Technology for Facility Managers E-Book
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- Herausgeber: John Wiley & Sons
- Kategorie: Geisteswissenschaft
- Sprache: Englisch
From BIM (building information modeling) to RFID (radio frequency identification) to BAS (building automation and control systems), facility managers of today's commercial buildings are often asked to work with a variety of technologies without any experience in IT. This new book is a welcome primer for facility managers and engineers. Each chapter covers a different technology and includes specific and helpful case studies. Authored by the International Facility Management Association (IFMA), this unique resource is also a practical textbook for candidates studying for IFMA certification.
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Veröffentlichungsjahr: 2012
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Contents
Acknowledgments
IFMA Foundation
Foreword
Introduction
Chapter Abstracts
Author Bios
Part 1: Technology
Chapter 1: CAFM/IWMS—Balancing Technology, Processes, and Objectives
Executive Summary
Introduction
Overview and Objectives
Value of Facility Management Automation to the Organization
Facility Management Technology
Technology of the (Near) Future
Chapter 2: Building Information Modeling
Introduction
BIM for Facilities Management
Standards and Data Exchange
Challenges of BIM for FM
FM BIM in Practice: Health Care Building Consortium’s BIM Initiatives
Chapter 3: Building Automation and Control Systems
History of Building Automation Systems
Building Automation Systems Today
The Future of Building Automation Systems
Case Study: Ave Maria University, Naples, Florida
Chapter 4: Roles of Geographic Information Systems in Facility Management
Enhancing FM Capabilities with GIS
GIS Data
Mapping for FM
Spatial Analysis for FM
Current Use of GIS at MIT Facilities
Conclusion
Chapter 5: Radio Frequency Identification
Introduction
Origins and Evolution
Standardization
Beyond Barcode
Corporate Real Estate and Facility Management Leverage Use of RFID
Components of RFID
Extra Sensory Identification to Optimize FM Operation
Conclusion
Chapter 6: Information and Communications Technology
Summary
Introduction
Technology Primer: Wired ICT Networks in Buildings
Wireless Networks: A Quick Review
ICT Networks in Buildings—A Changing Paradigm
ICT Networks in Buildings—New Design Concepts
New Design Concepts in Practice: Case Studies
Conclusion
Chapter 7: Workflow Technology—Knowledge in Motion
Introduction
Technology Evolution
Trends Driving Workflow Automation
Workflow Explained
FM Community Workflow Technology Case Studies
Knowledge in Motion
Part 2: Applications
Chapter 8: Sustainability
Overview
Sustainability for Buildings
Software for Sustainable Facilities Management
Energy Analysis Tools and Applications
Management of Sustainability
Case Study: The State of Missouri Building Information Management System
Chapter 9: Condition Assessment in Facility Asset Management
Background
Asset Management
Adapting Asset Management Principles to Facilities Management
Phases of the Facility Asset Management Process
Condition Assessment in Facility Asset Management
Overview of Facility Condition Assessment
Building Condition Assessment Methods and Techniques
Dissatisfaction with the Monetary Method Spurs Research
Differences between Knowledge-Based and Deficiency-Based Techniques
Additional Benefits of the Engineered Method
Deciding Which Technique Is Best for Your Organization
Conclusion
Chapter 10: Computer Modeling
Introduction
Computer Models and Simulation – A Brief Overview
Models in Facility Management
Conclusion
Chapter 11: Technology and the Workplace
Introduction
Definition of Workplace
Wireless Networking
Current Workplace Issues
Involvement of Facility Managers
Technology Landscape
Emerging Technologies
Conclusion
Chapter 12: The Role of People and Process in Technology
Introduction
Current Needs
Processes and People Need to Support Emerging Technologies
Case Studies
Conclusion
Chapter 13: Social Media
Introduction
Closing Thoughts
Glossary
Index
Cover images: (left) Reproduced by permission of Design + Construction Strategies; (right) Reproduced by permission of Integrated Environmental Solutions (IES)
Cover design: Anne Michele Abbot
Copyright © 2013 by John Wiley & Sons, Inc. All rights reserved
Published by John Wiley & Sons, Inc., Hoboken, New Jersey
Published simultaneously in Canada
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Library of Congress Cataloging-in-Publication Data:
FM technology update.
Technology for facility managers : the impact of cutting-edge technology on facility management / IFMA, IFMA Foundation; Eric Teicholz, IFMA fellow, editor.
pages cm
Includes bibliographical references and index.
ISBN 978-1-118-38283-7 (hardback); 978-1-118-41728-7 (ebk.); 978-1-118-42077-5 (ebk.); 978-1-118-43434-5 (ebk.); 978-1-118-44172-5 (ebk.); 978-1-118-44173-2 (ebk.)
1. Facility management—Technological innovations. 2. Intelligent buildings. 3. Electronic apparatus and appliances. I. Teicholz, Eric. II. IFMA Foundation. III. Title. IV. Title: Impact of cutting-edge technology on facility management.
TH6012.F63 2012
658.200285—dc23
2012032667
Acknowledgments
The editor wishes first to thank all of the authors who contributed to this publication. Their knowledge, energy, and dedication greatly facilitated my job as book editor.
Special thanks go to the subject matter experts (SMEs) who not only authored their own chapters but also reviewed the work of other contributors. Chief among the SMEs was Jim Clayton, author of Chapter 9, who also provided edits and commentary on chapters from several other authors. Also contributing beyond authoring their own chapters were Angela Lewis (Chapter 12) and Paul Head (Chapter 7), both of whom additionally participated in the quality assurance/quality control process. Heather McLean Wiederhoeft edited several of the chapters before they were sent to Wiley. And Wiley’s Kathryn Bourgoine, Amy Odum, and Danielle Giordano presided over the final book production on an extremely tight deadline. All of these authors, SMEs, and editors brought to bear high standards of excellence in support of this project.
Finally, I wish to thank Bentley Corp. (www.bentley.com) for sponsoring this publication. Bentley is dedicated to providing architects, engineers, constructors, and facility managers with comprehensive software solutions for sustaining infrastructure.
ERIC TEICHOLZ
Established in 1990 as a nonprofit 501(c)(3) corporation, the IFMA Foundation works for the public good to promote research and educational opportunities for the advancement of facility management. The IFMA Foundation is supported by the generosity of the facility management community, including IFMA members, chapters, councils, corporate sponsors, and private contributors who are united by the belief that education and research improve the facility management profession. To learn more about the good works of the IFMA Foundation, visit www.ifmafoundation.org. For more information about IFMA, visit www.ifma.org.
Contributions to the IFMA Foundation are used to:
Advance FM education—increase the number of colleges and universities offering accredited FM degree programs worldwide and to keep facility managers up-to-date on the latest techniques and technology
Underwrite research—to generate knowledge that directly benefits the profession
Provide scholarships—to support education and the future of the facility management profession by encouraging FM as a career of choice.
Without the support of workplace professionals, the IFMA Foundation would be unable to contribute to the future development and direction of facility management. If you care about improving the profession and your career potential, we encourage you to make a donation or get involved in a fund-raising event. Donations can be made at www.ifmafoundation.org.
IFMA FOUNDATION SPONSORS AT PUBLICATION
Platinum Sponsors
Atlanta Chapter of IFMA
Gensler
Bentley Prince Street
ISS World Services
Bentley Systems
Milliken & Co.
Corporate Facilities Council of IFMA
Los Angeles Chapter of IFMA
East Bay Chapter of IFMA
Planon Corporation
FM:Systems
Gold and Silver Sponsors
A&A Maintenance
InterfaceFLOR
ActiuBerbegal Y Formas S.A.
JCI
ARAMARK
Kayhan International
Autodesk
Kimball International
Boston Chapter of IFMA
Manhattan Software
Capital Chapter of IFMA
Orange County Chapter of IFMA
EMCOR
Panduit
Eurest Services
Polsky Family Supporting Foundation
Forbes Charitable Foundation
Rentokil Initial
Graphic Systems
San Diego Chapter of IFMA
Greater New York Chapter of IFMA
San Francisco Chapter of IFMA
Haworth
Steelcase
HC Olsen Construction
Wolcott Architecture Interiors
Houston Chapter of IFMA
Additional copies of this book and other IFMA Foundation and IFMA publications can be ordered through the IFMA bookstore online at www.ifma.org/bookstore.
Foreword
Facility managers are tasked with ensuring that the built environment effectively supports people and activities by providing the appropriate functionality and quality of experience. To accomplish this they must understand and address social, business, and process issues that impact infrastructure needs. Increasingly, technology empowers problem solving and enables new opportunities and approaches that expand the role and capabilities of facilities management.
In recent years much attention has been given to the utilization of new technologies in the design and delivery of buildings and other infrastructure facility projects. It is clear that the use of information modeling to simulate a facility during the design and construction phases of a project provides substantial benefits to both the design teams and construction teams. Information modeling supports rigorous simulation of an infrastructure asset’s performance so that the project teams can explore the implications of options as they work to maximize design objectives. Working in the context of a unifying 3D modeling environment enables highly immersive interaction within the design process, and ensures the production of trusted design and construction documents that reflect the latest decisions and changes throughout the project timeline.
From design through delivery, the use of collaboration servers and services for integrated projects enables well-managed collaboration and work sharing across distributed teams, and best equips them to harness the contributions of all project participants by appropriately bringing to bear the right people and expertise. This benefits design, construction, and delivery teams by reducing and managing risk, while enhancing project efficiency and quality, and accelerating project delivery.
Facility managers benefit from these trends, and can similarly gain advantage through the operational phase of the facility by effectively using the latest technology for facilities management. Utilizing the resultant digital asset with the operational information platform for ongoing maintenance, operations, and compliance activities empowers intelligent infrastructure. Facility managers also can provide business advantages that extend beyond the conventional operations and maintenance functions. Moreover, safety, security, health, productivity, maintenance, business planning, and operational management can be better understood and optimized, and disaster and incident response and corrective actions can be addressed with assured information integrity. In addition, proactive lifecycle planning can be applied for operational changes such as remodeling, expansion, or repurposing. Ultimately, all of this results in higher-quality and better-performing infrastructure assets with improved operational efficiency and safety, reduced waste, increased resilience, and a greater return on infrastructure investments.
Eric Teicholz—a widely recognized authority on all aspects of facilities management—and a dedicated group of co-authors, share their in-depth knowledge and wealth of experience with the readers of this book, imparting valuable insight into a topic of growing importance to the entire community of building and other infrastructure professionals.
HUW W. ROBERTS, AIA
VICE PRESIDENT, MARKETING
BENTLEY SYSTEMS
Introduction
HISTORY AND OVERVIEW
This book is an expanded and revised version of the 2008 “FM Technology Update” published by the IFMA Foundation. Chapter topics for the 2008 publication were determined by analyzing the results of a comprehensive survey of facility managers. In the years since that survey, the technology employed by facility managers has changed dramatically. For instance, applications such as sustainability, and technology such as building information modeling (BIM), were included in the earlier publication but were of minor importance to most professional facility managers at that time. Other technologies and applications such as mobile communications, social networking, cloud computing, and various types of sensors and control systems also existed in 2008 but since then have dramatically increased in their use by facility managers.
The primary purpose of this book is to present an overview of the current and near-term future state of FM technologies and their near term impact on facility management practices. All of the topics included in the 2008 publication are included in the current publication as well, but are presented here in ways that highlight their evolution since that time.
Additionally, the organization of the current book is different from that of the original publication. The current book is divided into two primary sections: Technology and Applications. Nevertheless, all technology sections contain information about how the specific technology is being used by facility managers, while all applications chapters include a discussion of how one or more facility management functions have been affected by changes in technology. For instance, the Technology section has chapters on computer-aided facility management (CAFM), BIM and geographic information system (GIS) with suggestions concerning how each of these are being used, while the Applications section includes chapters on workplace, space management, and condition assessment, with discussions of the role that technology plays in each.
CONTENT
Chapters that appear in Part 1: Technology include:
Chapters that appear in Part 2: Applications include:
Besides the content contained in the chapters themselves, Technology for Facility Managers contains chapter abstracts, author bios, and an extensive glossary of relevant terms.
CROSSWALK
A crosswalk is a tool that compares all of the chapters according to desired entities and attributes associated with each of the chapters Several of the chapters discuss multiple technologies and applications which are the attributes compared in the crosswalk. The tables below relate each of the chapters to the technologies and applications discussed therein. The goal of the crosswalk is to assist readers in identifying which technology chapters discuss what applications (Table I.1) and what applications are discussed in each of the chapters (Table I.2 and I.3). The applications listed in Table I.2 and I.3 are those that comprise IFMA’s Core Competencies (i.e., those skills required for earning IFMA’s Certified Facility Manager certification).1 These competencies are defined as follows:
TABLE I.1 Technologies discussed (rows) in the application chapters (columns).
TABLE I.2 Technology chapters (columns) that discuss facility management functions.
TABLE I.3 Application chapters (columns) versus facility management functions.
Part 1: Technology
Table I.1 lists the application chapters as column headings and the technologies as row headings. If an application chapter contains an “X” in a particular row, it means that the technology associated with that row is discussed in the chapter. Similarly, an “X” in an application chapter indicates that a specific technology is discussed in that chapter.
Part 2: Applications
Tables I.2 and I.3 relate applications (IFMA’s 11 core competencies) discussed (rows) to the chapters. Table I.2A relates the technology chapters (columns) to applications (rows), and Table I.3 relates the application chapters (columns) to facility applications discussed within the chapter (rows).
1 See www.ifmacredentials.org/.
Chapter Abstracts
CHAPTER 1: CAFM/IWMS: BALANCING TECHNOLOGY, PROCESSES, AND OBJECTIVES
Chris Keller
FM automation (CAFM/IWMS) primarily is viewed as an FM department tool that supports FM operations. The facility can be a key tool for the leadership of an organization to use to achieve its goals. Proper selection and implementation of these tools is critical in determining the current and future value these tools and the FM department have to the organization as a whole.
Most IT projects fail—primarily through a misalignment of the project objectives and the project solution. FM automation tools facilitate processes that deliver FM departmental objectives in support of an organization’s mission. Integrating organizational objectives with the selection and implementation process can ensure the FM department’s successful support of these objectives.
Facility managers need to adjust technology tools and processes well in advance of a problem’s visibility in order to successfully address the new requirements for their customers. Proactively preparing the facility to address its inhabitants, future needs requires analyzing trends in facility management, business, and technology.
New and future technology will facilitate the daunting task of achieving organizational objectives and more easily convey to leadership the value of FM to the organization. The advancing technology relevant to FM is in transition from providing feature enhancements to facilitating process and culture transformations.
CHAPTER 2: BUILDING INFORMATION MODELING
Louise Sabol
Building information modeling (BIM) is a software technology gaining rapid acceptance throughout the architecture, engineering, and construction (AEC) industries. BIM incorporates the accurate 3D real-life geometry of a building, along with a structured information base of nongraphic data, providing detailed information about the building components. BIM has the potential to enable fundamental changes in project delivery by supporting the information needs of all stakeholders in the process from conceptual design through facility management.
To date, BIM has been used most extensively in design and construction. Its adoption for facility management is less straightforward. BIM has the potential to offer a new level of functionality for managing buildings and the physical assets within them by offering an integrated information base rich in detail, and powerful by virtue of its capabilities to realistically visualize building environments.
Capabilities to track space and assets in BIM, along with their quantities, locations, and attributes are important for facility management. The technology’s potential for estimating and quantifying building performance is also increasingly important. Aspects that can be tracked within a building information model can include space allocations, asset management, energy efficiency, security operations, sustainability, compliance issues, and many other activities.
Standards for data exchange in the building and FM industry are undergoing development in order to support new information workflows and enabling technologies such as BIM. The National Building Information Model Standard, under the direction of the buildingSMART alliance (bSa), is developing open standards to guide adoption and use of the technology. Several core components are being developed, including industry foundation classes (IFCs) that are an open data format intended to facilitate the transfer and integrity of information between intelligent building models and the information systems that play a role in building management. One notable bSa initiative is the Construction Operations Building Information Exchange (COBie), which improves project data delivery to owner/operators.
The next few years will see facility professionals and solutions vendors work in multiple arenas to leverage BIM’s promise in order to deliver better information management to facility management. BIM is a robust information technology, offering a lot of potential for facility management; however, there are many challenges ahead in making the technology truly useful to FM.
Facility owners are looking to utilize BIM to bring added efficiencies to their processes. The Military Health System (U.S. Department of Defense) are investigating automated tools to export data from their facilities planning programs into BIM models, demonstrating health care uses for sustainability and BIM.
CHAPTER 3: BUILDING AUTOMATION AND CONTROL SYSTEMS
Terry Hoffmann
Facility managers rely on automated systems for monitoring and control of buildings they manage. In this chapter, the author describes the evolution of building automation systems (BASs) as energy management and control systems, their current use in FM, and how they are evolving, and presents a case study of a Florida university.
The author summarizes BAS today as follows: “Building automation systems use current technology to provide safety for both occupants and assets. They contribute to the productivity of the enterprise by conserving energy and optimizing the efficiency of equipment throughout facilities and the people who are responsible for operating and maintaining them. They provide a foundation for sustainable programs and projects by providing the accurate and secure data required for decision making and verification.” However, although this represents the current state of BAS, most buildings still maintain older stand-alone systems from multiple vendors. In turn, this results in extreme energy inefficiencies. Hoffmann explores what he believes are the technologies that have the greatest impact on these factors:
Harmonized standards
Wireless technology
Internet protocol (IP)-based control
The author maintains that installed BAS systems will receive the greatest benefit from enterprise applications associated with energy optimization, asset allocation, resource planning, sustainability application, and dashboards. These applications will require new network infrastructures that can take advantage of state-of-the-art software and hardware technologies including semantic technologies, augmented reality, context aware control, and ubiquitous access. What is the BAS system of the future going to look like? The author responds that it “is likely to be comprised of very intelligent nodes that are capable of making informed decisions on their own. But they will also know when it is necessary to ask for help from other devices on the local network—or escalate the search to the enterprise or Web level as the situation requires.”
CHAPTER 4: ROLES OF GEOGRAPHIC INFORMATION SYSTEMS IN FACILITY MANAGEMENT
William P. Witts Jr.
Geographic information systems (GISs) is software for analyzing geospatial information (i.e., point, line, areas) tied to a global coordinate system. Because of this, GIS can perform certain types of analysis that cannot be done with traditional CAFM systems. Traditionally, GIS has not been used for FM applications. Rather, it has been used for applications such as land analysis, utility distributions, and asset management.
Witts uses GIS technology for analyzing spatial components of a building such as floor plans, building information, and utility structures. GIS can analyze vector, raster, and tabular data, and each has a role for FM applications. For example, vector data can perform traditional computer-aided design (CAD) analysis; raster data can analyze a building in the context of the other buildings using a vast array of existing geospatial databases; and tabular data can store attributes associated with vector or raster data or exist outside of a spatial reference.
This chapter describes and illustrates both traditional FM applications as well as applications that traditionally fall outside the scope of CAFM or IWMS software. For example, location maps can depict the closest exit of a fire hydrant to a building; density maps might display population densities on a campus at different times of the day; and change detection maps can show how a facility has changed over several years. Finally, Witts presents a case study of how GIS is deployed at MIT for facility management applications—both inside and outside of a building.
CHAPTER 5: RADIO FREQUENCY IDENTIFICATION
Geoff Williams
Radio frequency identification (RFID) is a new technology that is just beginning to be adopted by facility managers. RFID uses radio waves to automate the identification of objects (e.g., assets, people). This is accomplished by storing data about the object within a microchip (an RFID tag) that is attached to an antenna. The tag is able to transmit the data using radio frequencies back to a reader which converts the radio waves back into digital information. These tags are very inexpensive and offer a host of potential applications for the facility manager.
The chapter explores barcoding and RFP technology. Barcoding currently is used extensively for the tracking of furniture and equipment. In the past, the asset management of a facility relied heavily on barcoding systems for tracking a site’s furniture and equipment. RFID differs from barcoding in a number of ways that are explored in the chapter.
Finally, the chapter focuses on how this new technology is being used for facility management. Given the technology and characteristics of RFID technology, Williams discusses a number of FM applications that lend themselves to this technology. These include:
Asset tagging for antitheft
. Organizations can embed tags in assets above a certain dollar threshold that can trigger an alarm if the asset changes location.
Asset tagging for asset management
. Tracking assets (FF+E, for example) can be done automatically and update asset management software systems such as those found in CAFM and IWMS.
RFID tags for personal management
. This application has privacy implications, but RFID tags on people will locate them automatically in terms of emergency.
RFID tags for security management
. Tags can be used as a key to access a building or certain spaces within a building.
BAS applications
. When deployed with a sensor, RFID tags can record, for example, temperature, movement, and radiation. Such data can be used to control real-time systems or trigger work orders for a computerized maintenance management systems (CMMS).
CHAPTER 6: INFORMATION AND COMMUNICATIONS TECHNOLOGY
Richard Hodges
This chapter describes how the accelerating rate of innovation in information and communications technology (ICT) is shaping life in the twenty-first century, and the effect those changes will have on the design and use of commercial buildings. He identifies five major technology trends:
Ubiquity
Mobility
Personalization
Virtualization
Visual Communication
For each of these trends, the author analyzes the behavioral effects of those trends and argues that FM professionals must understand and plan for operating in a world of technology-driven change. As an example, the chapter includes a review of wired and wireless communications infrastructure technologies and presents ideas for new “future-proofed” designs that reduce both cost and eco-footprint of ICT infrastructure. The chapter concludes with case studies that provide real-world examples of the new design approaches in various types of buildings.
CHAPTER 7: WORKFLOW TECHNOLOGY
Paul Head
Workflow technology moves business forward by supporting enterprise requirements for transactional and human-centric processes. The facility management organization can leverage the extended enterprise to propel knowledge into motion. Evolving from imaging and transactional processes, workflow technologies have come a long way to support the more human-centric business requirements to positively affect every employee, manager, supplier, and customer. Standards developed by the Workflow Management Coalition (WfMC) have helped establish an effective framework to support a common software development and communication method between diverse technologies that require workflow to drive their requirements. Documentation standards such as business process modeling notation (BPMN) benefit the organizations leveraging workflow and ensure a common way for business process consultants to document the business requirements and technology consultants to implement the requirements.
As a facility management professional, it is important to understand the basics of workflow and the significance of how it can influence daily life. Through a better understanding of the types of workflow and areas that can be effectively controlled by workflow solutions, you can leverage your expertise and current facility management technologies into a series of repeatable best practices. In a period of uncertainty and an ever-changing workforce, workflow technology can ensure a faster ramp-up for new employees, reinforce standard operating procedures for existing employees, and support regulatory reporting for compliance. As with any benefit, to maximize your investment requires the necessary time to capture effective processes and correct broken processes to provide the highest yield. Whether interacting with multiple organizations to complete a task, monitoring systems to ensure maximum up time, or interacting with internal groups to communicate change, workflow technologies support facility managers to execute their strategic mission through the leveraged use of the extended enterprise.
CHAPTER 8: SUSTAINABILITY
Louise A. Sabol
Buildings consume significant natural resources and have a vast impact on the environment. Building operation alone accounts for approximately 40 percent of U.S. primary energy use. A well-crafted plan to improve the environmental performance of facilities often will result in significant benefits to both the organizational bottom line and to our overall energy efficiency and independence.
Achieving sustainability certification is one approach facility owners can take to benchmark progress and achievement for their facilities. To facilitate these endeavors, there is a growing number of software applications available commercially to handle a range of data requirements throughout the building life cycle—from initial assessments, to project planning, implementation, and into sustainable operations and maintenance.
Although design and construction of facilities is a critical area for achieving sustainability, organizations spend most of their infrastructure dollars operating and maintaining facilities over their life cycle. A life-cycle cost analysis (LCCA) is a method for assessing the total cost of ownership (TCO) for a facility. LCCA especially is useful to evaluate project alternatives that fulfill the same performance requirements, differing with respect to initial costs and operating costs, to determine the option that maximizes net savings.
Measuring and improving a building’s carbon footprint (greenhouse gas emissions or GHG) is becoming an important metric for building owners and facility management. Carbon management software and services is a rapidly growing area fueled by unpredictable energy costs, greenhouse gas compliance requirements, and more robust sustainability strategies within organizations.
Owners increasingly will need to make informed decisions to control and reduce their facility’s energy use in sync with the costs and efficiencies of their building systems. Software technologies are being rapidly developed and enhanced to support decision making on sustainability initiatives and energy analysis. One of these, building information modeling (BIM), offers a means of analyzing building designs for sustainability requirements and energy efficiency, and increasingly can interact with a range of external software applications for advanced analysis.
Support for the operational management of sustainable and energy-efficient buildings (high-performance green buildings) is another rapidly expanding area of technology development. In a case study for the use of sustainable operational management (building monitoring, commissioning, and data management), the state of Missouri was facing many rapidly escalating facilities issues during the period 2000 to 2005, including increased energy expenditures, escalating real estate costs, and a growing backlog of deferred maintenance items. The state’s energy reduction initiative returned annual savings from the combined projects of more than US$35 million per year, US$20 million from energy savings alone. Efficiencies were achieved through reduced energy usage, process improvements in facility automation, monitoring and management, and more efficiently real estate portfolio management.
CHAPTER 9: CONDITION ASSESSMENT IN FACILITY ASSET MANAGEMENT
James B. Clayton
Facility asset management is an emerging, strategic approach to capital budgeting and optimal allocation of scarce funds for the repair, renewal, and modernization of aging facilities. The promise of facility asset management is that practitioners will reap budget success, reliable mission performance, and grateful stakeholders. Advocates also claim the approach can control operational risk, reduce cost of ownership, prolong component life, eliminate unforeseen dollar demands and, thus, help optimize return on investment in facility performance.
The facility asset management process entails systematically collecting key data and delivering the data to computer models and analytic tools to create business intelligence. Facility managers use business intelligence to conduct organized, logical, and complementary decision making at strategic, operational, and tactical levels.
The author sets the stage for the chapter’s main topic of condition assessment by discussing the origins of facility asset management, describing each phase of the process in detail, and explaining the role that condition assessment plays in one of the phases.
Clayton then drills down into the four techniques of building condition assessment, describing in detail and with cited references the origins, characteristics, strengths, and weaknesses of each. The chapter concludes with guidance on how to decide which technique is best for an organization.
CHAPTER 10: COMPUTER MODELING
Eric Teicholz
This chapter presents an overview of computer modeling and simulation related to facility management applications. Following a brief review of computer models and simulation, the chapter describes four areas in which models have been successfully used: visualization, space allocation, facility asset management, and energy.
Every model represents some simplification of a more complex reality to allow for the calculation of relevant variables (heat flow, stress, cost, etc.). A computer model consists of two components: the computer-based mathematical representation of a physical process and the definition of conditions for testing that representation against desired criteria. Such models attempt to calculate solutions that predict how systems behave based on various parameters and the model’s initial conditions.
Simulation models require external data input into the model because the universe of possible solutions for the model cannot be computed without such input. For example, an energy model designed to calculate an ENERGY STAR score for a building might have initial input from a variety of sources: from the user (e.g., building type, address, age), from prestored tables (weather conditions, energy costs for that location), or from building automation sensors (BAS) that automatically track and control energy usage for various assets.
Visualization models discussed in this chapter include CAFM and BIM. The BIM discussion is meant to complement the discussion included in Chapter 2 of this book. The space allocation discussion breaks down space management into its discrete inputs: space inventory, requirements, allocation, and planning/forecasting. Asset management modeling (authored by James Clayton) is likewise written to complement Chapter 9, which deals in detail with this subject. Finally, the energy management modeling component of the chapter describes some of the newly emerging parametric models and how they are used to calculate cost-effective energy retrofits.
CHAPTER 11: TECHNOLOGY AND THE WORKPLACE
Erik Jaspers and Eric Teicholz
A key challenge for today’s facility manager is to effectively adapt to change. Change caused by globalization, economics, changing work styles, and technology innovation directly impact the world of facility management, the services performed by facility managers, how they communicate, and the physical workplace itself.
Traditional IT technologies such as computer-aided facility management (CAFM), integrated workplace management systems (IWMSs), computerized maintenance management system (CMMSs), and geographic information systems (GISs) as well as new mobile, collaborative, workflow, and sensor-based technologies are valuable tools for facility managers that increasingly will impact the workplace. The scope of new and emerging tools is vast and the FM needs to understand not only the technologies but when and how to apply them so as to realize the greatest benefit for the organization. The facility manager needs to establish priorities regarding what to automate and be able to understand the potential impact of that technology on the workplace. Factors such as the type of organization, available resources, culture, and IT competency level must all be taken into account.
This chapter is designed to assist the facility manager in understanding these traditional and emerging technologies, their impact on the workplace, and when and how to apply them. Numerous examples of how these technologies are being used are likewise presented. In this manner, facility managers not only are assisted in acquiring an understanding of relevant technologies available, but how and when to apply them.
CHAPTER 12: THE ROLE OF PEOPLE AND PROCESS IN TECHNOLOGY
Angela Lewis
Technology is a foundational part of the daily responsibilities of facility managers. In fact, IFMA defines facility management as “a profession that encompasses multiple disciplines to ensure functionality of the built environment by integrating people, process and technology” (www.ifma.org/resources/what-is-fm/fm-definitions.htm). The focus of this chapter is to discuss the importance and interactions between people, process, and technology. Although the concepts discussed within the chapter can apply to many facility management technologies, the chapter uses energy and maintenance management software to frame the discussion.
The chapter first discusses some fundamental concepts and definitions. The chapter then provides an overview of the challenges that result when technology, people, and process are not balanced during a technology planning and implementation project. The chapter acknowledges current needs using examples from energy and maintenance software planning and implementation projects. The discussion of current needs is followed by a discussion of what is needed to support emerging technologies. The chapter closes with two case studies. The first case study provides an overview of how to use a building automation system (BAS) to benchmark and improve energy efficiency within a lab building. The second case study summarizes the importance of people and organizational roles within a software enterprise system integration project, with an emphasis on lessons learned.
CHAPTER 13: SOCIAL MEDIA
Dean Stanberry
Social media has infiltrated most everyone’s professional and personal life. Whether you herald its arrival or curse its existence, you can’t escape its impact on the world around you. In step with the swell of technological advancement, social media is evolving at a pace seemingly beyond our capacity to absorb.
The objective of this chapter is to strip away the irrelevant and focus on the elements of social media that matter to you professionally. We start by providing a historical perspective on the evolution of social media. While it may seem revolutionary, it has, in fact, evolved over the past 30-plus years, beginning with the introduction of the personal computer in 1982. Next, we explore facility management–focused social media, pointing you toward a wealth of FM knowledge.
Finally, pointers are offered on making social media work for you. In this age of shifting priorities and tenuous employment, everyone needs to maintain a professional edge. Social media is one of the many vehicles at your disposal to maintain that edge—but it does not happen without some effort on your part. Ultimately, engaging in social media is a matter of personal choice.
Author Bios
JAMES B. CLAYTON, PE, MSEE, RIS
Director of the Institute for Responsible Infrastructure Stewardship
Jim Clayton is a senior fellow and director of the Institute for Responsible Infrastructure Stewardship (IRIS), an independent, not-for-profit “think tank” that researches and promotes the use of business analytics and multicriteria decision making for obtaining best and highest use of scarce capital repair/renewal funds.
Clayton is a registered professional engineer, holds an MSEE from the University of Michigan, and has served 45 years as a facility manager, business executive, and private consultant to building owners, commercial firms, and public agencies. In 1984, following a distinguished career in the Navy Civil Engineer Corps, he joined Kaiser Engineers Inc. as a principal engineer. Later, he advanced to vice president of two other companies, and subsequently founded UNITY Inc., where he was president from 1996 to 2007.
In addition to speaking at technical conferences and writing for the IFMA Foundation, Clayton conducts peer reviews of papers submitted to the ASCE Journal of Infrastructure Systems. He also recently assisted the Federal Accounting Standards Advisory Board in amending SFFAS 6, a facility-related, generally accepted accounting principle (GAAP) for the federal government and used by many state and local governments.
PAUL HEAD
Manager, Ernst & Young Advisory Services
Paul Head is a manager in Ernst & Young’s Construction and Real Estate Advisory Services Practice. With more than 20 years in the strategic and operational management of facilities and real estate spanning the full spectrum of the real estate life cycle from design, construction, to operations and technology implementation. As a Lean Six Sigma Greenbelt, Head has helped organizations streamline operations, reduce risk, and eliminate waste. His experience is concentrated in business transformation, strategic alignment with organizational mission, operational efficiency, knowledge management, and enterprise technologies.
He has provided these services to a broad array of clientele in the following industries: government, oil and gas, manufacturing, utilities, architectural/engineering/construction, finance, health care, and education.
Head holds an undergraduate degree in architecture and environmental design from Ball State University.
RICHARD HODGES
Founder and Principal, GreenIT
Richard Hodges is the founder and a principal of GreenIT. He has 25 years of experience in the technology industry and as a consultant. Hodges established GreenIT as the first consultancy to develop a systemic and strategic approach to sustainability for information and communications technology (ICT) systems.
Hodges has a unique breadth and depth of experience in the technology, energy, and real estate industries. He has consulted to utilities, real estate developers, and a broad variety of public- and private-sector clients, and has established himself as a leading expert in the integration of ICT systems and buildings to enable sustainable development.
TERRY W. HOFFMANN
Adjunct Professor, Milwaukee School of Engineering
Terry Hoffmann has been an active participant in the building controls industry for more than 37 years. He recently retired from Johnson Controls after serving there in various positions related to product development, sales, and marketing. He is the writer of numerous articles on subjects related to building intelligence and building systems integration published in trade and technical journals and has spoken at conferences on these topics around the world. Hoffmann has served as a committee member for both LonMark International and BACnet International.
He holds a bachelor of science degree in electrical engineering from Marquette University and a master’s degree in engineering management from the Milwaukee School of Engineering.
ERIK JASPERS
CTO, Planon
Erik Jaspers has more than 27 years of experience in IT and has held various positions, primarily in IT project management and information management for multinational companies like ATOS (Origin) and Philips.
For the past 12 years he has been working for Planon, a European-based CAFM/IWMS software vendor. Over these years, he has held leadership positions concerning the development of CAFM/IWMS software solutions. He led the introduction of agile project management for software product development (SCRUM), at the forefront of the adoption of these methodologies.
Currently, Jaspers is primarily concerned with innovation policy and the management of the Products and Solutions Roadmap for Planon, translating market developments (technical as well as nontechnical) into solutions for facility management.
Planon is committed to developing leading solutions for companies in managing their real estate, space, maintenance, and service management operations. Planon products are well suited for worldwide deployment.
CHRIS KELLER
Managing Director, Facilities Solutions Group, LLC
After earning a bachelor of arts degree from Wesleyan University and a master’s degree in architecture from the Graduate School of Architecture and Urban Planning at UCLA, Chris Keller began his professional career as an architect. Keller’s passion for architecture and computers led him into the world of FM automation.
Keller has been implementing FM automation systems since 1988 across many industries, including education; finance; insurance; pharmaceutical; local, state, and federal government; health care; utilities; manufacturing; intelligence community; aerospace; and defense. In 1993, Keller formed Integrated Data Solutions (IDS). IDS was an FM automation services company that generated value to its customers by improving FM processes through technology. Keller merged his company with Facilities Solutions Group in 2006. As managing director of FSG, he continues to provide FM process and automation services to commercial, institutional, and federal government organizations.
Since 1996 Keller has been an active member of IFMA and has served as an officer of the Information Technology Council from 2000 to the present. He was president of the Council from 2005 to 2007 and currently stays active as a past president. Keller’s architectural work was published in Southern Homes magazine. Keller has written a host of articles relative to FM automation appearing in Maintenance Solutions, Building Operations Management, and Total Maintenance Solutions magazines. He was a contributing author for the RS Means Guide and has been published in the Facility Management Journal. Additionally, Keller has given more than 100 seminars and webinars on FM automation and has been invited to speak at conferences sponsored by: American Institute of Architects (AIA); Architecture, Engineering and Construction (AEC); Business Products Industry Association (BPIA) Neocon; International Facility Management Association (IFMA) World Work Place; Realcomm; FAECOM World Technology Conference; FIATECH; Autodesk University (AU); and APPA.
ANGELA LEWIS, PE, PhD, LEED AP
Project Manager, Facility Engineering Associates
Angela Lewis, P.E., PhD, LEED AP, is a Project Manager at Facility Engineering Associates in Fairfax, VA. Lewis is an engineer and facility management consultant with a background in heating, ventilating, and air-conditioning (HVAC) systems, building controls, and energy and maintenance management. Lewis has a PhD from the University of Reading and has served as an editor and technical writer for several publications, including the IFMA Foundation 2009 North American Facility Management Degree Program Guide, the IFMA Foundation Sustainability How-To Guide Sustainability in the Food Service Environment and has authored multiple articles in research journals and trade magazines. Lewis served as the 2009–2011 managing editor for the IFMA Foundation Sustainability How-To Sustainability Guide series.
LOUISE A. SABOL, AIA, LEED AP
Director of Technology Solutions, Design + Construction Strategies, LLC
Louise Sabol, director of technology solutions with Design + Construction Strategies, is an architect and technologist with more than 20 years of experience in leveraging technology to improve project delivery and life-cycle management of the built environment. Sabol’s experience in the AEC, IT, and facility management consulting arenas provide her with unique capabilities for developing complex and versatile information-enabled solutions. She brings particular expertise in sustainability, real property data systems, and technology-enabled workflow analysis. For D+C Strategies, she directs the development of solutions that combine data and visualization technologies to meet rapidly changing business needs affecting the built environment.
Clients have included Autodesk, Smithsonian Institution, Veterans Administration, and GSA, among many others. Her degrees include a bachelor of science degree in architecture from The Ohio State University and a master of architecture from Catholic University. She is a registered architect and a LEED AP certified professional. Guest speaking engagements have included George Mason University, SAME, Autodesk University, and the Federal Facilities Council.
DEAN STANBERRY
National Engineering Operations Manager, Jones Lang LaSalle
Dean Stanberry is a facility management and corporate real estate professional with a diverse background in facilities organizational development and operations, quality and process management, facility design and construction, FM outsourcing, procurement, and data center operations. His current role is national engineering operations manager for Jones Lang LaSalle supporting Charles Schwab.
Stanberry is a past president of the Denver Chapter of IFMA. He currently serves as a trustee for the IFMA Foundation, member of the IFMA Sustainability Committee, and member of the U.S. Green Building Council (USGBC) Colorado Chapter board of directors.
ERIC TEICHOLZ, IFMA FELLOW
President, Graphic Systems, Inc.
Eric Teicholz is president of Graphic Systems, Inc., a Cambridge, Massachusetts firm specializing in facility management and real estate automation consulting. He is an IFMA fellow, a member of IFMA’s Board of Directors, past chair of the IFMA Sustainability Committee, member of the IFMA Foundation board of trustees, and a member of the National Academies National Research Council committee. His current work with IFMA includes his position as co-chair of Knowledge Management for the IFMA Sustainability Committee, executive editor of IFMA’s “How-To” sustainability guides, and member of IFMA’s Strategic Planning Oversight Team. Teicholz is also co-editor of the peer-reviewed International Journal of Facility Management and a member of the Commonwealth of Massachusetts’s Facility Advisory Committee.
Teicholz is the author/editor of 12 books related to computer-aided design and architecture, computer-aided facility management, and geographic information system technology. Teicholz was educated as an architect at Harvard University. Before Graphic Systems, he spent 12 years at Harvard’s Graduate School of Design as an associate professor of architecture and associate director of Harvard’s largest research and development facility, the Laboratory for Computer Graphics and Spatial Analysis.
GEOFF D. WILLIAMS
Facilities Director, The Centre for Health & Safety Innovation
Geoff Williams is the Manager of SeawoodFM and an associate at Seawood Solutions and Services Inc. Seawood is a wholly owned subsidiary of MMM Group Limited, which is headquartered in Toronto, Ontario, Canada. In his capacity at Seawood, he has overseen the development, implementation, and marketing of SeawoodFM, Seawood’s own Web-based FM solution. SeawoodFM is currently assisting the day-to-day operations of a wide variety of health care facilities in managing more than 10 million square feet of property.
Williams is also the past president (and current secretary) of the IT Council of IFMA and the past president of the Toronto Chapter of IFMA. In all of these roles, he supports the FM industry at large. Williams is a graduate of the University of Waterloo’s School of Architecture, holding degrees in both architecture and environmental studies.
Williams resides northeast of Toronto, Ontario, where he lives with his wife, Laurie, and their two children, Claire and Lauren.
WILLIAM P. WITTS JR.
GIS/CAD Specialist, MIT Department of Facilities
William Witts is the GIS/CAD specialist for the Massachusetts Institute of Technology Department of Facilities. He has nine years’ experience in the GIS field working in municipal government and as a consultant in the AEC industry. Earlier in Witts’s career, he worked as the GIS coordinator for the town of Bedford, Massachusetts. There, Witts oversaw all aspects of GIS management within the town. Just prior to joining MIT, Witts worked on GIS integration with asset management products for a large AEC firm.
In his current position, Witts is working on several GIS mapping projects, support of GIS/CAD-based applications, and administration of enterprise wide databases and servers for the department. Witts has a bachelor’s degree in regional planning and a master’s degree in geographic information science.
PART 1
Technology
Chapter 1
CAFM/IWMS—Balancing Technology, Processes, and Objectives
Chris Keller
EXECUTIVE SUMMARY
Facility management automation (computer-aided facility management or CAFM and integrated workplace management system or IWMS) primarily is viewed as a facility management departmental tool that supports facility management (FM) operations. Proper selection and implementation of technology tools are critical in determining the current and future value of the FM department to the organization. Optimization of the organizational value of the FM department occurs when the tools facilitate processes that deliver facility departmental objectives in support of an organization’s mission.
Facility managers need to adjust the technology tools and processes well in advance of a problem’s visibility in order to successfully address the new requirements for their customers. Proactively preparing the facility for inhabitants’ future needs requires analyzing trends in facility management, business, and technology. New and future technology will facilitate the considerable task of achieving organizational objectives and more easily convey to leadership the value of FM to the organization.
