Answering The current approach of quantitative KPI for FM strength and weakness. How qualitative or mixed approach is better.

Transcription

1 2013/14

2 2014/15

3 2013/14

4 PLANNING Strategizing Chapter 4/5 Action word - Evaluate. Key words current approaches, need for FM KPI, strength & weaknesses. Re-interpret question The current approach of quantitative KPI for FM strength and weakness. How qualitative or mixed approach is better. Outline 34/2= 15 points.

5 PLANNING Answering The current approach of quantitative KPI for FM strength and weakness. How qualitative or mixed approach is better. Outline Intro What is FM KPI? Why the need for KPI whether in house or outsourced? (3points) Body/ Answer the question (say 13 points) Why quantitative approach is the current approach (2 points) Strengths (3points) Weaknesses (3 points) How can it be better qualitative or mixed approach Alignment with business/ facilities as an enabler (2 points) Balanced Scorecard/ Management by variance (3 points) Conclusion Depending on the organization/ biz cycle or extent of outsourcing the current approach is good enough for operational FM but not for strategic FM 2 points

6 What is FM KPI? Why the need for KPI whether in house or outsourced?

7 What is FM KPI? Why the need for KPI whether in house or outsourced?

8 Why quantitative approach is the current approach (2 points) Tendency to focus on operational FM/ reactive. Easier for reporting e.g. FM cost per staff/ used for justifying FM existence.

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10 Strengths (3points) Consider every service or item of exp. Can produce management info and interface with customers opinions.

11 Strengths (3points) Can link to SLA key to KPI.

12 Weaknesses (3points)

13 Weaknesses (3points)

14 How can it be better Alignment with business facilities as an enabler Customer satisfaction Value for money.all these how to measure?

15 Balance Scorecard

16 Balance Scorecard

17 Balance Scorecard

18 Management by variance

19 Conclusion

20 Conclusion

21 2014/15

22 2014/15

23 PLANNING Strategizing Chapter 5/4. Action word Describe ways. Key words Benchmarking, information, decision making, bank, value add. Re-interpret question 2 ways (qualitative and quantitative) for benchmarking FM to show value add to bank for it to make FM decisions. Outline 34/2= 15 points.

24 PLANNING Answering 2 ways (qualitative and quantitative) for benchmarking FM to show value add to bank for it to make FM decisions. Outline Intro What is benchmarking? How is it related to KPI. (2points) Body/ Answer the question (say 8 points) Quantitative method (3-5 points) What is it/ information - KPI metrics What information How it value add? Qualitative method (3-5 points) What is it/ information Balance score card/ management by variance. How it value add? Conclusion Depending on the management mindset of the banks and how strategic is FM, both ways can be used to show value add and for decision making. Eg sale of building, leasing cheaper locations, energy savings etc. 2 points

25 Benchmarking

26 Benchmarking

27 Benchmarking

28 Benchmarking

29 Quantitative approach Describe the 3 main categories of KPI/ metrics. Related to cost and customer satisfaction. From operational FM perspective

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31 Value Add (3points) Consider every service or item of exp. Can produce management info and interface with customers opinions.

32 Value Add (3points) Can link to SLA key to KPI.

33 Qualitative Method - Balance Scorecard

34 Balance Scorecard

35 Balance Scorecard

36 Qualitative Method - Management by variance

37 Qualitative method value add Alignment with business facilities as an enabler Customer satisfaction Value for money But harder to produce information for decision making and is subjective as it is as at strategic level

38 Qualitative method value add

39 Qualitative method value add

40 Conclusion

41 Benchmarking

42 Benchmarking

43 2014/15

44 2014/15

45 PLANNING Strategizing Chapter 2/ 1 Action word evaluate in detail. Key words competency areas, appropriate, facilities requirements. Re-interpret question Which FM competency areas are appropriate for an organization and which are not. Outline 34/2= 15 points.

46 PLANNING Answering Which FM competency areas are appropriate for an organization and which are not. Outline Intro What is competency? BIFM and IFMA definitions. (6points) Body/ Answer the question (say 9 points) Depending on the 4 stages of organization/ 5 models of FM (2 points) Total FM/ Operational Appropriate competency / What is not appropriate? Strategic FM Appropriate competency / What is not appropriate? Conclusion Also depends on the resources available ie HR budget, the availability of talents and current FM education and training available locally. Eg Singapore FM is focused on operational FM. 3 points

47 What is competency? IFMA definitions Knowledge, skills, attitudes Levels of competencies Areas of competencies - IFMA

48 What is competency? IFMA definitions

49 What is competency? IFMA definitions

50 What is competency? BIFM definitions

51 What is competency? BIFM vs IFMA

52 Depending on

53 Depending on

54 Depending on

55 Total FM/ Strategic FM

56 Total FM/ Strategic FM

57 Total FM/ Strategic FM

58 Total FM/ Strategic FM

59 Total FM Appropriate Competencies

60 Strategic FM Appropriate Competencies

61 Total FM vs Strategic FM Appropriate Competencies Core Competencies Total FM Operational Overall management Strategic FM Long range planning Value creation Main differences Overlap competencies Maintenance and operations Facility functions Procurement Space management Real estate Specialized practices architectural, engineering, BCM, risk management Life cycle costing Innovation Budgeting/ finance Integration of services/ design for operations Design / project management Communication/ responsibilities

62 Conclusion Further depends on local context/ HR

63 Conclusion Further depends on local context/ HR

64 Conclusion Further depends on local context/ HR

65 2013/14

66 2014/15

67 PLANNING Strategizing Chapter 5+ articles/ Chapter 6/ Chapter 3/ Chapter 7 Action word Critically evaluate. Key words Agility, FM requirements, planning, advancement of technology, anywhere, anytime, work-life balance. Re-interpret question The FM considerations when planning for workplace and business agility. To discuss trends and technology. Outline 34/2= 15 points.

68 PLANNING Answering The FM considerations when planning for workplace and business agility. To discuss trends and technology. Outline Intro What is business agility, workplace agility? Use the 3 dimension (Chapter 5). (6points) Body/ Answer the question (say 9 points) Areas of business concerns in present modern context. 1. Work anytime anywhere Chapter 5 slides 2. Work life balance CBRE report Agility implications for FM. Conclusion Higher IT and energy requirements to enable. Involves redesign of facilities. 2 points

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73 Work Anytime Anywhere

74 Work Anytime Anywhere Reduced workplace More collaborative and open space. More teleconferencing, IT facilities More power facilities. Assuming more offsite, overseas travelling eg sales force. Allow telecommuting. A form of BCP planning. Requires more comprehensive, real time facilities booking

75 Work Life Balance

76 Work Life Balance

77 Work Life Balance

78 Business Agility implications Unit 3 Outsourcing non core

79 Business Agility implications

80 Business Agility implications Unit 5 2 nd dimensions FM be flexible

81 Business Agility implications Unit 5 2 nd dimensions FM be flexible

82 Business Agility implications Unit 5 2 nd dimensions FM be flexible

83 Business Agility implications Unit 7 use of IT to boost FM productivity