Facility Manager's Handbook

Digitalisation is not just about the application of technology, but also about business transformation enabled by digital technologies. In terms of digital transformation, there is still a significant backlog in real estate management (REM) and facility management (FM) that must be addressed. Digitalisation is changing not only the format in which information is held and processed, but also business processes and working methods. This gives rise to new concepts and methodologies, commonly referred to as digital transformation. REM and FM managers need to be aware of and understand the relevant digitalisation technologies that play an important role in the REM and FM sectors in order to take advantage of them. This paper aims to increase stakeholders’ digital awareness by explaining key digitalisation technologies in the context of their use in business. It does so by first providing an overview of the selected technologies and showing how they relate to each other, resulting in a technology matrix that categorises the business uses with regard to REM and FM managers, building users and operators. These digitalisation technologies are then explained and discussed in detail. This paper concludes by structuring the technologies, identified benefits and key implementation challenges within a digitalisation framework. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.

PurposeThis paper aims to identify crisis leadership competencies in the facility management (FM) sector in Thailand.Design/methodology/approachThe Delphi technique was used in three rounds of opinion evaluation from 24 Thai FM experts, based on which a large-scale questionnaire survey instrument was developed and administered. Of the 350 questionnaires distributed, 290 usable questionnaires were obtained (82.85 per cent response rate). Factor analysis was used to reveal important leadership competencies for managing facilities in crisis situations.FindingsThe Delphi technique identified 32 potential FM crisis leadership competencies. Of these, principal component analysis revealed 29 significant competencies. These competencies were grouped, using factor loadings, into five different competencies: emergency preparedness; crisis communication; emotional intelligence; leadership skills; and problem-solving. Emergency preparedness was found to be the most important leadership competency in FM crisis management.Research limitations/implicationsThis study is limited to the experiences of FM experts in Thailand. Its empirical results can help human resource managers to develop appropriate training programs and policies for FM practitioners, as well as to help junior FM practitioners develop competencies essential for leaders in the FM sector.Originality/valueThis is a novel empirical study of leadership competencies in a growing business sector in Thailand (FM) and possibly other countries in the Asian region. Leaders in FM can benefit from recognizing the leadership competencies that are critical during crisis management.

PurposeThis research investigates the literature and perspectives of bilateral domains of experts, the facilities management (FM) and real estate management (REM) professionals. It provides insights towards a comprehensive understanding of office facilities relocation as organizational workplaces.Design/methodology/approachAn investigation of the literature was conducted, to identify design aspects, drivers, challenges, and technical and functional considerations of the workplace relocation. A structured survey was utilized, as face-to-face interviews with 32 FM and 32 REM professionals, to explore and compare their perspectives and expertise.FindingsThe study identified key aspects for workplace relocation that were rarely focused on, holistically, in the literature. The research led to identifying the drivers, challenges, considerations, scenarios, and design needs pertaining to the implementation, acquisition, and occupation of the workplace in times of relocation. There is a dispersed view on workplace relocation between FM and REM, which requires alignment. FM and REM experts' perspectives were intrinsically discussed to ascertain the identified key areas.Practical implicationsWorkplace relocation is a change that disturbs almost every workplace around the globe, at least once in its life cycle. This study enlists comprehension of the knowledge obtained from a review of the international literature, to provide a holistic guide for organizational decision makers, and interlink FM and REM professionals' perspectives, for enhanced decision-making.Originality/valueThis article reviews the literature on workplace relocation, covering FM and REM domains perspectives to advance the organizational workplace relocation practices.

Operational readiness and assurance (OR&A) play a pivotal role in ensuring the integrity and reliability of assets within the oil and gas sector. This review explores methodologies and best practices aimed at achieving excellence in facility management, with a focus on meticulous operational readiness and assurance within the asset integrity framework. The review delves into the critical importance of OR&A in mitigating operational risks, enhancing safety, and maximizing asset performance throughout their lifecycle. It examines the key components of effective facility management, including maintenance planning, risk assessment, compliance management, and emergency preparedness. Furthermore, the review highlights the methodologies and strategies employed to ensure operational readiness and assurance, emphasizing the significance of proactive maintenance, robust inspection protocols, and data-driven decision-making. It discusses the role of advanced technologies such as predictive analytics, condition monitoring systems, and digital twins in enhancing operational efficiency and asset reliability. Moreover, the review underscores the importance of a holistic approach to facility management, encompassing people, processes, and technology. It examines case studies and industry examples that demonstrate successful implementation of OR&A strategies, showcasing tangible benefits such as improved uptime, reduced downtime, and optimized resource utilization. Overall, this review underscores the critical role of operational readiness and assurance in asset integrity management within the oil and gas sector. By adopting meticulous facility management practices and leveraging advanced technologies, organizations can enhance operational excellence, mitigate risks, and achieve sustainable performance across their asset portfolios.
 Keywords: OR&A, Asset Integrity, Strategies, Excellence, Facility Management.

PurposeThe purpose of this paper is to determine how facility managers currently plan for emergencies and disaster recovery. Although preparation and drills have been demonstrated to improve lifesaving and business recovery capabilities, many organisations still do not have these plans. The scope of unpreparedness and reasons for lack of preparation were key issues, along with preferred methods to gain support for setting up plans.Design/methodology/approachOnline surveys sent to members of facility management (FM) groups within the USA were utilised. Qualified FM professionals made them relevant survey groups.FindingsWith 78 percent of respondents responsible for their organisation's emergency preparedness planning, only 87 percent in 2007 and 92 percent in 2008 actually have these plans in place. Reasons for lack of plans included “other priorities taking precedence” and “lack of personnel to address the issue”. Provision of sample or boilerplate templates could result in improved performance.Research limitations/implicationsUS FM professionals were surveyed. Results in non‐US locations may provide different information; locations with strong mandates for emergency/disaster plans would be expected to have better results. Industry types were not identified in this initial research data; however, future research could help to align specific industries' needs.Practical implicationsDespite 11 September and other tragedies, many organisations are still delaying or not understanding the importance of emergency/disaster recovery plans for their employees and business continuity.Originality/valueDirect feedback from FM professionals was utilised to understand emergency preparedness/disaster recovery planning. This is the first survey to report details of the many organisations still lacking these critical plans.

PurposeTo explore the change management experience of managers in the residential aged care industry and to develop practical proposals concerning change management in that industry.Design/methodology/approachA constructivist methodology. One‐to‐one interviews with two groups: a randomly chosen cross‐section of facility managers and a purposive sample of senior stakeholders within the industry. Thematic analysis to draw out themes in the interview transcripts, and to develop interpretations and connections to the literature.FindingsThere is not a clear understanding of how the management of change fits into the role of facility managers, and the management of change is in the background of management thinking and practice in the industry. The change management aspects of the facility manager's role have been largely taken for granted. This can lead to stress on the individual manager and reduces the effectiveness of the change process. There are many ways that facility managers can be better supported, including development of an analytical approach to change management, recognition of change management competencies and promotion of management development practices that support the management of change.Research limitations/implicationsSmall sample sizes make it hard to generalize. Further, research could include surveys of facility managers, change management competencies, model testing, workplace learning, long‐term evaluation of change programs.Originality/valueAdds to the small body of research on the experience of managers in change management, provides the only such research in the aged care setting, and contributes a range of practical proposals about the management of change.

This study addresses a critical deficiency in real estate management by examining how contractual arrangements between property owners and facility managers (FMs) can mitigate reputational damage arising from third-party liability incidents. While Spanish regulations impose comprehensive conservation and maintenance duties on property owners, current contractual frameworks inadequately protect owners from reputational risks when damages occur due to FMs’ negligence or operational failures. This conceptual study employs a systematic analysis of 16 Spanish regulations governing real estate conservation and maintenance duties, complemented by an examination of the statutory contract law and a Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis to evaluate the proposed solutions. The analysis reveals four distinct liability attribution blocks, ranging from quasi-objective owner liability to full objective installation holder liability. Current service contracts between owners and FMs provide insufficient reputational protection, as civil liability remains with the property owners regardless of the FMs’ performance. This study identifies specific contractual mechanisms—combining statutory work contracts with representative mandates and installation ownership transfers—that effectively redirect tort liability from owners to FMs. While this study focuses on Spanish regulatory frameworks as a methodologically necessary foundation for theoretical development, the conceptual framework provides transferable mechanisms for adaptation to other civil law jurisdictions. This study constitutes the first comprehensive analysis bridging legal architecture and facility management to propose novel liability transfer mechanisms within established frameworks.

This thesis is a manifestation of efforts to integrate FM into the development process through a greater involvement of Facilities Managers in the property development industry. It also presents an original contribution to knowledge in a form of a validated best practice, which is identified as the facilities management-development process (FM-DP) integration framework. The framework potentially serves as a guide to Facilities Managers and other professionals in various organisations in the property development industry to optimise the value of Facilities Management (FM) in the development project and to achieve sustainable development. The study was conducted as an exploratory sequential mixed methods design in order to identify the issues that limit Facilities Managers from being involved in the property development industry, when they are known to be an appropriate professional to optimise the value of FM in the development process. Qualitative approach has been used as a core component of this research in order to obtain confirmation of the critical issues obtained from the literature review. To develop the framework, a survey questionnaire was used followed by relevant statistical procedure and analysis. To ensure validation, a member-checking approach was implemented through focus group interview. The validated framework reveals that there are 52 best practices to be considered by Facilities Managers or other professionals in the property development industry to optimise the role of FM in the development process for sustainable development. In addition, the framework discovers that best practices are required in all stages of the development process. Nevertheless, Stage 4: Technical Design is crucial, as it requires most of the best practices that drive the integration of FM into the development process. The framework demonstrates a ‘killing two birds with one stone’ strategy: (i) exploiting the framework is expected to increase the profile of FM among other professionals, (ii) encouraging a greater involvement of Facilities Managers in the property development industry, which (iii) leads the project to a sustainable development agenda.

Identification and classification of facilities managers functions: A proposal validated by Latin American experts

Objective The aim of this systematic review is twofold: firstly, to identify the practice changes and interventions that have been adopted and implemented by community‐based health and social care organisations to ensure service continuity; and second, to explore high‐quality research‐driven recommendations regarding the development, implementation and evaluation of service continuity interventions. Methods This systematic review was performed in accordance with the Preferred Reporting Items for Systematic Reviews and Meta‐Analyses (PRISMA) guidelines. Eight databases were searched: Medline, PsycINFO, Embase, CINAHL, Scopus, ProQuest, Web of Science and EBSCOhost. Eligible studies were published between January 2000 and August 2022 and primarily focussed on service continuity support initiatives of community‐based health and social care organisations in various natural hazard and health‐related emergencies. Methodological quality of the selected studies was assessed using the Mixed‐Methods Appraisal Tool (MMAT). Thematic analysis of data was conducted. Results Out of 3195 articles, 35 met the inclusion criteria. Thematic analysis identified that interventions focussed on seven key domains to ensure service continuity: 1. Development or implementation of emergency preparedness and response plans; 2. emergency preparedness of healthcare workers (e.g., training and education); 3. asset mapping or resource management; 4. response strategies (e.g., practice changes, transition to virtual care); 5. workforce health and well‐being; 6. infrastructural and operational resilience; and 7. assessment of e‐health readiness. The findings highlight that community organisations implemented these interventions using their existing capacity, while some required external support. Furthermore, most interventions were reactionary and adopted in response to or during the recovery phase. Conclusion A comprehensive emergency preparedness plan that outlines service continuity planning for various emergency events will enable more efficient, context‐specific emergency management. This plan should also encompass collaborative activities across various sectors to ensure shared responsibility, enhanced communication and efficient resource management. Future studies could examine the association between organisational characteristics (e.g., type, size and service delivery mode) and intervention effectiveness.

Facility managers are increasingly tasked with being the champions of change in their organizations, which may include activities such as space management revisions, construction delivery practices, maintenance programs, technology implementations, and others. While much of the previous organization change management research has focused on how facility managers enable the adoption of planned change events (i.e., new technology), this study identifies the successful change strategies used in responding to unforeseen circumstances or events. The researchers evaluated these unplanned changes through the lens of COVID-19, given its nearly universal impact on facility management as a profession. The research team collected survey data from nearly 900 organizations in more than 60 countries, and conducted detailed follow-up interviews with 28 organizations. Twenty-two parameters were grouped into three categories: organizational characteristics, organizational change management practices, and change adoption measures. The research team used three random forest models and three logistic regression models to further examine the relationship between the data and the change adoption measures. The results indicate that three organizational change practices were particularly important to overall adoption success and achievement: appointment of a change agent, support of leaders, and the timeframe for implementing the change. The analysis also suggests that the type of unplanned change initiative has an impact on its long-term adoption throughout the organization. Organizations should consider using a formal change management approach in order to successfully implement unplanned change initiatives. This paper highlights the importance of an effective change, the active involvement and support of senior leaders, and the timeline of implementing the change—even if it is unforeseen.

PurposeHeritage building revitalisation (HBR) is gaining its popularity to intervene historic buildings/sites for their conservation and reuse. Given that multiple stake-holding situations are often involved in HBR process, coordination or managerial problem may hinder versatile facilities design for operational efficiency while preserving the heritage values. To address the coordination challenge, this paper aims to examine the relevance and relative advantages of a FM-led revitalisation strategy for HBR, which the existing literature has not yet addressed.Design/methodology/approachThis paper adopts a case study approach to a major HBR project in Hong Kong. This study conducted field observations and interviews, which were combined with publicly accessible policy and project information to identify stakeholders’ opinions and specifications for the role of facilities management (FM) in HBR project process.FindingsThe paper reveals the role of FM in coordinating the HBR process for the benefits of stakeholders and general community. FM allows a balanced approach to heritage building adaptation, sound user experience and broader community effects. This enables efficient decision-making, creative facilities design and effective public engagement. FM’s strength of fitting in the urban renewal context illustrates its comparative advantage for heritage conservation and revitalisation management.Research limitations/implicationsThis study develops a conceptual map to identify FM’s role in heritage building conservation and revitalisation. This will enhance process evaluation and project decision-making that are central to heritage conservation policy and HBR intervention practices.Originality/valueThis study examines relevance and advantage of FM-led business strategy for HBR, which the existing literature has not yet addressed. It discovers FM’s strategic roles and initiates a conceptual framework for evaluation of heritage conservation management.

PurposeAdoption of building information modelling (BIM) in facilities management (FM) provides an information platform to store and exchange asset data. Quantity Surveyors, with cost management expertise, are increasingly involved in FM roles in the operation phase. However, no study has been conducted on how BIM may assist Quantity Surveyors when contracted in FM roles. This study aims to identify the potential benefits and challenges of using BIM by Quantity Surveyors in FM roles.Design/methodology/approachInterviews were conducted with eight professionals from an international built and natural asset design and management company and its FM business partner in Australia.FindingsLack of complete and accurate data was the main issue faced by Quantity Surveyors in FM. The benefits of BIM in FM were digitizing and storing asset information and developing a cost database that would be useful for Quantity Surveyors, whereas challenges included keeping model data up to date, cost, industry resistance to change and contractors' lack of model use.Originality/valueThis study contributes to revealing the niche adoption of BIM by Quantity Surveyors in FM and identifying the issues faced by Quantity Surveyors in FM roles using BIM. It contributes to the knowledge of BIM adoption in post-construction. Findings will be useful to develop strategies for adopting BIM in FM and supporting Quantity Surveyors' roles in FM.

Purpose As climate change increasingly impacts the built environment, facilities managers are faced with the need to adapt building operations, maintenance and infrastructure to mitigate climate-related risks and enhance resilience. This study explores climate change adaptation in facilities management through a systematic review of peer-reviewed empirical research, providing global evidence and identifying gaps in the existing literature. Design/methodology/approach The Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) criteria were used to guide this systematic review of literature published from 2014 to 2023. Three relevant databases (Scopus, Science Direct and Google Scholar) were searched, based on this review’s search terms. The study employed thematic content analysis to examine the results from the 20 selected articles. Findings The results demonstrate the adverse effects of climate change on the built environment. Impacts such as increased property damage risk, reduced safety and poor air quality, among others, were identified. The study found that stakeholders in the built environment lacked climate change awareness. The adaptation strategies and barriers identified were largely generic and did not specifically focus on FM. Generally, the review revealed that literature on this subject in terms of the FM industry is scanty, dispersed and narrowly focused. This creates a knowledge gap for future research to help enhance climate change adaptation in the FM sector. Practical implications The lack of empirical evidence and theoretical development hinders the FM sector’s ability to respond effectively to climate-related challenges. This gap highlights the need for further studies on climate change adaptation in facilities management. Originality/value The study highlights the need for further research on climate change and facilities management based on the current state of literature on this subject.

PurposeThe aim of this paper is to describe the creation process of the model for identifying the added value of corporate real estate management (CREM), implement the developed model in a case organisation and test whether it works in practice.Design/methodology/approach– The study is carried out using a constructive research approach, where the validity of the model built is tested through a single, but in‐depth, case study.Findings– The research presents the model for identifying the added value of CREM, the theoretical connections from the empirical research and practical implications of the developed model. Furthermore, the study presents the main step of a constructive research approach and examines the applicability of this research approach to real estate and facilities management‐related research.Practical implications– The model tested and developed in this research provides corporate real estate and facilities managers with the tools they need to identify their contribution to the wealth of the firm. The model also helps organisations to ensure the match between a company's business and real estate and facilities strategies.Originality/value– Previous research has not tested the model for identifying the value added by corporate real estate and facilities management (FM). The research approach of the paper, a constructive study, is also quite unfamiliar to and untested by real estate and FM researchers.