Life Cycle Management

Introduction to Practical LCM Strategy Development for

Indonesia Power

Asahari Jaya Utama

PT. MTS Indonesia
 Agenda 4-6 Juli 2011
Hari Waktu Acara
Senin 09.00 – 12.00 Pengenalan konsep LCM
13.00 – 16.00 LCM Policy dan Procedure
Selasa 09.00 – 12.00 - Pemilihan equipment lingkup LCM
- Pengisian template LCM
13.00 – 16.00 Tim LCM Unit membuat LCM Plan
Rabu 09.00 – 12.00 - Tim LCM Unit membuat LCM Plan
- Presentasi Tim LCM Unit
13.00 – 15.00 - Komitmen rencana berikutnya
- Penutupan
Agenda
Introductions The TARGETS of LCM
Why Are We Here How does SERP apply to LCM
What is PRO The Inputs to LCM Strategy
What is PAS-55 Documentation of LCM
What is Life Cycle Management LCM Development - Personnel
Benefits of a Good LCM Strategy LCM Development – Process
LCM and PRO Upkeep of the LCM Strategy
LCM and RBO LCM in Nuclear Power Industry
LCM and PAS-55 LCM Success
LCM Scope at Indonesia Power Where Are We Now
AMT and LCM What's Next

3
Why Are We Here
• This activity is an element of the Asset Management Transformation
Initiative - AMT - at Indonesia Power.
• The objective of AMT is to strengthen IP’s overall performance and
reliability by aligning its processes with Industry Best Practices.
• This transition is expected to eventually move Indonesia Power into
compliance with both PRO and PAS-55.
• P&ROSolutions is one of the facilitating-partners in this effort.

• A number of activities related to introductory awareness and readiness

are already completed (e.g. basic information Workshop & Assessment).
• Work on the Reliability Basis process was started a few weeks ago.

4
What is PRO
• PRO is a collection of primary, industry best-practice processes for
Reliability Management that can enable plants to achieve higher levels
of performance and reliability.
• The concepts of PRO originated from studies done by the Electric
Power Research Institute (EPRI).
• Attainment of the full potential of PRO requires a disciplined
implementation of all of it’s elements.

5
What is PRO

Plant Reliability Optimization

Simplified Macro Diagram

6
What is PRO
• The core underpinnings of a PRO-compliant Workplace are:
• Clear roles, responsibilities, and accountabilities;
• Effective, optimized, sustainable Processes;
• Appropriate integration of Processes;
• Goodtools and documentation to support the Processes;
• Disciplined execution of the Processes;
• Strong communications - vertically & horizontally;
• Metrics & goals that highlight opportunities for improvement;
• Sponsorship of the organization’s Leaders;
• Commitment to continuous improvement across the Organization.
• The staff at P&ROSolutions has been helping power stations to
implement comprehensive PRO initiatives for more than a decade.

7
What is PAS-55
• PAS-55 was first published in 2004 in response to a demand from
industry for a standard for Asset Management. It was updated in 2008.
• It is applicable to any organization where physical assets are a key or a
critical factor in achieving its business goals.
• It was developed by BSI (the British Standards Institute) in consultation
with a large number of international organizations and individuals from
a wide range of industries that are active and proficient in the field of
asset management.
• PAS-55 is emerging as a global standard for excellence in Asset
Management.

8
What is PAS-55
FromPAS-55 “An asset management system is vital
for organizations that are dependent on the function
and performance of their physical assets in the
delivery of services or products, and where the
success of an organization is significantly influenced
by the stewardship of its assets.”
The PAS-55 Macro
holistic: looking at the whole picture;
systematic: a methodical approach, promoting consistent,
repeatable and auditable decisions and actions;
systemic: considering the assets in their asset system
context and optimizing the asset systems value (including
sustainable performance, cost, and risks) rather than
optimizing individual assets in isolation;
risk-based: focusing resources and expenditure, and
setting priorities, appropriate to the identified risks and the
associated cost/benefits;
optimal: establishing the best value compromise between
competing factors (such as performance, cost, and risk)
associated with the assets over their life cycles;
sustainable: considering the long-term consequences of
short-term activities to ensure that adequate provision is
made for future requirements and obligations (such as
economic or environmental sustainability, system
performance, societal responsibility, and other long-term
objectives);
integrated: recognizing that interdependencies and
combined effects are vital to success. This requires a
combination of the above attributes, coordinated to deliver
a joined-up approach and net value.
9
What is PAS-55
The PAS 55 Processis underpinned by the
familiar Plan– Do – Check– Act model…
The P-D-C-A Model
• Plan Establish the asset management strategy,
objectives and plans necessary to deliver results
in accordance with the organization’s asset
management policy and the organizational
strategic plan
• Do Establish the enablers for implementing
asset management (e.g. asset information
management system(s)) and other necessary
requirements (e.g. legal requirements) and
implement the asset management plan(s)
• Check Monitor and measure results against
asset management policy, strategy, objectives,
legal and other requirements; record and report
the results
• Act Take actions to ensure that the asset
management objectives are achieved and to
continually improve the asset management
system and asset management performance
10
What is PAS-55
The core underpinnings of a PAS-55-compliant Workplace are:
• An Asset Management Policy is in place;
• Objectives, Strategies, and Plans arise from the Policy;
• Asset Management Enablers and Controls are in place;
• Established Asset Management Plans are being Implemented;
• Performance Assessment & Improvement activities are performed;
• Management Reviews.

Clearly, PRO and PAS-55 are similar in manyways.

11
What is Life Cycle Management
Four basic cost-elements in the
Life Cycle of an Asset 4 Basic Elements of cost in the
Life Cycle of an Asset
E
A Acquisition [>]
R Routine Operation and
Maintenance [>]
R
Periodic Major Overhaul or
O Refurbishment [>]

O
Asset End of Life Resolution
Life Cycle R
•
•
End of Useful Life (Replace) [>]
Ultimate* End of Life (Retire) [ ●]
R * Coincides with final Facility Retirement and
O Closure

12
What is Life Cycle Management

Life Cycle Management recognizes that

most equipment will not last forever,
and that AT SOME POINT,
refurbishment or replacement should
be anticipated in order to sustain the
function and performance of the System
in which the equipment is located.
14
Benefits of a Good LCM Strategy
There are, or course, many obvious benefits of Life Cycle Management...

Three distinct benefits of an effective LCM strategy:

1. LCM supports budget-planning processes for the
allocation of major O&M and capital expenditures.
2. LCM provides key-inputs to decision-making with respect
to Outage planning & scheduling.
3. LCM provides an important strategic plan to manage risks
and to assure and sustain long-term equipment and
system reliability.

15
LCM and PRO
• All of the primary processes of PRO are embedded elements
of any good Life Cycle Management strategy.
• Life Cycle Management should not be approached as a
totally independent effort from the other elements of PRO.
• If the other elements of PRO are not adequately integrated
with the overall LCM development and upkeep, then the
resulting LCM strategies will not be optimized.

17
LCM and PRO
RB is considered in the
determination of initial LC
strategies

CBM activities validate End

Of Life resolution plans Life
and schedules

Risk is reviewed in the Cycle

context of Condition
Management inputs
Mgmt
WorkManagement
assures execution of LC
strategy when it is time

Continuous Improvement
drives future LCM forecasts
and strategies

Life CycleManagement encompasses all of the primary processes of PRO

18
 LCM and RBO
How are they related?
A frequent question is: How does Life Cycle Management relate to the
Reliability Basis?

Reliability Basis Life Cycle Management

RB describes activities to assure Overlap LCM describes activities to
continued function and assure continued function and
reliability. Same as LCM. reliability. Same as RB.

More focus on the everyday Reliability Life Cycle More focus on the long-term
activity to detect & prevent major refurbishments and
failures Basis Management rebuilds, and replacement

RB Strategies are typically LCM Strategies often have

modest cost (often built in to the bigger implications for cost and
Regular base-budget) for multi-year budgeting

In many ways, Life Cycle Management may be seen as an extension of the Reliability Basis.

19
LCM and PAS-55
• PAS-55 does not specify program or process details for Life Cycle
Management. It simply states that LCM must be done. From its pages:
• “PAS-55 does not prescribe mandatory approaches, methods or tools for the
implementation of its requirements.”
• PAS-55 also does not specify a required type or scope of assets to be
covered by the organization’s LCM strategy.
• “An organization has the freedom and flexibility to define the boundaries of
the asset management system…”
• PAS-55 does expect that the scope of assets covered will be whatever
is necessary to ensure that the organization’s strategic objectives are
secure.
• “The scope of the asset management system should cover the full portfolio
of assets that are required for the successful delivery of the organizational
strategic plan…”

20
Scope Considerations for LCM
at Indonesia Power
• Total Life Cycle Management would, in theory, include planning and
economic consideration of: (from prior slide )
- Initial Acquisition cost;
- Anticipated Operating& Maintenance costs over the Useful Life;
- Periodic major overhaul/refurbishments;
- End of Useful Life resolution (s);
- Ultimate End-of-Life resolution (i.e., final plant retirement and closure)
• Initial Asset Acquisition cost considerations clearly do not apply and will
not be a part of this effort.
• Ultimate Facility and Asset Retirement cost considerations also will not
be a part of this effort.

21
AMT and Life Cycle Management
• Life Cycle Management under the AMT initiative at Indonesia Power
will be implemented in the context of both PRO and PAS-55.
• LCM will be more about the up-front forecasting of the major
refurbishment/replacement requirements of critical equipment and
other assets; and then developing strategies, schedules, and budgets to
rebuild or replace the equipment or asset as it approaches and reaches
its End of Useful Life.
• LCM will be less about the day-to-day ‘interposing’ activities that are
performed on an asset to maintain everyday good performance and
reliability (such as routine PdM and PM tasks from Reliability Basis).
• Obsolescence considerations MAY be included in some instances
(depending on the equipment).

22
The Targets of LCM
• The domain of assets to which Life Cycle Management will
apply will be driven by Indonesia Power’s LCM Policy.

• It is anticipated that this scope will include between 25 and

40 assets per unit when completed.

24
How does SERP Apply to LCM
System Equipment Reliability TheSERP Process…
Prioritization
• SERP provides a systematic 1
• Identify the Systems

methodology for ranking an

• Rank the Systems (SCR)
organization’s assets for 2
Maintenance Priority.
• Identify the Assets
• SERP has been executed across all 3

critical assets at Suralaya. • Rank the Assets (OCR)

4
• The SERP rankings can be used to
help establish the domain of assets • Compute Asset Criticality (ACR)
5
to be covered by LCM.
• SERP rankings may also be used to 6
• Assign Failure Probabilities (AFPF)
determine the orderin which LCM
strategies will be developed. 7
• Compute the Maintenance Priority Index (MPI)

25
The Inputs to LCM Strategy
Some of the Inputs to be considered in an LCM Strategy
To ensure that the LCMstrategy is fully • Current RBO strategy
optimized, many things will need to be • Current equipment condition
taken into account. Some of these ‘inputs’ •
•
Findings from recent PM &PdM activity
Historical Failures
are listed on the right to give you an idea • Outage Schedule
of the kind of information to be considered. •
•
Sister- equipment experience
Equipment Criticality
• Wear-out Forecasts
• Any Obsolescence Concerns
Input
Input Input • Refurbishment/Rebuild options
Input Input • Parts & Materials availability
• Required labor/contractor resources
Input Input • Required technical-support
• Success/failure of prior major rebuilds
Input Input • Options for resolving of End of Useful Life
• OEM recommendation
• Opinion of local Subject Matter Experts (SME’s)
Input
Input • Opinion of corporate SME’s
• Recommendations of other technical guidelines/resources
LCM • Organization capacity to execute the specified work
Input Input
Strategy • Drawings, specs, and other equipment-specific
documentation
• Economy-of-Scale considerations
• Consolidation-of-Opportunity considerations
• And More…

26
Documentation of LCM
• Documentation of LCM strategy can take many forms.
• Different software tools may be used. The software used to hold the
Reliability Basis may even hold some parts of the larger LCM strategy.
• There is no absolute right or wrong way to document the LCM strategy.

• Whatever the form of documentation, it

should be:
1. Easy to access by those who have a need to
review it;
2. Easily updated to reflect new learning.
• If either of these two things is un-satisfied,
then a living, optimized LCM strategy will
not be sustained.
• Don’t let the LCM Strategy become just
Another dusty “book on the shelf”.

ProprietaryProcess Description 28
Documentation of LCM
LCM Documentation Basics
• Information on the various factors forming the basis for major rebuilds and replacement
forecasts is recorded in LCM documentation.
• Typical documentation details will follow many of the INPUTS discussed earlier.
• Summaries of any technical analysis are included as appropriate. Location-information
for any separate, full reports is also given.
• LCM documentation will also include the name of the person responsible for keeping the
strategy current.
• LCM documentation will include identification of the party (s) responsible for carrying-
out the Life Cycle work when it is time to execute.
• The documentation tools that are used will provide triggers to ensure the making of new
responsible-person assignments whenever people move out of current positions.

ProprietaryProcess Description 29
Documentation of LCM
Other Considerations for LCM Documentation:
• The initial documentation needs to include an entry to indicate whether or not the
forecasted life between rebuilds, or forecasted time and expense to rebuild, is currently a
significant concern to the organization.
- Is the forecasted life between major rebuilds perceived as too short?
- Is the forecasted time and expense to rebuild perceived as excessive?
• If the answer is YES, the item is considered a target for further review (in the next phase)
for increasing interposing service-life or reducing time/expense of rebuilds.

• LCM documentation should also include a required entry explaining the rationale for all
adjustments that are ever made. This is critical to the upkeep of the "Knowledge Base"
that is supporting the living LCM Strategy.

30
LCM Development - Personnel
A few points about the LCM Personnel
• Plant System Engineers and equipment-specific
Subject Matter Experts (SME’s) from the Head
Office must be in the lead in assembling the
asset LCM strategies.
• LCM personnel should be familiar with the basic
operation and maintenance of the equipment in
their area of responsibility.
• LCM personnel should be familiar with the
function and importance of their equipment in
the context of the overall System and the Plant.
• The LCM strategy for a piece of equipment is not
developed by only one person. Usually, the
input and opinion of several persons must be
obtained to produce an optimized strategy.
• P&ROSolutions will offer facilitating guidance in
the development of LCM strategies, and will
suggest a form and format for documentation.

32
LCM Development - Process
• The process begins by identifying the assets that will be included in the scope of
the LCM effort.
• Each System Engineer will focus on the LCM strategy for the equipment in his
area of responsibility.
• One of the main objectives of the LCM effort is to correctly forecast the optimum
timetable for major refurbishment or replacement of the targeted assets.
These forecasts need to be rational, and should be based on the best available
information.
• Clearly then, many of the ‘Inputs’ discussed earlier will have to be known to the
System Engineer, or must be accessible to him from documentation or from
other persons.
• End Of Life forecasts for refurbishment/rebuild/replacement are generally
based on all other interposing activities remaining unchanged.

33
LCM Development - Process
LCM Development- PROCESS MACRO IdentifyScope
ofAssets for
• Identify Scope of Assets for LCM
• Select an Asset for LCM study Selectan
Asset for
LCMStudy
• Gather Inputs
Continuous
SelectLCM Gather
• Analyze Inputs Strategy Improvement
Reviews
Inputs

• Identify LCM Options

• Select the LCM Strategy Analyze
Analyze
LCM
Inputs
Options
• Continuous Improvement
Identify

Reviews
LCM
Options

34
LCM Development - Process
Identify the Scope of Assets for LCM LCMDevelopment – Process Macro

• Based on the organization’s priorities IdentifyScope

ofAssets for
LCM
• SERP calculations may provide a
supporting basis Selectan
Asset for
LCMStudy

Select an Asset for LCM Study SelectLCM

Continuous
Gather
Strategy Improvement Inputs
• The highest priority assets may be Reviews

selected first
• Problem’s assets may be early tergets
Analyze
• The selection considers the expertise LCM
Options
Analyze
Inputs

of those who must perform the study Identify

LCM
Options

35
LCM Development - Process
Gather Inputs LCMDevelopment – Process Macro

• The range of ‘inputs’ includes those items IdentifyScope

ofAssets for
LCM
discissed earlier
• Input may exist in plant-site documens or Selectan
Asset for
LCMStudy
databases
Continuous
SelectLCM Gather
Improvement
• Inputs may exists in Head Office documents or Strategy
Reviews
Inputs

databases
• Inputs may come from field observation Analyze
LCM Analyze
Inputs
Options
• Inputs may come directly from discussions
Identify
with other people LCM
Options

36
LCM Development - Process
LCMDevelopment – Process Macro
Analyze Inputs
IdentifyScope
• All available information is evaluated ofAssets for
LCM

• It is normal to discover that more

data is needed after you get started Selectan
Asset for
LCMStudy
• The objective is to understand as
Continuous
much as possible about the current SelectLCM
Strategy Improvement
Reviews
Gather
Inputs

condition and history af the asset, as

well as the history and experience of
its ‘sister’ Analyze
LCM Analyze
Inputs
• The step may required consultation Options

with other people for clarification Identify

LCM
Options

37
LCM Development - Process
LCMDevelopment – Process Macro
Identify LCM Options
IdentifyScope
ofAssets for
• There will normally be many ‘options’ LCM

for dealing with the End-of-Life of an

Asset Selectan
Asset for
LCMStudy
• This step will identify various, viable
Continuous
option for resolving the EOL SelectLCM
Strategy Improvement
Reviews
Gather
Inputs

• Options may include refurbishment,

replacement, or other solutions
• Option may also provide different Analyze
LCM Analyze
Inputs
timeables for action Options

Identify
LCM
Options

38
LCM Development - Process
LCMDevelopment – Process Macro
Analyze LCM Options
IdentifyScope

It is important to carefully explore

ofAssets for
• LCM

the merits of the various LCM

options Selectan
Asset for
LCMStudy

• The scope, cost, schedule, and other

Continuous
elements of allviable options should SelectLCM
Strategy Improvement
Reviews
Gather
Inputs

be considered
• This step will almost always require
consultation with other people Analyze
LCM Analyze
Inputs
Options

Identify
LCM
Options

39
LCM Development - Process
Select LCM Strategy LCMDevelopment – Process Macro

• It is important to record the rationale IdentifyScope

ofAssets for
LCM
for the strategy-option selected
• It is also important to record the Selectan
Asset for
rationale for the strategy-options LCMStudy

that were not selected SelectLCM

Continuous
Gather
Strategy Improvement Inputs
• This step will usually include a review Reviews

by key stakeholders in the

organization
Analyze
• Management must ultimately LCM
Options
Analyze
Inputs

approve all proposed LCM strategies

Identify
LCM
Options

40
LCM Development - Process
Continuous Improvement Reviews LCMDevelopment – Process Macro

• Initial LCM strategies routinely IdentifyScope

require a variety of assumptions and

ofAssets for
LCM

technical-judgments to be made
• Active LCM strategies should always
Selectan
Asset for
LCMStudy
be based on the best available
information SelectLCM
Strategy
Continuous
Improvement
Gather
Inputs
Reviews

• It is essential that LCM strategies be

revisited from time-to-time to
reaffirm it or to adjust it Analyze
LCM Analyze
Inputs
• The ‘triggers’ for Review are variable Options

- After an Outage// After a Identify

LCM

Failure// Options

After a specified period of time// Etc.

41
Upkeep of the LCM Strategy
• The LCM strategy must be kept current for it to have maximum value to
the organization.
• The Life Cycle Management Process at Indonesia Power will provide for
the required revisiting of LCM strategies and forecasts by the
responsible System Engineer for validation or adjustment.
• The ideal situation is that annual O&M and capital budgets will follow
the documented LCM strategy. In cases where budgets do not follow
the LCM strategy, the LCM strategy & schedule will need to be revised.
• As the organization matures into implementation, P&ROSolutions can
provide guidance in the process for Continuous Improvement Reviews
for the upkeep of all LCM strategies.

42
A Word About
LCM in the Nuclear Power Industry
• The issues around Life Cycle Management at nuclear power plants are very complex.
- Operating safety is a critical concern. Therefore, extremely high margins of safety must always be
maintained. This usually translates into highly rigorous and detailed routine maintenance and
LCM strategies.
- Nuclear plant LCM must take into account the in-service degradation of components arising from
radiation exposure over the life of the plant. Periodic renewals of some components are required.
- Nuclear plant Life Cycle Management must also take into account the many environmental factors
related to residual and legacy radiation concerns at the time of plant closure.
• These and other issues are extremely important to the nuclear plant owners and to the
community, from the first day of operation until the day of closure and beyond.
• LCMPrograms at nuclear power plants are often very lengthy and very complicated, and
require significant resources to produce and maintain. Many nuclear power plants are
supported by hundreds of engineers.
• Effective LCM strategies for non-nuclear facilities can be much less complex.

43
What Does LCM Success Look Like
The Attributes of Success for LCM tie back to the benefits described earlier…

Five additional Attributes of Success

• If the basis and upkeep documentation is done well, then
CRITICAL ORGANIZATION KNOWLEDGE WILL BE RETAINED,
even as individuals in the organization move out or move on.
• Huge reductions in chaos and emergent, unforecasted work.
• Budgets follow the Plan, instead of the Plan adapting to the
budget. When this happens, more good things get done.
• Improved Customer Satisfaction and Corporate Reputation
arising from more reliable operations.
• Compliance with PAS-55 and PRO models.

44
Where Are We Now
From a PAS-55 Perspective

• Compliance to PAS-55 is evaluated on a continuous scale from 0 to 4.

The scoring indicates the organization’s Maturity Level.
PAS-55 Maturity Levels

Optimizingand
Learning Applying Embedding Integrating BeyondPAS-55
Innocence

Awareness Development Competence Excellence

MaturityLevel 0 MaturityLevel 1 MaturityLevel 2 MaturityLevel 3 MaturityLevel4

All elements of PAS-55 Using processes and

The elements The organization has a are in place and are
The organization has a approaches that go
required by PAS-55 basic understanding of
the requirements of good understanding of being applied and are beyond the
re not in place. The PAS-55. It is in the PAS-55. It has decided integrated. Only minor
how the elements of inconsistencies may requirement of PAS-55.
organization is in the process of deciding
process of exist. Pushing the boundaries
how the elements of PAS-55 will be applied of asset management
developing an and work is
PAS-55 will be applied development to
understanding of
PAS-55.
and has started to
progressing on
implementation.
PAS-55 develop new concepts
apply them. and ideas.
Compliant

45
Where Are We Now
From a PAS-55 Perspective

A recent PAS-55 Maturity Level Assessment found that Suralaya scored

2.03 Overall, and 1.6 in the area Life Cycle Management (see arrows).
PAS-55 Maturity Levels

Optimizingand
Learning Applying Embedding Integrating BeyondPAS-55
Innocence

Awareness Development Competence Excellence

MaturityLevel 0 MaturityLevel 1 MaturityLevel 2 MaturityLevel3 MaturityLevel4

All elements of PAS-55 Using processes and

The elements The organization has a are in place and are
The organization has a approaches that go
required by PAS-55 basic understanding of
the requirements of good understanding of being applied and are beyond the
are not in place. The PAS-55. It is in the PAS-55. It has decided integrated. Only minor
how the elements of inconsistencies may requirement of PAS-55.
organization is in the process of deciding
process of exist. Pushing the boundaries
how the elements of PAS-55 will be applied of asset management
developing an and work is
PAS-55 will be applied development to
understanding of
PAS-55.
and has started to
progressing on
implementation.
PAS-55 develop new concepts
apply them. and ideas.
Compliant

46
Where Are We Now
From a PRO Perspective
• A traditional, detailed PRO Assessment was not performed at Suralaya.
However, a 2-day PRO Workshop was conducted a few weeks ago.
There were also some informal discussions held afterwards.
• A summary report was prepared for the Workshop and discussions.
The observation: A strong Life Cycle Mgmt program is not yet developed.

EXCERPT FROM THE RECOMMENDATIONS IN THE REPORT…

Life Cycle Management – Organize a life cycle management strategy that
assures reliability over the life of the plant. This strategy is component-based
on the key top 10% critical components in the plant. It identifies the end of life
issues, major refurbishment issues, and outage required strategies to assure
plant reliability over the entire life of the plant.

So, the PAS-55 evaluation and PRO observations are consistent…

47
REVIEW
• Let’s quickly review the topics we just covered.
• Any questions so far?

48
What’s Next
The Developmental Approach
LCM Development – Process Macro
• Many organizations make LCM way too
complicated. Our objective will be to create Identify Scope
of Assets for
an LCM strategy that will be PRACTICAL.
. LCM

• The initialization will be focused first on

creating a macro-strategy and schedule. for Select an
Asset for
most of the targeted assets. This will only LCM Study

involve a limited amount of analysis, and Continuous

can be done more quickly. Select LCM
Strategy Improvement
Reviews
Gather
Inputs

• Don’t worry! Additional effort to analyze

and refine ALL strategies will follow.
• It is anticipated that 25% or so of the
Analyze
targeted assets can be ‘initialized’ in a few LCM Analyze
Inputs
Options
weeks. A completed LCM strategy could
require up to a year depending on Identify
LCM
availability of development personnel. Options

50
Diskusi dan Komentar

Asahari Jaya Utama

asahari@mts-indonesia
+62 812 345 3197