Mark Unwin is an IBRS advisor specialising in the areas of commercial contract negotiation and vendor management. Mark has a career spanning 25 years across Government, Defence, ICT, Telecommunications and Infrastructure, and in this time has developed innovative solutions to transition and transformation ICT contracts, including project management, effective negotiation and relationship management. Mark is adept at aligning ICT service providers using the ITIL service delivery model in particular encompassing service desk implementation, asset management, unified communications and collaboration, end-user computing, ERP systems design and implementation, and software deployment and licensing. Mark has negotiated software audits and licensing agreements for Microsoft, Adobe, Veritas, SAP and Oracle. Mark is CPA qualified and has supported CIOs and CFOs to justify ICT investment programs throughout his career.
Conclusion: Asset management can be described as ‘the life cycle management of physical assets to achieve the stated outputs of the enterprise’. To achieve the appropriate level of asset management maturity, investment in people, processes and technology all increase the likelihood of developing an effective asset management system. Under-investment could result in asset leakage or increased maintenance costs, thus diminishing the expected returns of the assets.
Where asset management maturity model reaches the level of being ‘integral part of everything we do’, organisations can seek accreditation of the asset management framework using ISO 55000:2014.1
Where the common question is often ‘why waste our time on asset management’ then assets are usually at risk of leakage or poor customer satisfaction ratings. Outages and incidents may occur regularly. The risk of business collapse increases without recognition and change. Here organisations need to consider the steps to commence a review using the asset management model.
05 August 2019