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