JEAN-YVES L.

TRONCO

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?
− The International Facility Management Association (IFMA) is a prominent
professional membership organization catering to facility management professionals.
Based in Houston, Texas, USA, IFMA operates its global headquarters known as the
Service Center of Excellence. It stands as one of the foremost international bodies
dedicated to Facility Management. IFMA's definition of Facility Management
characterizes it as a multifaceted profession that harmonizes various disciplines to
guarantee the efficient operation of built environments. This harmony involves the
integration of people, physical spaces, processes, and technology to ensure seamless
functionality.
2. What is BIFM and give a brief description?
− The British Institute of Facilities Management (BIFM) holds a significant role as one
of the top two global organizations devoted to Facility Management, alongside the
International Facility Management Association (IFMA). BIFM's understanding of
Facility Management involves bringing different processes together within an
organization to ensure the upkeep and growth of the agreed-upon services. These
services play a crucial role in the organization's enhancing and optimizing core
functions, making them more efficient and effective. BIFM serves as a catalyst for
advancing Facility Management (FM) by elevating it to a pivotal, professional, and
strategic business discipline.
3. What is Facility Management according to IFMA?
− The definition of facility management, as articulated by the International Facility
Management Association, encapsulates the essence of a multifaceted profession that
revolves around orchestrating the optimal functioning of the built environment. This
encompasses the seamless integration of people, physical spaces, operational
processes, and cutting-edge technology. This holistic description underscores the
intricate interplay of diverse factors that converge to ensure the triumph of this
discipline. What's particularly noteworthy about this latest definition is its heightened
emphasis on technology, a facet that was somewhat overlooked in prior iterations. This
renewed focus acknowledges the pivotal role that technology plays in driving
innovation, efficiency, and effectiveness within facility management practices. As the
discipline evolves in tandem with technological advancements, the integration of state-
of-the-art tools and systems is becoming increasingly integral to achieving excellence
in managing facilities.
4. What is Facilities Management according to BIFM?
− According to the British Institute of Facilities Management (BIFM), Facilities
Management (FM) is defined as "the integration of processes within an organization to
maintain and develop the agreed services, which support and improve the effectiveness
of its primary activities." This definition highlights the role of FM in aligning and
 integrating various processes and services within an organization to ensure the smooth
functioning of its core activities. It emphasizes the supportive nature of FM services in
enhancing the overall effectiveness of an organization's primary functions.
5. What is Facility Management according to Barret and Baldry?
− According to Barret and Baldry, Facility Management (FM) is defined 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." This definition emphasizes the
comprehensive nature of FM, encompassing not only physical aspects like
maintenance and operation but also the creation of an environment that aligns with and
enhances an organization's core objectives. It recognizes that FM extends beyond the
physical characteristics of buildings to encompass various factors that contribute to
organizational effectiveness and success.
6. What are the 2 resources which is the source of the definition of Facility
Management?
− The two main resources that are sources for the definition of Facility Management are
the International Facility Management Association (IFMA) and the British Institute of
Facilities Management (BIFM). These two leading international professional bodies
have provided definitions that encompass multiple disciplines and emphasize the
integration of people, place, process, and technology to ensure functionality and
effectiveness within the built environment.
7. What is PM (Property Management)?
− Property management refers to the comprehensive administration, supervision,
maintenance, and monitoring of real estate assets and physical properties. This
encompasses a wide range of real estate categories, including residential properties,
commercial spaces, and land parcels. The term "management" implies the essential
responsibility of overseeing and tending to real estate assets, with a keen focus on their
well-being, longevity, and condition. Property management entails a thorough and
accountable approach to ensure that real estate assets are cared for, maintained, and
monitored in a manner that optimizes their utility, lifespan, and overall value.
8. What is core-business? Give 5 examples.
− Core business refers to the fundamental area or activity that serves as the foundation of
a company's business operations. It represents the primary focus upon which the
company was founded and sustains its market presence. While market leaders strive to
maintain their strength in these core business areas, they also remain receptive to
exploring new avenues as potential business opportunities arise. Here are five examples
of core business activities:
Product or service development is about creating and refining the company’s offerings
to meet customer needs. This includes research and development, prototyping, testing,
and product launch activities. Sales and marketing are about promoting the company’s
products or services to customers and generating revenue. This involves advertising,
public relations, sales calls, and other sales-related activities. Operations and logistics
 are about enabling the company to produce and deliver its products or services
efficiently. This encompasses manufacturing, distribution, transportation, and other
logistical functions. Customer service is about providing support to customers after the
sale. This includes answering questions, handling complaints, and offering technical
support. Financial management is about managing the company’s finances, including
budgeting, accounting, and financial reporting.
These core business examples underscore the central mission and primary value
proposition of the respective companies. While they may diversify their operations,
these core areas remain pivotal in driving their success and market presence.
9. What is non-core business? Give 5 examples.
− Non-core business refers to service aspects that aren't essential for directly delivering a
firm's primary value proposition to customers. These are activities that, while
supporting operational efficiency, don't directly align with the organization's core
mission. Such aspects are often candidates for outsourcing to third parties. Here are five
examples of non-core business activities:
One example is Security, while vital for safety, security services aren't typically the
core focus of an organization's offerings. Payroll is another example of non-core
business, managing payroll and employee compensation, though necessary, isn't the
central value proposition of most organizations. One example also is Cleaning, facility
cleaning and maintenance, vital for functionality, usually aren't the primary offerings
of an organization. Another example is Marketing, external marketing efforts, such as
advertising campaigns, while essential, aren't typically the central focus of the core
business. Lastly, IT Support, it is crucial for operations, often falls into the non-core
category as it aids core activities without being the primary focus.
Recognizing the division between core and non-core business activities enables
organizations to optimize resource allocation while concentrating on their core
competencies and strategic goals.
10. What are the 4 factors being integrated in Facility Management according to IFMA?
Give brief description of each factor.
− The International Facility Management Association (IFMA) emphasizes the integration
of four fundamental factors within Facility Management to ensure the optimal
functionality of the built environment. These factors are people, place, process, and
technology, each playing a crucial role in shaping the effectiveness and efficiency of
facilities.
The first factor, People, underscores the importance of creating a supportive
environment for the individuals who use the facility. This encompasses aspects of
occupant well-being, safety, and satisfaction. By considering the needs and preferences
of occupants, Facility Management aims to cultivate spaces that promote productivity,
comfort, and a positive experience.
The second factor, Place, revolves around the physical environment itself. It
encompasses the layout, design, and overall spatial arrangement of the facility.
Effective place integration involves optimizing the utilization of spaces to enhance
 functionality and efficiency. This can range from ergonomic office layouts to designing
spaces that encourage collaboration and creativity, all of which contribute to a well-
rounded and purposeful environment.
The third factor, Process, focuses on the operational workflows and activities taking
place within the facility. Streamlining processes and procedures is essential to ensure
smooth operations and resource utilization. By aligning processes with organizational
objectives and industry best practices, Facility Management can minimize
inefficiencies and enhance overall effectiveness.
Lastly, the integration of Technology is a critical component in modern Facility
Management. Leveraging innovative tools and systems, such as smart building
technologies and automation, enhances facility operations and occupant experience.
These technologies provide insights into facility performance, enable data-driven
decision-making, and contribute to the creation of sustainable and technologically
advanced environments. In summary, the integration of these four factors within
Facility Management creates a comprehensive approach that considers human well-
being, efficient space utilization, streamlined operations, and technological
advancements for a holistic and optimized built environment.
11. According to Barret what are the 3 levels of facility operations?
− According to Barret (1995), Facility Management (FM) operations are categorized into
three distinct levels, each serving a different function and perspective within the
organization:
Strategic Level refers to the level that involves high-level decision-making and long-
term planning. Strategic facility operations focus on aligning facilities with the overall
organizational goals and objectives. It encompasses activities such as determining the
facility's role in supporting business strategies, assessing future needs, and allocating
resources accordingly. Tactical Level of facility operations bridges the gap between
strategy and execution. It entails translating strategic plans into actionable steps and
guidelines. Tactical operations involve tasks such as space planning, asset management,
and resource allocation to ensure that the facility operates efficiently and effectively in
line with the organization's goals. Operational Level is concerned with the day-to-day
management and execution of tasks necessary to maintain facility functionality. This
includes tasks like maintenance, security, cleaning, and other routine operational
activities that contribute to the smooth operation of the facility on a daily basis.
These three levels of facility operations collectively ensure that the organization's
facilities are not only aligned with its strategic objectives but are also managed
effectively on a practical and operational level.
12. According to Barret what are the 3 main areas of FM services?
− According to Barret (1995), Facility Management (FM) services are structured around
three primary areas, each aligned with a different level of operation: strategic, tactical,
and operational. These three main areas of FM services are:
Premises' Services refers to the area that encompasses the management and
optimization of physical spaces, infrastructure, and assets within the facility. It involves
 strategic planning for space utilization, layout design, and asset management to ensure
that the premises are effectively aligned with the organization's goals and objectives.
Office Services pertain to the provision of support and resources required for smooth
daily operations within the facility. This involves managing administrative tasks,
supplies, communication systems, and services that enable efficient work
environments. Central Services encompass broader functions that benefit the entire
organization. This might include shared resources like utilities management, security,
cleaning, and other services that contribute to the overall functionality and well-being
of the facility and its occupants.
These areas of FM services span a spectrum ranging from strategic decision-making
and policy formulation to the hands-on management and execution of operational tasks.
They collectively address the multifaceted responsibilities of Facility Management in
catering to the diverse needs of the organization and its facilities.
13. According to Nutt what are the 14 field of activities covered by FM?
− According to Nutt (1999), Facility Management (FM) encompasses a diverse range of
14 key fields of activities, spanning both physical and operational aspects of facilities:
Built Space refers to managing the physical layout, design, and arrangement of
facilities. Services focuses in overseeing the provision of various services within
facilities. Technology is about incorporating technological systems and solutions to
optimize facility operations. Maintenance refers to ensuring regular upkeep, repairs,
and preservation of facilities. Modification and Adaptation is about making necessary
changes to accommodate evolving needs. Facility Purpose refers to aligning facilities
with their intended functions and objectives. Function and Use is about ensuring
facilities support their designated purposes effectively. Security focuses on
implementing measures to safeguard facilities and occupants. Safety focuses on
ensuring facilities comply with safety regulations and provide a secure environment.
Comfort is about treating spaces that promote occupant comfort and well-being.
Environmental Health reverse to managing environmental factors that impact
occupant health. Financial Issues refers to addressing property investment, asset
valuation, and financial aspects of occupancy. Asset Value refers to monitoring and
optimizing the value of facility assets. Costs and Benefits of Occupancy is about
balancing the expenses and advantages of facility use.
These diverse areas collectively define the multifaceted nature of Facility Management,
reflecting its comprehensive role in overseeing various aspects of facilities to ensure
their optimal functioning and alignment with organizational goals.
14. According to Atkins and Brooks what are the 2 perspectives of managing facilities?
Give brief description for each.
− According to Atkins and Brooks (2006), two distinct perspectives emerge when it
comes to managing facilities, each with its own distinct focus and strategic
implications:
 Short-Term Perspective. The short-term perspective revolves around the immediate
and ongoing needs of maintaining current services and operations within an
organization's facilities. This viewpoint is concerned with the day-to-day activities
necessary to ensure that facilities function smoothly and meet existing service
requirements. It emphasizes the efficient execution of routine tasks, timely repairs, and
consistent service delivery. The short-term perspective is geared towards the present
state of affairs and is centered on addressing immediate operational needs.
Long-Term Perspective. In contrast, the long-term perspective involves a forward-
looking approach that considers potential future changes within the organization and
how they might impact the facilities required to support these changes. This
perspective goes beyond the current state and envisions how the organization might
evolve, anticipating shifts in its demands and requirements. It involves strategic
planning and forecasting to align facilities with the organization's future objectives.
This viewpoint integrates both the current facilities' provision and anticipates future
requirements, enabling the organization to proactively adapt its facilities to upcoming
changes.
Together, these two perspectives provide a comprehensive framework for managing
facilities. The short-term perspective ensures the immediate functionality and
continuity of services, while the long-term perspective strategically positions facilities
to align with the organization's evolving needs and aspirations (Atkins and Brooks,
2005).
15. What type of professional sector does FM belongs?
− Facility Management (FM) belongs to the Professional Services Sector. It is a
specialized field that focuses on the effective management and operation of facilities,
buildings, and physical environments to support the core activities of organizations. FM
encompasses a wide range of services, including property maintenance, space planning,
security, health and safety, technology management, and more.
In the context of the information you provided, FM is referred to as a key service sector.
It involves various entities such as FM contractors, in-house FM teams, vendors,
consultants, and professional FM institutions. This highlights the diverse ecosystem of
FM services and the range of expertise and roles within the industry.
FM's role in supporting an organization's core business objectives emphasizes its
strategic importance in ensuring that the physical environment is conducive to effective
operations. It aligns with the professional services sector's focus on delivering
specialized expertise to businesses and organizations, contributing to their overall
success and growth.
Overall, Facility Management is a dynamic and multifaceted field that operates within
the professional services sector, offering a wide array of services to enhance the
functionality, efficiency, and safety of facilities and built environments.
16. According to BIFM what are the factors that can stimulate the growth of FM
Globally?
− According to the British Institute of Facilities Management (BIFM) in 2007, several
factors are identified as stimulants for the global growth of Facility Management (FM).
These factors encompass a range of dynamics that collectively foster the expansion of
the FM domain. Global Competition emerges as a catalyst, propelling the need for
quality service delivery to the forefront to maintain a healthy competitive landscape.
The High Cost of Space, attributed to the rising expenses associated with occupancy,
servicing, and maintenance, is identified as another driver. This cost burden
underscores the necessity for efficient FM practices. The Rising Expectations of
clients and occupants of buildings exert pressure on FM to prioritize service
excellence, contributing to its evolution. The integration of rapidly advancing
Information Technology plays a pivotal role, empowering FM to delegate service
tasks and communicate effectively with users. Nonetheless, the linchpin for FM's
growth remains the intricate Client, User, and the FM Team Relationship. This
symbiotic relationship provides critical support for FM's expansion, emphasizing its
Alignment with Core Business Objectives. This involves addressing demand and
supply dynamics, accommodating various levels of interaction, and showcasing the
comprehensive range of activities and resources under FM's purview. Ultimately, these
combined factors coalesce to underpin the role of FM as a multifaceted discipline
capable of contributing significantly to organizational success.
17. What is Urban FM?
− Urban FM refers to a forward-looking concept introduced by Roberts in 2004 that
envisions the alignment of Facility Management (FM) with urban infrastructure
management and related services. This approach explores the synergies between FM
and public infrastructure management, aiming to capitalize on opportunities in this
intersection. Roberts highlighted the potential for FM's evolution by envisioning a
balance between business imperatives and shareholder value with a renewed focus on
public interest. Additionally, Mohd-Tobi et al. (2013) investigated urban FM's role in
managing community facilities, positioning it as a platform for future innovations that
deliver substantial benefits and value to communities. This shift towards urban FM has
transformed the conventional FM focus from solely maintaining built assets to a
broader scope encompassing the long-term presence of these assets within
communities (Alexander and Brown, 2006).
18. What is strategic objective of a Facility?
− The strategic objective of a facility refers to the long-term goals and overarching plans
that a facility aims to achieve. These objectives are aligned with the broader mission
and strategic direction of the organization. Strategic objectives in facility management
might include optimizing space utilization to support business growth, enhancing the
workplace environment to attract and retain top talent, improving energy efficiency to
reduce operational costs and environmental impact, and aligning facility services with
the organization's overall strategic goals.
19. What is operational objective of a Facility?
− The operational objective of a facility pertains to the day-to-day functioning and
efficiency of facility-related activities. These objectives focus on ensuring that the
facility operates smoothly and effectively to support the organization's ongoing
operations. Operational objectives may involve maintaining equipment and systems to
prevent disruptions, providing a safe and comfortable environment for occupants,
managing facility services and maintenance tasks efficiently, and adhering to
regulatory and compliance standards. These objectives are essential for the continuous
and reliable functioning of the facility.
20. What are the 4 attributes and success factors in the facility service context?
− The four attributes and success factors in the facility service context are for the
attributes this refers to Commitment, Continuous Development, Involvement of
Different Organizational Levels, and Mutual Involvement in Development and
Planning Openness while, for the success factors this refers to the Ability to meet
Performance Expectations, Clearly Defined and Mutually Agreed Goals, Joint
Problem-solving Mutual Trust, and Two-way Information Sharing and Promise of
Mutual Benefits. 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.
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 it 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.
− Facility Management (FM) and Property Management are distinct but interconnected
disciplines. FM focuses on optimizing the functionality and value of buildings and real
estate, encompassing tasks like maintenance, space planning, and occupant experience
enhancement. Property Management, on the other hand, primarily deals with the
operational aspects of real estate, including tenant relations, rent collection, and lease
management. For instance, in a commercial office building, FM ensures efficient
workspace layout and technology integration, while Property Management handles
tenant lease agreements and rent collection. Another example, in a residential complex,
FM ensures timely maintenance and creates a pleasant living environment, while
Property Management handles tenant concerns and lease agreements. While both
contribute to effective real estate management, FM emphasizes broader facility
optimization, while Property Management concentrates on operational aspects and
tenant relationships.
2. Discuss the difference between the IFMA and BIFM definitions of Facility
Management
− The definitions of Facility Management (FM) provided by the International Facility
Management Association (IFMA) and the British Institute of Facilities Management
(BIFM) share a common essence but highlight certain nuances that reflect their
respective organizational perspectives and focus. Both definitions underscore FM as a
multidisciplinary profession that integrates various elements to ensure the effective
functionality of the built environment. However, there are distinct differences:
IFMA Definition: The IFMA definition emphasizes the holistic nature of FM by
integrating "people, place, process, and technology" to ensure the functionality of the
built environment. This definition implies a comprehensive approach that considers the
interdependence of these components in achieving FM objectives. IFMA's focus is on
the integrative and interconnected aspects of FM, acknowledging the synergy between
people, physical space, processes, and technology.
BIFM Definition: The BIFM definition, while also emphasizing the integration of
processes within an organization to support primary activities, places a strong emphasis
on FM's role in maintaining and developing services that enhance the effectiveness of
an organization's core functions. Additionally, the BIFM definition highlights the
strategic business discipline aspect of FM. BIFM's emphasis leans toward the strategic
importance of FM within the broader context of an organization's operations and its role
in supporting organizational effectiveness.
In summary, while both IFMA and BIFM definitions share the core idea of FM being a
multidisciplinary profession focused on optimizing the built environment, the
 differences lie in the emphasis placed on integration, the strategic business discipline
perspective, and the role of FM in maintaining and developing services to support
primary activities. These distinctions align with the priorities and perspectives of the
respective organizations, contributing to a more comprehensive understanding of the
multifaceted field of Facility Management.
3. Discuss the difference between Baret and Baldry’s definition of FM from Pitt and
Tucker.
− The definitions of Facility Management (FM) provided by Barrett and Baldry (2003)
and Pitt and Tucker (2008) share common themes in emphasizing the integrative nature
of FM to support an organization's core objectives, yet they showcase distinct nuances.
Barrett and Baldry's definition of FM highlights an integrated approach that
encompasses operating, maintaining, improving, and adapting an organization's
buildings and infrastructure. They emphasize the creation of an environment that
strongly aligns with an organization's primary objectives. Their definition
acknowledges that FM extends beyond physical buildings to include factors such as
workforce behavior, information technology, and communication systems. Their
perspective reflects the evolving role of FM in adapting to encompass a broader range
of influences on organizational effectiveness.
Pitt and Tucker's definition of FM takes a strategic approach, emphasizing the
integration and alignment of non-core services required to operate and maintain a
business in order to fully support the core objectives of the organization. This definition
places a specific focus on the importance of non-core services, including those related
to premises, in contributing to the achievement of core objectives. Pitt and Tucker's
perspective underscores the strategic role of FM as a means to enhance overall
organizational efficiency and effectiveness.
In summary, while both definitions recognize the integrative nature of FM and its
alignment with an organization's objectives, Barrett and Baldry's definition
encompasses a broader view that includes workforce behavior and technology,
reflecting the evolving scope of FM. Pitt and Tucker's definition narrows the focus to
the strategic integration and alignment of non-core services to support core objectives,
highlighting FM's potential to add value through a comprehensive, strategic approach.
4. Discuss how non-core business affects the performance of core business.
− Non-core business activities, even if not integral to an organization's primary mission,
wield substantial influence over its core business performance. This influence traverses
various dimensions of the organization's operations and holistic success. Such activities
often entail resource consumption, diverting valuable assets like time, money, and
manpower away from core business functions. The risk of overcommitting resources to
non-core tasks poses a concern, potentially diminishing the efficiency and effectiveness
of core operations.
Operational distractions stemming from managing non-core functions can disrupt the
organization's focus on its core operations. This diversion of attention and energy can
lead to suboptimal performance, missed opportunities, and reduced innovation within
the core business. Additionally, the costs associated with non-core activities, if not
 prudently managed, can strain an organization's financial resources. Overspending on
non-core tasks might constrict the budget available for essential investments in core
business growth, innovation, and other strategic initiatives.
Moreover, non-core activities might diffuse the organization's focus and expertise, as
core business functions necessitate specialized skills and strategic attention. Allocating
efforts to non-core activities could dilute the depth of expertise available for core
operations. Inefficiencies and productivity reductions can emerge from non-core tasks
that lack streamlined management, potentially causing bottlenecks that impede the
smooth flow of core business processes. Competitive advantage, built on core
excellence, could erode due to mismanaged non-core activities, potentially allowing
competitors to outperform the organization in their core areas. Strategic alignment is
vital; non-core activities must conform to the organization's overarching strategy to
avoid introducing confusion, misalignment, and diminished synergy with core business
pursuits. Lastly, excessive emphasis on non-core tasks at the expense of core business
could compromise the organization's long-term sustainability, as core functions provide
the bedrock for growth, profitability, and overall organizational achievement.
In conclusion, while non-core activities contribute to an organization's overall
functioning, their impact on core business performance necessitates thoughtful
management. Striking a balance between non-core and core activities is pivotal to
ensure that they synergize effectively, ultimately enhancing the organization's central
mission and objectives.
5. Discuss how FM affects the performance of core business.
− Facility Management (FM) significantly impacts an organization's core business
performance through a range of interrelated mechanisms. Firstly, FM ensures an
optimized environment that encompasses physical spaces, infrastructure, and
technology. By maintaining a safe, comfortable, and well-equipped workplace, FM
enhances employee satisfaction and engagement, directly translating to improved
productivity and the seamless execution of core business activities.
Secondly, FM's resource efficiency initiatives resonate with sustainable practices while
curbing operational costs. By managing resources like energy, water, and space
intelligently, FM frees up resources for investments in core business innovation and
growth. Furthermore, FM's focus on operational continuity through maintenance,
emergency preparedness, and disaster recovery safeguards core business activities from
disruptions, underpinning overall business resilience.
Lastly, FM aligns strategically with the core business objectives. By tailoring facility
services to support these objectives, FM optimizes resource allocation and
infrastructure utilization, effectively contributing to strategic goal achievement.
Beyond physical spaces, FM elevates workforce productivity through ergonomic
design, innovation enablement through technology integration, efficient cost
management, and a positive customer experience. These combined efforts create a
symbiotic relationship wherein FM's effectiveness positively impacts the performance,
sustainability, and growth of an organization's core business operations.
6. Discuss by giving examples the perception of FM in Business.
− The perception of Facility Management (FM) in business has evolved over time,
transforming from a narrow view focused on basic maintenance to a strategic and
holistic approach that contributes to an organization's overall success. Initially, FM was
often perceived as a back-office function primarily concerned with reactive
maintenance, cleaning, and caretaking (Atkins and Brooks, 2000). However, this
perception has shifted as organizations recognized the broader impact of FM on
operational efficiency, employee productivity, and cost optimization.
For instance, consider a company that once viewed FM solely as a means to manage
physical assets and minimize expenses. In this traditional perception, FM teams were
only called upon to fix broken equipment or address immediate facility issues.
However, as businesses started realizing the significance of the workplace environment
on employee satisfaction and performance, the perception of FM began to change. The
focus expanded to creating an optimal workplace that fosters collaboration, creativity,
and well-being. This shift led to investments in ergonomic furniture, innovative office
layouts, and enhanced amenities that catered to employees' comfort and needs. As a
result, FM evolved from a reactive maintenance role to a strategic partner in cultivating
a positive work atmosphere that directly impacted the organization's overall
productivity and talent retention.
Furthermore, the modern perception of FM has transcended physical facilities to
encompass technology and digital infrastructure. As technology became integral to
business operations, FM's role expanded to managing information technology systems,
ensuring network reliability, and providing a seamless digital experience for employees.
For example, a forward-thinking organization recognizes that effective FM includes not
only maintaining HVAC systems but also ensuring high-speed internet connectivity,
cybersecurity measures, and user-friendly software platforms. This shift reflects the
understanding that a well-functioning digital environment is equally crucial in enabling
smooth operations and supporting the core business objectives.
In conclusion, the perception of FM in business has evolved from a basic maintenance
function to a strategic enabler that shapes workplace environments, enhances employee
experiences, and embraces digital innovation. This transformation highlights the pivotal
role FM plays in supporting an organization's core objectives and underscores the need
for a comprehensive and forward-looking approach to facilities management.
7. Discuss the main growth of services on how FM expanded from 1970’s to present.
− The evolution of Facility Management (FM) services from the 1970s to the present day
has been characterized by a remarkable expansion, fundamentally altering its role and
impact within organizations. Initially, in the 1970s, FM was primarily perceived as a
cost-saving measure, focusing on basic maintenance and operational efficiency.
However, a convergence of factors has propelled FM to become a strategic and holistic
discipline that significantly influences business operations and outcomes.
One pivotal driver of FM's growth has been the diversification of service offerings.
While FM started with rudimentary tasks such as reactive maintenance, it now
encompasses a comprehensive range of services. These extend beyond traditional
domains to include space planning, security management, technology integration,
energy efficiency, and sustainability initiatives. This broadened scope acknowledges
the profound impact of the workplace environment on employee well-being and
productivity, prompting organizations to invest in creating optimal, efficient, and
engaging workspaces.
Strategic alignment has also fueled the expansion of FM services. Over time, FM has
shifted from a peripheral role to becoming an integral component of organizational
strategy. Recognizing that a well-managed workplace directly influences employee
satisfaction and overall business success, companies have integrated FM into their core
objectives. This strategic integration ensures that FM initiatives are aligned with the
organization's mission and vision, facilitating a cohesive approach that enhances
workplace effectiveness and supports broader business goals.
Moreover, the advent of technology has played a pivotal role in reshaping FM services.
The integration of digital tools, from computer-aided facility management (CAFM)
systems to advanced building automation technologies, has revolutionized how FM
functions are executed. Real-time monitoring, predictive maintenance, and data-driven
decision-making have become possible, leading to increased operational efficiency and
a more seamless user experience. The intersection of technology and FM underscores
its contemporary relevance in managing complex and interconnected facilities.
In essence, the expansion of FM services from its rudimentary origins in the 1970s to
its present strategic and technologically sophisticated form is a testament to its
indispensable role in modern organizations. The embrace of diverse services, strategic
integration, and advanced technology positions FM as a dynamic discipline that
optimizes workplace environments, fosters employee well-being, and contributes
directly to achieving organizational excellence.
Let’s Check
Activity 1. Let us try to check your understanding on the Scope of Facility Management.
1. What is FM Hard Service?
− Facility Management (FM) Hard Services constitute a crucial aspect of facility
management, focusing on the tangible and technical elements that uphold the
operational integrity and functionality of a building. These services encompass the
maintenance, operation, and supervision of the physical infrastructure and technical
systems within a facility. Examples of FM Hard Services include the upkeep of vital
building systems like HVAC, electrical, plumbing, and fire prevention systems, as well
as the management of security measures, elevators, and building automation systems.
A cornerstone of FM Hard Services is the maintenance of building systems, ensuring
that critical components function optimally and adhere to safety and regulatory
standards. This includes routine inspections, repairs, and performance enhancements
for systems like heating, cooling, ventilation, and electrical distribution. Additionally,
the maintenance and repair of building fabric, such as walls, windows, and roofing, are
integral to preserving the structural integrity and aesthetics of the facility.
Security is another focal point, involving the management of access control,
surveillance systems, alarms, and other safety measures. Moreover, firefighting and fire
prevention systems demand constant attention to safeguard occupants and assets against
potential fire hazards. FM Hard Services extend to equipment maintenance, energy
efficiency initiatives, technical upgrades, and infrastructure management. Collectively,
these services play a fundamental role in sustaining the smooth operation, safety, and
longevity of a facility's physical infrastructure.
2. What is FM Soft Service?
− Facility Management (FM) Soft Services are an essential component of managing the
non-technical and people-oriented aspects of a facility. These services encompass a
wide range of support functions that contribute to the overall comfort, well-being, and
productivity of building occupants. Unlike FM Hard Services, which deal with the
physical infrastructure and technical systems, FM Soft Services are centered around
enhancing the human experience within a facility.
One prominent category of FM Soft Services is cleaning and janitorial services, which
ensure a clean, hygienic, and pleasant environment for occupants. This involves regular
cleaning of common areas, restrooms, workspaces, and other shared facilities.
Similarly, catering services encompass providing meals, snacks, and beverages, which
not only fulfill nutritional needs but also contribute to employee satisfaction and
workplace culture.
Health and safety services also fall under the umbrella of FM Soft Services,
encompassing measures such as maintaining safety protocols, ensuring compliance
with regulations, and providing training for emergency procedures. Furthermore,
landscaping, pest control, waste management, and recycling initiatives contribute to a
well-maintained and sustainable environment. Soft Services also extend to
 administrative functions, including reception, mail handling, and helpdesk support,
which enhance the overall efficiency and functionality of the facility.
In summary, FM Soft Services revolve around creating a comfortable, safe, and
conducive environment for building occupants. These services prioritize the well-being
and satisfaction of individuals using the facility, while also contributing to the overall
effectiveness and image of the organization. The integration of both FM Hard and Soft
Services ensures a holistic approach to facility management, promoting the optimal
performance of the facility and its occupants.
3. What are the Architectural and Engineering Components of FM Hard Services?
− The Architectural and Engineering Components of FM Hard Services encompass
various aspects related to the physical infrastructure and building systems. These
components involve specialized knowledge and technical expertise to ensure the proper
functioning, maintenance, and safety of the built environment. Here are some key
components within the realm of FM Hard Services:
Electrical Systems: This includes the maintenance and management of electrical
infrastructure within a facility, such as power distribution systems, lighting systems,
and electrical panels.
Mechanical Systems: This covers the maintenance and operation of mechanical
equipment, including HVAC (Heating, Ventilation, and Air Conditioning) systems, air
conditioning units, heating systems, and ventilation systems.
Plumbing Systems: Plumbing systems encompass water supply systems, waste water
pipe systems, and storm drain systems. Proper maintenance ensures that plumbing
systems function efficiently and prevent leaks or disruptions.
Fire Safety Systems: Fire-fighting and fire prevention systems involve the maintenance
of fire alarms, sprinkler systems, fire extinguishers, and other fire safety equipment to
ensure the safety of occupants and protection against fire hazards.
Security Systems: Security systems management includes maintaining and monitoring
security equipment such as access control systems, surveillance cameras, alarm
systems, and other security measures.
Building Control Systems: Building control systems refer to the management of
various building automation and control systems, such as energy management systems,
lighting controls, and building automation technology.
Building Management Systems (BMS): A BMS is a centralized control system that
manages various building functions, including HVAC, lighting, security, and more.
Maintenance of the BMS ensures effective building operations.
Building Fabric Works: This involves the maintenance and repair of the physical
building elements, such as walls, ceilings, floors, roofs, and other structural
components.
Lift & Escalator Maintenance: This includes the maintenance of elevators and
escalators, ensuring their safe and reliable operation.
 Planned Preventive Maintenance (PPM): PPM involves scheduled maintenance tasks
to prevent equipment breakdowns and extend the lifespan of assets.
Decoration & Refurbishment: This includes activities related to interior and exterior
aesthetics, painting, and refurbishing to maintain a visually appealing environment.
Overall, the Architectural and Engineering Components of FM Hard Services
encompass a wide range of technical disciplines that are crucial for the proper
functioning, safety, and maintenance of the built environment. Effective management
of these components ensures that facilities remain operational, efficient, and safe for
occupants.
4. What is the 3rd Service Category according to IFMA?
− The 3rd Service Category introduced by the International Facility Management
Association (IFMA) is the "Additional Services" category. This category encompasses
a variety of services beyond the traditional Hard and Soft Services typically associated
with Facility Management. Additional Services include functions such as printing,
reception services, information systems, space planning, and management services such
as business risk assessment, business continuity planning, benchmarking, performance
management, and contract procurement. These services play a crucial role in supporting
the efficiency, functionality, and strategic aspects of facility management within an
organization.
5. What are the 3 FM services areas according to Barret?
− Barret's categorization of FM services, as outlined in his 1995 work, offers a
comprehensive breakdown into three distinct areas that encompass various aspects of
facilities management.
The first category, Premises, encompasses a wide array of responsibilities that span
both hard and soft FM services. This area entails the management and upkeep of the
physical facilities and building systems. Hard FM services, which are more focused on
the structural and mechanical components, include tasks like maintaining engineering
systems, electrical systems, and building control systems. Soft FM services within this
category cover elements such as cleaning, landscaping, and other services that
contribute to the overall functionality and comfort of the premises. This holistic
approach to premises management underscores the integration of both technical and
user-centric services within facilities management.
The second category, Office Services, hones in on the specific operational needs of the
office environment. It entails the management of services that facilitate the day-to-day
functioning of office spaces. This includes services related to mailing, handling
stationery supplies, and other administrative functions that contribute to the smooth
operation of the office environment. While often overlooked in the grand scheme of
facilities management, efficient office services are crucial for optimizing productivity
and providing a conducive workspace for employees.
The third and final category, Central Services, widens the scope to encompass services
that have an organization-wide impact. These services extend beyond the immediate
premises and office spaces and include activities such as catering, room booking,
insurance management, and archival duties. While they may not directly relate to the
 physical building infrastructure, central services are essential for overall organizational
effectiveness. They contribute to the seamless functioning of various operational
aspects and ensure that the organization can operate efficiently while maintaining high
standards of service delivery.
Barret's categorization reflects the multifaceted nature of facilities management,
highlighting the need for an integrated approach that considers not only the physical
aspects of the facilities but also the diverse range of services that support an
organization's core operations and objectives.
6. What are the 2 services mentioned by Jones which were not mentioned by Thomson
and Barret?
− In Jones' framework, two services were introduced that were not previously mentioned
by Thomson and Barret: information technology and manpower. These additional
elements expanded the scope of facilities management to include the management of
IT infrastructure and technology-related services, as well as the strategic management
of human resources and workforce planning. Jones recognized the growing importance
of technology and its integration into the management of facilities, as well as the
significance of effectively managing the workforce to ensure the smooth operation of
facilities and the achievement of organizational goals.
7. What are the FM Departments according to Moore and Finch?
− Moore and Finch (2004) introduced a comprehensive framework for categorizing FM
departments, acknowledging the multifaceted nature of facilities management. While
they didn't delve into the specifics of sub-services within each department, their
classification aimed to capture the diverse aspects of FM. The departments proposed by
Moore and Finch include:
IT Management: This department recognizes the increasing significance of technology
in modern businesses. It would be responsible for overseeing information technology
systems, infrastructure, and services. This encompasses everything from managing
software and hardware to ensuring seamless connectivity and cybersecurity.
Real Estate: Focused on the organization's property assets, this department would
handle aspects like property acquisition, leasing, and disposal. It involves strategic
decisions about property investments and optimizing the use of real estate resources.
Outsourcing: In this department, the emphasis is on the management of outsourced
services. This includes vendor relationships, negotiating contracts, monitoring service
levels, and ensuring that outsourced functions align with the organization's objectives.
Maintenance: Addressing the physical well-being of facilities, this department would
oversee maintenance and repair activities. It's responsible for the upkeep of buildings,
equipment, and systems to ensure their proper functioning and longevity.
Space Management: This department focuses on optimizing the use of workspace. It
involves spatial planning to ensure that the available space is efficiently utilized to meet
the organization's operational requirements.
 Environment or Health Safety: This department centers on health, safety, and
environmental considerations. It's responsible for implementing measures that maintain
a safe working environment and ensure compliance with regulations related to health
and the environment.
Property Management: Similar to real estate management but with a focus on ongoing
operations, this department handles day-to-day activities related to properties. This
includes tenant interactions, rent collection, and overall property performance
monitoring.
This classification underscores the evolving role of facilities management,
demonstrating its strategic significance in modern organizations. The diverse
departments showcase how FM extends beyond basic operations to encompass
technology, property management, safety, and more, reflecting the broader
responsibilities and contributions of the field.
8. What are the 9 service scopes according to Chotipanich?
− Chotipanich's classification (2004) presents a comprehensive perspective on the various
service scopes within facilities management. His framework encompasses nine distinct
areas:
Real Estate and Property Management: This service scope involves the management
of an organization's property assets, including acquisition, leasing, and disposal. It
focuses on maximizing the value and utility of the real estate portfolio.
Facility Project Management: Handling the planning, execution, and completion of
facility-related projects, this scope ensures that projects are delivered on time, within
budget, and meet specified quality standards.
Maintenance and Repairs: This area is responsible for the ongoing maintenance and
repair of physical assets, such as buildings, equipment, and systems. The goal is to
ensure their operational efficiency and extend their lifespan.
Building Services and Operations: This scope covers the day-to-day operations of
buildings, including utilities management, security, access control, and other essential
services required for smooth facility functioning.
Office Services: Focusing on the support functions necessary for a productive
workplace, this scope includes services like mail distribution, cleaning, catering, and
reception services.
Planning and Programming: This area involves long-term strategic planning for
facility development and management. It includes forecasting future needs, space
planning, and aligning facilities with organizational goals.
Space Planning and Management: Concerned with optimizing the utilization of space
within facilities, this scope ensures that available space is effectively allocated to
various functions while considering ergonomic and efficiency factors.
Operations Administration or Management: This scope covers administrative
functions related to facilities management, including financial management, contract
administration, and performance measurement.
 Employee Supports and Services: Focused on enhancing the well-being and
satisfaction of employees, this scope includes services such as health and wellness
programs, employee amenities, and support services that contribute to a positive work
environment.
Chotipanich's classification underscores the multidimensional nature of facilities
management, spanning areas ranging from physical maintenance to strategic planning
and employee well-being. This comprehensive framework highlights the diverse
responsibilities that fall under the umbrella of FM and underscores its integral role in
supporting organizational objectives.
9. What are the 3 FM components according to Alexander which was adopted by BIFM?
− Alexander's categorization of Facility Management (FM) components, which was
adopted by the British Institute of Facilities Management (BIFM), comprises three main
categories:
Premises: This component encompasses the physical infrastructure and built
environment of an organization's facilities. It includes areas such as real estate
management, space planning and management, building maintenance, and facilities
renovation and improvement. The premises component addresses the practical and
functional aspects of the facilities, ensuring that they are well-maintained, optimized
for usage, and aligned with the organization's operational needs.
Support Services: The support services component covers a wide range of services that
are essential for the day-to-day operations of a facility. These services include catering,
cleaning, security, health and safety, waste management, and more. Support services
play a vital role in creating a conducive and safe environment for occupants and users,
contributing to their well-being and overall satisfaction.
Information Services: Information services focus on the management and utilization
of data and information within a facility. This involves tasks such as records
management, document control, information technology (IT) support, and
communication infrastructure management. Effective information services ensure that
the organization's information assets are organized, accessible, and secure, facilitating
smooth communication and operational processes.
By adopting these three FM components, BIFM provides a structured framework to
understand and categorize the various aspects of FM services. This approach
underscores the multidimensional nature of FM, encompassing both operational and
strategic elements that collectively contribute to the success of an organization.
10. What are the 4 ways in which FM functions as providing support to the core business?
− Facility Management (FM) serves as a critical support system for an organization's core
business in several ways:
Interaction and Integration: FM facilitates the interaction and integration of various
components within an organization. This includes aligning the core business functions
with support functions and physical facilities across different sectors. By creating a
seamless connection between these elements, FM enhances the overall efficiency and
effectiveness of the organization's operations.
 Property Strategy and Space Management: FM involves strategic decision-making
related to property and space utilization. This includes optimizing the layout of
workspaces, planning for future growth, and ensuring that the physical environment
supports the organization's objectives. Effective property strategy and space
management contribute to a productive and conducive workplace.
Management Support in Primary Activities: FM provides support in the core activities
of an organization, addressing the demand and supply relationship. It offers various
levels of interaction to meet the specific needs of different business units. By aligning
FM strategies with primary activities, it ensures that facilities and services are tailored
to enhance business processes and operational outcomes.
Business Support Services: FM extends its reach to encompass various business support
services. This includes managing resources such as human capital, technology
infrastructure, equipment, and assets. By providing the necessary resources for core
business operations, FM ensures that the organization can deliver its services effectively
and efficiently.
In essence, FM functions as a strategic partner that aligns the built environment with
the organization's objectives. It goes beyond operational tasks and contributes to the
success of the core business by creating a well-maintained, functional, and supportive
environment for employees and clients alike.
11. What type of approach is required in integrating FM services according to Tay and
Ooi?
− Tay and Ooi emphasize the necessity of an Integrated Approach when it comes to
integrating Facility Management (FM) services. This approach involves harmonizing
various aspects of FM practices and services to work cohesively and efficiently. The
integrated approach recognizes that FM is not a standalone function but rather a
multidisciplinary field that interacts with various aspects of an organization's
operations.
An integrated approach in FM involves breaking down silos between different
departments and functions within an organization. Rather than treating FM as a separate
entity responsible only for maintenance and operations, an integrated approach requires
collaboration between FM professionals, management, and other relevant stakeholders.
This collaboration ensures that FM practices align with the organization's strategic
objectives and contribute to its overall success.
Furthermore, the integrated approach considers the interconnected nature of FM
services. It involves taking a holistic view of how different FM functions – from space
planning to maintenance to energy management – interact and impact each other. By
optimizing these interactions and considering the broader implications of FM decisions,
organizations can achieve greater efficiency and effectiveness in their facility
management practices.
In essence, an integrated approach in FM recognizes that facilities management is not
just about maintaining the physical environment but also about aligning it with the
organization's goals, enhancing operational efficiency, and providing a conducive
workplace for employees. It emphasizes collaboration, holistic thinking, and strategic
 alignment to ensure that FM services contribute positively to the organization's overall
performance and success.
12. What are the 3 strategic aspects in FM?
− In the realm of Facility Management (FM), three key strategic aspects play a pivotal
role in optimizing the management and operation of built environments:
Strategic Planning: This aspect involves developing a comprehensive and forward-
looking strategy for managing facilities. FM professionals engage in strategic planning
to align facility management goals with the organization's broader objectives. This
includes anticipating future needs, identifying potential challenges, and creating a
roadmap for the effective use and maintenance of facilities over time. Strategic planning
ensures that FM efforts are proactive, adaptable, and contribute to the organization's
long-term success.
Consultancy Services: FM professionals often provide consultancy services to
organizations, offering expert advice and insights to optimize facility management
strategies. This includes evaluating existing processes, recommending improvements,
and implementing best practices. Consultancy services help organizations make
informed decisions regarding facility investments, resource allocation, and operational
efficiency. By leveraging their expertise, FM consultants assist organizations in
achieving their FM objectives effectively.
Project Management: Strategic FM involves overseeing and managing facility-related
projects, from renovations and expansions to technological upgrades. FM professionals
ensure that projects are executed efficiently, within budget, and aligned with the
organization's goals. Effective project management encompasses various stages,
including planning, design, execution, and post-project evaluation. By integrating
project management into their strategic approach, FM professionals contribute to the
enhancement and optimization of facility infrastructure.
These three strategic aspects empower FM professionals to contribute not only to the
day-to-day operational aspects of facilities but also to the overarching success of the
organization. Strategic planning, consultancy services, and project management
collectively enable FM to align with the organization's mission, enhance occupant
experiences, and drive long-term value.
13. What are the 3 aspects from management and operation components in FM services?
− In facility management (FM) services, three essential aspects emerge from the
integration of both management and operational components:
People Management: This aspect centers on creating an environment that prioritizes
the well-being and satisfaction of the individuals using the facility. FM professionals
work to ensure a safe, comfortable, and conducive setting that supports occupants'
needs and enhances their experience. This involves providing amenities, addressing
health and safety concerns, and promoting a positive atmosphere that fosters
collaboration and productivity among users.
Process Management: Effective FM services require the orchestration of various
processes to ensure the seamless operation of the facility. This involves establishing
 efficient workflows for tasks such as maintenance, repairs, cleaning, security, and more.
By optimizing these processes, FM professionals minimize disruptions, reduce
downtime, and contribute to the overall functionality of the facility. Process
management is crucial for maintaining a smoothly running environment.
Property Management: Proper property management is at the core of FM services. FM
professionals oversee the physical assets and systems within the facility, ensuring they
are well-maintained, operational, and in compliance with regulations. This includes
managing maintenance, repairs, and replacements for building systems, infrastructure,
and equipment. Effective property management contributes to the longevity and
functionality of the facility's physical components.
Together, these three aspects—people management, process management, and property
management—form the foundation of FM services. By integrating these components,
FM professionals create an environment that supports the organization's objectives,
enhances user experiences, and maintains the functionality and efficiency of the facility.
14. Describe the key aspect of FM service?
− The key aspect of facility management (FM) services revolves around the
comprehensive and integrated management of all the elements required to support the
effective functioning of built environments. This encompasses a wide range of
activities, responsibilities, and considerations aimed at creating and maintaining an
optimal environment for occupants and users while aligning with the organization's
goals and objectives.
One of the primary focuses of FM services is ensuring functionality. This involves
maintaining the physical infrastructure, equipment, and systems to ensure they operate
efficiently and reliably. Whether it's managing HVAC systems, electrical infrastructure,
plumbing, or security systems, FM professionals are responsible for ensuring that
everything works as intended to provide a safe and comfortable environment.
Beyond functionality, FM services also encompass the technical aspect. This involves
deploying specialized expertise to address complex issues related to the built
environment. From planning and executing maintenance tasks to overseeing
renovations and upgrades, technical proficiency is crucial for ensuring that facilities
operate optimally and adhere to industry standards and regulations.
Moreover, the image aspect of FM service is vital. The physical appearance of a facility
contributes to the overall impression it creates for occupants, visitors, and clients. FM
professionals play a role in maintaining cleanliness, aesthetics, and a welcoming
atmosphere. A well-kept facility reflects positively on an organization's brand and
reputation.
Let’s Analyze
Activity 1. Getting acquainted with the essential terms in the Scope of Facility Management is
not enough, what also matters is you should also be able to explain it inter
relationships. Now, I will require you to explain thoroughly your answers.
1. Discuss the different focus on the FM services according to Thomson and Barret.
− Thomson and Barret offer distinct perspectives on the focus of Facility Management
(FM) services, emphasizing different aspects of the management and maintenance of
built environments. Their views provide insights into the evolving nature of FM and its
multifaceted responsibilities.
Thomson's perspective on FM services revolves around four generic departments that
he believed constitute FM: real estate and building construction, landlord activities,
building operations and maintenance, and facility planning. This categorization
highlights a broader range of responsibilities that encompass various stages of a
facility's lifecycle – from initial design and construction to ongoing maintenance and
planning for the future. Thomson's approach places an emphasis on the practical and
operational aspects of FM, such as ensuring the proper functioning and upkeep of the
physical infrastructure and addressing the day-to-day needs of the built environment.
This approach aligns with the more traditional and foundational elements of FM,
including maintenance and operational efficiency.
Barret's perspective on FM services is categorized into three areas: premises, office
services, and central services. Barret's categorization delves into specific service scopes
within different contexts of a facility. The "premises" category covers both hard and
soft FM services associated with the actual building structure. The "office services"
category includes services related to office operations and functionality. The "central
services" category includes broader organizational support services. Barret's approach
seems to recognize the evolving role of FM beyond traditional maintenance,
encompassing aspects such as user experience, office functionality, and broader
organizational support.
In summary, Thomson's focus on generic departments highlights the diverse stages and
responsibilities within FM's realm, while Barret's focus on specific service areas
recognizes the evolving nature of FM, addressing not only maintenance but also user-
centric and organizational support services. Both perspectives shed light on the
multifaceted nature of FM, capturing its operational, strategic, and organizational
aspects. These varying viewpoints underscore the dynamic and adaptable nature of FM
as a discipline that continues to evolve to meet the changing demands of modern
organizations and their built environments.
2. Discuss the difference in FM Services according to Jones and Chotipanich.
− Top of Form Jones and Chotipanich offer distinct perspectives on Facility Management
(FM) services, each contributing to the evolving understanding of FM's multifaceted
nature and its role within organizations.
In 1996, Jones highlighted the strategic consultancy aspects of FM services, expanding
beyond traditional operational maintenance. Jones emphasized the inclusion of
 information technology and manpower as vital elements within FM's scope. By
recognizing the strategic role of FM in advising organizations on facility-related
decisions, Jones signaled the shift from a purely operational approach to a more
consultative and forward-looking role. This perspective acknowledges that FM is not
just about maintaining physical assets but also contributing strategic insights to enhance
organizational effectiveness.
In 2004, Chotipanich introduced a comprehensive classification of FM services that
encompassed nine distinct service scopes. These include 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. Chotipanich's approach emphasizes the diverse nature of FM's
responsibilities, extending beyond day-to-day operations to encompass strategic
planning, project management, and employee well-being.
The difference between Jones and Chotipanich's perspectives lies in the level of
granularity and comprehensiveness. While Jones emphasized the strategic consultancy
aspects of FM, Chotipanich's classification delved deeper into the specific service
scopes that FM covers across different domains. Chotipanich's approach recognizes that
FM is not a singular function but a collection of interrelated services that collectively
contribute to effective facility management.
Jones' focus on strategic consultancy highlights FM's advisory role, aligning it closely
with organizational decision-making processes. On the other hand, Chotipanich's
classification showcases the extensive range of responsibilities that FM professionals
must address, from project management to maintenance, administration, and employee
services. Together, these perspectives emphasize the evolving nature of FM services –
from operational maintenance to strategic advisory and comprehensive management
across various aspects of facilities and organizations.
3. How did the previous authors from Thomson to Chotipanich influence the integrated
scope defined by the BIFM.
− The evolution of Facility Management (FM) perspectives from authors like Thomson
to Chotipanich has played a significant role in shaping the integrated scope of FM
services defined by the British Institute of Facilities Management (BIFM). These
authors' contributions have influenced the broader understanding of FM's multifaceted
nature and its strategic importance within organizations, which in turn informed the
BIFM's approach to defining FM service scope.
Thomson's introduction of four generic departments in 1990, including real estate and
building construction, building operations and maintenance, and facility planning, laid
the groundwork for categorizing FM services based on distinct functions within an
organization. This early categorization recognized FM's role in various stages of a
facility's lifecycle and set the stage for acknowledging FM as a multifunctional
discipline.
Barret's division of FM services into premises, office services, and central services in
1995 provided a more nuanced understanding of different areas within FM. While
Barret's categorization focused primarily on hard and soft services, it recognized the
diverse needs of different facility areas and brought attention to the need for integrated
service management.
Jones' emphasis on strategic consultancy and the inclusion of information technology
and manpower in 1996 elevated FM from operational maintenance to a strategic
advisory role. This perspective highlighted FM's potential to contribute to
organizational decision-making, which resonated with the BIFM's goal of recognizing
FM as a strategic business discipline.
Chotipanich's comprehensive classification in 2004, encompassing nine distinct service
scopes, expanded the perception of FM's responsibilities beyond mere operational
tasks. This detailed classification acknowledged the diverse range of services that FM
professionals must manage, including strategic planning, project management, and
employee support.
The contributions of these authors collectively shaped the BIFM's integrated scope of
FM services. The BIFM's scope, which includes components like premises, support
services, and information services, reflects the broader understanding of FM's functions
across different areas of expertise. The influence of Thomson's departmental approach,
Barret's division of service areas, Jones' strategic consultancy emphasis, and
Chotipanich's comprehensive classification can be seen in how the BIFM's scope
encompasses both operational and strategic aspects of FM services.
In summary, the progression of FM perspectives from Thomson to Chotipanich
contributed to a more holistic understanding of FM's role within organizations. These
evolving viewpoints laid the foundation for the BIFM's integrated scope of FM
services, which recognizes the multidisciplinary and strategic nature of FM's
responsibilities.