Benchmarking Risk Management Within the International Water Utility Sector. Part I: Design of a Capability Maturity Methodology

MacGillivray, Brian H.; Sharp, J. V.; Strutt, J. E.; Hamilton, Paul D.; Pollard, Simon J. T.

doi:10.1080/13669870601011183

Cited by 38 publications

(47 citation statements)

References 7 publications

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“…It was used to assess the ability of software contractors working for the US Department of Defence in handling complex software projects. The capability maturity model has evolved from an appraisal method for software processes to other areas, such as (risk management in) water utilities , railroads (Macgillivray et al, 2007a, Busby, 2006, production firms (Ren andYeo, 2004, Veldman andKlingenberg, 2009), and the offshore industry (Williams et al, 2003, Parkes et al, 2012. Also specifically in asset management several maturity models have been developed (Feunekes et al, 2011, Laue et al, 2012, Winter and Fabry, 2012.…”

Section: Infrastructure Management Maturity Matrix (Im³)mentioning

confidence: 99%

Asset management maturity in public infrastructure: the case of Rijkswaterstaat

Volker

Ligtvoet

Boomen

et al. 2013

IJSEAM

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In times of restructuring governmental policies and resources, the need for strategic asset management is growing. Maturity models offer organisations a structure to assist them in improving their asset management performance. We present the results of a repeated maturity measurement based on the Infrastructure Management Maturity Matrix (IM³) in Rijkswaterstaat, a Dutch public infrastructure organisation. The IM³ distinguishes five maturity levels from ad hoc to optimised, and seven asset management dimensions: information management, internal coordination, external coordination, market approach, risk management, processes & roles, and culture & leadership. The results show significant progress on all dimensions, and continued learning and widespread awareness of asset management in the organisation. In the discussion we reflect on the findings and possible future developments for the organisation. We also discuss the potential impact of infrastructure maturity models for the professionalization of other asset intensive organisations.

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Section: Infrastructure Management Maturity Matrix (Im³)mentioning

confidence: 99%

Asset management maturity in public infrastructure: the case of Rijkswaterstaat

Volker

Ligtvoet

Boomen

et al. 2013

IJSEAM

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“…The levels that are used are mostly the risk matrices in the handbooks used where the level of risk has been decided by the author of the handbook. (MacGillivray et al 2007a).…”

Section: Steps In the Risk Management Processmentioning

confidence: 95%

“…The establishing of criteria for acceptable risk has also in other studies been seen as the least understood aspect of risk management (MacGillivray et al 2007a). It can be noted that although risk assessment not always has been performed all water producers work with preventive measures to some degree which would correspond to the subsequent step ''risk treatment'' in the ISO 31000:2009 risk management process (Fig.…”

Section: Steps In the Risk Management Processmentioning

confidence: 98%

“…There is commonly a lack of knowledge about risk management, and there is often not a strategic and holistic risk management approach. MacGillivray et al (2007a) have created a model for benchmarking of risk management in the water sector with five levels of risk management maturity: Level 1-initial, level 2-the repeatable organization, level 3-the defined organization, level 4-the controlled organization, and level 5-the optimized organization. Based on the previous discussion, we would place most of the studied water producers at level 2 which in short is described as ''Basic process in place, focused on meeting regulatory requirements and addressing 'mission-critical' risks.…”

Section: Characteristics Of Risk Management Approachmentioning

confidence: 99%

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Drinking water risk assessment in practice: the case of Swedish drinking water producers at risk from floods

2016

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To achieve a safe and reliable drinking water supply, water producers need to manage a large range of risks regarding both water quality and quantity. A risk management approach where risks are systematically identified and handled in a preventive manner is promoted by the World Health Organization and supported by researchers and drinking water experts worldwide. Risk assessment is an important part of such a management approach, and a variety of tools for risk assessment are described in the literature. There is, however, little knowledge of how drinking water risk assessment is performed in practice, including which tools that are actually used. This study investigates the use of risk assessment tools, and the approach to risk management, on a local level in the Swedish water sector. It is based on interviews with key persons from a targeted selection of water producers. We find that the application of tools as well as the approach to risk assessment and management differs considerably between the water producers. The tools most frequently used are mainly the ones promoted or required by Swedish national organizations. Although many of the water producers have done some kind of risk assessment, most have not implemented a risk management approach. Furthermore, their knowledge of the concepts of risk and risk management is often limited. The largest challenge identified is to prioritize risk assessment, so that it is actually performed and then used as a basis for managing risk in a systematic way.

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“…Process improvement involves setting of practical goals and to achieve that differences between mature and immature organizations should be known [11,25]. In this paper, five maturity levels are to be developed to characterize organizational behaviors and process areas.…”

Section: Maturity Levelsmentioning

confidence: 99%

Towards a best practice asset management framework for electrical power distribution organisations

Khaliq

Mahmood

Das

2015

2015 IEEE PES Asia-Pacific Power and Energy Engineering Conference (APPEEC)

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Abstract-Asset management in electrical power distribution organizations is becoming progressively explicit. However, organizations are encountering much difficulties in outlining and institutionalizing their asset management because of the complexity of the discipline. This paper has developed a useful capability maturity model for benchmarking and improving asset management for electrical power distribution organizations. In addition, a process-based framework is introduced for asset management, where thirteen key process areas and seven attributes are identified in this research for electrical power distribution organizations. Implementation of such model should enable these organizations to manage their assets more effectively for optimal service delivery as well as ensure reliability of their assets.

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Benchmarking Risk Management Within the International Water Utility Sector. Part I: Design of a Capability Maturity Methodology

Cited by 38 publications

References 7 publications

Asset management maturity in public infrastructure: the case of Rijkswaterstaat

Asset management maturity in public infrastructure: the case of Rijkswaterstaat

Drinking water risk assessment in practice: the case of Swedish drinking water producers at risk from floods

Towards a best practice asset management framework for electrical power distribution organisations

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