Lead the asset management function within an organisation.
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.
Asset manager
Director of asset management
Head of asset management
Head of asset planning
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.
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:
When you pass the EPA, you will be awarded your apprenticeship certificate.
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:
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.
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.
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.
This apprenticeship aligns with Institute of Asset Management for Member
Please contact the professional body for more details.
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.
Asset manager
Director of asset management
Head of asset management
Head of asset planning
| Duty | KSBs |
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Duty 1 Formulate and lead the development of organisation asset management policy, strategy, plans, and objectives including resolving of multiple competing organisational goals. |
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Duty 2 Manage the implementation of organisation asset management policy, strategy, plans, objectives. |
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Duty 3 Formulate the asset management resource strategy, including the development of capabilities (resources, competencies, logistics etc.) and supply chain dependencies. |
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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. |
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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
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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. |
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Duty 7 Set and manage strategic mitigation plans to ensure long term resilience of asset systems. |
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Duty 8 Lead and support a culture of collaboration between stakeholders and across disciplines to achieve asset management objectives. |
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Duty 9 Initiate the audit and assurance of the asset management activity. |
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Duty 10 Evaluate and report on the effectiveness of the asset management activity and drive continuous improvement. |
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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. |
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Duty 12 Lead the creation of long-term investment plans using appropriate optimisation and prioritisation methods taking into account complexity and business significance. |
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Duty 13 Assure the delivery of programmes and portfolios of work to meet the objectives of the asset management strategy and plans. |
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Duty 14 Oversight and acceptance of asset investment business cases across the asset portfolio, in line with organisational decision framework and governance. |
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Duty 15 Develop robust proposals for clients and internal stakeholders for the development and delivery of management of the portfolios of assets. |
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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. |
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Duty 17 Engage and manage customers and stakeholder (clients, shareholders, regulators and/or investors) relationships across diverse organisational contexts. |
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Duty 18 Lead on research, development, and innovation activities within the business to enable the achievement of asset management objectives. |
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
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
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
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.
This standard aligns with the following professional recognition:
V1.0
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:
Assessment method 2 - professional discussion underpinned by a portfolio of evidence:
The result from each assessment method is combined to decide the overall apprenticeship grade. The following grades are available for the apprenticeship:
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On-programme - typically 24 months
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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. |
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End-point assessment gateway
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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:
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. |
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End-point assessment - typically 6 months
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Grades available for each assessment method: Work based project with presentation and questioning
Professional discussion underpinned by a portfolio of evidence
Overall EPA and apprenticeship can be graded:
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Professional recognition
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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. |
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Re-sits and re-takes
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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.
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:
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.
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.
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.
This assessment method is being used because:
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:
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.
The report must include at least:
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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.
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:
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:
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:
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.
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 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.
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:
The EPAO must ensure that the EPA materials are subject to quality assurance procedures including standardisation and moderation.
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.
This assessment method is being used because:
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.
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.
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:
Fail - does not meet pass criteria
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Theme
KSBs
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Pass
Apprentices must demonstrate all the pass descriptors.
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Distinction
Apprentices must demonstrate all the pass descriptors and all of the distinction descriptors.
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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)
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N/A |
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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)
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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)
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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)
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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) |
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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)
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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) |
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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) |
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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 |
Fail - does not meet pass criteria
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Theme
KSBs
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Pass
Apprentices must demonstrate all the pass descriptors.
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Distinction
Apprentices must demonstrate all the pass descriptors and all of the distinction descriptors.
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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)
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N/A |
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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)
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Critically analyses the sustainability of asset management projects and investments. (K9) |
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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)
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Evaluates their leadership and management of infrastructure asset management lifecycle activities and resources. (K8, S7) |
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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 |
The assessment methods contribute equally to the overall EPA pass grade.
Performance in the EPA determines the apprenticeship grade of:
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 |
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 | Responsibilities |
|---|---|
|
Apprentice |
As a minimum, the apprentice should:
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|
Employer |
As a minimum, the apprentice's employer must:
Post-gateway, the employer must:
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EPAO |
As a minimum, the EPAO must:
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|
Independent assessor |
As a minimum, an independent assessor must:
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Training provider |
As a minimum, the training provider must:
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The EPAO must have reasonable adjustments arrangements for the EPA.
This should include:
Adjustments must maintain the validity, reliability and integrity of the EPA as outlined in this EPA plan.
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:
Affordability of the EPA will be aided by using at least some of the following:
| 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 |
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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 |
| 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 |
| 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 |
Contact us about this apprenticeship
| 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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