Management Assignment Sample on Asset Maintenance Management

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Management Assignment Question

Submit a report on asset maintenance. The report is to act as the basis of a bid for professional asset maintenance services for the refurbished offices forming The Charlotte Square, Edinburgh in the next ten years.
Report to have Asset Maintenance Policy
Maintenance Techniques and programmes
Maintenance Costs
Maintenance Outsourcing Strategy

Management Assignment Solution on Asset Maintenance Management

Task 1: Asset Management Policy


A systematic methodology related to the protection of assets plays a crucial role in the maintenance of a civil construction site. There is no one way considered to be the best for doing any work, whether it is related to the creation of any organizational structure, or designing as well as managing the operations of a plant in the organization. In this context, the best method for doing something depends significantly upon the characteristics as well as capabilities by the people within the organization, including the competitive framework within which it falls (Alarcon, 2001).
For the purpose of deriving benefits from the vastly changing conditions, planners at Charlotte Squares need to adopt the improvement strategy that fulfils the specific requirements of the company at that very point in the course of its operation. Slow and steady improvement could be assumed appropriate within some of the situations; endeavours at the dramatic breakthroughs with the help of process reengineering remain suitable in the others. In addition to that, various strategies of improvement need distinct resources, styles of management as well as support structures (Commission, 2000)

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Task 2: Maintenance Techniques and Programs


Maintenance techniques should be applied in such a way that it ensures optimum utilization of the entire capacity of any organization. In order to ensure the most prominent techniques, the concerned management must seek cultural transitions from a reactive towards a pro-reactive environment (Bertelsen, 2002).


Whenever any function of maintenance planning as well as the schedule is finalized, the very first issue usually arising is “where” as well as “how” that function fits into the organization. In consequence, first answer regarding this would probably be it needs to be structured inside the maintenance organization, and not outside. Apart from that, it must be independent of the particular supervisor(s) of maintenance for which it is being planned as well as to the supervisor(s) to whom it is supporting throughout the organization (Commission, 2000).
Planners henceforth should be acting upon the same level of organizational as the involved supervisors whom they support, either daily or weekly. Neither of them is needed to be treated superior and/or sub-ordinate to the other ones. The maintenance planner as well as the maintenance supervisor forms the most crucial partnership with the department of maintenance (Commission, 2000)

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Task 3: Maintenance Costs


Cost-effectiveness happens to be a primary component of the design of any organization, and the initial projected costs remain the focal point of many of the activities in the organization. The long-term implications of cost related to projects of construction, however, extend far beyond the initial design as well as expenses of construction. As the organization grows, cumulative cost related to operating as well as maintaining facilities very much impact overall budget of the organization (Bertelsen, 2002).
In order to bring improvement in the cost-effectiveness related to its construction as well as renovation programs, organizations should invest in the area of designs as well as systems having improved performance in the long-term. Guidelines related to Life Cycle Analysis of Cost (LCCA) guide Project Teams towards considering the “first costs” related to any construction (design as well as construction expenses), in addition to the long-term costs, which include utilities, operations as well as maintenance (Addison).

Benchmarking of Operations & Maintenance Cost

In the phases of Feasibility as well as Programming, the concerned Project Manager creates the “Benchmark Budget” having estimates of design as well as construction cost based upon the data acquired from the projects done in the past (Addison). At this point of time, Project Team would also create an Operation & Maintenance Benchmark utilizing historical data related to operations as well as maintenance of the organization for such components of LCCA, which remain applicable to that project (Addison)

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Task 4: Maintenance Outsourcing Strategy


Drivers of the Public sector delivery services, such as compulsory competitive tenders, best values as well as later outsourcing happen to be progressive routes for improving the services, henceforth achieves financial efficiency (Commission, 2000). Since the project at Charlotte Square is huge, the involved management must outsource some of the portion of work to focus on their core activities and smooth maintenance program.
The primary reason involving an organization to opt for outsourcing its service/services remains the fact that it permits that organization to focus upon the core competencies and also the fact that the organization awarded the outsourced work would be operating in that very core competency already (Hamel, 1990). It might be concluded that this does not always happen as there exists some outsourcing organizations, which would predatorily search outsourced services even they don’t possess the understanding related to the depth of the concerned operation. In the spheres of the local governance sector, drivers of politics seem to overrule the derived approach concerning strategic and/or planned business to the activities of policy making (Ballard, 2003). It is a known fact that policy making can’t be thoroughly informed without any access towards research or managers having knowledge related to the implications involving outsourcing as well as the skills required for selecting the most suitable model (Hamel, 1990)

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Changes are always inevitable in the construction related projects. In addition to that, during the execution of a construction project, there are many decisions to be taken, usually based upon the incomplete information, personal assumptions as well as the experiences of the professionals involved in the project (Hamel, 1990). Maintenance management faces a tough challenge from the domineering changing environment related to construction projects, within which size, scope as well as the complexity of the projects might vary from case to case in a significant way. Since maintenance management takes a lot of ideas from the past project, a keen attention must be paid towards the changing scenario of the organization. It is one of the common problems being faced by the managers of the construction industry. Changes are not even one dimensional. They take place irrespective of the departments and since one department, let us say production, which witnesses any change; it is most likely that the cost department faces complexities, which has all the potential of spreading in all the other departments concerned (Stanek, 2004). All the departments in an organization are linked with one another and the effort in managing the change imposes huge burden upon the project management. Project managers should develop a foresight and must apply relevant cushion techniques to avoid those changes causing delay of project, cost overruns, internal and external defects, or in grave condition failure of the project…


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