1. 0
Workspace Relocation Project Management:
Practical Opportunities for Success from an Facility
Professional Perspective
Presented by:
Thomas L. Mitchell, Jr., Lt Col (ret), USAF, Ph.D.(s),
CFM, IFMA Fellow
• Senior Vice President | Chief Operating Officer
FM3IS & Associates, LLC
• Director, Board of Directors
US National Institute of Building Science
• Chairman, 2009-2010 Board of Directors
International Facility Management Association
Presented to:

2. 1
The Philosophy: Mitchell-ism #22
“Vision …
without a Plan
… is just an
Illusion”
Thomas L. Mitchell, Jr.,
Pseudo - Philosopher
1964 - Still Breathing 
“Reduce your plan to
writing. The moment you
complete this, you will
have definitely given
concrete form to the
intangible desire.”
Napoleon Hill
“A good plan is like a road
map: it shows the final
destination and usually the
best way to get there.” H.
Stanely Judd

3. 2
The Facility Management profession has considerably evolved over the
decades across the globe, in terms of workforce service offering skill delivery
and capability expectations to the organizational leadership and customers
FM Competency and Performance ExpectationsFacilities Management (FM) Functions
The Professional Maturation of FM
IFMA Global Job Task Analysis 2009

4. 3
A Case Study … 24th Air Force Headquarters &
Operations Center Mission Ops Relocation Project
“By failing to prepare, you are preparing to fail.”
Benjamin Franklin
PROBLEM STATEMENT: Construction program
experienced approx. 25% cost & 85% schedule growth.
PERFORMANCE EFFECTS:
• PROJECT INITIATION (Requirement Planning and
Programming) – No Customer Concept Document
(aka project definition document) was developed and
approved by 24 Air Force leadership
• IMPLEMENTATION (Technical Design and Construction) – (1) Proposed furniture design and
finish selection submittals within the Comprehensive Interior Design binder was not
approved; and (2) interior design requirement didn’t receive technical reviews prior to
contract award
• MONITORING & CONTROL (Project Leadership and Management) – (1) No indication a
Project Management Plan was developed and approved for use during design and
construction, nor (2) was there an assigned program manager!!!
The Art of “Losing” for Facility (Project) Managers
24th Air Force HQ and Operations Center
Building 171 – Joint Base San Antonio

5. 4
“We’re invested in it even before AFCYBER is a tenant in it.””
Thomas Mitchell, Jr.
The Competency Linkage Between FM & PM Professions
Problem
– No Accountability to the Leaders: There’s no single program management (PgM)
“lead” at any “stakeholder” organization accountable to its leadership
– No Accountability of the PMs: Many are comfortable saying, “I don’t know”, or
“that’s not my area of responsibility”; directly affects their resolve to proactively
address issues before they become problems
– No Accountability in the Process: No defined, integrated protocol, products or
personnel to: (1) link PM efforts; (2) show progress schedules changes/impacts; and
(3) keep leaders informed
Solution
– Get Accountability to the Leadership: “Stakeholder” PgM leads will link and closed
the PgM system
– Get Accountability from the PMs: Empower PMs engaged in effort with the
authority to link, integrate and synergize both efforts -- “Be a champion and part of
the solution in the process”
– Get Accountability in the Process: Leverage existing “stakeholder” meetings, so
leadership can see PMs products, get updates, and receive recommendations

6. 5
“As for the future, your task is not to foresee it, but to enable it.”
Antoine de Saint Exupery
The Competency Linkage Between FM & PM Professions
Theme: “We’re all invested in it even before AFCYBER is a tenant in it”
Deployment: Establish the new ROE and Accountability Expectation
– Governance: Define PM roles and responsibilities, and provide oversight
– Management: Plan and administer overall program, and related projects
– Planning: Integrate activities that take place at multiple levels (FM, IT, etch)
– Financial management: Implement specific fiscal practices and controls
– Infrastructure: The technology, and other factors in the work environment supporting the
program effort
Employment: Obtain “Owner” approval
– Brief the “Owners” -- STAKEHOLDER EXECUTIVE REVIEW BOARD
– Brief the “Advocates” -- SENIOR LEADER STEERING GROUP
– Brief the “Champions” -- PROJECT MANAGEMENT TEAM
Sustainment: PM System Execution “Battle Rhythm” (People, Process, Place,
Product)

7. 6
“The line between disorder and order lies in logistics…”
Sun Tzu
The Competency Linkage Between FM & PM Professions

8. 7
“The line between disorder and order lies in logistics…”
The Workspace Transition Phase …
The Competency Linkage Between FM & PM Professions

9. 8
“The line between disorder and order lies in logistics…”
The Workspace Transition Strategy …
The Competency Linkage Between FM & PM Professions

10. 9
“The line between disorder and order lies in logistics…”
The Workspace Transition Resources …
The Competency Linkage Between FM & PM Professions

11. 10
“The line between disorder and order lies in logistics…”
The Workspace Transition Preparation …
The Competency Linkage Between FM & PM Professions

12. 11
“The line between disorder and order lies in logistics…”
The Workspace Transition Move …
The Competency Linkage Between FM & PM Professions

13. 12
“The line between disorder and order lies in logistics…”
The Workspace Transition Process …
The Competency Linkage Between FM & PM Professions

14. 13
1: Plan the work by utilizing a project
definition document
2: Create a planning horizon
3: Define project management
procedures up front
10 Lessons Learned for Successful Project Management …
“Even if your on the right track, you will get run over if you just sit
there.”
Roy Rogers
The Art of “Winning” for Facility (Project) Managers
4: Manage the work plan & monitor the schedule/budget
5: Look for warning signs
6: Ensure that the sponsor approves scope-change requests
7: Guard against scope creep
8: Identify risks up front
9: Continue to assess potential risks throughout the project
10: Resolve issues as quickly as possible

15. 14
“The ‘P’ in PM is a much about PEOPLE Management, than it is about
Project Manager.”
Cornelius Fichtner, PMP
 Master the mindset of
fellow stakeholders
 Share Expertise to Build
Confidence
 Collectively Resolve
issues as quickly as
possible
 United WE stand, divided
WE fall
The Art of “Winning” for Facility (Project) Managers

16. 15
Questions / Discussion
Thank You … and feel free to keep in touch via
• Email: thomas.mitchell_fm3is@groupmail.com
• Linkedin @ http://www.linkedin.com/in/thomasmitchelljrcfm
Thomas L. Mitchell, Jr., CFM, MA. Mgt., IFMA Fellow
Thomas L. Mitchell, Jr., PhD(s), CFM, IFMA Fellow
- Facility Performance Improvement
- Workforce Competency Development
- Organization Leadership Alignment