Peter Barrett is Professor of Management in Property and Construction in the School of the Built Environment (SoBE) at the University of Salford. He is immediate past president of the International Council for Research and Innovation in Building and Construction (CIB) and was, from 2001 to 2008, Pro-Vice Chancellor for Research with overall responsibility for all research across Salford University. He is currently researching optimal sensory environments for schools and shops and leads on research methodology for postgraduate taught students in SoBE. Edward Finch was, until recently, Professor of Facilities Management in the School of the Built Environment at the University of Salford. He was co-ordinator for the CIB International Working Party in Facilities Management (CIB W070) and Editor-in- Chief of Facilities, a leading peer-reviewed academic journal in the area of facilities management. He is now a freelance FM industry commentator.

• Preface ixAcknowledgements xiiiI Dynamic, Strategic Facilities Management 11 Diversity and Balance in Facilities Management 31.1 Introduction 31.2 Generic FM model 41.3 Illustrations of facilities management systems 71.4 Facilities management models 141.5 Case studies 181.6 Conclusions 52References 522 Excellence Through a Client/User Orientation 532.1 Introduction 532.2 Societal context 542.3 Built environment impacts on users 552.4 The complex sensory impacts of spaces 562.5 Focusing through user-orientated design principles 602.6 Conclusions 74Endnote 76References 763 Engaging with Stakeholder Needs 813.1 Introduction 813.2 The relationship between the facilities management function and user needs evaluation 833.3 Post-occupancy evaluation (POE) 883.4 Data collection: Methods, analysis and presentation 983.5 Conclusions 105References 105Appendix: Post-occupancy evaluation data sheets 106II Organising for Facilities Management 1094 Organising for Facilities Management 1114.1 Introduction 1114.2 Performance measurement 1124.3 Organising the FM team 1134.4 Facilities management and measurement 1144.5 Relationship approaches to FM 1204.6 Flexibility and the FM organisation 1274.7 Tangible and intangible FM 1284.8 FM in the experience economy 1344.9 Conclusions 136References 1375 Managing People Through Change 1395.1 Introduction 1395.2 Change as a threat or opportunity? 1405.3 New service implementation cycle 1405.4 Multi-faceted ‘space’ 1455.5 Relinquishing the ‘old’ 1565.6 Embracing the ‘new’ 1575.7 Conclusions 161References 1616 Managing Briefing in Major Projects 1656.1 Introduction 1656.2 The importance of briefing 1666.3 Five keys to successful briefing 1676.4 Management of the briefing process 1896.5 Information required during the briefing process 1936.6 Conclusions 198References 200III Facilities Management Tools 2017 Information Technology Tools for Facilities Management 2037.1 Introduction 2037.2 Information philosophy 2047.3 Modern applications of IT in facilities management 2047.4 Interoperability and collaboration 2067.5 Knowledge management 2117.6 IT governance models 2147.7 Viable system model (VSM) 2167.8 Conclusions 222References 2238 Decision Making 2258.1 Introduction 2258.2 Stage 1: Exploration of the nature of the problem 2298.3 Stage 2: Generation of possible solutions 2428.4 Stage 3: Choosing among possible solutions 2498.5 Conclusions 270References 275IV Conclusions 2779 Sustaining the Pursuit of Facilities Management Excellence 2799.1 Introduction 2799.2 Client perception of facilities management services 2809.3 Stimulating and sustaining improvements 2839.4 Strategic facilities management 2909.5 Learning organisations 2999.6 Conclusions and interactions 305References 309Appendix: Models of learning organisations 310Index 313

Peter Barrett is Professor of Management in Property and Construction in the School of the Built Environment (SoBE) at the University of Salford. He is immediate past president of the International Council for Research and Innovation in Building and Construction (CIB) and was, from 2001 to 2008, Pro-Vice Chancellor for Research with overall responsibility for all research across Salford University. He is currently researching optimal sensory environments for schools and shops and leads on research methodology for postgraduate taught students in SoBE. Edward Finch was, until recently, Professor of Facilities Management in the School of the Built Environment at the University of Salford. He was co-ordinator for the CIB International Working Party in Facilities Management (CIB W070) and Editor-in- Chief of Facilities, a leading peer-reviewed academic journal in the area of facilities management. He is now a freelance FM industry commentator.

• Preface ixAcknowledgements xiiiI Dynamic, Strategic Facilities Management 11 Diversity and Balance in Facilities Management 31.1 Introduction 31.2 Generic FM model 41.3 Illustrations of facilities management systems 71.4 Facilities management models 141.5 Case studies 181.6 Conclusions 52References 522 Excellence Through a Client/User Orientation 532.1 Introduction 532.2 Societal context 542.3 Built environment impacts on users 552.4 The complex sensory impacts of spaces 562.5 Focusing through user-orientated design principles 602.6 Conclusions 74Endnote 76References 763 Engaging with Stakeholder Needs 813.1 Introduction 813.2 The relationship between the facilities management function and user needs evaluation 833.3 Post-occupancy evaluation (POE) 883.4 Data collection: Methods, analysis and presentation 983.5 Conclusions 105References 105Appendix: Post-occupancy evaluation data sheets 106II Organising for Facilities Management 1094 Organising for Facilities Management 1114.1 Introduction 1114.2 Performance measurement 1124.3 Organising the FM team 1134.4 Facilities management and measurement 1144.5 Relationship approaches to FM 1204.6 Flexibility and the FM organisation 1274.7 Tangible and intangible FM 1284.8 FM in the experience economy 1344.9 Conclusions 136References 1375 Managing People Through Change 1395.1 Introduction 1395.2 Change as a threat or opportunity? 1405.3 New service implementation cycle 1405.4 Multi-faceted ‘space’ 1455.5 Relinquishing the ‘old’ 1565.6 Embracing the ‘new’ 1575.7 Conclusions 161References 1616 Managing Briefing in Major Projects 1656.1 Introduction 1656.2 The importance of briefing 1666.3 Five keys to successful briefing 1676.4 Management of the briefing process 1896.5 Information required during the briefing process 1936.6 Conclusions 198References 200III Facilities Management Tools 2017 Information Technology Tools for Facilities Management 2037.1 Introduction 2037.2 Information philosophy 2047.3 Modern applications of IT in facilities management 2047.4 Interoperability and collaboration 2067.5 Knowledge management 2117.6 IT governance models 2147.7 Viable system model (VSM) 2167.8 Conclusions 222References 2238 Decision Making 2258.1 Introduction 2258.2 Stage 1: Exploration of the nature of the problem 2298.3 Stage 2: Generation of possible solutions 2428.4 Stage 3: Choosing among possible solutions 2498.5 Conclusions 270References 275IV Conclusions 2779 Sustaining the Pursuit of Facilities Management Excellence 2799.1 Introduction 2799.2 Client perception of facilities management services 2809.3 Stimulating and sustaining improvements 2839.4 Strategic facilities management 2909.5 Learning organisations 2999.6 Conclusions and interactions 305References 309Appendix: Models of learning organisations 310Index 313

Peter Barrett is Professor of Management in Property and Construction in the School of the Built Environment (SoBE) at the University of Salford. He is immediate past president of the International Council for Research and Innovation in Building and Construction (CIB) and was, from 2001 to 2008, Pro-Vice Chancellor for Research with overall responsibility for all research across Salford University. He is currently researching optimal sensory environments for schools and shops and leads on research methodology for postgraduate taught students in SoBE. Edward Finch was, until recently, Professor of Facilities Management in the School of the Built Environment at the University of Salford. He was co-ordinator for the CIB International Working Party in Facilities Management (CIB W070) and Editor-in- Chief of Facilities, a leading peer-reviewed academic journal in the area of facilities management. He is now a freelance FM industry commentator.

• Preface ixAcknowledgements xiiiI Dynamic, Strategic Facilities Management 11 Diversity and Balance in Facilities Management 31.1 Introduction 31.2 Generic FM model 41.3 Illustrations of facilities management systems 71.4 Facilities management models 141.5 Case studies 181.6 Conclusions 52References 522 Excellence Through a Client/User Orientation 532.1 Introduction 532.2 Societal context 542.3 Built environment impacts on users 552.4 The complex sensory impacts of spaces 562.5 Focusing through user-orientated design principles 602.6 Conclusions 74Endnote 76References 763 Engaging with Stakeholder Needs 813.1 Introduction 813.2 The relationship between the facilities management function and user needs evaluation 833.3 Post-occupancy evaluation (POE) 883.4 Data collection: Methods, analysis and presentation 983.5 Conclusions 105References 105Appendix: Post-occupancy evaluation data sheets 106II Organising for Facilities Management 1094 Organising for Facilities Management 1114.1 Introduction 1114.2 Performance measurement 1124.3 Organising the FM team 1134.4 Facilities management and measurement 1144.5 Relationship approaches to FM 1204.6 Flexibility and the FM organisation 1274.7 Tangible and intangible FM 1284.8 FM in the experience economy 1344.9 Conclusions 136References 1375 Managing People Through Change 1395.1 Introduction 1395.2 Change as a threat or opportunity? 1405.3 New service implementation cycle 1405.4 Multi-faceted ‘space’ 1455.5 Relinquishing the ‘old’ 1565.6 Embracing the ‘new’ 1575.7 Conclusions 161References 1616 Managing Briefing in Major Projects 1656.1 Introduction 1656.2 The importance of briefing 1666.3 Five keys to successful briefing 1676.4 Management of the briefing process 1896.5 Information required during the briefing process 1936.6 Conclusions 198References 200III Facilities Management Tools 2017 Information Technology Tools for Facilities Management 2037.1 Introduction 2037.2 Information philosophy 2047.3 Modern applications of IT in facilities management 2047.4 Interoperability and collaboration 2067.5 Knowledge management 2117.6 IT governance models 2147.7 Viable system model (VSM) 2167.8 Conclusions 222References 2238 Decision Making 2258.1 Introduction 2258.2 Stage 1: Exploration of the nature of the problem 2298.3 Stage 2: Generation of possible solutions 2428.4 Stage 3: Choosing among possible solutions 2498.5 Conclusions 270References 275IV Conclusions 2779 Sustaining the Pursuit of Facilities Management Excellence 2799.1 Introduction 2799.2 Client perception of facilities management services 2809.3 Stimulating and sustaining improvements 2839.4 Strategic facilities management 2909.5 Learning organisations 2999.6 Conclusions and interactions 305References 309Appendix: Models of learning organisations 310Index 313