’ is used in the
manage non-conformities IIMM in terms of understanding where current AM practices have not reached desired
in AM and the AM system ‘appropriate’ AM practices).
IIMM 4.6.3 Prioritising Actions and Developing the Improvement
Programme (p4/70) provides guidance on evaluating the need to take action to
address these non-conformities, or ‘gaps’ and prioritizing actions.
IIMM Section 4.6.4 Delivering Improvement Actions (p4/72) covers the
implementation of the action plan.
(p4/74) deals with reviewing the effectiveness of the action (improvement plan).
React, control and IIMM 3.2.5 Emergency Response Planning (p3/ 24) covers incident and
manage non-conformities emergency management processes.
in the assets
IIMM 3.3.3 Maintenance Data Strategies (p3/35) includes processes for
responding to unplanned (reactive) maintenance requirements.
Retain documented IIMM 4.5 (p4/59) which deals with Quality Management covers issues such as
evidence recording performance and demonstrating compliance and keeping appropriate
documentation.
ISO 10.2: Preventive Action

This ISO section deals with the processes to proactively identify possible preventive action.
IIMM 2.2.8 Performance Monitoring and Reporting (p2/33) looks at processes
Proactively identify for monitoring asset performance such that performance failures can be identified.
potential asset
IIMM 2.5 Assessing Asset Condition (p2/72); Asset condition assessment is a key
failures
process for identifying potential performance failure relating to asset condition. More
specifically:
IIMM 2.5.5 Predicting Condition Deterioration Rates (p2/85) deals with the
ability to predict when the asset may fail due to condition deterioration.
IIMM 2.6.4 Identifying Critical Assets (p2/95) has relevance because proactive
failure prevention is often targeted at critical assets.
IIMM 3.3.2 Objectives, Levels of Service and Intervention Levels (p3/32)
looks at the determination of maintenance intervention levels which define asset
performance ‘failure’ that requires the need to take action.

Evaluate the need for provides an approach for identifying and preventing repeat asset failures and when to
preventive action consider a planned renewal instead of continued maintenance.
IIMM 3.3.5 Maintenance Plans (p3/38) outlines the differences between planned
and unplanned maintenance, the need to understand failure modes and the use of risk
based maintenance approaches to identify when preventive action is a better solution
than dealing with asset failure.
IIMM 3.3.7 Work Plan for Planned Maintenance (p3/47) covers identifying
appropriate preventive maintenance tasks.
IIMM 3.1 Decision Making Techniques (p3/2) provides guidance on decision
making techniques that can be used to evaluate when preventive actions are a better
solution considering costs, benefits and risks.
The IIMM Sections relevant to ISO 10.1 are also relevant here.

ISO 10.3: Continual Improvement

This ISO section deals with continually improving the organization’s AM and AM system.
The concept of continual improvement filters through many IIMM sections, some
Continually improve examples of most relevance include:
AM processes and the IIMM 2.1.3 Determining the Appropriate Level of Asset Management
AM system Practice (p2/7): Assists with assessing how advanced AM practices and the AM
System should be, which is a starting point for identifying improvements.
IIMM 2.4.5 Maintaining and Improvement Data Confidence (p2/59) covers
continual improvement of asset data.
IIMM 2.6.7 Risk Monitoring and Review (p2/101) covers continual review and
improvement of risk management processes.
covers review and improvement of maintenance plans and processes.
IIMM 4.2.4 Writing, Reviewing and Maintaining the Plan (p4/23) includes
processes for ongoing review and improvement of the AM Plan.
IIMM 4.3.5 Information System Implementation and Ongoing Review
(p4/43) looks at the review and improvement of AM information systems.
IIMM 4.6 Continuous Improvement (p4/65) is particularly relevant to this ISO
section, including:
introduces the concepts of employing suitable assessment frameworks to measure
the effectiveness of the AM and AM System performance with a view to identifying
potential improvements.
IIMM 4.6.2 Identifying Improvement Actions (p4/68) deals with methods of
identifying improvements and scoping of improvement actions and provides examples
of AM Improvement Plan Actions.
IIMM 4.6.3 Prioritising Actions and Developing the Improvement
Programme (p4/70) deals with assessing the benefits of proposed improvement
actions, and risks of not taking action, to ensure actions are warranted. Prioritisation
of potential actions is covered..
IIMM Section 4.6.4 Delivering Improvement Actions (p4/72) provides
guidance on project managing the improvement plan. Implementation and
monitoring steps are outlined.
(p4/74) promotes reporting on targets and performance indicators that allow for
monitoring and reviewing the effectiveness of any improvements carried out.
Appendix A
Summary of IIMM Clause Numbers Relevant To ISO

For completeness, the following matrix of cross-referenced clauses from the IIMM includes those that are only briefly related to the
various ISO standard requirements as well as those that are substantive in terms of their ‘how to’ guidance. Therefore there are a
number of IIMM sections that are relevant across many ISO sections. For example, many ISO sections have reference to continual
improvement, which means IIMM Section 4.6 on Continuous Improvement is frequently referenced. Similarly, many ISO sections
require ‘documented evidence’ to be kept, and in these cases IIMM Section 4.5 on Quality Management is considered relevant.
ISO Clause
8.1: Operations Planning/ Control

5.1: Leadership and Commitment
4.3: Determine AM System Scope
6.2.2: Planing for AM Objectives
10.1: Managing Nonconformity

9.1: Monitoring and evaluation
5.3: Roles and Accountabilities
4.2: Understand stakedholders
7.5: Information Requirements

4.1: Organisation and context
10.3: Continual Improvement

8.2: Management of Change
6.1: Risks and Opportunities
7.6.2 Creating and Updating

7.6.3 Control of Information
9.3: Management Review
10.2: Preventative action

6.2.1: AM Objectives
7.4: Communication
9.2: Internal Audit

7.2: Competence
8.3: Outsourcing
4.4: AM System
7.3: Awareness
7.1: Resources
7.6.1: General
5.2: Policy
IIMM Section
Section 1 | Introduction to Infrastructure Asset Management
1.1.1 Infrastructure and Society
1.1.2 Benefits of Improved AM
1.1.3 Catalysts for Improved AM
1.1 Asset Management Drivers and Benefits
1.2 Defining Asset Management
1.2.1 Key Elements
1.2.2 Lifecycle AM Activities
1.2.3 Integrating AM Across the Organisation
1.3 The Asset Management Process
1.3.1 Understanding and Defining Requirements
1.3.2 Developing AM Lifecycle Strategies
1.3.3 AM Enablers
Section 2 | Understanding and Defining Requirements
2.1 The Strategic Context and the Asset Management Policy
2.1.1 The AM Framework
2.1.2 Developing the AM Policy
2.1.3 Determining Appropriate Level of AM Practice
2.1.4 Understanding the External Environment
2.1.5 Understanding the Internal Environment
2.1.6 Understanding the Customer Perspective
2.2 Developing and Monitoring Levels of Service
2.2.1 Introduction
2.2.2 Developing Levels of Service
2.2.3 Developing Effective Performance Measures
2.2.4 Customer Consultation Process
2.2.5 Consultation Techniques
2.2.6 Developing the Consultation Plan
2.2.7 Developing Customer Charters
2.2.8 Performance Monitoring and Reporting
2.3 Forecasting Future Demand
2.3.1 Introduction
2.3.2 Factors Influencing Demand
2.3.3 Developing Demand Forecasts
2.3.4 Dealing With Demand Forecasting Uncertainty
2.4 Establishing Base Asset Knowledge
2.4.1 Identifying Information Requirements
2.4.2 Asset Register Structure and Hierarchy
2.4.3 Asset Identification Systems
2.4.4 Data Collection Processes
2.4.5 Maintaining and Improving Data Confidence
2.4.6 Examples of Asset Hierarchies
2.4.7 Asset Identification / Numbering Systems
Appendix A
ISO Clause






7.4: Communication
9.2: Internal Audit

7.2: Competence
8.3: Outsourcing
4.4: AM System
7.3: Awareness
7.1: Resources
7.6.1: General
5.2: Policy
IIMM Section
2.5 Assessing Asset Condition
2.5.1 Introduction
2.5.2 Condition Assessment Processes
2.5.3 Condition Assessment Techniques
2.5.4 Approaches for Grading Condition
2.5.5 Predicting Condition Deterioration Rates
2.5.6 Asset-Specific Condition Grading Systems
2.6 Identifying Critical Assets and Business Risks
2.6.1 Introduction
2.6.2 The Risk Management Context
2.6.3 Identifying Risks
2.6.4 Identifying Critical Assets
2.6.6 Managing the Risks
2.6.7 Monitoring and Review
Section 3 | Developing Asset Management Lifecycle Strategies
3.1 Decision Making Techniques
3.1.1 Introduction
3.1.2 Benefit-Cost Analysis
3.1.3 Multi-Criteria Analysis
3.1.4 Risk-Based Decisions
3.1.5 Optimising Across Different Activities
3.1.6 Other Decision Considerations
3.2 Developing Operational Strategies and Plans
3.2.1 Introduction
3.2.2 Effective Asset Utilisation
3.2.3 Supply-Side Demand Management
3.2.4 Customer Demand Management
3.2.5 Emergency Response Planning
3.3 Developing Maintenance Strategies and Plans
3.3.1 Introduction
3.3.2 Objectives, Levels of Service and Intervention
3.3.3 Maintenance Strategies
3.3.4 Maintenance Objectives
3.3.5 Maintenance Plans
3.3.6 Work Plan for Unplanned Maintenance
3.3.7 Work Plan for Planned Maintenance
3.3.8 Maintenance Assessment and Reviews
3.4 Developing Capital Investment Strategies & Plans
3.4.1 Introduction
3.4.2 Identifying and Scoping Capital Projects
3.4.3 Developing New Build Programmes
3.4.4 Developing Renewal Programmes
3.4.5 Predictive Modelling Techniques
3.4.6 Compiling the Capital Investment Strategy
Appendix A
ISO Clause






7.4: Communication
9.2: Internal Audit

7.2: Competence
8.3: Outsourcing
4.4: AM System
7.3: Awareness
7.1: Resources
7.6.1: General
5.2: Policy
IIMM Section
3.5 Financial and Funding Strategies
3.5.1 Introduction
3.5.2 Identifying and Categorising Lifecycle Costs
3.5.3 Valuation Approaches
3.5.4 Calculating Depreciated Replacement Cost
3.5.5 Developing Long Term Financial Forecasts
3.5.6 Developing Funding Plans
Section 4: Asset Management Enablers
4.1 Asset Management Teams
4.1.1 Defining the AM Role
4.1.2 Establishing AM Structures
4.1.3 AM Leadership and Coordination
4.1.4 AM Capability Requirements
4.1.5 Building Capability (Training and Resources)
4.1.6 Organisational Commitment and Change
4.2 Asset Management Plans
4.2.1 Identifying AM Objectives
4.2.2 The AM Plan Development Approach
4.2.3 Developing the AM Plan Template
4.2.4 Writing, Reviewing and Maintaining the Plan
4.2.5 Involving Key Stakeholders
4.2.6 Example of an AM Plan Structure
4.3 Information Systems and Tools
4.3.1 Principles for AMIS Implementation
4.3.2 System Development Process
4.3.3 Identifying Data and Function Requirements
4.3.4 Evaluating Software
4.3.5 System Implementation and Ongoing Review
4.3.6 Using GIS Systems for AM
4.4 Service Delivery Models
4.4.1 Defining Core Services and Assets
4.4.2 Service Delivery and Contracting Options
4.4.3 Evaluating/Selecting Service Delivery Options
4.4.4 Procuring and Implementing Service Delivery
4.5 Quality Management
4.5.1 Introduction
4.5.2 Implementing Quality Management
4.5.3 Business Process Mapping
4.5.4 Appropriate Levels of Documentation
4.6 Continuous Improvement
4.6.1 Assessing AM Performance Gaps
4.6.2 Identify Improvement Actions
4.6.3 Developing the Improvement Plan
4.6.4 Delivering Improvement Actions
4.6.5 Monitoring AM Benefits and Outcomes
Appendix B
Comparison of Key Definitions Between ISO 55000

and the IIMM
The following table compares and draws alignment between terms used in the IIMM and ISO 55000. IPWEA and NAMS are satisfied
that the terms are reasonably compatible, with one main exception. The table compares the IIMM ‘AM Framework’ as the closest
match with the ISO 55000 term ‘AM System’ which is not used in the IIMM. The next edition of the IIMM will incorporate the term
and concept of the AM System.
ISO 55000 Definitions2 IIMM Definitions

ASSET ASSET
Item, thing or entity that has potential or actual value to an organization (3.1.14) An item that has potential value to an organisation such as plant,
Note 1 to entry: Value can be tangible or intangible, financial or non-financial, and machinery, buildings, etc.
includes consideration of risks (3.1.22) and liabilities. It can be positive or negative at
different stages of the asset life (3.2.2).
Note 2 to entry: Physical assets usually refer to equipment, inventory and properties
owned by the organization. Physical assets are the opposite of intangible assets,
which are non-physical assets such as leases, brands, digital assets, use rights,
licences, intellectual property rights, reputation or agreements.
Note 3 to entry: A grouping of assets referred to as an asset system (3.2.6) could also
be considered as an asset.
ASSET LIFE LIFE
Period from asset (3.2.1) creation to asset end of life. A measure of the anticipated life of an asset or component; such as time,
number of cycles, distance intervals, etc.
ASSET MANAGEMENT ASSET MANAGEMENT (AM)
Coordinated activity of an organization (3.1.14) to realize value from assets (3.2.1) The systematic and coordinated activities and practices of an organisation
Note 1 to entry: Realization of value will normally involve a balancing of costs, risks to optimally and sustainably deliver on its objectives through the cost-
(3.1.22), opportunities and performance (3.1.18) benefits. effective lifecycle management of assets.
Note 2 to entry: Activity can also refer to the application of the elements of the AM
system (3.4.3).
Note 3 to entry: to entry: The term “activity” has a broad meaning and can include,
for example, the approach, the planning, the plans and their implementation.
ASSET MANAGEMENT PLAN ASSET MANAGEMENT PLAN (AM Plan)
Documented information (3.1.7) that specifies the activities, resources and timescales Long-term plans (usually 10-20 years or more for
required for an individual asset (3.2.1), or a grouping of assets, to achieve the infrastructure assets) that outline the asset activities and programmes for
organization’s (3.1.14) asset management (3.3.1)objectives (3.1.13). each service area and resources applied to provide a defined level of service
Note 1 to entry: The grouping of assets may be by asset type (3.2.7), asset class, asset in the most cost effective way.
system (3.2.6) or asset portfolio (3.2.5).
Note 2 to entry: An asset management plan is derived from the strategic asset
management plan (3.3.2).
Note 3 to entry: An asset management plan may be contained in, or may be a
subsidiary plan of, the strategic asset management plan.
ASSET MANAGEMENT SYSTEM ASSET MANAGEMENT FRAMEWORK(2)
Management system (3.4.2) for asset management (3.3.1) whose function is to The overarching AM hierarchy including the AM Policy, Objectives, Strategy
establish the asset management policy (3.1.19) and asset management objectives and the AM Plan.
(3.1.13).
Note 1 to entry: The asset management system is a subset of asset management.
MANAGEMENT SYSTEM
Set of interrelated or interacting elements of an organization (3.1.14) to establish
policies (3.1.19) and objectives (3.1.13) and processes (3.1.20) to achieve those
objectives.
Note 1 to entry: A management system can address a single discipline or several
disciplines.
Note 2 to entry: The system elements include the organization’s structure, roles and
responsibilities, planning, operation, etc.
Note 3 to entry: The scope of a management system may include the whole of the
organization, specific and identified functions of the organization, specific and
identified sections of the organization, or one or more functions across a group of
organizations.
ASSET SYSTEM INFRASTRUCTURE ASSETS
A set of assets (3.2.1) that interact or are inter-related. Stationary systems forming a network and serving whole communities,
where the system as a whole is intended to be maintained indefinitely
at a particular level of service potential by the continuing replacement
and refurbishment of its components. The network may include normally
recognized assets as components.
Appendix B
ISO 55000 Definitions2 IIMM Definitions

CORRECTIVE ACTION CORRECTIVE MAINTENANCE
Action to eliminate the cause of a non-conformity (3.1.12) and to prevent recurrence. The remedial actions performed as a result of failure, to restore an asset or
component to a specified condition.
CRITICAL ASSETS CRITICAL ASSETS
Asset (3.2.1) having potential to significantly impact on the achievement of the Those assets that are likely to result in a more significant financial,
organisation’s (3.1.14) objectives (3.1.13). environment and social cost in terms of impact on organizational objectives.
DOCUMENTED INFORMATION. NA
Information required to be controlled and maintained by an organisation (3.1.14) and
the medium on which it is contained.
LEVEL OF SERVICE LEVEL OF SERVICE
Parameters, or combination of parameters, which reflect social, political, Levels of service statements describe the outputs or objectives an
environmental and economic outcomes that the organization (3.1.14) delivers. organisation or activity intends to deliver to customers.
Note 1 to entry: The parameters can include safety, customer satisfaction, quality,
quantity, capacity, reliability, responsiveness, environmental acceptability, cost and
availability.
LIFE CYCLE LIFECYCLE
Stages involved in the management of an asset (3.2.1) The time interval that commences with the identification of the need for
Note 1 to entry: The naming and number of the stages and the activities under each an asset and terminates with the decommissioning of the asset or any
stage usually vary in different industry sectors and are determined by the organization liabilities thereafter.
(3.1.14).
MONITORING PERFORMANCE MONITORING
Determining the status of a system, a process (3.1.20) or an activity. Continuous or periodic quantitative and qualitative assessment of the
actual performance compared with specific objectives, targets or standards.
OBJECTIVE ASSET MANAGEMENT OBJECTIVES
Result to be achieved. Specific outcomes required from the implementation of the AM framework.
POLICY ASSET MANAGEMENT POLICY
Intentions and directions of an organisation (3.1.14) as formally expressed by its top Outlines the principles and requirements for undertaking AM across the
management (3.1.24) organisation in a structured and coordinated way, consistent with the
organisation’s strategic plan.
PREVENTIVE ACTION PLANNED MAINTENANCE
Action to eliminate the cause of a potential non-conformity (3.1.12) or other Planned maintenance activities fall into three categories;
undesirable potential situation. • Periodic – necessary to ensure the reliability or to sustain the design
life of the asset
PREDICTIVE ACTION • Predictive – condition monitoring activities used to predict failure.
Action to monitor the condition of the asset and predict the need for preventive • Preventive – maintenance that can be initiated without routine or
action (3.4.4) or corrective action (3.4.1). continuous checking (eg; using information contained in maintenance
manuals or manufacturer’s recommendations) and is not condition
based.
Other terms in the IIMM relating to preventive actions are risk treatment
and renewals and condition-based preventive maintenance.
RISK RISK
Effect of uncertainty on objectives (3.1.13). The effect of uncertainty on objectives. Risk events are events that may
compromise the delivery of the organisation’s strategic objectives.
STAKEHOLDER STAKEHOLDER
Person or organisation (3.1.14) that can affect, be affected by, or perceive themselves A person or entity that has an interest in the organisation’s activities or
to be affected by a decision or activity. outcomes.
CUSTOMER
Any person who uses the assets or service, is affected by it, or has an
interest in it either now or in the future. This definition does not necessarily
require that payment is made for use of the asset.
STRATEGIC ASSET MANAGEMENT PLAN (SAMP) ASSET MANAGEMENT STRATEGY
Documented information (3.1.7) that specifies how organizational objectives The high level long-term approach to AM including AM action plans and
(3.1.15) are to be converted into asset management (3.3.1)objectives (3.1.13), the objectives for managing the assets.
approach for developing asset management plans (3.3.3), and the role of the asset
management system (3.4.3) in supporting achievement of the asset management
objectives.
Note 1 to entry: A strategic asset management plan is derived from the organizational
plan (3.1.16).
Note 2 to entry: A strategic asset management plan may be contained in, or may be a
subsidiary plan of, the organizational plan.
(2) Not all Notes to each of the ISO definitions have been included in this Table and readers are referred to ISO 55000 Part 3 for full detail of the ISO definitions.
Appendix C
Bibliography
Institute of Public Works Engineering Australia, Australian Infrastructure Financial Management Guidelines, 2009.
ISO 55000 Asset management – Overview, principles and terminology.
ISO 55001 Asset management – Management systems – Requirements.
ISO 55002 Asset management – Management systems - Guidelines for the application of ISO 55001.
New Zealand National Asset Management Support Group, Developing Levels of Service and Performance Measures Guidelines, 2007.
New Zealand National Asset Management Support Group and Institute of Public Works Engineering Australia, International
Infrastructure Management Manual, 2011.
New Zealand National Asset Management Support Group, Optimised Decision Making Guidelines, 2004.
New Zealand National Asset Management Support Group, New Zealand Infrastructure Asset Valuation and Depreciation Guidelines,
2006.
Further guidance as referenced in this document
International Australian
Infrastructure Infrastructure
Management Financial
Manual (IIMM) Management
2011 Guidelines
NAMS NAMS
New Zealand Optimised
Infrastructure Decision Making
Asset Guidelines
Valuation and
Depreciation
Guidelines
NAMS NAMS.PLUS
Developing Guidance – an
Levels of online guided
pathway to the
Service and
implementation of
Performance Asset Management
Measures planning
Guidelines
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ISO 55001: ‘What’ is required

February 2014 – v1.0

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Introduction ISO Part 9: Performance

ISO Part 5: Leadership Appendix B

ISO Part 7: Support

ISO Part 8: Operation

ISO 55000 gives those responsible for organizational • Information

Asset Assets that are within the scope of the asset

• improved organisational sustainability; and • What is the current state of my assets?

Who can assess conformance • What is my best long-term funding strategy?

Section 2 Section 3 Section 4

2.2 Define Levels of Service and 4.2 Asset Management Plans

2.6 Identify Asset and Business Risks 4.6 Continuous Improvement

Scope and Purpose of this Format of this Supplement

ISO 4.1: Understanding the Organization and Its Context

IIMM 1.2.3 Integrating Asset Management Across the Organization (p1/8)

ISO 4.2: Understanding the Needs and Expectations of

IIMM 2.2.8 Performance Monitoring and Reporting (p2/33) deals with

ISO 4.3: Determining the Scope of the Asset Management

Define the asset

ISO 4.4: Asset Management System

IIMM 2.1.1 Framework for an AM System and 2.1.3 Determining the

Document in the SAMP

ISO 5.1: Leadership and Commitment

ISO 5.2: Policy

ISO 5.3: Organizational Roles, Responsibilities and Authorities

ISO 6.1: Actions to Address Risks and Opportunities for the

ISO 6.2: Asset Management Objectives and Planning

ISO 6.2.2: Planning to achieve AM objectives

IIMM Section 3.1 Decision Making Techniques (p3/2) looks at development

IIMM 1.2.2 Lifecycle Asset Management Activities and IIMM 1.3.2

For further information on lifecycle decision making and consideration of

Determine and document

ISO 7.1: Resources

IIMM Section 3.4 Developing Capital Investment Strategies and Plans

IIMM 4.4 Service Delivery Models (p4/47) describes approaches to considering

ISO 7.2: Competence

IIMM 4.5.2 Implementing Quality Management (p4/59) outlines good practice

ISO 7.3: Awareness

ISO 7.4: Communication

ISO 7.5: Information requirements

IIMM 3.5.1 Key Elements of Financial Management (p3/70) outlines the

ISO 7.6: Documented Information

IIMM Sections relevant to Cl 7.5 in relation to identifying information requirements

ISO 7.6.2: Creating and Updating

ISO 7.6.3: Control of documented information

IIMM 2.4.5 Maintaining and Improving Data Confidence (p2/59) addresses

ISO 8.1: Operational Planning and Control

ISO 8.2: Management of change

ISO 8.3: Outsourcing

ISO 9.1: Monitoring, Measurement, Analysis and Evaluation

ISO 9.2: Internal Audit

IIMM 4.4.4 Procuring and Implementing Service Delivery (p4/54) emphasizes

Readers are also referred to the Australian Infrastructure Financial Management

ISO 9.3: Management Review

ISO 10.1: Nonconformity and Corrective Action

ISO 10.2: Preventive Action

IIMM 3.3.8 Maintenance Performance Assessment and Reviews (p3/51)

ISO 10.3: Continual Improvement

Summary of IIMM Clause Numbers Relevant To ISO

8.1: Operations Planning/ Control

6.2.2: Planing for AM Objectives