Managing The Built Environment

There are certain realities with implementing an IWMS / CAFM / CMMS system. I find that the right process is critical to success and is often overlooked. Here is what I recommend in a nutshell:

1. Don’t use an FM consultant connected with software vendors to make the software decision. Use them (or the vendor directly) only for implementation after the selection is made.

2. Spend time understanding your business requirements first - if you understand what you are trying to accomplish and what you really need you will be in a position to decide on a system (instead of worrying about the software features first)

3. Start looking for a system that fits your needs (not the other way around - if you customize anything, it should be your processes, not the software!

4. Spend the time to implement it right. Use Change Management, involve your staff and get their input, change your processes to match the new tool, populate it with accurate data from the start, train everyone, etc. And be prepared to change things after you’ve implemented and everyone has learned more about how to work with the new system.

5. Implement in stages. Start with one building or portfolio, start with one element, such as Corrective or Demand maintenance work orders first, then only when it’s successful, add preventive maintenance, space management, asset inventory, performance measures or whatever other integrated FM elements you are implementing in your system. Involve your best people. Show results and demonstrate the benefit. Then, implement the rest, building on success.

6. Re-train as needed.

7. Do an audit after 6 months or so. Check with all the stakeholders and staff. What works? What doesn’t? Do a Quality Assurance test on the data and process. Listen to your staff, they know best about what’s working. Make changes and adjustments.

8. Use the information (not just data) from the system to show it’s value and make decisions. Maintenance decisions, occupancy decisions, capital replacement decisions, staffing and resourcing decisions, etc. If you don’t use what you put into the system, people will stop bothering with it and you will be back where you started (go to step #1)

Getting your senior management to approve implementing a system is tough, whether it’s Computer Aided Facility Management (CAFM) or a Computerized Maintenance Management System (CMMS).

To start, they may not understand the Facilities Management function and it’s importance, so they may not recognize the benefits of having a system. Rather than trying to focus on the facility related details, I suggest you focus on information as a key selling point. Continue reading »

I’ll be delivering a short seminar on Managing Performance at the upcoming International Maintenance Excellence Conference on September 9, 2009.

The title is “Do you want Better Results? Don’t Just Measure Performance, Manage It!” Continue reading »

It isn’t your mother’s CMMS. These days, CMMS isn’t simply a computerized maintenance management system meant to replace a paper based planning and work order system.

Modern systems include both preventive and corrective / demand based maintenance and requests received from occupants on a variety of maintenance and service issues. They are flexible, adaptable, easy to use and usually web based with systems available for small to large portfolios.

It’s critical for effective Facility Management for a variety of reasons. Continue reading »

I continue to talk to senior FM managers who have computerized maintenance management systems such as CAFM or CMMS installed - often installed before they arrived on the job - and they know they aren’t being used the way they are supposed to be used, if at all.

Their organizations are sold on the systems and the software consultant or vendor gets it up and running, but that’s it. Continue reading »

In the Facility and Property Management profession, I see an important ingredient  missing from many organizations - good information.

That’s information you can use to make decisions and improvements both with internally delivered services and with your suppliers.

An excellent example of the value of information, even if not directly related, is Wal-Mart. Their retail success is something that even Facility Managers can learn from. Continue reading »