1、1外文文献翻译译文一、外文原文原文DEVELOPMENTOFASTRATEGICASSETMANAGEMENTFRAMEWORKABSTRACTSUCCESSOFANASSETINTENSIVEORGANIZATIONISBASEDONADOPTIONOFHIGHQUALITYASSETMANAGEMENTPRACTICESANDSYSTEMSASTRATEGICASSETMANAGEMENTFRAMEWORKSAMF,TIESANASSETMANAGEMENTORGANIZATIONFROMENDTOEND,ANDISTARGETEDATIMPROVINGEFFICIENCIES,EFFEC
2、TIVENESSANDOVERALLPERFORMANCEWHILSTMEETINGTHEBUSINESSOBJECTIVESASAMFRELIESONTHREECRITICALCOMPONENTSPEOPLE,PROCESSANDTECHNOLOGYTOOLSANDSYSTEMSAPPROPRIATELEVELOFMATURITYISREQUIREDINALLTHETHREEASPECTSTOENSURECONSISTENCYANDSUSTAINABILITYOFTHEASSETMANAGEMENTOUTCOMESTHEDEVELOPMENTANDMAINTENANCEOFASAMFISAC
3、ONTINUOUSPROCESSANDNEEDSTOBEEXECUTEDOVERTHEENTIRELIFECYCLEOFANORGANIZATIONASOUNDAPPROACHHASTOBEFOLLOWEDTOENSURETHATANAPPROPRIATEFRAMEWORKONASSETMANAGEMENTEXISTSANDISPRACTICEDANDMAINTAINEDBYTHEORGANIZATIONAPARTFROMATHOROUGHUNDERSTANDINGOFTHEBUSINESSOBJECTIVES,ASAMFENSURESHARMONIOUSOPERATIONOFANORGANI
4、ZATIONCONSISTENCYANDCONTINUALIMPROVEMENTSUSTAINABILITYTHISULTIMATELYLEADSANORGANIZATIONASTEPCLOSERTOACHIEVINGBUSINESSEXCELLENCETHEPAPERDEFINESASTRATEGICASSETMANAGEMENTFRAMEWORKANDDISCUSSESSTEPSINVOLVEDINTHEDEVELOPMENTANDIMPLEMENTATIONOFSUCHAFRAMEWORKTHEAPPROACHPRESENTEDINTHISPAPERCANBEAPPLIEDTOANYAS
5、SETMANAGEMENTORGANIZATION1STRATEGICASSETMANAGEMENTTHETERMASSETMANAGEMENTHASDIFFERINGMEANINGSTODIFFERENTORGANIZATIONSTHEDEFINITIONOFASSETMANAGEMENTMAYVARYEVENWITHINTHESAMEORGANIZATIONTOSOME,ASSETMANAGEMENTISJUSTAMEANSTOANEND,WHILSTTOOTHERSITISTHECOREMISSIONASSETMANAGEMENTEXISTSINONEFORMOROTHERINALLAS
6、PECTSOFLIFEBEIT2MANAGINGONESREALESTATEASSETSORINDUSTRIALASSETSTHETERMSTRATEGICASSETMANAGEMENTISPROPOSEDINSTEADOFTHEMORELOOSELYUSEDTERMASSETMANAGEMENTTHEREAREVARIOUSDEFINITIONSTOTHESTRATEGICASSETMANAGEMENTTHESECANBEFOUNDINNUMEROUSSTRATEGICASSETMANAGEMENTPLANSDEVELOPEDBYBUILDING,UNIVERSITY,UTILITY,IND
7、USTRIALANDOTHERINFRASTRUCTUREORGANIZATIONSEACHOFTHESEPLANSHASDEFINEDTHESTRATEGICASSETMANAGEMENTBASEDONTHEIRORGANIZATIONSDRIVERSANDTHENEEDSONEOFTHESEDEFINITIONS1IS“STRATEGICASSETMANAGEMENTCANBEDEFINEDASTHEPLANNEDALIGNMENTOFPHYSICALASSETSWITHSERVICEDEMANDITISACHIEVEDBYTHESYSTEMATICMANAGEMENTOFALLDECIS
8、IONMAKINGPROCESSESTAKENTHROUGHOUTTHELIFEOFTHEASSET”MOSTOFTHEOTHERDEFINITIONSCLOSELYALIGNWITHTHISDEFINITIONTHESEDEFINITIONSASSUMEACERTAINMATURITYLEVELOFTHEORGANIZATION,WHILSTMAYNOTIDEALLYPROVIDEANENVIRONMENTOFACOMPLETEASSESSMENTOFTHEFRAMEWORK,PROCESSMATURITYANDINTEGRATIONSYSTEMSTHISDOESNOTMEANTOSAYTH
9、ATTHEREISANYDEFICIENCYINTHISDEFINITIONORASSOCIATEDMANAGEMENTPLANSFORTHEPURPOSEOFTHISPAPERWEDEFINESTRATEGICASSETMANAGEMENTAS“APROCESSOFDEVELOPING,CREATING,MAINTAININGANDDISPOSINGASSETSTHROUGHACOMPLEXSERIESOFINTERLINKEDWELLDEFINEDPROCESSESTHATARECONTINUALLYIMPROVED,OVERTHELIFECYCLEOFANORGANIZATION,WIT
10、HANAIMOFACHIEVINGTHEOBJECTIVESOFTHEORGANIZATION”THISDEFINITIONTAKESASSETMANAGEMENTBEYONDMEREOPERATIONANDMAINTENANCE,ANDINCORPORATESTHECREATIONOFNEWASSETSASWELLTRADITIONALLYASSETMANAGEMENTISONLYRELATEDTOMANAGINGHEREANDNOWASSETSBUTTHISISNOTADEQUATEINTERMSOFENSURINGLONGTERMVIABILITYOFTHEORGANIZATIONSTR
11、ATEGICASSETMANAGEMENTISTHEREFOREBEYONDWHATISBEINGDONEORHOWITISBEINGDONEJUSTLIKEPARTSOFABODYNEEDHONINGANDONGOINGMANAGEMENTTOENSURESUSTAINABILITY,ASSETMANAGEMENTPROCESSESALSOREQUIRECONTINUALDEVELOPMENTSTRATEGICASSETMANAGEMENTALSOINVOLVESTHISCONTINUALIMPROVEMENTOFTHEPROCESSES,BYMONITORINGANDMEASUREMENT
12、INANUTSHELL,STRATEGICASSETMANAGEMENTMATCHESTHEORGANIZATIONSASSETSPHYSICAL,HUMANANDRESOURCETOITSSTRATEGICDIRECTIONSITDEVELOPSTHERELATIONSHIPBETWEENTHESTRATEGICDIRECTIONSANDTHEOPERATIONALWORKS32STRATEGICASSETMANAGEMENTFRAMEWORKSAMFONEOFTHEDEFINITIONSONSTRATEGICASSETMANAGEMENTFRAMEWORKSAMF“STRATEGICASS
13、ETMANAGEMENTFRAMEWORKSAMFISANINTEGRATEDPOLICYSTRATEGYDEVELOPEDTOIMPROVEASSETMANAGEMENTANDCAPITALINVESTMENTACROSSTHESTATEPUBLICSECTORTHESAMFISDESIGNEDTOENSURETHATTHEGOVERNMENTCANCONTINUETOSUCCESSFULLYMANAGEITSCAPITALPROGRAMWHILEMEETINGITSFINANCIALTARGETS”THESTRATEGICASSETMANAGEMENTFRAMEWORKASDISCUSSE
14、DINTHISPAPERISCONSIDEREDAMOREENHANCEDVERSIONOFTHISDEFINITIONFORTHEPURPOSEOFTHISPAPERWEDEFINE“STRATEGICASSETMANAGEMENTFRAMEWORKSAMFASATOOLTHATTIESANASSETMANAGEMENTORGANIZATIONSENTIREBUSINESSOPERATIONSFROMENDTOENDTHEFRAMEWORKFORMSTHEFOUNDATIONONWHICHTHEENTIREORGANIZATIONOPERATES”THEKEYOBJECTIVESOFTHEF
15、RAMEWORKARETOENSURETHATTHEOBJECTIVESOFTHEORGANIZATIONSSTAKEHOLDERSSHAREHOLDERS,CUSTOMERS,REGULATORS,EMPLOYEES,CONTRACTORSANDTHECOMMUNITYAREMETTHEPERFORMANCEOFTHEORGANIZATIONISCONTINUALLYIMPROVEDLONGTERMVIABILITYANDSUSTAINABILITYOFTHEORGANIZATIONISENSUREDTHEORGANIZATIONISADVANCINGTOWARDSABUSINESSEXCE
16、LLENCEFRAMEWORKTHEDISCUSSIONBELOWPRESENTSAVERYFUNDAMENTALVIEWOFTHESAMFANDTECHNOLOGYSEEFIGURE1ANDONTHISINTEGRATIONRESIDESTHEDELIVERYSYSTEMSOFTHEENTIREORGANIZATIONTHEBALANCEBETWEENTHEPEOPLE,PROCESSANDTECHNOLOGYISACHIEVEDTHROUGHANADEQUATEUNDERSTANDINGOFTHETHREELINKS,ANDENSURINGTHATANAPPROPRIATEFRAMEWOR
17、KEXISTSTORETAINTHEBONDBETWEENTHESELINKSPEOPLETHEPEOPLEASPECTOFTHEASSETMANAGEMENTFRAMEWORKISONEOFTHEMOSTCRITICALFROMTHISCOMESTHEPOWEROFANORGANIZATIONTOTHINKANDACTITISTHEPEOPLEOFANORGANIZATIONTHATCONDUCTTHEPROCESSFORMULATIONANDIMPROVEMENT,BYAPPLYINGTHETECHNOLOGYTOOLSANDSYSTEMSHAVINGSAIDTHIS,ITISVITALT
18、ORECOGNIZETHAT,ANORGANIZATIONSHOULDRENDERITSPROCESSESANDSYSTEMSMATUREDENOUGHSOTHATITCOULDSUSTAINITSELFEVENWHENTHEPEOPLETURNAROUNDISHIGHPROCESSTHISISTHESECONDLINKOFTHESAMFANORGANIZATIONSHOULDENDEAVOR4TOFORMALIZEALLITSKEYPROCESSESTHISSHOULDBEUNDERTAKENTODRIVEVALUEANDENSURELONGTERMSUSTAINABILITYTHEFORM
19、ALIZATIONOFPROCESSESDOESNOTTENDTOLIMITTHECONTINUALIMPROVEMENTOFTHEORGANIZATIONORENFORCEANYFORMOFBUREAUCRACYITPROVIDESACOMMONMEANINGANDDIRECTIONTOITSINTERNALANDEXTERNALCUSTOMERS,WHILSTPRESENTINGANORDERLYANDMATUREDIMAGEOFTHEORGANIZATIONFORMALIZATIONOFPROCESSALSOENABLESAFRAMEWORKFORFORMALMEASUREMENTOFT
20、HEPERFORMANCEOFTHESEPROCESSESANDEVALUATIONASTOWHENTHETIMEISOPPORTUNEENOUGHTOMODIFYTHEPROCESSESORRETAINTHEGOODPERFORMINGONESTECHNOLOGYTHETHIRDLINKOFTHESAMFISTECHNOLOGYTHISCANALSOBECALLEDASTOOLSAND/ORSYSTEMSTHISLINKISMADEUPOFTHETOOLSANDSYSTEMSTHATENABLETHEPROCESSESOFTHEORGANIZATIONTHETECHNOLOGYARMBIND
21、STHEPEOPLEANDPROCESSLINKSANDISVITALTOCONSISTENCYANDSUSTAINABILITYWHILEENSURINGGOVERNANCEANDCONTROLTHEVARIOUSSYSTEMSDEPLOYEDBYANORGANIZATIONNEEDTOBETHOROUGHLYINTEGRATEDTOENSUREASMOOTHTRANSITIONBETWEENTHEINDIVIDUALPROCESSESANDDELIVERMAXIMUMEFFICIENCIESANDEFFECTIVENESSTHESYSTEMSLINKISALSOTHESOURCEOFTHE
22、CRITICALINFORMATIONONWHICHPEOPLEOFANORGANIZATIONRELYTOMAKETHEIRDECISIONSASSETMANAGEMENTINFORMATIONSYSTEMAMISISTHEKEYSYSTEMWITHINTHISLINKGROWINGIMPORTANCEOFTHEAMISAROUNDTHEGLOBEANDITSINCREASINGAPPLICATIONANDMATURITYLEVELSAREEXAMPLEOFTHECRITICALITYOFTHISLINK3DEVELOPMENTOFASTRATEGICASSETMANAGEMENTFRAME
23、WORKSAMFTHECOMPLEXITYOFTHEPROCESSOFDEVELOPMENTOFSAMFSHOULDNOTBEUNDERESTIMATEDITMAYAPPEARTOBEASIMPLECONCEPT,BUTINPRACTICEITREQUIRESCAREFULPLANNING,MANAGEMENTANDADEQUATESTEERINGTOENABLEITSSUCCESSTHEREISNORULESBOOKTOTHEDEVELOPMENTOFTHESAMFTHEINTERNATIONALINFRASTRUCTUREMANAGEMENTMANUALIIMMISANACCEPTEDIN
24、DUSTRYBESTPRACTICEGUIDETOASSETMANAGEMENTANDHASBEENKNOWNTOBEAREFERENCEDOCUMENTADOPTEDBYREGULATORSANDMANYOTHERINDUSTRYPARTICIPANTSTHISMANUALDEVELOPSSOMEBASICCONCEPTSUPONWHICHANORGANIZATIONCANDEVELOPSOUNDASSETMANAGEMENTFUNDAMENTALSWHILSTTHESEPRINCIPLESCANBEADOPTEDINDEVELOPMENTOFSAMF,ITISTOBEACKNOWLEDGE
25、D,5THATANORGANIZATIONOVERTHETIMEDEVELOPSITSOWNUSEFULANDPRACTICALAPPROACHTOASSETMANAGEMENTVARIOUSFACTORSNEEDTOBECONSIDEREDANDANALYZEDINTHISPROCESSTHISPAPERPRESENTSAMETHODOLOGYTHATCOULDBEAPPLIEDBYORGANIZATIONSTHEMOSTAPPROPRIATEMETHODOLOGYHASTOBEDECIDEDBASEDONACRITICALASSESSMENTOFTHEPRESENTSTATEOFOPERA
26、TIONSWHILSTPRESENTINGTHEVARIOUSOPTIONSWHERETHEYAREKNOWNTOEXIST,ITISASSUMEDTHATTHEORGANIZATIONSDONOTHAVEANEXISTINGFORMALSAMFANORGANIZATIONCOULDEMBARKONTHEDEVELOPMENTOFTHESAMF,REGARDLESSOFITSAGEHOWEVER,THEYOUNGERORGANIZATIONSWITHSOMEYEARSOFOPERATIONALEXPERIENCEAREMOREIDEALLYPLACEDTODEVELOPMENTOFASAMFT
27、HISISASSUMINGTHATTHEORGANIZATIONHASHADAHOLISTICEXPERIENCEOFALLASPECTSOFITSINTERNALANDEXTERNALOPERATINGENVIRONMENTASPUTSIT“INTHEEARLYSTAGESOFEVOLUTION,COMPANIESTHATHAVEADOPTEDTHESTRATEGICASSETMANAGEMENTBUSINESSMODELSEEITFIRSTASACATALYSTFORORGANIZATIONALSTRATEGICCOSTREDUCTION”FOROTHERORGANIZATIONS,THE
28、CASEWILLMOREBEOFDEVELOPMENTWITHCONTINUALREFINEMENTUNTILTHEMOSTAPPROPRIATEFRAMEWORKISDEVELOPEDNEVERTHELESS,ITISIMPORTANTTOREALIZETHATTHEFRAMEWORKISNOTSTATICANDNEEDSCONTINUALREVIEWANDREFINEMENTASOPERATINGENVIRONMENTCHANGESANDORGANIZATIONSPERFORMANCE/PERFORMANCEDRIVERCHANGESANORGANIZATIONTHATHASUNDERGO
29、NEAMAJORSTRUCTURALREVIEW,ASTRATEGICOWNERSHIP,AMAJORMERGER,STRATEGICREGULATORYENVIRONMENT,STRATEGICSUPPLIER/RESOURCEENVIRONMENT,CANALSOBETREATEDASA“YOUNG”ORGANIZATIONANDHASAGREATERCHANCEOFSEAMLESSINTRODUCTIONOFASAMFFOROLDERORGANIZATIONS,WITHMINIMALRECENTCHANGES,THEROADTOINTRODUCTIONOFTHEFRAMEWORKMAYB
30、EMORECOMPLEXANDWILLREQUIREDEPLOYMENTOFMORECOMPLEXSTRATEGICMANAGEMENTTECHNIQUESTHANTHOSETHATMAYBEREQUIREDFORYOUNGERORGANIZATIONSTHISISBASEDONANASSUMPTIONTHATOLDERORGANIZATIONSHAVEESTABLISHEDTRADITIONALPROCESSESTHATWILLBEHARDTOBREAKORCHANGEHOWEVER,THISMAYNOTHOLDTRUEFORALLOLDERORGANIZATIONS4DELIVERYOFT
31、HESTRATEGICASSETMANAGEMENTFRAMEWORKANOPENLEARNINGENVIRONMENTWITHINTHEORGANIZATIONISAPREREQUISITETOTHESUCCESSFULIMPLEMENTATIONOFANINITIATIVELIKESAMFBASEDONTHECOMPLEXITYOFTHE6INITIATIVESRESULTINGFROMDEVELOPMENTOFTHESAMF,THEFOLLOWINGSTEPSAREREQUIREDTOENSURETHEIRSUCCESSFULDELIVERYDELIVERYOFAFORMALSAMFRE
32、PORTBRIEFINGONTHEFINDINGSDURINGTHESAMFDEVELOPMENTTOTHEENTIREORGANIZATIONTHISBRIEFINGSHOULDINCLUDETHEOBJECTIVESOFTHESAMF,INFORMATIONONHOWTHESAMFWASDEVELOPED,THETARGETLEVELSFOREACHPROCESSANDTHERATIONALE/OBJECTIVEBEHINDTHISIMPROVEMENTEXERCISE,EXPECTEDBUSINESSENVIRONMENTDURINGANDAFTERTHEIMPLEMENTATIONOF
33、THEIMPROVEMENTINITIATIVES,TIMEFRAMESANDTHEOVERALLIMPACTONTHEBUSINESSAPROGRAMMANAGEMENTSCHEDULESHOULDBEPREPAREDWITHINDIVIDUALPROJECTSIMPROVEMENTINITIATIVESCLEARLYIDENTIFIEDCLEARDELIVERABLESANDEXPECTEDQUALITYLEVELSOFTHEDELIVERABLESMUSTBEPRESCRIBEDDURINGTHEENTIREPROGRAM,STRATEGICMANAGEMENTTECHNIQUESSHO
34、ULDBEPLANNEDANDIMPLEMENTEDTHESTRATEGICMANAGEMENTTECHNIQUESSHOULDFOCUSNOTONLYONTHEIMPLEMENTATIONPHASE,BUTALSOONTHEBENEFITSREALIZATIONPHASEPOSTIMPLEMENTATIONASTEERINGCOMMITTEEINCLUDINGAPROGRAMMANAGERANDASSOCIATEDPROJECTTEAMSTRUCTURESHOULDBESETUPIDEALLY,THEIMPLEMENTATIONTEAMSHOULDHAVEAGREATERREPRESENTA
35、TIONFROMTHEINTERNALSTAFF/ENDUSERSOFTHEPROCESSMONITORINGOFTHEPROGRAMSHOULDENSURETHATTHEBENEFITSAREBEINGREALIZEDDURINGANDAFTERIMPLEMENTATIONITSHOULDBEPOSSIBLETOMONITORTHEPERFORMANCEOFTHEENHANCED/NEWPROCESSESANDSUCHINFORMATIONSHOULDBEFEDBACKTOINCLUDEINTHEOVERALLFRAMEWORK41POSTIMPLEMENTATIONREVIEWSPOSTI
36、MPLEMENTATIONREVIEWSARECRITICALFORONGOINGSUCCESSOFTHESAMFITSHOULDBEREMEMBEREDTHAT,THEDEVELOPMENTOFSAMFISNOTANENDOFTHEJOURNEYTHISISANEVERENDINGJOURNEYANDMUSTINVOLVEPERIODICPREFERREDBIENNIALASSESSMENTSOFPROCESSMATURITYTHISWILLENSURETHATBESTPRACTICESARECONTINUOUSLYIDENTIFIEDANDEMBRACEDANDANYPERFORMANCE
37、ISSUESAREACTIVELYADDRESSEDTHROUGHFEEDBACKLOOP75EXPERIENCESANDCONCLUSIONSTHEPROPOSEDPROCESSOFDEVELOPMENTOFSAMFHASBEENSUCCESSFULLYUTILIZEDBYAREGULATED,MONOPOLYUTILITYITISACKNOWLEDGEDTHATTHEPROCESSISEASYTOUSE,BUTREQUIRESCAREFULPLANNINGANDADAPTATIONTOINDIVIDUALORGANIZATIONSENVIRONMENTDEVELOPMENTANDIMPLE
38、MENTATIONOFASTRATEGICASSETMANAGEMENTFRAMEWORKISCRITICALFORLONGTERMSUCCESSOFASSETINTENSIVEORGANIZATIONSAPROCESSFORDEVELOPMENTOFTHESAMFHASBEENDISCUSSEDINDETAILS,INCLUDINGTHEKEYASPECTSTOBEAPPLIEDDURINGIMPLEMENTATIONOFTHISSAMFTHISFRAMEWORKISBASEDONTHEKEYCONCEPTSASDISCUSSEDINTHEINTERNATIONALINFRASTRUCTUR
39、EMANAGEMENTPLANANDBEENPRACTICALLYIMPLEMENTEDINAREGULATEDMONOPOLYUTILITYSTRATEGICASSETMANAGEMENTFRAMEWORKDEVELOPMENTCOULDRESULTINTOUSEFULINSIGHTSTOTHEBUSINESSMODELANDITSPROCESSESANDISAVITALINPUTTOSTRATEGICBUSINESSPLANNINGEXERCISETHESAMFDEVELOPMENT,IMPLEMENTATIONANDCONTINUALREVIEWWILLASSISTORGANIZATIO
40、NSTOUNLEASHMAXIMUMVALUEOUTOFITSRESOURCESANDDELIVERBESTRETURNSTOITSSTAKEHOLDERSSOURCEANKURMAHESHWARIDEVELOPMENTOFASTRATEGICASSETMANAGEMENTFRAMEWORKJENGINEERINGASSETMANAGEMENT20065966058二、翻译文章译文战略性资产管理框架的发展资产密集型企业的成功是基于采用高品质的资产管理方法和制度。战略资产管理框架（SAMF），是一种全程的资产管理机制，其目标在于提高执行的有效性与全面性以满足经营目标。SAMF依赖于三个关键元素人
41、、流程和技术（工具及系统）,在这三个方面需要具有一致性，以确保资产管理成果和持续性。SAMF的开发和维护是一个持续的过程，执行贯穿了组织的整个生命周期。除了对业务目标的充分理解，SAMF还要确保一个组织和谐运行（一致性）和持续改进（可持续性）。这最终导致组织一步一步实现经营上的卓越。本文定义了战略资产管理框架和参与开发步骤，并讨论了实施这种框架的可行性,提出的方法可以适用于任何资产管理机构。1、战略资产管理资产管理的工作不同含义有不同的组织。资产管理的定义即使在同一个组织也可能有所不同。对某些人资产管理仅仅是一个达到目的的手段，而对于其他人来说这可能就是核心任务。资产管理中存在的一种形式或其他
42、形式的各个方面，无论是管理一个房地产资产或是工业资产。资产管理这个词是战略资产管理中提出的，它不是松散的术语。资产管理的战略有不同的定义。这些都可以在众多的战略资产管理计划通过建设，大学，公用事业，工业和其他基础设施组织开发中发现。这些计划都以战略资产管理对其组织的需要为基础。战略资产管理可以被看作是通过实物资产与服务的需求计划路线定义得。它是通过所有决策过程在整个资产生命中采取的方法来进行系统化管理。其他对战略资产管理的定义都是为了密切配合这个定义。这些定义可能无法提供一个理想的框架或是一个流程成熟度和集成系统完整的评估环境。这并不意味着说，这有任何定义或相关的管理计划的不足。本文的目的，我
43、们定义为战略资产管理，以开发、创建、维护和处置的方法，通过一些相互联系的良好定义和不断完善的一个组织的生命周期，处理资产一系列复杂问题的过程，实现该组织的各项目标。这个定义超越了单纯的资产管理运9作和维护，并采用了新的资产，和传统的资产管理。只参与资产管理，但这不是确保长期生存能力的充分条件。就像一个身体部位需要持续管理，以确保可持续性，资产管理过程也需要不断发展。战略资产管理也涉及这一过程的持续改善，通过监测和测量来实现这一目标。简而言之，与战略资产管理相匹配的组织的资产（物质，人力和资源）。其目标是开发它们之间的战略方向和业务工作关系。2、战略资产管理框架（SAMF）战略资产管理框架（SA
44、MF）的定义是战略资产管理框架（SAMF）是一个综合性的政策战略，是为了提高整个国家公共部门的资产管理和资本投资的有效性。该SAMF旨在确保政府能够继续成功地管理其资本计划，同时满足其财务目标。对于本文的目的，我们定义为作为一种工具，它关系资产的战略资产管理框架（SAMF）在该框架的基础上形成了整个组织的运作这个框架的主要目标。保证本组织的利益相关者的目标（股东，客户，政府机构，雇员，承包商和社区）得到满足。该组织的性能不断提高。长期生存能力和可持续性的组织保证。使该组织是迈向卓越商业架构前进。下面的讨论提出了一个很基本的SAMF看法该SAMF关系的三个关键环节，即组织、人员、流程和技术，并在
45、此运载系统中集成整个组织。人员流程和技术的平衡是通过充分认识这三个环节，并且确保适当的框架的存在是为了保持它们之间的联系纽带。人的资产管理框架是关键的一个方面。来源于此一个组织的力量为人的“想”和“法”。这是一个组织是人们进行加工配方和改进，采用的技术（工具和系统）的载体。话虽如此，但是至关重要的是，一个组织应给予其流程和系统足够重视，使其能维持下去，甚至人们把目光转向更好的解决方法。过程，这是第二个链接的SAMF。每个组织都应努力正式各个主要的流程，应该使其保持价值和确保长期可持续性。正规化的进程往往限制了该组织的持续10改进或实施任何形式的改进。它提供了一个共同的意义和方向，同时向内部和外
46、部客户介绍了本组织有序、成熟的形象。过程还实现了对这些流程评价业绩时的正式测量，以足够的时间来修改以适应过程并保留好的程序。技术，第SAMF第三个链接是“技术”。这也可以称为“工具”或“系统”。这种联系是通过工具和系统来使该组织的进程顺利。一个组织中部署的各项制度需要彻底整合，以确保各个进程之间的平稳过渡并提供最高的效率和有效性。该系统中的各个连接也是其中的关键信息，一个组织对人依赖，是他们的决策源。资产管理信息系统（AMIS）是这个系统关键的链接。世界各地越来越多的使用这些应用，其成熟度等级的重要性是这种联系的关键。3、战略资产管理框架（SAMF）的发展对SAMF发展过程的复杂性不应低估。这
47、似乎是一个简单的概念，但在实践中需要认真规划，管理和足够的指导，才能使SAMF取得成功。国际基础设施管理手册（IIMM）是一个公认的行业“最佳实践”资产管理和指导的参考文件，它通过监管机构监管许多其他行业参与者。本手册发展了一些基本概念，例如一个组织可以制定合理的资产管理基础原则。本文介绍了一种可以被组织采用的方法。最适当的方法必须试决定基于通过对现状的行动进行严格评估。虽然提出的各种选项，但它是假设组织不具有现有的正式SAMF为前提的。任何组织不论其年限多少都可以发展SAMF。然而，年轻的组织（有一些年的操作经验）更占尽地利的优势。这是假设该组织经历了一系列的内部和外部经营环境事件的各个方面
48、全面的经验。在进化的早期阶段，已通过的战略资产管理业务模式的公司最先看到的是一个组织战略，它是降低成本的催化剂。对于其他组织管理模式将有更多的发展直到框架不断完善。不过，重要的是认识到这个框架不是一成不变的，需要不断检讨经营环境的变化和组织绩效的驱动更改使之不断完善。一个已经发生了重大的结构性改变，所有权进行合并，监管环境有了变化，供应商改变，也可以被视为一个“年轻”的组织，并引进了更多的机会去发展SAMF。对于老年人的组织，最近变化较少的，对引进SAMF的框架道路可能会更加复杂，需要比那些相对年轻的组织更复杂的“战略管理”技术的部署。这是基于一个年长组织已经建立了的传统工艺，这是很难打破或改
49、变的假设。114、战略资产管理的交货框架组织内的开放式学习环境是成功实施SAMF一个先决条件是组织内的开放式学习环境。对从SAMF发展带来的复杂性措施的基础上，需要遵循以下步骤，以确保其成功实施提供一个正式的SAMF报告。从SAMF简报发展到整个组织的调查结果。该简报应包括关于如何发展SAMF，信息目标，每个进程（改进工作的目的）的目标水平，预期的商业环境（中，后实施改善措施），时间框架和对业务的总体影响。一个项目管理计划应有所准备有明确的个别项目（改善行动）。必须明确规定交付成果及预期的质量水平。在整个计划中，应规划和实施变更管理技术。改革管理方法应不仅注重实施阶段，而且在利益的实现阶段（即实施后）。一个指导委员会，应设项目经理和相关项目团队。理想情况下，实施团队应该有一个代表内部员工来结束进程给用户带来更大的利益。方案的监测应确保好利益在实施期间和之后实现。应尽可能监察增强/新工艺和性能等信息反馈内容应包括在整体框架之中。实施后的检讨，都是SAMF不断取得成功的关键。应该记住的是，SAMF发展的旅程是没有终点的。这是一个永无止境的旅程，并必须有定期（首选两年一次）的过程成熟度评估。最佳做法是不断识别性能问题，通过反馈并积极解决。5、经验和结论对发展中提出的SAMF工艺已成功利用了受管制的垄断效用。人们承认，这一
