Asset Intensive Business Architecture

The Asset Intensive Business Architecture (AIBA) enables organizations to define in detail the scope of Asset Management and its underpinning process and information flows, requirements, roles and responsibilities.


“We seem to work in an uncoordinated fashion with overlapping or conflicting roles and responsibilities, a lack of useful information, and poorly defined processes or frameworks to guide us.”

Catalyst for Change

A realization that the Asset Management System as defined does not contain a sufficient level of detail and granularity to avoid duplication, inefficiency and re-work.

Outcome Delivered

Clarity on how the organization operates, with defined frameworks, processes and handover points, useful information for decision-making and clear roles and responsibilities, including with the supply chain.


  • Based on an established methodology 
  • Benchmark exemplars from consenting clients
  • Proven track record utilizing the AIBA across many use-cases
  • Track record of benefits delivered

Project Summaries

Project Summary

The Metropolitan Transportation Authority, (MTA) Enterprise Asset Management (EAM) Program was established to enable all levels of the organization to make more informed, transparent and data-driven capital and operating decisions through the use of EAM software and IT tools. AMCL was commissioned to support the development of an MTA enterprise operating model and business process framework.

To do this the MTA utilized AMCL’s AIBA model. The AIBA is based on Asset Management best practices and covers all aspects of an asset-intensive business to develop tailored Asset Management Operating Models for clients.

AMCL supported the MTA by using the AIBA to:

  • Develop the enterprise-level functional requirements and an operating model for EAM across the organization.
  • Develop an enterprise-level business process framework to describe the processes identified in the operating 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.
  • 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 software and IT tools with the MTA’s overall strategic business objectives.

Project Summary

Following an Asset Management Maturity Assessment, AMCL has supported ElectraNet to develop a Level 2 Capability Model which aligns with the deliverables within the ElectraNet Maturity Roadmap.

The Capability Model provides the next level of business definition for ElectraNet. The model comprises the business capabilities the organization requires to deliver its services effectively. This ElectraNet Capability Model provides the structure and guidance to future ElectraNet initiatives including but not limited to:

  • Competency
  • Resourcing
  • Assurance
  • Management System Alignment
  • Asset Information Strategy
  • Roles and Responsibilities (RACI)
  • Process Flows and Level 3 process modeling

The ElectraNet Capability Model will ensure business management leading practice is embedded by providing a blueprint of the enterprise, providing a common understanding of the organization and to be used to align strategic objectives with tactical demands.

AMCL’s approach involved extensive validation of supporting design elements, reference to global knowledge and good practice in Electrical utility asset/work/service management alongside engagement with ElectraNet teams and selected local staff.

ElectraNet utilized AMCL’s AIBA Utilities Model with AMCL staff providing a facilitation and review role.