Total facilities management [electronic book] / Brian Atkin, Adrian Brooks.

By:

Atkin, Brian

Contributor(s):

Brooks, Adrian

Material type: Text

TextPublication details: Chichester, U.K. : Wiley-Blackwell, 2009.Edition: 3rd edDescription: 1 online resource (xvii, 305 p.) : illISBN:

1444316133 (electronic bk.)
9781444316131 (electronic bk.)

Subject(s):

Online resources:

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Enhanced descriptions from Syndetics:

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

Includes bibliographical references (p. [296]-297) and index.

Table of contents provided by Syndetics

Preface to the Third Edition
Preface to the Second Edition
Introduction
Abbreviations
1 Background to facilities management
Key issues
Origin
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 facilities requirements
Developing solutions
Strategy implementation
Relationships between client organisations and service providers
Case study - Developing a strategy
Conclusions
3 Facilities planning
Key issues
Introduction
Real estate management
Space management
Design briefing
Facilities management brief
Post-occupancy evaluations
Real estate options
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 - EastPoint
Conclusions
6 Human resources management
Key issues
Introduction
Dealing with shifting demands for resources
Appropriate management structure
Case study - Practical human resources issues
Employment obligations
Case study - Sun Life
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
Stakeholders' interests
Rationale for service specifications and SLAs
What is a service specification?
Example of a service specification - cleaning of open-plan offices
What is a service level agreement (SLA)?
Example of a service level agreement (SLA)
Critical success factors and key performance indicators
Performance monitoring
Updating service specification and SLAs
Quality system
Conclusions
10 Health, safety and environment
Key issues
Introduction
Sustainability and environmental issues
Relevant legislation
General policy
Corporate social responsibility
Organisation and administration
Workers' 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 and smart systems
Key issues
Introduction
Building engineering services
Intelligent buildings - Smart buildings
Smart tagging, sensing and control
Applications of smart systems technology
Conclusions
13 Facilities management service providers
Key issues
Introduction
Preliminary approach
Types of service provision
Managing agent
Case study - 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
Key issues
Introduction
ICT services
Health care services
Security and protection services
Custodial services
Professional services
Performance and service level agreements
Risks, insurance and indemnities
Conclusions
16 Information systems management
Key issues
Introduction
Information management
Planned preventive maintenance
Case study - ICEconsult
Computer-aided facilities management (CAFM)
Building information modelling
BIM applied to existing buildings
Conclusions
17 Contract management and financial control
Key issues
Introduction
Contract conditions and terms
Payments
Cost monitoring
Performance monitoring
Change control
Contract administration
Contract review
Conclusions
18 Benchmarking best practice
Key issues
Introduction
Pursuing continual improvement
Benchmarking practices
Measuring performance
Benchmarking facilities management
Other kinds of benchmarking
Case study - Diageo
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 a 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 and Bibliography
Index

Author notes provided by Syndetics

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.