5/17/2019

MFM811- FM PRINCIPLES
➢ Definition of FM
➢ People, Place, Process and Technology
➢ Scope of FM Ser vices
➢ Introduction to FM Operations

Definition – Facilities Management

• Definition put forward by the US Congress:
• “To assist in meeting the objectives of the organization by the cost
effective provision and proactive management of space and services,
within the law, in such a way as to enable the users to operate safely,
effectively and efficiently”

• Alternative UK definition:
“The practice of co-ordinating the physical workspace with the people and
work of an organisation, integrating the principles of business
administration, architecture, and the behavioural and engineering
sciences”
(BIFM, 1996)

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WHAT IS FACILITY MANAGEMENT?

IFMA Definition
“Facility management is a profession
that encompasses multiple disciplines
to ensure functionality of the built
environment by integrating people,
place, process and technology” – IFMA

(ISO 41011: 2017)

FM is the organizational function
which integrates
people, place and process within
the built environment
with the purpose of improving the
quality of life of people
and the productivity of the core
business.

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The changing nature of FM

• Facilities Management is in transition

• Is currently evolving:
❑from a largely technical discipline into a business
management discipline
❑from a reactive, operationally-focused set of processes
to a pro-active and strategic one
❑one which sees buildings as being dynamic entities and
assets on the balance sheet, not as liabilities

Scope of Facilities Management

• Facilities management is a multi-faceted discipline.
• A simple yet focused definition of FM can be put forward as:
“the management of non-core organizational activities to facilitate, promote and enhance the performance of core
functions’
• This multifaceted approach looks at:
• The asset
• The people
• The organization
• In addition:
• Cost
• Function
• Safety
• The bottom line

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Scope of Facilities Management

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History of Facility Management

• Definition of custodian – the keeper of the

keys
• University Programs

History of Facility Management

Military, Governments and Educational

Institutions as Post-engineering, Plant
Maintenance and Management, Public
Works,
FM Institute, Michigan USA 1979
International Facility Management
Association (IFMA) 1980
BIFM- 1993
RICS- 1792 Surveyors Club, 1868 Formally

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Services classification in FM (Soft and Hard)

Hard Services Soft Services

• Building and fabric maintenance both
planned and reactive
• Energy and water management
• Building management systems
• HVAC
• Mechanical maintenance
• Electrical maintenance
• Cleaning including (routine and specialised)
• Caretaking and Portering
• Grounds maintenance
• Waste disposal and recycling
• Security
• Catering
• Pest control

• Reactive maintenance • Health and Safety services

• Electrical testing • Space management

• Furniture and Equipment
• Fire alarm maintenance

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• Interpersonal
• Relationship-building
• Procurement and negotiation
• Time management
• Project management
• Research
• Writing
FM Skills and • Team working
Competencies • Leadership
• Innovative approach
• Decision-making
• IT savvy
• Numerical know-how
• Emergency reflexes
• Positive attitude

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IFMA FM Core Competencies

1. Communication
2. Emergency Preparedness and Business Continuity
3. Environmental Stewardship and Sustainability
4. Finance and Business
5. Human Factors
6. Leadership and Strategy
7. Operations and Maintenance
8. Project Management
9. Quality
10.Real Estate and Property Management
11.Technology

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KEY ELEMENTS OF FACILITY MANAGEMENT

People
• People are very crucial in facility
management
• Facility management;
➢ Is about managing people
➢Is about people perception
➢Goes beyond technical skills
➢Is more of managerial skills

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Place
• One of the most critical factors
determining the success of an
organisation is creating an enabling
“Overall objective
v
of an organization environment for its employees
is to satisfy and
delight customers
• FM works in the area of place, but with
with its product obligations to support the needs of the
and services. people and processes associated with
Therefore, for an
organization it those places
becomes important
to have strategy
• FM focuses on delivering the right place
formulated around for clients
its place”
• Successful FM leads to work places which
better support the flow of productive
processes while adding value and
reducing costs
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Process
• Success on a large scale is all about the
“If defining a process!
business’s
process is a
difficult concept
• The process starts at the conception
to understand, stage
think of all the
information • Then it moves the company along
that’s required
for a business
through the hiring of employees,
plan – That’s the marketing, accounting, expansion,
process”
etc.)
• Facility Management requires applying
the right process
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Technology
• While people and process are critical to an
organization’s success, advanced collaboration
technology can be truly transformational
• After people are aligned and the process developed
and clarified;
➢ Technology can be applied;
❖ To ensure consistency in application of the
process
❖To provide the thin guiding rails to keep the
process on track
❖To make it easier to follow the process than not
to do so
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FACILITY OPERATIONS EXECUTION STRATEGY

Manpower
• Manpower planning consists of;
➢ Putting right number of people,
➢ Right kind of people at the right place, right time,
➢ Doing the right things for which they are suited,
➢ For the achievement of goals of the organization
Manpower planning procedure
• Analyzing the current manpower inventory
• Making future manpower forecasts
• Developing employment program
• Design training program

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FACILITY OPERATIONS EXECUTION STRATEGY

Know Your Customers (KYC)

Clear knowledge of who your customer is/are and what are their
expectations/Service Quality Attributes
The Customer(s)
• The organisation of group of occupants that awarded the FM contract
often represented by an individual or small group of people (FM
Department or Tenants Association Executive Council)
• The Occupants or residents
• Understand the best mode of communication that the customer
would prefer (SMS, e-mail), how would requests be logged and faults
reported?
• Other stakeholders including: Site Personnel, Contractors/Suppliers,
AMF Management, etc
• Our customers are special, please treat them so.

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FACILITY OPERATIONS EXECUTION STRATEGY

Customer Expectations/Service Quality Attributes
• Timely response to request
• Proactive approach to problem identification and solution
• Timely resolution of identified problem
• Timely notification on service disruption
• Timely and regular feedback on progress or anticipated delay in commencement or completion
of progress
• Under promise – Over deliver
• Keep your integrity and avoid negative perception in your word and action
• Timely delivery of work
• Care, respect and courtesy
• Cost effectiveness (manage perception)
• Professionalism in outlook and in action
• Good housekeeping
• Attention to detail in problem identification, scoping/costing and job completion certification

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FACILITY OPERATIONS EXECUTION STRATEGY

Know Your Facilities & Services Scope

• Know the facilities under your scope of services and

develop a functional Asset Register detailing the
specifications, the history and important manufacturer
information about each of the assets
• Gather relevant information about the current operating
condition of the assets through a well organized and
documented condition assessment/survey
• Plan and execute measures to close the identified facilities
/ service gaps noted.

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FACILITY OPERATIONS EXECUTION STRATEGY

Comply With Specifications & Standards

• Work procedures

• Personnel quality

• Materials standards

• Tools and equipments

• Health, Safety and Environment

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FACILITY OPERATIONS EXECUTION STRATEGY

Be Proactive!
• Be disciplined and be orderly

• Planned Preventive Maintenance

• Daily Routine Inspection

• Problem identification and reporting

• Resource requirement planning e.g. special tools, materials and resolution

• Communicate right with customers before, during and after problem resolution

• Embrace new technology and new ways of doing things through continuous learning and
improvement

• Prepare yourself and your team for the unknown

• Encourage learning from past mistakes and cooperation among team members

• Always plan your work and get a clear overview before execution

• 23 Know when to seek help

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FACILITY OPERATIONS EXECUTION STRATEGY

Maintain Good Documentation & Record Keeping

• Good filing plan

• Occupants details
• Facility plot plan, asset register and condition survey
report
• Procedures and standards
• HSE plan, statistics and records
• Work requests and completion certificates
• Important client communications
• Minutes of meeting with customers and suppliers
• Important company policies and announcements
• Staff and contractor information
• Security logs
• Equipment maintenance history
• Incident reports
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FACILITY OPERATIONS EXECUTION STRATEGY

Emergency Response/Incident Reporting

• Communicate Emergency Response procedure and contacts to all

occupants and staff – Display at strategic points within the facility
• Conduct periodical test of site preparedness for emergency e.g. fire drill
• Ensure timely notification of HSE incident or unplanned critical service
disruption (e.g. power, water, sewage, lift, swimming pool unavailability)
after one (1) hour of occurrence without solution
• Ensure incident report latest within 72 hours after occurrence
• Agree on established means of communication with general residents
e.g. email, bulk sms
• Agree communication protocol with client representative; who, what and
when?

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FACILITY OPERATIONS EXECUTION STRATEGY

Guide On Service Disruption Notification
• Title: Notice of Disruption in the Provision of XYZ Service
• Reason for the disruption: planned maintenance or equipment breakdown?
• Potential impact on service delivery i.e. what will be affected
• Initial indication of causes (if known) otherwise state “immediate and remote causes
being investigated”
• Current actions being taken to resolve problem
• Estimated time of completion
• Indicate when next update can be expected (Best Practice 3/4th into the estimated
completion time e.g. 18th hour for a 24-hour estimated completion schedule or end 3rd
week for a 4 week schedule.
• Notify when problem has been finally resolved and thank occupants for their
understanding, also advise important measures that have been or being put in place
prevent future occurrence

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FACILITY OPERATIONS EXECUTION STRATEGY

Know And Comply With HSE Procedures & Standards
• Be conversant with overall HSE management system of the company
• Have an HSE plan for specific projects/sites
• Regularly review performance against HSE plan
• Some important HSE issues requiring close attention:
— Job Hazard Analysis (JHA) for site/project
— Safety Data Sheet (SDS)
— Daily Toolbox meetings
— Plan and minutes of monthly HSE meetings
— Annual plan & report of fire drills
— Periodic HSE audit and close out tracking
— Personal Protective Equipment (PPE)
— Security review report

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FACILITY OPERATIONS EXECUTION STRATEGY

Conduct Daily Routine Inspection

• Daily MBWA (Management By Walking Around) is the best way to be

on top of your game in FM

• Identify and pay particular attention to the “Blind Spots” of the facility
(Areas least frequently visited or used)

• Ensure adequate recording and follow up to close out identified snags

• Provide feedback to relevant parties on close out

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FACILITY OPERATIONS EXECUTION STRATEGY

Maintain effective communication with the customer
• Effective communication is necessary during both good and bad times

• Success is determined by how well the communication is handled in terms of who, what, when and how?

• Know all your customers by first name also knowing the names of important people to them could be interesting to
some of them eg children’s name.

• Research important social events about your important customers and use the opportunity to connect with their
hearts and mind eg birthday, children birthday, weddings of self or children. Be careful not to over do this otherwise
it could be termed as “invasion of privacy”

• Connect with your customers regularly through the following means;

– Weekly Highlight

– Incident Report

– Service Disruption Notification

– Monthly/Quarterly Service Charge Account update

– Client Joint Inspection and Meeting Schedule (e.g. Quarterly)

– Customer Survey

– Annual Facility Report & Budget

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FACILITY OPERATIONS EXECUTION STRATEGY

Plan To Execute Right

• DO NOT start what you have not planned

• EXECUTE only what you have planned
• Planning gives you a total overview of:
– The work
– Resources required (money, personnel, materials, tools & equipment, etc)
– Critical Success Factors
– Critical Failure Factors
– Risks to be managed
– How success or failure shall be measured and reported
– Recovery plan
• Engage the right personnel, materials, tools and equipment, processes and systems
• Execute and monitor progress
• Know when and where to seek help
• Determine the stage to activate recovery plan
• Familiarise with the site operations request handling procedure/workflow

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FACILITY OPERATIONS EXECUTION STRATEGY

Comply With Quality Management Systems

• Integrate Quality Control (Doer’s effort to do things right eg within Operation from site
team up to COO level) and Quality Assurance (Effort by independent parties to provide
assurance that right things have been done and are being done)

• Seek external advice and guide from knowledge experts or service providers from
outside operation e.g. from technical, corporate services and commercial

• Planned technical audit

• Planned QHSES audit

• Lessons learnt notifications

• Weekly operations management meetings

• Periodic business performance and strategy review meeting

• Management Facility Inspection (MFI)

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FACILITY MANAGEMENT
COMPETENCIES

Suite 208, HRDC Building University of Lagos,

Main Campus, Yaba, Lagos
Nigeria.
Tel +234 (0) 813 440 1177, +234 (0) 8186455541
Web www.maxmigold.com
Email service@maxmigold.com

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MFM811- FM PRINCIPLES
➢ The 11 IFMA Defined Facility
Management Competencies
➢ Strategic, Tactical and Operational
Levels

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IFMA FM Core Competencies

1. Communication
2. Emergency Preparedness and Business Continuity
3. Environmental Stewardship and Sustainability
4. Finance and Business
5. Human Factors
6. Leadership and Strategy
7. Operations and Maintenance
8. Project Management
9. Quality
10.Real Estate and Property Management
11.Technology

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IFMA FM Core Competencies

Communication
❖The competent facility manager is able to manage/oversee the development and use of the
facility communications plan.

1. Develop and implement a facility management communication plan (messages, reminders,

vision and mission).
2. Select the situation-appropriate media and techniques for communicating with stakeholders.

❖The competent facility manager is able to prepare and deliver messages that achieve the
intended result.

1. Promote facility management information and recommendations to internal and external

stakeholders (facility staff, public, senior management, customers, boards of directors and so
forth).
2. Prepare reports for stakeholders (facility staff, public, senior management, customers, boards
of directors and so forth).
3. Manage/oversee stakeholder perceptions and expectations.

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IFMA FM Core Competencies

Emergency Preparedness and
Business Continuity
❖The competent facility manager is able to plan, manage/oversee and support the
entire organization’s emergency preparedness program.
1. Develop a risk management plan.
2. Develop emergency management plans and procedures.
3. Assist in the design of simulations or exercises to test the emergency management and business
continuity plans.
4. Manage/oversee the execution of simulations or exercises to test the plans.
5. Secure technology systems and services.

❖The competent facility manager is able to plan, manage/oversee and support the
entire organization’s business continuity program.
1. Develop a business continuity plan.

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IFMA FM Core Competencies

Environmental Stewardship and
Sustainability
❖ The competent facility manager is able to plan, manage/oversee and support the
entire organization’s commitment to protecting the environment.
1.Manage/oversee the built environment.
2.Manage, oversee and safeguard the natural environment.
❖The competent facility manager is able to manage/oversee the entire organization’s
commitment to the sustainability of the built and natural environments.
1.Develop and direct sustainability programs.
2.Provide data to support facility evaluation.
3.Evaluate and manage/oversee the asset life cycle process.

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IFMA FM Core Competencies

Finance and Business
❖The competent facility manager is able to manage/oversee the financial management of the facility
organization.
1. Develop, recommend and manage/oversee the facility’s budget requirements (expense/operational,
capital).
2. Prepare business cases, supporting documentation and financial reports.
3. Analyze and interpret financial documents (budget, financial statements, ratios and so forth).
❖The competent facility manager is able to administer and manage/oversee the finances associated
with contracts.
1. Develop and manage/oversee contracts.
2. Administer contracts (implementation and monitoring).
3. Analyze and interpret financial contract elements (lease agreements, service contracts, cost statements
and so forth).
4. Resolve vendor conflicts.
❖The competent facility manager is able to administer procurement and chargeback procedures.
1. Administer procurement procedures (for outsourcing, products, services, contractors, designers, whole
buildings and so forth).
2. Define, justify and apply chargeback procedures.

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IFMA FM Core Competencies

Human Factors
❖ The competent facility manager is able to develop and implement practices that support the
performance and goals of the entire organization.
1. Manage/oversee the work environment to support staffing, recruitment, retention,
motivation and productivity.
2. Create an environment conducive to innovation (investigate trends, conduct pilot tests).
3. Provide a healthful and safe environment.
4. Provide security that meets the facilities’ needs (physical, site security, access control,
information).

❖ The competent facility manager is able to develop and implement practices that support the
performance of the facility organization.
1. Provide personal and professional growth and development opportunities (coaching,
mentoring, training, education, career paths).
2. Encourage diversity.
3. Utilize a performance appraisal system (goal setting, performance monitoring, evaluation).

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IFMA FM Core Competencies

Leadership and Strategy
❖ The competent facility manager is able to lead the facility organization.
1. Lead, inspire, and influence the facility organization, search for best practices, manage change,
promote continuous improvement, and provide tools.
2. Advocate for facility management needs and priorities.
3. Develop, implement, and evaluate policies, procedures, and practices for the facility organization.
4. Clarify and communicate responsibilities and accountabilities.
5. Resolve conflicts (organization, personnel).
6. Organize and staff the facility organization.
❖ The competent facility manager is able to provide leadership to the entire organization.
1. Promote, encourage, and adhere to a code of conduct.
2. Develop and manage/oversee relationships (supplier, community, government, tenants, business
partners, occupants).
3. Ensure compliance with the organization’s social responsibility policies.
❖ The competent facility manager is able to plan strategically.
1. Align the facility’s strategic requirements with the entire organization’s requirements.
2. Develop and implement a strategic planning process.
3. Assess what services are needed to meet organizational (business) requirements.

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IFMA FM Core Competencies

Operations and Maintenance
❖ The competent facility manager is able to assess the condition of the facility.
1. Manage/oversee the assessment of building systems’ condition.
2. Assess the condition of the facility structure.
3. Assess the condition of the facility interiors.
4. Assess the condition of the facility exteriors.
5. Assess the condition of the facility’s grounds.

❖ The competent facility manager is able to manage/oversee facility operations and maintenance activities.
1. Manage/oversee the acquisition of building systems and structural, interior, exterior and grounds elements.
2. Manage/oversee the installation of building systems and structural, interior, exterior and grounds elements.
3. Manage/oversee the operation of building systems and structural, interior, exterior and grounds elements.
4. Manage/oversee the maintenance of building systems, structural elements, interiors, exteriors and grounds.
5. Manage/oversee the disposal/disposition of building systems and structural, interior, exterior and grounds
elements.

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IFMA FM Core Competencies

Operations and Maintenance
❖ The competent facility manager is able to manage/oversee occupant services (parking, janitorial services,
food services, concierge, facility helpdesk, security and safety).
1. Identify required occupant services.
2. Decide/recommend the most appropriate way to provide occupant services (outsource, in-source),
3. Manage/oversee the modifications to building systems, structural elements, interiors, exteriors and grounds.
4. Monitor the performance of service providers.
❖ The competent facility manager is able to manage/oversee the maintenance contracting process.
1. Develop maintenance contract specifications.
2. Assure competent maintenance contractors are selected.
3. Negotiate service level agreements.
4. Monitor maintenance contractors’ work.
5. Resolve contract disputes.
❖ The competent facility manager is able to develop, recommend and manage/oversee the facility’s
operational planning requirements (temperature control, lighting, equipment replacement and so forth).
1. Develop policies and guidelines related to usage and maintenance.
2. Determine life cycle costs.
3. Monitor the usage and performance of all facility systems, equipment and grounds.
4. Monitor occupant satisfaction.

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IFMA FM Core Competencies

Project Management
❖The competent facility manager is able to plan projects.
1. Define and program projects (purpose, size, scope, schedule, budget

and user needs).

2. Plan projects (resources, schedule and sequence).

3. Develop contract specifications and solicitations.

❖The competent facility manager is able to manage/oversee projects.

1. Administer contracts (implement, monitor service level).

2. Manage/oversee projects (construction, relocation, renovation,

organizational change).
3. Evaluate project outcomes.

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IFMA FM Core Competencies

Quality
❖ The competent facility manager is able to develop and manage/oversee the creation and application of
standards for the facility organization.
1. Develop, review and compare performance metrics for facility management services (benchmarking,
measuring observable behaviors, service response, resolution times and so forth).
2. Establish key performance indicators.
3. Establish and maintain specifications (materials, equipment, furniture, finishes, fixtures, design criteria).
4. Develop, implement and monitor best value practices.
5. Develop customer service level agreements.
❖ The competent facility manager is able to measure the quality of services provided.
1. Monitor customer satisfaction and service delivery performance and provide feedback to customers.
2. Collect, verify, analyze and report facility management data from various sources (space plans, customer
satisfaction, feedback mechanisms).
3. Collect and verify, analyze and report internal facility management data (utilities, work orders, work history).
4. Conduct assessment of third party providers (suppliers, contractors, consultants).

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IFMA FM Core Competencies

Quality
❖ The competent facility manager is able to manage/oversee the improvement of work
processes.
1. Assess ways to improve workplace productivity.
2. Develop and implement process improvements.

❖ The competent facility manager is able to ensure and monitor compliance with codes,
regulations, policies and standards.
1. Audit and document compliance with codes, regulations, policies and standards.
2. Ensure compliance with codes, regulations, policies and standards.

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IFMA FM Core Competencies

Real Estate and Property
Management
❖ The competent facility manager is able to develop and implement the real estate master plan.

1. Develop and implement a real estate master plan.

❖ The competent facility manager is able to manage/oversee real estate assets.

1. Determine and evaluate real estate requirements (space utilization, management, highest and best
use).
2. Acquire and dispose of real estate (commercial, institutional, industrial, residential, leased and
owned).
3. Manage/oversee the real estate portfolio (owned, leased, subleased, co-owned and contract managed).
4. Prepare and administer the service charge budget and allocate among co-owners or tenants

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IFMA FM Core Competencies

Technology
❖The competent facility manager is able to plan, direct and manage/oversee
facility management business and operational technologies.

1. Monitor and evaluate technology trends and innovation.

2. Conduct assessments and/or collaborate on facility management technology
needs analysis.
3. Align facility management technology with organizational information
technology.
4. Assess the application of technology within facility operations.
5. Evaluate, implement and operate integrated workplace management
systems (IWMS - combining CAFM, CMMS and BAS).

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The Big Picture

Strategic
Customers
Purpose Level

Strategic Entire Organization Strategic Plan (Corporate Strategy)

Planning
Mission, Vision, Values, Culture, Strategic Objectives
Level

Business Unit Facility Management Organization Other

Strategic Strategic Facility Plan Business
Planning Level Portfolio, Facility Master Plans (Real Estate Master Plans) Units’ Plans

Operations and Maintenance Budgets Design and

Maintenance Construction Plans
Tactical Operations
Planning Plans Plans
Level

Execution
Execution
Level

Measurement
Measure Performance
Level

Feedback
Level Validate Strategy

Source: IFMA

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Facility Management Levels

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STRATEGIC FACILITY PLANNING

Max-Migold Limited
Suite 208, HRDC Building University of Lagos,
Main Campus, Yaba, Lagos
Nigeria.
Tel +234 (0) 813 440 1177, +234 (0) 8186455541
Web www.maxmigold.com
Email service@maxmigold.com

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The Big Picture

Strategic
Customers
Purpose Level

Strategic Entire Organization Strategic Plan (Corporate Strategy)

Planning
Mission, Vision, Values, Culture, Strategic Objectives
Level

Business Unit Facility Management Organization Other

Strategic Strategic Facility Plan Business
Planning Level Portfolio, Facility Master Plans (Real Estate Master Plans) Units’ Plans

Operations and Maintenance Budgets Design and

Maintenance Construction Plans
Tactical Operations
Planning Plans Plans
Level

Execution
Execution
Level

Measurement
Measure Performance
Level

Feedback
Level Validate Strategy

Source: IFMA

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Strategic Facility Planning- Definition

FM organization envisions its future by linking its purpose to the strategy of the
overall organization and then developing goals, objectives and action plans to
achieve that future.

• IFMA, in its “Project Management Benchmarks Survey 2002,” defines the strategic facility plan:

“A strategic facility plan (SFP) is defined as a two-to-five year facilities plan encompassing an entire
portfolio of owned and/or leased space that sets strategic facility goals based on the organization’s
strategic (business) objectives. the strategic facilities goals, in turn, determine short-term tactical
plans, including prioritization of, and funding for, annual facility related projects.”

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Strategic Facility Planning- Process

Take actions as planned • Understand the
organization’s mission,
and implement. vision, values and goals,
Incorporated feedback financial performance;
into the next plan and/or customer knowledge;
project to provide Understanding internal business
continuous Acting processes; and learning
improvement. and growth.

Use analytical techniques,

Develop plans that
meet the long-range
needs of the
organization review
annually and further
update periodically.
such as SWOT, SCAN,
Scenario Planning, to
Analysis
Planning explore the range of
possible futures and the
triggers used to analyze
an organization’s facility
needs.

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Understanding

• The Strategic Facility Plan identifies the type, quantity and location of
spaces needed by the organization
• In-depth analysis of existing facilities
• Achievable and affordable plan to meet the organization’s needs.
• Using the organizational business plan, the differences should be
identified between the current situations and analyzed needs.

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Understanding
• Study the current real estate assets using gathered data such as lease
and ownership data, building assessments, square footages, space
utilization standards and location characteristics.
• Explore the various business goals of each unit in the business to
define future space and real estate needs based on overall corporate
goals
• Anticipate services, expected staffing changes and potential new
technologies.
• Predict future headcounts, demographics, space utilization,
maintenance requirements, capital investment and operating costs.

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Analysis
Scenario Planning
Simulations of possible operating conditions
• Identify potential external and internal changes that might influence the
organization.
• For each potential change, discuss the best case, worst case and most likely.
• Suggest potential strategies, in each of the three scenarios to respond to
each change.
• Propose strategies that must be addressed in order to respond to possible
external changes.
• Select the most likely external changes to affect the organization, over the
next three to five years, for example, and identify the most reasonable
strategies the organization can undertake to respond to these changes.

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Analysis
Systematic Layout Planning (SLP)
• Document the present operation (Deliverable: flowcharts )
• Define the activities and planning horizon (Deliverable: table )
• Develop activity relationships (Deliverable: relationship
diagram )
• Develop a square footage requirements spreadsheet
(Deliverable: spreadsheet )
• Develop block plan layouts (Deliverable: block plan layout )
• Develop an equipment layout (Deliverable: equipment layout)

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Analysis
SWOT Analysis
Analyze Strengths, Weaknesses, Opportunities and Threats using business objectives to identify both internal
and external factors that are either favorable or unfavorable to achieving that objective
1. Strengths: attributes of the organization helpful to achieving the objective and describing how they can
be leveraged.
2. Weaknesses: attributes of the organization harmful to achieving the objective and how they can be
minimized or neutralized.
3. Opportunities: external conditions helpful to achieving the objective.
4. Threats: external conditions harmful to achieving the objective.

Positive Negative
Internal Strengths Weaknesses

External Opportunities Threats

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Planning
➢Document the primary objectives to be addressed (the gap) in
the Strategic Facility Plan
➢Evaluate sites, zoning, costs, labor, competition and all factors
critical for success
➢Conduct financial and risk analysis to focus on finding the
maximum value
➢Develop alternatives with recommendations and priorities
➢Develop a process for marketing the recommended Strategic
Facility Plan to gain management approval.
➢Obtain financial and other approvals needed to launch the
action phase.

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Strategic Facility Planning- Output

Key outputs of facility planning are

• The strategic facility plan
• The master plan
• The annual facility plan (often referred to as an approved budget or
generically as a tactical plan

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FACILITY STRATEGIC PLANNING

Strategic Facility Plan
➢ A statement of facility objectives;
➢ Risk analysis of options;
➢ Sustainability analysis;
➢ Sources and uses of funds;
➢ Operating expense analysis;
➢ ROI, NPV, IRR, and payback period
analysis;
➢ Life cycle cost analysis/whole life
cost analysis;
➢ Cost/benefit rating of alternatives;
and
➢ Recommendation with clearly
stated assumptions.
Facility Master Plan
❖Zoning, regulation, covenant assessments
❖Space standards/benchmarks descriptions
❖Program of space use
❖Workflow analyses
❖Engineering assessment and plan
❖Block, fit or stacking plans
❖Concept site plan or campus plan
❖Architectural image concepts
❖Long-term maintenance plan
❖Construction estimates
❖Phasing or sequencing plan (the sequence of
projects)

• (Source: IFMA)

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Acting
Implementation of an SFP typically requires development
of a specific project or projects to deliver;
New Space or
Altered/Reconfigured Space
The specific project is a unique process which becomes
the tactical plan

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Building Lifecycle Management

Planning

Facility
Design
Management

Handover Construction

Commissioning Testing

63

Lifecycle Process

Planning Designing Construction Testing Commissioning Handover Facility

Management

Planning Designing Construction Testing Commissioning Handover Facilities

Team
Planning
Design
Construction
Facilities

Driver P D C C C C FM
Inputs C, FM C, FM P,D,FM FM FM FM P,D,C

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Operational Readiness Program

Why is an Operational Readiness (OR) critical?
Viewed over a 30 year
period, initial building
costs account for
approximately just 2% • Operation and
of the total, while
operations and Maintenance Program
maintenance costs
equal 6%, and • Testing and
personnel costs equal
92%.
Commissioning Program
Graphic: Sieglinde
Fuller
• Handover Program
Source: Sustainable
Building Technical
Manual / Joseph J.
Romm, Lean and
Clean Management,
1994.

65

Asset Life Cycle Cost

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Benefits of OR program?

• Protects capital investment in

company’s plant, equipment and
buildings because PM program is
available at handover

• Ensures that equipment lasts for its

design life

• One of the factors which ensures a

reliable income stream for the
company from revenue-earning
facilities

67

Operational Readiness Program

O&M Program
➢ Schedule of Assets
➢ Operating Manuals
➢ Contact Information for
Manufacturers
➢ Safety Procedures
➢ Index of Drawings & Plans
➢ Maintenance Schedules
(PPM)
➢ Testing Equipment & Tools
➢ System or Equipment
➢ Specifications
➢ Interfaces
➢ Parts list
➢ Spare Parts List
Testing and
Commissioning Program
✓ Data, Types, and Results
Handover Program
✓ Contractors &
❖ Defines when Contractor is
Manufacturers
finished
✓ As Built Drawings
❖ Handover documents given to
✓ Bill of Quantities (BOQ)
FM Services
✓ Snag List
❖ Regulatory Documents
✓ GIS Coordinates
❖ Warranty Documents
✓ Vendor Details
❖ Defects List
✓ Guarantees and
❖ Training Record
Warranties
❖ Operations and Maintenance
✓ Manufacturers
(O&M) Manual
Recommendations
❖ As-Built Drawings
✓ Legal Documentation
❖ Test Results
✓ Design Modifications
Information

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REGULATORY REQUIREMENT AND BUILDING

CODES

69

PRESENTATION OUTLINE
• Introduction
• Administration
• Requirement and Enforcement
• Technical
• Building Maintenance Standards

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INTRODUCTION
What is Building Code?
• A set of rules that specify the minimum standards for
constructed objects such as buildings and non-
building structures
• Usually applied to the engineers and architects
designing the building
• Serve as guidelines for safety inspectors
• Building codes have been used by governmental
units for centuries to ensure that buildings remain
safe and sanitary

71

Types of Building Code

National building codes
• Developed by government agencies or quasi-
governmental standard organizations
• Enforced across the country by the federal
government
Model building codes
• This is where the power of regulating construction and
fire safety is vested in local authorities

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The Need for Building Code

• Improper planning of our towns and cities
• Incessant collapse of buildings, fire infernos
• Built environment abuses and other disasters
• Dearth of referenced design standards for professionals
• Use of non professionals
• Use of untested products and materials
• Lack of adequate regulations and sanctions against offenders

73

Purpose of Building Code

• To provide/establish minimum standards/requirements for;
➢ Safety
➢ Health
➢ General welfare

• To provide certain minimum standards, provisions and requirements for;

➢ Safe and stable design
➢ Methods of construction
➢ Uses of materials in buildings or structures

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Scope of Building Code

• Standards for;
➢ Structure, placement, size
➢ Usage, wall assemblies, egress rules
➢ Foundations, roof structures e.t.c
• Rules regarding packing and traffic impact
• Fire code rules
• Requirements for earthquake, flood, hurricane resistance
• Requirements for specific building uses
• Energy provisions and consumption
• Specifications on components
• Allowable installation methodologies
• Minimum and maximum room and exit sizes and location
• Qualification of individuals or corporations doing the work
• For high structures, anti-collision markers for the benefit of
aircraft

75

BUILDING CODE ADMINISTRATION

National building code of Nigeria (2006)
Commencement

“The National Council on Housing and Urban Development

deemed it necessary to initiate the process of evolving a
National Building Code with a view to proffer a lasting
solution to the hazardous trends in the building
construction industry”

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Aim of building code

• To set minimum standards on;
➢ Building pre-design and designs
➢ Construction and post-construction stages
➢ With a view to ensuring quality, safety
and proficiency in the building industry
Objectives of building code
• To encourage professionals in the building
industry to;
➢ Produce the most appropriate code
suited to our environment
➢ For subsequent use and application

77

Scope of the building code

• Apply to and control all matters concerning;
➢ Design and specification
➢ Costing, construction, alteration
➢ Addition to, moving, demolition, location
➢ Repair and use of any building or structure
➢ For existing or proposed building works within the
Federal Republic of Nigeria

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Functions
• The building code committee shall;
➢ Be responsible for the periodic review of this code and
any other functions
➢ Recommend for the Minister’s approval members of
the Technical Subcommittees established under this
code

79

REQUIREMENT AND ENFORCEMENT

Pre-Design Stage
• The phase of analysis that occurs after
some form of funding is available and
before design begins
• During the pre-design phase;
➢ Studies are done to analyze
space requirement issues
➢ The constraints and
opportunities of the proposed
site
➢ The cost versus the budget
• The pre-design phase may include;
➢ Site analysis, programming
➢ Construction cost analysis and
value engineering

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Design Stage
Preliminary design
• Major emphasis is upon civil, mechanical, and
architectural design
• The design of all the mechanical processes
• Architectural concepts (if required) are
developed, and structural systems identified
• All the required site investigations are made
before completing this step
• A sufficient number of drawings are then
completed to communicate the design concepts
• The number of drawings required is strictly
dependent upon the size and complexity of the
project

81

Final design
• The detailed architectural and engineering
drawings (the blueprints) of all physical
components of the project are produced
• In some complex projects, a final design report
is written in addition to blue prints
• Virtually all design problems must have been
resolved before the end of the final design stage
• Sufficient detail must be provided by the
drawings and the report to allow reasonably
estimates of;
• Construction cost
• Operating cost
• Construction scheduling
• All revisions to construction materials,
machinery, and equipment specifications are
made
• Updated schedule, cost estimates and
specifications are contained in the final design
report

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Construction Stage
• The construction stage commences after the
finalization of the design
• In a traditional model, the appointment of a
contractor to undertake the construction of the
facility
• It encompasses all works on the site
• Construction covers all the works required to
deliver the final project
The contractor;
➢ Is responsible for undertaking all of the works
➢ Provision of all materials, labor, plant and
equipment
➢ Controls the sequence and coordination of
works
➢ Responsible for coordination with the works
of other parties

83

Post Construction stage

• This include;
➢ Adjustment
➢ Optimization
➢ Modification of building systems to meet specified
requirements
• The objective is to maintain building performance throughout
the useful life of the facility

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Defect Liability Period

• A set period of time after a
construction project has been
completed during which a contractor
has the right to return to the site to
remedy defects
• A typical defects liability period lasts
six to twelve months
• Defects liability periods will only arise
if they are included in the contract

85

The purpose of a defects liability period?

• For the contractor,
➢ It is likely to be more economical and
efficient for it to carry out remedial works
itself than to pay the costs of another
contractor hired by the employer
• From the employer's perspective,
➢ It will not need to hire an alternative
contractor to carry out the work, or to carry
out the work itself and reclaim the cost

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TECHNICAL
Building design classification
Use Group A
• Assembly
➢ Buildings with or without an
auditorium in which persons assemble
for amusement, entertainment or
recreation
Use Group B
• Business uses and professional uses
➢ All buildings and structures used for
the transaction of business, rendering
professional services

87

Use Group C Use Group G

• Educational Uses
➢ All buildings and structures used for
business or vocational training
Use Group D
• Factory and Industrial Uses
➢ All buildings and structures in which
occupants are engaged in performing
work or labour in the fabricating,
assembling or processing of products
or materials
Use Group E
• High Hazard
➢ All buildings and structures used for
the manufacturing, processing,
generation or storage of corrosive,
toxic, flammable or explosive
materials
• Mercantile Uses
➢ All buildings and structures used for
display and sales purposes incidental
to such purposes and accessible to
the public
Use Group H
• Residential Uses
➢ All buildings and structures in which
families or households live or in
which sleeping accommodations are
provided for individuals with or
without dining facilities
Use Group I
• Storage Uses
➢ All buildings and structures primarily
used for the storage of goods, wares
or merchandise

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Use Group J -
• Mixed Use and Occupancy
➢ When a building is occupied for
two or more uses
Use Group K
• Doubtful Use Classification
➢ When a building or structure is
proposed for a use not
specifically provided for in this
code
Use Group L
• Utility and Miscellaneous
➢ Buildings and structures of an
accessory character and
miscellaneous structures

89

Building construction classifications fire resistance rating

Type 1 Construction Type 4 Construction
• Buildings and structures in which the walls, • Buildings and structures in which the
partitions, structural elements, floors, exterior walls are of non combustible
ceilings, roofs, and the exits are materials having a fire resistance rating
constructed and protected with approved Type 5 Construction
non combustible materials
• Buildings and structures in which the
Type 2 Construction exterior walls, load bearing walls,
• Buildings and structures which the walls, partitions, floors and roofs are constructed
partitions, structural elements, floors, of any materials permitted by this Code
ceilings, roofs, and the exits are
constructed of approved non combustible
materials
Type 3 Construction
• Buildings and structures in which the
exterior, fire and party walls are
constructed of masonry or other approved
non combustible materials of the required

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Professional Requirements
• The requirements to become an inspector
or plans examiner?
➢ Must be at least 18 years of age
➢ Be of good moral character
➢ Five years combined experience in
the field of construction or a related
field, inspection, or plans review
➢ A combination of post-secondary
education in the field of construction
or a related field
• The requirements to become a building
code administrator?
➢ Must be at least 18 years of age and
be of good moral character
➢ Ten years combined experience as an
architect, engineer, plans examiner
e.t.c.
➢ With a least five years of such
experience in supervisory positions
➢ A combination of post-secondary
education in the field of construction
or a related field

91

The rationale for energy efficiency in project stage

building code
“According to the IEA statistics for energy balance
for 2004-2005,( 2007 edition), the total final
energy use globally accounts for 7209 Mtoe
(Mega Tonnes Oil Equivalents).The residential and
commercial sectors account for respectively 1951
Mtoe and 638 Mtoe, which is almost 40 % of the
final energy use in the World1”
• Improvement of buildings’ efficiency at
planning stage is relatively simple
➢ Can be expensive at a later stage
• The increased interest will spur the demand
for refurbishment
• These refurbishments provide a compelling
opportunity to improve a building’s efficiency
• Requirements for energy efficiency by
refurbishment are therefore an important
issue which should be included in building
codes

• Improvements after their initial construction

are much more difficult
• Decisions made during a building’s project
phase determines consumption over much of
a building’s lifetime
• Some measures to improve efficiency are
possible only during construction or by major
refurbishment
• Improvements will be;
➢ Very cost effective when implemented at

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Building regulations parts

A – Structure D – Toxic Substances

• The structural stability of buildings • Guidance on the prevention of toxic substances permeating
into the building when inserting insulation into cavity walls
• Areas covered include design of foundations, walls, floors and
roof components
B – Fire Safety E – Resistance to the Passage of Sound

• Requirement for providing early warning of a developing fire • Requirement aimed at reducing sound transference between ;

• Satisfactory escape routes ➢ Dwellings, flats

• Preventing fire spread both within and to other buildings ➢ Certain types of rooms

• Providing good access and fire fighting facilities for the Fire ➢ Communal areas and dwellings
Services F – Ventilation
C – Site Preparation and Resistance to Contaminants and • This part provides for adequate levels of ventilation to
Moisture buildings
• The recommendations of making sure your property remains • Prevention of condensation forming in roof voids
free from;
➢ Damp penetration, condensation
➢ Contamination that may be in the ground, and
watertight

93

G – Hygiene L – Conservation of Fuel and Power

• Concerned with providing sanitary
conveniences and adequate washing facilities
• Includes requirements associated with
unvented hot water storage installations
H – Drainage and Waste Disposal
• Deals with the disposal of sewerage, waste
water and storm water drainage together with
details for solid waste storage (household
refuse)
J – Combustion Appliances and Fuel Storage
Systems
• Covers safety requirements when installing
either solid fuel, gas or oil heating appliancesN – Glazing Safety in relation to Impact, Opening
K – Protection from Falling, Collision and Impact and Cleaning
• Concerned with staircase design
• Headroom, handrails, balustrade
• Guarding of landings balconies and other
raised areas
• Provides minimum standards of energy
efficiency to all parts of the building
• Also provides design criteria for space heating
and hot water storage
M – Access to and Use of Buildings
• The design of buildings;
➢ To enable all people to gain access
➢ Be able to use the facilities of the building
• Includes requirements to help people with
sight, hearing and mobility impairments use
buildings
• Concerned with providing safety glass in critical
locations
P – Electrical Safety
• Applies to electrical installation work in
dwellings, common parts to dwellings and
associated gardens

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Is building regulation approval the same as

obtaining planning permission?
• Building regulations approval
does not mean the same as obtaining
planning permission for your work
• Being granted planning permission is not
the same as taking action to ensure that
the work complies with building
regulations
• Generally you will have to adhere to
building regulations for building works or
internal alteration of properties and as
such you may not require planning
approval
• For many types of building work you
may need to apply for building
regulations and planning permission
separately

95

Max-Migold Limited
Suite 208, HRDC Building University of Lagos,
Main Campus, Yaba, Lagos
Nigeria.
Tel +234 (0) 813 440 1177, +234 (0) 8186455541
Web www.maxmigold.com
Email service@maxmigold.com

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Quality Management

97

Quality

Quality is the process of

confirming customer
expectations, Easy availability
establishing performance Prompt delivery User-friendly
standards and metrics
based on those
Environment-friendly Aesthetic appeal
expectations, measuring What
the degree to which
current products and Perceived value Quality Nice features

services meet the Means Proven reliability

standards and metrics, Simple maintainability
and identifying and
implementing Manifest durability Lower costs
improvements to satisfy Good after-sales service
the standards and
metrics.

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Definitions of FM Quality
What does Quality look like in the FM world?

- Visually clean and well maintained buildings

- A healthy balance sheet
- Work processes that are in alignment with strategic directions
- Work processes that deliver consistent and effective
operational outcomes
- An empowered and committed workforce committed to service
excellence
- Effective FM monitoring and auditing tools assessing
operational performance
- IT infrastructure that is scalable, implementable, and fully
supports the FM operation
- Compliance with building, safety, and fire codes and applicable
legislation

99

Quality Purpose/Objective

“Get it right the first time”

• Promote quality service delivery and enhance efficient

use of resources by doing things right the first time.
✓ Pay attention to details
✓ Improve customer satisfaction,
✓ Save money
✓ Save time.

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WHAT IS ‘RIGHT?’

• ‘Right’ - defined by the customer (what, how, when, where)

• ‘Right’ – defined by standards, best practice
• Quality – The standard of something as measured against other things
of a similar kind; the degree of excellence of something: "quality of life".
• General excellence of standard or level
• Perceptual, conditional and somewhat subjective attribute and may be
understood differently by different people.

101

‘GET IT RIGHT’ – PRINCIPLES

• It starts with you – personal accountability, self evaluation and

reality check, a passionate desire to learn, improve
• Focus: The focus is the customer
• Improvement follows the discovery and application of laws,
principles, and best-known practices that govern the outcome
of a specific endeavor.
• The universal Law of Cause and Effect determines all process
improvement outcomes; only by improving the inputs to a
process can you influence the output or results.
• Improvement is the result of painstaking preparation,
documented goals and procedures, measured performance,
and persistent learning.

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‘GET IT RIGHT’ – PRINCIPLES

• Standardizing tasks gives rise to improved processes

• To improve the performance of any activity, increase the frequency of
feedback to those engaged in the activity; the more frequent the feedback,
the better the results.
• "When performance is measured, performance improves. When
performance is measured and reported, the rate of improvement
accelerates" (Thomas Monson).
• Improvement is most likely to happen in an environment that promotes
customer focus, clear goals, accountability, scorekeeping, frequent
feedback, recognition of personal achievements, and celebration of
victories.

103

FM Quality Measurement
• Reduction in frequency of re-work
• Reduction in customer’s complaint
• Increased commendations
• Improvement in process efficiency
• Number of initiatives introduced
• Reduction in mean-time-between failures (MTBF)
• Increased customer satisfaction index
• Employee job satisfaction levels
• Building users productivity

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Factors influencing FM Quality Improvement

FM leadership’s ability to guide the QI process is directly affected by both
external and internal factors.
External Factors:
• Weather and Climate
• Natural disasters (floods, monsoons, earthquakes)
• Political, economic, and social stability
• Age and gender demographics
• Geographical considerations (elevation, closeness to water sources)
• Rural verses Urban considerations
• Distance to Suppliers
• Transportation infrastructure
• Job demographics

105

Factors influencing FM Quality Improvement

FM leadership must factor in these diverse operational variables and
customize FM measurement tools for Quality Improvement outcomes.

Internal Factors:

• Building Age and Condition

• Age, gender, and pay scales of employees
• Presence of unions
• Building design (open windows, atriums)
• Age, number, and working condition of FM equipment
• Employee work schedules
• Evidence of employee training
• Ratio of supervisor to front line employees
• Your Boss’s expectations and performance standards

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QI Measurement Tools
The following is a list of customizable FM QI measurement tools existing within the FM industry,
covering both financial and non-financial categories:

• Cost per square foot

• Cost per labor hour
• Supply costs per square foot
• Percentage of FM departmental budget to overall organization budget
• Costs per acre
• Number of employees per square foot
• Number of work orders processed per employee
• Number of KW Hours used per building, per time of day
• Number of sick days per employee
• And the list goes on

107

Quality Improvement in the FM Workforce

The following are some guiding principles of how to achieve the journey of Quality Improvement within your FM
employees:

• Treat your employees as they would want to be treated.

• With open communication as to what work and quality standards are expected of them
• In such a way that they feel valued and an important part of your FM operation
• With courtesy and respect
• As individuals whom you can give praise and feedback to
• As individuals you can be open and direct with yet respectful, should their work behaviors need correction
• As those who are valued for their feedback in your FM operation
• By giving them a fair living wage
• By giving them the tools and resources that they need to get the job done
• In such a manner, that you are willing to learn from them, and adopt their ideas for improvement
• As those who are capable of improving themselves and capable of job promotion
• In all ways and at all times, as human beings and not merely as a means to an end

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Quality Improvement in the FM Workforce

If you adopt and implement these guiding principles, you will see the
emergence of FM employees that are characterized by:

• A more engaged workforce

• Greater feedback from your employees
• Increased ideas for workplace improvement
• Less absenteeism from the workplace
• Fewer interpersonal conflicts in the work place
• Less staff turn over
• Less hiring and firing
• Greater staff productivity
• Reduced costs due to sick time and other missed work
• A happier workforce
• Less accidents
• More promotions and employees wanting to learn new skills

109

The 4-Point Training Method

• The 4 Point Training Method of Plan/Do/Check/Act is a time proven and employee

tested means of providing proper training.

• First Step: Employer reviews job requirements and objectives with the new employee,
including required job documentation, and then demonstrates.

• Second Step: The new employee actually does the new job work which they have been
shown to do.

• Third Step: Employer follows up and checks employee’s work. Constructive feedback is
given including any additional training required.

• Fourth Step : The fully trained employee now does the job requirements following the
employer review and feedback.

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Service Level Agreements

A Service Level Agreement is a physical
document that is a legally binding service
agreement between the FM department and a
user of service consisting of such business
topics of safety, quality, staffing, etc.

The description of service Types:

level acceptable to meet
Service • Prescriptive
customer requirements. It
provides a framework for • Performance-based
Specification monitoring actual services. • Output-based

111

External Benchmarking
• External Benchmarking: A proven FM industry method
measuring FM operations of like kind, with one another.

• Social media and the Internet now makes cost and

performance metric information from other FM
institutions much more accessible and available.

• An equally compelling source: FM quality improvement

metrics and operational benchmarking through
membership with BOMA, IFMA, APPA, etc.

• Boost your existing FM operational profile and promote

future FM quality initiatives through communicating this
benchmarking information to your Boss.

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Benchmarking Methodology
Identify key performance indicators.

Measure performance of company’s facility operations.

Best-in-class facility
Compare. Own performance.
performance.

Determine which functions/processes to benchmark.

Identify companies with which to benchmark.

Collect data.

Compare/analyze and determine performance gap.

Develop improvement action plans.

Implement and monitor success.

113

Seven Quality Control Tools

Quantitative Tools Qualitative Tools
Used for organizing and communicating Used to process information for decision
numerical data making
Include: Include:
• Pareto chart • Flowchart
• Check sheet • Cause-and-effect diagram
• Scatter diagram
• Control chart
• Histogram

Quality Improvement Tools

► Root cause analysis
► The Five Whys
► Plan, Do Check, Act (PDCA) cycle
► Six sigma DMAIC model

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Histogram

115

Check Sheet

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Root Cause Analysis

117

Flow Chart

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Pareto Chart

119

Cause and Effect Diagram

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Scatter Diagram

121

Control Chart

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Key Performance Indicators (KPIs)

►Profitability ►Employee recruitment

►Operating expenditures effectiveness
►Customer satisfaction ►Employee absenteeism
►Customer retention ►Turnover
►Sustainability performance ►Workplace productivity

123

Toyota’s 14 Quality Management Principles

1. Base your management decisions on a long term philosophy, even at the expense of short term financial
goals.
2. Create continuous process flow to bring problems to the surface (Avoid disjointed activities).
3. Use “pull” systems to avoid overproduction (Deliver to meet customer requirements).
4. Level out workload (Maintain balanced workload across resource pool).
5. Build a culture of stopping to fix problems, to get quality right the first time.
6. Standardized tasks are the foundation for continuous improvement and employee empowerment
7. Use visual control so no problems are hidden – Effective reporting to flag out-of –control situations.
8. Use only reliable thoroughly tested technology/supply chain partners that serve your people and
processes.
9. Grow leaders who thoroughly understand the work, live the philosophy, and teach it to others
10. Develop exceptional people and teams who follow your company’s philosophy
11. Respect your extended network of partners and suppliers by challenging them to improve.
12. Go and see for yourself to thoroughly understand the situation.
13. Make decisions slowly by consensus, thoroughly considering all options; implement decisions rapidly
14. Become a learning organization through relentless reflection (hansei) and continuous improvement
(kaizen)

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FACILITY MANAGEMENT ORGANISATION

Max-Migold Limited
Suite 208, HRDC Building University of Lagos,
Main Campus, Yaba, Lagos
Nigeria.
Tel +234 (0) 813 440 1177, +234 (0) 8186455541
Web www.maxmigold.com
Email service@maxmigold.com

125

FM Organizational Levels And Resource

Impacts On Performance And Costs
Facilities Management
relationship of Resources Applied to Performance Impact

Resources Performance
(people/ systems) (costs/ efficiencies)

Strategic Level

Tactical Level

Operational Level

Management Levels

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FM Organizational Models
, Topic 5

Customer-driven One location, multiple sites

Most support for highest demand services.
Organized into business units.
Custom service, fast response, flexibility.
Reviews linked to customer objectives
Office manager
Single leased facility, minimal FM.
FM manager functions as office manager.
Almost all services contracted out.
One location, one site
Single owned facility or campus.
May operate a staffed, full-service FM.
May have subordinate managers for major
functions.
Contractors for peak use/special services.
HQ with plants, labs, branches nearby.
Homogeneous organizational structure, site
administrators.
HQ controls strategy and funding.
Full decentralization not economically
warranted.
Multiple locations, region- or division-
led
Large, dispersed organization in one country.
HQ confined to broad strategy, tactics, real
estate, high-level space planning, policy setting.
Operations and maintenance handled on site.
Multinational
Operationally similar to multiple location, one
country, but with more regional control.
Regional managers get only technical direction
from HQ, have their own support services.

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Components of Organizational Structure

, Topic 5
Structure and culture

Centralization
Chain of command Chain of command Vs. span
of control
Span of control Chain of command—Levels
Line Vs. staff of reporting authority
management Line or staff management between a job position and
Line management— top authority. Can be vertical
Vertical chain of Functional/ structural vs. or horizontal.
command with Span of control—Number of
specialization increasing
matrix models subordinates reporting to a
lower in the hierarchy. given manager. Consider
Owned or leased task maturity, job complexity.
Staff management—
Horizontal chain of Spatial differentiation
command that cuts
across vertical chains.
Standardized/ specialized
services
Relocation and churn

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Functional/Structural Organizational Model

, Topic 5

CEO
(Employee)

❖ Hierarchical structure
❖ Specialized functions
❖ Line management VP of Administration
(Employee)
❖ Vertical chain of
command

Purchasing
Controller Facility Manager
Department Manager
(Employee) (Employee)
(Employee)

Real Estate Renovations Building Managers Architectural

Security Cafeteria Telecommunications
(Consulting Firm (Lease Engineer
(Contractor) (Contractor) (Contractor)
Firm) (Contractor) Arrangement) (Consulting Firm)

Source: IFMA

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Matrix
, Topic 5
Organizational Model
Reports to CEO

Facility Manager
(VP)

Design and Operations and

Administration Real Estate
Reports to CEO Construction Maintenance
(Director) (Director)
► Modified (Director) (Director)
functional/
Design and Operations and
structural model Human Resources Administration Real Estate
Construction Maintenance
(VP) (Staff) (Staff)
► Both line and staff (Staff) (Staff)
manage-ment
► Dual reporting Design and Operations and
relationships (if Project A Manager Administration
Construction Maintenance
(Project Manager) (Staff Team)
staff and line) (Staff Team) (Staff Team)

Operations and
Project B Manager Administration Real Estate
Maintenance
(Project Manager) (Staff Team) (Staff Team)
(Staff Team)

Source: IFMA

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Traditional In-House Delivery Model

, Topic 2

Finance
Strategic Client Procurement
Audit

People management
Finance
On-Site Procurement
Tactical Client
FM Team Health and safety
Project management
Technical

Service Delivery

Operational

Supply Chain

Source: Agents4M International Limited

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Hard and Soft Services Split

, Topic 2

Client

Strategic
Soft Services Hard Services Finance
Manager Manager Procurement
Audit

People management
Finance
Site-Based Procurement
Tactical Site Based FM
FM Health and safety
Project management
Technical

Soft Services Hard Services

Delivery Delivery

Operational
Specialist Services Specialist Services
Supply Chain Supply Chain

Source: Agents4M International Limited

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IFM Models- Managing Agent

, Topic 2

Finance
Strategic Client Procurement
Administration

People management
Finance
On-Site Off-Site Procurement
Tactical Client
FM Team Support Health and safety
Project management
Technical

Operational Supply Chain

Source: Agents4M International Limited

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IFM Models- Principal Contractor

, Topic 2

Client
Strategic Representative

People management
Finance
On-Site FM Off-Site Procurement
Tactical PC Director
Team Support Health and safety
Project management
Technical

Operational Supply Chain

Source: Agents4M International Limited

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IFM Models- Self-Delivery Total FM

, Topic 2 Package

Finance
Strategic Client Procurement
Audit

People management
Finance
On-Site On-Site Procurement
Tactical Client
FM Team Support Health and safety
Project management
Technical

Main Service Elements Delivery

Operational

Specialist/Minor Services Supply Chain

Source: Agents4M International Limited

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Integrated Facility Management (IFM)

Integrated Facility Management (IFM) is a model that Provides opportunities for:

bundles FM services and outsources them to one or more cost saving,
Facility Management Organizations who act as improvement of operational integrity,
intermediaries between the client and the actual service minimizing risks,
providers who are awarded one or a few services each. driving operational excellence,
improving processes,
introducing best practices,
❖One IFM service provider for their entire portfolio
improving business continuity, etc.
❖A different IFM service provider for each region
❖One provider for hard services and another
provider for soft services
Decisions must be based on IFM provider’s capabilities,
geographic reach, ability to leverage spend and drive
consistency of programs, processes, systems, reports, hedging
against the risk of a single contractor failing, need to experience
multiple perspectives, etc.

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To t a l Fa c i l i t i e s M a n a g e m e n t -
All the equipment or services are outsourced to one
company.
Benefits include: The limitations:
• Less skill or knowledge to procure • Management may be poor
• Cheap, one invoice
• Difficult to terminate an unsatisfactory
• Ideal for small organizations with no in-house component package (especially the
skills management)
• Service components can be at the right
quality level for its area • Insufficient incentive for the outsourced
management to reduce costs
• Service component can be changed at any
time • Requires significant skill and
• Management component can be brought knowledge to achieve a successful
back in-house) without losing any of the result
service components • it is probably not as suitable for those
• it should achieve the best value for money who just want the cheapest price.
overall.

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Business Requirements and statements of work (SOWs)

-Business drivers, needs, constraints, Planned
business changes
-Expense reduction/footprint reduction targets
-IT plans, requirements, constraints, technology
utilized
Site Data
-Address, Square footage, Number and types of
Know occupants, Owned versus leased, Hours of
Your operation, Types of space, operations, customers
being served
Basics!
Services
-FM services provided in-house, by landlord, by
service providers, Current service providers details
-Organization charts, Current staffing – in-house
and outsourced
-Current contract terms, Service level requirements
-Special requirements, such as data center,
C-Suite, fitness center, day care center, etc.
Costs
-Cost of each FM service – last year, current year
(actual and budget)
-Cost/unit basis – square footage, occupant, etc.
-Accounting requirements – cost centers, charge
backs, etc.
Performance
-Key performance indicators (KPIs), Customer
satisfaction index, Service delivery model/workflow,
Work order backlog
Issues
-Compliance concerns, Employee/Union,
Community

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Startup Information Requirements

• List of vendors used • Service level requirements

• Vendor contracts
• Real estate lease agreements
• Landlord contact information
• Financial data
• Utility bills
• Accounting requirements
• IT requirements
• Organization charts
• Site information, including
drawings
• Equipment listings
• Maintenance records
• Building rules and regulations
• Permits
• Key contacts, emergency numbers
• Incident reporting procedures
• Emergency response plans
• Business continuity requirements
• Fire/Life safety program

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Transitioning Into IFM

• The business units need to incumbent staff.
understand the change and what will -Finalize the contract
be different under IFM
-Perform due diligence
• Strong communication plan that
covers pre-, during and post- -Create sub-contractor contracts
transition -Set up the technology and service desk
• IFM service provider to establish -Establishing the communications plan
-Staffing requirements and organization -Set up the accounting and operating
structure procedures
-Fill open positions -Develop a risk mitigation plan
-Provide required orientations and -Obtain detailed information and
training. records about the operations
-Knowledge transfer from acquired or

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Major Drivers of IFM and TFM

• Reduce cost • Enhance ability to share

• Streamline operations and simplify information
processes • Introduce best practices
• Improve operational efficiency • Improve global delivery
• Improve service delivery • Improve data, technology, and
• Reduce management complexity reporting
• Drive consistency across the • Drive continuous improvement
portfolio • Provide a more flexible, scalable
• Gain economies of scale – leverage delivery model understand how to
spend plan an orderly transition.

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Finances • Fit with your company culture

• Reduce cost of operations
• Provide services at a competitive price
• Leverage spend within region and globally to
achieve best in class pricing
People
• Best utilize expertise of in-house and service
provider’s staff
• Best support your organization structure
Major • Maintain safe work place
Customers
Drivers of
• Improve customer satisfaction
Integrated • Enhance customer productivity, serves as a
Facility business enabler
Management • Improve service delivery – quality, response time
• Not compromise service quality and delivery
• Not adversely impact business
operations/minimal business disruption
Services
• Enhance oversight and delivery of services
• Meet your company’s expectations and
standards
• Provide flexible/scalable model
Processes
• Improve internal processes and promote
innovation
• Reduce management complexity
• Promote consistency of processes, controls,
reporting
• Provide wider access to marketplace, best
practices and knowledge sharing across sites
• Enhance use of systems and technology
• Not adversely impact environmental health and
safety (EHS) and regulatory compliance

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