Impact of the error reproduction on new asset portfolios: “avoiding copy-paste projects”
The field of advising good practices is deeply indebted to the innovations that have sprung from reflections around the problems to which existing solutions were so far unsuited. Obviously, Asset Management is no exception. In all logic, I would like to thank the life cycle of assets in the first place, and the attached necessity to think in a systematic manner in order to improve our performances. Without it, Asset Management would probably not exist.
Similarly, I must thank the contradictions that we are immerged in daily. Without them, there would be no need to seek out new equilibriums to base our steps and our decisions on. We would like to be able to tread these new itineraries with certitude. Yet these do not really exist. I therefore thank my work in Asset Management for making me aware of these uncertainties, and for the humility it has taught me: it is a necessary quality for any human and scientific progress.
Taken alone, these factors were not sufficient to incite me to write this book. The industrial field and its infrastructures, with its pressing demands and inevitable urgency, challenge our ideas, our outlook,and our behavior in order to comply with the expectations of results, or at least their necessity.
At the core of all these elements are the people closest to me. I am fully aware of the extraordinary effort it was to consent to help me with this task, and I am grateful for it.
To Edmea Adell, my partner throughout this journey of learning, implementing, and passing on the teachings of Asset Management. I owe her infinite thanks for the quality of her advice, her persistent support of my work, and her unfailing dedication to the promotion of Asset Management in France and around the world.
To the teams of Assetsman, longstanding colleagues, and excellent professionals in France and in Brazil, with whom I share a task that requires high levels of knowledge, rigor, and dedication. Handling the tools of Asset Management for our clients is the focal point of our daily lives and of our work in common.
To Benjamin Carde and Emile Poivet, whose work on language has made this book fluid enough to satisfy the expectations of any type of reader.
Finally, a special inscription for my sons, Gabriel and Julien, who have grown to become dedicated professionals in their own fields, and who have already assimilated the difference between “looking after assets daily” and “the Asset Management in the long run.”
Asset Management Insights
Phases, Practices, and Values
THE PROJECT PHASE OF INDUSTRIAL ASSETS
Unlike Industrial Maintenance, Asset Management is by no means limited to the proper conversation about assets throughout their operational lives. Indeed, when we state that the finality of our discipline is to accompany and optimize the extraction of value across the totality of the assets’ life cycles, we imply that the prerogatives of the Asset Manager cover fields of temporality and management more diffuse and more spread out than those devolved to the maintenance operator.
Thus, the preoperational phase is primordial in the context of an optimal management of assets, because it allows for the implementation of fundamental principles in terms of objectives’ alignment and risk monetization. Furthermore, a set of recently developed techniques and processes allows us to evaluate with an appreciable precision the impact of the decisions taken by consulting offices in the very first phases of the design and conception of industrial assets.
Demystifying the Project Phase
In the classical industrial scheme, the preoperational process essentially depends on two factors in its effort to acquire or design an asset. On the one hand, it depends on the efficiency of the tasked design office; on the other hand, the budgetary constraints imposed by the industrial leadership of the office. It should be noted that this approach is
