Facility management involves coordinating all aspects of operating and maintaining a facility, including maintenance, construction, safety, and more. Facility managers must balance the needs of various stakeholders while helping the facility achieve its objectives. They are responsible for organizing personnel, planning both short-term operations and long-term projects, and ensuring the efficient use of space. Maintaining the facility in a safe and functional manner that meets the needs of customers, employees, and other constituents is a key part of the facility manager's role.
Facility management involves coordinating all aspects of operating and maintaining a facility, including planning, design, construction, operations, maintenance, and more. Facility managers oversee various departments and personnel to ensure facilities run smoothly and safely. They must balance the needs of various stakeholders, from customers and employees to politicians and community members. Maintaining safety and meeting financial, operational, and strategic goals are key responsibilities of facility management.
The document discusses facility management. It defines facility management as managing buildings to help meet objectives, goals, and missions through various disciplines like planning, design, leasing, construction management, and property management. A facility manager's main responsibilities include ensuring facilities run smoothly and safely for their intended purposes through activities like maintenance, budgeting, and coordinating employees. Facility managers must consider various internal and external constituents. They are responsible for planning, organizing, implementing, and controlling various facility management functions.
This document discusses facility management. It begins by defining facility management as managing public assembly facilities and sports facilities, with the goal of helping meet the facility's objectives. It describes the many responsibilities of a facility manager, which include planning, operations, maintenance, budgeting, and more. The document outlines the various constituents a facility manager must report to and serve. It then delves into specific aspects of facility management like space planning, construction management, and facility marketing. In the end, it emphasizes that facility management involves coordinating all employees and aspects to help a facility meet its short and long-term goals.
Facility management involves the coordination of operations and maintenance within facilities to ensure they run smoothly. It includes managing people, processes, and technologies to support an organization's core functions. Facility management aims to provide integrated solutions and coordinate non-core services like maintenance, security, and cleaning to optimize costs, quality of service, and business processes. It is a complex profession that draws from various disciplines to ensure the functionality of the built environment.
This document provides an overview of facility management. It defines facility management as the coordination of everything within a facility, including people, teams, departments, spaces, equipment, and technology, to ensure operations run smoothly. It notes that facilities include factories, offices, schools, hospitals, sports complexes, hotels, and retail establishments. The document discusses the scope of facility management and some of its key responsibilities, such as lease management, maintenance, energy management, occupancy and space management, and employee experience. It also distinguishes between "hard" facility management focused on physical assets and "soft" facility management focused on tasks performed by people.
For people to do their best work and feel engaged in their environments, they need to be in buildings that are safe, welcoming and efficient. Facilities management has a hand in everything that surrounds the people in facilities and on the grounds. Where they work, play, learn and live should be comfortable, productive and sustainable.
Superior facilities management will contribute to your organization’s bottom line, impacting the short-and long-term value of property, buildings and equipment. Your efforts can be crucial to:
Space optimization
Guiding capital projects
Energy management and maintenance
Lease accounting
Workplace experience
Business analyst interview questions and answersRobin G
The document provides interview questions and answers for business analysts. It begins with an introduction explaining the purpose of interview preparation. It then lists over 30 common interview questions for business analysts along with detailed answers. The questions cover topics like requirements gathering, documentation, analysis techniques, and responsibilities of a business analyst. Diagrams, methodologies, and concepts relevant to the business analyst role are also discussed.
The document discusses facilitating a construction risk workshop to identify risks related to the construction process or design constructability before starting construction. The workshop aims to identify hazards within the construction process so they can be eliminated or controlled. The outcome is a risk register documenting risks, causes, impacts and control measures for the construction team. It provides tips for planning and running the workshop, including having the right participants who understand the construction schedule and activities to focus on. Tools like checklists, risk matrices and risk registers are used to systematically identify and document risks and develop control actions.
Facility management involves coordinating all aspects of operating and maintaining a facility, including planning, design, construction, operations, maintenance, and more. Facility managers oversee various departments and personnel to ensure facilities run smoothly and safely. They must balance the needs of various stakeholders, from customers and employees to politicians and community members. Maintaining safety and meeting financial, operational, and strategic goals are key responsibilities of facility management.
The document discusses facility management. It defines facility management as managing buildings to help meet objectives, goals, and missions through various disciplines like planning, design, leasing, construction management, and property management. A facility manager's main responsibilities include ensuring facilities run smoothly and safely for their intended purposes through activities like maintenance, budgeting, and coordinating employees. Facility managers must consider various internal and external constituents. They are responsible for planning, organizing, implementing, and controlling various facility management functions.
This document discusses facility management. It begins by defining facility management as managing public assembly facilities and sports facilities, with the goal of helping meet the facility's objectives. It describes the many responsibilities of a facility manager, which include planning, operations, maintenance, budgeting, and more. The document outlines the various constituents a facility manager must report to and serve. It then delves into specific aspects of facility management like space planning, construction management, and facility marketing. In the end, it emphasizes that facility management involves coordinating all employees and aspects to help a facility meet its short and long-term goals.
Facility management involves the coordination of operations and maintenance within facilities to ensure they run smoothly. It includes managing people, processes, and technologies to support an organization's core functions. Facility management aims to provide integrated solutions and coordinate non-core services like maintenance, security, and cleaning to optimize costs, quality of service, and business processes. It is a complex profession that draws from various disciplines to ensure the functionality of the built environment.
This document provides an overview of facility management. It defines facility management as the coordination of everything within a facility, including people, teams, departments, spaces, equipment, and technology, to ensure operations run smoothly. It notes that facilities include factories, offices, schools, hospitals, sports complexes, hotels, and retail establishments. The document discusses the scope of facility management and some of its key responsibilities, such as lease management, maintenance, energy management, occupancy and space management, and employee experience. It also distinguishes between "hard" facility management focused on physical assets and "soft" facility management focused on tasks performed by people.
For people to do their best work and feel engaged in their environments, they need to be in buildings that are safe, welcoming and efficient. Facilities management has a hand in everything that surrounds the people in facilities and on the grounds. Where they work, play, learn and live should be comfortable, productive and sustainable.
Superior facilities management will contribute to your organization’s bottom line, impacting the short-and long-term value of property, buildings and equipment. Your efforts can be crucial to:
Space optimization
Guiding capital projects
Energy management and maintenance
Lease accounting
Workplace experience
Business analyst interview questions and answersRobin G
The document provides interview questions and answers for business analysts. It begins with an introduction explaining the purpose of interview preparation. It then lists over 30 common interview questions for business analysts along with detailed answers. The questions cover topics like requirements gathering, documentation, analysis techniques, and responsibilities of a business analyst. Diagrams, methodologies, and concepts relevant to the business analyst role are also discussed.
The document discusses facilitating a construction risk workshop to identify risks related to the construction process or design constructability before starting construction. The workshop aims to identify hazards within the construction process so they can be eliminated or controlled. The outcome is a risk register documenting risks, causes, impacts and control measures for the construction team. It provides tips for planning and running the workshop, including having the right participants who understand the construction schedule and activities to focus on. Tools like checklists, risk matrices and risk registers are used to systematically identify and document risks and develop control actions.
Assignment Of Property Asset Management.PdfDustin Pytko
This document discusses the skills required of property professionals working in a corporate environment. It discusses three key skills:
1. Maintaining facilities management systems efficiently under organizational policies by understanding both facilities and property management. This includes developing strategy plans and evaluating organizational performance.
2. Possessing strong communication, problem-solving, and people skills to interact with various stakeholders, negotiate effectively, and motivate teams.
3. Using benchmarking methods to evaluate business processes, costs, quality, and optimize efficiency in line with strategic goals. Developing strategy plans helps forecast needs and schedule management activities.
The Ultimate Guide to Facility Management Best Practices.pdfBoardwalkindia
Facilities are changing as a result of evolving workplace structures, ongoing digitization, environmental tips, and other issues. This implies that in order to fulfil modern expectations, FM (facility management best practices) and common facility management methods must also change.
Facility management involves coordinating all aspects of operating and maintaining a facility efficiently and effectively. It includes planning, design, construction, operations, maintenance, and more. The facility manager is responsible for overseeing all facility functions and ensuring goals are met. Computer-aided facility management (CAFM) utilizes technology to assist with tasks like space management, maintenance tracking, capital planning, and more.
1Part 1 Office Relocation, Stakeholder Identification, and StTatianaMajor22
1
Part 1: Office Relocation, Stakeholder Identification, and Stakeholder Analysis
Office relocation involves moving the workplace team to a new office space which is one of the factors which affect the success of the business or organization moving. Many businesses fail as they relocate to the wrong place and also experience poor recovery due to poor relocation strategy and plan. Business relocates due to various reasons such as growing business where the physical space and productivity are required to increase. Various people are involved in the relocation process who are the stakeholders of the project. For relocation to be successful, the business manager must have an effective project plan. This outlines the necessary tasks to be completed for a successful move, specify the roles of all the stakeholders involved. Sets a schedule with deadline for when the tasks will be completed.
Most successful relocations involve the company employees as the stakeholders, the managers, clients and the vendors. Considering relocating to different areas have great effect on the employees as it affects their commuting patterns. The employees have to have ample time to adjust to their new location as even the business and employees will have to look for ways to get amenities. The relocation process should be done per department. During the relocation process the employees should pack individual properties as explained by Thomson, (2011).
The department dealing with production should relocate first to give them time to setup itself where the employees working in the department being involved in the packing and movement of the machines and equipment associated with the department. Packaging should be done cautiously to avoid damage to equipment and ensure everything is carried to the new location. After production should be the IT team who should relocate and ensure every equipment in the department is moved and fitted in the new space. Replacing and buying of new equipment should be considered during relocating so as to adjust to the new location space size and also do away with the old inefficient equipment.
The office employees should then move after the IT department have completed setting up the offices where they pack and ensure all their belongings are moved and carefully handled. The relocation has an effect on the clients where some will be favored while others will be affected negatively. Clients should be told in advance around one month before the relocation to ensure they are aware of the new location and to get their comment on the relocation. Vendors are also part of relocation stakeholders. The location selected should be convenient to the vendors and the client to avoid much disruption as explained by Hassanain, Ibrahim & Al-Hammad, (2020). The location selected should be analyzed of the cost impact to the vendors and clients where the relocation should focus on increasing the client base while also reducing the cost incurred by the vendo ...
What are the core services of facility management servicesManmachineSolutions
Facility management services are the fastest-growing professional that provide various services from managing premises, to handling safety, security to assets management to building maintenance. So, these are the core services endowed by facility service-providing companies.To Learn more visit https://www.manmachinesolutions.com
Here are my responses to the activity questions:
1. The three main types of project management are predictive project management, adaptive project management, and agile project management. Predictive project management uses a planned, rigid methodology like waterfall. Adaptive project management is more flexible and able to adapt to changes. Agile project management focuses on iterative development and frequent delivery of working software or other deliverables.
2. Advanced creative minds of people have led to many innovations that have improved lives and pushed the boundaries of what is possible. Creativity and thinking outside the box allow people to solve problems in new ways.
3. Information technology is highly relevant to project management. Many projects today involve developing software, websites, apps, and
Nine keys to successful delegation in Project Managementmrinalsingh385
The document discusses the benefits of using an IT methodology for project management. It states that an IT methodology provides:
1) A repeatable organizational process for developing and supporting products and applications consistently and on time/budget.
2) Consistency in delivering applications through established roles, responsibilities, plans, and deliverables.
3) Optimized communication across project stakeholders, business users, and IT teams through clear understanding of the project methodology.
4) Mechanisms for senior management to govern IT resources and prioritize applications based on business needs.
Chapter one Introduction advanced construction project management ppt.pptEsayaseAsnake
1. Construction project management involves planning, implementing, and controlling construction projects to deliver them on time, within budget, and according to specifications.
2. The key functions of management in projects are planning, organizing, implementing, and monitoring. Planning involves setting goals and strategies, organizing is arranging resources, implementing is executing the work, and monitoring checks progress against plans.
3. Projects are temporary endeavors with a defined start and end, undertaken to create unique products, services, or results. They have objectives to fulfill and deliverables to produce.
CAPM is a credential for project team members and entry-level project managers that demonstrates skills in project performance. A project deliverable is a tangible work product like a feasibility study. Portfolio management involves grouping projects and programs together to facilitate effective strategic management of resources and work. The 10 knowledge areas of project management are project integration management, scope management, time management, cost management, quality management, human resource management, communication management, risk management, procurement management, and stakeholder management.
Effective management of projects and initiatives 21 june2010Ajoy Jauhar
The document discusses the importance of properly managing projects and initiatives. It recommends establishing a project office to oversee congruent initiatives across functions and hotels to ensure goals are achieved. The project office would create a project organization structure with key roles like a project board, project manager, senior user, and senior supplier. This structure aims to properly govern initiatives, track benefits, and ensure initiatives deliver their intended purpose.
This document discusses various topics related to international operations management. It begins by outlining the topics that will be covered, including production and operations, operations management, the roles of operations managers, operations management in an international context, how operations management has helped EasyJet Airlines succeed, and how forecasting and project management can help with international operations. It then provides more details on production and operations, operations management, the responsibilities of operations managers, challenges in international operations management, EasyJet's operations practices, the role of forecasting, and project management techniques.
In this presentation we will talk about effective ways, overview and concept of “Managing IT Projects”.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
Project Management involves initiating, planning, executing, controlling, and closing projects to achieve goals. A project is a temporary endeavor with a defined start and end, undertaken to create a unique product or service. Project management has evolved since the 1950s when organizations began systematically applying tools and techniques to complex projects. There are various approaches to managing project activities including lean, iterative, and incremental methods. Key roles in project management include the project manager, project assistant, team members, participants, and stakeholders.
Lt Col Rajendra S Pal has over 30 years of experience in general administration, facilities management, real estate, and security. He is currently a Senior Manager at CBRE, where he oversees facility management and transport operations for multiple sites. Previously, he held senior leadership roles at American Express, Convergys, Teletech, Copal Partners, and Keane, where he managed facilities, security, transportation, procurement, and other administrative functions. He has a proven track record of delivering operational efficiencies and cost savings.
This document outlines the vision, mission, goals, organizational structure, and activities of a management science group. The group aims to be a leading company in public infrastructure development and construction in the region through delivering world-class service. Their short term goals are to focus on local regions and be an inspiration in their field, and their long term goals are to become an influential international brand. The organizational chart shows the roles and responsibilities of positions like the general manager, project manager, and safety officer. Planned activities include aptitude and psychometric tests for candidates as well as utilizing information technology.
Program or project management process report Danes Ganancial
The document discusses the key aspects of project and program management. It defines what a project and program are, and describes the differences between project and program management. The core elements of the project management process are outlined, including project formulation, review and approval, implementation, and monitoring and evaluation. Several project management tools and the typical roles and functions of a project manager are also summarized.
Administrative/Financial Leaders are from Mars & Facilities Teams are from PlutoChristin Miller
It is 3.19 billion miles from Mars to Pluto, and for facility managers it often feels that far away from the administrative/financial leaders within their organization.
In this overview deck, you will learn the basics of how to speak the same facilities language in order to dissolve the distance between these two parties.
- What is Strategic Stewardship?
- The Facility Manager's Dilemma
- 7 Elements Required When Developing a Building System Asset Management Program
The document discusses convention and conference management. It provides details on the responsibilities of meeting planners, which include developing themes, arranging speakers, coordinating logistics like facilities, décor, security, and more. It also discusses the different levels of professionals (facilitator, technician, professional) and their roles in planning events. Finally, it outlines important considerations and steps for planning events, like developing budgets, selecting venues, catering, registration, lighting, transportation, and emergency management.
Facility management involves maintaining and managing buildings to ensure their functionality. It encompasses functions like operations and maintenance, project management, quality, real estate, and technology. It aims to improve cost-effectiveness, productivity, efficiency, and employee well-being. Facility management is still developing as a profession, working to standardize definitions and bring more awareness to its value. It traces its origins to increased need for interior space planning and now must help organizations adapt quickly to changes. Building services play a key role in facility management, accounting for 30-40% of building costs and influencing sustainability and energy usage.
This document provides an overview of the Coordination & Administration Wing (C&A Wing) of the Faisalabad Industrial Estate Development & Management Company (FIEDMC). It describes the purpose, scope, and responsibilities of the C&A Wing which include human resources, procurement, record keeping, data security, front desk operations, transportation, office administration, and coordination both within FIEDMC and with external stakeholders. Standard operating procedures and documentation for key functions are also outlined to develop a knowledge base for the organization.
The document contains a pre-test for an employee orientation covering various topics in organizational management. It includes 30 multiple choice questions addressing concepts like organizational structure, the roles of different managers, leadership styles, organizational culture and communication, performance management, and theories of management. The pre-test aims to evaluate the employee's basic understanding of key terms and frameworks commonly used in organizational management.
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Assignment Of Property Asset Management.PdfDustin Pytko
This document discusses the skills required of property professionals working in a corporate environment. It discusses three key skills:
1. Maintaining facilities management systems efficiently under organizational policies by understanding both facilities and property management. This includes developing strategy plans and evaluating organizational performance.
2. Possessing strong communication, problem-solving, and people skills to interact with various stakeholders, negotiate effectively, and motivate teams.
3. Using benchmarking methods to evaluate business processes, costs, quality, and optimize efficiency in line with strategic goals. Developing strategy plans helps forecast needs and schedule management activities.
The Ultimate Guide to Facility Management Best Practices.pdfBoardwalkindia
Facilities are changing as a result of evolving workplace structures, ongoing digitization, environmental tips, and other issues. This implies that in order to fulfil modern expectations, FM (facility management best practices) and common facility management methods must also change.
Facility management involves coordinating all aspects of operating and maintaining a facility efficiently and effectively. It includes planning, design, construction, operations, maintenance, and more. The facility manager is responsible for overseeing all facility functions and ensuring goals are met. Computer-aided facility management (CAFM) utilizes technology to assist with tasks like space management, maintenance tracking, capital planning, and more.
1Part 1 Office Relocation, Stakeholder Identification, and StTatianaMajor22
1
Part 1: Office Relocation, Stakeholder Identification, and Stakeholder Analysis
Office relocation involves moving the workplace team to a new office space which is one of the factors which affect the success of the business or organization moving. Many businesses fail as they relocate to the wrong place and also experience poor recovery due to poor relocation strategy and plan. Business relocates due to various reasons such as growing business where the physical space and productivity are required to increase. Various people are involved in the relocation process who are the stakeholders of the project. For relocation to be successful, the business manager must have an effective project plan. This outlines the necessary tasks to be completed for a successful move, specify the roles of all the stakeholders involved. Sets a schedule with deadline for when the tasks will be completed.
Most successful relocations involve the company employees as the stakeholders, the managers, clients and the vendors. Considering relocating to different areas have great effect on the employees as it affects their commuting patterns. The employees have to have ample time to adjust to their new location as even the business and employees will have to look for ways to get amenities. The relocation process should be done per department. During the relocation process the employees should pack individual properties as explained by Thomson, (2011).
The department dealing with production should relocate first to give them time to setup itself where the employees working in the department being involved in the packing and movement of the machines and equipment associated with the department. Packaging should be done cautiously to avoid damage to equipment and ensure everything is carried to the new location. After production should be the IT team who should relocate and ensure every equipment in the department is moved and fitted in the new space. Replacing and buying of new equipment should be considered during relocating so as to adjust to the new location space size and also do away with the old inefficient equipment.
The office employees should then move after the IT department have completed setting up the offices where they pack and ensure all their belongings are moved and carefully handled. The relocation has an effect on the clients where some will be favored while others will be affected negatively. Clients should be told in advance around one month before the relocation to ensure they are aware of the new location and to get their comment on the relocation. Vendors are also part of relocation stakeholders. The location selected should be convenient to the vendors and the client to avoid much disruption as explained by Hassanain, Ibrahim & Al-Hammad, (2020). The location selected should be analyzed of the cost impact to the vendors and clients where the relocation should focus on increasing the client base while also reducing the cost incurred by the vendo ...
What are the core services of facility management servicesManmachineSolutions
Facility management services are the fastest-growing professional that provide various services from managing premises, to handling safety, security to assets management to building maintenance. So, these are the core services endowed by facility service-providing companies.To Learn more visit https://www.manmachinesolutions.com
Here are my responses to the activity questions:
1. The three main types of project management are predictive project management, adaptive project management, and agile project management. Predictive project management uses a planned, rigid methodology like waterfall. Adaptive project management is more flexible and able to adapt to changes. Agile project management focuses on iterative development and frequent delivery of working software or other deliverables.
2. Advanced creative minds of people have led to many innovations that have improved lives and pushed the boundaries of what is possible. Creativity and thinking outside the box allow people to solve problems in new ways.
3. Information technology is highly relevant to project management. Many projects today involve developing software, websites, apps, and
Nine keys to successful delegation in Project Managementmrinalsingh385
The document discusses the benefits of using an IT methodology for project management. It states that an IT methodology provides:
1) A repeatable organizational process for developing and supporting products and applications consistently and on time/budget.
2) Consistency in delivering applications through established roles, responsibilities, plans, and deliverables.
3) Optimized communication across project stakeholders, business users, and IT teams through clear understanding of the project methodology.
4) Mechanisms for senior management to govern IT resources and prioritize applications based on business needs.
Chapter one Introduction advanced construction project management ppt.pptEsayaseAsnake
1. Construction project management involves planning, implementing, and controlling construction projects to deliver them on time, within budget, and according to specifications.
2. The key functions of management in projects are planning, organizing, implementing, and monitoring. Planning involves setting goals and strategies, organizing is arranging resources, implementing is executing the work, and monitoring checks progress against plans.
3. Projects are temporary endeavors with a defined start and end, undertaken to create unique products, services, or results. They have objectives to fulfill and deliverables to produce.
CAPM is a credential for project team members and entry-level project managers that demonstrates skills in project performance. A project deliverable is a tangible work product like a feasibility study. Portfolio management involves grouping projects and programs together to facilitate effective strategic management of resources and work. The 10 knowledge areas of project management are project integration management, scope management, time management, cost management, quality management, human resource management, communication management, risk management, procurement management, and stakeholder management.
Effective management of projects and initiatives 21 june2010Ajoy Jauhar
The document discusses the importance of properly managing projects and initiatives. It recommends establishing a project office to oversee congruent initiatives across functions and hotels to ensure goals are achieved. The project office would create a project organization structure with key roles like a project board, project manager, senior user, and senior supplier. This structure aims to properly govern initiatives, track benefits, and ensure initiatives deliver their intended purpose.
This document discusses various topics related to international operations management. It begins by outlining the topics that will be covered, including production and operations, operations management, the roles of operations managers, operations management in an international context, how operations management has helped EasyJet Airlines succeed, and how forecasting and project management can help with international operations. It then provides more details on production and operations, operations management, the responsibilities of operations managers, challenges in international operations management, EasyJet's operations practices, the role of forecasting, and project management techniques.
In this presentation we will talk about effective ways, overview and concept of “Managing IT Projects”.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
Project Management involves initiating, planning, executing, controlling, and closing projects to achieve goals. A project is a temporary endeavor with a defined start and end, undertaken to create a unique product or service. Project management has evolved since the 1950s when organizations began systematically applying tools and techniques to complex projects. There are various approaches to managing project activities including lean, iterative, and incremental methods. Key roles in project management include the project manager, project assistant, team members, participants, and stakeholders.
Lt Col Rajendra S Pal has over 30 years of experience in general administration, facilities management, real estate, and security. He is currently a Senior Manager at CBRE, where he oversees facility management and transport operations for multiple sites. Previously, he held senior leadership roles at American Express, Convergys, Teletech, Copal Partners, and Keane, where he managed facilities, security, transportation, procurement, and other administrative functions. He has a proven track record of delivering operational efficiencies and cost savings.
This document outlines the vision, mission, goals, organizational structure, and activities of a management science group. The group aims to be a leading company in public infrastructure development and construction in the region through delivering world-class service. Their short term goals are to focus on local regions and be an inspiration in their field, and their long term goals are to become an influential international brand. The organizational chart shows the roles and responsibilities of positions like the general manager, project manager, and safety officer. Planned activities include aptitude and psychometric tests for candidates as well as utilizing information technology.
Program or project management process report Danes Ganancial
The document discusses the key aspects of project and program management. It defines what a project and program are, and describes the differences between project and program management. The core elements of the project management process are outlined, including project formulation, review and approval, implementation, and monitoring and evaluation. Several project management tools and the typical roles and functions of a project manager are also summarized.
Administrative/Financial Leaders are from Mars & Facilities Teams are from PlutoChristin Miller
It is 3.19 billion miles from Mars to Pluto, and for facility managers it often feels that far away from the administrative/financial leaders within their organization.
In this overview deck, you will learn the basics of how to speak the same facilities language in order to dissolve the distance between these two parties.
- What is Strategic Stewardship?
- The Facility Manager's Dilemma
- 7 Elements Required When Developing a Building System Asset Management Program
The document discusses convention and conference management. It provides details on the responsibilities of meeting planners, which include developing themes, arranging speakers, coordinating logistics like facilities, décor, security, and more. It also discusses the different levels of professionals (facilitator, technician, professional) and their roles in planning events. Finally, it outlines important considerations and steps for planning events, like developing budgets, selecting venues, catering, registration, lighting, transportation, and emergency management.
Facility management involves maintaining and managing buildings to ensure their functionality. It encompasses functions like operations and maintenance, project management, quality, real estate, and technology. It aims to improve cost-effectiveness, productivity, efficiency, and employee well-being. Facility management is still developing as a profession, working to standardize definitions and bring more awareness to its value. It traces its origins to increased need for interior space planning and now must help organizations adapt quickly to changes. Building services play a key role in facility management, accounting for 30-40% of building costs and influencing sustainability and energy usage.
This document provides an overview of the Coordination & Administration Wing (C&A Wing) of the Faisalabad Industrial Estate Development & Management Company (FIEDMC). It describes the purpose, scope, and responsibilities of the C&A Wing which include human resources, procurement, record keeping, data security, front desk operations, transportation, office administration, and coordination both within FIEDMC and with external stakeholders. Standard operating procedures and documentation for key functions are also outlined to develop a knowledge base for the organization.
Similar to chapter2facilitiesmanagement-160816030455 (1).pdf (20)
The document contains a pre-test for an employee orientation covering various topics in organizational management. It includes 30 multiple choice questions addressing concepts like organizational structure, the roles of different managers, leadership styles, organizational culture and communication, performance management, and theories of management. The pre-test aims to evaluate the employee's basic understanding of key terms and frameworks commonly used in organizational management.
The document discusses the Universal Declaration of Human Rights which was adopted by the UN General Assembly in 1948. It establishes fundamental human rights that everyone is inherently entitled to, such as the right to life, liberty, security, freedom from discrimination, and more. It describes the characteristics of human rights and several specific rights protected in various articles. It also discusses some human rights issues in the Philippines and lists several local and international human rights organizations.
This document outlines the Flag and Heraldic Code of the Philippines which establishes regulations for proper use and display of the national flag. Some key points:
- It prescribes the design of the flag including the colors, sun, and stars.
- It mandates display of the flag in all government buildings and provides guidelines for half-mast and funeral use.
- It establishes flag days and ceremonies including rules for conduct during anthem and raising/lowering of the flag.
- Pledge of allegiance to the flag is also outlined.
- Technical specifications for dimensions and colors of the flag are defined.
This document provides information about voter citizenship and the voting process in the Philippines. It discusses the right to suffrage according to the Philippine constitution and international agreements. Citizens aged 18 and older who have lived in the Philippines for at least a year have the right to vote. The document outlines voter qualifications and disqualifications. It also describes how Filipino citizens vote and provides action points for voters before, during, and after elections, including registering to vote, being informed on issues and candidates, protecting vote integrity, and civic participation post-election.
The document defines reorder point (ROP) and safety stock, and provides formulas to calculate each. ROP is the inventory level at which replenishment is needed, and is calculated as the lead time multiplied by average daily sales plus the safety stock. Safety stock provides a buffer for fluctuations in demand, and is calculated as the maximum daily sales minus average daily sales, both multiplied by their respective maximum and average lead times. Several examples are provided to demonstrate calculating ROP using given sales volumes and lead times.
The document defines and provides formulas for calculating days of inventory outstanding (DIO) and sell-through rate (STR). DIO measures the average number of days inventory is held before being sold, with a lower number being better. STR measures inventory sold as a percentage of inventory available. The document then provides examples of calculating DIO and STR based on various company inventory and sales data.
Here are the steps to solve this example:
1) Given: FC = $6,000, VC per unit = $2, Revenue per unit = $7
2) To find breakeven point (QBEP):
QBEP = FC / (Revenue per unit - VC per unit)
= $6,000 / ($7 - $2)
= $6,000 / $5
= 1,200 units
3) If units produced = 1,000 units:
TR = Units * Revenue per unit = 1,000 * $7 = $7,000
TC = FC + Units * VC per unit = $6,000 + 1,000 * $2 = $
This chapter discusses key concepts in product and service design including:
1. The strategic importance of design and identifying reasons for redesign like market opportunities.
2. The main questions, sources of ideas, and considerations in design like legal issues, ethics, and sustainability.
3. The phases of product design and key issues in manufacturing and service design.
4. Characteristics of well-designed service systems and challenges in service design.
The document discusses forecasting techniques. It outlines the learning objectives which include listing elements of a good forecast, describing qualitative and quantitative forecasting approaches, and explaining measures of forecast accuracy. The document also describes various forecasting techniques such as qualitative judgmental forecasts, quantitative time-series forecasts including naive forecasts, moving averages, weighted moving averages, exponential smoothing, and linear trend analysis. It provides examples and discusses advantages and disadvantages of each technique.
The document discusses capital budgeting techniques used to evaluate investment projects. It covers net present value (NPV), internal rate of return (IRR), and discounted cash flow analysis. NPV is calculated by taking the present value of future cash inflows and subtracting the present value of cash outflows. IRR is the discount rate at which NPV equals zero. When evaluating projects, firms seek to accept projects with positive NPV or IRR higher than the required rate of return or cost of capital. The examples demonstrate calculating NPV and IRR for sample projects at different discount rates to determine if the projects should be accepted or rejected.
This document discusses project selection and management. It covers key topics like strategic management and criteria for selecting projects, project selection models, dealing with uncertainty and risk, and using a project portfolio process. Numeric models for project selection include those based on factors like profitability, payback period, net present value, and internal rate of return. Non-numeric models include those based on necessity, fit with product lines, and comparative benefits. The document also addresses balancing project portfolios, developing project proposals, and evaluating selection factors like production, marketing, finances, personnel and administration.
This document discusses key concepts related to costing and pricing for a women's group. It explains that calculating costs is essential to determine the costs of products, control expenses, and make pricing decisions. Variable costs vary with production while fixed costs remain the same. The break-even point helps with decisions about production levels and pricing. Understanding these costing concepts and applying them to pricing will help the group ensure profitability.
This document discusses project selection and management. It covers key topics like strategic management and criteria for selecting projects, project selection models, dealing with uncertainty and risk, and using a project portfolio process. Numeric models for project selection include those based on factors like profitability, payback period, net present value, and internal rate of return. Non-numeric models include those based on necessity, fit with product lines, and comparative benefits. The project portfolio process aims to identify and prioritize projects that meet strategic needs and balance organizational resources and risks.
The document discusses factors that affect pricing strategies, including supply and demand, competition, customer behavior, costs, brand image, and target market demographics. It also outlines challenges companies may face in developing pricing strategies, such as a lack of data, resistance to change, and an inability to communicate value. Finally, it emphasizes that customer and process analytics can help companies understand customer preferences to set optimal prices that maximize profits while delivering value.
This document provides an overview of an international business and trade course. It discusses topics like globalization, economics, trade, foreign investment, and regional integration. It also defines key terms and concepts, and describes how technological innovation and falling trade barriers have contributed to increasing globalization and interdependence among national economies. Companies of all sizes now participate in international business to access new markets and optimize their global operations.
The document discusses pricing structures and strategies. It defines a pricing structure as how a company sets up prices for products and services, including core price points, discounts, and strategy. There are different types of pricing structures like competitive, prestige, profitability, and volume pricing. The document then outlines a five step process to create a pricing structure: 1) do research on customers, competitors, and the market; 2) define success metrics; 3) find a base price; 4) develop pricing models; and 5) experiment. It also explains the differences between pricing structures, which organize prices, and pricing strategies, which are approaches to maximize sales and profits. Some common strategies discussed are premium, penetration, price skimming, economy,
This document discusses pricing strategies over a product's life cycle. It outlines the four stages of a product life cycle: introduction, growth, maturity, and decline. For each stage, it provides pricing strategies and considerations. For example, in the introduction stage prices can be set high if the product is unique, or low to attract customers and compete if the market already has alternatives. In maturity, discounts and promotions can create curiosity to combat saturation. The goal is to understand how pricing impacts sales and profits at each phase of a product's time in the market.
The marketing communication process involves a sender encoding a message and transmitting it through a mechanism to receive feedback and response, which the receiver then decodes. Micro-models of marketing focus on how consumers typically progress through cognitive, affective, and behavioral stages in response to communication.
global trading environment in international businessryan gementiza
This chapter discusses the global trading environment and political risks faced by multinational corporations. It covers topics like trade liberalization, foreign direct investment, preferential trade agreements, and the role of multinational corporations in technology transfer. MNCs contribute to technology transfer in developing countries by providing resources and innovations to improve productivity. However, they also face political risks from government intervention, acts of violence, and instability in host countries. The chapter provides an overview of the key concepts and debates around the global economy and operations of international businesses.
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Unlock your kitchen's true potential with expert remodeling services from O'Brien Group Inc. Transform your space into a functional, modern, and luxurious haven with their experienced professionals. From layout reconfiguration to high-end upgrades, they deliver stunning results tailored to your style and needs. Visit obriengroupinc.com to elevate your kitchen's beauty and functionality today.
NewBase 20 June 2024 Energy News issue - 1731 by Khaled Al Awadi_compressed.pdfKhaled Al Awadi
Greetings,
Hawk Energy is pleased to present you with the latest energy news
NewBase 20 June 2024 Energy News issue - 1731 by Khaled Al Awadi
Regards.
Founder & S.Editor - NewBase Energy
Khaled M Al Awadi, Energy Consultant
MS & BS Mechanical Engineering (HON), USAGreetings,
Hawk Energy is pleased to present you with the latest energy news
NewBase 20 June 2024 Energy News issue - 1731 by Khaled Al Awadi
Regards.
Founder & S.Editor - NewBase Energy
Khaled M Al Awadi, Energy Consultant
MS & BS Mechanical Engineering (HON), USAGreetings,
Hawk Energy is pleased to present you with the latest energy news
NewBase 20 June 2024 Energy News issue - 1731 by Khaled Al Awadi
Regards.
Founder & S.Editor - NewBase Energy
Khaled M Al Awadi, Energy Consultant
MS & BS Mechanical Engineering (HON), USAGreetings,
Hawk Energy is pleased to present you with the latest energy news
NewBase 20 June 2024 Energy News issue - 1731 by Khaled Al Awadi
Regards.
Founder & S.Editor - NewBase Energy
Khaled M Al Awadi, Energy Consultant
MS & BS Mechanical Engineering (HON), USAGreetings,
Hawk Energy is pleased to present you with the latest energy news
NewBase 20 June 2024 Energy News issue - 1731 by Khaled Al Awadi
Regards.
Founder & S.Editor - NewBase Energy
Khaled M Al Awadi, Energy Consultant
MS & BS Mechanical Engineering (HON), USAGreetings,
Hawk Energy is pleased to present you with the latest energy news
NewBase 20 June 2024 Energy News issue - 1731 by Khaled Al Awadi
Regards.
Founder & S.Editor - NewBase Energy
Khaled M Al Awadi, Energy Consultant
MS & BS Mechanical Engineering (HON), USA
Adani Group Requests For Additional Land For Its Dharavi Redevelopment Projec...Adani case
It will bring about growth and development not only in Maharashtra but also in our country as a whole, which will experience prosperity. The project will also give the Adani Group an opportunity to rise above the controversies that have been ongoing since the Adani CBI Investigation.
The Enigmatic Gemini: Unveiling the Dual Personalitiesmy Pandit
Explore the fascinating world of the Gemini Zodiac Sign, where duality reigns supreme. Discover the personality traits, important dates, and horoscope insights that define the ever-curious and communicative Gemini.
Adani Group's Active Interest In Increasing Its Presence in the Cement Manufa...Adani case
Time and again, the business group has taken up new business ventures, each of which has allowed it to expand its horizons further and reach new heights. Even amidst the Adani CBI Investigation, the firm has always focused on improving its cement business.
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Unlock the full potential of the MECE (Mutually Exclusive, Collectively Exhaustive) Principle with this comprehensive PowerPoint deck. Designed to enhance your analytical skills and strategic decision-making, this presentation guides you through the fundamental concepts, advanced techniques, and practical applications of the MECE framework, ensuring you can apply it effectively in various business contexts.
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The MECE Principle presentation is meticulously designed to provide you with all the tools and knowledge you need to master the MECE principle. Whether you're a business analyst, manager, or strategist, this presentation will empower you to deliver insightful and actionable analysis, drive better decision-making, and achieve outstanding results.
LEARNING OBJECTIVES:
1. Understand the MECE Principle
2. Improve Analytical Skills
3. Apply MECE Framework
4. Enhance Decision-Making
5. Optimize Resource Allocation
6. Facilitate Strategic Planning
Enhancing Adoption of AI in Agri-food: IntroductionCor Verdouw
Introduction to the Panel on: Pathways and Challenges: AI-Driven Technology in Agri-Food, AI4Food, University of Guelph
“Enhancing Adoption of AI in Agri-food: a Path Forward”, 18 June 2024
Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
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Enabling Digital Sustainability by Jutta EcksteinJutta Eckstein
This is a New Zealand wide meetup event with meetup groups from Auckland, Wellington and Christchurch attending and open to anyone with an interest in digital sustainability or agile. All welcome. Joke, this is how it started. Jutta is now also available in Germany, i.e. hosted by Berlin/Brandenburg
According to the World Economic Forum, digital technologies can help reduce global carbon emissions by up to 15%. However, digitalization also comes with some challenges. Thus, if we want to make a positive impact by increasing sustainability, we need to address challenges like the digital divide, energy consumption of IT, or the rise of electronic waste. In this talk, I want to explore how Agile can help to leverage Digital Sustainability.
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3. Facility Managers
Facility Managers
A facility manager
A facility manager’s most important
’s most important
constituents are the customers and employees.
constituents are the customers and employees.
Facility managers must report to numerous
Facility managers must report to numerous
stakeholders.
stakeholders.
A. Politicians,
A. Politicians,
B. Independent parties
B. Independent parties
4. What is Facility Management?
What is Facility Management?
Managing sport and public assembly facilities
Managing sport and public assembly facilities
is often referred to as facility management,
is often referred to as facility management,
and the people who perform the task/duties are
and the people who perform the task/duties are
called facility managers.
called facility managers.
The art and science of managing a facility to
The art and science of managing a facility to
help meet the facility
help meet the facility’s objectives, goals, and
’s objectives, goals, and
mission.
mission.
5. What is Facility Management?
What is Facility Management?
Facility management entails a broad array of
Facility management entails a broad array of
disciplines including, but not limited to:
disciplines including, but not limited to:
Planning:
Planning:
6. What is Facility Management?
What is Facility Management?
Designing
Designing
7. What is Facility Management?
What is Facility Management?
Leasing:
Leasing:
8. What is Facility Management?
What is Facility Management?
Space Planning:
Space Planning:
9. What is Facility Management?
What is Facility Management?
Project Management:
Project Management:
10. What is Facility Management?
What is Facility Management?
Capital Management
Capital Management
11. What is Facility Management?
What is Facility Management?
Construction Management:
Construction Management:
12. What is Facility Management?
What is Facility Management?
Property Management:
Property Management:
13. What is Facility Management?
What is Facility Management?
Facility Marketing
Facility Marketing
14. What is Facility Management?
What is Facility Management?
Building and Operation Management:
Building and Operation Management:
15. What is Facility Management?
What is Facility Management?
Planning:
Planning:
16. What is Facility Management?
What is Facility Management?
A significant focus for facility management is
A significant focus for facility management is
to make sure an existing facility runs smoothly
to make sure an existing facility runs smoothly
and safe for its intended purpose.
and safe for its intended purpose.
Parking lots
Parking lots
Bleachers
Bleachers
Walkways
Walkways
Elevators & Escalators
Elevators & Escalators
17. Facility Management
Facility Management
Summary
Summary
Facility management entails every aspect of
Facility management entails every aspect of
making sure a building is operating efficiently
making sure a building is operating efficiently
in terms of safety, revenue production, tenant
in terms of safety, revenue production, tenant
satisfaction, and preventive maintenance.
satisfaction, and preventive maintenance.
18. The Facility Manager
The Facility Manager
Is the person responsible for coordinating all
Is the person responsible for coordinating all
the employees and entities involved in the
the employees and entities involved in the
facility to ensure that they work on behalf of
facility to ensure that they work on behalf of
the facility and help meet its short and long
the facility and help meet its short and long
term goals and objectives.
term goals and objectives.
19. The Facility Manager
The Facility Manager
In a small facility, the facility owner may be
In a small facility, the facility owner may be
the manager and can be responsible for
the manager and can be responsible for
opening and closing the facility as well as
opening and closing the facility as well as
painting the walls and cleaning the rest rooms.
painting the walls and cleaning the rest rooms.
20. The Facility Manager
The Facility Manager
For a large facility may have several hundred
For a large facility may have several hundred
full – and part-time employees handling
full – and part-time employees handling
everything, from cleanup crews to ushers and
everything, from cleanup crews to ushers and
ticket takers.
ticket takers.
Because of the diverse duties each facility
Because of the diverse duties each facility
manager faces, facility management can be
manager faces, facility management can be
considered both an art and a science.
considered both an art and a science.
21. Responsibilities
Responsibilities
According to the International Facility Management
According to the International Facility Management
Association (IFMA), facility managers are the critical element
Association (IFMA), facility managers are the critical element
to implement any facility management plan and they need to
to implement any facility management plan and they need to
understand and appreciate several distinct functions including:
understand and appreciate several distinct functions including:
planning-both long and short-term;
planning-both long and short-term;
financial forecasting;
financial forecasting;
property acquisition and disposal;
property acquisition and disposal;
specifying work responsibility and space utilization;
specifying work responsibility and space utilization;
architectural and engineering planning and management;
architectural and engineering planning and management;
managing all phases of construction and renovation work;
managing all phases of construction and renovation work;
managing maintenance systems and protocols;
managing maintenance systems and protocols;
managing all operations from administrative functions to
managing all operations from administrative functions to
security protocols.
security protocols.
22. Management and Organization
Management and Organization
Planning all facility activities
Planning all facility activities
Organizing all personnel in appropriate departments
Organizing all personnel in appropriate departments
that optimize effectiveness
that optimize effectiveness
Develop short intermediate and short terms plans
Develop short intermediate and short terms plans
Develop an inventory of available space and manage
Develop an inventory of available space and manage
that space
that space
Have a strong appreciation and understanding of
Have a strong appreciation and understanding of
building design/planning, architectural design,
building design/planning, architectural design,
engineering design, code/zoning compliance
engineering design, code/zoning compliance
Managing furniture and equipment for such area as
Managing furniture and equipment for such area as
concessions, locker rooms, and press box
concessions, locker rooms, and press box
23. Management and Organization
Management and Organization
Focus significant effort on budgeting, accounting, and
Focus significant effort on budgeting, accounting, and
economic forecasting
economic forecasting
Managing construction projects or moving from one
Managing construction projects or moving from one
area of facility to another
area of facility to another
Spend significant time on operations, maintenance,
Spend significant time on operations, maintenance,
and repairs
and repairs
9/11, deal with security and life safety concerns
9/11, deal with security and life safety concerns
Supervise general administrative department
Supervise general administrative department
24. FACILITY MANAGEMENT
FACILITY MANAGEMENT
When surveyed, facility mangers have
When surveyed, facility mangers have
highlighted that maintenance in fact absorbs
highlighted that maintenance in fact absorbs
the greatest amount of their time (17%)
the greatest amount of their time (17%)
followed by space management (14%), interior
followed by space management (14%), interior
design (11%), and budgeting and forecasting
design (11%), and budgeting and forecasting
(9%).
(9%).
25. Constituents
Constituents
Customers
Customers
promoters
promoters
Tenants
Tenants
Ticket buyers
Ticket buyers
Attending the event
Attending the event
Make sure that people can attend events within
Make sure that people can attend events within
the facility in a safe and secure manner.
the facility in a safe and secure manner.
26. Constituents
Constituents
Internal Constituents
Internal Constituents
Boards/owners
Boards/owners
Employees
Employees
Coworkers
Coworkers
Interest in the facility
Interest in the facility
Mission and meets its goals
Mission and meets its goals
Motivating
Motivating
Decisions making
Decisions making
27. Constituents
Constituents
External Constituents
External Constituents
Bankers
Bankers Executives
Executives
Politicians
Politicians Others/influence the facility
Others/influence the facility
Media
Media
The facility manager must reach beyond the
The facility manager must reach beyond the
facility to those who can exert influence on the
facility to those who can exert influence on the
facility.
facility.
28. Managerial Functions
Managerial Functions
Mission
Mission
The overall ideal the facility wants to achieve;
The overall ideal the facility wants to achieve;
it focuses on general terms such as
it focuses on general terms such as
profitability, quality service, and workplace.
profitability, quality service, and workplace.
It is impossible to plan without knowing what is to
It is impossible to plan without knowing what is to
be accomplished.
be accomplished.
It should states the end result envisioned by the
It should states the end result envisioned by the
facility
facility ‘s owner and encompasses the goals and
‘s owner and encompasses the goals and
objectives critical for the facility’s success.
objectives critical for the facility’s success.
29. Managerial Functions
Managerial Functions
Planning
Planning
Focuses on setting goals and objectives and
Focuses on setting goals and objectives and
then developing the plan to reach those goals
then developing the plan to reach those goals
and objectives.
and objectives.
Short and long terms goals
Short and long terms goals
What to do, when to do it and how to do it
What to do, when to do it and how to do it
Blueprint for the future
Blueprint for the future
30. Managerial Functions
Managerial Functions
Planning
Planning
Strategic plans –
Strategic plans –
are designed to help achieve the highest-level
are designed to help achieve the highest-level
goals and objectives for the facility; that is why
goals and objectives for the facility; that is why
they are often called master plan.
they are often called master plan.
31. Managerial Functions
Managerial Functions
Operational plans –
Operational plans –
Are more detailed and are used to help carry out
Are more detailed and are used to help carry out
the strategic plans. Operational plans can include
the strategic plans. Operational plans can include
single-use operational plans that may apply to a
single-use operational plans that may apply to a
one-time event.
one-time event.
32. Managerial Functions
Managerial Functions
Functional plan –
Functional plan –
Focus on what operational plans are designed to
Focus on what operational plans are designed to
accomplish; marketing plan and safety plans are
accomplish; marketing plan and safety plans are
examples.
examples.
33. Managerial Functions
Managerial Functions
Contingency plan –
Contingency plan –
Are plans that can be used if one of the other plans
Are plans that can be used if one of the other plans
fail and the facility has to pursue another strategy.
fail and the facility has to pursue another strategy.
34. Managerial Functions
Managerial Functions
Goals and Objectives
Goals and Objectives
Goals are a specific directive and objectives
Goals are a specific directive and objectives
focuses on how to reach a goal.
focuses on how to reach a goal.
35. Managerial Functions
Managerial Functions
Strategic goals –
Strategic goals –
Are set by the highest-level managers and are
Are set by the highest-level managers and are
introduced to affect and empower the overall
introduced to affect and empower the overall
facility for the log run.
facility for the log run.
Often focus on broader aspect such as market
Often focus on broader aspect such as market
share, profitability, industry leader position, or
share, profitability, industry leader position, or
changes in the facility.
changes in the facility.
36. Managerial Functions
Managerial Functions
Tactical goals –
Tactical goals –
Are often introduced by midlevel managers and
Are often introduced by midlevel managers and
focus on what needs to be accomplished to reach
focus on what needs to be accomplished to reach
the strategic goals.
the strategic goals.
37. Managerial Functions
Managerial Functions
Operational goals –
Operational goals –
Are set by low-level managers and are more short-
Are set by low-level managers and are more short-
term
term
38. Managerial Functions
Managerial Functions
Management by Objective (MBO)
Management by Objective (MBO)
Managers and employees can work together to
Managers and employees can work together to
develop realistic and achievable objectives that
develop realistic and achievable objectives that
make both parties happy
make both parties happy
39. Managerial Functions
Managerial Functions
Short-Term Planning
Short-Term Planning
Typically cover less than one year and focus on
Typically cover less than one year and focus on
activities that may have a sense of emergency.
activities that may have a sense of emergency.
Long –Term Planning
Long –Term Planning
Focus on long-term projections, which can be
Focus on long-term projections, which can be
influenced by political, geographical, and
influenced by political, geographical, and
economic trends.
economic trends.
40. Managerial Functions
Managerial Functions
Business Plan
Business Plan
Examines the product, marketing, legal,
Examines the product, marketing, legal,
financial, and general business outlook for a
financial, and general business outlook for a
facility.
facility.
The road map for any facility that helps
The road map for any facility that helps
identify the product and market as well as the
identify the product and market as well as the
legal and financial outlook.
legal and financial outlook.
41. Managerial Functions
Managerial Functions
Building load capacity
Building load capacity
How much weight the roof or rigging can support.
How much weight the roof or rigging can support.
Current economic conditions
Current economic conditions
Demographic breakdown of expected fans
Demographic breakdown of expected fans
42. Managerial Functions
Managerial Functions
Organizing
Organizing
Refer to a blend of human resource management and
Refer to a blend of human resource management and
leadership.
leadership.
One of the most difficult tasks for a manager is to assign the
One of the most difficult tasks for a manager is to assign the
right person with the right skills and interests to a given job.
right person with the right skills and interests to a given job.
43. Organizational flowchart
Organizational flowchart
Facility Owner(s)
Operation’s Professional services Marketing
The flowchart shows who reports to whom and what lines of
The flowchart shows who reports to whom and what lines of
managerial/supervisory responsibility are.
managerial/supervisory responsibility are.
44. Managerial Functions
Managerial Functions
Implementing
Implementing
Refers to executing goals and objectives with
Refers to executing goals and objectives with
the appropriate personnel.
the appropriate personnel.
Controlling
Controlling
Involves evaluating the results for individuals
Involves evaluating the results for individuals
who report to the manager and providing
who report to the manager and providing
appropriate feedback, whether positive or
appropriate feedback, whether positive or
negative.
negative.
45. Space Planning and Allocation
Space Planning and Allocation
Developing an inventory of available space
Developing an inventory of available space
Allocating available space
Allocating available space
Managing existing space
Managing existing space
Forecasting the possible future demand for
Forecasting the possible future demand for
space
space
46. Architectural/Engineering Planning
Architectural/Engineering Planning
and Design
and Design
All facets of building design and planning
All facets of building design and planning
Architectural design of the building
Architectural design of the building
Engineering design of building systems
Engineering design of building systems
Estimating construction costs
Estimating construction costs
Planning future maintenance needs
Planning future maintenance needs
Planning for disasters that might befall the facility
Planning for disasters that might befall the facility
Procuring all necessary code/zoning compliance
Procuring all necessary code/zoning compliance
Documenting all phases of the design and estimating process
Documenting all phases of the design and estimating process
Planning for renovations and future construction projects
Planning for renovations and future construction projects
47. Workplace Planning, Allocation, and
Workplace Planning, Allocation, and
Management
Management
Workplace planning and design
Workplace planning and design
Furniture, equipment, and furnishing
Furniture, equipment, and furnishing
specifications, acquisition, and management
specifications, acquisition, and management
Analyzing maintenance needs and establishing
Analyzing maintenance needs and establishing
appropriate maintenance programs
appropriate maintenance programs
Planning concession, locker room, press box,
Planning concession, locker room, press box,
and related areas
and related areas
Art and memorabilia acquisition and
Art and memorabilia acquisition and
management
management
48. Budgeting, Accounting and
Budgeting, Accounting and
Economic Forecasting
Economic Forecasting
Budgeting for both the short and long-term
Budgeting for both the short and long-term
Developing and implementing capital,
Developing and implementing capital,
administrative, operations and maintenance
administrative, operations and maintenance
budgets
budgets
Implementing appropriate accounting and
Implementing appropriate accounting and
expense tracking systems
expense tracking systems
Insuring economic justifications are accurate
Insuring economic justifications are accurate
and making any necessary changes
and making any necessary changes
49. Real Estate Acquisition,
Real Estate Acquisition,
Management and Disposal
Management and Disposal
Site selection, evaluation, and acquisition
Site selection, evaluation, and acquisition
Facility purchase or leasing
Facility purchase or leasing
Facility or land sale/disposal
Facility or land sale/disposal
50. Construction Project Management
Construction Project Management
Interviewing and hiring the right professionals,
Interviewing and hiring the right professionals,
construction and trade personnel
construction and trade personnel
Total project, construction, and procurement
Total project, construction, and procurement
management
management
Preparation of
Preparation of “as built” documentation
“as built” documentation
51. Alteration, Renovation, and
Alteration, Renovation, and
Workplace Installations
Workplace Installations
Alteration and renovation management
Alteration and renovation management
Installing furniture, data communication
Installing furniture, data communication
wiring, voice communication wiring, and
wiring, voice communication wiring, and
security related wiring and equipment
security related wiring and equipment
Customizing and final touches
Customizing and final touches
Move management
Move management
52. Operations, Maintenance, and
Operations, Maintenance, and
Repairs
Repairs
Exterior maintenance of the building envelope (shell), roof, and windows
Exterior maintenance of the building envelope (shell), roof, and windows
Implementing various maintenance systems such as preventive,
Implementing various maintenance systems such as preventive,
breakdown, cyclical, grounds, road, and custodial maintenance
breakdown, cyclical, grounds, road, and custodial maintenance
Pest and rodent control
Pest and rodent control
Crowd management and ticketing disputes
Crowd management and ticketing disputes
Trash and recycling disposal
Trash and recycling disposal
Hazardous (chemicals, asbestos, air quality, PCBs, etc…) management and
Hazardous (chemicals, asbestos, air quality, PCBs, etc…) management and
disposal
disposal
OSHA compliance and facility safety
OSHA compliance and facility safety
Energy management to reduce costs
Energy management to reduce costs
Inventory management and procurement
Inventory management and procurement
Repair of system components
Repair of system components
Disaster recovery and prevention
Disaster recovery and prevention
53. Telecommunications and Other
Telecommunications and Other
Technology Management
Technology Management
Maintaining wiring and equipment
Maintaining wiring and equipment
Providing appropriate ventilation and security
Providing appropriate ventilation and security
for computer rooms
for computer rooms
Network management and documentation
Network management and documentation
54. Security and Life-Safety
Security and Life-Safety
Management
Management
Insuring code compliance on a continuous
Insuring code compliance on a continuous
basis
basis
Operating the facility in a safe manner
Operating the facility in a safe manner
Crime prevention through environmental
Crime prevention through environmental
design (CPTED)
design (CPTED)
Preparing for disasters with mock drills
Preparing for disasters with mock drills
Developing and implementing safety policies,
Developing and implementing safety policies,
procedures and goals
procedures and goals
55. General Administrative Services
General Administrative Services
Food services for employees
Food services for employees
Mail and photocopy centers
Mail and photocopy centers
Transportation and vehicle/fleet maintenance
Transportation and vehicle/fleet maintenance
departments
departments
On site gym/day care management
On site gym/day care management
56. CAFM
CAFM
Over the years Computer-Aided Facility Management
Over the years Computer-Aided Facility Management
(
(CAFM
CAFM) has grown to include any technology
) has grown to include any technology
platform that assist a facility manager in running a
platform that assist a facility manager in running a
facility. There are six primary areas where CAFM
facility. There are six primary areas where CAFM
has been applied and they are as follows:
has been applied and they are as follows:
Space & Asset Management
Space & Asset Management
CAD
CAD
Capital Planning & Facility Condition Assessment
Capital Planning & Facility Condition Assessment
Maintenance & Operations
Maintenance & Operations
Real Estate & Property Management
Real Estate & Property Management
Support Technologies
Support Technologies
57. Space & Asset Management
Space & Asset Management
Space and asset management
Space and asset management focuses on occupancy
focuses on occupancy
information, space planning, asset purchasing, maintaining,
information, space planning, asset purchasing, maintaining,
and tracking, and move management. Space planning can
and tracking, and move management. Space planning can
examine the future growth needs of a facility to help
examine the future growth needs of a facility to help
determine how much additional space might be required. If
determine how much additional space might be required. If
the current occupant utilizes 100 square feet per employee
the current occupant utilizes 100 square feet per employee
and there are 100 employees then the utilized facility space
and there are 100 employees then the utilized facility space
is 10,000 square feet (100 sq. ft. x 100 employees). If the
is 10,000 square feet (100 sq. ft. x 100 employees). If the
workforce is anticipated to grow 10 percent the next year the
workforce is anticipated to grow 10 percent the next year the
occupant will need 11,000 square feet to house the current
occupant will need 11,000 square feet to house the current
employees and the anticipated 10 additional employees.
employees and the anticipated 10 additional employees.
The CAFM program can examine the current floor space
The CAFM program can examine the current floor space
and determine if additional space is available and where to
and determine if additional space is available and where to
most efficiently and economically place the new employees.
most efficiently and economically place the new employees.
58. CAD
CAD
A
A CAD
CAD system is used to plan and design the
system is used to plan and design the
floor plan for the facility to optimize flow
floor plan for the facility to optimize flow
and function. Through examining floor
and function. Through examining floor
plans and redesigning the workspace a
plans and redesigning the workspace a
business can become more productive in the
business can become more productive in the
same basic location. For example, if
same basic location. For example, if
inventory can be moved to a more assessable
inventory can be moved to a more assessable
location, it could save employee time and
location, it could save employee time and
potential wear/tear on a facility.
potential wear/tear on a facility.
59. Capital Planning & Facility
Capital Planning & Facility
Condition Assessment
Condition Assessment
The
The capital planning and facility condition
capital planning and facility condition
assessment
assessment component tracks the current condition
component tracks the current condition
of the facility and associated equipment to improve
of the facility and associated equipment to improve
the facility
the facility’s operation, maintenance, and
’s operation, maintenance, and
management. This component utilizes a
management. This component utilizes a life-cycle
life-cycle
costing
costing plan for any needed maintenance and minor
plan for any needed maintenance and minor
repairs before neglect might cause a major repair.
repairs before neglect might cause a major repair.
The capital planning components helps identify
The capital planning components helps identify
what facility components (i.e. the roof) or
what facility components (i.e. the roof) or
equipment (i.e. facility vehicles) will need to be
equipment (i.e. facility vehicles) will need to be
replaced, when it will need to be replaced, and how
replaced, when it will need to be replaced, and how
much it will cost to replace.
much it will cost to replace.
60. Maintenance & Operations
Maintenance & Operations
The
The maintenance and operation
maintenance and operation component
component
of a CAFM program often incorporates a
of a CAFM program often incorporates a
Computer Maintenance Management System
Computer Maintenance Management System
(CMMS) since it can help track any
(CMMS) since it can help track any
component of the facility that needs to be
component of the facility that needs to be
fixed/maintained to more effectively utilize
fixed/maintained to more effectively utilize
maintenance personnel. Information
maintenance personnel. Information
gathered through this process can be
gathered through this process can be
incorporated into a spreadsheet to highlight
incorporated into a spreadsheet to highlight
any inefficiencies or cost overruns.
any inefficiencies or cost overruns.
61. Real Estate and Property Management
Real Estate and Property Management
The
The Real estate and property management
Real estate and property management
component of a CAFM program could help a
component of a CAFM program could help a
large company with multiple facilities. If the
large company with multiple facilities. If the
company has multiple facilities including
company has multiple facilities including
some that are leased or if they in fact are
some that are leased or if they in fact are
leasing some of their extra space this
leasing some of their extra space this
component helps track all the space and how
component helps track all the space and how
it is being purchased, managed, and disposed
it is being purchased, managed, and disposed
of.
of.
62. Support Technologies
Support Technologies
Support technologies
Support technologies utilizes various
utilizes various
computer applications to streamline the
computer applications to streamline the
entire facility management process or
entire facility management process or
integrate other CAFM components. This
integrate other CAFM components. This
category can include project management
category can include project management
and tracking, document management and
and tracking, document management and
storage, accounting and finance functions,
storage, accounting and finance functions,
and a host of other reports and functions that
and a host of other reports and functions that
can be pulled from other CAFM components
can be pulled from other CAFM components