Introduction
of Process and Sub process intangible assets management
Asset management is getting the best value in
the assets. And it also holds the assets in fields where the assets management
term is coined. The assets management is the lubricating instrument, aligning,
balancing and cleaning among the various extremes which have the different hybrid
of forms. Managing assets for the roads, energy, water infrastructures as well
as telecom in the different aspects which is the same and it also manages the
production plant. There is no feasible option which sells the assets and all
these options also expand the base of assets which upgrade the existing assets (Herder et al , 2012)
Literature
review of Process and Sub process intangible assets management
Now according to the requirements,
there are different business processes in the equipment and infrastructure of tangible
asset management involving IT.
·
Capacity management
process
·
Options Evaluation
process
·
Procurement
& Delivery Process
·
Maintenance
Management Process
·
Asset
Information Management Process
Figure: Infrastructure Asset Management
business Processes
Now in the final report, first of all, explore
the importance of the above business process intangible asset management and
also provide the example of each process. Then elaborate the purpose of each purpose
and it also includes the activities and steps in each process that draw the
model diagram and determine the stakeholder in the execution of the process. Therefore
also elaborate on the improvement of this process intangible asset management by
use of automation technology (Too, et al , 2010).
It is the process for ensuring the optimal provision
for the infrastructures of assets management. In this process, the
effectiveness would also enable the infrastructure asset owner. The stakeholder
in this process which receive the full value of the investment. The infrastructure
asset management for the capacity management process organization should also
ensure high utilization of assets along with the support of assets with the
operations of the business. For the high
utilization of the infrastructure asset in the infrastructure organization
which requires determining the current infrastructure productivity and capacity
management. The importance is that capacity could also increase by the different
means of the operational efficiencies which are also improved the maintenance efficiencies
by the capital investments (Slack, 2015).
There is the different capacity of enhancing
options that identified the evaluations and it would also have and to be conducted
and select the best optimal solution which meets a business needs and the
practice is shared through managers. In this process, data would also suggest an
infrastructure organization which is evaluated the infrastructure asset
management option based on the multi-criteria methods. The importance of this
process intangible asset management is underscored through the requirement
which is minimizing by the legal and financial risk and it also maintains the stakeholder’s
accountability (Wörsdörfer et al , 2017).
This process is defined as the action or
process which acquiring and obtained the material for the services and property
on the operational level. The appropriate strategies of the procurement which
is required to help and achieved the optimal solutions in terms of times and
cost as well as quality. The importance of
the tangible asset management is infrastructure organization also tends to
adopt the formal method for the evaluation and the most appropriate provider
for the infrastructure also supposed factors like the price together by the
several factors. The assets delivery and procurement process are incanting
which could also deliver the value of the infrastructure management (Kashiwagi,
2011).
There is a maximum opportunity which is
reduced to maintain the expenditure and it exists in the area of maintenance of
tangible asset management for the operation and maintained phases. Therefore it
is the requirements to deliver the maintenance which is fundamental for the infrastructure
organizational and it also impacts the business process. The improvement of
this process in the tangible asset management must continue which is also
improve the maintained of the management process and the planning of maintenance
is also recognized at the industry level which is becoming the key business and
the driver is due to the increasing demand of pressure for the infrastructure
assets (Barberá et al , 2012).
This process in the tangibles asset
management is very important because the infrastructure operators and the owner
who is constantly struggling by the lack of knowledge and the condition of the
asset are possessed. It means that there are scarce resources which are
available for the repair and maintenance which are used and efficiently along
with inappropriately. The importance of this process is also evidenced by
various cases where the organization could also be adopted by the different
computerized assets of information management systems. This process could also
be achieved through the IT systems which are acquired in the stores and updated
the pertinent information for the infrastructure assets (Whyte et al , 2016).
Business
process of Process and Sub process intangible assets management
Tangibility is the quality where the
interaction is studied and the multiple disciplines like the HCI for the
industrial designs. The tangibility is also referred to as the physical experiences
of information technology. Assets management with the business process also ways
create the money from fees which charge the client and there is also seven main
business process in the asset management company;
·
Development
of product
·
Distribution
in marketing
·
Client
onboarding
·
Investment
management
·
Risk management
·
Client
reporting
·
Compliance
(Rainardi , 2016)
Process elicitation with stakeholder of
Process and Sub process intangible assets management
Stakeholders of a process are the subject
matter experts that process consultants and talk to elicit the different
information which is related to work done and the data is used by the various responsibilities.
Map
out information of Process and Sub process intangible assets management
The people which are limited by the
information processing capacity and the modeling information could also help to
reduce the cognitive as well as it also extends the capacity which holds the
details through the addition of new stimuli of information.
Make
it intuitive of Process and Sub process intangible assets management
The available memory of working which is
consumed by the various types of load and it's reducing the distracting of noise
for the free capacity for the various concerns.
Make
Process representation of Process and Sub process intangible assets management
For every problem which has more details
along with it’s the less suitable representation which is depending upon the
nature of the problem. And impacts of representation where it also has the task
performance and the process which should best be discussed by using the fitting
representation.
Tangible
business process modeling of Process and Sub process intangible assets
management
The t. business process modeling (t.BPM) is the
outcome where different iterations are prototyped by the ideas and it’s
continued to read the various literature which informs the work. The t.BPM is
the tool kit which is the set of the four various shapes and it's reflecting on
the iconography for the business process, then there is a various concept which
is represented by the work items and the events of the routing gateways along
with the user information’s (Luebbe et al , 2010)
Improvement
of business process of Process and Sub process intangible assets management
The organization is increasingly concerned
regarding the improvement of the business process model along with its efforts which
is guarantee improved with operational efficiency. The business process quality
assurance must be addressed by the objective manner of the application measures
where the assessment of measurements is the result of straight forwards task
and it also needs the identification of relevant indicators (González et
al , 2015).
For the process of the centric organization
where the improvement and management of the business process is an important
factor for the advancement of organizational. In the same perspective, the
change and implementation for the process have facets with change management
involving managerial disputes (Saldivar et al , 2016).
Conclusion of
Process and Sub process intangible assets management
Summing up all the discussion it is concluded
that, the report is about the business process of tangible asset management. In
this report study of the different authors is also elaborated. Then there is a different
business process that is used in the tangible asset management. All the process
is clearly explained with their importance and the improvement of intangible
asset management.
References
of Process and Sub process intangible assets management
Barberá et al, L. (2012). Advanced model for
maintenance management in a continuous improvement cycle: integration into the
business strategy. International Journal of System Assurance Engineering and
Management, 47–63.
González et al, S. (2015). A case study about the
improvement of business process models driven by indicators. Software &
Systems Modeling, 16(3), 759–788.
Herder et al, P. (2012). A Systems View on
Infrastructure Asset Management. In Asset Management: The State of the Art
in Europe from a Life Cycle Perspective (pp. 31-46).
Kashiwagi, D. (2011). Case Study: Best Value
Procurement/Performance Information Procurement System Development. Journal
for the Advancement of Performance.
Luebbe et al, A. (2010). Designing a tangible approach
to business process modeling. Electronic Colloquium on Design Thinking
Research.
Rainardi, V. (2016, May 3). Asset Management
Business Processes and Systems. Retrieved from
https://dwbi1.wordpress.com/2016/05/03/asset-management-business-processes-and-systems/
Saldivar et al . (2016). Analysis and improvement of
business process models using spreadsheets. Information Systems, 1–19.
Slack, N. (2015). Capacity management process.
Wiley Encyclopedia of Management.
Too, et al , E. (2010). A Framework for Strategic
Infrastructure Asset Management. Engineering Asset Management Review,
31–62.
Whyte et al , J. (2016). Managing change in the
delivery of complex projects: Configuration management, asset information and
‘big data’. International Journal of Project Management, 339-351.
Wörsdörfer et al , D. (2017). Real options-based
evaluation model for transformable plant designs in the process industry. Journal
of Manufacturing Systems, 29-43.