the professional selling programme - trent global · • lecturer –josh ng email ... • kpi, sla...

IntroductionADMINISTRATION

• Lecturer – JOSH NG email : [email protected]/

96910689 (whatsapp preferred)

• 10 lectures/ 8 Units

• VISION / TG Resource

• Lesson Plan – coverage / timing

1

Facilities Management Principles

mailto:[email protected]/

IntroductionAims

• To provide the students with an overview of FM practice

in the UK, Europe and other parts of the world.

• To raise the awareness of the scope and context of the

FM role.

How does it apply to you ? Why study FMP ?

2


IntroductionSyllabus / Lecture Plan

• Lecture 1 - Unit 1







• Lecture 8 – Unit 8

• Lecture 9 - Exams revision 1

• Lecture 10 – Exams revision 2

3

Define, Role ,

Scope of FM

FM Performance

BCP


Value / Risk Management / IT

IntroductionYOUR PART

• Exam 100%• Make useful notes for exams. Consider important topics.

4


Study StrategyEXAM

• Answer 3 questions out of 3 / 2 hours

• 2007/2008 Exam emphasis

– FM in relation to organization biz/ operations - Unit 2/3

– Design & construction process & FM - Unit 2

– Outsourcing FM - Unit 2

– FM performance indicators/ FM industry standards - Unit 4/5

– Job Planning/ Value management – Unit 3

• Understand concepts/ issues / working examples

• Risk Management, IT and BCP not tested in 2007/2008

5


2011 EXAM

6


2011 EXAM

7


2016 EXAM

8


2016 EXAM

9


Facilities Management 1 [D39FM]

Unit 1

The Origins and Definitions of Facilities

Management

The Origins and Definitions of Facilities Management

The key elements of the unit are:-

• the changing FM environment and response

• the nature of strategic and operational FM

• the strategic and operational relevance of the distinctions between

facility management and facility management.


Unit 1

Background Define FM/ Biz



Unit 1

1.6 The Historical Setting Of Facilities Management <Unit 1-3>

To understand FM before defining it :

• What is FM ?

• How it operates ?

• To what extent it offers sustainable efficiencies for businesses.

• FM can serve more than mere cost savings and transfer of risk remains

for many

• Current development ??



No Consistent International Standard/ Practice

• Practice and business expectations of FM differs greatly across the globe.

• IFMA, RICS, CIBSE, BIFM, CIOB

• However – growing international requirement for FM arising from MNC


Unit 1

1.6.1 Recognising FM

• Common definition of FM?

• Client looking for unified , global efficiency

• FM industry however could be fragmented.


1.6.2 A Hypothetical Model For The Emergence Of Facilities Management

Characteristics of Early FM

•Rapid growth driven by market

•A transformation from the maintenance management organisation?

•Driven by desire to transfer risk – done by contracting-out the support service

•Advantage of testing the market’s service quality and service cost


Unit 1



HISTORICAL PERSPECTIVE


Unit 1



1st Definition 2nd Definition 3rd Definition

• What FM does • Economies of scale • Outsourcing

• What is done • How it is done• What advantage

there is for biz.


Unit 1

First Definition of FM

• Focus on what FM does

• Contract out the support service – eg combined security management,

cleaning management, maintenance service

• Economies of scale

• Single contract – by geographic region or by function




Unit 1

Second Definition of FM

• Based on how the service is done and what it does

• Outsource what is non-core services

• KPI, SLA etc




Unit 1

1.6.3 The Growth of Facilities Management

Third Definition

• A combination of what is done, how it is done, and what advantage

there is for business

• Immediate economies grow and multiplier effect occur in parallel

• Stay competitive, more outsourcing

• FM gains foothold and outsourcing becomes self-sustaining




Unit 1

Becker’s 5 Stimulating the Growth of FM (1990)

FACILTIY

MANAGEMENT

Global

Competition

Employee

Expectations

High Cost

of Space

Information

Technology

Cost of

Mistakes



DIFFERENT PERSPECTIVE


Unit 1



Core Non-Core

• Primary process• Strategic FM

• Secondary process• Total FM (operational)

• Vertical • Horizontal



Unit 1





Unit 1



OPERATIONAL – (Total FM?) – security, cleaning, maintenance, M&E, facility

planning, space planning, lease administration, budgeting, accounting, real estate

acquisition/ disposal, construction, project management, telecommunication, data

communications, IT network, general administrative service, conference

room/meeting rooms.



Unit 1



VERTICAL – (Strategic FM?) – agent

for change, strategic planning,

concerned with the business and all

support, emphasis on assets, seek

business values


Unit 1

1.6.5 All Facilities Management - Core and Non-core

• Contemporary shift in emphasis from cost minimisation to value maximisation

• What is value for business?

• What constitutes useful FM?

• What is core and non-core?

• FM phenomenon keeps changing → Need to consolidate and need to be

managed

• Need to standardise internationally and set proper performance

measurement to grow.

• Modern definition turning towards professional code of conduct & FM

practices.




Unit 1

1.6.6 Facilities Management Futures?

• Stratify into various sub-elements that are not mutually inclusive?

• Strategic business support

• Infrastructure management

• Built asset management

• Change management

• Space management

• From Jack of all trades to industry with professional streams

• A more strategic dimension of FM

• Evolving similar to IT/ HR




Unit 1

1.7 Definitions Of Facilities Management

• Many have tried to define FM and results have been diverse

• Operation FM functions and activities exists long before the term is used.

Researchers versus Professional Bodies




Unit 1

RESEARCHERS

Becker (1985)

“In 1985 a study of FM in England found a lack of integration among FM

functions, a relative neglect of long range planning, and somewhat

indifferent approaches to space planning. It concluded, in general, that

buildings were an underused resource.”




Unit 1

Becker (1985)

“Convincing top management that the way in which a building is planned,

designed, and managed affects the organisation’s ability to achieve its

business objectives has not been easy…The principal reason is that for

organisations to benefit from their enormous investment in facilities, they

have to begin to manage them actively and creatively, with commitment and

a broad vision. They have had to link facility planning and management to

…social and organisational needs.”

Becker (1990)

“The practice of co-ordinating the physical workplace with people and work of

the organisation , integrating the principles of business administration ,

architecture and the bahavorial and engineering sciences.”




Unit 1

Strathclyde University CFM (via Alexander, 1995)

“The process by which an organisation delivers and sustains a quality working

environment and delivers quality support services to meet the

organisation’s objectives at best cost.”

• looks beyond activities , services to focus on organization

Library of Congress (1982) & Becker (1990)

“The practice of co-ordinating the physical workplace with people and work of

the organisation, integrating the principles of business administration,

architecture and the behavioural and engineering sciences.”

• There are many other definition by various professional bodies, each re-

defining FM in order to reflect their own interests in the field. This leads to a

lack of uniform definition.

• Some have sidelined FM into a peripheral support.




Unit 1

PROFESSIONAL BODIES

IFMA (via Butcher, 1992)

“In 1982, the term facilities management had not been heard in this country (UK),

and in the USA the International Facility Management Association had only

just formed”

• Main aim of IFMA then was to discuss what make a good workplace.




Unit 1

PROFESSIONAL BODIES

British Institute of Facilities Management

“The integration of multi-disciplinary activities with the built environment and

the management of their impact upon the people and workplace.”

• Emphasis on operational rather than strategic

RICS 1998

“Facilities management involves the total management of all services that

support the core business of an organisation”

• Support role rather than a biz enhancement role

• The deliberate practice of planning, design and the management of buildings

as part of organisational development is new.




Unit 1

IFMA

“A facility manager is involved in co-ordinating all the details related to

planning, designing and managing facilities, including systems, equipment

and furniture. A facility manager is “Jack of All Trades” ..She/he must

understand the principles of biz administration , architecture, engineering

and human behaviour.”

CIOB – “top down” approach

“Facilities management is a comprehensive approach to the provision and

management of buildings and their environments, facilities and processes,

which enables the optimum efficiency and well-being of a company, and

its staff to be achieved.”




Unit 1

Construct IT Centre of Excellence – integrated approach

“Inseparable and essential functions which are required to ensure successful

execution of the organisation’s core activity.”



DIFFERENT THEMES


Unit 1



IntegrationCoordinating

Definition of facilities

Scope of service

Ownership/ Outsourcing

• Integration -Becker (1985) / Becker (1990) / BIFM / CITCE

• Coordinating –Becker (1990) /

• Process –Alexander (1995)

• Total management – RICS (1998) / CIOB (comprehensive management)

• Becker (1985) / CIOB- Buildings

• Becker (1990) , IFMA (1992)–workplace

• Alexander (1995) –working environment.

• BIFM – built environment

• RICS – facilities –system, furniture, equipment

US/ UK PERSPECTIVE


Unit 1



US UK

• More strategic • More operational• More construction based


Unit 1

US subdivision between Strategic FM and Operational FM

• Strategic FM

• concern with management of all aspects of support function.

• Integrates FM with vertical primary biz strategy

• Operational FM

• Operational activities

• Horizontal role within secondary biz process




Unit 1




Unit 1

1.7.2 The Relationship Between Business Environment And Facilities

Management Definitions

What to do when there is business downturn?

1. Pressure to look into savings

2. Business effectiveness and

3. Business re-engineering

How? Answer - Focus on processes

•Process Re-Engineering,

•Process Modelling and risk and value management

•Process Management. and change management




Unit 1

1.7.2 The Relationship Between Business Environment And Facilities

Management Definitions

Measuring the effectiveness of primary and secondary processes

•Primary and secondary processes are interconnected

•FM’s role to coordinate the interconnectivity

• Total outsourced to service provider OR

• Organization maintains the management role




Unit 1

Check Out

•www.fmlink.com

•www.ifma.org

•www.bifm.org.uk


Additional Information

http://www.fmlink.com/

http://www.ifma.org/

http://www.bifm.org.uk/


Unit 1

Research - Views From the Top...Executives Evaluate the Facility Management Function

Executive Summary

Importance of facility management: Reduces costs, increases productivity, aids

competitiveness

Almost all executives report that facility management makes a positive impact on their

organization's productivity and financial bottom-line. However, six in ten think of their facilities as

a cost of doing business or a resource that enables the organization to function.

Approximately 40% say that their facilities provide a competitive edge to their organization, while

even more, 73%, say that facility management has a positive impact on their competitiveness.

Seven in ten executives say facility management is a recognized profession, but many feel that it

is not appreciated except in times of trouble.


Additional InformationSource : IFMA


Unit 1

Research - Views From the Top...Executives Evaluate the Facility Management Function

Executive Summary

Importance of facility management: Reduces costs, increases productivity, aids

competitiveness

Financial management and project accomplishments most important in evaluating facility

management performance, but a variety of factors considered

When evaluating facility management performance, nine in ten executives, on average, said that

financial management and project accomplishments skill factors are "very important"

considerations. Planning/advisory and communication skills were both very important to about

seven in ten, customer service to six in ten, and knowledge to about half.

However, all of the skill factors evaluated in the study were rated either very or somewhat

important by at least 88% of the senior managers, indicating that facility management personnel

are expected to offer a wide variety of skills.

Costs most desired facility management information


Additional Information

the professional selling programme - trent global · • lecturer –josh ng email ... • kpi, sla...

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