Facilities Management

1. INTERIOR
PROGRAMMING AND
SPACE PLANNING
WEEK 11 – FACILITIES MANAGEMENT

2. INTERIOR
PROGRAMMING
 Is the art and science of programming and
enhancing interiors, sometimes including
the exterior of a space building, to achieve
a healthier and more aesthetically pleasing
environment for the end user

3. SPACE PLANNING
 The main function is for the design
professional blocks out spatial areas, define
circulation patterns, and develops plans and
layouts for furniture and equipment
placement.

4. SPACE PLANNING
 Services consider numerous design patterns including
client’s project goals and priorities, the client’s
organizational structure and relationships, space allocation
criteria, building codes and access for the disabled,
furniture standards, circulation and workflow, design
considerations, the constraints of fixed building elements
and building system interfaces, security and privacy issues,
and flexibility of future space needs.

5. DESIGN REQUIREMENTS FOR CORPORATE
FUNCTIONS
FUNCTION BUILDING SPACE REQUIRED
 Administrative  Executive offices, general office, and
supporting office
 Manufacturing  Fabrication, assembly processing,
financing, and refining
 Utilities  Electrical generation and transmission,
telecommunications, and switching
 Extraction  Mines and wells
 Agriculture  Farmlands and timberlands
 Distribution  Warehouses, pipelines, and ports
 Selling  Wholesale marts, and retail office services

6. SPACE AND FURNISHING STANDARDS ARE
GENERALLY BASED ON:
Functional
requirements
Tasks
performed
Surface area
requirements
Technology or
equipment
requirements
Storage
requirements
Configuration
requirements
Lighting

7. SPACE AND FURNISHING STANDARDS ARE
GENERALLY BASED ON:
Wire
management
Accessories
Conference or
meeting
requirements
Organizationa
culture
Organizationa
status – job
classification
Industry or
professional
standards

8. TWO APPROACHES IN INTERIOR
DESIGNING
Closed-Plan Approach
Open-Plan Approach

9. CLOSED-PLAN
APPROACH
 An office space design that uses panels and
cubicles to create separate individual work
spaces for each employee.

11. ADVANTAGES

12. DISADVANTAGES

13. OPEN-PLAN
APPROACH
 An office space design that uses large, open
spaces and minimizes the use of small,
enclosed rooms such as private offices.

15. ADVANTAGES

16. DISADVANTAGES

17. ERGONOMICS
 Is the science of designing something
created specifically to fit human dimensions
and respond to functional requirements.

18. HANDICAP
REQUIREMENTS
 The need for more accessible parking, building
entrances, stairs, elevators, rest rooms, and
workstations could reduce the usable site and
building size.

19. LIFE SAFETY
 Fire evacuation plans, fire extinguishers, sprinkler
systems, panic hardware, unlocked exits, emergency
lighting, lighted and unlighted exit signage,
emergency speaker systems, emergency power,
smoke detectors, fire alarms, adequate passage
width and unobstructed exit ways are some of the
basic life safety concerns and issues that must be
addressed.

20. ADDITIONAL PLANNING ON
DESIGN REQUIREMENTS –
CURRENT TRENDS
 Computer-aided management tools such as decision,
knowledge-based, expert systems, computer-aided design
(CAD), computer-aided facility management (CAFM), and
facility management information systems (FMIS), both
server based and internet based, will continue to develop
and assist all levels of management and staff in
forecasting, processing, and accessing more pertinent
information faster.

21. TWO PRIMARY REASONS FOR COMPUTERIZING
THE FMIS
I
• To save time and thus the cost of
information.
II
• To deal efficiently with complex and
diverse data.

22. THE ROLE OF A FACILITY MANAGEMENT
INFORMATION SYSTEM

23. DISASTER PREVENTION AND RECOVERY
Identify the disaster.
Develop prevention and
preparation strategies.
Implement
recovery
procedures if
disasters occur.

24. FIVE CATEGORIES OF FMIS INFRASTRUCTURE
Personnel Data Equipment Software Vendors

25. FACILITY MANAGEMENT AND INFORMATION
SYSTEM
DISASTER PREVENTION AND
PREPARATION
RECOVERY
Personnel
 Absences  Training more than one
operator.
 Good working environment.
 Documentation of system.
 Responsibility and authority.
 Scheduling of vacations.
 Reschedule backup time.
 Implement training for new.
 Productivity  Training new users.
 Time allocation.
 Allow time to develop
productivity.
 Implement training as soon
possible.
 Schedule “uninterrupted”
time.
 Bring vendor in.

26. FACILITY MANAGEMENT AND INFORMATION
SYSTEM
DISASTER PREVENTION AND
PREPARATION
RECOVERY
 Errors  Training program.
 System “lock out”.
 Data auditing.
 Work records.
 Locate errors or locate
latest valid data.
 Correct errors.
 Malicious Actions  Backup data and store
separately.
 Password security and
change.
 Physically isolate data.
 Data auditing and system
log.
 Restore data.
 Change password.
 Locate valid data.
 Identify cause of problem.

27. FACILITY MANAGEMENT AND INFORMATION
SYSTEM
DISASTER PREVENTION AND PREPARATION RECOVERY
Data
 Data Loss  Power backup and conditioners.
 Daily backup stored off-site.
 Weekly backup stored out of
 Check backups and restore
monthly.
 Determine extent of loss.
 Restore only lost data.
 Test data to verify.
 Check for computer virus and
remove virus from system.
 Data Corruption  Data auditing process.
 Backup incrementally.
 Work-order log of changes.
 Identify corrupt data.
 Check for computer virus and
remove virus from the system.
 Restore noncorrupt data.
 Destroy any corrupt backup.
 Noncurrent Data  Data maintenance process.
 Record of facility changes.
 Update and maintenance
program.
 Identify extent of update
 Determine in-house or service.
 Update data.

28. FACILITY MANAGEMENT AND INFORMATION
SYSTEM
DISASTER PREVENTION AND PREPARATION RECOVERY
Equipment
 Lost of Stolen  Physical security.
 Insurance coverage.
 Store data separately.
 Encrypt data.
 Backup systems.
 Replacement policy.
 Loaner equipment.
 Breakdown  Regular maintenance.
 Power perfection.
 Maintenance contracts.
 Backup systems.
 Response time.
 Loaner equipment.
 Lead time for replacement.
 Obsolescence  Open architecture hardware.
 Standard parts.
 Upgradable.
 Determine upgrade required.
 Upgrade of replace?
 Other uses for system.

29. FACILITY MANAGEMENT AND INFORMATION
SYSTEM
DISASTER PREVENTION AND PREPARATION RECOVERY
Software
 Faulty Software  Research.
 Test .
 Standard data format.
 Ease of use.
 Purchase compatible software.
 Develop an in-house program.
 Lost or Stolen or Damaged  Store original disks separately.
 Register software.
 Insure any “lock”.
 Make backup disks.
 Request new disks from the
manufacturer.
 Re-install from backup.
 File police report.
 File insurance claim.
 Obsolescence  Buy from reputable maker.
 Data in standard format.
 Excess capacity.
 Purchase new software with same data
format.
 Convert formulas and programs.
 Input data from old system.
 Incompatibility  “Standard data”.
 “Industry standard”.
 Hardware requirements.
 Change software.
 Upgrade hardware.
 Translation programs.

30. FACILITY MANAGEMENT AND INFORMATION
SYSTEM
DISASTER PREVENTION AND
PREPARATION
RECOVERY
Vendors
 Poor Performance  Selection of dependable
and reliable vendors.
 Multiple vendors.
 Select new vendor.
 Change software.
 Develop support in-
 High Cost  Ensure competition.
 Negotiate.
 Alternate vendor.
 In-house support.
 Out of Business  Multiple sources.
 Manufacturer support.
 Alternate vendor.
 In-house support.

31. WORK ENVIRONMENT TRENDS

32. TRADITIONAL
WORKPLACE
 Today’s office environments consists of private or semi-private
space separated by enclosed walls and supported by systems
furniture.
 Larger offices, larger staff, and an office with a window are
examples of traditional perks. Studies shows that these
traditional methods of space utilization, which require
increasingly expensive lease space and human resources,
represent ineffective space management for today’s business
environment.
 As a result, several concepts have been designed to achieve
better results.

33. HOTELING
 A space-sharing concept in which work space is made
available on advance notice from employee.
 It operates like a hotel, where a room is provided on
request.
 This arrangement can be useful for companies with a
group of employees who spend a great deal of their
time outside their traditional offices.

34. NON-TERRITORIAL
 Have been designed for projects involving short-or-moderate-term
teamwork. In a non-territorial environment, no one person has an
assigned workstation but shares space, resources, files, and quiet
areas with other members of their team. The sharing of resources
encourages interaction.
 They are not appropriate for all companies and all types of work.
Such practices are far from risk free and should be considered in
the context of each specific organization. Although an exciting new
possibility, organizations should carefully consider whether this type
of work environment is right for them before adopting this latest
trend.

35. NON-TERRITORIAL
BENEFITS DRAWBACKS
 Employees have the opportunity to choose a
location that is most conducive to their work
task.
o Loss of personal identity. Research shows that
people like to have their own space and to
personalize their environment. It is often
considered a basic human need.
 Ability to mix with a variety of people and meet
people in other teams.
o Inability to adopt your space to your specific
needs e.g. in terms of hearing and sight needs,
the height of your chair and adjustments to
your PC.
 Better for the organization in terms of
alignment between the type of work and type
space.
o Issues of noise due to high occupancy rates.
 Equal access to office spaces. o Overall feelings of powerless and job
dissatisfaction.

36. CAVES AND COMMONS
 Each office worker has a private office, often small, which
opens into a generous open area surrounded by many other
private offices.
 The open area has a kitchen, some couches, sometimes tables
for sitting around informally, and sometimes a working library,
or at least a rack of current periodicals. You can shut the door
of your cave and concentrate, or you can leave your door
open and keep an eye and ear on who’s coming and going in
the commons, and whether the meeting or presentation going
on there might be worth leaning on.

38. FREE ADDRESS
 A less-structured method for managing unassigned space. Without using a
reservation system, people who come to the office on any given day choose
from the empty or available desk to work from that day. It takes less setup,
planning, and cost since it does not require a reservation system, but only works
in environments where space is plentiful and cost reduction is not a goal.
 Free address in space-constrained environments lead to conflict since there is
no arbitrator and it perpetuates the high cost of vacant space.
 It is often debated hotly between real estate management side and office users
side within the company, because it means not having one’s own desk.
 For those who are to work in a department within a company that has free
address office, it is like going to class in a university where one does not have
any seat arrangement.

39. TELECOMMUTING
 Is working from a remote location outside of a
traditional office. The remote location can be from
home, a coffee shop, or a hotel room. Internet,
faxes, phones, webcams, and instant messaging are
some of the technological advances that enable this
type of work arrangement. Most telecommuters
work in the financial, high-tech, and
communications industries.

40. TELECOMMUTING
Advantage
•Opportunities are great for single-parent homes and those for physical disabilities. Today, some parents choose to stay at home
with their kids instead of putting them in day care.
•If you have a physical disability, you don’t have to worry about whether or not a job is handicapped-accessible.
•Another benefit is that you will not have a traffic commute and you can save on gas as well if you don’t have to commute.
Disadvantage
•There are many distractions that you may have to deal with. For example, if you’re working from home, you could find yourself
dealing with a crying child, a barking dog, or friends and family visiting or calling you when you should be working. These
distractions can make it look like you were unproductive all day.