Facility Design and Management Handbook / Edition 1

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A new paradigm in facility management

A unique, just-in-time resource from profession leader Eric Teicholz, Facility Design and Management Handbook empowers you to make your facility state of the art. Packed with tips from U.S. and international case studies from government, health care, retail, finance, manufacturing, and academia, this guide gives you access to the

productivity tools, technologies, and stratagems that have revolutionized the field in the last five years, helping you to:

Find the best, most cost-effective solutions for issues from “greenness” and sustainability to disaster recovery and technology integration

Use new tools for space and asset allocation, project management, process coordination, and systems integration

Improve accuracy in financial forecasting, budgeting, architectural and interior design planning, and market research

Create cost-effective “smart” buildings with state-of-the art security, energy management, lighting strategies, and maintenance efficiency

Discover innovative solutions for human resources needs

Integrate the Internet into your management program

Automate nearly all your tasks for major productivity gains

Apply benchmarking standards and other measurements that demonstrate and assure facility management productivity

Accompanying time-saving, efficiency-boosting CD-ROM is loaded with sample documents—from budgets, schedules, plans to cost-benefit analyses, checklists, forms and audits; standards for communications and database, integration, building and construction, CAD conventions; Web links and other resources.

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Product Details

  • ISBN-13: 9780071353946
  • Publisher: McGraw-Hill Professional Publishing
  • Publication date: 1/24/2001
  • Edition description: BK&CD-ROM
  • Edition number: 1
  • Pages: 752
  • Sales rank: 1,234,316
  • Product dimensions: 7.70 (w) x 9.50 (h) x 1.73 (d)

Meet the Author

Eric Teicholz is president and founder of Graphic Systems, Inc., of Cambridge, Massachusetts, which specializes in all aspects of facilities management, including automation consulting, systems integration, market research, and training. He has specialized in facilities design and management for 25 years. A contributing editor of Facilities Design & Management, Mr. Teicholz lectures internationally, and has published hundreds of articles and nine books. He received his postgraduate degree in architecture from Harvard, where he has taught in the Graduate School of Design and served as co-director of the Laboratory for Computer Graphics and Spatial Analysis. He has written two other books for McGraw-Hill, Computer-Aided Facility Management and CAD/CAM Handbook.
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Read an Excerpt

Chapter 8: Alternative Work Places

Don't Oversell the Cost Savings. Real estate often oversells to senior management the ability; to recoup occupancy cost expenses and then carries the burden to meet the objectives-without cross-functional support. Although real estate can target specific business groups to move employees remotely full-time, the majority of remote workers are occasional and hard to organize for a real estate cost reduction. It is estimated that the potential real estate savings, due to current information networks, will take three churn rates of corporate real estate, or approximately fifteen years, to realize.

Integrating an Effective Remote Process. Successful integration of remote work requires commitment and funding. In First Union's case, resources-staff and funds-were provided for implementation and support services. In our experience, this happens more often than not once organizations become familiar with our methodology-beware, however. Without sufficient funding for remote management tools, the practices developed in Phase I may be shelved and remote-work objectives will be difficult to meet. Funding should cover most of the tactics listed below:

  • Create (or outsource) an implementation team separate from facilities managers to avoid cost. cutting resistance
  • Reissue the corporate flex-place policy to reference the remote work process
  • Conduct functional and business leadership meetings
  • Sell and implement a process, NOT A PILOT PROGRAM
  • Market a visible process by creating a web-based center
  • Deploy an automated, integrated human-resource and information technology process for employees that want to move remotely
  • Deploy tools that report and forecast your corporation's remote population
  • Monitor remote-work conditions through surveys (preferably automated) and focus groups
  • Deploy support services that fill organizational gaps (see the next section, Support Services for= Remote Work)

Because real estate typically pilots facilities projects, they tend to do the same for remote work. We believe this is a mistake, because it is guaranteed to delay corporate implementation until after the pilot results are in, 19 which means you have to go back to executive management a third time., Ask executive management to approve the remote work process and get funds to market, monitor, support, and improve the program to get better results.

What About Productivity? We are often asked about productivity. Our response is this: "If th is no change in employee productivity, is remote work still a good direction for your organization Typically, the answer is yes. Productivity questions will need to be answered just prior to authorize, tion of funds, so gather a list about other company success stories in preparation. This won't be hard, because far more succeed than fail. However, be prepared to defend the program even if the is no measurable increase in employee productivity.

Why? Because markers of increased productivity don't always come from employees. In fact,'. is more likely that as a result of a distributed workforce, new automated processes, improved net works and software, not people, will bring increased production. Monitoring productivity is alwa advisable during transitional periods, but don't let the results carry undue weight. Remote work is cultural evolution, similar to that of the 1980s when computers were introduced. What was then still holds true today: Operating practices will drive changes in management practices proficiency comes only with experience, new ways of managing work and time.

8.5.3 Phase III: Support Services for Remote Work-Filling the Gaps

Many organizations are not fully prepared to deploy all of the support services that are required f remote work because there is a certain amount of "wait and see" attitude. Support services are often slow in coming. Unfortunately, the need for these services is usually greatest at the outset. Following is a list of the support services that may not currently exist in your corporation, but should evolve if commitment to a distributed workforce is a serious goal:

  • Process administration-Accountability and support is critical to quality service delivery
  • Training-Continued management and technology training will facilitate cultural change
  • Technology support services-To adjust and excel, remote workers need the appropriate tools and support services

Process Administration Administering a Remote Work Process. The quality of service delivery from the corporation's central organization to its employees is dependent upon process visibility, ease of use, and maintenance of the process. To this end, an organization should assign, or outsource, a process administrator whose responsibilities will include process coordination in its entirety, cross-functional changes, program reporting and monitoring, program improvements and recommendations, etc. As keeper of the process, the process administrator can be held accountable for improving or changing the process if service quality is unsatisfactory.

Besides program coordination, another key responsibility for the process administrator is implementation services to internal business units. Although the practices designed should allow the business to implement without the central organization, the option to facilitate business implementation services should still be offered.

Training. Port's experience is that very little employee training happens at the point of transition into a remote work environment. With this in mind, corporations should provide strong, comprehensive reference materials regarding remote-work management practices. There are standard management practice materials available today so corporations may not have to create these in-house.

Although many employees will not participate in classroom training, we strongly recommend training if remote work is mandated and resistance is high. This training should occur after, not before, remote work begins. Since remote workers are more apt to feel alienated or isolated, they are more likely to benefit from the classroom environment in post-remote condition. Post-remote work training and focus groups that allow participants to participate in change management directions are very effective measures in evolving a remote workforce.

Technology Support Services. A distributed workforce requires integrated support services, whether they are located in-house or outsourced. The following are key technology groups critical to the deployment of a distributed workforce:

  • Telecommunications-Administration of pre- and post-connectivity orders is required.
  • Computer/software desktop services-Home installation for desktop computers is often arranged through this group. This group may also ensure that minimum computer and software standards are upheld.
  • Security-Very often corporate security practices need to be upgraded for a distributed workforce. Maintaining corporate compliance objectives will require evolving security practices.
  • Help desk services-A help desk can put out fires, reassure beginning telecommuters, and assist with technical and last-mile connectivity conditions.
  • Network gateway groups-To assure adequate capacity planning, equipment at corporate gateways must continually be appraised for expansion.

Staying the Course. The author believes that remote work will evolve as information networks evolve. The first ten years of the twenty-first century will be a significant and historical evolutionary period for change in management practices; therefore, it is unreasonable to think that any one particular activity done today will solve all challenges. The goal is to make incremental cultural changes in ourselves, our work, and our management practices. Excelling at remote work must be the long-term objective, and living with less than perfect conditions is our current challenge.

8.6 Business Centers-an Alternative Branch Office Strategy

Traditionally, branch offices have been located to support customer sales or regional operations. Since more and more customers are using virtual interfaces, branch office strategies will also need to change. Furthermore, technology for the first time affords distributed back-office operations (i.e. , telecommuting). Thus, smaller corporate resource centers are now being placed near employees, not customers. Rather than equip these smaller outposts with staff and equipment, corporations are turning to business centers. Naturally, this new practice will have a great impact on labor, branch, and back-office planning strategies. This section provides an overview of the business-centers industry.

Globally, there are approximately 5,500 executive-suites occupying 80,000,000 ft' and generating over $3 billion in revenues. Over two-thirds of these facilities are located in the United States. In the United States, the executive suite association (ESA) estimates that with the industry's efficient, cost-effective, flexible way of meeting office space needs, the number of square feet occupied by business centers will double over the next three years.

Executive suites, often known today as "business centers" because of the all-encompassing nature of their products and services, are offering solutions to the following issues:

  • Soaring real estate rental costs and inflexible leasing practices
  • Escalating lease-termination costs resulting from the proliferation of mergers, acquisitions, and consolidations
  • Costly and diminishing pools of experienced and trained labor-domestic and globally
  • Proliferation of, and increasing reliance on, sophisticated technologies and software applications that require on-site support and maintenance in the workplace
  • Increased reliance on telecommuting and other alternative-office practices that require extensive physical and technical support to be effective
  • Increased home- and virtual-office support-servicing needs
  • Growth and competitiveness in international trade
  • Increased cost of managing an administrative workforce
  • Growth in corporate outsourcing
  • Consolidation and vertical integration of real-estate businesses, including value-added business services for their tenants
  • Growing dependence on the Internet and other technology networks

Companies no longer want to deal with the difficulty and expense of locating quality, small spaces in prime commercial buildings which offer little in the way of lease flexibility and demonstrate an unwillingness to accommodate uncertainty with respect to lease duration and/or space requirements. For example, Cisco Systems, Inc. locates new sales operations in business centers, if available, in new territories around the world. Their need to use business centers is short-term, until sales grow and new more permanent offices can be developed.

Nor are companies prepared to devote the time and expense necessary to negotiate the lease, plan the layout, design, decorate and furnish the space, select the equipment, and hire, train, and manage personnel. Wishing to avoid long-term commitments for space, people, and equipment,' they are attracted to the business-center industry's products that eliminate these hassles and offer a number of side benefits as well. As a consequence, business centers, particularly the established international networks, are being aggressively sought out by large, well-capitalized companies in order to meet their branch-office needs. And, in response, these business-center networks are aggressively expanding and introducing new products and services to meet the demands of such sophisticated customers...

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Table of Contents

Part 1: Introduction.

Chapter 1: Facility Management - An Introduction.
Part 2: Planning.

Chapter 2: Benchmarking.

Chapter 3: Strategic Planning.

Chapter 4: Business Transformation and Facility Management.

Chapter 5: Financial Management for Facility Managers.

Chapter 6: Ultimate Customer Service.

Chapter 7: Disaster Recovery Planning.

Part 3: Analysis and Design.

Chapter 8: Alternative Workplaces.

Chapter 9: Facilities Condition Assessment.

Chapter 10: Thinking Globally.

Chapter 11: Sustainable Design.

Chapter 12: Smart Buildings, Intelligent Buildings.

Chapter 13: Lighting.

Chapter 14: Ergonomics and Workspaces.

Chapter 15: Managing the New Healthcare Real Estate Portfolio: A Case Study.

Chapter 16: Organization Readiness Case Study: Implementing Technology at Rocketdyne, a Boeing Company.
Part 4: Implementation and Management.

Chapter 17: Project Management and Integration.

Chapter 18: Real Estate Portfolio Management.

Chapter 19: Supporting the Mission of the Organization: An Approach to Portfolio Management.

Chapter 20: The Design and Construction Process.

Chapter 21: Space and Asset Management.

Chapter 22: Operations and Maintenance.

Chapter 23: Energy Management.

Chapter 24: Security.
Part 5: Technology.

Chapter 25: Overview & Current State of FM Technology.

Chapter 26: Integrating the Internet into FM.

Chapter 27: A/E/C Industry Case Study: The Birth and Development of a Collaborative Extranet, Bidcom.

Chapter 28: Governemnt Technology at the Architect of the Capitol: A Case Study.

Chapter 29: Michigan State University Facility Management Master's Level Certificate Program: A Case Study.

Chapter 30: GIS Case Study: Space Management at the University of Minnesota.

Chapter 31: Teaching Technology at the University of New South Wales: A Case Study.
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