The importance of integrated management systems in Facilities Management. J.C. Swanepoel

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1 The importance of integrated management systems in Facilities J.C. Swanepoel

2 System Types & Functionalities End Users IWMS IWMS CMMS (Excluding Furniture) BIM C O M P L I A N C E Calls / Alarms Services / Maintenance Personnel / Equipment / Furniture Spaces = Floors / Rooms / Area Buildings / Landscapes Drawings / Construction Plans Erf/Stand E V I R O N M E N T BAS / BMS CIFM CAFM (More space planning)

3 8 Reasons to go Integrated 1.Integration 2.Mobility 3.Internet of Things (IoT) 4.Big Data/Analytics 5.Data standards 6.Capital Planning degrees of customer experience. 8.Space (BIM/CAD/GIS)

4 Real Property Life-Cycle The Integrated Facilities Enterprise: Risk Planning Site Selection Emergency Preparedness Environmental Sustainability Performance Renew or Divest GIS Plan & Locate IWMS Acquire or Build Real Estate Portfolio Permit & License Construction Site Security EAM ERP Space Waste Manage & Sustain Operate & Maintain Facilities OHSA Energy Asset Maintenance

5 Solid foundation throughout an Organization User Segment Directors / C-Level Business Managers Operational Managers Administrators Executive Business Unit / Division Department Associates & Outsourcing Agents Business Reasons for Using Real Estate, Infrastructure, and Facilities Automation Wisdom Increase organizational performance to maximize stakeholder value Knowledge Make better cross-functional decisions to achieve unit objectives Information Improve discreet processes and reduce costs Data Follow policies, standards, and guidelines D A T A Instruments

6 ARCHIBUS in an organisation UNPLANNED WORK or SERVICES Maintenance Cleaning Catering Transport Waste Laundry HELP DESK / SERVICE DESK / CALL CENTRE / SERVICE CENTRE Reporting Suite Asset Database & History Maintenance Database & History Financials & History FM System Portfolio Leasing Capital Projects BAS Inputs/Outputs Maintenance Cleaning Catering Transport Laundry Tech Services Waste C O M P L I A N C E Maintenance Cleaning Catering Transport Waste Laundry PLANNED WORK or SERVICES

7 Maturity Curve Capability Level 2: Defined Level 3: Reportable Adopted Processes Behavior Changing Limited Predictability Logging Indicators Level 4: Managed Leading Indicators Early Problem Detection Best Practices Improvement Begins Level 5: Predictable Predictable Results Change Tolerant Exceed World-Class External Benchmark Level 1: Chaos Ad Hoc Efforts Ill-defined Processes Unpredictable results Documented Process Not Fully Adopted Some Repeatability Varied Success Limited Perf. Tracking Corporate Real Estate Maturity Model (Assessment 1 5) Maturity

8 Business Transformation Stage: 1 Enterprise Modeling Stage: 2 Tactical Execution Stage: 3 Alignment Stage: 4 Business Transformation B u s i n e s s V a l u e Modeling Improved Implementation Information requirements Decision Support schema Decision Support reports Data standards & normalization Systems consolidation Systems integration Data creation & maintenance DATA Execution Improved Efficiency Efficiency goal & metrics Activity & Task Definition Functional Profiles & Skills Functional Design Deployment plan Training & deployment Measured results TASK Alignment Improved Flexibility Strategic plan Process definition Process reengineering Change management Measure results Feedback PROCESS Transformation Adaptive Enterprise MISSION Define mission Draw strategy Funding initiatives Allocate / deploy resources Assess risk Measure results Organisational Integration

9

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