Sim SDL Cafae Arsp3 Querequinciakeith Giovanni Week1 9 Updated9.24.2020

College of Architecture and Fine Arts Education
Room H4L.1, 4th Floor, DPT Building

Matina Campus, Davao City
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Phone No.: (082)300-5456 Local 109
UNIVERSITY OF MINDANAO
BS Architecture Program
Physically Distanced but Academically Engaged
Self-Instructional Manual (SIM) for Self-Directed Learning (SDL)
Course/Subject: ARSP 3- Specialization 3
Name of Teacher: Ar. Keith Giovanni B. Querequincia
THIS SIM/SDL MANUAL IS A DRAFT VERSION ONLY; NOT FOR

REPRODUCTION AND DISTRIBUTION OUTSIDE OF ITS INTENDED USE.
THIS IS INTENDED ONLY FOR THE USE OF THE STUDENTS WHO ARE
OFFICIALLY ENROLLED IN THE COURSE/SUBJECT.
EXPECT REVISIONS OF THE MANUAL.

NOT FOR COMMERCIAL USE.
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TABLE OF CONTENTS
Course Outline ……………………………………………………………. 3

Course Outline Policy ………………………………………………….. 3
Online Code of Conduct ………………………………………………. 8
Week 1-3 Unit Learning Outcome (ULO) …………………….. 9

Unit Learning Outcome A…………………………… 9
Unit Learning Outcome B………………………….. 33
Week 4-6 Unit Learning Outcome (ULO) ……………………. 44

Unit Learning Outcome A………………………….. 44
Unit Learning Outcome B………………………….. 62
Week 7-9 Unit Learning Outcome (ULO) …………………… 76

Unit Learning Outcome A…………………………. 76
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Course Outline: ARSP3 – SPECIALIZATION 3

Course Coordinator: Ar. Keith Querequincia
Email: keithquerequincia@umindanao.edu.ph
Student Consultation: By appointment
Mobile: contact thru email
Phone: (082) 305-0646 Loc 109

Effectivity Date: June 2020
Mode of Delivery: Blended (On-Line with face to face or virtual

sessions)
Time Frame: 54 Hours
Student Workload: Expected Self-Directed Learning
Requisites: None
Credit: 3
Attendance Requirements: A minimum of 95% attendance is required at all
Scheduled Virtual or face to face sessions.
Course Outline Policy
Areas of Concern Details

Contact and Non-contact Hours This 3-unit course self-instructional manual is designed
for blended learning mode of instructional delivery with
scheduled face to face or virtual sessions. The
expected number of hours will be 54 including the face
to face or virtual sessions. The face to face sessions
shall include the summative assessment tasks (exams)
since this course is crucial in the licensure examination
for Architects.
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Assessment Task Submission Submission of assessment tasks shall be on 3 rd, 5th, 7th
and 9th week of the term. The assessment paper shall
be attached with a cover page indicating the title of the
assessment task (if the task is performance), the
name of the course coordinator, date of submission and
name of the student. The document should be emailed
to the course coordinator. It is also expected that you
already paid your tuition and other fees before the
submission of the assessment task.
If the assessment task is done in real time through the

features in the Blackboard Learning Management
System, the schedule shall be arranged ahead of time
by the course coordinator.
Turnitin Submission To ensure honesty and authenticity, all assessment

(if necessary) tasks are required to be submitted through Turnitin
with a maximum similarity index of 30% allowed. This
means that if your paper goes beyond 30%, the
students will either opt to redo her/his paper or explain
in writing addressed to the course coordinator the
reasons for the similarity. In addition, if the paper has
reached more than 30% similarity index, the student
may be called for a disciplinary action in accordance
with the University’s OPM on Intellectual and Academic
Honesty.
Please note that academic dishonesty such as cheating

and commissioning other students or people to
complete the task for you have severe punishments
(reprimand, warning, expulsion).
Penalties for Late The score for an assessment item submitted after the
Assignments/Assessments designated time on the due date, without an approved
extension of time, will be reduced by 5% of the possible
maximum score for that assessment item for each day
or part day that the assessment item is late.
However, if the late submission of assessment paper

has a valid reason, a letter of explanation should be
submitted and approved by the course coordinator. If
necessary, you will also be required to present/attach
evidences.
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Return of Assignments/ Assessment tasks will be returned to you two (2) weeks
Assessments after the submission. This will be returned by email or
via Blackboard portal.
For group assessment tasks, the course coordinator will

require some or few of the students for online or virtual
sessions to ask clarificatory questions to validate the
originality of the assessment task submitted and to
ensure that all the group members are involved.
Assignment Resubmission You should request in writing addressed to the course
coordinator his/her intention to resubmit an assessment
task. The resubmission is premised on the student’s
failure to comply with the similarity index and other
reasonable grounds such as academic literacy
standards or other reasonable circumstances e.g.
illness, accidents financial constraints.
Re-marking of Assessment You should request in writing addressed to the program
Papers and Appeal coordinator your intention to appeal or contest the score
given to an assessment task. The letter should explicitly
explain the reasons/points to contest the grade. The
program coordinator shall communicate with the
students on the approval and disapproval of the
request.
If disapproved by the course coordinator, you can

elevate your case to the program head or the dean with
the original letter of request. The final decision will
come from the dean of the college.
Grading System All culled from BlackBoard sessions
discussions/exercises – 30%
1st formative assessment –10%
2nd formative assessment – 10%
3rd formative assessment –10%
Final exam – 40%
Submission of the final grades shall follow the usual

University system and procedures.
Preferred Referencing Style Harvard. You may visit the site below.
https://libguides.mq.edu.au/referencing/Harvard
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Student Communication You are required to have a umindanao email account.

This is required to access the BlackBoard portal. If
you have concerns regarding this accounts, Copy-
paste the URL to your internet browser
https://bit.ly/35V3X0A and fill in the form.
Then, the course coordinator shall enroll their

respective students to their Blackboard courses. With
this the student will be able to access the materials and
resources of the course. All communication formats:
chat, submission of assessment tasks, requests, etc.
shall be made through this portal and other university
recognized platforms.
*You can also meet the course coordinator in

person through the scheduled face to face sessions
to raise your issues and concerns.
For students who have forgotten their email addresses
or passwords, or never have had a umindanao email,
copy-paste the URL to your internet browser
https://bit.ly/35V3X0A and fill in the form. If all else fail,
promptly take this up with your course coordinator.
Contact Details of the Dean Ar. Iluminado DC Quinto Jr.
Email:
iluminadoquinto@umindanao.edu.ph
Phone: 082-3050647 local ------
Contact Details of the Program Ar. Camilo Quibod
Head Email:
camiloquibod@umindanao.edu.phP
hone: 082-3050647 local 102 -----
Students with Special Needs Students with special needs shall communicate with the
course coordinator about the nature of his or her
special needs. Depending on the nature of the need,
the course coordinator with the approval of the program
coordinator may provide alternative assessment tasks
or extension of the deadline of submission of
assessment tasks. However, the alternative
assessment tasks should still be in the service of
achieving the desired course learning outcomes.
Online Tutorial Registration You are required to enroll in a specific tutorial time for
this course via consultation with the course coordinator.
Send your coordinator an email about this concern.
Please note that there is a deadline for enrollment to
the tutorial.
Contact details of the Head of Dr. Ronadora E. Deala
Guidance Services and Testing Email: ronadora_deala@umindanao.edu.ph
Center (GSTC) Phone: (+63) 9212122846
Help Desk Contact Ar. Camilo Quibod
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Email: camiloquibod@umindanao.edu.phPhone: 082-

3050647 local 102 -----
Library Contact Ms. Brigida E. Bacani
Email: library@umindanao.edu.ph
Phone: (+63) 9513766681
ONLINE CODE OF CUNDUCT
1. All students are expected to abide by an honor, code of conduct, and thus everyone
and all are exhorted to exercise self-management and self-regulation.
2. All students are likewise guided by professional conduct as learners in attending

OBD or DED courses. Any breach and violation shall be dealt with properly
underexisting guidelines, specifically in Section 7 (Student Discipline) in the Student
Handbook.
3. Professional conduct refers to the embodiment and exercise of the University’s Core
Values, specifically in the adherence to intellectual honesty and integrity; academic
excellence by giving due diligence in virtual class participation in all lectures and
activities, as well as fidelity in doing and submitting performance tasks and assignments;
personal discipline in complying with all deadlines; and observance of data privacy.
4. Plagiarism is a serious intellectual crime and shall be dealt with accordingly. The
University shall institute monitoring mechanisms online to detect and penalize
plagiarism.
5. Students shall independently and honestly take examinations and do assignments,

unless collaboration is clearly required or permitted. Students shall not resort to
dishonesty to improve the result of their assessments (e.g. examinations,
assignments).
6. Students shall not allow anyone else to access their personal LMS account.
7. Students shall not post or share their answers, assignment or examinations to others
to further academic fraudulence online.
8. By enrolling in OBD or DED courses, students agree and abide by all the provisions of
the Online Code of Conduct, as well as all the requirements and protocols in
handling online courses.
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Course Information – see/download course syllabus in the Black Board LMS
CC’sVoice: Hello aspiring Architects! Welcome to this ARSP3 – Specialization 3. By

now, I am confident that you really wanted to become an Architect
and that you have visualized yourself already being in your Building
Project
CO Explain Facility Management
Explain the origin and evolution of Facility Management
Explain the scope of Facility Management
Explain the functions and sub-functions of Facility Management
Explain the Facility Manager
Explain the role of the Facility Manager in the organization
Let us begin!
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Big Picture
Week 1-3: Unit Learning Outcomes (ULO): At the end of the unit, you are expected to
a. Explain Facility Management its origin and evolution

b. Explain and Explain the Scope of Facility Management
Big Picture in Focus: ULOa. Explain Facility Management and its origin and
evolution.
Metalanguage
In this section, by discussing the importance of facilities to an organization (acting as

client) and how approaches to facilities management can differ between organizations,
even within the same sector. to demonstrate ULO’s. The context for facilities
management is first described and an overview follows in the form of a simple
functional model. This is developed in the text to show the distinction between core and
non-core business – something that is essential to understanding the correct focus for
facilities management. You will encounter these terms as we go through the study of
curriculum.
Best value - the most advantageous combination of cost, quality and sustainability to
meet customer requirements. In this context: cost means consideration of the whole life
cost. Quality - means meeting a specification which is fit for purpose and sufficient to
meet the customer's requirements.
Building life cycle - refers to the view of a building over the course of its entire life.
Building Operating Management – refer to the management of all the people,
processes, services, and tools needed to run a facility at the level it is meant to function
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at. Facility operations is a management job that focuses on the efficient operation of the
business, or a variety of businesses.
Built environment - refers to the human-made environment that provides the setting
for human activity, ranging in scale from buildings to cities and beyond.
Business Strategy – is a set of competitive moves and actions that a business uses to
attract customers, compete successfully, strengthening performance, and achieve
organizational goals. It outlines how business should be carried out to reach the desired
ends.
Capital – material wealth in the form of money or property.
Core business - The primary area or activity that a company was founded on or focuses
on in its business operations. Many market leaders aim to maintain a strong position in
their core business areas, but they usually remain open to developing new areas
of activity as perceived business opportunities arise
Cost Savings – also known as cost reductions or 'hard' cost savings, are savings that
directly impact the company's bottom line (i.e. profit/loss).
Cost-effective - is something that is a good value, where the benefits and usage are
worth at least what is paid for them.
Customers – a person or company that buys goods or services.
Disciplines - operational tasks that support a company's existence. Disciplines also can
be thought of as functions or specialties.
Facility – something designed or created to provide a service or fulfill a need
Facility Management - s a professional management discipline focused upon the
efficient and effective delivery of support services for the organizations that it serves.
Functionality - the quality of being useful, practical, and right for the purpose for which
something was made
Innovation Strategy – is a plan to grow market share or profits through product and
service innovation. ... When it comes to creating the solution, an innovation
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strategy must also indicate whether a product improvement or a disruptive or

breakthrough innovation approach is best.
Interdependence - is a connection between subjects where one subject's needs can be
fulfilled by the other subject's resources and these transfer of resources works both
ways.
International Facility Management Association – is a professional membership
association for facility Management professionals. IFMA's global headquarters office,
called the Service Center of Excellence, is located in Houston, Texas, USA.
IT infrastructure – in an information technology (IT) context refers to an enterprise's
entire collection of hardware, software, networks, data centers, facilities and related
equipment used to develop, test, operate, monitor, manage and/or support information
technology services.
Leased Property – A lease is a contract outlining the terms under which one party
agrees to rent property owned by another party. It guarantees the lessee, also known as
the tenant, use of an asset and guarantees the lessor, the property owner or landlord,
regular payments for a specified period in exchange.
Maintenance support - the process of maintaining or preserving someone or
something, or the state of being maintained.
Markets – a geographic area or a section of the population, considered from the point
of view of the amount of goods that can be sold to it.
Non-core business - Service aspects that are not necessarily required by a firm in
fulfilling its value proposition to its customers, such as installation, operation, or
maintenance of a system, which can be outsourced to third parties.
Organization - is an entity, such as a company, an institution, or an association,
comprising one or more people and having a particular purpose. The word is derived
from the Greek word organon, which means tool or instrument, musical instrument, and
organ.
Profit – the excess of income over expenditure, especially in business.
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Project management - is the practice of leading the work of a team to achieve goals and
meet success criteria at the specified time. The primary challenge of project
management is to achieve all the project goals within the given constraints.
Property Management - the operation, control, maintenance, and oversight of real
estate and physical property. This can include residential, commercial, and land real
estate. Management indicates the need of real estate to be cared for and monitored,
with accountability for and attention its useful life and condition considered.
Real estate - is "property consisting of land and the buildings on it, along with its natural
resources such as crops, minerals or water; immovable property of this nature; an
interest vested in this (also) an item of real property, (more generally) buildings or
housing in general.
Running costs - the money you need to spend regularly to keep a system or organization
working.
Service Providers - (SP) provides organizations with consulting, legal, real estate,
communications, storage, processing.
Services infrastructure - An information technology infrastructure includes the
hardware, software, systems and services used by the company to support its
operations. High availability, responsiveness and reliability of the IT infrastructure are
important to meet the dynamic needs of the business.
User management - describes the ability for administrators to manage user access to
various IT resources like systems, devices, applications, storage systems, networks, SaaS
services, and more. User management enables admins to control user access and on-
board and off-board users to and from IT resources.
Workplace - a place where people work, such as an office or factory.
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Essential Knowledge
As recently as forty years ago there was only fleeting mention of facilities management.
Buildings were maintained, serviced and cleaned: that was largely it. A united concept
was far from broad acceptance in the real estate (or property management) sector. Few
common procedures were in circulation and it was left to innovative organizations –
many of them in
the fast-growing banking, telecommunications and media sectors – to devise ways of

effectively managing their buildings and burgeoning portfolios. Since then facilities
management has not only emerged as a service sector in its own right, it has helped to
establish a new professional discipline with its own codes, standards and technical
vocabulary.
Facility management, commonly abbreviated as FM, is still a fairly new business and
management discipline in the private sector. In the public sector, however, it has been
practiced as post engineering, public works, or plant administration for many years. In
leased property, the profession is called property management or building operating
management, although most of the required skills are the same as those needed in
owned property. Outside of North America, until recently, FM functions were often
subsumed deep in the administrative structure of both private and public sector
organizations, if practiced at all. Growth around the globe has heightened the
awareness that sustainment of facilities is required for longevity and efficient use.
Defining facilities management
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“What is Facility Management (FM)?” is a question that is often asked by

building owners and occupiers as well as professionals in the property industry. Well,
here are some definitions:
 ‘All services required for the management of buildings and real estate to
maintain and increase their value.’
 ‘The means of providing maintenance support, project management and user
management during the building life cycle.’
 The integration of multi-disciplinary activities within the built environment and
the management of their impact upon people and the workplace'.
All of these definitions are correct; essentially Facility Management or Facilities

Management as it is commonly called in Europe is quite simply the management of
buildings and services. This sounds suspiciously close to Property Management (PM) and
of course so it should as FM developed from PM and the two are fundamentally linked.
However, FM has a much wider definition than traditional PM services.
Facilities management has traditionally been regarded as the poor relation within the
real estate, architecture, engineering and construction (AEC) sector. This is because it
was seen in the old-fashioned sense of caretaking, cleaning, repairs and maintenance.
Nowadays, it covers real estate management, financial management, change
management, human resources management, health and safety and contract
management, in addition to building and engineering services maintenance, domestic
services and utilities supplies. These last three responsibilities are the most visible. The
others are subtler, although of no less importance. For facilities management to be
effective, both the ‘hard’ issues, such as financial regulation, and the ‘soft’ issues, such
as managing people, have to be considered.
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The International Facility Management Association defines facility management as ‘a

profession that encompasses multiple disciplines to ensure functionality of the built
environment by integrating people, place, process and technology’. This definition
clearly illustrates the holistic nature of the discipline and interdependence of multiple
factors
in its success. It is interesting to note that this newest definition highlights the
importance of technology, which was lacking previously. Similar definitions from the
European Union and other areas point to the need for standardization of the industry.
An International Standards Organization (ISO) project is currently underway at this
writing, to establish FM standards for use around the world. This attempt should help
not only to standardize the definitions and meaning of facility management, but also to
bring broader awareness of the field and its value.
Most buildings represent substantial investments for organizations and usually have to
accommodate and support a range of activities, taking into account competing needs.
Within those activities is the organization’s core business, for which an appropriate
environment must be created in buildings that may not have been designed for the
purposes for which they are now used. Yet, no matter how well focused an organization
might be on its core business, it cannot lose sight of the supporting services – the non-
core business. The relationship between the two is shown in Fig. 1.1.
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Fig. 1.1 Basic relationship between core and non-core business.
Organizations may have already considered the distinction between their core business
and non-core business (such as security, payroll or cleaning) as part of the drive to
deliver customer satisfaction and achieve best value. Since running costs account for a
significant part of annual expenditure, there is bound to be pressure to look for savings
in non-core business areas. Cutting operating budgets can be financially expedient, but
may not favour the organization’s long-term development. Since the running of an
organization involves complex, coordinated processes and activities, it is necessary to
take an integrated view. A piecemeal approach to cutting costs is unlikely to produce
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the required savings and may impair the organization’s ability to deliver high-quality
services. For this and other reasons, we can begin to see why facilities management is a
more powerful concept than real estate (or property) management, because it takes a
holistic view of the dynamics of the workplace – between people and processes and
between people and their environment.
Facilities management can therefore be summarized as creating an environment that is

conducive to carrying out the organization’s primary operations, taking an integrated
view of the services infrastructure, and using this to deliver customer satisfaction and
best value through support for and enhancement of the core business. We can develop
this definition
to describe facilities management as something that will:
• Support people in their work and in other activities.
• Enhance individual well-being.
• Enable the organization to deliver effective and responsive services.

• Sweat the physical assets, that is, make them highly cost-effective.
• Allow for future change in the use of space.
• Provide competitive advantage to the organization’s core business.
• Enhance the organization’s culture and image.
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Elsewhere, the British Institute of Facilities Management promotes the development of

facilities management as a critical, professional and strategic business discipline. An oft-
cited definition of facilities management is provided by Barrett and Baldry (2003) who
see it as ‘an integrated approach to operating, maintaining, improving and adapting the
buildings and infrastructure of an organization in order to create an environment that
strongly supports the primary objectives of that organization’. They continue by
reminding us that ‘the breadth and scope of facilities management are not constrained
by the physical characteristics of buildings. For many organizations the effectiveness and
behaviour patterns of the workforce and the effectiveness of their information
technology and communication systems are of considerable importance and the
profession of facilities management continues to evolve to reflect this.’ Whatever is
adopted as a definition, either in published resources or by practitioners communicating
with their clients and customers, it should stress the importance of integrative,
interdependent disciplines whose overall purpose is to support an organization in the
pursuit of its (business) objectives.
The main function and focus of FM is to manage the changes that are taking
place in the relationship between organizations, their employees and their facilities
(Grimshaw, 1999). As introduced by Barret (1995), based on its three levels of operation
(that is, strategic, tactical and operational), three main areas of FM are premises’
services, office services and central services. These activities can vary between advising
and policy making on one side and managing and executing operations on the other.
FM covers an extremely wide field of activity (Nutt, 1999). It includes the
physical issues of built space, services, technology, maintenance, modification and
adaptation; the human and business concerns of facility purpose, function and use,
security, safety, comfort, and environmental health; and financial issues of property
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investment, asset value, and the costs and benefits of occupancy. Today, the scope of
FM has diversified and now also covers real estate management, financial management,
change management, human resources management, and health and safety contract
management. Most significantly, it covers the management structures, operations and
procedures that serve to integrate decisions across the physical, human and financial
areas of concern, all for the improved use, performance and productivity of facilities in
all sectors. Just over a decade ago, Then (1999) described FM as a hybrid management
discipline that combines people, property and process management expertise to
provide vital services in support of the organization. It has also been seen as a resource
management at 24 strategic and operational levels of support (Nutt, 2000). However, it
has also been suggested that it should be considered from the strategic view instead of
from an operational view (Then, 1999).
Barret (2000) relates the role of FM in delivering a high level of operational
support to the core business and providing an improved strategic context so that
effectiveness as well as efficiency is achieved. He also claims that there is an absence of
process to link core business and FM strategies. According to Best et al. (2003), FM is a
dynamic and growing area. It is about empowering people through provision of
infrastructure that adds value to the processes that they support (Smith, 2003).
FM is also perceived to contribute significantly within the community context (Roberts;

2004, Alexander and Brown, 2006). Atkins and Brooks (2005) also positions FM in the
strategic business discipline. More recently, the definition of FM has been diversified,
allowing it to be recognised and understood from various perspectives. According to
Atkin and Brooks (2006), there are two perspectives on managing facilities: the short-
term perspective, that is, to consider what must be done to maintain current services;
and the long-term perspective, which considers the future potential changes of the
organization and how this will impact upon the services required. The latter employs
strategies in managing FM by integrating both existing facilities’ provision and forecast
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requirements.
Pitt and Tucker (2008) define FM as the integration and alignment of the non-
core services - including those relating to premises - required to operate and maintain a
business in order to fully support the core objectives of the organization. Instead of
focusing FM on traditional FM, that is, mainly on reactive maintenance, no
measurement and management of PM and not considering FM innovations, FM should
be applied from a strategic approach where the function is seen to be able to add value
to organizations by implementing all the strategic approaches and models available. This
is supported by Tucker and Pitt (2009), who argue that FM should be viewed
strategically, where the integration and alignment of non-core services required to
operate and maintain a business fully support its core objectives. An example of another
strategic approach is the position and priority given to the people – in particular the
customers and end users as the centre of a service delivery in FM(Tucker and Pitt, 2010).
Larsen (2011) signifies the role of FM in 25 cultivating creative working environments
within a community. This has shown a new dimension of FM perceptions among the
practitioners and the society,
Two leading international professional bodies of FM, namely the International
Facility of Management Associations (IFMA) and the British Institute of Facilities
Management (BIFM), representing a well-developed FM in their respective countries,
have similar definitions of FM:
 FM is a profession that encompasses multiple disciplines to ensure functionality
of the built environment by integrating people, place, process and technology
(IFMA, 2012).
 FM is the integration of processes within an organization to maintain and
develop the agreed services, which support and improve the effectiveness of its
primary activities (BIFM, 2012).
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The IFMA (2012) views FM as having an holistic nature regarding the various
disciplines and interdependence of multiple factors in its success, while the BIFM (2012)
promotes the development of FM as a critical, professional and strategic business
discipline. This suggests that FM is a profession that is comprised of multiple areas and
integration of people, place, process and technology to achieve the agreed service
needed to ensure the functionality and effectiveness of the activities in the built
environment.
Therefore, FM can be perceived as a fundamental aspect in business, which links its

strategic approach with the organization’s objectives or missions. An effective practice
can be achieved through strategised processes in delivering values and benefits for both
short- and long-term targets and achievements. The processes involved for each aspect
within its scope of services must be prioritised and measured accordingly to determine
an outcome in a form of a good and healthy working environment to the customers. The
roles of FM is not limited to only business and organizations, but also to offer values and
harmony to the social community and built environment.
The Evolution of FM
Alexander (2003) claims that FM emerged over the last couple of decades as a
response to the business environment and the recession in the 1980s and early 1990s.
After reaching the UK in 1983 and Japan in 1985, FM went global during the 1990s,
becoming more diverse as it did so (Price, 2002). FM is one of the fastestgrowing
professions in the UK (Mohd-Noor and Pitt, 2009a). According to Best et al. (2003), FM is
emerging as a discipline in its own right and it embraces more than operational
concerns of plumbing and lighting, and even more than the provision and maintenance
of a productive and comfortable work environment. Increasingly, the focus is more on
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the strategic management of facilities, with a broader range of FM responsibilities and

scope of work.
The FM field is highly developed and widely practised by property developers

and companies in the West. There is a stark contrast in FM practice between Western
countries and Asian countries (Mustaffa et al, 2008). However, some countries like
Japan, Australia, New Zealand, Hong Kong and Singapore have shown a positive growth
in the FM field. FM is recognised in these countries as an activity that can achieve more
effective management of the buildings, services and associated workforce, in support of
the strategic objectives of an organization (Kamaruzzaman and Zawawi, 2010). There is
a significant difference between FM development in Asian countries like Japan, Hong
Kong, Taiwan, South Korea, Singapore and Malaysia. Japan first embarked on
introducing an integrated FM system by using the automated mechanisation: Nippon
Telegraph and Telephone Corporation. Japan sees FM as an important area in business
and the techniques of FM are increasingly used. Hong Kong started implementing FM in
1994 and, to-date, the industry has gone from strength to strength, gaining more
professional members and organising successful annual conferences.
The whole area of FM is quite well-developed, with the growth in the

professional FM sector being matched and complemented by research and education.
The growth is encouraged by the fact that Hong Kong has been a place where East
meets West and has a multi-cultural background. On the other hand, Taiwan shows
smaller growth than Japan and Hong Kong but is slowly improving, based on the
increasing number of IFMA memberships. FM in South Korea is developing at a slower
pace than some of its competitors in the region. This was indicated in a survey in 2007
by the Ministry of Industry and Trade, which showed that only 2.7% 35 of the
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respondents were familiar with the concepts of FM. Despite this low number, multi-
national companies like Samsung, Hewlett Packard and IBM Korea have used
international FM consultants in their business organizations in South Korea (Mustaffa et
al., 2008). From an education perspective, the well-attended Asian FM conferences
signify a growing interest in FM among the Asian countries.
The development of FM in Asian countries like Hong Kong, Malaysia and

Singapore is based on three areas, namely practice, research and education (Mustaffa et
al., 2008). A survey of these countries by Moore and Finch (2004) shows clear signs of
progress in Hong Kong and Singapore and mixed signals in Malaysia, concluded by the
little evidence of real tangible and visible progress in the field. The study shows that a
general lack of understanding and progress are the key drivers that hamper the
development of FM in Malaysia. It is also anticipated that the lack of attention given to
environmental issues in South-East Asia impedes organizations practising FM from
achieving efficiency.
FM Growth and Development
FM has established itself as a key service sector, with a diverse and highly
competitive market of FM contractors, in-house FM teams, FM vendors, FM consultants
and professional FM institutions (Nutt, 1999; Tay and Ooi, 2001). The BIFM (2007) has
suggested a number of factors that could stimulate the FM growth. Global competition
is one of them, where there is a need to maintain a healthy competition in delivering
quality services to the public. Another factor is the high cost of space, which is caused by
the rising cost of occupying, servicing and maintaining space. This has also resulted in
limitations and cost constraints in FM services. The rising expectations from clients and
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building occupiers are also the driving force behind FM in prioritising the service
elements. FM also seeks to use the rapid development in information technology in a
variety of ways, e.g., to delegate service tasks and to communicate with users. Most
important of all, the relationship between the clients, the users and the FM team is
crucial in supporting the growth and development of FM. The FM role in supporting an
organization’s core business objectives must be shown, including how FM deals with the
demand and supply relationship and the various levels of possible interaction that FM
can offer. It encompasses multiple activities under various disciplines and combined
resources, which can contribute to the organization’s success (Mohd-Noor and Pitt,
2009a).
One of the significant ways that FM can support the organization’s direction is
through its role in creating value. Jensen (2010) also signifies the positive change of FM
direction towards creating added value. A number of models have been developed to
facilitate the process and concept of added values. The FM Value Map by Jensen (2010)
for example, aims to demonstrate the various different ways that FM can offer the
added values to the practitioners. It proposes how the resources can benefit the
stakeholders- society, customers, staff and owners through the impacts or outcomes
from both processes and provisions. The development of various models in the value
creation aspect signifies an impressive initiative in creating innovative and advance tools
for the practitioners. This way, the clients will be able to comprehend the values that
FM service can offer.
FM is also developing in giving more efforts to the community. FM is perceived

in a different perspective within the context of an urbanised FM (Roberts, 2004;
Alexander and Brown, 2006). This perspective looks into FM approach outside its
traditional practical and theoretical dominion focusing on business imperative, 27
organizational context, workplace setting and service delivery. In 2004, Roberts had
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introduced the concept of urban FM towards the future of FM alignment particularly

looking at the opportunities between FM and the management of public infrastructure
and the related services. The opportunity for FM to develop is also demonstrated by
Roberts (2004) where he believed that the dominance of the business imperative and
shareholder value would be balanced in the future by the realignment of FM with the
public interest. Mohd-Tobi et al. (2013) also studied the focus of urban FM in managing
the community facilities within the context of FM, where urban FM is seen as a platform
for the future innovations in delivering benefits and values to the community. The
introduction of an urban FM approach also has changed the traditional focus of FM
towards the long-term presence of built assets in a community (Alexander and brown,
2006).
Revolution in FM
FM is one of the main cost-cutting initiatives of the 1970s and 1980s when organizations
began to outsource their core services (BIFM, 2012; Mohd-Noor and Pitt, 2009a). In the
last three decades, FM has established itself as a key service sector, with a diverse and
highly competitive market of FM contractors, in-house FM teams, FM vendors, FM
consultants and professional FM institutions (Nutt, 1999; Tay and Ooi, 2001). FM was
traditionally viewed as the poor relation between the real estate and construction
professions, often conjuring images of maintenance plants, caretaking and cleaning
(Atkins and Brooks, 2000). Becker (1990) believes that FM encompasses all areas of an
organization’s activities and can be seen as a series of linked activities involving the co-
ordination of all efforts relating to the planning, designing and managing of an
organization’s physical resources. Then (1990) contradicts Becker’s perception that FM
mainly covers the physical equipment of the building as he believes that the practice is
concerned with the delivery of an enabling workplace environment, the optimum
functional space that supports the business processes and human resources.
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The success of FM at a corporate level can be seen in how it contributes to the

delivery of strategic and operational objectives on a day-to-day basis (Mohd-Noor and
Pitt, 2009a). Its scope of discipline covers all aspects of property, space, environment
control, health and safety, and support services (Alexander, 1999). More often than not,
the FM remit is interpreted as maintenance management, space management and
accommodation standards; project management for new- 28 build and alterations to
the general premises; management of the building stock and the administration of
associated support services (Hinks and McNay, 1999). From another perspective, FM is
also seen as a management of cost-efficiency rather than a method by which to achieve
multi-dimensional enhancement of business competitiveness. Many still view FM in
collective terms, which lumps together all building facilities and services within the
organization. It becomes a non-core department, supporting services and, more
importantly, the innovation that can be brought about by improving the management of
services (Pitt and Hinks, 2001). However, FM is not just about delivering services in the
most effective ways, it is also about providing them in an ever-evolving world/industry
(Mohd-Noor and Pitt, 2009b).
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FM in a Business Context
In relating FM to the business context, McLennan (2000) believes that FM

stands in a potentially powerful position because it has the knowledge of physical
facilities’ performance with the knowledge of business objectives, operations and
support services. A study by Sarshar and Pitt (2009) shows that the reviewed
organizations do not have FM strategies but they do have clear business directions. The
key role of FM is often overlooked in the organization planning. Alexander (2003)
believes that FM fits very well into the overall business agenda as it identifies the
influences for change in the business environment and also develops facilities to
accommodate it. Myeda and Pitt (2013) promote the significance of FM in supporting a
business operation. FM is also a key function in managing facility resources, support
services and working environment to support the core business of the organization in
both the long- and short-term (Chotipanich, 2004). For many organizations, the
effectiveness and behaviour patterns of the workforce and the effectiveness of their
information technology and communication systems are of considerable importance,
and the profession of FM continues to evolve to reflect this (Atkin and Brooks, 2005).
According to McLennan (2004), business sector is a key factor determining the

criticality of facilities to core operations. He also suggests that FM practice should be
tailored to meet the particular needs of the specific business sector. Hallam in
Kamaruzzaman and Zawawi (2010) declares that successful FM teams will be able to
embrace the language of the core organizations they serve by clarifying the strategic
contribution in terms of business-relevant outcomes. Kaya et al. (2004) 29 suggest that
FM be reframed as business projects in order to involve the participation of senior
management.
Lehtonen (2006) declares that, for most organizations, facility services are
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support activities without significant strategic importance. Based on the findings of his
study, the success factors of collaborative relationship facilities services seem to be
quite similar to the success factors of more strategic models in other industries (refer to
Figure 2.1). A collaborative relationship in this context can be seen as a collaborative
effort from all departments or sectors involved in a business. All identified attributes
and success factors are mainly concerned with the teamwork effort from different
organizational levels having mutually agreed goals to sustain a good performance and to
incorporate all necessary involvement in the development and planning phase.
Figure 2.1: Attributes and success factors of a collaborative relationship in the facility
services context (Source: Lehtonen, 2006)
Attributes Success factors
•Commitment • Ability to meet performance
expectations
• Continuous development • Clearly defined and mutually agreed
goals
• Involvement of different organizational • Joint problem-solving Mutual trust
levels
• Mutual involvement in development and • Two-way information sharing
planning Openness • Promise of mutual benefits
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Recognizing the importance of collaborative work among the business

departments also opens up the opportunity for the organization to look into the
perspective from various angles, technical and operational, and also takes into account
the customers’ perspective. In the business organization, senior management identify
their customers’ core values and set procurement strategies to respond to business
needs. Middle management design and streamline the operational processes, while
customers benefit from the service delivery. It is important for the service delivery
providers to engage with the customers at different levels of the organization, in order
to capture a holistic set of customer requirements. Clients want innovations that not
only do not cost them but that potentially reduce their FM operation cost (Sarshar and
Pitt, 2009).
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Self-Help: You can also refer to the sources below to help you further understand
the lesson:
Atkin, Bryan (2009) Total Facilities Management Third Edition, e-publication, United
Kingdom, John Wiley and Sons, Ltd.
https://books.google.com.ph/books?id=QRZj4PULVwcC&printsec=frontcover&sour
ce=gbs_ge_summary_r&cad=0#v=onepage&q&f=false
Chanter, Swallow (2007) Building Maintenance Management Second Edition,

United Kingdom. Blackwell Publishing. https://www.wiley.com/en-
us/Building+Maintenance+Management%2C+2nd+Edition-p-
9781119297420
Roper, Payant (2014) The Facility Management Handbook Fourth Edition, USA. AMACOM
Publishing Inc. https://ebooks-it.org/0814432158-ebook.htm
Let’s Check
Activity1. Let us try to check your understanding on the Overview of Facility

Management.
1. What is IFMA and give a brief description?
2. What is BIFM and give a brief description?
3. What is Facility Management according to IFMA?
4. What is Facilities Management according to BIFM?
5. What is Facility Management according to Barret and Baldry?
6. What are the 2 resources which is the source of the definition of Facility
Management?
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7. What is PM (Property Management)?

8. What is core-business? Give 5 examples.
9. What is non-core business? Give 5 examples
10. What are the 4 factors being integrated in Facility Management according to
IFMA? Give brief description of each factor.
11. According to Barret what are the 3 levels of facility operations?
12. According to Barret what are the 3 main areas of FM services?
13. According to Nutt what are the 14 field of activities covered by FM?
14. According to Akins and Brooks what are the 2 perspectives of managing
facilities? Give brief description for each.
15. What type of professional sector does FM belongs?
16. According to BIFM what are the factors that can stimulate the growth of FM
Globally?
17. What is Urban FM?
18. What is strategic objective of a Facility?
19. What is operational objective of a Facility?
20. What are the 4 attributes and success factors in the facility service context?
Let’s Analyze
Activity 1. Getting acquainted with the essential terms in Facility Management is

not enough, what also matters is you should also be able to explain its inter-
relationships. Now, I will require you to explain thoroughly your answers.
1. Discuss by giving examples the difference of Facility Management and Property

Management.
2. Discuss the difference between the IFMA and BIFM definitions of Facility
Management.
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3. Discuss the difference between Baret and Baldry’s definition of FM from Pitt and
Tucker.
4. Discuss how non-core business affects the performance of core business.
5. Discuss how FM affects the performance of core business.

6. Discuss by giving examples the perception of FM in Business.
7. Discuss the main growth of services on how FM expanded from 1970’s to

present.
In a Nutshell
Activity 1. (LMS Forum)
Presuming that you have your own Architectural firm which operates in
ASEAN Level with your Main office in Davao City and with branch offices in
Singapore, Hong Kong, NCR, and Cebu City, What are your core business and non-
core business in your firm and What kind of Facility Management will you integrate
to help in the success of your architectural firm.
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Big Picture in Focus: ULOb. Explain the Scope of Facility Management.
Metalanguage
Building Fabric - is a critical component of any building, since it both protects the
building occupants and plays a major role in regulating the indoor environment.
Consisting of the building's roof, floor slabs, walls, windows, and doors, the fabric
controls the flow of energy between the interior and exterior of the building.
General administrative services – services pertaining to personnel, payroll, property
management, benefits, human resource management, financial planning, case
docketing and management, contract and subcontract management, facilities
management, proposal activities and other similar services.
Hard Services - The hard services relate to the actual fabric and building systems and
might also be considered as the more traditional PM services. relate to the physical part
of the building and cannot be removed. They are ‘the essentials,’ and ensure the safety
and welfare of employees.
Principal manager - holds a leadership role within a company, and in some cases, you
are also an owner or shareholder in the business. As a managing principal, your duties
focus on client relations. In an investment business, for example, this means your career
focuses on investor relations. A principal is a management position, so you need both
educational qualifications that include a master’s degree or higher, and should be able
to demonstrate strong leadership skills.
Soft Services - are services that are directly used by the employees and can make the
workplace more secure or pleasant. They are usually not compulsory and can be
removed or added at any time
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Supporting manager - are responsible for the coordination of technical and information
systems in an organization. They direct staff, determine necessary technology advances
and educate employees on the use of software and hardware used in an organization's
day-to-day operations.
Essential Knowledge
Scope of FM Services
It is important to clarify the distinctive features of FM and focus on its specific roles in
managing resources, environments and services to provide logistics support to the
operations of organizations and also contribute to the success of the core business (Nut,
1999). Many organizations have re-evaluated the contributions of FM to making a
business successful, recognising the business consequences of poorlymanaged facilities
and searching for value that can be added through effective planning and management
(Alexander, 1996). High profile events such as the British Institute of Facilities
Management (BIFM) Annual Awards for Innovation reflect a growing recognition of
innovation in the FM sector (Cardellino and Finch, 2006).
There are mainly two types of FM services, namely hard and soft FM. These are the
services required to support the operation of the service asset (Scottish Government,
2005). Hard FM relates to the services intended for the actual fabric and building
systems and might also be considered to incorporate the more traditional FM services
(IFMA, 2012). The scope for respective service is introduced by the IFMA (2012) and
BIFM (2012) as follows:
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(i) Hard FM services include maintenance of buildings, engineering, airconditioning system,

electrical system, plumbing system, fire-fighting and fire prevention system, security
system, building control system, building management system and building fabric works.
Hard Services
 Electrical Systems
 Lighting Systems
 Power Systems
 Plumbing Systems
 Water supply systems
 Waste water pipe systems
 Storm Drain systems
 Fire safety systems
 HVAC Systems
 Air conditioning maintenance
 Heating Maintenance
 Mechanical Systems
 Lift & escalator maintenance
 M&E plant maintenance
 Fire suppression system
 Planned preventive maintenance (PPM)
 Building fabric maintenance
 Building Finishes Maintenance
 Building fixtures maintenance
 Building Equipment maintence
 Decoration & refurbishment
 Minor project management
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(ii) Soft FM focuses on the maintenance of catering, cleaning, health and safety,
landscaping and internal plants, security, pest control, handyman, waste disposal and
some other support services.
 Building security
 Cleaning
 Aesthetics (decor or landscaping, etc.)
 Mail management
 Catering
 Office moves
 Etiquette and/or diplomacy (managing internal relationships)
 Division of labor
 Project management and prioritization
 Grounds maintenance
 Internal plants
 Pest control
 Recycling
 Waste disposal
 Handyman services
The IFMA (2012) also introduces another Additional Services category for other services,
namely printing, reception services, information systems, space planning, and
management services such as business risk assessment, business continuity planning,
benchmarking, performance management and also contract procurement. There is also
an overlap of services by IFMA in the Additional Services category, which some
companies categorise as soft FM.
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FM services are positioned differently in every organization and sector. As FM involves a

number of disciplines and services, each organization and body categorises the service
scopes of FM in different categories and elements. This study also looks at six examples
of how the FM service is categorised differently, as shown in Figure 2.2.
For example, in 1990, Thomson introduced the four generic departments that he
believed constitute FM: real estate and building construction, landlord activities,
building operations and maintenance, and facility planning. The categories introduce the
different scope of FM services, distinctively ranging from works involving real estate and
construction, lettings, maintenance and also the strategic FM planning. Barret (1995)
has suggested that FM services are divided into three areas: premises, office services
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and central services. Service scope that is dedicated for a premise is both hard and soft
FM; mailing, stationery and office works for office services; and finally, catering, room
booking, insurance and archival for central services. Barret’s categorisation is targeted
mainly at the hard and soft FM only and not on any strategic approach such as
management or corporate planning standards. Jones (1996) also incorporates mainly
the hard and soft FM service elements in his definition of FM service scope. However,
he also emphasises the strategic consultancy elements as well as two services that were
not mentioned by the previous authors: information technology and manpower.
Similarly, Moore and Finch (2004) also include the information technology aspect in
their proposed FM departments. Although the sub-services for each department are not
specified, Moore and Finch’s (2004) list of departments is broader and includes IT
management, real estate, outsourcing, maintenance, space management, environment
or health safety, and property management. Another expansive classification was also
introduced by Chotipanich in 2004. The nine service scopes included are real estate and
property management, facility project management, maintenance and repairs, building
services and operations, office services, planning and programming, space planning and
management, operations administration or management, and employee supports and
services. The work of these authors indicates that FM scopes have diversified and are
getting broader.
The BIFM (2007) has also developed a set of FM scope of services based on Alexander’s
(1997) list of three FM components that are premises, support services and information
services. The categories are more comprehensive and the proposed sub-services for
respective components are precise. The BIFM’s classification also gives a holistic view of
how FM services support an organization’s business process. The diversity of service
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scopes indicates how FM service objectives can fit into the overall business success and
strategies and provide the added value.
The BIFM (2007) further emphasises the function of FM in providing the support
essential to its core business operation through:
• Interaction between the core business, the support functions and the facilities
throughout all sections of industry, commerce and service.
• Property strategy, space management and communications infrastructure to building

maintenance, administration and contract management
• Business support services together with associated human resources and buildings,
e.g. systems, plant, IT, equipment, fittings and furniture
• Management support in primary activities of an organization. This deals with the

demand and supply relationship and presents the different levels of possible FM
interaction
FM plays a supporting role in enhancing the performance of a firm and is applicable to

all organizations since it relates to the uses of space in a workplace. Tay and Ooi (2001)
believe that an integrated approach is required when employing FM practices.
It can be seen that the scopes of FM services perceived by the authors vary differently.
Most importantly, the scope has diversified, allowing various aspects and elements to
be considered in managing FM service. The scope is not only limited to the daily
operation elements but also the strategic aspects namely the planning, consultancy and
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project management. In general, the scope of FM services focuses on the functional,

technical and image aspects that are from both management and operations
components. These components cover the aspects pertaining to people, process and
property to ensure that the services are addressed and delivered accordingly. The key
aspect of the FM service revolves around the total management of the services in order
to ascertain a quality service delivered to the clients and customers.
the lesson:
* Roper, Payant (2014) The Facility Management Handbook Fourth Edition, USA.
AMACOM
* Atkin, Bryan (2009) Total Facilities Management Third Edition, e-publication, United
* Chanter, Swallow (2007) Building Maintenance Management Second Edition,

United Kingdom. Blackwell Publishing
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Let’s Check
1. What is FM Hard Service?

2. What is FM Soft Service?
3. What are the Architectural and Engineering Components of FM Hard Services?
4. What is the 3rd Service Category according to IFMA?
5. What are the 3 FM services areas according to Barret?
6. What are the 2 services metioned by Jones which were not mentioned by
Thomson and Barret?
7. What are the FM Departments according to Moore and Finch?
8. What are the 9 service scopes according to Chotipanich?
9. What are the 3 FM components according to Alexander which was adopted by
BIFM?
10. What are the 4 ways in which FM functions as providing support to the core
business?
11. What type of approach is required in integrating FM services according to Tay
and Ooi?
12. What are the 3 strategic aspects in FM?
13. What are the 3 aspects from management and operation components in FM
services?
14. Describe the key aspect of FM service?
Let’s Analyze
Activity 1.
1. Discuss the different focus on the FM services according to
Thomson and Barret.
2. Discuss the difference in FM Services according to Jones and
Chotipanich.
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3. How did the previous authors from Thomson to Chotipanich

influence the integrated scope defined by the BIFM.
In a Nutshell
Activity 1. In your ASEAN level Architectural firm Ennumerate in a Table
indicating your main Functions and Sub-functions in your Facility Management
Service Scope that you will integrate in your offices.
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Big Picture
c. Explain Functions and Sub-functions of Facility Management

d. Explain the Competencies of Facility Management
Big Picture in Focus: ULOa. Explain the Functions and Sub-functions of

Facility Management
Metalanguage
Best value - the most advantageous combination of cost, quality and sustainability
to meet customer requirements. In this context: cost means consideration of the
whole life cost. Quality - means meeting a specification which is fit for purpose and
sufficient to meet the customer's requirements.
Building life cycle - refers to the view of a building over the course of its entire life.
Building Operating Management – refer to the management of all the people,
processes, services, and tools needed to run a facility at the level it is meant to
function at. Facility operations is a management job that focuses on the
efficient operation of the business, or a variety of businesses.
Built environment - refers to the human-made environment that provides the
setting for human activity, ranging in scale from buildings to cities and beyond.
Business Strategy – is a set of competitive moves and actions that a business uses to
attract customers, compete successfully, strengthening performance, and achieve
organizational goals. It outlines how business should be carried out to reach the
desired ends.
Capital – material wealth in the form of money or property.
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Core business - The primary area or activity that a company was founded on or
focuses on in its business operations. Many market leaders aim to maintain a strong
position in their core business areas, but they usually remain open to developing
new areas of activity as perceived business opportunities arise
Cost Savings – also known as cost reductions or 'hard' cost savings, are savings that
directly impact the company's bottom line (i.e. profit/loss).
Cost-effective - is something that is a good value, where the benefits and usage are
worth at least what is paid for them.
Customers – a person or company that buys goods or services.
Disciplines - operational tasks that support a company's existence. Disciplines also
can be thought of as functions or specialties.
Facility – something designed or created to provide a service or fulfill a need
Facility Management - s a professional management discipline focused upon the
efficient and effective delivery of support services for the organizations that it
serves.
Functionality - the quality of being useful, practical, and right for the purpose for
which something was made
Innovation Strategy – is a plan to grow market share or profits through product and
service innovation. ... When it comes to creating the solution, an innovation
strategy must also indicate whether a product improvement or a disruptive or
breakthrough innovation approach is best.
Interdependence - is a connection between subjects where one subject's needs can
be fulfilled by the other subject's resources and these transfer of resources works
both ways.
International Facility Management Association – is a professional membership
association for facility Mangaement professionals. IFMA's global headquarters
office, called the Service Center of Excellence, is located in Houston, Texas, USA.
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IT infrastructure – in an information technology (IT) context refers to an enterprise's

entire collection of hardware, software, networks, data centers, facilities and related
equipment used to develop, test, operate, monitor, manage and/or support
information technology services.
Leased Property – A lease is a contract outlining the terms under which one party
agrees to rent property owned by another party. It guarantees the lessee, also
known as the tenant, use of an asset and guarantees the lessor, the property owner
or landlord, regular payments for a specified period in exchange.
Maintenance support - the process of maintaining or preserving someone or
something, or the state of being maintained.
Markets – a geographic area or a section of the population, considered from the
point of view of the amount of goods that can be sold to it.
Non-core business - Service aspects that are not necessarily required by a firm in
fulfilling its value proposition to its customers, such as installation, operation, or
maintenance of a system, which can be outsourced to third parties.
Organization - is an entity, such as a company, an institution, or an association,
comprising one or more people and having a particular purpose. The word is derived
from the Greek word organon, which means tool or instrument, musical instrument,
and organ.
Profit – the excess of income over expenditure, especially in business.
Project management - is the practice of leading the work of a team to achieve goals
and meet success criteria at the specified time. The primary challenge of project
management is to achieve all the project goals within the given constraints.
Property Management - the operation, control, maintenance, and oversight of real
estate and physical property. This can include residential, commercial, and land real
estate. Management indicates the need of real estate to be cared for and
monitored, with accountability for and attention its useful life and condition
considered.
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Real estate - is "property consisting of land and the buildings on it, along with its
natural resources such as crops, minerals or water; immovable property of this
nature; an interest vested in this (also) an item of real property, (more generally)
buildings or housing in general.
Service Providers - (SP) provides organizations with consulting, legal, real estate,
communications, storage, processing.
Services infrastructure - An information technology infrastructure includes the
hardware, software, systems and services used by the company to support its
operations. High availability, responsiveness and reliability of the
IT infrastructure are important to meet the dynamic needs of the business.
User management - describes the ability for administrators to manage user access
to various IT resources like systems, devices, applications, storage systems,
networks, SaaS services, and more. User management enables admins to
control user access and on-board and off-board users to and from IT resources.
Workplace - a place where people work, such as an office or factory.
Essential Knowledge
These are the Functions of a Facility Management
1. Management of the Organization

• Planning
• Organizing
—— By function, organization, or location
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—— Centralized versus userdriven
• Staffing
—— Personnel management
—— Evaluation of mix of staff,consultants, and contractors
—— Training
• Directing
——Work scheduling
——Work coordination
—— Policy and proceduredevelopment
• Controlling
——Work reception
—— Standards establishment (dollar range, quality, quantity, time to deliver)
—— Scheduling
——Use of management information systems and information technologies
—— Contract administration
—— Policy and procedure execution
• Evaluating
——Design
—— Program analysis
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—— Contractor evaluation
2. Facility Planning and Forecasting

• Business unit knowledge Gathering
• Strategic facility planning (three- to ten-year plans)
• Facility operational planning (twelve months to three years)
• Space forecasting (macro-level, organization-wide)
• Macro-level programming (organization-wide)
• Financial forecasting and macro- level estimating (organization-wide)
• Capital program development
3. Lease Administration
• Outleasing (as owner)
• Lease administration/audit (as owner or lessee)
• Property management (as owner)
4. Space Planning, Allocation, and Management

• Space allocation
• Space inventory
• Space forecasting (micro-level, one location)
• Space management
5. Architectural/Engineering Planning and Design

• Macro-level programming (one location)
• Building planning
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• Architectural design
• Engineering design of major systems
• Macro-level estimating (one location)
• “As built” maintenance
• Disaster recovery planning
• Design document preparation and updating
` • Code compliance
• Traffic engineering
• Zoning compliance Workplace Planning, Allocation, and Management
• Workplace planning
• Workplace design
• Furniture specification
• Furnishings specification
• Estimating
• Code compliance
• Move, add, change (MAC) management and record keeping
—— Alteration management
—— Renovation management
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—— Furniture installation
—— Information & Communication Technologies (ICT) installation
—— Provision of furnishings
—— Art program management
—— Equipping
—— Relocations
—— Procurement (to move, alter, change)
—— Preparation of “as builts” and updates
—— Project management
6. Budgeting, Accounting, and Economic Justification (done concurrently with planning

and design)
• Programming (same period covered as for space planning
• Design document preparation and updating
• Code compliance
• Traffic engineering
• Zoning compliance
7. Workplace Planning, Allocation, and Management

• Workplace planning
• Workplace design
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• Furniture specification
• Furnishings specification
• Estimating
• Code compliance
• Move, add, change (MAC) management and record keeping
—— Alteration management
—— Renovation management
—— Furniture installation
—— Information & CommunicationTechnologies (ICT) installation
—— Provision of furnishings
—— Art program management
—— Equipping
—— Relocations
—— Procurement (to move, alter, change)
—— Preparation of “as builts” and updates
—— Project management
8. Budgeting, Accounting, and Economic Justification (done concurrently with planning

and design)
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• Programming (same period covered as for space planning unless otherwise specified
by the company)
• Work plan preparation
• Budget preparation (one to two years)
—— Administrative
—— Capital
——Operations and maintenance
—— Chargeback
• Economic justification
• Financial forecasting (one to two years)
• Budget formulation
• Budget execution
9. Real Estate Acquisition and Disposal

• Site selection and acquisition
—— Environmental due diligence
—— Legal due diligence
• Building purchase
• Building lease
• Real estate disposal
10. Sustainability (these functions normally done concurrently with other functions)
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• Site selection decisions to minimize environmental impacts
• Environmental policies to minimize waste and reduce resource usage
—— Recycling program management
—— Transportation management
—— Energy audits and retrofits
—— Building commissioning and Recommissioning
—— Building systems audits and retrofits
—— Purchasing policies for reduced environmental impacts
—— Vendor relationship management for sustainability
—— Indoor air quality management
• Project management in compliance with environmental regulation
—— Federal, state, and local requirements
—— Sustainable guidelines adoption (Leadership in Energy and Environmental

Design [LEED], Green Globes, Energy Star, etc.)
• Workplace improvements for productivity
——Daylighting
—— Indoor air quality
—— Thermal comfort
• Aligning design with business functions
—— Sustainable maintenance and operations practices
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—— Social responsibility reporting
11. Construction Project Management

• Project management
• Construction management
• Procurement management
• Preparation of “as builts”
• Punch-list preparation and execution
• Post-occupancy evaluation
• Project evaluation Operations, Maintenance and Repair
• Exterior maintenance (roofs, shell, and window systems)
• Preventive maintenance
• Breakdown maintenance
• Cyclic maintenance
• Grounds maintenance
• Road maintenance
• Custodial maintenance
• Pest control
• Trash removal
• Hazardous waste management
• Energy management
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• Inventory of systems and equipment
• Maintenance projects
• Repair projects
• Correction of hazards (asbestos, bad air quality, radon, underground leaks, PCBs, etc.)
• Disaster recovery
• Procurement (operations, maintenance, and repair supplies and services Technology

Management
• Operations
• Maintenance
• Voice and data system operations and reconfiguration
• Network management
• Integrated workplace management system (IWMS)
—— Selection
—— Installation
——Operation
12. Facility Emergency Management

• Emergency preparedness planning
• Threat assessment
• Command, control, and communications
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• Mitigation strategies
• Training, drill, and exercise
13. Security and Life-Safety Management

• Code compliance
• Operations
• Crime prevention through environmental design
• Access control
• Physical deterrents
• Electronic security
• Vulnerability assessment
14. General Administrative Services

• Food services, refreshments, and vending
• Reprographics
• Mail and messenger management
• Fleet management
• Property tracking and disposal
• Moving services
• Procurement (as a function)
• Health and fitness program management
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• Day care center management
• Concierge services and on-site vendors
• Records management and storage
• Assembly management support and security
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the lesson:

9781119297420
Let’s Check
Activity1. Let us try to check your understanding on the Overview of Facility
Management.
1. What is IFMA and give a brief description?
2. What is BIFM and give a brief description?
3. What is Facility Management according to IFMA?
4. What is Facilities Management according to BIFM?
5. What is Facility Management according to Barret and Baldry?
6. What are the 2 resources which is the source of the definition of Facility
Management?
7. What is PM (Property Management)?
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8. What is core-business? Give 5 examples.

9. What is non-core business? Give 5 examples
10. What are the 4 factors being integrated in Facility Management according to
IFMA? Give brief description of each factor.
11. According to Barret what are the 3 levels of facility operations?
12. According to Barret what are the 3 main areas of FM services?
13. According to Nutt what are the 14 field of activities covered by FM?
14. According to Akins and Brooks what are the 2 perspectives of managing
facilities? Give brief description for each.
15. What type of professional sector does FM belongs?
16. According to BIFM what are the factors that can stimulate the growth of FM
Globally?
17. What is Urban FM?
18. What is strategic objective of a Facility?
19. What is operational objective of a Facility?
20. What are the 4 attributes and success factors in the facility service context?
Let’s Analyze
Activity 1. Getting acquainted with the essential terms in Facility Management is
not enough, what also matters is you should also be able to explain its inter-
relationships. Now, I will require you to explain thoroughly your answers.
1. Discuss by giving examples the difference of Facility Management and Property

Management.
2. Discuss the difference between the IFMA and BIFM definitions of Facility
Management.
3. Discuss the difference between Baret and Baldry’s definition of FM from Pitt and
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Tucker.
4. Discuss how non-core business affects the performance of core business.
5. Discuss how FM affects the performance of core business.
6. Discuss by giving examples the perception of FM in Business.

7. Discuss the main growth of services on how FM expanded from 1970’s to present.
In a Nutshell
Activity 1.
Presuming that you have your own Architectural firm which operates in
ASEAN Level with your Main office in Davao City and with branch offices in
Singapore, Hong Kong, NCR, and Cebu City, What are your core business and non-
core business in your firm and What kind of Facility Management will you integrate
to help in the success of your architectural firm.
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Big Picture in Focus: ULOb. Explain the Competencies of Facility

Management
Metalanguage
Building Fabric - is a critical component of any building, since it both protects the
building occupants and plays a major role in regulating the indoor environment.
Consisting of the building's roof, floor slabs, walls, windows, and doors, the fabric
controls the flow of energy between the interior and exterior of the building.
General administrative services – services pertaining to personnel, payroll, property
management, benefits, human resource management, financial planning, case
docketing and management, contract and subcontract management, facilities
management, proposal activities and other similar services.
Hard Services - The hard services relate to the actual fabric and building systems and
might also be considered as the more traditional PM services. relate to the physical part
of the building and cannot be removed. They are ‘the essentials,’ and ensure the safety
and welfare of employees.
Principal manager - holds a leadership role within a company, and in some cases, you
are also an owner or shareholder in the business. As a managing principal, your duties
focus on client relations. In an investment business, for example, this means your career
focuses on investor relations. A principal is a management position, so you need both
educational qualifications that include a master’s degree or higher, and should be able
to demonstrate strong leadership skills.
Soft Services - are services that are directly used by the employees and can make the
workplace more secure or pleasant. They are usually not compulsory and can be
removed or added at any time
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Supporting manager - are responsible for the coordination of technical and information
systems in an organization. They direct staff, determine necessary technology advances
and educate employees on the use of software and hardware used in an organization's
day-to-day operations.
Essential Knowledge
Calling facility management “asset management,” the National Research Council (NRC),
in its 2008 report, Core Competencies for Federal Facilities Asset Management Through
2020, lists competencies for future managers that are highly coincident with those we
list in Exhibit 1-1.2 We recommend that yet another change of terminology, from facility
management to asset management, will only serve to confuse our employers and the
business community. We suggest that in addition to the NRC revisiting and changing
terminology, the use of “asset management” should be reserved for major
infrastructure assets such as federal, state, and local assets such as bridges, highways,
electrical grid systems, water systems, and similar major infrastructure. Defining the
many FM functions becomes very important because they form the framework for
maturity in the industry and its professional development, research, and professional
competency testing. For example, IFMA has organized the functions into
“competencies” around which it designs all of its professional programs. These eleven
competencies form the basis of standardization and encapsulate all of the many
functions required in FM. These competencies are:
1. Communication
2. Emergency preparedness and business
3. Environmental stewardship and sustainability
4. Finance and business
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5. Human factors
6. Leadership and strategy
7. Operations and maintenance
8. Project management
9. Quality
10. Real estate and property management
11. Technology3
IFMA’s 11 CORE COMPETENCIES

1. COMMUNICATIONS
a. Manage and oversee the development and use of the facility communications
plan.
i. Develop and implement a facility management communications plan
(messages, reminders, mission and vision).
ii. Select situation-appropriate media and techniques for communications with

stakeholders.
b. Prepare and deliver messages that achieve the intended results.
i. Promote FM information and recommendations to internal and external stakeholders
(facility staff, public, senior management, customers and boards of directors)
ii. Prepare reports for stakeholders (facility staff, public, senior management, customers,
boards of directors and so forth).
iii. Manage stakeholder perceptions and expectations

2. QUALITY
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a. The competent facility manager is able to develop and manage/oversee the creation
and application of standards for the facility organization.
i. Develop, review and compare performance metrics for facility management services
(benchmarking, measuring observable behaviors, service response, resolution times and
so forth).
ii. Establish key performance indicators.
iii. Establish and maintain specifications (materials, equipment, furniture, finishes,

fixtures, design criteria).
iv. Develop, implement and monitor best value practices.
v. Develop customer service level agreements.

b. The competent facility manager is able to measure the quality of services
provided.
i. Monitor customer satisfaction and service delivery performance and provide feedback
to customers.
ii. Collect, verify, analyze and report facility management data from various sources
(space plans, customer satisfaction, feedback mechanisms).
iii. Collect and verify, analyze and report internal facility management data (utilities,
work orders, work history).
iv. Conduct assessment of third party providers (suppliers, contractors, consultants).
c. The competent facility manager is able to manage/oversee the improvement of work
processes.
i. Assess ways to improve workplace productivity.
ii. Develop and implement process improvements.
d. The competent facility manager is able to ensure and monitor compliance with codes,
regulations, policies and standards.
i. Audit and document compliance with codes, regulations, policies and standards.
ii. Ensure compliance with codes, regulations, policies and standards.
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3. TECHNOLOGY
a. The competent facility manager is able to plan, direct and manage/oversee facility
management business and operational technologies.
i. Monitor and evaluate technology trends and innovation.
ii. Conduct assessments and/or collaborate on facility management technology needs

analysis.
iii. Align facility management technology with organizational information technology.

iv. Assess the application of technology within facility operations.
v. Evaluate, implement and operate integrated workplace management systems (IWMS

– combining CAFM, CMMS and BAS).
4. OPERATIONS & MAINTENANCE
a. The competent facility manager is able to assess the condition of the facility.
i. Manage/oversee the assessment of building systems’ condition.
ii. Assess the condition of the facility’s structure, interior, exterior and grounds.
b. The competent facility manager is able to manage/oversee facility operations and
maintenance activities.
i. Manage/oversee the acquisition, installation, operation, maintenance and disposal of
building systems and structural, interior, exterior and grounds elements.
c. The competent facility manager is able to manage/oversee occupant services
(parking, janitorial services, food services, concierge, facility helpdesk, security and
safety).
i. Identify required occupant services.
ii. Decide/recommend the most appropriate way to provide occupant services

(outsource, in-source),
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iii. Manage/oversee the modifications to building systems, structural elements,

interiors, exteriors and grounds.
iv. Monitor the performance of service providers.

d. The competent facility manager is able to manage/oversee the
e. Maintenance contracting process.
i. Develop maintenance contract specifications.
ii. Assure competent maintenance contractors are selected.
iii. Negotiate service level agreements.
iv. Monitor maintenance contractors’ work.
v. Resolve contract disputes.

f. The competent facility manager is able to develop, recommend and manage/oversee
the facility’s operational planning requirements (temperature control, lighting,
equipment replacement and so forth).
i. Develop policies and guidelines related to usage and maintenance.
ii. Determine life cycle costs.
iii. Monitor the usage and performance of all facility systems, equipment and grounds.
iv. Monitor occupant satisfaction.

5. HUMAN FACTORS
a. Develop and implement practices that support the performance and goals of the
entire organization.
i. Oversee the work environment to support staffing, recruitment, retention, motivation
and productivity.
ii. Create an environment conducive to innovation (investigate trends and conduct pilot
tests).
iii. Provide a healthful and safe environment.
iv. Provide security that meets the facilities’ needs (physical site security, access control
and information).
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b. Develop and implement practices that support the performance of the facility
organization.
i. Provide personal and professional growth and development opportunities (coaching,
mentoring, training, education and career paths).
ii. Encourage diversity.
iii. Utilize performance appraisal systems (goal setting, performance monitoring and
evaluation).
6. FINANCE & BUSINESS
a. Manage and oversee the financial management of the facility organization.
i. Develop, recommend, manage and oversee the facility’s budget requirements
(expense, operational, capital).
ii. Prepare business cases, supporting documentation and financial reports.

iii. Analyze and interpret financial documents (budget, financial statements, ratios and
so forth).
b. Administer and manage the finances associated with contracts.
i. Develop and manage contracts.
ii. Administer and monitor contracts.
iii. Interpret financial contract elements (lease agreements, service contracts, cost
statements and so forth).
iv. Resolve vendor conflicts.

c. Administer procurement and chargeback procedures.
i. Define, justify and apply chargeback procedures.
ii. Administer procurement procedures for outsourcing products, services, contractors,
designers and whole buildings.
7. EMERGENCY PLANNING & BUSINESS CONTINUITY
a. Plan, manage and support the entire organizations emergency preparedness
program.
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i. Develop risk management plan
ii. Develop emergency management plans and procedures.

iii. Assist in the design of simulations or exercises to test the emergency management
and business continuity plans.
iv. Manage the execution of simulations or exercises to test the plans.

v. Secure technology systems and services.
b. Manage and oversee and support the entire organization’s business continuity
program.
i. Develop a business continuity plan.
8. LEADERSHIP & STRATEGY
a. Lead the facility organization.
i. Lead, inspire, and influence the facility organization, search for best practices, manage
change, promote continuous improvement, and provide tools.
ii. Advocate for facility management needs and priorities.
iii. Develop, implement, and evaluate policies, procedures, and practices for the facility
organization.
iv. Clarify and communicate responsibilities and accountabilities.
v. Resolve conflicts (organization and personnel).

vi. Organize and staff the facility organization.
b. Provide leadership to the entire organization.
i. Promote, encourage, and adhere to a code of conduct.
ii. Develop and manage/oversee relationships (supplier, community, government,

tenants, business partners, occupants).
iii. Ensure compliance with the organization’s social responsibility policies.
c. The competent facility manager is able to plan strategically.
d. Align the facility’s strategic requirements with the entire organization’s
requirements.
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e. Develop and implement a strategic planning process.
f. Assess what services are needed to meet organizational (business)

requirements.
9. REAL ESTATE & PROPERTY MANAGEMENT
a. The competent facility manager is able to develop and implement the real estate
master plan.
i. Develop and implement a real estate master plan.
b. The competent facility manager is able to manage/oversee real estate assets.
i. Determine and evaluate real estate requirements (space utilization, management,
highest and best use).
ii. Acquire and dispose of real estate (commercial, institutional, industrial, residential,
leased and owned).
iii. Manage/oversee the real estate portfolio (owned, leased, subleased, co-owned and
contract managed).
iv. Prepare and administer the service charge budget and allocate among co-owners or
tenants.
10. PROJECT MANAGEMENT
a. The competent facility manager is able to plan projects.
i. Define and program projects (purpose, size, scope, schedule, budget and user needs).
ii. Plan projects (resources, schedule and sequence).
iii. Develop contract specifications and solicitations.

b. The competent facility manager is able to manage/oversee projects.
i. Administer contracts (implement, monitor service level).
ii. Manage/oversee projects (construction, relocation, renovation, organizational
change).
iii. 3. Evaluate project outcomes.
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11. ENVIRONMENTAL STEWARARDSHIP & SUSTAINABILITY

a. Plan, manage and support the entire organization’s commitment to protecting the
environment.
i. Manage, oversee and safeguard the natural environment.
b. Manage and oversee the entire organization’s commitment to sustainability of the
natural and built environments.
i. Develop and direct sustainability programs.
ii. Provide data to support facility evaluation.
iii. Evaluate and manage the asset life cycle process.
International standardization is one step that may help to bridge understanding and
business opportunity. Facility management embraces the concepts of cost-
effectiveness, productivity improvement, efficiency, and employee quality of life. In
practice, these concepts often seem to be in conflict. For example, many facility
managers find themselves sinking in the quicksand of diminishing knowledge worker
productivity, placed at the precipice of office air-quality problems, or embroiled in
waste management issues that predate their employments. Providing customer
responsive services balanced with unrelenting cost cuts is a monumental challenge.
Employee
expectations and concerns almost always come before clear-cut technical or financial
solutions. Often there are no set answers—only management decisions that must be
made. It is this constant yin and yang of FM: to balance the needs of the organization
against the financial restrictions required to allow the operational units of the business
to expand and grow.
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Some say that Edward A. Murphy (of Murphy’s law: “If something can go wrong, it will
go wrong”) must have been a facility manager. Every good facility manager is a good
reactive manager because reaction is a fact of life in delivering services. However,
facility managers cannot allow themselves to be totally reactive managers. That
approach can downplay planning, even though planning is the key to cost-effectiveness.
A facility manager who does not have a philosophy regarding the position, the FM
department, and the facilities managed cannot provide the leadership needed by the
company.
the lesson:
Bryan (2009) Total Facilities Management Third Edition, e-publication, United Kingdom,
John Wiley and Sons, Ltd.

9781119297420
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Let’s Check
Activity1. Let us try to check your understanding on the Project Delivery Methods
1. What is FM Hard Service?

2. What is FM Soft Service?
3. What are the Architectural and Engineering Components of FM Hard Services?
4. What is the 3rd Service Category according to IFMA?
5. What are the 3 FM services areas according to Barret?
6. What are the 2 services metioned by Jones which were not mentioned by
Thomson and Barret?
7. What are the FM Departments according to Moore and Finch?
8. What are the 9 service scopes according to Chotipanich?
9. What are the 3 FM components according to Alexander which was adopted by
BIFM?
10. What are the 4 ways in which FM functions as providing support to the core
business?
11. What type of approach is required in integrating FM services according to Tay and
Ooi?
12. What are the 3 strategic aspects in FM?
13. What are the 3 aspects from management and operation components in FM
services?
14. Describe the key aspect of FM service?
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Let’s Analyze
Activity 1.
4. Discuss the different focus on the FM services according to
Thomson and Barret.
5. Discuss the difference in FM Services according to Jones and
Chotipanich.
6. How did the previous authors from Thomson to Chotipanich
influence the integrated scope defined by the BIFM.
In a Nutshell
Activity 1. In your ASEAN level Architectural firm Ennumerate in a Table
indicating your main Functions and Sub-functions in your Facility Management
Service Scope that you will integrate in your office/firm.
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Big Picture
a. Explain the role of the Facility Manager in the organization
Big Picture in Focus: ULOa. Explain the Role of the Facility Manager in the
organization
Metalanguage
Activity on Node method - is a project management term that refers to a precedence

diagramming method which uses boxes to denote schedule activities. These various
boxes or “nodes” are connected from beginning to end with arrows to depict a logical
progression of the dependencies between the schedule activities.
As-built drawings - Revised set of drawing submitted by a contractor upon completion

of a project or a particular job. They reflect all changes made in the specifications and
working drawings during the construction process, and show the exact dimensions,
geometry, and location of all elements of the work completed under the contract.
Certificate of occupancy - is a document issued by a local government agency

or building ... by the applicant with the local authority before construction to indicate
that the proposed construction will adhere to ordinances, codes, and laws.
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Commissioning - is the process of assuring that all systems and components of a

building ... procurement, construction and assembly until the final handover of the unit
to the owner, sometimes including an assisted operation phase.
Contract administration - is to ensure that the contractor performs in accordance with

all of the terms and conditions of the contractual agreement. Although they are
separate and distinct functions, each of these positions play an integral and vital role in
the total scope of contract administration.
Contract Administrator - is required to manage, negotiate, support and execute

the contract process. Contract administration formally starts when the
building contractor is hired to deliver the building project and associated works.
Contractor - is a person or company that works on a contractual basis, negotiating deals

with different clients to work on specific jobs or projects.
Estimator - r cost estimator is an individual that quantifies the materials, labor, and
equipment needed to complete a construction project.
Field Engineer - refers to the person you find actively working at job sites instead of in
the office. Field engineer duties usually include inspecting and installing equipment and
new technologies, directing crews or workers on site, conducting research, and
reporting on project status. Field engineers will make sure that everything works
smoothly and engineering designs are being followed.
Final completion - All punch list items have been completed (unless the parties
otherwise agree). ... the technical and performance requirements set out in
the construction contract.
Final documentation - final designs, drawings, and specifications that are used for
construction, and any Change Orders affecting those documents, that describe the
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technical requirements for the installation of all the materials and equipment pursuant
to this Agreement.
Final inspection - final review of the Work of the Contractor by the A/E to determine
whether issuance of the Certificate of Contract Completion is appropriate.
Inspection and testing - 9.1 Inspection and Testing of Purchased Materials and
Equipment
All materials and equipment shall be inspected and tested to ensure conformance
with the project requirements before it is released for use. Verification that all items
conform to specified requirements of the quality plan shall be documented and filed in
the project QA/QC file. In determining the amount and nature of inspections,
consideration should be given to the control exercised at the manufacturing source and
documented evidence of quality conformance provided from the supplier.
Where incoming materials are released for urgent construction purposes, it shall
be positively identified and recorded in order to permit immediate recall and
replacement in the event of nonconformance to specified requirements.
Network diagrams - are a graphical portrayal of the activities and events of a project.
They show how each activity relates to others in the project, the sequence of activities,
and the need to perform some tasks before others. A logic diagram showing the
sequence and interrelationships of activities must be developed.
Network logic - The order in which activities are sequenced in the network diagram
relative to their interdependent relationships.
Operation manuals - contains the information required for the operation, maintenance,
decommissioning and demolition of a building.
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Procurement - is the act of obtaining goods or services, typically for business

purposes. Procurement is most commonly associated with businesses because
companies need to solicit services or purchase goods, usually on a relatively large scale.
Project Manager - play the lead role in planning, executing, monitoring, controlling and
closing projects. They are accountable for the entire project scope, project team,
resources, and the success or failure of the project.
Project punchout - is a document prepared during key milestones or near the end of
a construction project listing work not conforming to contract specifications that the
general contractor must complete prior to final payment.
Retainage - percentage of the contract amount due

a contractor, construction manager, or design-builder (builder) withheld by the owner
from a payment application to ensure the builder's complete performance of the
contract scope of work including: Performing all punch list items.
Soil Testing - assess the suitability of the soil for your construction project with vital
data for informed decision making and planning. ... As a result, you need to identify the
characteristics of the soil to determine its ability to support your structure.
Substantial completion - when the Contractor completes ninety five percent (95%) of
the Work, provided that the remaining work and the performance of the work necessary
to complete the Work shall not prevent the normal use of the completed portion.
Superintendent - oversees the operations of a construction site, from planning to

completion. The duties of a construction superintendent will vary, however, they can
expect to be responsible for daily scheduling, supervising all activities and tasks, and
ensuring the safety and compliance of the site.
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Essential Knowledge
Typically there are five models for delivering FM services. These are:
In-house FM department
Here the organisation has its own dedicated management team and in-house
employees to deliver all FM services. Some specialist services, where there is no
expertise in the company, will be outsourced to simple service contracts. These might
include areas like lift and escalator maintenance. This arrangementis often found in
public sector and educational organisations.
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Out-tasked service contracts
This is where an organisation has an in-house team of FM professionals who procure

and manage a series of outsourced contracts. There may be a small team of in-house
non-management staff such as maintenance technicians to run high risk operations or
maintain vital M&E plant.
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Outsourced managing agent FM contract
In this scenario the organisation will outsource most or all services on contracts and will
appoint a FM company as managing agent to manage these contracts on their behalf.
Here the service contracts are between the client organization and the service
providers. The client organisation is responsible for procurement and the FM managing
agent will manage performance. Although the FM services are outsourced the client
organisation must maintain in-house the knowledge and skill to procure and understand
the delivery of FM services. This is sometimes referred to as an ‘intelligent client’
function. To co-ordinate services requests and collate data to manage performance it is
usual to provide a centralised call centre which will operate on some form of service
management software. The call centre can be provided by the FM company, a third
party or the client organisation.
Outsourced managing contractor FM contract
Structurally this is similar to outsourcing on a managing agent contract but a step

further whereby the FM supplier will deliver services to the client organization through
a mixture of their own resources and a series of sub-contracts. The client organisation
only has a single contract with the FM supplier. The FM
supplier develops their own supply chain and manages the risk of service delivery across
all services. The diagram below can depict either the managing agent or managing
contractor options. The dotted lines would represent the contract relationships
between the client organisation and the various service
providers in the managing agent option.
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Total Facility Management (TFM) contract
This is a development on the managing contractor option whereby the FM supplier will,
through strategic partnerships, joint ventures, subsidiary companies or in-house
resources, deliver all or at least most FM services to the client organisation. Thus they
will provide a total FM solution or ‘one stop shop’. Many
best practice FM companies aspire to deliver a TFM solution to clients where possible.
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the lesson:

9781119297420
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Let’s Check
Activity1. Let us try to check your understanding on the Different Organization
types of Facility Management.
15. What is In-house FM service? Give an Example

16. What is Out-Tasked Service Constracts? Give an Example
17. What Out Sourced Managing Agent? Give an Example
18. What Out Sourced Managing Contract? Give an Example
19. What is Total Facility Management? Give an Example
Let’s Analyze
Activity 1.
7. Discuss the Advatages and Disadvantages of an Outsourced
Managing Contract type of FM Service?
8. Discuss the Advatages and Disadvantages of an Joint Ventrue type
of FM Service?
9. Discuss the Advatages and Disadvantages of a TFM type of FM
Service?
In a Nutshell
Activity 1. In your ASEAN level Architectural firm Explain the type of FM
service Organization that you would operate and enumerate how the important
core and non-core business will be handled by the FM service provider.
87

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College of Architecture and Fine Arts Education

Room H4L.1, 4th Floor, DPT Building

College of Architecture and Fine Arts Education

Self-Instructional Manual (SIM) for Self-Directed Learning (SDL)

Course/Subject: ARSP 3- Specialization 3

Name of Teacher: Ar. Keith Giovanni B. Querequincia

THIS SIM/SDL MANUAL IS A DRAFT VERSION ONLY; NOT FOR

EXPECT REVISIONS OF THE MANUAL.

Course Outline ……………………………………………………………. 3

Week 1-3 Unit Learning Outcome (ULO) …………………….. 9

Week 4-6 Unit Learning Outcome (ULO) ……………………. 44

Week 7-9 Unit Learning Outcome (ULO) …………………… 76

Course Outline: ARSP3 – SPECIALIZATION 3

Student Consultation: By appointment

Mobile: contact thru email

Phone: (082) 305-0646 Loc 109

Mode of Delivery: Blended (On-Line with face to face or virtual

Time Frame: 54 Hours

Student Workload: Expected Self-Directed Learning

Scheduled Virtual or face to face sessions.

Course Outline Policy

Areas of Concern Details

If the assessment task is done in real time through the

Turnitin Submission To ensure honesty and authenticity, all assessment

Please note that academic dishonesty such as cheating

However, if the late submission of assessment paper

For group assessment tasks, the course coordinator will

If disapproved by the course coordinator, you can

Submission of the final grades shall follow the usual

Student Communication You are required to have a umindanao email account.

Then, the course coordinator shall enroll their

*You can also meet the course coordinator in

Email: camiloquibod@umindanao.edu.phPhone: 082-

ONLINE CODE OF CUNDUCT

2. All students are likewise guided by professional conduct as learners in attending

5. Students shall independently and honestly take examinations and do assignments,

Course Information – see/download course syllabus in the Black Board LMS

CC’sVoice: Hello aspiring Architects! Welcome to this ARSP3 – Specialization 3. By

CO Explain Facility Management

Explain the origin and evolution of Facility Management

Explain the scope of Facility Management

Explain the functions and sub-functions of Facility Management

Explain the Facility Manager

Explain the role of the Facility Manager in the organization

a. Explain Facility Management its origin and evolution

In this section, by discussing the importance of facilities to an organization (acting as

strategy must also indicate whether a product improvement or a disruptive or

the fast-growing banking, telecommunications and media sectors – to devise ways of

Defining facilities management

“What is Facility Management (FM)?” is a question that is often asked by

All of these definitions are correct; essentially Facility Management or Facilities

The International Facility Management Association defines facility management as ‘a

Fig. 1.1 Basic relationship between core and non-core business.

Facilities management can therefore be summarized as creating an environment that is

to describe facilities management as something that will:

• Support people in their work and in other activities.

• Enhance individual well-being.

• Enable the organization to deliver effective and responsive services.

• Allow for future change in the use of space.

• Provide competitive advantage to the organization’s core business.

• Enhance the organization’s culture and image.

Elsewhere, the British Institute of Facilities Management promotes the development of

FM is also perceived to contribute significantly within the community context (Roberts;