Decision support tools (DSTs) are increasingly being used to assist with asset acquisition and management decisions. Whether these tools are “fit for purpose” will have both economic and non-economic implications. Despite this, the on-going governance of DST performance receives only limited attention within both the academic and industry literature. This work addresses that research gap. Within this paper a conceptual process for managing the operational performance of decision support tools is presented. The novelty of the approach is that it aligns with the ISO 5500x:2014 Asset Management Standard, therefore introducing consistency in the governance of DSTs with physical engineered assets. A case study of the UK’s National Grid Electricity Transmission (NGET) is used to inform the approach design. Evaluation demonstrates it to be both logical and useable within the context of NGET and they have expressed an intention to implement the approach within their business. A key finding of the research was that DSTs transcend functions and organisations. This is significant and can lead to a situation whereby performance and criticality are interpreted and measured differently. The introduction of a common approach for managing DST performance works towards improving consistency and creating a shared understanding.
- Asset Management; Decision Support Tools; Infrastructure; Governance