the role of technology in supporting effective asset management
TRANSCRIPT
deeper
IBM Global Business Services
© Copyright IBM Corporation 2007
The Role of Technology in Supporting Effective Asset Management……
…… or how IBM manages its estate
OGC Government Asset Management ConferenceTransforming the Estate
2 July 2007
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IBM Global Business Services
© Copyright IBM Corporation 2007
Our Speakers
Andrew Carey Real Estate & Facilities Lead – IBM UK Asset Management Group+44 (0)7714-708842 [email protected]
Jeff Wilson European Operations Manager – IBM Real Estate & Site Operations+44 (0)7802-454163 jeff [email protected]
Joe Potter Systems Lead – IBM UK Asset Management Group+44 (0)7802-499046 [email protected]
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IBM Global Business Services
© Copyright IBM Corporation 2007
The Agenda
Introduction
IBM’s views on the Trends in the Marketplace
How IBM tackled its Property Management Information issues
- The Business perspective
- The Systems perspective
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IBM Global Business Services
© Copyright IBM Corporation 2007
Plant, Infrastructure& Fleet (PIF)
Asset Management - Context
TRANSPORTATION & FLEET
Tanks
Aircraft
Rolling Stock / Fleet
Ships
INFRASTRUCTURE
Railways
Pipes – gas, water, wastewater
Cables – electricity, telecoms
REAL ESTATE & FACILITIES
LandOffices
Factories & warehousesShops and stores
PLANT & PRODUCTION
Power Stations
Water / wastewater works
Refineries
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IBM Global Business Services
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Real Estate and Facilities includes
Real estate
• Asset ownership• Real Estate management• Rent payments• Occupancy taxes• Service charges• Acquisitions & disposals
Construction projects
• Lifecycle replacement of assets within buildings
• Business-driven changes to buildings
• Development of new buildings
Facilities management
• ‘Hard’ FM – maintenance (M&E, building fabric, landscape)
• ‘Soft’ FM – services (cleaning, security, catering, office services)
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IBM Global Business Services
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Trend 1: Integration across the Supply Chain
Construction Facilities ManagementConstruction
Routine Estate Management and Deals
Real estate
Construction projects
Facilities management
Larger scale acquisition and disposal transactions
Larger scale construction projects
Routine, Planned and Reactive Maintenance
Routine minor projects, fit outs and refurbishments
Strategy and Finance Options
Data&
Information
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IBM Global Business Services
© Copyright IBM Corporation 2007
Trend 2: Increasing sophistication of the supply chain
Local/Business Unit National/Corporation Multinational/Regional Global
IndividualServices
Bundled
Integrated
Specialist services such as hygiene for food / pharmaceutical companies
Companies with strong national management and in second or third generation change
Companies with a high degree of national/business unit empowerment
Companies with a Global / Regional centralised Real
Estate / Facilities Management organisation
Local/Business Unit National/Corporation Multinational/Regional GlobalLocal/Business Unit National/Corporation Multinational/Regional Global
IndividualServices
Bundled
Integrated
IndividualServices
Bundled
Integrated
Specialist services such as hygiene for food / pharmaceutical companies
Companies with strong national management and in second or third generation change
Companies with a high degree of national/business unit empowerment
Companies with a Global / Regional centralised Real
Estate / Facilities Management organisation
POTEN
TIAL FO
R SER
VICE IN
TEGR
ATIO
N
OPERATING MODEL
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IBM Global Business Services
© Copyright IBM Corporation 2007
Trend 3: Increased complexity in meeting demands for change
Managing C
hange
“A clear rationalefor change”
“A clear directionfor change”
“A clear structurefor change delivery”
• Depth and Breadth of Capability• Supplier Development• Level of Internal Integration• Complexity drives longer
implementation projects
• Cost Pressures• Quality Issues• Service Consistency• Core Business• Cultural Alignment• Environmental Targets• Cycle Time Reduction
• Procurement Strategy• Process & Organisation Strategy• ICT Strategy
Demand forDemand forChangeChange
DeliveringDeliveringChange Change
Strategy forStrategy forChange Change
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IBM Global Business Services
© Copyright IBM Corporation 2007
What you can do with better data
How many buildings do we have?
How many staff are in each building - today?
What condition are they in?
What is the Total Cost of Ownership?
Greater Supply Chain IntegrationIncreased ability to react rapidly to demands for change
Increased exploitation of supply market capabilities
DA
TA IN
TEGR
ATIO
N
Information Path
INFO
RM
ATIO
NEXPLO
ITATIO
N
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IBM Global Business Services
© Copyright IBM Corporation 2007
Introduction
Jeff Wilson
European Operations ManagerIBM Real Estate & Site Operations (RESO)
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IBM Global Business Services
© Copyright IBM Corporation 2007
Global Portfolio
IBM has a global portfolio of 120m sq ft, 1,800 locations in 88 countries housing a population of 450k people.
The IBM European portfolio comprises 20m sq ft, 200 locations, 26 countries and 24k people
The scale of our acquisition, disposal and merger activity ensures that we are constantly updating our knowledge of the market, globally
The unique value that RESO brings to IBM is its global scale and ability to cope dynamically to business change.
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IBM Global Business Services
© Copyright IBM Corporation 2007
Strategic Outsourcing Model
Strategic Interface
Space Planning
Project Management
M&E Maintenance
Fabric
EnvironmentSafety
Security
Office Svs
Strategic Planning
Landlord & Tenant
FinanceBusiness Control
Facility Management Suppliers
IBM RESO
RESO
FMSDeliver
Supervise
Manage
Strategy
FM Example
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IBM Global Business Services
© Copyright IBM Corporation 2007
IBM’s Property History
Portfolio Management - Site and country organisations- Country and group of countries- Geographic regions- Global
Iterative outsourcing strategy- Multiple suppliers- Diverse contract models- No standardised reporting and measurement systems- Differing IT system and data ownership criteria
Impact on IT - No Consistency
Application or data definitionApplication & data ownershipData integration
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IBM Global Business Services
© Copyright IBM Corporation 2007
Our Journey
What data do we need to run our business?- Primary data used for managing RESO core business - Secondary data used for reporting and performance evaluation- Tertiary data used for recording and archive
System and data ownership- RESO - Supplier
Results- Only 50% of our critical data ran on proprietary systems - Only 60% of critical data owned by RESO- Multiple manual interventions in data transfer- Reliance on spreadsheets- Inadequate definition and categorisation of data - Duplication
Resulting Strategy- Own the data not necessarily the application- Obtain data from the originating source- Transfer to RESO Data Warehouse without manual intervention- Develop a system to integrate data for management reporting & decision making - Be Pragmatic
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IBM Global Business Services
© Copyright IBM Corporation 2007
Overall Concept for IBM Real Estate Operations
Processes
Technology
Organization
Support & Guidance
Strategy and Vision
Applications and DataB
usin
ess
Res
ilien
ce
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IBM Global Business Services
© Copyright IBM Corporation 2007
IBM RESOBase - Sources & Outputs
RESOBase
AccountsPayable
AccountsPayable
Security(CASI)
Security(CASI)
Space (Archibus)Space
(Archibus)
Estates Mgmt(Read)
Estates Mgmt(Read)
Costs(SAP)
Costs(SAP)
FMS(JCI)
FMS(JCI)
Maintenance(Maximo)
Maintenance(Maximo)
HR(SAP)HR
(SAP)
•No of people entering buildings
•Service level Achievements•Response times•Resolution times
•Real estate costs by 10 categories•Over 8 countries•Over 4 years
•200 locations•9m ft2•50 divisions•CAD
•Insurance•Rent•Rates •Service Charges
•24,000 staff•10,000 suppliers•Distribution by groupActivity, job
•KPI’s•SLA’s•Self Assessment•Dashboard Criteria
•Approvers codes•Suppliers
Space Utilisation& Charging
Space Utilisation& Charging
MaintenanceStrategy
MaintenanceStrategy
SLA / KPIManagementSLA / KPI
Management
Portfolio Analysis
Portfolio Analysis
Asset Management
Asset Management
IncidentManagement
IncidentManagement
EstatesManagement
EstatesManagement
StatutoryObligationsStatutory
Obligations
DashboardDashboard
ProgrammeManagementProgramme
Management
600 Users
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IBM Global Business Services
© Copyright IBM Corporation 2007
One of the Major IBM Goals - TCO by Location
FM & Projects Estates
Fixed Asset Total
Location Ops Projects Utilities Rent RatesService Charge Ins’ Net Book
Basingstoke Normandy Plan
Actual
Belfast Bruce Street Plan
Actual
Bristol Temple Quay Plan
Actual
TRAMPS SAPMaximo EntechSource Systems:
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IBM Global Business Services
© Copyright IBM Corporation 2007
Some of the Benefits
The ability to look at the whole portfolio, combining data from all RESO activities (estates, FM and projects); and from elsewhere in IBM (eg HR)
Data definition and ownership is now back in-house, without duplicating suppliers’ activities or systems – we have protected IBM’s intellectual property and critical data
Improved access, common and consistent data and thus improved decision making
Improved visibility and thus tighter Business Control
Improved confidence / acceptance of outputs
Reduced duplication of effort and resource, streamlined processes
Flexibility to alter the supply base and the ability to specify our data exchange requirements in any new contract
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IBM Global Business Services
© Copyright IBM Corporation 2007
Introduction
Joe Potter
Asset Systems LeadIBM UK Global Business Services
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IBM Global Business Services
© Copyright IBM Corporation 2007
PLACEHOLDER
Placeholder
For Demonstration of
IBM’s Property Department’s own
Property Performance Management
System
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IBM Global Business Services
© Copyright IBM Corporation 2007
IBM’s plans for RESOBase
RESOBase
AccountsPayable
AccountsPayable
Security(CASI)
Security(CASI)
Space (Archibus)Space
(Archibus)
Estates Mgmt(Read)
Estates Mgmt(Read)
Costs(SAP)
Costs(SAP)
FMS(JCI)
FMS(JCI)
Maintenance(Maximo)
Maintenance(Maximo)
HR(SAP)HR
(SAP)
•No of people entering buildings
•Service level Achievements•Response times•Resolution times
•Real estate costs by 10 categories•Over 8 countries•Over 4 years
•200 locations•9m ft2•50 divisions•CAD
•Insurance•Rent•Rates •Service Charges
•24,000 staff•10,000 suppliers•Distribution by groupActivity, job
•KPI’s•SLA’s•Self Assessment•Dashboard Criteria
•Approvers codes•Suppliers
Space Utilisation& Charging
Space Utilisation& Charging
MaintenanceStrategy
MaintenanceStrategy
SLA / KPIManagementSLA / KPI
Management
Portfolio Analysis
Portfolio Analysis
Asset Management
Asset Management
IncidentManagement
IncidentManagement
EstatesManagement
EstatesManagement
StatutoryObligationsStatutory
Obligations
DashboardDashboard
ProgrammeManagementProgramme
Management
600 UsersMaximo
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IBM Global Business Services
© Copyright IBM Corporation 2007
Maximo Property Performance Management Solution Architecture
PPMS Data APIs (SOA)
Archibus SAP Read Tramps CASIEntechTabware … …
Data Load Cartridges
Maximo PPMS Extension
Maximo (Transactional) Core Model
Extended objects & attributes
PPMS Data ModelExisting‘Transactional’
Maximo
New ‘MIS’Maximo
Buildings Databook
Estates
Finance
FM…… etc
PPMS Reports
SampleSource
Systems
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IBM Global Business Services
© Copyright IBM Corporation 2007
Questions?
Andrew Carey
Jeff Wilson
Joe Potter