M2_COMPETENCIES

STRATEGIES
AR138-2
MITL
SERVICES
MANAGEME
NT
HOMEWORK 1 PAGE 1
• 1. HOW DOES A FACILITY MANAGER MAKE THE PROPERTY BEING
MANAGE BE AT PAR OR COMPETITIVE AGAINST A RISING AND
COMPETITIVE PROPERTY MARKET?
• 2 WHAT IS CAFM IN CONTEXT TO ICT?
• 3. HOW CAN A FACILITY MANAGER MANIFEST BUSINESS AGILITY IN A
HIGHLY COMPETITIVE PROPERTY MARKET?
• 4. ON WHAT ASPECT IS THE FM COORDINATING WITH THE FINANCE
DEPARTMENT?
• 5. WHAT ARE LEGAL AND REGULATORY REQUIREMENTS OF SCHOOLS?
HOMEWORK 1 PAGE 2
• 6. ON WHAT TYPE OF FACILITES WILL AN EXPERIENCE WITH GEOLOGY
BE HELPFUL AS A FACILITY MANAGER?
• 7. WHAT TYPE OF ENGINEERING BACKGROUND IS BEST FOR
MANAGING RESIDENTIAL CONDOMINIUMS? AND WHY?
• 8. WHY IS THE ARCHITECT QUALIFIED AS A FACILITY MANAGER?
• 9. WHAT ARE THE DIFFERENT FACILITIES YOU WILL MANAGE IF YOU
ARE THE FACILITY MANAGER OF MALAYAN COLLEGES OF LAGUNA?
• 10. WHAT ORGANIZATION IS THE NATIONAL ORGANIZATION FOR
ADMINISTRATORS AND PROPERTY MANAGERS?
REAL
ESTATE
Analysis of the facilities management role suggests the
following principal competencies are relevant to the job;

• building and workplace management – • compliance – legal and regulatory

building maintenance and performance,
environmental services, workspace design
and management, technology and
communications (ICT)
• financial management – accounting,
purchasing and supply, budgets, business
cases
• service delivery – account/customer
relationship management, delivery
process and systems, contracts,
performance metrics
requirements,
in particular for the health and safety
of users of
buildings and staff; and
• general management –
communication, leadership, strategy,
change management,
procurement and risk management.
Principal Competencies
These competencies are covered by the various available
courses and in addition, Continuous Professional
Development courses (CPD) supply the necessary
knowledge updates, particularly in the legal and regulatory
area, which are essential to the orderly and legal
management of a facilities operation.
Personal Qualities and Skills

• Technical knowledge of building service

• The ability to manage a complex workload
• Customer Management Skills
• Legal and Health & Safety knowledge
• Problem solving skills
• IT Skills
• Good spoken and written skills
• The ability to manage large budgets
Suitable previous careers include:

• Hospitality • Block Management

• Cleaning/Caretaking • Surveying
• Engineering • Business or Finance
• Business Services • Security
• Asset Management • Catering
• Trades – Electrical, • Land Management
• Plumbing, Heating & • Property Development
• Ventilation etc.
Those skills considered most important are:

• • Customer service—40 percent

• • Operations and maintenance—31 percent
• • Communications—29 percent
• • Project management—21 percent
• • General management—19 percent
• • Financial—17 percent
• • Strategic planning—15 percent
• • All other topics—under 10 percent
 The Big Twelve: twelve major actions that
every facility manager should take:
• 1. Conduct and regularly update an
• . 4. Get your organizational structure
assessment of both physical facilities right. Don’t confuse staffing with
and operations. organization.
5. Recognize that in all but a few special
• 2. Measure! Measure! Measure!
cases, staffing is a blend of staff,
• 3. Develop a facilities master plan from contractors, and consultants, in order
which all midyear and annual planning to minimize cost and maximize
derives. As part of the master plan,
flexibility.
include a recapitalization plan covering
at least ten years. 6. Institute a customer-based quality
program that uses multiple means to
obtain customer input.
 The Big Twelve: twelve major actions that
every facility manager should take:
• 7. Determine the information you need in
order to manage, and then develop
automation to produce it for you. Your FM
information system should be budget-based.
• 8. Institute facility business planning that
can feed into company business planning
even if you are initially rebuffed by company
planners. Use the company’s criteria and
systems for making financial decisions.
• 9. Show results! Companies don’t pay for
good intentions and plans—only for results.
View your department as a business within
your company.
• 10. Use innovative contracting. For other
than simple contracting situations, low-bid
contracting will result in unsatisfactory
results. Partner with your contractors and
consultants but demand that they perform
if they are to continue to work with you.
• 11. Have a public relations plan each year
that targets each of the constituencies that
you have identified.
• 12. Get management commitment to good
FM. You, and you alone, can obtain it. It is
worth the effort.
STRATEGIES
 • This competence falls to the facilities manager
where there is no real estate function in the
organization. Where the function does exist, it is
essential that the facilities and real estate teams
work in partnership to deliver the
Real estate accommodation strategy and maintained and
serviced workspace. The task involves the
management alignment of accommodation and business
strategies and the allocation of appropriate
and strategy accommodation assets to meet operational
business plans. The management of projects,
preparation of business cases, real estate asset
management, leasing and transactional
management are all part of this overall
competency.
 • This is essentially the ‘hard’ and ‘soft FM’
operation involving the planned and
Accommodation managed preventative maintenance of the
accommodation portfolio, maintaining
operations and building services and systems, landscaping
maintenance and upgrading, designing and redesigning
workplaces. This will include linkage with IT
specialists to create optimum working
environments. The cleaning and catering
services, along with many others, are also
included (see references in ‘Key terms’ at
Appendix 3)
 • Many of the operations previously described
will involve projects of various sizes and so
will require design and programming,
Project procurement and management as works
management proceed, as well as move management and
relocations. This competence is important in
the delivery of quality services to the
organization.
 • The facilities manager is called upon to manage
operating costs and capital budgets and control the
bottomline finances for the accommodation
Finance and portfolio. It is also an imperative to understand how
FM decisions will impact both financially and
business operationally across the organisation. The ability to
construct business cases, and to analyse and audit
costs to avoid waste and reduce overheads, without
compromising quality, is part of the key competence.
To reiterate, the activities under the control of the
facilities manager often represent the second highest
overhead of an organisation. Good financial skills and
budget management are, therefore, a pre-requisite
to success in the role.
 • The quality of facilities services is vital to the
delivery of a fully supportive operation. The
ability to deliver and maintain standards at
an affordable cost will depend on
establishing quality assurance and
Quality performance measurement systems. The
benchmarking of the facilities function,
together with the regular assessment of
customer experience, are essential features
of facilities delivery improvement.
 • An understanding of, and interest in, ICT and
related issues is essential for the facilities
Technology manager. ICT is a vital tool in the
management of the facilities function and is
(ICT) a key to the success of the organisation as a
whole. The integration of ICT, workspace
design, flexible workstyles and flexible work
delivery styles (in conjunction with HR
specialists) are operational imperatives for
the organisation and, therefore, for the
facilities manager.
 • It is fundamental for the facilities manager to
understand the issues of productive workspace
and layouts from an occupier/user perspective,
along with the ergonomics of workstations,
Human health and safety, security of staff and visitors
and the HR, contract, workstyle, workplace
resources implications of flexible employment contracts.
Understanding and accommodating the
(HR) requirements of a modern flexible workplace,
including the organization, health and safety,
regulatory and legislative environment are
equally as important as delivering technical and
process related services.
 • The need to identify, document, plan and
execute a continuity plan based on a cross-
Business organization risk assessment is a long-standing
continuity and requirement for the facilities manager. This
competence includes having an FM continuity
risk plan and the processes, resources and back up in
place to manage service loss and restoration in
any circumstances. In some sectors, this
competence includes the establishment and
management of accommodation which can be
‘fired-up’ and occupied should principal
locations become unusable.
 • The facilities manager should have regard to the
regulatory and legislative backdrop regarding
sustainability when advising on the acquisition
of buildings and in the setting of servicing plans
along with the organization’s in-house strategy
on environmental and sustainability issues. The
Sustainabilit facilities team will be expected to mitigate, as
y far as possible, the negative environmental
impacts of the organization’s portfolio of
accommodation using technical solutions and
management techniques, which will improve
the working environment of occupiers and
minimize the environmental impact of the
accommodation.
 • Much more than technical skill is needed to
deliver the organization-wide accommodation
Leadership and and servicing strategies demanded by large
change organizations. The facilities professional should
be prepared to lead, influence, motivate and
management manage people throughout the organization at
all levels. In addition, the change management
that is required to move the organization
forward may well be workstyle or
accommodation led, so the facilities manager
needs these skills to gain agreement and
cooperation from others.
 • The facilities manager must be a good
communicator, successfully putting the
strategy and business case message across,
persuading, negotiating and influencing
Communicatio everyone throughout the organization as
n well as external suppliers and consultants.
Successfully ‘selling’ the benefits of the
occupational and service offering will be a
large part of the delivery of supportive
business space.
The • These standards have pan European
application and while not having global
development of ‘reach’, are certainly used as the basis for
producing standards elsewhere. While
standards standards are in the main voluntary in terms
for facilities of compliance, they do form the basis of
governmental and legal assessments in
management appropriate circumstances. They also form
part of the considerable amount of
information which is available to facilities
managers to assist with the wide variety of
duties they are called upon to perform.
ABBREVIATIONS
ABBREVIATIONS
ABBREVIATIONS
The development of standards
for facilities management
• BS EN 15221-5
• Guidance on Facilities Management Processes

• BS EN 15221-6
• Area and Space Measurement in Facilities Management

• BS EN 15221-7
• Guidelines for Performance Benchmarking in Facilities Management.
The development of standards
for facilities management

• BS EN 15221-1 BS EN 15221-3
• Facilities Management: Guidance on Quality in Facilities
terms and definitions Management

BS EN 15221-4
• BS EN 15221-2
Taxonomy, Classification and
• Guidance on How to Structures in Facilities Management
Prepare Facility
Management Agreements