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Library | Item Barcode | Call Number | Material Type | Item Category 1 | Status |
|---|---|---|---|---|---|
Searching... | 30000010235845 | HD1394 A86 2009 | Open Access Book | Book | Searching... |
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Summary
Summary
Earlier editions of Total Facilities Management have been praised for the lucid presentation style and direct applicability of its contents. The third edition follows in that tradition, providing an accessible text 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, showing the link between facilities management practice and an organisation's business objectives and dealing with issues known to concern practitioners.
Building on the success and popularity of previous editions, the third edition adds new chapters on facilities planning, building intelligence, managing specialist services and information systems management, and provides a number of new, international case studies which will further broaden its appeal to practitioners and advanced students alike.
From a Review of the Second Edition:
"I have just finished reading this superb book and am impressed with the amount of 'wisdom' provided in a very readable form"
- W.W. Badger , Arizona State University, in Construction Management and Economics
Author Notes
Brian Atkin BSc, MPhil, PhD, FRICS, FCIOB has held various professorial appointments over the past decade including a number overseas. He is currently Director of Atkin Research & Development Ltd, specialising in technology transfer and studies of quality, performance and efficiency in the property, construction and engineering industries. His research and publications cover construction process improvement, project performance and the impact of cross-culture on major international projects. Brian is also 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 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
| Total Facilities Management û Third Edition |
| 1 An introduction to facilities management |
| Key issues |
| Background |
| Rationale for facilities management |
| Defining facilities management |
| Approaches to facilities management |
| Informed client function |
| Concept of best value |
| Supplier relationships |
| Matters of risk |
| Conclusions |
| 2 Developing a strategy for facilities management |
| Key issues |
| Introduction |
| Developing a facilities management strategy |
| Strategic analysis of facilitiesÆ requirements |
| Developing solutions |
| Strategy implementation |
| Relationships between client organisations and service providers |
| Case study û Developing a strategy |
| Conclusions |
| 3 Facilities planning (New Chapter) |
| Key issues |
| Introduction |
| Space planning |
| Design briefing |
| Facilities management briefs |
| Post-occupancy evaluations |
| Corporate real estate management |
| Real estate options |
| Buy, lease or rent |
| Totally serviced workplaces |
| Conclusions |
| 4 Retaining services in-house vs outsourcing |
| Key issues |
| Introduction |
| Attributes of service |
| Customer service |
| Uniqueness of service |
| Priority, flexibility and speed of response |
| Management implications and indirect cost |
| Direct cost |
| Control |
| Overview of options and implications |
| Market testing |
| Other implications of outsourcing |
| Conclusions |
| 5 Change management |
| Key issues |
| Introduction |
| Change in an organisational setting |
| Managing change in practice |
| Change as a process |
| Communicating change |
| Responsibilities of those managing change |
| Resolving cultural conflict |
| Case study û EastPoint Property Management Services Limited |
| Conclusions |
| 6 Human resources management implications |
| Key issues |
| Introduction |
| Dealing with shifting demands for resources |
| Appropriate management structure |
| Case study - Practical human resources issues |
| Employment obligations |
| Case study û Sun Life of Canada (UK) Limited |
| Functions, job descriptions and skills |
| Performance appraisal |
| Conclusions |
| 7 Policy and procedures for outsourcing |
| Key issues |
| Introduction |
| Essential approach |
| Strategy |
| Tender documents |
| Tendering process |
| Ongoing relationships |
| Conclusions |
| 8 Policy and procedures for in-house provision |
| Key issues |
| Introduction |
| Definition of services |
| Identifying stakeholders |
| In-house capabilities and skills |
| Departments as customers |
| In-house team approach |
| Service provision reviewed and improved |
| Conclusions |
| 9 Service specifications, service level agreements and performance |
| Key issues |
| Introduction |
| StakeholdersÆ interests |
| Rationale for service specifications and SLAs |
| What is a service specification? |
| Example of a service specification û cleaning of open plan offices |
| What is a service level agreement (SLA)? |
| Example of a service level agreement (SLA) |
| Critical success factors |
| Key performance indicators |
| Performance monitoring |
| Updating service specification and SLAs |
| Quality system |
| Conclusions |
| 10 Social, health and safety considerations (Reworked Chapter) |
| Key issues |
| Introduction |
| Relevant legislation |
| General policy |
| Corporate social responsibility |
| Organisation and administration |
| WorkersÆ rights |
| Disability discrimination |
| Safety rules and practice |
| Stress, employees and the organisation |
| Conclusions |
| 11 Workplace productivity |
| Key issues |
| Introduction |
| Measuring productivity |
| Work itself |
| The organisation |
| Communication |
| Work environment |
| Environmental factors having an impact on productivity |
| Design implications |
| Unconventional working arrangements |
| Conclusions |
| 12 Building intelligence (New Chapter) |
| Key issues |
| Introduction |
| Building services installations |
| Control systems |
| Building automation |
| Energy management systems |
| Intelligent buildings - smart buildings |
| Smart sensing |
| Case study û Swiss Re or other |
| Cyber-agents and intelligent systems |
| Conclusions |
| 13 Facilities management service providers |
| Key issues |
| Introduction |
| Preliminary approach |
| Types of service provision |
| Managing agent |
| Case study û Facilities management in the public sector |
| Managing contractor |
| Managed budget |
| Total facilities management |
| Evolution in the nature of service providers |
| Determining the best approach |
| Conclusions |
| 14 Managing service provider and supplier relationships |
| Key issues |
| Introduction |
| Service providers and suppliers |
| Types of relationship |
| What kind of relationship is needed? |
| Contractual arrangements and partnering |
| Gain-sharing |
| Continual improvement |
| Conclusions |
| 15 Managing specialist services (New Chapter) |
| Key issues |
| Introduction |
| ICT services |
| Health care services |
| Security and protection services |
| Custodial services |
| Professional services |
| Other specialist services |
| Risks, insurance and indemnities |
| Performance and service level agreements |
| Conclusions |
| 16 Information systems management (New Chapter) |
| Key issues |
| Introduction |
| Planned preventive maintenance |
| Property and maintenance databases |
| Case study - Iceconsult |
| Spatial planning |
| Computer-aided facilities management |
| Building information modelling |
| Retrospective actions |
| Case study - Sydney Opera House |
| Conclusions |
| 17 Contract management and financial control |
| Key issues |
| Introduction |
| Contractual approach and terms |
| Payments |
| Cost monitoring |
| Performance monitoring |
| Change control |
| Contract administration |
| Contract review |
| Conclusions |
| 18 Benchmarking and best practice |
| Key issues |
| Introduction |
| Pursuing continual improvement |
| Benchmarking practices |
| Measuring performance |
| Benchmarking facilities management |
| Other kinds of benchmarking |
| Case study û Diageo plc |
| Conclusions |
| 19 Public-private partnerships |
| Key issues |
| Introduction |
| Public-private partnerships (PPPs) |
| Procurement and contractual approach |
| Generic PPP project set-up |
| Main types of service provided |
| Payment mechanisms |
| Facilities management and private sector participation |
| Output specifications |
| Relevance and benefit of private investment and partnership |
| Risk and private investment |
| Problems with private investment and partnership |
| Conclusions |
| 20 Education, training and professional development |
| Key issues |
| Introduction |
| Backgrounds of facilities managers |
| Growth of the professional discipline |
| Core competence in facilities management |
| Studying facilities management |
| Facilities management training and personal development |
| Continuing professional development (CPD) |
| The future for facilities managers |
| Conclusions |
| 21 Innovation, research and development |
| Key issues |
| Introduction |
| Change and innovation |
| Innovation and research and development |
| Research and development themes |
| Flexible corporate real estate |
| Healthy buildings promoting future living |
| Sustainable communities |
| Tele-care in the home |
| Conclusions |
| Appendices |
| A Glossary |
| B Prevention of fraud and irregularity in the award and management of contracts |
| C Risks involved in outsourcing |
| D Contractual approach and terms |
| E Sections for a service level agreement (SLA) |
| References & Bibliography |
| Index |
