Facilities Management : Towards Best Practice

Facilities management has been one of the fastest growing professional disciplines for some years, both in terms of volume and diversity of commercial activity. However, a widely accepted and implemented body of knowledge is still lacking.This book contributes to that knowledge building by taking models and ideas from a wide range of sources and linking them to extensive case study material drawn from practising facilities managers.The text is divided into three parts: current practice is illustrated, with a second chapter looking at enhancing services key facilities management issues are considered:user needs evaluation, outsourcing and computer-based information systems extensive advice is provided on managing people through change and on decision makingThe Second Edition features new material on user needs, briefing and procurement strategy, together with new public sector case studies.'This high quality book provides a comprehensive approach to the range of issues [and] the combination of case studies with theoretical perspectives and research has a strong practical emphasis' Chartered Surveyor Monthly'a thorough and very well researched book...as a student text it is first class' Construction Manager

Peter Barrett is Professor of Management Systems in Property and Construction in Salford University’s 5* rated Research Centre for the Built and Human Environment and is also Pro-Vice Chancellor responsible for all research in the University. He is a Fellow of the Royal Institution of Chartered Surveyors and coordinator of the 150 international members of Working Commission 65 (Organisation and Management of Construction) of the Conseil International du Bậtiment.

David Baldry is a Lecture in the School of Construction and Property Management, University of Salford where he is also attached to the Centre for Facilities Management. He is a Chartered Building Surveyor and Chartered Builder and a member of the Research Committee of the British Institute of Facilities Management.

Introduction to the First Edition	p. xi
Introduction to the Second Edition	p. xiii
Acknowledgements	p. xv
Abbreviations	p. xvii
Facilities Management Practice	p. 1
Current Good Practice in Facilities Management	p. 3
Introduction	p. 3
Scope of the chapter	p. 3
Summary of the different sections	p. 3
How to use this chapter	p. 4
Facilities Management Models	p. 4
Context	p. 4
Office manager model	p. 4
Single site model	p. 5
Localised sites model	p. 6
Multiple sites model	p. 6
International model	p. 7
Public sector model	p. 7
Case Studies	p. 8
Overview	p. 8
Office manager example	p. 8
Single site example	p. 10
Single site example 2	p. 15
Localised sites example	p. 19
Multiple sites example	p. 23
Multiple sites example 2	p. 30
Public sector example	p. 35
Public sector example 2	p. 39
Facilities Management Systems	p. 45
Overview	p. 45
Case study findings	p. 45
Facilities management structure	p. 46
Management of facilities management services	p. 49
Meeting current core business needs	p. 50
Facilities management and external influences	p. 51
Generic Model	p. 52
References	p. 55
Improving Facilities Management Performance	p. 57
Introduction	p. 57
Context	p. 57
Overview	p. 57
Summary of the different sections	p. 58
Client Perception of Facilities Management Services	p. 58
Context	p. 58
The nature of professional service quality	p. 58
Stimulating and Sustaining Improvements	p. 61
General approach	p. 61
Supple systems	p. 62
Strategic Facilities Management	p. 68
Possible relationships between facilities management and strategic planning	p. 68
Factors preventing inclusion of facilities management in strategic planning	p. 70
Facilities strategy	p. 71
Learning Organisations	p. 78
Context	p. 78
Individual learning	p. 78
Team learning	p. 81
Summary and Interactions	p. 85
References	p. 86
Current Models of Learning Organisations	p. 87
Key Facilities Management Issues	p. 91
User Needs Evaluation	p. 93
Introduction	p. 93
Aims	p. 93
Context	p. 93
Summary of the different sections	p. 94
The Relationship Between the Facilities Management Function and User Needs Evaluation	p. 95
Aims	p. 96
The importance of the design of buildings	p. 96
Value of user knowledge/involvement	p. 97
The importance of building appraisals for organisations	p. 98
Facilities management and building appraisals	p. 98
Uses and benefits of building appraisals	p. 99
Briefing	p. 100
Aims	p. 100
The importance of briefing	p. 101
Empowering clients and appropriate user involvement	p. 102
Managing the project dynamics and appropriate team building	p. 105
Using appropriate visualisation techniques	p. 107
Management of the briefing process	p. 109
Information required during the briefing process	p. 114
Post-Occupancy Evaluation (POE)	p. 119
Aims	p. 119
Building evaluation systems	p. 120
POE methods	p. 120
Data Collection: Methods, Analysis and Presentation	p. 130
Aims	p. 130
Context	p. 130
Data collection methods	p. 131
Data analysis	p. 137
Presentation techniques	p. 137
References	p. 138
Post-Occupancy Evaluation Data Sheets	p. 139
Procurement	p. 143
Introduction	p. 143
Aims	p. 143
Context	p. 143
Procurement of supplier organisations	p. 144
Understanding Outsourcing in a Facilities Management Context	p. 146
Aims	p. 146
Concept	p. 146
The scope and scale of outsourcing	p. 147
Grouping of facilities management contracts	p. 151
User's outsourcing potential	p. 153
Beyond Core Business	p. 154
Aims	p. 154
Core business	p. 154
Facilities Management Resource Decision Making	p. 157
Aims	p. 157
The shortcomings of the intuitive approach	p. 157
Primary advantages and disadvantages of outsourcing	p. 158
Secondary driving and constraining forces	p. 161
Determining the user's 'environment' towards facilities management resourcing	p. 164
Summary	p. 167
References	p. 168
Description of Case Study Organisations	p. 168
Case Study 1	p. 168
Case Study 2	p. 169
Computer-based Information Systems	p. 171
Introduction	p. 171
Scope of the chapter	p. 171
Summary of the different sections	p. 171
Information, Information Technology and Information Systems in Facilities Management	p. 172
Computer-based information systems: What are they and why are they important?	p. 172
Information technology: What is its relationship to information systems?	p. 173
Information technology: How has it been applied to the facilities management function?	p. 174
The organisational context of information: What type of information is required by the facilities manager?	p. 175
Computer-based information systems: How can they be developed?	p. 176
The Development of Computer-based Information Systems	p. 176
Introduction	p. 176
The project team	p. 177
Stage 1: System definition and outline	p. 178
Stage 2: System development	p. 180
Stage 3: System implementation	p. 186
Stage 4: System maintenance and learning	p. 187
Enabling Capabilities	p. 195
Managing People Through Change	p. 197
Introduction	p. 197
The changing face of the work environment	p. 197
Putting the human element into change	p. 197
Managing people through change objectives	p. 199
Organisation development approach to managing people through change	p. 200
The role of the facilities manager within the change process	p. 201
Chapter aim and structure	p. 201
Stage 1: How to Get the Change Process Started	p. 203
Stage objectives	p. 203
Stage rationale and context	p. 203
Tasks	p. 204
Tools	p. 205
Input	p. 207
Output	p. 207
Stage 2: How to Collect Information for the Change Project	p. 211
Stage objective	p. 211
Stage rationale and context	p. 211
Task	p. 212
Tools	p. 212
Input	p. 213
Output	p. 213
Stage 3: How to Develop an Action Plan	p. 216
Stage objectives	p. 216
Stage rationale and context	p. 216
Tasks	p. 217
Tools	p. 217
Input	p. 218
Output	p. 219
Stage 4: How to Implement and Evaluate the Change Project	p. 221
Stage objectives	p. 221
Stage rationale and context	p. 221
Tasks	p. 223
Tools	p. 223
Input	p. 223
Output	p. 223
Concluding Remarks	p. 224
Reference	p. 225
Decision Making	p. 227
Introduction	p. 227
The importance of decision making	p. 227
The myth and reality of decision making	p. 227
The need to rationalise the decision-making process	p. 228
The decision-making process	p. 229
Chapter structure	p. 230
Stage 1: Exploration of the Nature of the Problem	p. 231
Introduction	p. 231
Step 1: Sense problem	p. 231
Step 2: Set initial objectives	p. 234
Step 3: Identify problem characteristics	p. 236
Step 4: Establish decision-making group	p. 239
Step 5: Establish decision-making process plan	p. 242
Stage 2: Generation of Possible Solutions	p. 246
Introduction	p. 246
Step 1: Collection and analysis of information	p. 247
Step 2: Apply creative solution-generation techniques	p. 248
Stage 3: Choosing Among Possible Solutions	p. 253
Introduction	p. 253
Step 1: Identify evaluation criteria	p. 253
Step 1A: Apply decision rule	p. 256
Step 2: Test feasibility	p. 257
Step 3: Test acceptability	p. 259
Step 4: Test vulnerability	p. 261
Step 5: Choose solution	p. 263
How to implement, follow up and control a decision	p. 264
Conclusion	p. 274
References	p. 275
Further Reading	p. 277
Index	p. 279
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