Facilities managment

Facility management or facilities management
D
FM has become highly competitive, subject to continuous innovation and development, under pressure to reduce costs and to add value to the
FM is an interdisciplinary field devoted to the coordination of space, infrastructure, people and organization, often
associated with the administration of office blocks, arenas, schools, convention centers, shopping complexes,
hospitals, hotels, etc. However, FM facilitates on a wider range of activities than just business services and these
are referred to as non-core functions. Many of these are outlined below but they do vary from one business sector
to another. In a 2009 Global Job Task Analysis the International Facility Management Association (IFMA) identified
eleven core competencies of facility management. These are: communication; emergency preparedness and
business continuity; environmental stewardship and sustainability; finance and business; human factors;
leadership and strategy; operations and maintenance; project management; quality; real estate and property
management; and technology. is a discussion deck template for a corporate strategy development session. In this
discussion, we go through a 2-prong approach to growth and evaluate the merits of various growth drivers. From
the 2-prong approach, various scenarios can be generated in the discussions and dashboards are used to evaluate
each scenario.

Facility management is
supported with training and
professional qualifications
often co-ordinated by FM
institutes or associations,
and a limited number of
formal degree programs exist
at both undergraduate and
graduate
1 Role of the facilities manager
1.1 Health and safety
1.2 Fire safety
1.3 Security
1.4 Maintenance, testing and inspection
1.5 Cleaning
1.6 Operational
1.7 Tendering
1.8 Commercial property management
1.9 Business continuity planning
1.10 Space allocation and changes
2 Europe
3 Hong Kong
4 See also
5 References

Contents
1 Role of the facilities manager
1.1 Health and safety 1.2 Fire safety
1.3 Security 1.4 Maintenance, testing and inspection
1.5 Cleaning 1.6 Operational
1.7 Tendering 1.8 Commercial property management
1.9 Business continuity planning 1.10 Space allocation and changes
2 Europe 3 Hong Kong
4 See also 5 References

Introduction to Prong 1 and Prong 2)
The discipline of facility management and the role of facility managers
PRONG 1
The discipline of facility
management
• in particular are evolving to the extent that many
managers have to operate at two levels: strategic-
tactical and operational.[2] In the former case,
clients, customers and end-users need to be
informed about the potential impact of their
decisions on the provision of space, services, cost
and business risk. In the latter,
PRONG 2
the role of facility
managers
• it is the role of a facility manager to ensure
corporate and regulatory compliance plus the
proper operation of all aspects of a building to
create an optimal, safe and cost effective
environment for the occupants to function. This is
accomplished by managing the following activities:

Introduction to Prong 1 and Prong 2
Health and safety Security
Main article:
Physical security
The FM sector acts as an umbrella, horizontally oriented market. It currently represen
• The facilities management department in an organization is required to control and manage many safety related issues. Fail
• The threat from fire carries one of
the highest risk to loss of life, and
the potential to damage or shut
down a business. The facilities
management department will have
in place maintenance, inspection
and testing for all of the fire safety
equipment and systems, keeping
records and certificates of
compliance
• Security to any organization is necessary to
protect the employees and the business
and this often comes under the control of
the facilities management department, in
particular the maintenance of the
hardware. Manned guarding may be under
the control of a separate department. have
great customers, including the 2 largest
customers
• However, on of our biggest risks is also
customer concentration, with 1
contributing 80% of our gross margin
Main article
: Occupational safety
Fire safety
Main article: Fire protecti
on

Introduction to Prong 1 and Prong 2
The FM sector acts as an umbrella, horizontally oriented market. It currently represen
• Maintenance, testing and inspection schedules are required to ensure that the facility is operating safely and efficie
• Cleaning operations are often undertaken out of business hours, but provision may be made
• The facilities management department
has responsibilities for the day-to-day
running of the building, these tasks
may be outsourced or carried out by
directly employed staff. This is a policy
issue, but due to the immediacy of the
response required in many of the
activities involved the facilities
manager will need to keep tight
control, often requiring daily reports or
an escalation procedure.
Cleaning
Main article: Commercial cleaning
Maintenance, testing and inspection
Main article
: Maintenance, repair, and operations
Operational
Main
article: Operations management

Prong 1 – Stay with the Core
, but this often depends
on how the facilities
department is organized
"soft" Grow
organically
"hard" Grow
inorganically
hard the
mechanical
and electrical
services
Manufacturing
& Operations
Process &
Product
Engineering
Manufacturing
& Operations
Help desks may be used to book
meeting rooms, car parking spaces
and many other services Soft would
include reception, post room,
cleaning, etc.
EXAMPLE 2
Stick to your knitting,
acquire facility
EXAMPLE 3
Stick to your knitting,
acquire like company
Acquire
facility
Acquire
like company
Some issues require
more than just periodic maintenance, for example those that can stop or hamper the productivity of the business or that have safety
calls
are prioritized but may be as simple as too hot or too cold, lights not working, photocopier jammed, coffee spills, vending machine pr

Scenarios
Example 1: Stick to your knitting, grow organically
PRONG 1
Stay with the Core
PRONG 2
Go for More
STAY THE COURSE
Main article: Procurement
Process & Product
Engineering
Customers
EXISTING EXISTING EXISTING
Organic growth of customers if
incremental (and not proportional to
the increase in capacity)
Benefit
The facilities management team will seek
to periodically re-tender their contracts, or
at the very least bench mark them to
ensure they are getting value for money.
For this to happen it is necessary to have
an up to date list of equipment or assets to
send out with the tenders.
This information is often
retained on the same computer
as the maintenance schedule
and updating may be
overlooked as equipment gets
changed, replaced or new
items are installed. The asset
register is also an important
tool for budgeting, used to for
life cycle costings and for
capital expenditure forecasting.

Scenarios
Example 2: Stick to your knitting, acquire facility
PRONG 1
Stay with the Core
PRONG 2
Go for More
XXXX MODEL
Business continuity planning
Building may be owned by the
occupier or leased. Leased properties
will be subject to periodic rent
reviews..
In many organizations, office layouts are
subject to frequent changes. This process
is referred to as churn rate,[6]
expressed as
the percentage of the staff moved during
a year. These moves are normally
planned by the facilities management
department using computer-aided design.
In addition to meeting the needs of the
business, compliance with statutory
requirements related to office layouts
include: the minimum amount of space to
be provided per staff member; fire safety
arrangements; lighting levels; signage;
ventilation; temperature control and
welfare arrangements such as toilets and
drinking water. Consideration may also be
given to vending, catering or a place
where staff can make a drink and take a
break from their desk.
Benefit
Commercial property management
Main article: Leasing Main article: Business
continuity planning
All organizations should have in
place a continuity plan so that in
the event of a fire or major failure
the business can recover quickly.
In large organizations it may be
that the staff move to another site
that has been set up to model the
existing operation. The facilities
management department would
be one of the key players should
it be necessary to move the
business to a recovery site.
Space allocation and changes
Main article: Office

Scenarios
Example 3: Stick to your knitting, acquire like company
PRONG 1
Stay with the Core
PRONG 2
Go for More
XXXX MODEL
Europe
"(the) integration of processes within
an organization to maintain and
develop the agreed services which support
and improve the effectiveness of
its primary activities.
Hong Kong
The European facility management
association, EuroFM, uses the
EN15221 definition. The definition of
facility management, EN15221-1,
provided by the European Committee
for Standardisation (CEN) and ratified
by 31 European countries is:
The Hong Kong Institute of Facility
Management (HKIFM) established in
August 1999 was the local
professional institution of Hong Kong
SAR to promote and develop facility
management in the Hong Kong SAR.
They organised Hong Kong's only FM
Award, the Excellence in Facility
Management Award (EFMA) on yearly
basis. Their success can be referred
from 　 the website www.hkifm.org.hk.
Benefit
According to this European standard, the scope of
FM is 'Space & Infrastructure' (planning, design,
workplace, construction, lease, occupancy,
maintenance, furniture, cleaning, etc.) and 'People
& Organisation' (catering, ICT, HRM, HS&S,
accounting, marketing, hospitality, etc.).
Currently a project is underway to develop an ISO
standard that defines FM on a global level.[citation
needed]
This project is being led by the British
Standards Institute represented by Stan Mitchell,
former chairman of BIFM and Global FM.[citation needed]

Contents
• Introduction to Prong 1 and Prong 2 Concept
• Prong 1 Overview
• Prong 1 Scenarios
• Prong 2 Overview
• Prong 2 Scenario

Contents
• Introduction to Prong 1 and Prong 2 Concept
• Activity relationship chart
• Physical plant
• Building information modeling
• Computerized maintenance management system
• Property maintenance
• Property management
• 0.047453704

Contents
• References
• 1. Jump up^ Mudrak, T., Wagenberg, A.V. and Wubben, E. (2004), “Assessing the innovative ability of FM teams: a review”,
Facilities, Vol. 22 Nos 11/12, pp. 290–5.
• 2. Jump up^ David Cotts; Kathy Roper; Richard Payant (2010). The Facility Management Handbook - Organizing the
Department. New York: AMACOM. p. Chapter 2.
• 3. Jump up^ Brian Atkins; Adrian Brooks (2009). Total Facilities Management (3rd ed.). Chichester UK: Wiley Blackwell.
p. 119 to 130.
• 4. Jump up^ Gorden, Robert (2008). Start and Run a Successful Cleaning Business. Oxford: How to Books.
p. 74.ISBN 9781845282844.
• 5. Jump up^ Booty, Frank (2010). Facilities Management. Amsterdam: Elsevier. p. 295.
• 6. Jump up^ Alexi Marmot, Joanna Eley; “Office space planning: designing for tomorrow's workplace” McGraw Hill P91
• 7. Jump up^ "Join the group of Office Admins and Facility Management Professionals at www.officeadministration.info". You
can find tutorials, of Office Administration And Facility Management here, you can also attend quiz and test your knowledge on
Office Administration And Facility Management.

Scenarios
<SCENARIO X> Dashboard
PRONG 1
Stay with the Core
PRONG 2
Go for More
IMPACT ON CORE DRIVERS OF VALUE
Manufacturing
& Operations
Process & Product
Engineering
Customers
OVERVIEW
FINANCIAL ANALYSIS
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CORE OBJECTIVES
Revenue growth 1  3 4 5 (Highest)
Margin growth 1 2 3  5 (Full satisfaction)
CORPORATE RISKS
Direct labor unrest 1 2 3 4 5 (Full satisfaction)
Customer concentration 1 2 3 4 5 (Full satisfaction)
Pricing and margin pressures 1 2 3 4 5 (Full satisfaction)
Technology innovation 1  3 4 5 (Full satisfaction)
Talent management, BCP 1 2 3 4 5 (Full satisfaction)
TECH MFG COMPANY 1 2 3 4 5 (Full satisfaction)
EVALUATION CRITERIA

Prong 2 – Go for More
Grow
inorganically
Process &
Product
Engineering
EXAMPLE 4
Transform the business, extending
your value chain
Extend Manufacturing
Capabilities Financial
buy
PRONG 2
Go for More
What is our
strategic
goal?
Manufacturing
& Operations
Extend Design/
Engineering
Capabilities
?

Scenarios
Example 4: Transform the business, extending our value chain
PRONG 1
Stay with the Core
PRONG 2
Go for More
CISCO MODEL
Manufacturing
& Operations
Process & Product
Engineering
Customers
Acquire new company with existing
manufacturing facilities and
capabilities; and management team
and capabilities
Acquired company brings IP and
engineering capabilities
Acquired company has existing
established customer base
NEW NEW NEW
Manufacturing
synergies
Engineering
& IP synergies
Customer
base synergies

Scenarios
<SCENARIO X> Dashboard
PRONG 1
Stay with the Core
PRONG 2
Go for More
IMPACT ON CORE DRIVERS OF VALUE
CORE OBJECTIVES
Revenue growth 1  3 4 5 (Full satisfaction)
Margin growth 1 2 3  5 (Full satisfaction)
CORPORATE RISKS
Direct labor unrest 1 2 3 4 5 (Full satisfaction)
Customer concentration 1 2 3 4 5 (Full satisfaction)
Pricing and margin pressures 1 2 3 4 5 (Full satisfaction)
Technology innovation 1  3 4 5 (Full satisfaction)
Talent management, BCP 1 2 3 4 5 (Full satisfaction)
TECH MFG COMPANY 1 2 3 4 5 (Full satisfaction)
EVALUATION CRITERIA
Manufacturing
& Operations
Process & Product
Engineering
Customers
OVERVIEW
FINANCIAL ANALYSIS
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Introduction to Prong 1 and Prong 2 (1 of 3)
TODAY TOMORROW DAY AFTER
OPTION A
Boost performance of
existing business model
(STAY WITH THE CORE)
OPTION B
First, boost performance of
existing business model
(STAY WITH THE CORE)
Next, transform the business into a
Technology Manufacturing Company
(GO FOR MORE)
OPTION C
Immediately transform the business into a
Technology Manufacturing Company
(GO FOR MORE)
• COMPANY can either work on
boosting the performance of its core
business and let the business
continue as is
• This is LOW RISK
• COMPANY can further the
first option by transforming
the business into a
Technology Manufacturing
Company
for sustainable growth
• This is MEDIUM RISK
• The final option is for COMPANY
to immediately begin its
transformation into a Technology
Manufacturing Company
• This is HIGH RISK
High
urgency

Facilities managment

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