Facilities Management Education

gurglejapaneseManagement

Nov 18, 2013 (3 years and 8 months ago)

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Danny
Shiem
-
shin Then

Facilities Management
Education

-

Issues of Breadth
and
Depth


2013

Congress

Brief Profile

MSc in Construction Management ( Maintenance Management)

MSc in Facilities Management

Department of Building

1983
-
1996

MBA in Facilities Management

MSc in Facilities Management

School of Construction and Property

1996
-
2001

MSc/
PgD

in Facilities Management

Department of Building Services Engineering

2001
-
2013

Facilities Management
is Complex

status


as a profession
& academic discipline


Organisation

-

responsibilities &
positioning

Stakeholders

client, service providers,
users, owners,
consultants,
etc

Management


strategic
vs

operations

Scope


assets/functions/services

FM
Type of business


public/private, local/international

Nature of portfolio


disperse/concentrated,
age/condition


Many
definitions of FM,
they
suffer from being
too
general

or
too restrictive

to be useful.


In practice, FM covers an extremely wide range of
activities
which need to be managed in
such a way as
to positively assist an organisation in achieving its
strategic objectives.


Given the potential scope of FM, each organisation has
to develop its own ‘working definition’ of FM that is
meaningful and relevant to the organisation’s context.
FM
scope can evolve over time as the organisation
grows (+,
-

or =).

Summary from review of FM definitions:

Facilities Management in Practice


Understand the business you are
supporting


business dynamics

FM & Business
Support


Understand the product you are
managing


asset management

FM & Design


Understand the supply market


sourcing options

FM &
Procurement


Greening the built environment
-
corporate social responsibilities

FM &
Sustainability


Enabling the users


culture and
expectations (occupancy costs)

FM & People

©

Then(2010)

What business expects from FM?

Educational
Provision
in FM


From certificate to PhD level.


Already in all continents, but patchy growth in
different countries.

“..At present, the agenda of facilities courses sometimes
appears as
uncoordinated
or illogically
-
formed lists, with no
one quite knowing what to put in or what to leave out and
with items sometimes included on the basis of staff
availability or enthusiasms rather than on a clear idea of
overall course structure…” (
Leaman
, 1992, p.20).

Consideration of breadth & depth

Issues of Breadth and Depth in FM

Breadth in FM

Functions & Services

Competences lists by
professional
institutions like
IFMA, BIFM, FMA


getting the job done.

Depth in FM

Current practice within
an
organisation

Relates
to context,
culture and resources
+
personal development &
knowledge acquisition +
current FM processes

Issues of Breadth
in
FM

Functions/services needed to support the business
operations


getting the job done

Decisions relating to FM actions often rely on
understanding and application of theories and
principles that underpin:


Economics and finance


Human relationships and people management


Technology


Physical asset management


Design of FM Course Content

Issues of
Depth
in FM

Current practice within an
organisation

-

relates
to context, culture and
resources +
how the FM
role is perceived at corporate management level
and actually reflected in organizational
positioning, in
terms of level
of resourcing and in
value adding potential to the core business

Personal career development & knowledge
acquisition rely on soft skills as much as technical
expertise.

FM Practice & Business Relevance

Breadth and Depth in FM

They ought to be related but often not


with
consequences for RE/FM!

Separation
of Strategic Management and
Operational Management

Misalignment between Business Needs
and RE/FM delivery

Underfunding in resources for RE/FM
-

lack of professionalism, competences,
inappropriate service levels and poor
asset care

FM as an inclusive practice

The business of managing assets

ASSETS

The business of space

WORKSPACE

The business of managing services

SUPPORT
SERVICES

All three areas are impacted

by technological developments &
people (owners, users, service providers) are at the heart of
decision making.

Three key related areas in the management of
corporate facilities:

FM as an inclusive practice

FM is about providing
appropriate facilities
solutions


to meet business
challenges

Asset
Management

Maintenance
driven

Portfolio
life
-
cycle
management

Workplace
Management

Provision of
services

Enabling the
workforce

Service
Management

Managing
transactions

Managing
relationships

Shifts in management focus


Pressures to reduce
costs


Need to optimise all
business resources


Need to adapt and
response to new
emerging
technologies


Need to response to
new management
approaches


Need to increase
capacity

To ensure corporate
survival

To remain
competitive by
responding to
changes in
technology & new
management
thinking


To plan for
growth(+/
-
)

MARKET

FACTORS
and
CORPORATE
CULTURE

Specific Measures in
Real Estate / Facilities
Management

Key Management
Initiatives

Responding
Corporate
Objectives


Consolidate real
estate portfolio


Reduce
occupancy costs


Review
procurement
strategy


Re
-
engineer
current processes
incorporating
technological
development

Emerging Response

Traditional Push



Why
FM is strategic?
-

Understanding

Business Drivers


Minimise
r
isks and deliver
acceptable performance


Proactive management of real
estate portfolio over time


Implications of aligning real estate
portfolio to new strategic direction:


define strategic options to adjust
operational real estate portfolio to
meet new requirements


define affordable and acceptable
service levels to meet users
expectations


plan for flexibility in supply

Strategic
(Business)
Management focus

Operational
(Asset)
Management focus


Strategic Business Planning
(corporate strategy
)


Strategic Direction
(implications on business
resources)


Implications of business
plans on real estate portfolio:


define demand shifts in
operational property profile,
e.g. location, technological
innovations


define acceptable assets
attributes
and services to
meet operational
requirements

Strategic
vs

Operational FM

Separation of Strategic Management and Operational
Management



The need for dialogue

Strategic Choice



Corporate Strategy



Core / Non
-
Core Division

Supporting strategies:


appropriate operational
facilities


flexibility in supply

Delivery of Facilities &
Support Services
within Business Entity

Strategic Facilities Planning

Strategic (business) Management:


Market / Environment Factors


Management of Change


Management of Business Resources

Operational (asset) Management:


Real Estate Dimension
(operational portfolio)


Operational Dimension
(facilities support services)

D
i
a
l
o
g
u
e

S. S. Then (1996)

Drivers for Change and Implications


Growing awareness of the need to manage
physical resource (mix and fit evaluation)


Concerns with raising occupancy costs


Long term asset ownership and liabilities


Need to align real estate resource to
strategic direction


Environmental concerns (location) and
employee productivity (internal
layout)


Real estate portfolio profile
(balance
between ownership and liabilities)


Optimising location advantages

(
national and global)


Space utilisation
(matching supply to
demand)


Layout configurations
(workplace
innovations


tasks and processes)

Trends in Real Estate Management

Impact on Facilities Provision

Trends in Facilities Services
Procurement
and
Management

Impact on Facilities Services
Delivery and Management


Becoming generalist


In search of economy


Trend towards outsourcing


Partnering and Alliances


Service orientation


Consider market options


Flexibility in
accommodating changes in
technology & work styles


Integrated resources management


Procurement strategies


Service management

Leadership Issue

Workplace Law (2013)

‘FM’ has always been a catch
-
all term for

‘things that need to be done to run a building
’.
Here
are the most popular things that
FM

covers
from our respondents’ experiences.

Diversity Issue

Workplace Law (2013)

Current Focus on FM Issues

IFMA
(2009)

Strategic Facility
Planning Whitepaper





RICS(2012)

Raising the Bar: Enhancing
the
strategic role
of FM

Raising the Bar:
Enhancing the Strategic Role of
FM


(RICS Report 2012)

Raising the Bar
: Enhancing the Strategic Role of FM

1.
Understanding the vision and strategy of the organisation

2.
Understanding and translating the strategy of each SBU

3.
Understanding and translating the
CEO financial strategy for the organisation

4.
Developing and implementing a workplace strategy, aligned with HR and IT

5.
Bridging the relationship between workplace strategy and delivery of projects

6.
Aligning the FM supply chain with FM strategy, and with the organisation as a whole.


(RICS Report 2012)

Raising
the
Bar

-

Enhancing the Strategic Role of FM

Recommendations:


Senior FM professionals need to be more strategic in their
thinking and actions if the sector is to be considered essential
to boosting company performance and creating high
performance organisations.


Heads of FM need to demonstrate how FM can directly
impact activities, processes and people in an organisation to
create new strategic value for customers.


FM needs to become an essential function which can boost
competitive advantage, attract and retain talent and enable
creativity and innovation.


Current Focus on RE/FM Issues


Corenet

Global


State of Industry
Reports


CRE & FM Futures
Forum Reports
(2012 & 2103)

CRE/FM Integrative
Model

Strategic
CRE/FM

Team

The Classic
CRE/FM
Team

The Modified Classic
with Strategy
CRE/FM

Team

Source: “Trends in Corporate Real Estate


The role of strategy.”
The Leader.

September/October 2013. pp. 26
-
29.

Current Focus on FM Issues
-

Summary

All the above findings point to a realization:



of the increased awareness of the
potential value contribution of effective
FM


starting with strategy, rather than
playing catch
-
up!



of the need
to align FM initiatives to
strategic business
direction
-

operational
requirements
is a
given, understanding the
business is key.

Shift in FM
Conceptualization

About people, investments, assets &
space

FM beyond
transactions

About effective deployment and
utilization of functional spaces within
buildings & enabling users

FM beyond
buildings

About alignment of supply and
demand, value contribution to core
business, affordability & appropriate
services, and whole
-
life asset
management

FM beyond costs

Theming of FM programs

BUSINESS MANAGEMENT

CORE PROCESSES


SUPPORT SERVICES

FACILITIES
MANAGEMENT

BUSINESS RESOURCE BASE


TECHNOLOGY

REAL ESTATE
PEOPLE


ASSET MANAGEMENT

CULTURE


CONTINUOUS IMPROVEMENT & PROCESS RE
-
ENGINEERING

© Then, 2000

Context of
Facilities
Management

Moving beyond Managing Support Transactions

Financial
Management

Space
Management

Operational
Management

Behavioural
Management

Financial Asset
Management

Rental /
Return

Enhance/Maintain
Asset Value

Asset Performance

Users’
Satisfaction

Users’
Participation

Maintenance

Management

Lease & Property
Management

Utilisation

Interior Design
&
Configuration

Fit
-
out &
Relocation

Building
Enclosure

Building
Services

Building
Environment

Building
Grounds

Structure

Finishes

Cleaning Security IAQ Visual / Thermal / Acoustics

Out
Buildings

Roads &
Car parks

Landscaping

Other
Amenities

OH&S Electrical Plumbing HVAC Painting

Fire
Protection

Waste
Disposal

Other
Services

Investment

Space

Assets

People

Communication

Transportation


Modified from Quah L K (1998)

Users’
Perception

Scoping of Facility Management

SPACE

PEOPLE

FM beyond Buildings


Economics









Building




Management Technology

PROCESS

Financial

Management


Asset



Operational


Management




Management

© Then, 2000

Interfaces within Facility Management

FM as vector of change within organisations

Then (Rev.2001)

Meeting
Business
Requirements

Providing
Facilities
Solutions

Property

People

Technology

Facilities
Management
Processes

Adding
Value

Optimising Costs

Source: Then, S.S. (1998)

FM
Context and
Choice

Flexibility

Fit for Purpose

FM

CONTEXT

Choice

FM as
Enablers to Businesses

FM

Deliverables

Business Outputs & Market
Environment

Structure

Business
Context

FM
Roles

FM
Processes

Competencies

FM’s Deliverables as
enablers of business


Appropriate competences


Appropriate
functional
space


Appropriate
services

Providing
facility
-
related
solutions to
business needs

©

Then (2001)

FM

What are the implications on FM
Education and Training?

Given the diverse scope of FM activities:


Do we specialize or integrate?


At what level?


vocational / tertiary;
sub
-
degree level /degree / postgraduate


Who is best positioned to deliver the
education and training?


HEI / Industry
/ specialists


Rationalization as a Graduate Program

Integrated FM


key components


Strategic Components

-

business focus

Operational Components

-

customer focus

S. S. Then (Nov. 1997)

Strategic Shifts required

Close to strategic business planning

Contribute to strategic options

Projects driven

Competitive procurement

Distance from senior management

Low / non
-
influential

Functionally divide

Predominantly in
-
house service provision

S. S. Then (Nov. 1997)

in

STRUCTURE
from
to

in

PROCESSES from

to

Proactive, demand
-
led process

Supporting strategic intent, business process
-
led

Integrated resources management

Interactive knowledge of operational portfolio

Reactive, supply
-
led process

Subservient role, transaction
-
led

Functionally split, property focus

Patchy knowledge of assets base

in

COMPETENCES
from
to

Business skills

Providing strategic options

Process
-
based approach

External comparison (benchmarking)

Technical skills

Solving problems

Task
-
based approach

Internally focus

Personal Reflections


The management of physical asset and the
facilities and services within them, being one of
the most under
-
managed business resources,
offers ample opportunities to add value to
businesses by being more effectively aligned to
business needs.


Agree with
Wagenberg’s

assertion:

“..development of FM theory has to take place in
the practical context of FM. … theory proofs itself
in the reality of management of facilities.”

Waganberg
, 1997, p6.

The Business of Facilities
Management

37

©
Then S.S. (
2011)

1999

2013

FACILITIES
MANAGEMENT
AND THE
BUSINESS OF
MANAGING
SERVICES

2014/15
?

The business of managing assets

ASSETS

The business of space

WORKSPACE

The business of managing services

SUPPORT
SERVICES

Thank you for your attention

O
brigado