Key information

  1. Status: Approved for delivery
  2. Reference: ST0860
  3. Version: 1.0
  4. Level: 7
  5. Typical duration to gateway: 24 months
  6. Typical EPA period: 6 months
  7. Maximum funding: £20000
  8. Route: Engineering and manufacturing
  9. Date updated: 05/04/2024
  10. Approved for delivery: 29 August 2023
  11. Lars code: 722
  12. EQA provider: Ofqual
  13. Review: this apprenticeship will be reviewed in accordance with our change request policy.
Print apprenticeship summary

Apprenticeship summary

Overview of the role

Lead the asset management function within an organisation.

Occupation summary

This occupation is found in a range of industries that manage physical assets including energy and utilities, manufacturing, petrochemical, buildings, and transport. They may be employed by asset owning companies, outsourced services companies, or asset management consultants. Companies may range in size from small to large.

Physical assets are defined as an item, thing or entity that has value to a business or service. Examples include buildings, bridges, digital hardware, flood defences, gas fiscal metering, pipelines (water/gas), plant (cranes), rail track, reservoirs, roads, retail space, runways, and wind turbines. ISO 55000 defines asset management as ‘the co-ordinated activity of an organisation to realise value from assets.

The broad purpose of the occupation is to lead the asset management function within an organisation. This involves formulation and leading the development of the asset management policy, strategy, plans, and objectives to ensure physical assets are managed in a way to achieve the organisation’s objectives, including resolving multiple competing goals and clarification of risk appetite. They ensure the necessary resources, competence, asset management information, suppliers and culture are in place to achieve this, along with audit and assurance.

Infrastructure asset management professionals lead the creation of short, medium and long term asset investment plans using optimisation and prioritisation developed through testing plans against multiple business scenarios. They oversee the asset investment business cases and define and establish the parameters for asset investment decision making, risk quantification, and mitigation plans. They will evaluate and report on performance and drive continuous improvement. A key part of the role is to lead stakeholder engagement. They will work primarily in the office.

In their daily work, an employee in this occupation interacts with the wider business and executives in the organisation. In order to support their work, they will liaise with external and internal stakeholders. These could include senior executives, investment groups, policy teams, capital delivery, and customer services to ensure the asset management function aligns with customer, stakeholder, and organisational requirements. They are likely to routinely come into contact with representatives from other organisations or external bodies such as clients, funding agencies, regulators, and suppliers.

An employee in this occupation will be responsible for ensuring asset management complies with legal frameworks and legislation, including public health, health & safety, economic and environmental. They need to ensure they and others keep up to date with asset management requirements and best practice. They typically work to deadlines without supervision, being self-managing. They will have established a budget. They are likely to lead teams and be responsible for organisational functions.

 

Typical job titles include:

Asset management consultant Green leaf Asset manager Green leaf Director of asset management Green leaf Head of asset management Green leaf Head of asset planning Green leaf

Duties

  • Duty 1 Formulate and lead the development of organisation asset management policy, strategy, plans, and objectives including resolving of multiple competing organisational goals.
  • Duty 2 Manage the implementation of organisation asset management policy, strategy, plans, objectives.
  • Duty 3 Formulate the asset management resource strategy, including the development of capabilities (resources, competencies, logistics etc.) and supply chain dependencies.
  • Duty 4 Create and implement asset data and information strategy and standards to ensure consistency and/or effectiveness of asset management information across asset portfolio and its life-cycles.
  • Duty 5 Create and implement plans to ensure effective, ethical, and sustainable lifecycle plans, from demand identification, through creation, and operation and maintenance, to disposal, of the assets and systems of assets with the overall asset portfolio.
  • Duty 6 Define, establish, implement, and review frameworks for risk quantification and proactive asset decision making balancing performance, risk, and cost across the asset life cycle with risk appetite and tolerance boundaries.
  • Duty 7 Set and manage strategic mitigation plans to ensure long term resilience of asset systems.
  • Duty 8 Lead and support a culture of collaboration between stakeholders and across disciplines to achieve asset management objectives.
  • Duty 9 Initiate the audit and assurance of the asset management activity.
  • Duty 10 Evaluate and report on the effectiveness of the asset management activity and drive continuous improvement.
  • Duty 11 Report on asset and/or service performance, delivery of asset management plans, emerging risks to external or internal stakeholders for example regulators, investors, and shareholders.
  • Duty 12 Lead the creation of long-term investment plans using appropriate optimisation and prioritisation methods taking into account complexity and business significance.
  • Duty 13 Assure the delivery of programmes and portfolios of work to meet the objectives of the asset management strategy and plans.
  • Duty 14 Oversight and acceptance of asset investment business cases across the asset portfolio, in line with organisational decision framework and governance.
  • Duty 15 Develop robust proposals for clients and internal stakeholders for the development and delivery of management of the portfolios of assets.
  • Duty 16 Procure and manage projects, products, and services from external suppliers, setting of objectives for suppliers and performance measurement of suppliers in line with organisations asset management approach. Use Through Life Service providers to support the process for specific asset groups.
  • Duty 17 Engage and manage customers and stakeholder (clients, shareholders, regulators and/or investors) relationships across diverse organisational contexts.
  • Duty 18 Lead on research, development, and innovation activities within the business to enable the achievement of asset management objectives.

Apprenticeship summary

ST0860, infrastructure asset management professional level 7

This is a summary of the key things that you – the apprentice and your employer need to know about your end-point assessment (EPA). You and your employer should read the EPA plan for the full details. It has information on assessment method requirements, roles and responsibilities, and re-sits and re-takes.

What is an end-point assessment and why it happens

An EPA is an assessment at the end of your apprenticeship. It will assess you against the knowledge, skills, and behaviours (KSBs) in the occupational standard. Your training will cover the KSBs. The EPA is your opportunity to show an independent assessor how well you can carry out the occupation you have been trained for.

Your employer will choose an end-point assessment organisation (EPAO) to deliver the EPA. Your employer and training provider should tell you what to expect and how to prepare for your EPA.

The length of the training for this apprenticeship is typically 24 months. The EPA period is typically 6 months.

The overall grades available for this apprenticeship are:

  • fail
  • pass
  • distinction

When you pass the EPA, you will be awarded your apprenticeship certificate.

EPA gateway

The EPA gateway is when the EPAO checks and confirms that you have met any requirements required before you start the EPA. You will only enter the gateway when your employer says you are ready.

The gateway requirements for your EPA are:

  • achieved English and mathematics qualifications in line with the apprenticeship funding rules
  • for the work based project with presentation and questioning, the project's title and scope must be agreed with the EPAO and a project summary submitted

  • for the professional discussion underpinned by a portfolio of evidence, you must submit a portfolio of evidence

Assessment methods


Work based project with presentation and questioning

You will complete a project and write a report. You will be asked to complete a project. The title and scope must be agreed with the EPAO at the gateway. The report should be a maximum of 8000 words (with a 10% tolerance).

You will have 12 weeks to complete the project and submit the report to the EPAO.

You need to prepare and give a presentation to an independent assessor. Your presentation slides and any supporting materials should be submitted at the same time as the project output. The presentation with questions will last at least 60 minutes. The independent assessor will ask at least 6 questions about the project and presentation.


Professional discussion underpinned by a portfolio of evidence

You will have a professional discussion with an independent assessor. It will last 90 minutes. They will ask you at least 10 questions. The questions will be about certain aspects of your occupation. You need to compile a portfolio of evidence before the EPA gateway. You can use it to help answer the questions.

The EPAO will confirm where and when each assessment method will take place.

Who to contact for help or more information

You should speak to your employer if you have a query that relates to your job.

You should speak to your training provider if you have any questions about your training or EPA before it starts.

You should receive detailed information and support from the EPAO before the EPA starts. You should speak to them if you have any questions about your EPA once it has started.


Reasonable adjustments

If you have a disability, a physical or mental health condition or other special considerations, you may be able to have a reasonable adjustment that takes this into account. You should speak to your employer, training provider and EPAO and ask them what support you can get. The EPAO will decide if an adjustment is appropriate.


Professional recognition

This apprenticeship aligns with Institute of Asset Management for Member

Please contact the professional body for more details.

Print occupational standard

Details of the occupational standard

Occupation summary

This occupation is found in a range of industries that manage physical assets including energy and utilities, manufacturing, petrochemical, buildings, and transport. They may be employed by asset owning companies, outsourced services companies, or asset management consultants. Companies may range in size from small to large.

Physical assets are defined as an item, thing or entity that has value to a business or service. Examples include buildings, bridges, digital hardware, flood defences, gas fiscal metering, pipelines (water/gas), plant (cranes), rail track, reservoirs, roads, retail space, runways, and wind turbines. ISO 55000 defines asset management as ‘the co-ordinated activity of an organisation to realise value from assets.

The broad purpose of the occupation is to lead the asset management function within an organisation. This involves formulation and leading the development of the asset management policy, strategy, plans, and objectives to ensure physical assets are managed in a way to achieve the organisation’s objectives, including resolving multiple competing goals and clarification of risk appetite. They ensure the necessary resources, competence, asset management information, suppliers and culture are in place to achieve this, along with audit and assurance.

Infrastructure asset management professionals lead the creation of short, medium and long term asset investment plans using optimisation and prioritisation developed through testing plans against multiple business scenarios. They oversee the asset investment business cases and define and establish the parameters for asset investment decision making, risk quantification, and mitigation plans. They will evaluate and report on performance and drive continuous improvement. A key part of the role is to lead stakeholder engagement. They will work primarily in the office.

In their daily work, an employee in this occupation interacts with the wider business and executives in the organisation. In order to support their work, they will liaise with external and internal stakeholders. These could include senior executives, investment groups, policy teams, capital delivery, and customer services to ensure the asset management function aligns with customer, stakeholder, and organisational requirements. They are likely to routinely come into contact with representatives from other organisations or external bodies such as clients, funding agencies, regulators, and suppliers.

An employee in this occupation will be responsible for ensuring asset management complies with legal frameworks and legislation, including public health, health & safety, economic and environmental. They need to ensure they and others keep up to date with asset management requirements and best practice. They typically work to deadlines without supervision, being self-managing. They will have established a budget. They are likely to lead teams and be responsible for organisational functions.

 

Typical job titles include:

Asset management consultant Green leaf Asset manager Green leaf Director of asset management Green leaf Head of asset management Green leaf Head of asset planning Green leaf

Occupation duties

Duty KSBs

Duty 1 Formulate and lead the development of organisation asset management policy, strategy, plans, and objectives including resolving of multiple competing organisational goals.

K1 K2 K17 K20 K25 K30 K31 K35

S18 S23 S25 S26

B5 B6

Duty 2 Manage the implementation of organisation asset management policy, strategy, plans, objectives.

K1 K2 K6 K11 K20 K25 K28 K30 K31 K35

S1 S18 S23 S25 S26

B5 B6

Duty 3 Formulate the asset management resource strategy, including the development of capabilities (resources, competencies, logistics etc.) and supply chain dependencies.

K2 K3 K9 K20 K23 K25 K28 K29 K34

S8 S10 S21

B5 B6

Duty 4 Create and implement asset data and information strategy and standards to ensure consistency and/or effectiveness of asset management information across asset portfolio and its life-cycles.

K9 K25 K26

B5

Duty 5 Create and implement plans to ensure effective, ethical, and sustainable lifecycle plans, from demand identification, through creation, and operation and maintenance, to disposal, of the assets and systems of assets with the overall asset portfolio.

K1 K2 K4 K5 K8 K13 K14 K15 K16 K20 K23 K25 K26

S1 S6 S7 S10 S17 S20 S25 S26

Duty 6 Define, establish, implement, and review frameworks for risk quantification and proactive asset decision making balancing performance, risk, and cost across the asset life cycle with risk appetite and tolerance boundaries.

K2 K4 K6 K15 K17 K18 K19 K20

S5 S24

Duty 7 Set and manage strategic mitigation plans to ensure long term resilience of asset systems.

K2 K4 K8 K14 K17

S7 S8

Duty 8 Lead and support a culture of collaboration between stakeholders and across disciplines to achieve asset management objectives.

K1 K2 K3 K5 K7 K34

S3 S13 S15

B1 B2 B4

Duty 9 Initiate the audit and assurance of the asset management activity.

K6 K25

B1

Duty 10 Evaluate and report on the effectiveness of the asset management activity and drive continuous improvement.

K1 K3 K4 K5 K6 K14 K23 K25 K29 K34 K35

S9 S12 S16 S19 S24

B3

Duty 11 Report on asset and/or service performance, delivery of asset management plans, emerging risks to external or internal stakeholders for example regulators, investors, and shareholders.

K1 K19 K21 K25 K27

S6 S25 S26 S27

Duty 12 Lead the creation of long-term investment plans using appropriate optimisation and prioritisation methods taking into account complexity and business significance.

K13 K21

S6 S20 S22 S25 S26

B1

Duty 13 Assure the delivery of programmes and portfolios of work to meet the objectives of the asset management strategy and plans.

K5 K23 K24 K27 K32 K33

S6

Duty 14 Oversight and acceptance of asset investment business cases across the asset portfolio, in line with organisational decision framework and governance.

K22 K23 K24 K25

S14 S22

Duty 15 Develop robust proposals for clients and internal stakeholders for the development and delivery of management of the portfolios of assets.

K1 K2 K7 K10 K16 K22 K30 K32 K33

S3 S6 S14 S15

B2

Duty 16 Procure and manage projects, products, and services from external suppliers, setting of objectives for suppliers and performance measurement of suppliers in line with organisations asset management approach. Use Through Life Service providers to support the process for specific asset groups.

K1 K2 K7 K12 K22 K24 K28 K30 K32 K33 K35

S3 S4 S11 S13 S15 S25 S26 S27

B1 B2 B4

Duty 17 Engage and manage customers and stakeholder (clients, shareholders, regulators and/or investors) relationships across diverse organisational contexts.

K1 K2 K7 K12

S3 S11 S15 S17

B2

Duty 18 Lead on research, development, and innovation activities within the business to enable the achievement of asset management objectives.

K1 K2 K3 K5 K13 K22 K26 K35

S2 S4 S8 S12 S13 S20

B1

KSBs

Knowledge

K1: Communication and influencing techniques and strategies, both written and oral. Back to Duty

K2: Decision making principles and techniques used in Infrastructure asset management. Back to Duty

K3: Learning and development strategies, including personal and professional development. Back to Duty

K4: Change management models and the link to organisational culture. Back to Duty

K5: How culture and organisation structure impact the delivery of required performance. Back to Duty

K6: Asset management standards such as ISO55000, British Standard Institute (BSI), Publicly Available Specification (PAS) 55. Back to Duty

K7: Stakeholder mapping and engagement approaches. Back to Duty

K8: Asset life cycle activities such as acquire/create, operate, maintain, and renew/dispose. Back to Duty

K9: Sustainability development goals and impact on asset investments. Back to Duty

K10: Principles of maintenance and reliability engineering. Back to Duty

K11: Portfolio management models and approaches. Back to Duty

K12: Procurement and supply chain strategies and delivery management. Back to Duty

K13: The use of horizon scanning techniques in the infrastructure asset management environment. Back to Duty

K14: Performance monitoring of asset life cycle activities. Back to Duty

K15: Techniques to critically analyse asset management non-conformities such as causes and effects; Failure Mode Event/Effects Critically Analysis (FMEA/FMECA), and Root cause analysis. Back to Duty

K16: The application of contingency plans in the infrastructure asset management environment. Back to Duty

K17: Risk management and its application to infrastructure asset management: risk assessment, quantification, mitigation, and impact. Back to Duty

K18: The application of system engineering and infrastructure models, tools, and frameworks e.g., Defra 4R’s approach to resilience. Back to Duty

K19: The importance of prioritisation and multi criteria optimisation techniques and tools (prescriptive analytics). Back to Duty

K20: The application of decision-making frameworks. Back to Duty

K21: Application of uncertainty analysis on outcomes and outputs. Back to Duty

K22: Understanding of balance sheets, profit and loss, and the difference between companies. Back to Duty

K23: Asset and project costing and valuation techniques; cost estimation (maintenance, operation, renewal, disposal), depreciation, whole life costing, and social, environmental, safety and reputational cost. Back to Duty

K24: The requirements for an integrated infrastructure asset and investment management enterprise-wide approach and the high-level user case. Back to Duty

K25: Information technology systems and processes such as asset registers, work management systems, word processing, spreadsheets, email, presentation. Back to Duty

K26: Critical data analysis and interpretation techniques; and data presentation techniques (charts, diagrams, and tables). Back to Duty

K27: Range of asset and investment management tools. Back to Duty

K28: The sources and types of funding for infrastructure asset management activities. Back to Duty

K29: Problem solving techniques and their application. Back to Duty

K30: Regulatory, legislative and policy/standards requirements such as data protection, cyber security, Environmental emissions limits, Pressure Systems Safety Regulations (PSSR), Construction, Design and Management Regulations (CDM), and Control of Major Accident Hazards (COMAH). Back to Duty

K31: Principles of policy and strategic development in Infrastructure asset management. Back to Duty

K32: The different stages of projects including the principles of planning, scheduling, and sequencing. Back to Duty

K33: The ways of managing, influencing, and controlling outcomes through the application of project management techniques. Back to Duty

K34: Different, inclusive leadership styles and models, how to develop diverse teams and support people using coaching and mentoring. Back to Duty

K35: Commissioning and facilitating research and development activities. Back to Duty

Skills

S1: Apply a consistent approach to asset risk management, risk assessed inspection, and maintenance programmes. Back to Duty

S2: Use quantitative methods in the research, critical analysis and interpretation of complex data. Back to Duty

S3: Adapt communication technique when communicating with others. Back to Duty

S4: Specify and influence data and information requirements. Back to Duty

S5: Use decision making principles and techniques in the infrastructure asset management environment. Back to Duty

S6: Optimise and prioritise projects and programmes in a portfolio of work in the infrastructure asset management environment. Back to Duty

S7: Lead and manage the optimum delivery of life cycle activities and resources. Back to Duty

S8: Apply systems engineering models, tools, and frameworks within the infrastructure asset management environment. Back to Duty

S9: Develop and evaluate options within a decision-making framework. Back to Duty

S10: Monitor and report on the performance of asset and infrastructure asset management. Back to Duty

S11: Procure, build, and manage relationships with the supply chain. Back to Duty

S12: Lead, commission, and facilitate research and development activities, innovation, change and organisational development. Back to Duty

S13: Apply leadership skills. Back to Duty

S14: Develop and promote proposals and business cases. Back to Duty

S15: Identify and manage stakeholder needs and expectations. Back to Duty

S16: Identify learning requirements and improvement opportunities for self and others. Back to Duty

S17: Lead and encourage collaboration across the asset management life cycle stages. Back to Duty

S18: Implement and create infrastructure asset management strategies and plans. Back to Duty

S19: Challenge and provide feedback: colleagues and stakeholders. Back to Duty

S20: Use horizon scanning techniques in the asset management environment. Back to Duty

S21: Manage team resources to deliver the infrastructure asset management resource strategy. Back to Duty

S22: Create long term investment plans aligned with organisational objectives. Back to Duty

S23: Create, implement, and monitor Infrastructure asset management policy and strategic plans. Back to Duty

S24: Manage the balance between quality, costs, and time. Back to Duty

S25: Apply contingency planning in Infrastructure asset management plans. Back to Duty

S26: Demonstrate fiscal rigour in Infrastructure asset management plans. Back to Duty

S27: Use project management and planning techniques. Monitor progress towards project goals and identify corrective actions. Back to Duty

Behaviours

B1: Takes accountability and ownership of their tasks and workload. Back to Duty

B2: Role models collaborative and inclusive working across organisational and cultural boundaries, driving diversity. Back to Duty

B3: Seeks continuous professional development opportunities for self and wider team. Back to Duty

B4: Acts in a professional manner with integrity and confidentiality. Back to Duty

B5: Champions infrastructure asset management and influences its development. Back to Duty

B6: Committed to compliance with legislation, asset management standards and company policies. Back to Duty

Qualifications

English and Maths

Apprentices without level 2 English and maths will need to achieve this level prior to taking the End-Point Assessment. For those with an education, health and care plan or a legacy statement, the apprenticeship’s English and maths minimum requirement is Entry Level 3. A British Sign Language (BSL) qualification is an alternative to the English qualification for those whose primary language is BSL.

Professional recognition

This standard aligns with the following professional recognition:

  • Institute of Asset Management for Member
Print EPA plan

End-point assessment plan

V1.0

Introduction and overview

This document explains the requirements for end-point assessment (EPA) for the infrastructure asset management professional apprenticeship. End-point assessment organisations (EPAOs) must follow this when designing and delivering the EPA.

Infrastructure asset management professional apprentices, their employers and training providers should read this document.

A full-time apprentice typically spends 24 months on-programme (this means in training before the gateway) working towards competence as a infrastructure asset management professional. All apprentices must spend at least 12 months on-programme. All apprentices must complete the required amount of off-the-job training specified by the apprenticeship funding rules.

This EPA should then be completed within an EPA period lasting typically 6 months.

Occupational competence is outlined by the EPA grade descriptors and determined, when assessed in accordance with this EPA plan, by an independent assessor who is an occupational expert and confirms the overall EPA grade.

This EPA has 2 assessment methods.

The grades available for each assessment method are:

Assessment method 1 - work based project with presentation and questioning:

  • fail
  • pass
  • distinction

Assessment method 2 - professional discussion underpinned by a portfolio of evidence:

  • fail
  • pass
  • distinction

The result from each assessment method is combined to decide the overall apprenticeship grade. The following grades are available for the apprenticeship:

  • fail
  • pass
  • distinction

EPA summary table

On-programme - typically 24 months

The apprentice must complete training to develop the knowledge, skills and behaviours (KSBs) of the occupational standard.

The apprentice must complete training towards English and maths qualifications in line with the apprenticeship funding rules.

The apprentice must compile a portfolio of evidence.

End-point assessment gateway

The employer must be content that the apprentice is working at or above the occupational standard.

The apprentice’s employer must confirm that they think the apprentice:

  • is working at or above the occupational standard as a infrastructure asset management professional
  • has the evidence required to pass the gateway and is ready to take the EPA

The apprentice must have achieved English and maths qualifications in line with the apprenticeship funding rules.

For the work based project with presentation and questioning, the apprentice must submit the following supporting material: project scoping document requirements. To ensure the project allows the apprentice to meet the KSBs mapped to this assessment method to the highest available grade, the EPAO should sign-off the project’s title and scope at the gateway to confirm it is suitable. A brief project summary must be submitted to the EPAO. It should be no more than 500 words. This needs to show that the project will provide the opportunity for the apprentice to cover the KSBs mapped to this assessment method. It is not assessed.

For the professional discussion underpinned by a portfolio of evidence the apprentice must submit a portfolio of evidence.

The apprentice must submit any policies and procedures as requested by the EPAO.

End-point assessment - typically 6 months

Grades available for each assessment method:

Work based project with presentation and questioning

  • fail
  • pass
  • distinction

Professional discussion underpinned by a portfolio of evidence

  • fail
  • pass
  • distinction

Overall EPA and apprenticeship can be graded:

    • fail
    • pass
    • distinction
Professional recognition

This apprenticeship aligns with Institute of Asset Management for Member

The apprenticeship will either wholly or partially satisfy the requirements for registration at this level.

Duration of end-point assessment period

The EPA is taken in the EPA period. The EPA period starts when the EPAO confirms the gateway requirements have been met and is typically 6 months.

The expectation is that the EPAO will confirm the gateway requirements have been met and the EPA starts as quickly as possible.

EPA gateway

The apprentice’s employer must confirm that they think their apprentice is working at or above the as a occupational standard. They will then enter the gateway. The employer may take advice from the apprentice's training provider(s), but the employer must make the decision.

The apprentices must meet the gateway requirements before starting their EPA.

These are:

  • for the work based project with presentation and questioning apprentices must submit: project scoping document

  • the apprentice must agree the subject, title and scope for their project proposal with their employer and EPAO by submitting a scoping document which will be no more than 500 words.

  • for the professional discussion underpinned by a portfolio of evidence apprentices must submit:

The apprentices must submit any policies and procedures as requested by the EPAO.

The EPA period starts when the EPAO confirms all gateway requirements have been met. The expectation is they will do this as quickly as possible.

Order of assessment methods

The assessment methods can be delivered in any order.

The result of one assessment method does not need to be known before starting the next.

Work based project with presentation and questioning

Overview

A work based project involves the apprentice completing a significant and defined piece of work that has a real business application and benefit. The work based project must meet the needs of the employer’s business and be relevant to the apprentice’s occupation and apprenticeship.

This assessment method has 2 components:

  • work based project with a written report output

  • presentation with questions and answers

Together, these components give the apprentice the opportunity to demonstrate the KSBs mapped to this assessment method. They are assessed by an independent assessor.

Rationale

This assessment method is being used because:

  • The work-based project is the most valid method as it allows the demonstration of professional competence. The project will contribute to the employer’s business and be part of the apprentices’ everyday work, ensuring that they can demonstrate KSBs in practice. Producing a report reflects normal practice in the workplace for an infrastructure asset management professional, so this assessment method is appropriate.
  • It is a significant and complex piece of work that thoroughly tests both higher and lower order knowledge and skills.
  • Note that it is essential that the project articulates the apprentice’s own work practice rather than the activities performed by the team of which they were part.

Delivery

The apprentice must complete a work based project project based on any of the following:

Examples of the types of projects an apprentice could submit include:

  • Development and implementation of an approach for understanding risk appetite and tolerance in infrastructure asset management decision making.
  • Optimising maintenance through the use of predictive maintenance approaches on critical assets.
  • The application of real options analysis to develop adaptive strategies.
  • The use of predictive analytics to improve systems performance.
  • Creation of an infrastructure asset management strategy that incorporates environmental, social and governance and their contribution to net carbon zero.
  • Development and introduction of through life benefits in the assessment of projects.
  • Asset health indicactors used to track asset performance over the short and long term.
  • The creation of a system thinking approach to improve operational resilience considering systemic and asset risks.

To ensure the work based project allows the apprentice to meet the KSBs mapped to this assessment method to the highest available grade, the EPAO should sign-off the work based project’s title and scope at the gateway to confirm it is suitable. The EPAO must refer to the grading descriptors to ensure that work based projects are pitched appropriately.

The work based project output must be in the form of a work based project report and presentation.

The apprentice must start the work based project after the gateway. The employer should ensure the apprentice has the time and resources, within the project period, to plan and complete their project.

The apprentice may work as part of a team to complete the work based project, which could include internal colleagues or technical experts. The apprentice must however, complete their work based project report and presentation unaided and they must be reflective of their own role and contribution. The apprentice and their employer must confirm this when the work based project report and any presentation materials are submitted.

Component 1: Work based project report

The report must include at least:

  • Executive summary
  • Outcome - the delivered outcome
  • Benefits - the positive impact on the business
  • Barriers - the problems and how they were overcome
  • Actions - detailed analysis, options and conclusions
  • Support - the stakeholder and collaborators; and underpinning theory
  • Measurement - the delivered short and long term benefits maps
  • Appendices - supporting information
  • References - list of references

.

The work based project report must have a word count of 8000 words. A tolerance of 10% above or below is allowed at the apprentice’s discretion. Appendices, references and diagrams are not included in this total. The apprentice must produce and include a mapping in an appendix, showing how the report evidences the KSBs mapped to this assessment method.

The apprentice must complete and submit the work based project report and any presentation materials to the EPAO by the end of week 12 of the EPA period.

Component 2: Presentation with questions

The presentation with questions must be structured to give the apprentice the opportunity to demonstrate the KSBs mapped to this assessment method to the highest available grade.

The apprentice must prepare and deliver a presentation to an independent assessor. After the presentation, the independent assessor must ask the apprentice questions about their project, report and presentation.

The presentation should cover:

  • an overview of the work based project
  • the project scope (including key performance indicators)
  • summary of actions undertaken by the apprentice
  • project outcomes and how these were achieved

The presentation with questions must last 60 minutes. This will typically include a presentation of 20 minutes and questioning lasting 40 minutes. The independent assessor must use the full time available for questioning. The independent assessor can increase the time of the presentation and questioning by up to 10%. This time is to allow the apprentice to complete their last point or respond to a question if necessary.

The independent assessor must ask at least 6 questions. They must use the questions from the EPAO’s question bank or create their own questions in line with the EPAO’s training. Follow up questions are allowed where clarification is required.

The purpose of the independent assessor's questions is:

  • to verify that the activity was completed by the apprentice
  • to seek clarification where required
  • to assess those KSBs that the apprentice did not have the opportunity to demonstrate with the report, although these should be kept to a minimum
  • to assess level of competence against the grading descriptors

The apprentice must submit any presentation materials to the EPAO at the same time as the report - by the end of week 12 of the EPA period. The apprentice must notify the EPAO, at that point, of any technical requirements for the presentation.

During the presentation, the apprentice must have access to:

  • Audio-visual presentation equipment
  • Flip chart and writing and drawing materials
  • Computer
  • any other requirements as previously notified to the EPAO

The independent assessor must have at least 2 weeks to review the project report and any presentation materials, to allow them to prepare questions.

The apprentice must be given at least 1 weeks’ notice of the presentation with questions.

Assessment decision

The independent assessor must make the grading decision. They must assess the project components holistically when deciding the grade.

The independent assessor must keep accurate records of the assessment. They must record:

  • the KSBs demonstrated in the report and presentation with questions
  • the apprentice’s answers to questions
  • the grade achieved

Assessment location

The presentation with questions must take place in a suitable venue selected by the EPAO for example, the EPAO’s or employer’s premises. It should take place in a quiet room, free from distractions and influence.

The presentation with questions can be conducted by video conferencing. The EPAO must have processes in place to verify the identity of the apprentice and ensure the apprentice is not being aided.

Question and resource development

The EPAO must develop a purpose-built assessment specification and question bank. It is recommended this is done in consultation with employers of this occupation. The EPAO should maintain the security and confidentiality of EPA materials when consulting with employers. The assessment specification and question bank must be reviewed at least once a year to ensure they remain fit-for-purpose.

The assessment specification must be relevant to the occupation and demonstrate how to assess the KSBs mapped to this assessment method. The EPAO must ensure that questions are refined and developed to a high standard. The questions must be unpredictable. A question bank of sufficient size will support this.

The EPAO must ensure that the apprentice has a different set of questions in the case of re-sits or re-takes.

EPAO must produce the following materials to support the project:

  • independent assessor EPA materials which include:
    • training materials
    • administration materials
    • moderation and standardisation materials
    • guidance materials
    • grading guidance
    • question bank
  • EPA guidance for the apprentice and the employer

The EPAO must ensure that the EPA materials are subject to quality assurance procedures including standardisation and moderation.

Professional discussion underpinned by a portfolio of evidence

Overview

In the discussion, an independent assessor and apprentice have a formal two-way conversation. It gives the apprentice the opportunity to demonstrate their competency across the KSBs mapped to this EPA method.

Rationale

This assessment method is being used because:

  • it allows the apprentice to be assessed against KSBs that may not naturally occur as part of a work-based project
  • it allows the apprentice to show case their depth of understanding relating to the KSBs
  • it allows the independent assessor to consider the context and sector that the apprentice operates within, giving flexibility to ensure that all the KSBs can be assessed appropriately
  • it is cost effective, and it allows consideration of the potential need to conduct the EPA remotely.

Delivery

The professional discussion must be structured to give the apprentice the opportunity to demonstrate the KSBs mapped to this assessment method to the highest available grade.

The independent assessor conducts and assesses the professional discussion.

The purpose of the independent assessor's questions will be to further clarify skills demonstrated in a portfolio of evidence.

The EPAO must give an apprentice 1 weeks notice of the professional discussion.

The independent assessor must have at least 2 week(s) to review the supporting documentation.

The apprentice must have access to their portfolio of evidence during the professional discussion.

The apprentice can refer to and illustrate their answers with evidence from their portfolio of evidence , however the is not directly assessed.

The professional discussion must last for 90 minutes. The independent assessor can increase the time of the professional discussion by up to 10%. This time is to allow the apprentice to respond to a question if necessary.

For the professional discussion, the independent assessor must ask at least 10 questions. Follow-up questions are allowed. The independent assessor must use the questions from the EPAO’s question bank or create their own questions in-line with the EPAO’s training. The professional discussion must allow the apprentice the opportunity to demonstrate the KSBs mapped to this assessment method at the highest possible grade.

The independent assessor must keep accurate records of the assessment. The records must include the KSBs met, the grade achieved and answers to questions.

The independent assessor will make all grading decisions.

Assessment location

The professional discussion must take place in a suitable venue selected by the EPAO (for example the EPAO’s or employer’s premises).

The professional discussion can be conducted by video conferencing. The EPAO must have processes in place to verify the identity of the apprentice and ensure the apprentice is not being aided.

The professional discussion should take place in a quiet room, free from distractions and influence.

Question and resource development

The EPAO must write an assessment specification and question bank. The specification must be relevant to the occupation and demonstrate how to assess the KSBs shown in the mapping. It is recommended this is done in consultation with employers of this occupation. The EPAO should maintain the security and confidentiality of EPA materials when consulting employers. The questions must be unpredictable. A question bank of sufficient size will support this. The assessment specification and questions must be reviewed at least once a year to ensure they remain fit-for-purpose.

The EPAO must develop purpose-built question banks and ensure that appropriate quality assurance procedures are in place, for example, considering standardisation, training and moderation. The EPAO must ensure that questions are refined and developed to a high standard.

The EPAO must ensure that apprentice has a different set of questions in the case of re-sits or re-takes.

The EPAO must produce the following materials to support the professional discussion underpinned by a portfolio of evidence:

  • independent assessor assessment materials which include:
    • training materials
    • administration materials
    • moderation and standardisation materials
    • guidance materials
    • grading guidance
    • question bank
  • EPA guidance for the apprentice and the employer

Grading

Work based project with presentation and questioning

Theme
KSBs
Pass
Apprentices must demonstrate all the pass descriptors.
Distinction
Apprentices must demonstrate all the pass descriptors and all of the distinction descriptors.
Leadership and management
K1 K2 K4 S3 S13 B1

Applies leadership skills, decision making principles and techniques within the project, linking organisational culture to change management models, taking accountability and ownership of their tasks and workload in line with organisational policies and expectations. (K2, K4, S13, B1)

Adapts written and oral communication techniques according to the audience, employing influencing techniques and strategies where appropriate within the project. (K1, S3)

 

 

N/A

Infrastructure asset management principles, planning and delivery
K7 K15 K20 K24 K29 S5 S9 S14

Justifies their prioritisation of the project, explaining how they balance key factors such as stakeholder mapping and critically analyse asset management non-conformities. (K7, K15, S5)

Applies decision-making frameworks and problem-solving techniques to develop and promote proposals and business cases in line with the project brief. (K20, K24, K29, S9, S14)

 

 

Justifies how project priorities were achieved by using decision making principles and techniques to critically analyse asset management non-conformities. (K15, S5)

Critically evaluates the use of decision-making frameworks and problem-solving techniques applied to develop and promote proposals and business cases in line with the project brief. (K20, K29, S9, S14)

 

 

Risk and resilience management
K17 K18 K21 S1 S8 S10

Applies the principles of risk management including risk assessment, quantification, mitigation, and impact to risk assessed inspections and maintenance programmes to manage product and process safety in line with the project brief. (K17, S1)

Applies system engineering and infrastructure models, tools and frameworks including uncertainty analysis, to monitor and report on the interrelationships between assets and systems performance, to achieve project objectives. (K18, K21, S8, S10)

 

Critically evaluates their approach to risk management, quantification, mitigation and the impact to product and process safety in line with the project brief. (K17, S1)

Financial and cost management
K23 S24

Applies asset and project costing and valuation techniques to manage the balance between quality, costs, and time to achieve project objectives. (K23, S24)

 

 

Critically evaluates their application of asset and project costing and valuation techniques used to manage the balance between quality, costs, and time to achieve project objectives. (K23, S24)

Digital asset management
K25 K26 S2 S4

Applies IT systems and processes to collect interpret and analyse complex data selecting critical data analysis, interpretation, and presentation techniques relevant to the project brief. (K25, K26, S2, S4)

Critically evaluates the extent to which methods used in the project to collect and analyse data contributed to expected outcomes. (S2)

Portfolio, project and innovation management
K11 K32 K33 S27

Applies project management and planning techniques, monitoring progress through stages, and identifying relevant corrective actions to control outcomes. (K11, K32, K33, S27)

N/A

Professional discussion underpinned by a portfolio of evidence

Theme
KSBs
Pass
Apprentices must demonstrate all the pass descriptors.
Distinction
Apprentices must demonstrate all the pass descriptors and all of the distinction descriptors.
Leadership and management
K3 K5 K31 K34 S15 S16 S17 S19 S23 B2 B3 B4 B5

Explains how they act with integrity and confidentiality to manage their own development and support others to grow personally and professionally too, including the impact this has had on the individual, the team, and the business. (K3, S16, S19. B4)

Evaluates how inclusive leadership styles can be used to develop diverse teams, applying coaching and mentoring techniques where relevant in line with the cultural and organisational boundaries to deliver collaborative working practices. (K5, K34, S17, B2)

Articulates how they prioritise the creation, implementation, and monitoring of infrastructure asset management policies and strategic plans, identifying and managing stakeholder needs and expectations in line with business needs. (K7, K31, S15, S23, B5)

Articulates how they have identified personal and professional development opportunities for self and wider team. (B3)

 

N/A

Infrastructure asset management principles
K6 K9 K13 K30 K35 S12 S20 B6

Justifies the need to prioritise compliance with regulatory and legislative asset management standards and company policies. (K6, K30, B6)

Critically evaluates the use of horizon scanning techniques to inform sustainability development goals and the impact this has on asset investments. (K9, K13, S20)

Articulates how they commission, lead and facilitate research and development activities to support innovation change and organisational development. (K35, S12)

 

 

 

Critically analyses the sustainability of asset management projects and investments. (K9)

Asset planning and delivery management
K8 K10 K19 K27 S6 S7 S18 S21 S22

Articulates how they lead and manage the delivery of lifecycle activities and resources, strategies, and plans. (K8, S7)

Critically analyses their choice of asset and investment management tools for the management of team resources and creating long term investment plans aligned with organisational objectives. (K27, S21, S22)

Critically evaluates optimisation and prioritisation projects and programmes in relation to the infrastructure management environment with reference to maintenance and reliability engineering principles. (K10, K19, S6)

 

 

 

 

Evaluates their leadership and management of infrastructure asset management lifecycle activities and resources. (K8, S7)

Risk and resilience management
K14 K16 S25

Evaluates the impact of contingency planning and performance monitoring of asset life cycle activities. (K14, K16, S25)

N/A

Financial and cost management
K22 K28 S26

Articulates how they prioritise fiscal rigour, identifying sources and types of funding, employing balance sheets showing profit and loss, and evaluate the difference in these matters between companies. (K22, K28, S26)

Critically analyses the impact different types and sources of funding have on organisational activities. (K28)

Portfolio, project and innovation management
K12 S11

Critically analyses their use of procurement and supply chain strategies and relationships and the longer-term impact of these on meeting business objectives within the overall organisational strategy. (K12, S11)

N/A

Overall EPA grading

The assessment methods contribute equally to the overall EPA pass grade.

Performance in the EPA determines the apprenticeship grade of:

    • fail
    • pass
    • distinction

An independent assessor must individually grade the: work based project with presentation and questioning and professional discussion underpinned by a portfolio of evidence in line with this EPA plan.

The EPAO must combine the final grades for the individual assessment methods to determine the overall EPA grade.

If the apprentice fails one or more assessment methods, they will be awarded an overall EPA fail. 

To achieve an overall pass, the apprentice must achieve at least a pass in all the assessment methods. To achieve an overall EPA distinction, the apprentice must achieve a distinction in both assessment methods.

To achieve an overall EPA distinction, the apprentice must achieve a distinction in both assessment methods.

Grades from individual assessment methods must be combined in the following way to determine the grade of the EPA overall.

Work based project with presentation and questioning Professional discussion underpinned by a portfolio of evidence Overall Grading
Fail Any grade Fail
Any grade Fail Fail
Pass Pass Pass
Pass Distinction Pass
Distinction Pass Pass
Distinction Distinction Distinction

Re-sits and re-takes

An apprentice who fails one or more assessment method(s) can take a re-sit or a re-take at their employer’s discretion. The apprentice’s employer needs to agree that a re-sit or re-take is appropriate. A re-sit does not need further learning, whereas a re-take does.

An apprentice should have a supportive action plan to prepare for a re-sit or a re-take.

The employer and EPAO agree the timescale for a re-sit or re-take. A re-sit is typically taken within 2 months of the EPA outcome notification. The timescale for a re-take is dependent on how much re-training is required and is typically taken within 3 months of the EPA outcome notification.

Failed assessment methods must be re-sat or re-taken within a 6-month period from the EPA outcome notification, otherwise the entire EPA will need to be re-sat or re-taken in full.

Re-sits and re-takes are not offered to an apprentice wishing to move from pass to a higher grade.

An apprentice will get a maximum EPA grade of pass for a re-sit or re-take, unless the EPAO determines there are exceptional circumstances.

Roles and responsibilities

Roles Responsibilities

Apprentice

As a minimum, the apprentice should:

  • participate in and complete on-programme training to meet the KSBs as outlined in the occupational standard for a minimum of 12 months
  • complete the required amount of off-the-job training specified by the apprenticeship funding rules and as arranged by the employer and training provider
  • understand the purpose and importance of EPA
  • meet the gateway requirements
  • undertake the EPA

Employer

As a minimum, the apprentice's employer must:

  • select the EPAO and training provider
  • work with the training provider (where applicable) to support the apprentice in the workplace and to provide the opportunities for the apprentice to develop the KSBs
  • arrange and support off-the-job training to be undertaken by the apprentice
  • decide when the apprentice is working at or above the occupational standard and is ready for EPA
  • ensure that supporting evidence required at the gateway is submitted in line with this EPA plan
  • liaise with the training provider and EPAO to ensure the EPA is booked in a timely manner

Post-gateway, the employer must:

  • confirm arrangements with the EPAO for the EPA (who, when, where) in a timely manner (including providing access to any employer-specific documentation as required, for example company policies)
  • ensure that the EPA is scheduled with the EPAO for a date and time which allows the opportunity for the apprentice to be assessed against the KSBs
  • remain independent from the delivery of the EPA
  • ensure the apprentice is given sufficient time away from regular duties to prepare for, and complete all post-gateway elements of the EPA, and that any required supervision during this time (as stated within this EPA plan) is in place
  • where the apprentice is assessed in the workplace, ensure that the apprentice has access to the resources used on a regular basis
  • pass the certificate to the apprentice upon receipt from the EPAO

EPAO

As a minimum, the EPAO must: 

  • conform to the requirements of this EPA plan and deliver its requirements in a timely manner
  • conform to the requirements of the register of end-point assessment organisations (RoEPAO)
  • conform to the requirements of the external quality assurance provider (EQAP) for this apprenticeship
  • understand the occupational standard
  • make the EPA contractual arrangements, including agreeing the price of the EPA
  • develop and produce assessment materials as detailed for each assessment method in this EPA plan
  • appoint qualified and competent independent assessors in line with the requirements of this EPA plan to conduct assessments and oversee their working
  • appoint administrators (and invigilators where required) to administer the EPA
  • provide training for independent assessors in terms of good assessment practice, operating the assessment tools and grading
  • provide information, advice, guidance and documentation to enable apprentices, employers and training providers to prepare for the EPA
  • confirm all gateway requirements have been met as quickly as possible
  • arrange for the EPA to take place, in consultation with the employer
  • ensure that the apprentice has access to the required resources and liaise with the employer to agree this if necessary, where the apprentice is not assessed in the workplace
  • develop and provide assessment recording documentation to ensure a clear and auditable process is in place for providing assessment decisions and feedback to stakeholders
  • have no direct connection with the apprentice, their employer or training provider in all instances; there must be no conflict of interest
  • have policies and procedures for internal quality assurance (IQA), and maintain records of IQA activity and moderation for external quality assurance (EQA) purposes
  • deliver induction training for independent assessors, and for invigilators and markers (where used)
  • undertake standardisation activity on this apprenticeship for an independent assessor before they conduct an EPA for the first time, if the EPA is updated and periodically (a minimum of annually)
  • manage invigilation of the apprentice to maintain security of the assessment in line with the EPAO’s malpractice policy
  • verify the identity of the apprentice
  • use language in the development and delivery of the EPA that is appropriate to the level of the occupational standard

Independent assessor

As a minimum, an independent assessor must:

  • have the competence to assess the apprentice at the level of this apprenticeship and hold any required qualifications and experience in line with the requirements of the independent assessor as detailed in the IQA section of this EPA plan
  • understand the occupational standard and the requirements of this EPA
  • have, maintain and be able to evidence, up-to-date knowledge and expertise of the occupation
  • deliver the end-point assessment in-line with this EPA plan
  • comply with the IQA requirements of the EPAO
  • have no direct connection or conflict of interest with the apprentice, their employer or training provider; in all instances; there must be no conflict of interest
  • attend induction training
  • attend standardisation events when they start working for the EPAO, before they conduct an EPA for the first time and a minimum of annually for this apprenticeship 
  • assess each assessment method, as determined by the EPA plan
  • assess the KSBs assigned to each assessment method, as shown in the mapping of KSBs to assessment methods in this EPA plan
  • make the grading decisions
  • record and report assessment outcome decisions, for each apprentice, following instructions and using assessment recording documentation provided by the EPAO, in a timely manner
  • use language in the development and delivery of the EPA that is appropriate to the level of the occupational standard
  • mark open (constructed) test answers accurately according to the EPAO’s mark scheme and procedures

Training provider

As a minimum, the training provider must:

  • work with the employer and support the apprentice during the off-the-job training to provide the opportunities to develop the KSBs as listed in the occupational standard
  • conduct training covering the KSBs agreed as part of the Commitment Statement or the Individual Learning Plan
  • monitor the apprentice’s progress during any training provider led on-programme learning
  • advise the employer, upon request, on the apprentice’s readiness for EPA
  • remain independent from the delivery of the EPA

Reasonable adjustments

The EPAO must have reasonable adjustments arrangements for the EPA.

This should include:

  • how an apprentice qualifies for reasonable adjustment
  • what reasonable adjustments may be made

Adjustments must maintain the validity, reliability and integrity of the EPA as outlined in this EPA plan.

Internal quality assurance

Internal quality assurance refers to how the EPAO ensures valid, consistent and reliable EPA decisions. The EPAO must adhere to the requirements within the roles and responsibilities section and:

The EPAOs for this EPA must adhere to the requirements within the roles and responsibilities table and:

  • appoint independent assessors who are competent to deliver the EPA and who:
    • have recent relevant experience of the occupation or sector to at least occupational level 7 gained in the last 3 years or significant experience of the occupation or sector

Value for money

Affordability of the EPA will be aided by using at least some of the following:

  • utilising digital remote platforms to conduct applicable assessment methods
  • using the employer’s premises
  • conducting assessment methods on the same day

Professional recognition



This apprenticeship aligns with:

Institute of Asset Management for Member

KSB mapping table

Knowledge Assessment methods
K1

Communication and influencing techniques and strategies, both written and oral.

Back to Grading
Work based project with presentation and questioning
K2

Decision making principles and techniques used in Infrastructure asset management.

Back to Grading
Work based project with presentation and questioning
K3

Learning and development strategies, including personal and professional development.

Back to Grading
Professional discussion underpinned by a portfolio of evidence
K4

Change management models and the link to organisational culture.

Back to Grading
Work based project with presentation and questioning
K5

How culture and organisation structure impact the delivery of required performance.

Back to Grading
Professional discussion underpinned by a portfolio of evidence
K6

Asset management standards such as ISO55000, British Standard Institute (BSI), Publicly Available Specification (PAS) 55.

Back to Grading
Professional discussion underpinned by a portfolio of evidence
K7

Stakeholder mapping and engagement approaches.

Back to Grading
Work based project with presentation and questioning
K8

Asset life cycle activities such as acquire/create, operate, maintain, and renew/dispose.

Back to Grading
Professional discussion underpinned by a portfolio of evidence
K9

Sustainability development goals and impact on asset investments.

Back to Grading
Professional discussion underpinned by a portfolio of evidence
K10

Principles of maintenance and reliability engineering.

Back to Grading
Professional discussion underpinned by a portfolio of evidence
K11

Portfolio management models and approaches.

Back to Grading
Work based project with presentation and questioning
K12

Procurement and supply chain strategies and delivery management.

Back to Grading
Professional discussion underpinned by a portfolio of evidence
K13

The use of horizon scanning techniques in the infrastructure asset management environment.

Back to Grading
Professional discussion underpinned by a portfolio of evidence
K14

Performance monitoring of asset life cycle activities.

Back to Grading
Professional discussion underpinned by a portfolio of evidence
K15

Techniques to critically analyse asset management non-conformities such as causes and effects; Failure Mode Event/Effects Critically Analysis (FMEA/FMECA), and Root cause analysis.

Back to Grading
Work based project with presentation and questioning
K16

The application of contingency plans in the infrastructure asset management environment.

Back to Grading
Professional discussion underpinned by a portfolio of evidence
K17

Risk management and its application to infrastructure asset management: risk assessment, quantification, mitigation, and impact.

Back to Grading
Work based project with presentation and questioning
K18

The application of system engineering and infrastructure models, tools, and frameworks e.g., Defra 4R’s approach to resilience.

Back to Grading
Work based project with presentation and questioning
K19

The importance of prioritisation and multi criteria optimisation techniques and tools (prescriptive analytics).

Back to Grading
Professional discussion underpinned by a portfolio of evidence
K20

The application of decision-making frameworks.

Back to Grading
Work based project with presentation and questioning
K21

Application of uncertainty analysis on outcomes and outputs.

Back to Grading
Work based project with presentation and questioning
K22

Understanding of balance sheets, profit and loss, and the difference between companies.

Back to Grading
Professional discussion underpinned by a portfolio of evidence
K23

Asset and project costing and valuation techniques; cost estimation (maintenance, operation, renewal, disposal), depreciation, whole life costing, and social, environmental, safety and reputational cost.

Back to Grading
Work based project with presentation and questioning
K24

The requirements for an integrated infrastructure asset and investment management enterprise-wide approach and the high-level user case.

Back to Grading
Work based project with presentation and questioning
K25

Information technology systems and processes such as asset registers, work management systems, word processing, spreadsheets, email, presentation.

Back to Grading
Work based project with presentation and questioning
K26

Critical data analysis and interpretation techniques; and data presentation techniques (charts, diagrams, and tables).

Back to Grading
Work based project with presentation and questioning
K27

Range of asset and investment management tools.

Back to Grading
Professional discussion underpinned by a portfolio of evidence
K28

The sources and types of funding for infrastructure asset management activities.

Back to Grading
Professional discussion underpinned by a portfolio of evidence
K29

Problem solving techniques and their application.

Back to Grading
Work based project with presentation and questioning
K30

Regulatory, legislative and policy/standards requirements such as data protection, cyber security, Environmental emissions limits, Pressure Systems Safety Regulations (PSSR), Construction, Design and Management Regulations (CDM), and Control of Major Accident Hazards (COMAH).

Back to Grading
Professional discussion underpinned by a portfolio of evidence
K31

Principles of policy and strategic development in Infrastructure asset management.

Back to Grading
Professional discussion underpinned by a portfolio of evidence
K32

The different stages of projects including the principles of planning, scheduling, and sequencing.

Back to Grading
Work based project with presentation and questioning
K33

The ways of managing, influencing, and controlling outcomes through the application of project management techniques.

Back to Grading
Work based project with presentation and questioning
K34

Different, inclusive leadership styles and models, how to develop diverse teams and support people using coaching and mentoring.

Back to Grading
Professional discussion underpinned by a portfolio of evidence
K35

Commissioning and facilitating research and development activities.

Back to Grading
Professional discussion underpinned by a portfolio of evidence
Skill Assessment methods
S1

Apply a consistent approach to asset risk management, risk assessed inspection, and maintenance programmes.

Back to Grading
Work based project with presentation and questioning
S2

Use quantitative methods in the research, critical analysis and interpretation of complex data.

Back to Grading
Work based project with presentation and questioning
S3

Adapt communication technique when communicating with others.

Back to Grading
Work based project with presentation and questioning
S4

Specify and influence data and information requirements.

Back to Grading
Work based project with presentation and questioning
S5

Use decision making principles and techniques in the infrastructure asset management environment.

Back to Grading
Work based project with presentation and questioning
S6

Optimise and prioritise projects and programmes in a portfolio of work in the infrastructure asset management environment.

Back to Grading
Professional discussion underpinned by a portfolio of evidence
S7

Lead and manage the optimum delivery of life cycle activities and resources.

Back to Grading
Professional discussion underpinned by a portfolio of evidence
S8

Apply systems engineering models, tools, and frameworks within the infrastructure asset management environment.

Back to Grading
Work based project with presentation and questioning
S9

Develop and evaluate options within a decision-making framework.

Back to Grading
Work based project with presentation and questioning
S10

Monitor and report on the performance of asset and infrastructure asset management.

Back to Grading
Work based project with presentation and questioning
S11

Procure, build, and manage relationships with the supply chain.

Back to Grading
Professional discussion underpinned by a portfolio of evidence
S12

Lead, commission, and facilitate research and development activities, innovation, change and organisational development.

Back to Grading
Professional discussion underpinned by a portfolio of evidence
S13

Apply leadership skills.

Back to Grading
Work based project with presentation and questioning
S14

Develop and promote proposals and business cases.

Back to Grading
Work based project with presentation and questioning
S15

Identify and manage stakeholder needs and expectations.

Back to Grading
Professional discussion underpinned by a portfolio of evidence
S16

Identify learning requirements and improvement opportunities for self and others.

Back to Grading
Professional discussion underpinned by a portfolio of evidence
S17

Lead and encourage collaboration across the asset management life cycle stages.

Back to Grading
Professional discussion underpinned by a portfolio of evidence
S18

Implement and create infrastructure asset management strategies and plans.

Back to Grading
Professional discussion underpinned by a portfolio of evidence
S19

Challenge and provide feedback: colleagues and stakeholders.

Back to Grading
Professional discussion underpinned by a portfolio of evidence
S20

Use horizon scanning techniques in the asset management environment.

Back to Grading
Professional discussion underpinned by a portfolio of evidence
S21

Manage team resources to deliver the infrastructure asset management resource strategy.

Back to Grading
Professional discussion underpinned by a portfolio of evidence
S22

Create long term investment plans aligned with organisational objectives.

Back to Grading
Professional discussion underpinned by a portfolio of evidence
S23

Create, implement, and monitor Infrastructure asset management policy and strategic plans.

Back to Grading
Professional discussion underpinned by a portfolio of evidence
S24

Manage the balance between quality, costs, and time.

Back to Grading
Work based project with presentation and questioning
S25

Apply contingency planning in Infrastructure asset management plans.

Back to Grading
Professional discussion underpinned by a portfolio of evidence
S26

Demonstrate fiscal rigour in Infrastructure asset management plans.

Back to Grading
Professional discussion underpinned by a portfolio of evidence
S27

Use project management and planning techniques. Monitor progress towards project goals and identify corrective actions.

Back to Grading
Work based project with presentation and questioning
Behaviour Assessment methods
B1

Takes accountability and ownership of their tasks and workload.

Back to Grading
Work based project with presentation and questioning
B2

Role models collaborative and inclusive working across organisational and cultural boundaries, driving diversity.

Back to Grading
Professional discussion underpinned by a portfolio of evidence
B3

Seeks continuous professional development opportunities for self and wider team.

Back to Grading
Professional discussion underpinned by a portfolio of evidence
B4

Acts in a professional manner with integrity and confidentiality.

Back to Grading
Professional discussion underpinned by a portfolio of evidence
B5

Champions infrastructure asset management and influences its development.

Back to Grading
Professional discussion underpinned by a portfolio of evidence
B6

Committed to compliance with legislation, asset management standards and company policies.

Back to Grading
Professional discussion underpinned by a portfolio of evidence

Mapping of KSBs to grade themes

Work based project with presentation and questioning

KSBS GROUPED BY THEME Knowledge Skills Behaviour
Leadership and management
K1 K2 K4
S3 S13
B1

Communication and influencing techniques and strategies, both written and oral. (K1)

Decision making principles and techniques used in Infrastructure asset management. (K2)

Change management models and the link to organisational culture. (K4)

Adapt communication technique when communicating with others. (S3)

Apply leadership skills. (S13)

Takes accountability and ownership of their tasks and workload. (B1)

Infrastructure asset management principles, planning and delivery
K7 K15 K20 K24 K29
S5 S9 S14

Stakeholder mapping and engagement approaches. (K7)

Techniques to critically analyse asset management non-conformities such as causes and effects; Failure Mode Event/Effects Critically Analysis (FMEA/FMECA), and Root cause analysis. (K15)

The application of decision-making frameworks. (K20)

The requirements for an integrated infrastructure asset and investment management enterprise-wide approach and the high-level user case. (K24)

Problem solving techniques and their application. (K29)

Use decision making principles and techniques in the infrastructure asset management environment. (S5)

Develop and evaluate options within a decision-making framework. (S9)

Develop and promote proposals and business cases. (S14)

None

Risk and resilience management
K17 K18 K21
S1 S8 S10

Risk management and its application to infrastructure asset management: risk assessment, quantification, mitigation, and impact. (K17)

The application of system engineering and infrastructure models, tools, and frameworks e.g., Defra 4R’s approach to resilience. (K18)

Application of uncertainty analysis on outcomes and outputs. (K21)

Apply a consistent approach to asset risk management, risk assessed inspection, and maintenance programmes. (S1)

Apply systems engineering models, tools, and frameworks within the infrastructure asset management environment. (S8)

Monitor and report on the performance of asset and infrastructure asset management. (S10)

None

Financial and cost management
K23
S24

Asset and project costing and valuation techniques; cost estimation (maintenance, operation, renewal, disposal), depreciation, whole life costing, and social, environmental, safety and reputational cost. (K23)

Manage the balance between quality, costs, and time. (S24)

None

Digital asset management
K25 K26
S2 S4

Information technology systems and processes such as asset registers, work management systems, word processing, spreadsheets, email, presentation. (K25)

Critical data analysis and interpretation techniques; and data presentation techniques (charts, diagrams, and tables). (K26)

Use quantitative methods in the research, critical analysis and interpretation of complex data. (S2)

Specify and influence data and information requirements. (S4)

None

Portfolio, project and innovation management
K11 K32 K33
S27

Portfolio management models and approaches. (K11)

The different stages of projects including the principles of planning, scheduling, and sequencing. (K32)

The ways of managing, influencing, and controlling outcomes through the application of project management techniques. (K33)

Use project management and planning techniques. Monitor progress towards project goals and identify corrective actions. (S27)

None

Professional discussion underpinned by a portfolio of evidence

KSBS GROUPED BY THEME Knowledge Skills Behaviour
Leadership and management
K3 K5 K31 K34
S15 S16 S17 S19 S23
B2 B3 B4 B5

Learning and development strategies, including personal and professional development. (K3)

How culture and organisation structure impact the delivery of required performance. (K5)

Principles of policy and strategic development in Infrastructure asset management. (K31)

Different, inclusive leadership styles and models, how to develop diverse teams and support people using coaching and mentoring. (K34)

Identify and manage stakeholder needs and expectations. (S15)

Identify learning requirements and improvement opportunities for self and others. (S16)

Lead and encourage collaboration across the asset management life cycle stages. (S17)

Challenge and provide feedback: colleagues and stakeholders. (S19)

Create, implement, and monitor Infrastructure asset management policy and strategic plans. (S23)

Role models collaborative and inclusive working across organisational and cultural boundaries, driving diversity. (B2)

Seeks continuous professional development opportunities for self and wider team. (B3)

Acts in a professional manner with integrity and confidentiality. (B4)

Champions infrastructure asset management and influences its development. (B5)

Infrastructure asset management principles
K6 K9 K13 K30 K35
S12 S20
B6

Asset management standards such as ISO55000, British Standard Institute (BSI), Publicly Available Specification (PAS) 55. (K6)

Sustainability development goals and impact on asset investments. (K9)

The use of horizon scanning techniques in the infrastructure asset management environment. (K13)

Regulatory, legislative and policy/standards requirements such as data protection, cyber security, Environmental emissions limits, Pressure Systems Safety Regulations (PSSR), Construction, Design and Management Regulations (CDM), and Control of Major Accident Hazards (COMAH). (K30)

Commissioning and facilitating research and development activities. (K35)

Lead, commission, and facilitate research and development activities, innovation, change and organisational development. (S12)

Use horizon scanning techniques in the asset management environment. (S20)

Committed to compliance with legislation, asset management standards and company policies. (B6)

Asset planning and delivery management
K8 K10 K19 K27
S6 S7 S18 S21 S22

Asset life cycle activities such as acquire/create, operate, maintain, and renew/dispose. (K8)

Principles of maintenance and reliability engineering. (K10)

The importance of prioritisation and multi criteria optimisation techniques and tools (prescriptive analytics). (K19)

Range of asset and investment management tools. (K27)

Optimise and prioritise projects and programmes in a portfolio of work in the infrastructure asset management environment. (S6)

Lead and manage the optimum delivery of life cycle activities and resources. (S7)

Implement and create infrastructure asset management strategies and plans. (S18)

Manage team resources to deliver the infrastructure asset management resource strategy. (S21)

Create long term investment plans aligned with organisational objectives. (S22)

None

Risk and resilience management
K14 K16
S25

Performance monitoring of asset life cycle activities. (K14)

The application of contingency plans in the infrastructure asset management environment. (K16)

Apply contingency planning in Infrastructure asset management plans. (S25)

None

Financial and cost management
K22 K28
S26

Understanding of balance sheets, profit and loss, and the difference between companies. (K22)

The sources and types of funding for infrastructure asset management activities. (K28)

Demonstrate fiscal rigour in Infrastructure asset management plans. (S26)

None

Portfolio, project and innovation management
K12
S11

Procurement and supply chain strategies and delivery management. (K12)

Procure, build, and manage relationships with the supply chain. (S11)

None

Employers involved in creating the standard: AMCL, Anglian Water, Arups, BMT Consulting, Cadent Gas, Environment Agency, Jacobs, Manchester Airports Group (MAG), Mott Mac Donald, National Grid, Network Rail, Northern Gas Networks, NWG (Northumbrian Water), RWE Generation UK plc, Severn Trent, The Woodhouse Partnership, UK Power Networks

Version log

Version Change detail Earliest start date Latest start date Latest end date
1.0 Approved for delivery 29/08/2023 Not set Not set

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