ITIL & PAS 55: Comparing an Information Technology Approach to Asset Management with PAS 55 Dr. Paul Gibbons, Asset Management Principal Gatwick Airport, UK

1. ITIL & PAS 55: Comparing an
Information Technology Approach to
Asset Management with PAS 55
Dr Paul Martin Gibbons FIET F-ISSP Fellow University of Bristol MIAM
Paul.Gibbons@gatwickairport.com

2. Presentation Overview
• Overview & Introduction to Gatwick Airport
• How We manage Our assets
• Overview of ITIL
• ITIL & PAS55 Findings @ Gatwick

3. 24 April, 2014
Leadership Event
Overview & Introduction to Gatwick Airport

4. Gatwick Overview
Add in Photo of old Gatwick Here
Gatwick started life as a flying club in 1930 and as an airport 53 years
ago. Things have moved on since the early days!

5. Airport Development Plans
Gatwick’s new owners Global Infrastructure Partner’s are investing over
£1 Billion in the development of the airport.

6. Our Airport Asset Management Scale
The airport engineering team are responsible for maintaining over
120,000 registered assets across an area spanning 674 hectares.

7. Overview of Gatwick Airport
• UK’s second largest gateway
• Busiest single-runway airport in the world
• 53 aircraft movements per hour – every 58 seconds
at peak times
• 200 destinations - more than any other UK airport
• 34 million passengers per year with 90 airlines
• 25,000 employed on campus – 2,200 directly

8. People, Planes and Bags
Departing Baggage
Arriving BaggageTrolleys Control Post Access to RZ
Staff Access
to
Restricted Zone
Connecting
Pax
First & Last
Impressions
• Road Network
• Car Parks
- Long Term
- Short Term
• Busses
• Coaches
• Taxis
• Rail Access
Cargo
Check In &
Bag Drop
Security
Departure
Lounge
Pier & Gate
/ Coach
Pre-departure
process
Aircraft
Push back
Taxi to
Runway Hold
Take
Off
Turn
Around
Approach
& Land
Taxi to Stand
On Stand
Arrival
Arrival Gate
& Pier
Border
Control
Baggage
Reclaim
Arrivals Customs
Connecting
Baggage
Ground
Handling
Airside
Operations
Air
Traffic
Control
Our Airport Processes: All Linked to Asset Management?
Trolleys

9. 2
PAS55 makes us ask:
‘but how is our Asset
Management linked to this?’

10. 24 April, 2014
Leadership Event
How We Do Asset Management

11. PAS55 & Gatwick’s Approach to Asset Stewardship/Management
PAS 55
...is an external standard similar to the
ISO range which provides an auditable
& systematic framework for aligning
asset management activities across a
business.
Asset Stewardship
.....is the name we have for Our asset
management process and is the way
We achieve the required levels of
governance & performance from Our
assets.
In Summary
...So, PAS55 is an external guiding
asset management framework, Asset
Stewardship is how We have translated
this into Our approach to asset
management ensuring line-of-site to
Our strategic priorities @Gatwick
Copyright Institute of Asset Management

12. Asset
Management
Requirements
How to? Our Asset Management Requirements
Performance
ConditionIntegrity

13. INTEGRITY
“The ability of an asset
not to give rise to
Unacceptable Situations”
Health, Safety, Security &
Environment (HSSE)
Assurance centric
Control our ‘knowns’ and
identify and control our
‘unknowns’
Integrity Requirement

14. Performance Requirement
PERFORMANCE
“The ability of an asset to
perform to meet business
need”
Passenger centric, ensure
flow is not compromised
Focused on understanding
the asset availability &
subsequent contingency
requirements established
by the Asset Steward

15. CONDITION
“The probability that
performance will be
maintained into the future”
Cost/Performance/Integrity
centric
Focused on monitoring
performance/integrity
against cost effectiveness,
when is best to refurbish or
replace?
Condition Requirement

16. Our Assets In-
Service or Being
Developed
@Gatwick
ASPs 12-16:
Manage: Permits, Change Control, Safety
Records, Design, Abuse
PLAN:
Identify Asset Groups &
Priorities
DO:
Set-up Whole Life
Operational &
Maintenance Profile
for Assets
CHECK:
Weekly: Value
Improvement Meetings
& Annual
Asset Stewardship
Reviews
ACT:
Update the Asset
Management Plan
Remove End of Life Assets ASP1:
New Assets
ASPs 2-9:
Identify assets
Assess Criticality
Set Performance Requirements
Develop Whole Life Plans
Set Operating Protocols
Develop Contingency Plans
Assign Resources
Do the Maintenance
ASPs 10, 11 & 17:
Measure Performance
Check Maintenance Work Completion
Asset Governance Review
ASP18:
Update Asset
Replacement Plan
Legacy Assets
ASP19:
Asset Stewardship
Compliance Reviews

17. Value Lifecycle Model Objective
Handover and integration in asset useful
life phase minimising early failures
Development cycle starts again in useful life phase
maximising asset value, minimising whole life costs
0 +
+
FailureRate
Time
Review

18. 24 April, 2014
Leadership Event
Introduction to ITIL

19. ITIL Fundamentals
• ITIL is the acronym given to the ‘Information Technology Infrastructure
Library’.
• Details of ITIL can be found here
• www.itil-officialsite.com/home
• http://en.wikipedia.org/wiki/Information_Technology_Infrastructure_Li
brary
• ITIL is a set of best-practice publications for IT Service Management
which was created by the UK Government's Central Computer and
Telecommunications Agency (CCTA) and released in 1989 (v1).
• The acronym ITIL is currently a registered trademark of the United
Kingdom's Cabinet Office.
• The current version was released in 2011 (v2).
• Gatwick Airport have adopted the ITIL framework for all our IT assets
and this was deliberately excluded from our PAS55 scope.

20. ITIL Overview
ITIL is an Approach/Framework for IT Service Management based
around applying a service lifecycle methodology through five ‘guiding’
phases including:
• Service Strategy: Provides guidance for developing abilities that
enable the organisation to function in a more strategic manner.
• Service Design: Guidance focuses on creating service integrity
through the design and development of services and serviced
management practices in a holistic, consistent, and effective manner.
• Service Transition: Aids in developing and improving capabilities for
effectively and efficiently transitioning new or changed services into
operation, while controlling risks associated with a failure or disruption.
• Service Operation: Guidance for the day-to-day processes required
for the delivery and management of services.
• Continual Service Improvement: Guidance aimed at the evaluation
and improvement of the quality of services, processes and the Service
Lifecycle.

21. ITIL Service Lifecycle Model
ITILService
Strategy
Service Transition
Continual Service
Improvement
The diagram below shows the relationships between the ITIL service lifecycle
phases. Similarly to PAS 55, ITIL also incorporates the use of the PDCA approach
where:
PLAN Design or revise processes that support the IT Services.
DO Implement the plan and manage processes.
CHECK Measure the processes and IT Services, compare with objectives
and produce reports.
ACT Plan and implement changes to improve the processes.

22. ITIL Training & Recommended Reading

23. 24 April, 2014
Leadership Event
ITIL & PAS 55 Comparison

24. ITIL & PAS 55 Similarities & Differences
• PAS 55 is a framework which you can be audited
against to gain accreditation/certification & ITIL is a set
of principles to be applied for achieving best practice
in IT Service Management.
• Another key differentiator is the focus on Processes
by ITIL and focus on Assets in PAS 55.
• The five phases of the ITIL lifecycle are made up of
around thirty individual processes which joined
together deliver the overall Service Lifecycle Process.

25. ITIL & PAS 55 Similarities & Differences
• The ITIL objective is to deliver value through the optimization of these
processes developing Capabilities & Resources providing value to
customers in the form of services.
ITILService
Strategy
Service Transition
Continual Service
Improvement
• In contrast, PAS 55 is about the optimization of assets to deliver value to the
business and asset management supports this by basing decisions on when
is best (matching risk and cost) to replace the asset

26. Research Considerations
• To incorporate GAL IT into the PAS 55 framework would
mean that Gatwick IT would need to adopt the 28 aspects
of the PAS 55 PDCA cycle and align its processes and
procedures with those of the Gatwick Engineering Team.
• On the contrary, if Gatwick Engineering want to adopt any
principles from ITIL this would be possible as long as the
28 aspects of PAS 55 are still achieved.

27. Research Approach
• Approach was to complete a full gap analysis using the
PAS 55 self-assessment methodology (PAM) to specifically
identify the levels of maturity to the 28 aspects of the PAS
55 Standard.
• This would provide details of the specific gaps and
therefore future requirements to align Gatwick IT with the
current PAS 55 Certification.

28. Findings so Far….
Initial findings suggests there are some noticeable differences
between the two approaches:
1. The ITIL framework does not require a clear line of sight
between the business strategy and the assets in service
and this is reflected in the low level of maturity for the IT
asset management: policy, strategy, objectives and asset
management plans.
2. However, the ITIL approach is service delivery centric so
perhaps the link with the business strategy and
subsequent objectives is assumed as inclusive and
captured in supporting the requirements of the different
functions that themselves are linked specifically to the
overall business strategy and objectives (including the
asset & maintenance management activities)?

29. Findings so Far….
• Perhaps offering a learning point for PAS 55 is the ability of
the ITIL approach to manage the continual and frequent
asset technological developments including software and
hardware changes.
• This was rated as the highest level of maturity in the PAM
assessment for the management of change.
• At Gatwick this process has also been further refined
through the ITIL focus on continual service improvement
aligning the management of change to the needs of the
stakeholders at Gatwick on a very frequent basis.

30. Summary & Future Research
• Overall there are lessons to be learned for both physical
asset managers whose focus is on optimising the value
adding contribution of their assets and for IT asset
managers who focus on delivering a service to many
stakeholders with many different requirements without fully
appreciating the lifecycle risks of their assets.
• Future research should look to quantify how the service
delivery focus of ITIL can be better incorporated into the
physical asset management focus of PAS 55 to deliver
best practice levels of asset service levels balanced
against optimised asset lifecycle costs.

31. Thank you for Listening
Questions & Discussion
Dr Paul Martin Gibbons FIET F-ISSP Fellow University of Bristol MIAM
Paul.Gibbons@gatwickairport.com

32. TIL & PAS 55: Comparing an
Information Technology Approach to
Asset Management with PAS 55
Dr. Paul Gibbons, Asset Management Principal
Gatwick Airport, UK
assetmanagement.iirme.com ■ +971 4 407 2526 ■ register@iirme.com