mfm 811 debate brief-2013 & assignment original

7/28/2019 Mfm 811 Debate Brief-2013 & Assignment Original

1/24

University of Lagos Department of Estate Management

Course Title: FacilitiesManagement Principles

Course Code: MFM 811

Level: Masters

Lecturer: Femi Adejumo

Class debate theme:

Construction team synergy

Delivery Mode: Group powerpoint presentation

Graded Assignment: Yes

Due date: March 16th 2013

_____

Group Assignment brief:

A Class-A Commercial building called "The Lagosian" is to be

developed by your company. The development is targeted at Blue

Chip Companies and High net worth Individuals who are extremelydiscerning. Your CEO is setting up a high level construction team for

this project which will comprise of four specialist sub-teams in the

areas of:

Design

Services management

Real Estate

Engineering

The management of the location post-occupation will be carried out by

the company for the first two years and there will be a defects liability


2/24

clause attached to the contract making the company responsible for

rectifying design issues identified at no cost.

Each specialist area team has being asked to give a presentationshowing key considerations for mitigating potential risk exposure to

the company while meeting the needs of the development's customers.

Instructions

Prepare your presentation in no more than 10 power point slides to be

delivered at the initial team meeting with an emphasis on:

Facilities management theoretical framework and current workspace

management thinking

The Nigerian FM environment

How the interface of your team with the other teams can affect your

team goals

How the synergy of the entire teams will affect the overall goal

Your teams approach to working with the other teams to achieve

the overall goal

Learning Outcome:

1.Demonstrate and highlight an understanding of the interface of the

different construction professionals within a maintenance

management environment.

2.Demonstrate the importance of total life cycle considerations in themaintenance function.

Required Resources:

1. Sodexco Workplace report 2012


3/24

2. The Facilities Manager Desk Reference

3. Facilities Management Handbook

4. Estate Management Departmental Journal

SERVICE LEVELAGREEMENTS

DEFINITIONA Service Level Agreement (SLA) is an agreement betweenthe provider (suppliers) of a service and the users (buyers) ofthat service quantifying the minimum acceptable servicedelivery to the user.

FUNDAMENTALS 1 :Agreement Investigate, understand and document the facts Define service activities and service levels Reduce to writing no verbal agreements

Store centrally but publish the content Used to manage the relationship


4/24

FUNDAMENTALS 2 Suppliers Paid for quality Report to the buyerMust learn to do more with less

FUNDAMENTALS 3 Buyers Have an obligation to their company Evaluate suppliers capacity to perform

Measure suppliers performanceagainst agreedmetrics Ensure service delivery underpinsstrategic delivery

Ensure suppliers get paid for quality


5/24

FUNDAMENTALS 7 Acceptable to the User Consult Highlight cost implications Review service performance with theuser

CLARIFY AND QUANTIFYSimple questions What? Who?

How? When? Where? Which?Fundamental questions: 1. Why should service be provided 2. What will be provided

4. Who will provide it 5. How much will they provide 6. How much will they charge 7. How will you know it has been provided


6/24

GETTING STARTED Involve the client

DEFINING THE BUSINESS

NEED

DOCUMENTING SERVICELEVELS


7/24

CLARITY IS VERY IMPORTANTDefine, spell out responsibility per partyDefine, spell out responsibility per serviceactivityTabulate

Specify timing, parameters, controls

Specify outputs

DOCUMENTING SERVICELEVELSAgree communication channels


8/24

Set improvement targets Consider creating a servicemenu Document how the service willbe delivered Define the current service

environment (equipment)

DOCUMENTING THEAGREEMENT Use a company standard template Ensure all parties agree to and are

Aware of documented service levels Obtain signoff from internal parties onservice level schedules Review the agreement


9/24

As business volumes change With spikes and troughs in activity

As processes become more efficient(service provider to play a role)

TIPS Ensure each party has adocumented record ofperformance outputs

Include your own obligations Document by way of minutes,ask others to verify theaccuracy of your minutes before

you dissolve the meeting Send by way of e-mail a copy ofthe agreed outputs to all parties


10/24

WORKPLACE T R E N D S

Rachel Permuth-Levine PhD, MSPH, Sr. Director,

Outcomes-Based Research & Solutions, Sodexo

Kevin Rettle, FMP, Director of FM/CRE Market Research &

Insights, Sodexo

Our research demonstrates employees desire to be aligned

with their employer. The impact: Organizations must tangibly


11/24

demonstrate a holistic level of empathy and commitment to

their employees at both a personal and professional level. As

one would expect, health and wellness, inspirational

workspace design, flexible work arrangements, inclusion andthe overall experience at work round out trends for engaging

and retaining the workforce of 2012. Most importantly, we

must underscore that these trends are outcome-driven. Each

of the top 10 trends is quantifiable and has been shown to

drive business outcomes.

WORKPLACE T R E N D SIntegration of Workplace Solutions: Creating Higher Value

As a result, we foresee a new business formula for success,

which includes integrating the workplace + work style +

lifestyle needs of the organization and its human capital,

resulting in full engagement and maximized performance.

There is a tremendous value proposition to the organization

and its employees when workplace solutions are integrated. Itis beyond monetary. The value is returned in terms of

performance, productivity and innovation.

Workplaces That Promote Sustainability= improved energy managementcontinue to be critical issues in promoting green buildings and a holistic culture of conservation. Sustainability is a driver of cost,

savings and public perception.

Job seekers place increased value on organizations whosecorporate real estate initiatives policy aligns with their own.


12/24

Inclusive Workplaces= As the definition of diversity expands, so will business opportunities. Theinclusion of women, GLBT employees, persons with disabilities, and minorities are simply the foundation of what diverse programs will

look like.

Its All About Me: Rewards & Recognition=

Virtual Workforces=

As companies take a broader look at productivity as opposed

to hours worked, we will continue to see many new work

situations arise, each of which will be highly tailored to the

individual worker.

The Built Environment as a Driver of Employee

Engagement=Employees view the work setting and service they receive as

an extension of the level of care by management. Working in

poor temperature-controlled spaces and buildings that appear

in poor repair set a bad example.

Prospective employees form impressions of your organization

the minute that they step into your lobby.

Service that is not in alignment with end-users expectationscompounds the problem of perception. Employees who

receive excellent service from maintenance personnel, dining

staff, business support and housekeeping deliver equal levels

of service to their customers. Employees perceive the level of


13/24

attention given to soft benefits, such as wellness programs,

on-site dining and gyms as a direct reflection on senior

leadership, and more importantly, their level of engagement.

Evidence-based Space Design =

However, what differs today is the expectation that these

professionals will also seek the input of various disciplines

and subject matter experts to create spaces that are beautiful,

inspiring and outcome-focused. In addition, corporate real

estate executives must meet dual expectations of not only

selecting economically feasible sites, but also delivering a

results-driven service architecture.

Quantifiable Employee Health & Wellness Initiatives=Corporate wellness programs are becoming more and more

prevalent as time moves on. They are no longer considered

just nice to have they are definitely a must have. Further, theability to match outcomes in terms of reduced health care costs, increased productivity, and higher rates of presenteeism will be the newstandard in measuring the effectiveness of such programs. Focus will shift away from traditional ROI calculations to VOI, or Valueon Investment


14/24

Psychological Health in the Workplace=

According to the American Psychological Association, a

psychologically healthy workplace fosters employee healthand well-being, while enhancing organizational performance

and productivity. Psychologically healthy workplace

practices can be grouped into five categories; employee

involvement, work-life balance, employee growth and

development, health and safety, and employee recognition.

Flexible Workplace

Workplace flexibility helps businesses succeed and

employees thrive by giving people an integral role in

deciding how, when and where they do their best work, said

Henry G. (Hank) Jackson, Interim President, and ChiefExecutive Officer of Society for Human Resource

Management (SHRM). That means higher productivity and

employee engagement, lower turnover costs and more

innovation in short, a more competitive organization that

is better prepared for whats next.

As this trend continues to move mainstream, more emphasis

will be placed on proving how to implement flexibleworkplace and workspace management strategies without

adding additional capital expense. Topics of interest include

space overflow management (comparing fixed vs. variable


15/24

workspace availability), utilization of fixed vs. variable real

estate, and smart meeting spend


16/24

CONCLUSION

The design of buildings and Spaces may represent a very smallproportion of the lifetime cost of a building but it may have a

disproportionate impact on how well the building and its

surroundings perform, (Langdon & Everest, 2004), the effects of the

decisions made during the design stage may have far reaching

effects on the buildings future maintainability, (Chew et. al., 2004

(as cited in Mohammed, & Hassanain, 2010)). The design of a

building can also enhance a buildings clean-ability throughout its

life, reducing the time and money spent on cleaning while enhancingthe life of building materials and finishes, (Boehland, 2007).

DESIGN

Design represents a very small proportion of the lifetime cost of a

building but when it is done well, it has a disproportionate impact on

how well the building and its surroundings perform, (Langdon &Everest, 2004), the design of buildings is not just a technical issue or

a matter of aesthetics, good design has a key role to play in

improving the quality of services provided, a Page | 5


17/24

well designed building can, for example, help patients to recover

from illness more quickly or encourage better learning among

schoolchildren, it can also benefit the service deliverers who work

within it, good design can increase the value for money that thebuilding provides across its whole life. A good design should be

flexible, able to accommodate changing requirements without major

alterations where possible and adaptable, capable of being altered or

extended conveniently when necessary. Buildings should be

designed such that, their finishes, layout, structure and engineering

systems are easy to clean, maintain and operate, day to day, and the

finishes and components should also be durable, wear and tear

resistant, and be easily replaced when necessary in the future(Langdon & Everest, 2004).

Impact of Design on Cleaning

The design of a building can enhance a buildings clean-ability

throughout its life, reducing the time and money spent on cleaning

while enhancing the life of building materials and finishes. The most

careful design process cannot eliminate the need for cleaning, but it

can simplify the cleaning process, (Boehland, 2007). Designs andspecifications can help to reduce cleaning; some of the ways this can

be achieved are as follows;

1) By specifying self-cleaning materials, e.g. self-cleaning concrete,

which contains chemicals that decompose dirt, the dirt is then

washed off when rain or water falls on its surface, this helps to

ensure that the concrete is never discoloured

2) Design decisions/ specifications involving a buildings flooring

are very important in determining its clean-ability, Hard-surface or

resilient flooring such as poured concrete, terrazzo, stone, rubber, or

natural linoleum etc. are better and easier to clean than carpeting and

flooring materials which must be stripped and re-waxed periodically

such as vinyl composition tile (Boehland, 2007)


18/24

3) Exterior entryways and landscaping materials, exterior walk-off

grates and mats, vestibules could be designed to save energy and

capture soils, and interior matting systems so as to reduce the

amount of dirt and pollutants carried into the building therebyreduce cleaning, see also fig 1 and 2 below.

Fig 1: Entryway mats (Source: Boehland, 2007) Page | 6


19/24


20/24

Fig 2), the Architectural entries of the EPA Kansas City Regional

Office has an easy to maintain stone floor resulting in lower capital

and operational costs. (Courtesy of GSA and Koll Construction)

4) In restrooms, larger tiles could be selected instead of small tiles

because they reduce the number of grout, which are at times difficult

to keep clean, darker shades of grout may also be selected to hide

stains; specifying toilet and urinal partitions that stop at least a foot

above the floor to aid cleaning, enclosing pipes inside ducts,

installing splash plates behind sinks and ensuring that floors slope

gently to drains etc. are some of the ways design can enhance

Cleaning (Boehland, 2007)

5) Windows could also be designed for easy cleaning by specifying

double hung ones, the external sides of which can be cleaned from

inside the room, (besthousedesign.com, 2011) as shown in Fig 3

below

Fig 3: Double Hung Window for Easy Cleaning

(Source: besthousedesign.com, 2011)


21/24

Conclusion

The effects of the decisions made during the design stage would

have far reaching effects on the buildings future maintainability,(Chew et. al., 2004 (as cited in Mohammed, & Hassanain, 2010)).

During the planning and design phases, O&M personnel should be

involved and should identify cleaning and maintenance requirements

for inclusion in the design, such as equipment access, built-in

condition monitoring, sensor connections, and other O&M

requirements, (Bolin, 2009). The Designers and O&M personnel

should work together, as this can help to reduce maintenance cost

and time, e.g. The Designers should integrate the O&M and otherrequirements from the design stage and incorporate this information

in the final design for sustainability and easy maintainability

(Mohammed, & Hassanain, 2010)


22/24

Materials and systems which simplify and reduce cleaning and

maintenance requirements, which are cost-effective and reduce life-

cycle costs, should be preferably specified by designers (Bolin,

2009) Facilities may also need to be provided with concise cleaningmanuals to ensure that design intentions live up to their potential

(Boehland, 2007)


23/24

Slides

1) To Mitigate potential design risks exposure to the company:

Design Brief, Space management, Fire Codes etc

2) Facilities management theoretical framework and currentworkspace management thinking (Sodexo)

3) The Nigerian FM Environment

4) How the Interface of our team with the other teams can affect

our team goals

5) Demonstrating and highlighting an understanding of the

interface of the different construction professionals within a

maintenance management environment

6) Demonstrating the importance of total life cycle considerationsin the maintenance function

7) How the synergy of the entire teams will affect the overall goal

8) Our Teams approach to working with the other teams to

achieve the overall goal (through PM and Agreements

9)


24/24

mfm 811 debate brief-2013 & assignment original

Documents