Unit 7

1. Unit 7 Using IT to enhance the process capability of facilities management

2. Learning objectives • The requirements and benefits of a well-managed information system. • The definition, nature and benefits of a fully integrated Computer Aided Facilities Management system. • The IT procurement process. • The demand and supply dynamics of IT in FM practice.

3. Importance of Information Systems • A key resource to any organisation. • The management of information is an essential activity within an organisation. • Appropriate, up-to-date information available at the right time and in the right place. • Information is required to perform appropriate, strategic decision-making • It is fundamental to effective communication. • Computer based IS work to produce effective and efficient acquisition, retrieval, communication and use of information. • A well-organised system help to co-ordinate a seemingly disparate FM function into one which strategically meets organisational aims and objectives.

4. Usefulness of Information • Improved use of information at board level. • Better decision-making. • Faster response to operational and strategic needs. • Better provisions for learning and developing.

5. Information technology • IT is concerned with the technological tools to facilitate and support the information system. • Many variety of info technology from the simple PC to complex mainframe systems. • Wide variation in capacity and cost depending on the system used. • Any system should • Be capable of performing the job required. • Generate a cost benefit to the organisation, compared to the cost in terms of purchase price, research and data loading.

6. Computer Aided Facilities Management (CAFM) system • Purpose of CAFM is to remove the labour intensive process of mass data collection, storage and retrieval. • Most CAFM systems are actually a CAD facility, linked to a database and combined with a set of modules capable of carrying out standard tasks, e.g. raising works orders, space planning, cable management. • The strength of a CAFM system lies in the ability • to accept large volumes of data quickly & • allows instantaneous and convenient interrogation and reporting.

7. Assessment of a CAFM system Should be based on its ability to aid decision-making at: • Strategic level • Appropriate data for making interrelated, objective-orientated decisions that decide future FM service functions. Data should be available to evaluate the current level of service provision, and how it meets the current strategic objectives. • Tactical level • Analysis and design processes, relating to the responsibility-orientated decisions that support and remove obstacles from both the strategic level and the operational level. • Operation level • Implementation and day-to-day running of facilities processes. This relates to the task-orientated decisions needed to execute strategic plans.

8. Collection of data • Automatically via transfer from the Building Management System (BMS) or other control or logging systems e.g. the use of plant and machinery. • Electronic transfer from other databases e.g. Health & Safety, accounts by network transfer, floppy disc, or CD-ROM. • Manual logging and research is the most laborious and time-consuming method of data transfer, with the highest risk of error. • Labelling and creation of databases to collate information from computer drawing records (CAD) e.g. building size, floor plans, room layouts and other space related data.

9. The storage of data • The advantage of CAFM systems lies in their ability to store large quantities of information to the highest level of detail. • Advances in computer technology allows the ability to store increasing volumes of data at low cost and relative ease • The volume of information required to run an effective Facilities Management system renders the paper based database impractical.

10. Analysis and retrieval of data • The speed and ease of retrieval of records, data and information cannot be equalled with a paper based database system. • The computer database system is capable of collating any query within seconds, regardless of the organisational

11. 8.3 Benefits of IT systems • Computer-based systems offer many benefits over traditional manual methods. • Increased accuracy • Data storage capacity • Speed of response • Greater operational flexibility

12. Factors influencing system selection • IT literacy • The more skilled the operator, the more complex the software package that can be managed. • Degree of definition of activity required • For highly defined tasks, it may be optimal to have a specific system developed for the task. (Customisation) • Need for future expansion or adaptability • Flexibility & room for expansion and cost effective upgrading • Flexible systems may be operated in three ways: • In-house by specialist departments. • By a specialist FM consultant. • By a combination of In-house by specialist departments & a specialist FM consultant

13. The IT procurement process • Stage 1: System definition and outline • the most important phase of the process – • the team must know what they are trying to achieve. • The system must comply with the organisation’s IT strategy, in addition to meeting the organisational and functional strategic objectives. • Changes to the behavioural context of the working environment must also be planned for i.e. the reaction of staff and team members to the introduction of a new system and working practices. • The existing information system should be analysed in terms of its strengths, weaknesses, opportunities and threats. • The feasibility in terms of technical (hardware and software systems), economic (cost benefits in relation to capital input) and operational (successful workforce implementation) factors should be assessed. • Clearly the selection of FM IT is extremely complex and should be done systematically in conjunction with a thorough review of current and any planned changes to processes.

14. The IT procurement process Stage 2: System development • Concerned with design of the software, and specification and acquisition of the associated hardware. • For SME purchase of off-the-shelf equipment, perhaps customised to suit particular pecularities, and generally does not require the input of IT specialists. • For larger organisation, this may require systems with specific hardware and software provision and full specification stating • an overview of the complete system, • details of the specific modules required, • the input, output and processing activities of each module, storage requirements, • data protection and security requirements. • The selection and requirements of the software will inevitably influence the choice of hardware.

15. The IT procurement process Stage 2: System development The selection of an IT system should follow certain guidelines: • Compatibility • The software should be compatible with industry standard software e.g. CAD and database systems in contemporary use. • Supplier’s record • Check supplier’s trading record and follow up references. Speak to other customers. • Define the brief • A fully defined brief at the outset will make system selection easier. • Future system requirements should be anticipated where possible. • The selection of any IT system should be demand driven, not supply led.

16. The IT procurement process Stage 2: System development The selection of an IT system should follow certain guidelines (continued): • Seek advice • Seek advice from an independent FM consultant with a track record in establishing IT systems. • Sustained commitment on the part of consultant throughout the project. • Full understanding of the project by the FM in order to maximise opportunity from the consultant. • Realistic expectation of what the consultant can offer. • Preparation to brief the consultant on current working practices. • Integration of permanent staff with the consultant, and knowledge of each other’s roles. • Client ownership of consultant’s advice, in order that change and new practices are followed through by permanent staff. • Research the system costs • In addition to the capital costs or annual fee, identify other (hidden) costs, (e.g. set up, training, data logging, expansion possibilities, system updates, and support charges).

17. The IT procurement process • Stage 3: System implementation • Key personnel should be identified and responsible for the physical facilities management. • In considering the space planning of new facilities, environmental factors should be key, i.e. the location of air-conditioning outlets, heaters and windows, and potential acoustic problems.

18. The IT procurement process Stage 3: System implementation There are a number of ways of implementing a new system: • Direct implementation involves removing the old system and directly replacing it with the new or upgraded system with no period of transition. This is a high-risk strategy. • Parallel implementation involves running both the old and new systems simultaneously for a period of time. This is costly in terms of staffing and space management. • Phased implementation involves introducing the new system in incremental steps, and avoids many of the technical and human problems associated with other approaches. • Pilot implementation involves introducing the new system to an initial single location. Any problems encountered can be explored and solved before further phased implementation occurs.

19. The IT procurement process System maintenance and learning • An important final phase of the process, but is frequently overlooked due to staffing and resource problems. • Without adequate maintenance, the system will run at reduced efficiency and will not achieve the strategic objectives of the organisation with the desired effectiveness. • If the performance of the system is closely monitored, valuable lessons can be learned and applied to future projects. • Systems maintenance includes the periodic review of training requirements and upgrade/add-on requirements.

20. The IT procurement process System maintenance and learning • For many buildings-related FM operations, the following may be needed: • Inventory facility. • Requirements programming capacity. • Optimising of location, building and floor planning. • Adjacencies and relationships (to complement matrix approach). • Master planning capacity (and lock out for others). • Co-ordination with cost accounting, purchasing, real estate strategy, budgeting and administration, and • Design and construction management/planning.

21. Demand and supply in IT practice Demand side issues • Strategically, a lack of recognition of the significance of IT systems to organisational practices prevails: • systems should be credited as assets, not run as liabilities. • They should provide cost benefits and be central to core-business practices: • otherwise any organisation at a disadvantage. • Demand should focus on the strategic opportunity of facilities management.

22. Demand and supply in IT practice • Supply side issues • IT systems tend to be commercially driven. • adopt specific application modules, sold as complete IT systems. • The information stored, retrieved and available is limited, offering limited capacity and benefit to the organisation and at risk of being labelled liabilities, where they were intended to be assets. • In general most software developers fail to recognise the strategic importance of facilities management.

23. Demand and supply in IT practice • Supply side issues • To achieve the best results from IT in FM requires that • Board level management time be allocated with sufficient attention to gain the key opportunities and benefits that can be achieved. • Proactive organisations that raise this level of commitment are reaching the customer, despite raised expectations and the vast choice of service providers available.