Maintenance Planning and Control (PCM) is the function responsible for planning, scheduling, and controlling all of an industrial plant's maintenance activities: what to do, when to execute it, with which resources, and at what cost. The goal is to reduce failures, unplanned downtime, and waste, raising asset availability and reliability.
The acronym PCM stands for Planning and Control of Maintenance. In one sentence: planning defines what to do and how, scheduling defines when and by whom, and control measures what actually happened and at what cost.
The logic behind PCM is simple: an unplanned job consumes more resources than the same job planned, because the team discovers the missing part, tool, or information with the equipment already stopped. In organizations where structured planning does not exist, daily life comes down to the vicious cycle of "firefighting": little or no control over the work, no standard procedures, and high costs. Running an industrial plant without a structured PCM function is like driving a high-performance car at night with the headlights off: you may be moving at high speed, but you operate with no visibility, unaware of when the next curve (or failure) could drive your operation off the road. This organizational gap causes serious side effects, from shrinking profitability to severe worker safety risks. To turn this chaos into operational efficiency, the solution is the systematic implementation of PCM.
What Is Industrial Maintenance Planning and Control?
Maintenance Planning and Control (PCM) is a methodology and a procedural support function of a strategic nature that efficiently coordinates all the resources involved in industrial maintenance. It ensures that assets operate as designed, maintaining the technical integrity and reliability required for production continuity.
Why PCM Is Essential for Industrial Management
Many maintenance managers make the mistake of seeing PCM merely as an administrative appendix. However, best practices show that PCM is not a "child" of maintenance, but of the operating unit as a whole. It serves as support for the entire industrial plant, ensuring that revenue is not interrupted by preventable failures.
The fundamental role of this team is to turn maintenance into a competitiveness tool. As the maxim of modern management states: "we can only manage what we measure". Without the indicators provided and monitored by PCM, the organization operates with no visibility into its operational performance. It is no coincidence that the ratio between total annual maintenance cost and the company's gross revenue is one of the indicators tracked by the Documento Nacional survey, from ABRAMAN (Brazilian Association of Maintenance and Asset Management): maintenance consumes a relevant slice of Brazilian companies' revenue, and it is PCM's role to bring that slice under control.
Real Benefits of PCM in Industrial Maintenance
Implementing a systematic PCM model enables:
Better information flow across the plant floor, with reliable history by asset
Higher operational availability, because interventions become anticipated rather than endured
Lower maintenance costs through proper sizing of team, materials, and services
Fewer unplanned stoppages and less dependence on emergency corrective maintenance
Evolution of Maintenance: the 4 Historical Generations
Understanding maintenance as a strategic pillar requires managers to know the sector's path of technical maturity. Historically, maintenance moved from a secondary repair activity to a Reliability Engineering discipline focused on total asset integrity. The evolution is not linear, but cumulative: modern practices do not discard the old ones, they integrate them into a more strategic view. See also the types of maintenance and the ruler for choosing each one.
| Generation | Period | Focus | Typical practices |
|---|---|---|---|
| 1st Generation | Pre-1940 | Fix it after it breaks | Corrective maintenance, basic cleaning and lubrication |
| 2nd Generation | 1940-1970 | Prevent the breakdown | Time-based preventive maintenance, formalization of PCM |
| 3rd Generation | 1970-2000 | Process reliability | Condition-based predictive, RCM, TPM, autonomous maintenance |
| 4th Generation | 2000-present | Asset management and value | ISO 55000, IoT, Big Data, AI, real-time decisions |
1st Generation: Corrective Maintenance (pre-1940). A lightly mechanized industry with oversized equipment. The mindset was to "fix it after it breaks": strictly reactive maintenance, limited to emergency repairs, cleaning, and basic lubrication.
2nd Generation: Systematization and Preventive (1940-1970). With increased mechanization and the postwar drive for productivity, failures became more expensive. Preventive Maintenance emerged (interventions based on time or operating hours) along with the formalization of PCM, seeking to prevent breakdowns before they occurred.
3rd Generation: Reliability and Organization (1970-2000). The rise of automation and Just-in-Time required greater availability. Predictive Maintenance (condition monitoring) became established, along with methodologies such as RCM (Reliability-Centered Maintenance) and TPM (Total Productive Maintenance). The focus expanded from the "machine" to the "process", integrating operations into asset care (Autonomous Maintenance).
4th Generation: Asset Management and 4.0 Digitalization (2000-present). The current era goes beyond technical maintenance and focuses on value creation. Based on ISO 55000, maintenance is treated as Asset Management, aligned with the business's strategic objectives and risks (ESG). Technologically, we are living the integration of Industry 4.0, where IoT, Big Data, and AI enable real-time decisions. The focus shifts from "repair fast" to "eliminate the need for repair".
PPCM 4.0: digital transformation in planning
The concept of PPCM 4.0 represents the state of the art of traditional PCM strengthened by the enabling technologies of Industry 4.0. While classic PCM focuses on organizing work orders, PPCM 4.0 focuses on data intelligence. Different from simple computerization (moving from paper to software), PPCM 4.0 incorporates:
Interoperability: fluid connection between ERP, the shop floor (sensors/PLC), and management platforms, eliminating data silos
Mobility: the technician receives and closes orders via smartphone or tablet at the intervention site, eliminating the time gap between physical execution and system reporting
Predictive algorithms: use of machine learning to cross-reference historical data and current conditions, suggesting the best moment for intervention and optimizing the schedule
Digital visual management: real-time dashboards that replace static reports from the previous month, allowing immediate course corrections
The major technical advantage of PPCM 4.0 is the change in the information flow: the asset "notifies" the system that it needs maintenance, the system suggests the ideal plan, and the human PCM team makes the strategic decision, eliminating the manual bureaucracy of collecting and processing data.
PPCM 4.0 in Practice: What a Good PCM Software Should Deliver
In the fourth generation of maintenance, technology stopped being a differentiator and became a prerequisite. A modern PCM software, such as PM RUN, needs to cover three essential fronts:
Mobility for technicians:
Reporting of maintenance orders directly from the field via smartphone
Recording of times, materials, and notes without needing to return to the office
Access to procedures, technical drawings, and equipment history at the intervention site
A drastic reduction in data-entry errors and delays in closing orders
Automatic planning with AI:
Machine learning algorithms analyze history, skills, and availability
Automatic generation of the weekly schedule in seconds
Schedule optimization considering certifications (NR-10, NR-13, NR-35) and technical competencies
Intelligent workload balancing across work centers
Digital skills matrix:
Automatic validation of the qualifications required for each task
Assurance of regulatory compliance in critical interventions
Mitigation of legal and operational risks
This is the true differentiator of PPCM 4.0: turning data into action, optimizing not only prediction, but the execution and intelligent planning of maintenance. When the plant's ERP is SAP, this layer talks directly to the SAP PM module, which remains the transactional backbone of maintenance.
Organizational Structure for Maintenance Planning
Defining where PCM sits in the hierarchy is one of the topics that generates the most debate among industrial managers. There is no universal cookie-cutter answer, but market best practices point to clear paths.
How to position PCM in the company structure
A fundamental premise is that PCM should not be treated as a subordinate "child" of maintenance, but as a support body for the operating unit. For planning to have the authority to coordinate resources and hold teams accountable for meeting targets, it should ideally operate as a staff function reporting directly to Plant Management or the Executive Team. This positioning gives PCM the neutrality needed to arbitrate priority conflicts between Maintenance (which wants the asset stopped for prevention) and Operations (which wants the asset running to produce).
4 organizational structure models for PCM
1. Centralized Structure. All maintenance operations are planned by a single department.
Advantage: makes cost accounting centralization easier and allows specialists to be used across the entire plant
Risk: can create friction with production and make geographic supervision more difficult
2. Decentralized Structure (by area). PCM and execution teams are divided by production sectors.
Advantage: full alignment with each area's production targets
Risk: diluted technical responsibility and lack of specialized know-how
3. Hybrid Structure (Integrated). Coexistence of the two previous models: a central core of methods and engineering with planning cells close to the areas. It is the most widely adopted arrangement in large plants, precisely because it combines central technical authority with local agility.
Advantage: unifies a central technical standard with response speed by area
Risk: coordination complexity between levels
4. Matrix Structure. Full integration via multidisciplinary teams.
Advantage: intense cooperation across areas
Risk: dual management and lack of standardization
PCM team composition
A high-performance PCM team includes three functional blocks:
Planning and Scheduling: screening of Service Requests (SRs), resource scoping, and weekly schedules
Reliability Engineering: failure analysis, management of preventive/predictive plans, and maintainability improvement
Technical Support/Logistics: management of materials, spare parts (maintenance kits), and tool crib operations
Maintenance Work Order: Complete Lifecycle and Workflow
For maintenance to stop being a "cost center" and become a reliability lever, the Maintenance Work Order (WO) must be treated as the master document of industrial governance. A standardized maintenance work order template is the starting point of this record.
Opening and triage: how to filter maintenance requests
The cycle begins with the Service Request (SR) or Maintenance Notification, usually opened by Operations upon detecting a failure or performance deviation. At this stage, PCM must act as a critical filter, questioning the validity and priority of the service before converting it into a WO. Without this filter, service demand exceeds response capacity, creating the false perception of a "staffing shortage". Each day of waiting between opening and execution also lengthens the maintenance lead time and its impact on downtime.
Technical scoping: deep analysis before planning
Before planning resources, the planner must perform a deep technical analysis:
Documentation review: datasheets, P&ID, and manufacturer manuals
Isometric drawing analysis: for boilermaking and piping (welding, part numbers)
On-site technical visit: identify interferences, scaffolding, insulation, and lifting needs
Maintenance planning: defining what and how to do it
Planning is the mental execution of the job:
Task detailing: logical sequencing
Resources and materials: creation of maintenance kits
Risk analysis: identification and mitigation of risks
Maintenance scheduling: when to execute the activities
Scheduling defines execution over time, starting from the team's real capacity to schedule orders and considering:
Actual workforce availability (vacations, training, absences)
Operational windows provided by production
Resource leveling to avoid idle time or excessive overtime
Execution and closure: feeding data back into the system
The cycle only closes with technical completion, where fundamental data returns to the system:
WHAT was actually done
HOW it was executed and which materials were consumed
Actual labor-hours (HH) spent
Failure analysis: root cause, symptom, and intervention
It is exactly at this closing of the cycle that most plants lose data quality: when reporting is done hours or days after execution, from memory, the asset's history is born contaminated. That is why field mobility is treated today as a PCM requirement, and not as a luxury.
Automation with PM RUN: technology for a digital workflow
PM RUN turns this manual workflow into a high-performance digital process. Through native integration with SAP PM, the solution eliminates the slowness of spreadsheets and centralizes the "single source of truth". With PM RUN mobility, technicians report activities directly in the field via smartphone, eliminating rework and ensuring accurate data. The algorithm-based automatic scheduling system organizes the orders and assigns them to the most qualified technicians in seconds, based on a digital skills matrix.
Reliability Engineering: FMEA and Criticality Matrix
Within a world-class PCM function, Reliability Engineering acts as the intelligence that defines maintenance requirements to protect asset integrity.
Asset criticality matrix: how to prioritize equipment
The Criticality Matrix is an indispensable tool for setting the maintenance strategy. The classification process (Classes A, B, C or X, Y, Z) evaluates:
Safety and environment: impact on physical integrity and environmental damage
Quality: impact on product image and specification
Operability: 24-hour equipment, redundancy, or complete revenue stoppage
Class A assets (high criticality) require rigorous preventive maintenance and constant monitoring, because their failure results in significant losses and unacceptable risks.
FMEA: failure mode analysis and RPN calculation
FMEA (Failure Mode and Effect Analysis) is a logical method for identifying all possible failure modes. Prioritization is based on calculating the RPN (Risk Priority Number):
RPN = Severity (S) × Occurrence (O) × Detection (D)
Where:
Severity (S): severity of the failure effect (1-10)
Occurrence (O): probability/frequency of the failure (1-10)
Detection (D): probability that controls will identify the failure (1-10)
The higher the RPN, the more urgent the implementation of a blocking action.
Equipment failure patterns: beyond the bathtub curve
Modern Reliability Engineering recognizes that equipment does not only follow the classic "bathtub curve" pattern. Reliability studies described in the RCM literature indicate the existence of up to six failure patterns, and in many electronic and complex assets the probability of failure is constant throughout the entire service life, which completely changes the appropriate maintenance strategy.
PM RUN: risk management with intelligent planning
PM RUN ensures that maintenance orders on high-criticality assets are assigned only to technicians with the required certifications (NR-10, NR-13, NR-35), mitigating human risk through intelligent, competency-based planning.
Asset Management in Industry 4.0: Digital Systems and IoT
In the Industry 4.0 era, the effectiveness of PCM is directly tied to its digital maturity and its ability to connect physical processes with intelligent digital platforms.
CMMS, ERP, and EAM: maintenance management systems
Historically, maintenance systems (CMMS) focused only on processing Maintenance Orders. However, modern management requires ERP (Enterprise Resource Planning) and EAM (Enterprise Asset Management) systems, which consolidate all business operations into a single computing environment. This integration allows information to flow in real time between maintenance, purchasing, finance, and HR, ensuring consistent data and eliminating discrepancies between departments. In Brazil, the most common example is SAP PM, the maintenance module of the SAP ERP, present in the country's largest industrial plants.
Compliance with ISO 55000 (Asset Management) has become a global reference for organizations seeking operational excellence. This standard establishes principles, terminology, and requirements for an integrated asset management system, aligning maintenance decisions with the business's strategic objectives.
Digital Twins and IoT in predictive maintenance
Advanced digitalization enables the creation of Digital Twins, virtual replicas of physical assets used to simulate equipment behavior under different stress conditions. This model evolves continuously with data collected via IoT (Internet of Things) sensors. Through Condition-Based Monitoring (CBM), it is possible to identify deviations and trends that indicate the need for intervention. This information feeds PCM, enabling proactive scheduling of maintenance.
PM RUN: planning software with machine learning
At the center of this transformation, PM RUN Planning connects engineering strategy to execution on the shop floor. The solution provides native integration with SAP PM, eliminating the slowness of manual data entry. The main technical differentiators include:
Algorithm-based automatic planning: the system uses machine learning to analyze historical execution patterns, team availability, and task complexity, organizing the period's orders and assigning them to the most capable technicians
Digital skills matrix: the algorithm automatically identifies the qualifications and certifications required for each task
Field mobility: technicians use smartphones to report times, materials, and observations directly at the intervention site
Load and productivity analysis: a clear view of idle time and overload across work centers, making resource leveling easier
Integrated supply management: real-time status of requisitions and purchase orders, with alerts about supplier delays
Maintenance Indicators: MTBF, MTTR, OEE, and Backlog
The essence of modern asset management lies in the principle that we cannot manage what we do not measure. Performance indicators allow the organization to assess its current position and set clear goals for the future. If you want to go deeper into the two most used maintenance indicators, see also our complete guide on MTTR and MTBF and the importance of these metrics.
MTBF (Mean Time Between Failures): mean time between failures
It is the core equipment reliability indicator, measuring the average uptime between corrective interventions.
MTBF formula: Total Operating Time / Number of Failures
A rising MTBF indicates that the number of failures is decreasing.
MTTR (Mean Time To Repair): mean time to repair
This index measures maintainability, that is, how quickly the team returns the asset to operation after a failure.
MTTR formula: Total Repair Time / Number of Interventions
Physical availability and operational availability
It represents the probability that a piece of equipment is ready for use. It is maintenance's main "product".
Availability formula: MTBF / (MTBF + MTTR) × 100
OEE (Overall Equipment Effectiveness): overall equipment effectiveness
An essential metric that considers three dimensions: availability, performance, and quality. OEE is the most complete indicator for evaluating the real efficiency of production assets. See in detail how to calculate OEE.
OEE formula: Availability × Performance × Quality × 100
Preventive maintenance compliance and cost over revenue
The basic PCM panel is completed by preventive and predictive compliance (the percentage executed within the planned deadline), the Maintenance Cost over Gross Revenue (CMFB), and the Maintenance Cost over Asset Replacement Value (VRB), economic indicators that connect maintenance to the language of the executive team.
Backlog management: how to control the workload
The maintenance backlog is the thermometer of a manufacturing plant's workload. It is defined as the relationship between the demand for pending services and the installed labor-hour (HH) capacity. Analyzing backlog trend curves makes it possible to identify operational deviations:
Stable trend: process under control, where the liability is absorbed by the team
Constant upward trend: may signal poor repair quality, lack of staff, or insufficient tooling
Oscillating trend (sawtooth): lack of control in PCM and instability in equipment release
Real-time dashboards and KPIs with PM RUN
PM RUN Planning technology automates the consolidation of maintenance indicators through native integration with SAP PM, providing a "single source of truth": real-time backlog dashboards by work center or individual, load and productivity analysis with instant identification of idle time or overload, and planning indicators such as rescheduling rate and physical schedule compliance (S Curve).
How to Implement PCM: A Roadmap in 4 Maturity Levels
For organizations starting their PCM implementation journey, we suggest a progressive roadmap by maturity levels, aligned with the 6 levels of digital maturity in maintenance of the IMA framework:
Level 1: Basic Structuring (0-12 months). Objective: establish a foundation of data and processes.
Implementation of a CMMS/EAM system (SAP PM, Maximo, or similar)
Clear definition of workflows for opening and closing orders
Creation of the initial Criticality Matrix for priority assets (Classes A, B, C)
Establishment of basic KPIs (MTBF, MTTR, Availability)
Complete asset registry (tagging and location)
Structuring of a minimum planning team
Level 2: Operational Discipline (12-24 months). Objective: consolidate a culture of planning and disciplined execution.
Consolidation of the culture of logging and technically closing orders
Implementation of structured preventive plans by criticality
Start of backlog stratification by specialty
Formal planner training (ABRAMAN, specialized courses)
Definition of departmental KPIs with clear targets
Implementation of systematic failure analysis
Level 3: Analysis and Optimization (24-36 months). Objective: address the root cause and optimize resources.
Systematic application of FMEA on critical assets
Implementation of condition-based predictive maintenance (vibration analysis, thermography, oil analysis)
Inventory optimization through ABC Curve analysis
Effective integration between PCM, Operations, and Supply Chain
Implementation of OEE as the primary indicator
Start of autonomous maintenance programs (TPM)
Level 4: Digital PPCM 4.0 Excellence (36+ months). Objective: complete digitalization and intelligent planning.
Adoption of advanced automatic scheduling solutions (PM RUN or similar)
Implementation of mobility for field reporting via smartphone
Compliance with ISO 55000 (Asset Management)
Consolidated continuous improvement culture (Kaizen, Six Sigma)
Machine learning for planning optimization
Integration with condition-based monitoring (CBM) systems
A Career in PCM: How to Become a Maintenance Planner
The growth of the discipline has created one of the most sought-after career tracks in industrial maintenance. The PCM professional (maintenance analyst, planner, or scheduler) is the one who turns the chaotic demand of the shop floor into an executable schedule.
What the PCM professional does day to day
Triages notifications and service requests, questioning priority and validity
Plans the orders: scope, materials, kits, tools, procedures, and risks
Builds and negotiates the weekly schedule with production and execution
Tracks schedule compliance and handles deviations
Analyzes indicators (MTBF, MTTR, backlog, preventive compliance) and reports to management
Ensures the quality of the history: reporting, failure causes, and technical closure
Required education and competencies
There is no single path, but the most common profile combines technical training (mechanical, electrical, electromechanical, automation) or engineering with command of tools: CMMS/ERP (especially SAP PM in large plants), Excel and data analysis tools, reading and interpreting technical drawings, plus the fundamentals of reliability (FMEA, criticality matrix, failure curves). In the field of certifications, ABRAMAN maintains the PNQC (National Qualification and Certification Program) for maintenance personnel and the CAMA (Certified Asset Management Assessor) credential for asset management, in addition to open PCM courses offered by educational institutions and consultancies.
Career progression track
The typical progression passes through technician or inspector, PCM analyst, planner, scheduler, reliability engineer, and PCM coordination or management. Those who simultaneously master the process (order workflow), the system (SAP PM), and the analysis (indicators and reliability) tend to accelerate along this track. For a dedicated step-by-step on how to enter the field, read our guide on how to work with PCM.
How to Achieve Excellence in Maintenance Planning
Implementing a systematic Maintenance Planning and Control (PCM) model represents a cultural and strategic transformation that is indispensable for any operating unit seeking competitiveness in the Industry 4.0 landscape. Four pillars sustain this excellence:
1. Standardization and information flow. The use of rigorous maintenance workflows, from notification opening through technical closure, ensures that knowledge is not lost and that the backlog becomes a true thermometer of the workload.
2. Reliability Engineering. Applying tools such as the Criticality Matrix and FMEA allows the manager to move out of the "firefighting" cycle and address the root cause of failures, prioritizing the assets that truly affect safety and business continuity.
3. Synergy between technology and processes. Adopting digital maintenance ecosystems acts as an accelerator of this transformation. Solutions such as PM RUN, by integrating natively with SAP PM and providing mobility for technicians plus intelligent planning with machine learning, eliminate rework and ensure accurate data for real-time decision-making.
4. Development and training of the maintenance team. No technology replaces technical competence and critical judgment. The modern maintenance professional must be versatile, proactive, and in constant improvement, because asset management success depends on the balance between robust processes and capable people.
Real Challenges in Implementing PCM
It is essential to recognize that the journey toward world-class maintenance is neither linear nor free of challenges:
Cultural resistance. Teams accustomed to the reactive model often interpret planning as bureaucracy. Changing that mindset requires consistent leadership, clear communication of the benefits, and proof of tangible results. Expect initial resistance and plan change management strategies.
Quality of historical data. Organizations that neglected proper failure logging struggle to establish reliable indicators. An incremental approach is recommended: start with the most critical assets, structure the data foundation gradually, and expand as maturity increases.
Lack of initial resources. The upfront investment in systems (CMMS/EAM) and training can be significant. Aim to demonstrate quick ROI by focusing on "quick wins": critical assets where improvements generate immediate, measurable results. To illustrate, in a hypothetical plant with 40 maintenance workers, every daily hour lost per team commuting to fetch information or report the job at the office equals dozens of maintenance hours wasted per day, capacity enough to execute several additional orders per week.
Time to maturity. Consistent results take time. Organizations that reach world-class status invest years of continuous effort. Do not expect miraculous transformations in 6 months.
The Future of PCM: PPCM 4.0 and Intelligent Planning
The goal is the maximum reduction of unplanned failures through increasingly intelligent and efficient planning. The Zero Breakdown concept guides the effort, even though it is an asymptotic target: an ideal pursued continuously.
As PPCM 4.0 evolves, the focus is not only on monitoring or predicting, but on planning and executing better. Technologies such as:
Machine learning for automatic schedule optimization
Mobility for accurate field reporting
Intelligent resource allocation algorithms
Digital integration eliminating information silos
...turn PCM from an administrative process into an intelligent central nervous system of the industrial operation.
Global competitiveness does not wait, and the difference between leading the market or falling behind may lie precisely in the ability to turn your maintenance from a cost center into a strategic pillar of value creation. PCM, supported by high-performance tools such as PM RUN Planning, is the beating heart of modern industry.
Frequently Asked Questions
What does PCM mean?
PCM stands for Planning and Control of Maintenance. It is the function that plans, schedules, and controls the maintenance activities of an industrial plant: it defines what will be done, when, by whom, and with which resources, ensuring that equipment operates with maximum availability and reliability at the lowest possible cost.
What does the PCM department do in a company?
PCM organizes maintenance demand, prepares plans and procedures, schedules the work orders, controls materials and labor, tracks the indicators, and feeds back the assets' history. In practice, it turns reactive "firefighting" maintenance into a planned and predictable operation.
What is the difference between maintenance planning and scheduling?
Planning answers "what" and "how" to do: it defines the service scope, the resources, the materials, and the technical procedures. Scheduling answers "when" and "who": it allocates the already planned orders to the best date, considering the shutdown window, team availability, and equipment criticality.
What are the main PCM indicators (KPIs)?
The most used KPIs are MTBF (mean time between failures), MTTR (mean time to repair), physical availability, OEE (overall equipment effectiveness), backlog (accumulated workload), and the maintenance cost over revenue or over the assets' replacement value.
Which maintenance strategies does PCM use?
PCM combines corrective maintenance (after the failure), preventive (based on time or use), predictive (based on the equipment's condition), and detective. The choice depends on the criticality of the asset, defined by tools such as the criticality matrix and the FMEA analysis.
How do you implement PCM in industry?
Implementation evolves by maturity levels: it begins with basic structuring (asset registry, orders, and procedures), advances to operational discipline and compliance with plans, moves on to indicator analysis and reliability engineering, and reaches the digital excellence of PPCM 4.0, with mobility, IoT, and artificial intelligence.
Bibliographic References
ASSOCIAÇÃO BRASILEIRA DE MANUTENÇÃO E GESTÃO DE ATIVOS (ABRAMAN). Planejamento e controle da manutenção (PCM). Rio de Janeiro: ABRAMAN, 2022.
ASSOCIAÇÃO BRASILEIRA DE MANUTENÇÃO E GESTÃO DE ATIVOS (ABRAMAN). Pesquisa da situação da manutenção e da gestão de ativos nas empresas no Brasil: Documento Nacional 2022. Rio de Janeiro: ABRAMAN, 2022.
INTERNATIONAL MAINTENANCE ASSOCIATION (IMA). Guideline to Digitalization of Assets, Facilities and Maintenance Management. Lugano, Switzerland: IMA, 2025.
MOURA JÚNIOR, Elias Costa. Proposta de um modelo sistemático de planejamento da manutenção para empresa que não possua sistema integrado de manutenção. 1. ed. Piracanjuba: Conhecimento Livre, 2019.
VIANA, Herbert Ricardo Garcia. PCM: planejamento e controle da manutenção. Rio de Janeiro: Qualitymark, 2002.
