{"id":51192,"date":"2020-03-25T14:44:16","date_gmt":"2020-03-25T14:44:16","guid":{"rendered":"https:\/\/tbsite.dev.tbmaestro.net\/uncategorized-en\/why-should-you-do-physical-asset-management\/"},"modified":"2020-03-25T14:44:16","modified_gmt":"2020-03-25T14:44:16","slug":"why-should-you-do-physical-asset-management","status":"publish","type":"post","link":"https:\/\/www.tbmaestro.ca\/en\/assets-management\/why-should-you-do-physical-asset-management\/","title":{"rendered":"Why should you do physical asset management?"},"content":{"rendered":"\n<div style=\"height:29px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n<p><strong><em>From &#8220;project management&#8221; to &#8220;user control&#8221;<\/em><\/strong><\/p>\n\n<p><em>Changing user needs, the obsolescence of buildings and infrastructures, and regulatory and budgetary constraints are pushing asset managers to implement a strategy and an asset management system based on a balance and optimization of costs, performance &#8211; desired level of services and targets to be reached &#8211; and risks in order to provide an adapted response to the new challenges of the organization, whether public or private.<\/em><\/p>\n\n<div style=\"height:48px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n<p>In all sectors, intensive construction between 1950 and 2000 has given France a stock of physical assets whose maintenance is not always well ensured and whose renewal is still poorly controlled. Whether they are real estate, industrial, urban infrastructure, or transport assets, these assets are leading managers to review their practices: more and more of them are migrating towards methodical and structured asset management in order to maximize the value of their assets over the long term.\n\n\n \n\n\n\n <\/p>\n\n<p>But why undertake such a move? What is the point of changing the way things are done?\n \n<\/p>\n\n<div style=\"height:48px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n<p><strong>The challenge: finding the right balance<\/strong><\/p>\n\n<p>The answer lies primarily in the need to have a panoramic view of one&#8217;s entire asset portfolio and to be able to anticipate equities at any point in the life cycle. It is on the basis of all the needs, opportunities, and problems identified for all types of assets that decisions and actions will be better targeted. And even if, after analysis, the actions were focused on a single site, the decision to act will have been the subject of rigorous analysis and comparisons of needs across the entire portfolio.\n\n\n \n\n \n\n\n <\/p>\n\n<p>The traditional approach based on a single-site reading thus gives way to an analysis that takes into account the objective of maximizing the use-value of the organization&#8217;s assets.\n\n\n <\/p>\n\n<p>The strategy and asset management system must therefore respond to the long-term monitoring of changing needs, through the development of a Master Plan based on a reliable and scalable reference framework. This approach, and the resulting tools, is based on three essential steps: identifying work requirements and their characteristics, associating risks with them and arbitrating in order to select investment projects and regular maintenance actions with the best impact on the value of the assets.\n\n\n \n\n\n\n <\/p>\n\n<blockquote class=\"wp-block-quote is-layout-flow wp-block-quote-is-layout-flow\"><p><strong>The asset manager must move from a culture of &#8220;project ownership&#8221; to a culture of &#8220;use control&#8221;.<\/strong><\/p><cite>Jean-Pascal Foucault<\/cite><\/blockquote>\n\n<div style=\"height:48px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n<p><strong>The objective: to generate value<\/strong><\/p>\n\n<p>In other words, asset management is a process of optimization, of arbitration between conflicting parameters whose role is to ensure a balance between various actions generating operating, maintenance, renewal, construction, and disposal costs. The manager aims to produce value for his or her organization by ensuring that the costs to be incurred meet the organization&#8217;s mission, its political intentions, and its vision of the future.\n\n\n\n \n\n\n<\/p>\n\n<p>The benefits of this approach are multiple: for example, improved financial performance, improved decision-making and quality of service to users, risk control, demonstration of regulatory compliance, improved sustainable development and societal accountability of the organization.\n\n\n\n <\/p>\n\n<p>All of these benefits ultimately lead to an improvement in the organization&#8217;s brand image, notably through user satisfaction and trust.<\/p>\n\n<div style=\"height:48px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n<p><strong>The way: move forward now!<\/strong><\/p>\n\n<p>Faced with the constant evolution of uses, obsolescence, regulatory and financial constraints of heritage, the strategy of continuing to build and accumulate physical assets is no longer adapted to the current stakes of ecological, digital, and economic transitions. The heritage manager must move from a culture of &#8220;project ownership&#8221; to a culture of &#8220;use control&#8221;.\n\n\n\n \n\n <\/p>\n\n<p>Their actions are therefore part of a sustainable approach to understanding, controlling, maintaining, and optimizing the decisions and actions needed to generate value, offering a response adapted to the changing needs of an organization in order to understand their causes and control their effects.\n\n\n\n <\/p>\n\n<p>What would be the risk of doing nothing?\n<\/p>\n\n<div style=\"height:48px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n<hr class=\"wp-block-separator\"\/>\n\n<p><strong>Keywords<\/strong>: physical asset management, real estate assets, uses, optimization, risks<\/p>\n\n<p><strong>Date of the article: <\/strong>10\/02\/2020<\/p>\n\n<p><strong>Editors:<\/strong> Maxime Butez, Jean-Pascal Foucault<\/p>\n\n<p><strong>Source:<\/strong> <em><a href=\"https:\/\/www.boutique.afnor.org\/norme\/nf-iso-55000\/gestion-d-actifs-apercu-general-principes-et-terminologie\/article\/807675\/fa170812\">Norme internationale ISO 55 000 \u2013 Gestion d\u2019actifs \u2013 Aper\u00e7u g\u00e9n\u00e9ral, principes et terminologie &#8211; AFNOR<\/a><\/em><\/p>\n","protected":false},"excerpt":{"rendered":"<p>Changing user needs, the obsolescence of buildings and infrastructures, and regulatory and budgetary constraints are pushing asset managers to implement a strategy and an asset management system.<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"off","_et_pb_old_content":"<!-- wp:spacer {\"height\":29} -->\n<div style=\"height:29px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n<!-- \/wp:spacer -->\n\n<!-- wp:paragraph -->\n<p><strong><em>De la \u00ab&nbsp;ma\u00eetrise d\u2019ouvrage&nbsp;\u00bb \u00e0 la \u00ab&nbsp;ma\u00eetrise d\u2019usage&nbsp;\u00bb<\/em><\/strong><\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:paragraph -->\n<p><em>L\u2019\u00e9volution des besoins des usagers, la v\u00e9tust\u00e9 des b\u00e2timents et infrastructures, les contraintes r\u00e9glementaires et budg\u00e9taires poussent les gestionnaires de patrimoine \u00e0 mettre en place une strat\u00e9gie et un syst\u00e8me de gestion d\u2019actifs bas\u00e9s sur un \u00e9quilibre et une optimisation des co\u00fbts, des performances \u2013 niveau de services souhait\u00e9 et cibles \u00e0 atteindre \u2013 et des risques afin d\u2019apporter une r\u00e9ponse adapt\u00e9e aux nouveaux enjeux de l\u2019organisation, qu\u2019elle soit publique ou priv\u00e9e.<\/em><\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:spacer {\"height\":48} -->\n<div style=\"height:48px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n<!-- \/wp:spacer -->\n\n<!-- wp:paragraph -->\n<p>Dans toutes les fili\u00e8res, la construction\nintensive des ann\u00e9es 1950 \u00e0 2000 a dot\u00e9 la France de parcs d\u2019actifs physiques\ndont la maintenance n\u2019est pas toujours bien assur\u00e9e et dont le renouvellement\nest encore mal ma\u00eetris\u00e9. Qu\u2019ils soient immobiliers, industriels,\nd\u2019infrastructures urbaines ou de transport, ces patrimoines m\u00e8nent les\ngestionnaires \u00e0 revoir leurs pratiques&nbsp;: ils sont de plus en plus nombreux\n\u00e0 avoir entrepris une migration vers une gestion d\u2019actifs m\u00e9thodique et structur\u00e9e\nafin de maximiser la valeur de leur patrimoine sur le long terme. <\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:paragraph -->\n<p>Mais\npourquoi entreprendre une telle d\u00e9marche&nbsp;? Quel int\u00e9r\u00eat y a-t-il \u00e0 changer\nla mani\u00e8re de faire&nbsp;?<\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:spacer {\"height\":48} -->\n<div style=\"height:48px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n<!-- \/wp:spacer -->\n\n<!-- wp:paragraph -->\n<p><strong>L\u2019enjeu&nbsp;: trouver le juste \u00e9quilibre<\/strong><\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:paragraph -->\n<p>La\nr\u00e9ponse trouve d\u2019abord sa source dans la n\u00e9cessit\u00e9 d\u2019avoir une vue panoramique\nde l\u2019ensemble de son portefeuille d\u2019actifs et de pouvoir anticiper les actions,\n\u00e0 tout moment du cycle de vie. C\u2019est \u00e0 partir de l\u2019ensemble des besoins,\nopportunit\u00e9s et probl\u00e9matiques identifi\u00e9s sur tous les types d\u2019actifs que les\nd\u00e9cisions et les actions seront mieux cibl\u00e9es. Et m\u00eame si apr\u00e8s analyse les\nactions se trouvaient orient\u00e9es sur un seul site, la d\u00e9cision d\u2019agir aura fait\nl\u2019objet d\u2019une analyse rigoureuse et de comparaisons des besoins sur l\u2019ensemble\ndu portefeuille. <\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:paragraph -->\n<p>L\u2019approche\ntraditionnelle bas\u00e9e sur une lecture mono site laisse ainsi place \u00e0 une analyse\nqui tient compte d\u2019un objectif de maximisation de la valeur d\u2019usage des actifs\nde l\u2019organisation. <\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:paragraph -->\n<p>La\nstrat\u00e9gie et le syst\u00e8me de gestion des actifs doivent donc r\u00e9pondre au suivi\nsur le long terme de l\u2019\u00e9volution des besoins, par l\u2019\u00e9laboration d\u2019un Sch\u00e9ma ou\nPlan Directeur bas\u00e9 sur un r\u00e9f\u00e9rentiel fiable et \u00e9volutif. Cette d\u00e9marche, et\nles outils qui en r\u00e9sultent, repose sur trois \u00e9tapes essentielles&nbsp;: identifier\nles besoins en travaux et leurs caract\u00e9ristiques, leur associer les risques et\narbitrer afin de s\u00e9lectionner les projets d\u2019investissement et les actions de\nmaintenance r\u00e9guli\u00e8re ayant le meilleur impact sur la valeur des actifs. <\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:quote -->\n<blockquote class=\"wp-block-quote\"><p><strong>Le gestionnaire de patrimoine doit passer d\u2019une culture de \u00ab&nbsp;ma\u00eetrise d\u2019ouvrage&nbsp;\u00bb \u00e0 une culture de \u00ab&nbsp;ma\u00eetrise d\u2019usage&nbsp;\u00bb.<\/strong><\/p><cite>Jean-Pascal Foucault<\/cite><\/blockquote>\n<!-- \/wp:quote -->\n\n<!-- wp:spacer {\"height\":48} -->\n<div style=\"height:48px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n<!-- \/wp:spacer -->\n\n<!-- wp:paragraph -->\n<p><strong>L\u2019objectif&nbsp;: g\u00e9n\u00e9rer de la valeur<\/strong><\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:paragraph -->\n<p>Autrement\ndit, la gestion d\u2019actifs est un processus d\u2019optimisation, d\u2019arbitrage entre des\nparam\u00e8tres conflictuels qui a pour r\u00f4le d\u2019assurer un \u00e9quilibre entre diverses\nactions g\u00e9n\u00e9rant des co\u00fbts d\u2019exploitation, de maintenance, de renouvellement,\nde construction et d\u2019ali\u00e9nation. Le gestionnaire vise \u00e0 produire de la valeur\npour son organisation en s\u2019assurant que les co\u00fbts \u00e0 engager r\u00e9pondent \u00e0 la\nraison d\u2019\u00eatre et \u00e0 la mission de l\u2019organisation, \u00e0 ses intentions politiques, \u00e0\nsa vision du futur.<\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:paragraph -->\n<p>Les b\u00e9n\u00e9fices de cette\nd\u00e9marche sont multiples&nbsp;: par exemple, l\u2019am\u00e9lioration des performances\nfinanci\u00e8res, des prises de d\u00e9cision et de la qualit\u00e9 des services aux usagers,\nla ma\u00eetrise des risques, la d\u00e9monstration de la conformit\u00e9 r\u00e9glementaire, l\u2019am\u00e9lioration\ndu d\u00e9veloppement durable et la responsabilisation soci\u00e9tale de l\u2019organisme. <\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:paragraph -->\n<p>L\u2019ensemble de ces b\u00e9n\u00e9fices aboutit\nin fine\u00e0 une am\u00e9lioration de l\u2019image de marque de l\u2019organisation par le\nbiais notamment de la satisfaction et de la confiance des usagers.<\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:spacer {\"height\":48} -->\n<div style=\"height:48px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n<!-- \/wp:spacer -->\n\n<!-- wp:paragraph -->\n<p><strong>Le moyen&nbsp;: aller de l\u2019avant d\u00e8s maintenant&nbsp;!<\/strong><\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:paragraph -->\n<p>Face \u00e0\nl\u2019\u00e9volution constante des usages, de la v\u00e9tust\u00e9, des contraintes r\u00e9glementaires\net financi\u00e8res du patrimoine, la strat\u00e9gie de continuer \u00e0 construire et d\u2019accumuler\ndes actifs physiques n\u2019est plus adapt\u00e9e aux enjeux actuels des transitions\n\u00e9cologique, num\u00e9rique et \u00e9conomique. Le gestionnaire de patrimoine doit passer\nd\u2019une culture de \u00ab&nbsp;ma\u00eetrise d\u2019ouvrage&nbsp;\u00bb \u00e0 une culture de \u00ab&nbsp;ma\u00eetrise\nd\u2019usage&nbsp;\u00bb. <\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:paragraph -->\n<p>Son\naction s\u2019inscrit donc dans une d\u00e9marche durable de connaissance, de ma\u00eetrise,\nde maintien, d\u2019optimisation des d\u00e9cisions et des actions n\u00e9cessaires \u00e0 g\u00e9n\u00e9rer\nde la valeur, offrant une r\u00e9ponse adapt\u00e9e \u00e0 l\u2019\u00e9volution des besoins d\u2019une\norganisation afin d\u2019en conna\u00eetre leurs causes et d\u2019en ma\u00eetriser leurs effets. <\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:paragraph -->\n<p>Quel\nserait le risque de ne rien faire&nbsp;?<\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:spacer {\"height\":48} -->\n<div style=\"height:48px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n<!-- \/wp:spacer -->\n\n<!-- wp:separator -->\n<hr class=\"wp-block-separator\"\/>\n<!-- \/wp:separator -->\n\n<!-- wp:paragraph -->\n<p><strong>Mots cl\u00e9s&nbsp;: <\/strong>gestion d\u2019actifs physiques, patrimoine immobilier, usages, optimisation, risques<\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:paragraph -->\n<p><strong>Date de l\u2019article&nbsp;: <\/strong>10\/02\/2020<\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:paragraph -->\n<p><strong>R\u00e9dacteur&nbsp;:<\/strong> Maxime Butez<\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:paragraph -->\n<p><strong>Source&nbsp;:<\/strong> <em><a href=\"https:\/\/www.boutique.afnor.org\/norme\/nf-iso-55000\/gestion-d-actifs-apercu-general-principes-et-terminologie\/article\/807675\/fa170812\">Norme internationale ISO 55&nbsp;000 \u2013 Gestion d\u2019actifs \u2013 Aper\u00e7u g\u00e9n\u00e9ral, principes et terminologie - AFNOR<\/a><\/em><\/p>\n<!-- \/wp:paragraph -->","_et_gb_content_width":"","footnotes":""},"categories":[114],"tags":[],"class_list":["post-51192","post","type-post","status-publish","format-standard","hentry","category-assets-management"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v23.6 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Why should you do physical asset management? 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