Total Facilities Management , 2nd Edition,9781405127905

Total Facilities Management , 2nd Edition

by ;
Edition: 2nd
ISBN13: 9781405127905
ISBN10: 1405127902
Format: Paperback
Pub. Date: 2005-08-01
Publisher(s): Wiley-Blackwell
List Price: $94.99

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Summary

Bridging the gap between the theory of facilities management and its implementation, this book raises issues which all practitioners should consider before embarking on a particular plan. It shows the link between facilities management practice and an organisation's business objectives, and deals with issues known to concern practitioners.This new edition will add chapters on change management, workplace productivity and research and development.

Author Biography

Brian Atkin BSc, MPhil, PhD, FRICS, FCIOB (University of Reading, UK and Lund University, Sweden) has held various professorial appointments over the past decade including a number overseas. His research and publications cover construction process improvement, project performance and the impact of cross-culture on major international projects. Brian is Director of the Swedish national research and development programme, Competitive Building, and serves on other international advisory boards and committees for innovation and research centres and programmes.


Adrian Brooks BSc (Hons), MBA, MRICS (Acuity Management Solutions Ltd, UK) is a chartered quantity surveyor with an MBA from the Cass Business School. He is the Director of Consulting for Acuity Management Solutions, a young and dynamic facilities management business, having held board positions in other property and facilities management businesses previously. Adrian continues to provide strategic advice to blue chip organisations internationally and is a regular speaker on best practice techniques and facilities issues.

Table of Contents

Preface x
Introduction xii
Abbreviations xiv
An introduction to facilities management
1(11)
Key issues
1(1)
Background
2(1)
Rationale for facilities management
2(2)
Defining facilities management
4(1)
Approaches to facilities management
5(1)
Informed client function
5(2)
Concept of best value
7(1)
Supplier relationships
7(2)
Matters of risk
9(2)
Conclusions
11(1)
Developing a strategy for facilities management
12(18)
Key issues
12(1)
Introduction
13(1)
Developing a facilities management strategy
14(1)
Strategic analysis of facilities' requirements
15(4)
Developing solutions
19(1)
Strategy implementation
20(3)
Relationships between client organisations and service providers
23(1)
Case study -- Developing a strategy
24(4)
Conclusions
28(2)
Retaining services in-house vs outsourcing
30(11)
Key issues
30(1)
Introduction
30(1)
Attributes of service
31(1)
Customer service
31(1)
Uniqueness of service
32(1)
Priority, flexibility and speed of response
33(1)
Management implications and indirect cost
34(1)
Direct cost
35(1)
Control
35(2)
Overview of options and implications
37(1)
Market testing
38(1)
Other implications of outsourcing
38(1)
Conclusions
39(2)
Change management
41(12)
Key issues
41(1)
Introduction
41(1)
Change in an organisational setting
42(1)
Managing change in practice
43(1)
Change as a process
43(3)
Communicating change
46(1)
Responsibilities of those managing change
47(1)
Resolving cultural conflict
48(1)
Case study -- EastPoint Property Management Services Limited
48(3)
Conclusions
51(2)
Human resources management implications
53(15)
Key issues
53(1)
Introduction
53(1)
Dealing with shifting demands for resources
54(1)
Appropriate management structure
54(1)
Case study -- Practical human resources issues
55(4)
Employment obligations
59(1)
Case study -- Sun Life of Canada (UK) Limited
60(3)
Functions, job descriptions and skills
63(1)
Performance appraisal
64(2)
Conclusions
66(2)
Policy and procedures for outsourcing
68(14)
Key issues
68(1)
Introduction
68(1)
Essential approach
69(2)
Strategy
71(3)
Tender documents
74(2)
Tendering process
76(4)
Ongoing relationships
80(1)
Conclusions
80(2)
Policy and procedures for in-house provision
82(5)
Key issues
82(1)
Introduction
82(1)
Definition of services
83(1)
Identifying stakeholders
83(1)
In-house capabilities and skills
84(1)
Departments as customers
84(1)
In-house team approach
84(1)
Service provision reviewed and improved
85(1)
Conclusions
86(1)
Service specifications, service level agreements and performance
87(16)
Key issues
87(1)
Introduction
88(1)
Stakeholders' interests
88(1)
Rationale for service specifications and SLAs
89(1)
What is a service specification?
89(2)
Example of a service specification -- cleaning of open plan offices
91(2)
What is a service level agreement (SLA)?
93(2)
Example of a service level agreement (SLA)
95(1)
Critical success factors and key performance indicators
96(1)
Performance monitoring
97(3)
Updating service specification and SLAs
100(1)
Quality system
101(1)
Conclusions
102(1)
Employment, health and safety considerations
103(11)
Key issues
103(1)
Introduction
103(1)
Relevant legislation
104(1)
General policy
104(1)
Organisation and administration
105(1)
Workers' rights
106(1)
Disability discrimination
106(1)
Safety rules and practice
107(4)
Stress, employees and the organisation
111(1)
Conclusions
112(2)
Workplace productivity
114(13)
Key issues
114(1)
Introduction
114(1)
Measuring productivity
115(1)
Work itself
116(2)
The organisation
118(1)
Communication
119(1)
Work environment
120(1)
Environmental factors having an impact on productivity
121(2)
Design implications
123(1)
Unconventional working arrangements
124(1)
Conclusions
125(2)
Facilities management service providers
127(16)
Key issues
127(1)
Introduction
127(1)
Preliminary approach
128(1)
Types of service provision
129(1)
Managing agent
130(1)
Case study -- Facilities management in the public sector
131(5)
Managing contractor
136(1)
Managed budget
137(1)
Total facilities management
137(1)
Totally serviced workplace
138(1)
Evolution in the nature of service providers
139(2)
Determining the best approach
141(1)
Conclusions
141(2)
Managing service provider and supplier relationships
143(8)
Key issues
143(1)
Introduction
143(1)
Service providers and suppliers
144(1)
Types of relationship
144(2)
What kind of relationship is needed?
146(1)
Contractual arrangements and partnering
147(2)
Gain-sharing
149(1)
Continual improvement
149(1)
Conclusions
149(2)
Contract management and financial control
151(8)
Key issues
151(1)
Introduction
151(1)
Contractual approach and terms
152(1)
Payments
152(1)
Cost monitoring
153(2)
Performance monitoring
155(1)
Change control
156(1)
Contract administration
156(1)
Contract review
157(1)
Conclusions
157(2)
Benchmarking best practice
159(13)
Key issues
159(1)
Introduction
159(1)
Pursuing continual improvement
160(1)
Benchmarking practices
161(1)
Measuring performance
162(2)
Benchmarking facilities management
164(2)
Other kinds of benchmarking
166(2)
Case study -- Diageo plc
168(2)
Conclusions
170(2)
Public-private partnerships
172(14)
Key issues
172(1)
Introduction
173(1)
Public-private partnerships (PPPs)
173(2)
Procurement and contractual approach
175(1)
Generic PPP project set-up
175(5)
Main types of service provided
180(1)
Payment mechanisms
180(1)
Facilities management and private sector participation
181(1)
Output specifications
182(1)
Relevance and benefit of private investment and partnership
182(1)
Risk and private investment
183(1)
Problems with private investment and partnership
184(1)
Conclusions
184(2)
Education, training and professional development
186(9)
Key issues
186(1)
Introduction
186(1)
Backgrounds of facilities managers
187(1)
Growth of the professional discipline
188(1)
Core competence in facilities management
188(1)
Studying facilities management
189(1)
Facilities management training and personal development
190(1)
Continuing professional development (CPD)
191(1)
The future for facilities managers
192(1)
Conclusions
193(2)
Innovation, research and development
195(18)
Key issues
195(1)
Introduction
195(1)
Change and innovation
196(1)
Innovation and research and development
196(2)
Research and development themes
198(1)
Flexible corporate real estate
198(3)
Healthy buildings promoting future living
201(4)
Sustainable communities
205(3)
Tele-care in the home
208(3)
Conclusions
211(2)
Appendices
213(21)
A Glossary
213(8)
B Prevention of fraud and irregularity in the award and management of contracts
221(6)
C Risks involved in outsourcing
227(2)
D Contractual approach and terms
229(4)
E Sections for a service level agreement (SLA)
233(1)
References and Bibliography 234(1)
Index 235

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