When most people hear “Configuration Management”, they often think of parts lists and engineering drawings. It sounds as much fun as a tax audit. I used to think the same, however, over time and through some challenging experiences, I have come to appreciate Configuration Management as a key enabler of organisational change, especially in complex organisational, service and asset environments.
Whether you’re updating a vehicle fleet, rolling out an EAM system, or transitioning to a new operating model, ISO 10007 has quietly been my ‘go-to’ in navigating change. Let me explain why.
Configuration is your basis for change!
Service (aka Functional) Configuration: This is all about what the system is intended to do. Think of speed limits on a road, operating hours in a hospital, or a bus timetable. When change impacts functionality, such as shifting service delivery expectations, this lens helps ensure we’re designing change purposefully. It gives us a target to validate against and a way to talk about expectations without diving into the nuts and bolts too early. (Internal services, also known as business functions, are also examples of services, and if they change, what is the capability [assets] and the capacity [of the organisation] to support the service change).
When you think of Service/Functional Configuration, think of the Strategic Asset Management Plan (SAMP) (top-down focus).
Asset (aka Physical) Configuration: This is the tangible stuff that I can touch, see, and maintain. (although it can relate to physical or non-physical assets). It’s the actual equipment, layouts, connections, and parts. Whenever I’ve had to manage physical asset upgrades or replacements, this view helped me assess compatibility, standardisation, and readiness. It’s the most visible, but ironically, it often hides more risk if the other two configuration perspectives are ignored.
When you think of Asset/Physical Configuration, think of the Asset Management Plan (AMP) (lifecycle focus – across the organisation)
Supporting (aka Derived) Configuration. This one is my favourite because it’s where real life shows up. Derived configuration captures the as-built reality, test results, workarounds, change logs, OEM manuals, scope variations, you name it. It’s the messy truth that helps track the story of a service or asset across its lifecycle. Without it, managing change is like trying to steer a ship with no radar or rear-view mirror. Derived configuration also extends to support non-physical (intangible) assets. Employee records, contracts, agreements, standards, budgets, requirements and specifications. In my view, it’s the foundation of both Service and Asset configuration.
In change management, Derived Configuration is your starting position (aka “as-is”)
Services determine the need for Assets, NOT the other way around!
(Note: I acknowledge the Asset Management Council – Asset Management Fundamentals course, which is where I was first introduced to the concepts of “Functional, Physical and Derived” in 2002)
ISO 10007 outlines five processes that align with and support organisational change management.
- Planning: Before you leap, this sets the rules of engagement, the scope, roles, and configuration requirements. This will vary depending on the organisational context, lifecycle, who the stakeholders are, and their requirements. If you are accountable for end-to-end service delivery (and all the assets that support it), your config planning will be a different consideration (WoL) versus an organisation that is planning for maintenance. If you are going to market for services or assets, config planning needs to be front and centre.
- Identification: Understand what assets or processes are changing (and their dependencies). This will also rely on naming conventions to avoid future chaos. In an asset-centric organisation, this is often referred to as a maintainable (or minimum maintainable) item. I personally prefer the term “configurable item” as this supports the conversation when assets are non-physical. (ie people, processes and information).
- Control: Evaluate and approve changes before they are made and flow through an organisation or system. (and the governance to support the change). As convenor of ISO55001:2024, the team could trace every change back to a request. It isn’t difficult to do (it’s a process), but it becomes difficult (and increasingly expensive) if configuration is lost (people can become complacent [and lazy]). In OCM, if you can’t explain where you have come from (basis for change), you can quickly lose stakeholder confidence and risk reverting back to old ways of working.
- Status Accounting: Is being able to declare what’s changed, when, why, and who approved it. This is important, as it demonstrates change management governance and control. Whether it is a document management system, ISO Management System, contract, maintenance, project or any lifecycle, if you can’t account for it you are at risk!
- Audit: Confirm that changes were implemented properly and nothing slipped through the cracks. This holds the change team to account but also ensures that the organisation is treating the change as important and as a capability.
Without managing all three configuration perspectives, organisational change efforts in asset management are vulnerable to misalignment, resistance, and the erosion of value. ISO 10007 provides the governance structure for defining, controlling, and verifying configuration throughout service, asset and change lifecycles. Configuration Management is critical for delivering coordinated, informed, and sustainable organisational change.
An organisation’s configuration is an intangible asset!
Want to learn more about how Organisational Change Management, Configuration Management and Asset Management work together?
Face to Face (Instructor Led) Training
Structured Change (Consulting)
Applying Asset Management (Training)
YouTube – Applying Asset Management
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