Facilities Planning. FM HT-2011 Sofia Pemsel and Stefan Olander

Transcription

1 Facilities Planning FM HT-2011 Sofia Pemsel and Stefan Olander

2 Table of content Facilities planning vs. Facilities management Space management Briefing Evaluate facilities in use

3 Facilities planning vs. Facilities Management

4 Facilities management vs. Facilities planning FM is a strategic role with life-cycle perspective Which comes first facilities planning (FP) or facilities management (FM)? Where is the organisation in its business cycle? How do present arrangement satisfy current needs? FP FM

5 Finding proper facility End users core business Owners FM and REM Proper facility Identifying right needs (unconscious) and requirements (explicit) Ongoing communication and discussions Measurements, reviews, evaluations etc.

6 Finding proper level of satisfaction

7 Example: FM FP during a refurbishment project Before the project Needs analysis The Client and the end-user/s analyse the needs Existing Re-build New-build Input to the project

8 Example: A refurbishment project During the project Assessment and verification Cannot measure over the whole project. Define milestones where to measure, potential: Start of the project After brief After design After construction During FM

9 Example: A refurbishment project After the project Evaluation Did the end-users get what they wanted Lessons learned to the next project

10 Existing end-user focusing methods Mainly looking at one part of the construction chain Focusing on the early or the late phases only a few found during production Methods/tools Dynamic briefing process (DBP) Design Management (DM) Concurrent engineering briefing (CE) Project briefing (PB) Strategic needs analysis (SNA) Situation structuring process (SSP) Soft system methodology (SSM) Problem seeking (PS) ICOP Quality function deployment (QFD) Knowledge based system (KBS) Project definition rating index (PDRI) Phase s Briefin g Desig n Constructio n Occupanc y Main Actors A, C C, D, A C U, S, D, Sp S, C, PM, D S, PM C C C, D, A Cu Cs, PM PM Multi-criteria decision maker (MCDM) Cs Housing quality indicators (HQI) D, PM, G Technical standard (TS) C Early contractor involvement (ECI) Con, PM Early supplier involvement (ESI) Sup, Con BriefMaker C, Cs Design quality indicator (DQI) ** * FM, C, O, CR, S, D, A EcoProP ** * C Scope management (SM) * ** ** PM Total quality management (TQM) PM Project management (PM) PM Value management (VM) Intergral client s brief (ICB) Contractor quality performance (CQP) System dynamics (SD) C, (FM), PM C C, Con PM Post-occupancy evaluation (POE) Post-occupancy review of buildings and their engineering (Probe) IPA model Behavior-performance-outcome paradigm (BPO) Satisfied customer index (SCI) Building Performance indicators (BPI) Manpower sources diagram (MSD) Maintenance efficiency indicator (MEI) Managerial span of control (MSC) Quality of professional life (QPL) Customer percieved value (CPV) O, A, FM, D O, EU, E, FM FM,C, A, D, PM O, EU, S, PM FM FM FM FM FM O, PM, FM FM

11 Space management

12 Space management Ensure space efficiency in the design of new buildings Efficient and cost effective use of space Satisfying requirements Different types of facilities We shape our buildings, and afterwards our buildings shape us Sir Winston Churchill 1924 & 1943

13 Space efficiency in practice 1. appoint a champion for space management and operating costs 2. systematically collect and update space utilisation and cost information 3. agree targets and monitor their achievement 4. incorporate space efficiency concepts into the facilities management strategy 5. incorporate the need for space efficiency into project design briefs, feasibility studies, option appraisals and design reviews 6. develop and maintain a clear decision and communication structure for building projects, including stakeholders 7. promote the benefits of adaptable spaces and furniture 8. assess space efficiency through post-occupancy evaluations

14 Briefing

15 Briefing and brief documents Briefing is a process where the brief is the outcome There exist different briefs: financial arrangements procurement and contracts stakeholder engagement and communication design construction management commissioning and handover facilities management

16 Facilities management brief Developed by the facilities manager who analyse the owners statements of needs Includes, for instance: Advise during developments of design brief (scheme design) Strategy for managing the facility Operations and activities (overall concepts, internal operations and external operations) Performance requirements Long-term operational costs

17 Design brief Developed jointly by the building owner or a client s representative and designers Includes, for instance: Statement of needs Functions Performance requirements, like space efficiency and energy use Design concept Feasibility studies

18 Degree of participation Informed Express opinion Take decisions in cooperation

19 Degree of Involvement in the User Organisation Workplace consultant (WPC) Internal 3 project manager (IPM) Briefing consultant (BC) Facility planner (FP) 1 2 Workplace strategist (WPS) Architects in projects without WPC (A) External project manager (PM) Architects in projects with involved WPC (A)

20 Workplace consulting in construction project CLIENT/BUILDER MINISTRY Director (business area) Technical experts Project manager END USER ORGANISATION Director (region) Cost Workplace mgmt expert specialist Steering group Project manager CRE HR Property manager KAM Project group ICT Staff Workplace consultant Top mgmnt Communications Project mgmnt consultant Briefing consultant Chief architect Other designers (HVAC, acoustics etc.) Building contractors 20

21 Stakeholders: roles and responsibilities CLIENT MINISTRY -funding the end user s operations and facilities -steering the performance and efficiency in branch of government -Procurement -Contracts -Project management -Knowledge sharing in project and between different phases -end user commitment -communication plan in project network -collaboration with other consultants Steering group Workplace consultant END USER ORGANISATION -background information -resources for developing -project management -staff interaction and communication -after project: workplace management Project mgmnt consultant Briefing consultant Chief architect Other designers (HVAC, acoustics etc.) Building contractors -workplace process -collaboration with workplace follow Lund University up consultant and other / Construction Management/ VBEN05 Facilities management/ HT stakeholders

22 Evaluate facilities in use

23 Evaluations, reviews and follow-ups Needed to ensure that buildings support the users needs in use Identify emergent aspects Improve every day activities Cross functional evaluation groups New thinking, finding new solutions Feedback into the briefing continuous improvements

24 Evaluation 5 step process 1. Defining the Evaluation (for WHAT?) Objective and scope for the evaluation Review user organisation Planning and anchoring evaluation 2. Mapping Usability (WHAT?) Collecting facts Conducting mapping (structure group interview) Analysing and comparing data Defining the focus of further evaluation 3. Walkthrough Usability (WHERE AND WHICH?) Defining topics/subtopics Choosing participants Defining route and steps Summarising the result 4. Workshop with User Organisation (WHY?) Choosing participants Presentation of the objective and review findings Discussion of the findings towards the objective Structuring and systematising the results 5. Action plan/final Report Review and analysis of results from evaluation Improving existing buildings/premises action plan Input programming new buildings final report Reference: Hansen et al., 2011

25 How would you design an evaluation of V-huset? Which are the crucial performance criteria in need to be evaluated?

26 Post Occupancy Evaluation (POE)

27 POE tools and methods Interviews Staff survey Space utilization survey (observations) Workshops and communication Walk through evaluations Workplace alterations based on feedbacks

28 POE: Develop the building in use Advantages Analysis from a technical, functional and behaviour perspective Improved understanding of end-users needs Identify problems in the building Measure functionality Improve communication between stakeholders Disadvantages Difficult to manage the collected information Requires education to manage properly

29 Building Performance Evaluation Aim Improve the quality in every decision point throughout the lifecycle of the facility Only measure important aspects to avoid waste of cost and time Procedure Identify criteria Measure Compare measurements with criteria Feed gained knowledge into the next phase

30 What is BPE evaluating? The building is reviewed from different perspectives Health, security and safety Functionality, efficiency and workflow Psychological, social, cultural and aesthetical Level of user analysis Individual, group, organisation Other units of analysis Furnishing, room, buildings and facilities

31 (Feedback into the briefing) Explain results with a clear storyline avoiding technical language Incorporate into new briefs. Public domain dissemination where appropriate Main positive features Successes Context of successes Main negative features Problems Context of problems Correct and monitor outcomes. Risk/relevance analysis. Share experiences Advocacy Look for relevant projects for immediate crossovers. Build into briefs on current/new jobs. Examine internally. Agree courses of action. Implement solutions/palliatives. Compare current jobs for similarities and correct if possible Diagnosis Feedback into the briefing process Bordass et al 2005