Overview

MTA manages a $1 trillion asset portfolio and for the next 20 years, capital needs are estimated to total $105 billion.

An MTA Enterprise Asset Management (EAM) Program has been established to enable all levels of the organisation to make more informed, transparent and data-driven capital and operating decisions to achieve better utilization of resources and, ultimately, lower costs while improving the safety and reliability of operations. The EAM Program has completed a top-down assessment of internal asset management practices at the strategic and tactical levels, and taken a bottom-up approach to gathering requirements for software and IT tools. Critical to the success of the overall MTA EAM improvement program and information system integration is a clear understanding of the MTA enterprise business model and business process framework and their alignment to Asset Management best practice.

AMCL has been commissioned to enable alignment between the top-down and bottom-up approach, and ensure these two approaches meet in the middle. To do this the MTA is utilizing AMCL’s Asset Intensive Business Architecture (AIBA) model. The AIBA is based on Asset Management best practice that covers all aspects of asset intensive business and has successfully used this to develop tailored client Business Architecture models. AIBA is fully aligned with the requirements of ISO 55001 and the 39 subjects within the Institute of Asset Management’s Anatomy.

AMCL is supporting the MTA by using the AIBA to:

  • Develop the enterprise-level functional requirements and business model for EAM across the MTA, to capture and define strategic goals, core asset management business functions, information flows, processes, target business outcomes, and the corresponding performance measures.
  • Develop an enterprise-level business process framework to describe in more detail the processes identified in the business model and their relation to target business outcomes.
  • Identify the process requirements for integration between EAM and ERP systems.
  • Define an enterprise performance management framework and cascading performance indicators for asset management. The framework must enable data capture and performance reporting at the strategic, tactical and operational level.

Develop guidance documents to align asset management improvement programs at each of the operating agencies, business process re-engineering and the integration of new EAM information systems with the MTA’s overall strategic business objectives.

Client:

New York Metropolitan Transportation Authority (MTA)

Location:

USA

Business:

Multi-modal Transport