preview-developing-and-maintaining-a-strategic-asset-management-plan-samp
This IAM‑published guidance (Version 1.1, July 2021) offers practical, step‑by‑step advice for creating, implementing and keeping alive a Strategic Asset Management Plan (SAMP). It clarifies that a SAMP is a high‑level strategic planning document – not an asset‑management system manual – that translates organisational strategic objectives, policies and risk‑appetite into concrete, long‑term asset‑focused actions, objectives and performance measures. The guide explains why a SAMP is needed (bridging top‑down business plans with bottom‑up asset realities, improving vertical and horizontal alignment, and driving cultural transformation), identifies its primary audiences (planners, department leaders, supply‑chain managers, the workforce, senior management), and situates the SAMP within the ISO 55000/55002 and PAS 55 governance hierarchy. It outlines the scope, strategic horizons, types of strategies, and granularity required, then details the development process – from understanding the current situation, defining strategic objectives and plans, establishing decision‑making, risk and criticality frameworks, to agreeing ways of working and communication strategies. Subsequent sections (not shown) cover ownership, integration with business planning, review cycles, and illustrative case studies from Shell, Network Rail, TransGrid, AusNet and others. The document is intended as a complement to ISO standards, filling the gap between high‑level requirements and actionable, organisation‑specific SAMP content.
Topics
Defining the SAMP: A Strategic Planning Tool, Not a System Manual
Explains the ISO 55000/55002 definition of a SAMP, clarifies misconceptions, and distinguishes the SAMP from detailed asset‑management system documentation.
Why a SAMP Is Needed: Bridging Top‑Down Business Plans and Bottom‑Up Asset Realities
Describes the two‑directional role of the SAMP in translating organisational objectives into asset‑focused actions and feeding asset constraints back into strategic decisions.
Key Audiences and Benefits of a SAMP
Identifies planners, department leaders, supply‑chain managers, the workforce and senior management as primary users, and outlines the specific value each group gains.
Strategic Context: Aligning the SAMP Within the Asset Management System Hierarchy
Positions the SAMP within the ISO‑based governance structure (policy → strategy → plan → asset‑level plans) and shows its relationship to the broader Asset Management System.
Scope, Horizons and Granularity: Defining the Boundaries of a SAMP
Covers decisions on time horizons, level of detail, and the types of strategies (asset‑focused vs. capability‑focused) that should be included.
Step‑by‑Step Development Process for a SAMP
Outlines the practical workflow: assessing current situation, understanding context, defining strategic objectives, formulating strategic plans, establishing risk and decision‑making frameworks, and agreeing ways of working.
Governance Elements: Criticality, Risk Appetite, Decision‑Making and Progress Measures
Details the agreed ways of working, including risk management frameworks, criteria for prioritisation, performance indicators and change‑management approaches.
Embedding the SAMP: Ownership, Integration with Business Planning and Ongoing Review
Describes responsibilities for maintaining the SAMP, linking it to business planning cycles, and processes for regular updating and continuous improvement.