Best Practice in Performance Management - Systems. 5 th February IPD Occupiers

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1 Best Practice in Performance - Systems 5 th February 2013 IPD Occupiers

2 Turning Data into Gold Big Data Data mining in CRE The trouble with Data Where do we start? Too many systems Structures Functions Outputs Managing the project So it s all done, then! 2

3 Big Data World Wide Web The Grid 40,000 users countries = 3000 years on a single computer 3

4 Closer to home 4

5 Storage is now cheap e.g. RFID Tags Walmart 7Tb per day HP Multiples of 5Tb pd 5

6 This changes everything 6

7 Think big. University of Michigan estimate for scanning the university library s 7,000,000 volumes was 1,000 years. Google aimed to help make it happen in 6. 7

8 Big Data in CRE 8

9 Two questions: Should we upgrade? Where do we start? 9

10 Systems Should we upgrade Why Change your Software? Lets stick with what we know! It s broken! 10

11 Stick with what you have? 11

12 Systems Should we upgrade Why Change your Software? Lets stick with what we know! It s broken! Where will it all go wrong? IT Project? Implementation a done deal? Business project? 12

13 Where do we start? I help put men on the moon 13

14 What could possibly go wrong? People Process Technology 14

15 Data - KPIs - Context 15

16 It is difficult to get this information Does it exist at all? Where is it physically? 16

17 It gets worse How is it held? 17

18 Two Key Barriers to Information (IF the data exists..) 18

19 Where is the information? Reports Finance Estates FM HR Other 19

20 are other departments like you? Reports Finance Estates FM HR Other 20

21 and across different countries? Finance Estates FM HR Other Finance Estates FM HR Other Finance Estates FM HR Other 21

22 CRE Systems Confused marketplace Raindrop Manhattan Archibus IBM Tririga IBM Maximo X X X X X X X Planon SAP?? Accruent? Skire Bricsnet X Business Integration Group? Qube X QFM X X X X FM: Systems X AMTdirect X X X X X X Lucernex X X X LeaseHarbor X X X X X X X They all work none of them work!! 22

Typical system implementation problems Unclear IT strategy or lack of project alignment Unclear project scope definition Poor process analysis and requirements Selection of a suboptimal system Poor

23 Typical system implementation problems Unclear IT strategy or lack of project alignment Unclear project scope definition Poor process analysis and requirements Selection of a suboptimal system Poor project management: time & resource planning extension of scope Underestimated effort from the home team (key users, managers) Unclear sign off criteria Project definition Project preparation Gap analysis & system selection System implementation Sign off 23

24 So, where s the biggest problem? People Process Technology 24

25 Aligning the People - Remit Process Model (RPM) Portfolio Lease Property & Facilities Space Project Business Support High Level Estates Strategy New Lease / Lease Renewal Condition Assessments Accommodation Strategy Project Budgets Client Relationship Strategic Property Review Rental Planned Preventative Maintenance Manage Occupancy Project Scheduling Manage Finance Asset Planning Lease Termination Help Desk & Reactive Maintenance Space Planning Manage Procurement Reporting Options Analysis Lease Assignment Statutory inspections & testing Space Audits Contracts & Invoices Document Property Acquisition Manage Diary Dates Health & Safety Internal Space Charging Manage Supply Chain Property Disposal Energy & Utilities Manage Project Administration Property Asset Register & GIS Move Manage Field Operations Manage Resource Booking Manage Project Closeout Manage Assets Manage Project Resources 25

Aligning the People - Remit Process Model (RPM) Portfolio Lease Property & Facilities Space Project Business Support High Level Estates Strategy New Lease / Lease Renewal Condition Assessments

26 Aligning the People - Remit Process Model (RPM) Portfolio Lease Property & Facilities Space Project Business Support High Level Estates Strategy New Lease / Lease Renewal Condition Assessments Accommodation Strategy Project Budgets Client Relationship Strategic Property Review Rental Planned Preventative Maintenance Manage Occupancy Project Scheduling Manage Finance Asset Planning Lease Termination Help Desk & Reactive Maintenance Space Planning Manage Procurement Reporting Options Analysis Lease Assignment Statutory inspections & testing Space Audits Contracts & Invoices Document Property Acquisition Manage Diary Dates Health & Safety Internal Space Charging Manage Supply Chain Property Disposal Energy & Utilities Manage Project Administration Property Asset Register & GIS Move Manage Field Operations Manage Resource Booking Manage Project Closeout Manage Assets Manage Project Resources 26

27 What does good preparation look like? Process Model Process Requirements Supporting Material asdlk Process alk sakdj jsakdj sakdj jsakdj sakdj jsakdj sakdj jsakdj sakdj jsakdj Process Overview asdlk alk A s d i u sakdj d jsakdj i o u a s d o sakdj i a u jsakdj s d i u a s sakdj d i u jsakdj a s i d u a sakdj s i d jsakdj u o i a s d sakdj u o jsakdj i a u s d o i a u s d i a u s d i u a s d i a u s d i u a s i d u a i s d u a i s d u i a s u d i a u s d i a u s d i a u s d i u a s d i u a s d i o a j d a d j s i a o d j o i a s d i a s j d i a j s d i a j s d i a j s d i a j s d i a s d i a j s d i a j s d i a d j s. Process Process Overview asdlk A s d i u d i o u a s d o i a u s d i u a s d i u a s i d u a s i d u o i a s d u o i a u s d alk sakdj jsakdj sakdj jsakdj sakdj jsakdj sakdj jsakdj sakdj jsakdj o i a urequirements s d i a u s d i u a s dstatements i a u s d i u a s i d/ uprocess a i s d u a i ssteps d u i a s u/ dpriority i a u s d i a u s d Process i a u s d i u a s d i u a s d i o a j d a d j s i a o d j o i a s d i a s j d i a j s d i a j s d i a j s d i a j s d saddaahdhasdhajd i a s d i a j s d i a j s d i a asdasdd d j s. asdad Process hashd Overview asdlk A s drequirements i u d i o u a s d o i astatements u s d i u a s d i u a/ sprocess i d u a s i d Steps u o i a s d/ upriority o i a u s d alk sakdj jsakdj sakdj jsakdj sakdj jsakdj sakdj jsakdj sakdj jsakdj o i a u s d i a adasdaddadd u s d i u a s d i a u s d sdad i u a s i d u a i s d u a i s sadada d u i a s u d i a u s d i a u s d i a u s d i u a s d i u a s d i o a j d a d j s i a o d j o i a s d i a s j d i a j s d i a j s d i a j s d i a j s d saddaahdhasdhajd i a s asdasdd asdad Dasda d i a j s dasd d i a asdasd j s d i a d j s Ad. adad Asd ad a hashd Process Overview a dadadasd A s drequirements i u d i o u a s d o i a adasdaddadd Statements u s d i u a s d i u a sdad / sprocess i d u a s i d sadada Steps u o i a s d/ upriority o i a u s d o i a u s d i a u s d i u a s d i a u s d i u a s i d u a i s d u a i s d u i a s u d i a u s d i a u s d i a u s d i u a s d i u a s d i o a j d a d j s i a o d j o i a s d i a s j d i a j s d i a j s d i a j s d i a j s d saddaahdhasdhajd i a s Dasda d i a j s dasd d i a asdasd j s d i a asdasdd d j s Ad. adad asdad Asd ad a hashd a dadadasd Requirements Statements / Process Steps / Priority adasdaddadd sdad sadada Interface Definitions Reports Catalogue Data Catalogue saddaahdhasdhajd Dasda dasd asdasd asdasdd Ad adad hashd a dadadasd asdad Asd ad a adasdaddadd Dasda dasd asdasd a dadadasd sdad Ad adad sadada Asd ad a 27

28 and Reporting??? KPIs Cost Predictability Risk Quality Efficiency Compliance MPIs Financial External Internal People Reports Team 1 Team 2 Team n Service Provider Data 28

29 So, that s all done, then? Phasing Changes to the business Mergers Outsourcing/demergers New technology Reporting reviews 29

30 Finally Automation of existing processes 30

31 Andrew Waller e: t: Remit Consulting LLP Portman Square London W1H 6HN t: f:

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