bcp walkthrough exercise - trent global · intro –what is business agility, workplace agility?...

2013/14

2014/15

2013/14

PLANNINGStrategizing – Chapter 4/5

Action word - Evaluate.

Key words – current approaches, need for FM KPI, strength &

weaknesses.

Re-interpret question – The current approach of quantitative KPI for

FM strength and weakness. How qualitative or mixed approach is

better.

Outline – 34/2= 15 points.

PLANNINGAnswering – The current approach of quantitative KPI for FM strength

and weakness. How qualitative or mixed approach is better.

Outline –

Intro – What is FM KPI? Why the need for KPI whether in house or outsourced?

(3points)

Body/ Answer the question – (say 13 points) –

Why quantitative approach is the current approach (2 points)

Strengths (3points)

Weaknesses (3 points)

How can it be better – qualitative or mixed approach – Alignment with business/

facilities as an enabler (2 points)

Balanced Scorecard/ Management by variance (3 points)

Conclusion – Depending on the organization/ biz cycle or extent of outsourcing the

current approach is good enough for operational FM but not for strategic FM – 2

points

What is FM KPI? Why the need for KPI whether in house or

outsourced?

Why quantitative approach is the current approach (2 points)

• Tendency to

focus on

operational

FM/ reactive.

• Easier for

reporting e.g.

FM cost per

staff/ used for

justifying FM

existence.

Strengths (3points)

• Consider

every service

or item of exp.

• Can produce

management

info and

interface with

customers

opinions.

Strengths (3points)

• Can link to

SLA – key to

KPI.

Weaknesses (3points)

How can it be better –

• Alignment with business

• facilities as an enabler

• Customer satisfaction

• Value for money….All these how to measure?

Balance Scorecard

Management by variance

Conclusion

2014/15

PLANNINGStrategizing – Chapter 5/4.

Action word – Describe ways.

Key words – Benchmarking, information, decision making, bank, value

add.

Re-interpret question – 2 ways (qualitative and quantitative) for

benchmarking FM to show value add to bank for it to make FM

decisions.


PLANNINGAnswering – 2 ways (qualitative and quantitative) for benchmarking

FM to show value add to bank for it to make FM decisions.

Outline –

Intro – What is benchmarking? How is it related to KPI. (2points)


Quantitative method (3-5 points)

• What is it/ information - KPI metrics

• What information

• How it value add?

Qualitative method (3-5 points)

• What is it/ information – Balance score card/ management by variance.

• How it value add?

Conclusion – Depending on the management mindset of the banks and how

strategic is FM, both ways can be used to show value add and for decision making.

Eg sale of building, leasing cheaper locations, energy savings etc. – 2 points

Benchmarking

Quantitative approach

• Describe the

3 main

categories of

KPI/ metrics.

• Related to

cost and

customer

satisfaction.

• From

operational

FM

perspective

Value Add (3points)

• Consider

every service

or item of exp.

• Can produce

management

info and

interface with

customers

opinions.

Value Add (3points)

• Can link to

SLA – key to

KPI.

Qualitative Method - Balance Scorecard

Balance Scorecard

Qualitative Method - Management by variance

Qualitative method value add –

• Alignment with business

• facilities as an enabler

• Customer satisfaction

• Value for money…But harder to produce information for

decision making and is subjective as it is as at strategic level

Qualitative method value add –

Conclusion

Benchmarking

2014/15

PLANNINGStrategizing – Chapter 2/ 1

Action word – evaluate in detail.

Key words – competency areas, appropriate, facilities requirements.

Re-interpret question – Which FM competency areas are appropriate

for an organization and which are not.


PLANNINGAnswering – Which FM competency areas are appropriate for an

organization and which are not.

Outline –

Intro – What is competency? BIFM and IFMA definitions. (6points)


Depending on the 4 stages of organization/ 5 models of FM (2 points)

Total FM/ Operational

• Appropriate competency / What is not appropriate?

Strategic FM

• Appropriate competency / What is not appropriate?

Conclusion – Also depends on the resources available ie HR budget, the

availability of talents and current FM education and training available locally. Eg

Singapore FM is focused on operational FM. – 3 points

What is competency? IFMA definitions

• Knowledge,

skills,

attitudes

• Levels of

competencies

• Areas of

competencies

- IFMA

What is competency? IFMA definitions

What is competency? BIFM definitions

What is competency? BIFM vs IFMA

Depending on…

Total FM/ Strategic FM

Total FM – Appropriate Competencies

Strategic FM – Appropriate Competencies

Total FM vs Strategic FM – Appropriate Competencies

Total FM Strategic FM

Core Competencies

• Operational• Overall management

• Long range planning• Value creation

Maindifferences

• Maintenance and operations

• Facility functions• Procurement• Space management

• Real estate• Specialized practices –

architectural,engineering, BCM, risk management

• Life cycle costing• Innovation

Overlapcompetencies

• Budgeting/ finance• Integration of services/ design for operations• Design / project management• Communication/ responsibilities

Conclusion…Further depends on local context/ HR

2013/14

2014/15

PLANNINGStrategizing –Chapter 5+ articles/ Chapter 6/ Chapter 3/ Chapter 7

Action word – Critically evaluate.

Key words – Agility, FM requirements, planning, advancement of

technology, anywhere, anytime, work-life balance.

Re-interpret question – The FM considerations when planning for

workplace and business agility. To discuss trends and technology.


PLANNINGAnswering – The FM considerations when planning for workplace and

business agility. To discuss trends and technology.

Outline –

Intro – What is business agility, workplace agility? Use the 3 dimension (Chapter

5). (6points)


Areas of business concerns in present modern context.

1. Work anytime anywhere – Chapter 5 slides

2. Work life balance – CBRE report

Agility implications for FM.

Conclusion – Higher IT and energy requirements to enable. Involves redesign of

facilities. – 2 points

Work Anytime Anywhere

Work Anytime Anywhere

• Reduced workplace

• More collaborative and open space.

• More teleconferencing, IT facilities

• More power facilities.

• Assuming more offsite, overseas travelling eg sales force.

• Allow telecommuting.

• A form of BCP planning.

• Requires more comprehensive, real time facilities booking

Work Life Balance

Business Agility implications – Unit 3 Outsourcing non core

Business Agility implications

Business Agility implications –Unit 5 2nd dimensions FM be flexible

Business Agility implications –Unit 7 – use of IT to boost FM

productivity

bcp walkthrough exercise - trent global · intro –what is business agility, workplace agility?...

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