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CHAPTER 1THE FACILITY MANAGEMENT:NON CORE SERVICES DEFINITION AND TAXONOMY
Alberto Felice De Toni and Fabio Nonino
1.1 INTRODUCTION
In the past, organizations used to manage in-house most or even all of the non core
services (services supporting internal operations). Only in few cases, some activities,
like cleaning, security and maintenance, were contracted out. In the recent years
organizations tend to outsource not only non core processes and manufacturing,
but even most of the services that support them.
A considerable number of these services belongs to the Facility Management (FM)
field. Worldwide, public and private organizations are constantly raising their attention
to an efficient and effective management of facility services. This generated a strong
growth in the sector of companies specialized in providing support services.
The aim of this chapter is to introduce the reader to the facility management world.
First of all we clarify what is facility management, what are its main purposes and itstypical activities. Then, a facility management definition is suggested, based on a
wide analysis of the national and international specialized literature. Subsequently
we propose an overview of non core services, focusing on FM ones.
Following, some standard FM classifications are illustrated in order to understand
opportunities and criticalities faced everyday in the facility management and to
outline the future development of the sector.
1.2 WHAT IS FACILITY MANAGEMENT?
Facility management was born as a company internal procedure in the United
States at the end of the seventies (Rondeau et al., 1995). This practice was focused
on the control of those activities supporting the core business, perceived less
strategic but important for the company success. In Europe, facility management
became a managerial practice starting in the eighties, first in UK and subsequently
in the other countries.
The main international association is the International Facility Management
Association (IFMA), which is represented in 60 nations. As a demonstration of FM’s
practical nature, this association was founded in 1977 in Michigan with the name of
Facility Management Institute (FMI) by Herman Miller Inc., US company leader in the
office furniture industry. Later, the name turned into National Facilities Management
Association (NFMA) and finally, in 1980, it became IFMA with the entry of Canada.
Few years after its birth, FM became a standard procedure in the private sector of
services’ providers. In fact, already in the fifties, a strong impulse was given to the
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policy of services’ outsourcing, so favoring the consolidation of a first group of
specialized companies. Starting with the contracting out of a single service, the FM
discipline developed with the purpose of integrating and coordinating many activities
at the same time achieving efficiency, effectiveness and reduction of services’ cost.
The strategic goal of FM companies and of their facility managers, in charge of the
management and the organization of support services on behalf of the client, has
always been to fulfill the client need of a single qualified and specialized point of
reference. The referents have to optimize the activities related to the management
of instrumental, auxiliary or support services and to obtain efficient solutions being
directly responsible for the accomplishment of the planned objectives (Fiorentino,
2003). FM is a discipline born essentially from the practical experience in the field ofbusiness support services, as a synthesis of real estate management, business
administration, business organization and finance.
The word facility management is often and wrongly considered as a synonym of
outsourcing. This misunderstanding is due to the fact that often the facility activities,
instead of being managed in-house, are contracted out to FM companies. As a
matter of fact, these activities are not always outsourced; there are some
organizations, particularly corporations, where there is a facility management unit
in charge of non core services (e.g. accounting, maintenance, ICT, etc.) and
administered by an internal facility manager. Sometimes, the competences
attained by these units become so high to enable them to offer services in the
market, thus turning into a facility management company.
In literature the practice to contract out some of the critical and/or non-criticalbusiness processes to external specialists is called Business Process Outsourcing
(BPO) (Johnson, 2006). Companies consider the BPO activity as an efficient way
to cut costs and to obtain a stronger competitive advantage. Therefore, when
outsourced, the discipline of facility management belongs to the wider sector of
the BPO.
1.2.1 The definition of facility management: a literature overview
As time goes by, facility management has constantly increased its range of offered
services, and thus of primary activities, becoming therefore a more and more
interdisciplinary practice (Nutt, 1999; Nutt and McLennan, 2000; Green and Price,
2000). All this led to many misunderstandings about the facility management definition.
As a matter of fact, the constant and quick expansion of the facility management
borders brought such a literature inconsistency that academics, organizations and
international associations coined for this concept many non homogeneous definitions
and classifications (Iadecola, 2003). Consequently, the international facility
management literature presents definitions which appear to be contradictory and
questionable. Therefore there is great difficulty and need to find a definition that can
be universal and recognizable both by academics and practitioners.
The literature analysis highlighted that the most cited, accepted and shared
definition, supported by IFMA too, is the one proposed by Cotts and Lee (1992):
4 PART 1 - THE EVOLUTION OF FACILITY MANAGEMENT
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FM is the practice of coordinating the physical workplace with the people and
work of the organization; it integrates the principles of business administration,
architecture, and the behavioral and engineering sciences.
Integration and coordination concepts emerge from this definition. The capacity of
integrating and coordinating many activities, which need different distinctive
competences and have substantially heterogeneous technological contents, fitting
the client’s organizational model, is exactly the core know-how of a facility
management company and of the facility manager.
According to Regterschot (1988), the integrated management of real estate,
services and resources is based on designing, planning and monitoring theoperations, in order to support the client strategy in an effective, efficient and
flexible way. This way, the facility management is seen as a discipline responsible for
coordinating the efforts related to the planning and management of the building
and its systems, plants and furnishing in order to support the client in the
unpredictable competitive environment (Becker, 1990).
Facility management uses the typical Project Management (PM) approach. The PM
is the practice of managing a group of complex and interrelated activities with a
precise goal that can be reached through synergetic and coordinated efforts within
a predefined period of time and with an exact quantity of human and financial
resources (Tonchia and Nonino, 2007). In the same way, the FM performs a
coordinated and integrated management of services that can be exactly classified
as complex and interrelated activities. “Precise goal”, “time period”, “human andfinancial resources” are set through mid/long term contracts typical of FM. Thus, the
facility manager handles projects that have a beginning and an end (always
established by contract) through strategic and operational decisions supported by
human and financial resources. A facility management company works through
multi-project strategies where the goal is to maximize the projects’ portfolio profit.
Curcio (2003) suggests and emphasizes the integration concept:
FM is the integrated management of all non core services (addressed to
buildings, spaces and people) linked to the management of real estate.
This definition introduces a peculiar aspect of the facility management: the
emphasis on non core services. Generally, services may in fact be split into core and
non core (Chase et al., 2004). The term non core refers to all the activities that are
complementary to the distinctive organization process (core activities). On the other
hand core activities are those by which a company offers a unique value to its client
(Nellore and Soderquist, 2000) and are directly linked to the organization main
competences. These activities allow to achieve the typical performance goals such
as quality, flexibility, timing and cost. On the contrary, the non core activities are
identified as the organization processes that marginally contribute to accomplish
company goals, but are however necessary for the organization functioning; in fact
without these activities organizations would not be able to operate.
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6 PART 1 - THE EVOLUTION OF FACILITY MANAGEMENT
The facility management activities may include a wide range of services. Facility
management can be intended as the function that coordinates and integrates the
physical resources as well as the working space and offers the services supporting
the core business to the organization staff and process (Chotipanich, 2004).
Therefore the management of the activities supporting the client core business
should be a distinctive element to define facility management; in fact this theory is
supported by many authors (e.g.: Kincaid, 1994; Klee, 1994; Van Krimpen, 1997;
Maas and Pleunis, 2001), who also emphasize the FM’s relationship with the
company strategic activities (e.g.: Alexander, 1996).
Although the abovementioned literature definitions present valid concepts, in our
opinion, none of them is thoroughly complete. In fact, most of the authors (comingfrom heterogeneous academic and managerial experience) are inclined to
describe facility management focusing on their own working area, but omitting
some qualifying aspects. It is now legitimate to question whether all these themes
have a distinctive character and are adequate to define the facility management.
The answer is not positive: as a matter of fact those definitions lack the fundamental
concepts that, as demonstrated before, distinguish the facility management, i.e.
the integration and coordination of the activities as well as the design, planning
and monitoring of non core services.
1.2.2 The suggested facility management definition
In order to suggest a definition of facility management, that arises from the literature,including the FM distinctive concepts and clarifying its nature and fields, we
analyzed the main definitions suggested by authors and organizations. Among
these definitions we selected just the ones that significantly contribute to clarify what
FM is, by use of concepts that are frequently repeated in literature. The final result is
a matrix (Table 1.1) where authors and organizations who produced the definitions
are put in relation with three groups of keywords:
• identification terms: distinctive words specifying what facility management is;
• typical contractor activities: actions undertaken by the provider of facility
management services;
• client services objectives: areas of the client organization affected by facility
management operations.
Summarizing and integrating the matrix definitions, we suggest a facility
management definition that contains the main concepts stated by major authors
and organizations (grey highlighted cells in the matrix):
Facility management is a multidisciplinary approach for designing, planning
and managing the non core services in an integrated and coordinated way;
these services - linked particularly to real estate - support the strategic core
activities and are essential for the effective and efficient functioning
of an organization.
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Analyzing the matrix resulted from the literature analysis it is evident that there is a
lack of universal agreement among authors and organizations on the typical facility
management themes. Although the activities of managing, coordinating, planning,
strategically supporting and integrating are common to most of the definitions, from
a longitudinal analysis of the matrix the lack in the first definitions of a shared vision
of the “typical activities” and of the “services objectives” emerges. The initial
confusion regarding the facility management origin led to a sort of discrepancy
about the contractor interest fields. Just lately real estate has been recognized in
literature both as a physical space and as a building containing people, or more
precisely all the individuals that facility management services are directed to. The
“non core” keyword recurs often and indicates the client processes that the facilitymanagement services are directed to. Consequently the wider concept “non core
services mainly connected to the organization real estate” has been used in the
proposed definition, also considering that the FM universe is so wide that it cannot
be defined and described by a brief definition (as reported in the next paragraph).
Table 1.1 - Keywords of the Facility management definition
1. THE FACILITY MANAGEMENT: NON CORE SERVICES DEFINITION AND TAXONOMY 7
Main concepts use for defining the facility management
FACILITY MANAGEMENT
IDENTIFICATION
TERM
TYPICAL CONTRACTOR
ACTIVITIES
CLIENT
SERVICE
OBJECTIVES
P R O F E S
S I O N
P R A C T I C E
P R O C
E S S
A P P R O
A C H
D I S C I P
L I N E
F U N C T
I O N
M A N A G E M E N T
C O O R D I N
A T I O N
P L A N N
I N G
S T R A T E G I C
S U P P O R T
I N T E G R A
T I O N
M A I N T E N A N
C E A N D
I M P R O V E M E N T
S U P P
L Y
C O S T R E D U C T I O N
P H Y S I C A L
S P A C E
B U I L D I N G
P E O P
L E
N O N C
O R E
A C T I V
I T E S
A U T H O R S
MILLER H. (1970)
BECKER F. (1990)
THOMSON T. (1991)
COTTS D. e LEE M. (1992)
KINCAID D. (1994)
KLEE H.L. (1994)
LAIRD S. (1994)
ALEXANDER K. (1996)
BARRET B. (1996)
VAN KRIMPEN J. (1997)
NUTT B. e McLENNAN P. (2000)
MAAS G.W.A. e PLEUNIS J .W. (2001)
CURCIO S. (2003)
GRIMSHAW R.W. (2003)
CHOTIPANICH S. (2004)
A S S O C I A T I O N
CRESME
DE BRITSE ASSOCIATION
FOR FACILITIES MANAGERS
EUROPEAN FACILITYMANAGEMENT NETWORK
GERMAN FACILITY MANAGEMENT
ASSOCIATION (GEFMA)
INTERNATIONAL FACILITYMANAGEMENT ASSOCIATION (IFMA)
NORDICFM
RICS FACILITY MANAGEMENTSKILLS PANEL
SUBJECT VERBDIRECT
OBJECT
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1.3 THE NON CORE SERVICES
Facility management and its managerial practices include a high number of
services offered to the companies. In the past, these services were reception,
cleaning, security, catering, internal logistics, mailing, space and layout
management and document management. The continuous evolution of the FM
sector has increased the number of outsourced support processes, thus enlarging
the offer of services in the market.
Non core services, either outsourced or not, can be classified into homogeneous
classes according to the different management areas. As mentioned above, the
main field of facility management services is real estate. Three non core services’
classes are related to it: facility management services, property managementservices and asset and portfolio management services. To each class correspond a
management focus: technical-functional management, technical-administrative
management and strategic-financial management. Table 1.2 shows the three
classes of real estate related services as well as other non core services.
Table 1.2 - Non core services and their management fields
1.3.1 Auxiliary services
In the facility management field, auxiliary services are the most characteristic ones
and can be subdivided into three groups (Bombelli and Del Gatto, 2006) depending
on what/whom they are related to.
• People-related services: reception, catering, cleaning, staff transportation,
porterage, couriers, mail distribution, etc. Their management is defined as
employee service management.
• Building-related services: building maintenance and functioning, restructuring,
disposals, building efficiency securing, technical plant and equipment functioning,
8 PART 1 - THE EVOLUTION OF FACILITY MANAGEMENT
NON CORE SERVICES
FACILITY
MANAGEMENT
SERVICES
PROPERTY
MANAGEMENT
SERVICES
PORTFOLIO AND
ASSET
MANAGEMENT
SERVICES
OTHER SERVICES
1. Auxiliary services
- people-relatedservices
- building-related
services- space-related
services
4. Property services- technical services
- commercial
services- administrative
services
5. Real estate
portfolio
selection service
7. Application
Management
services
2. Utility services 6. Assetmanagement
strategic services
8. Administrativeand legal services
3. Technical services
TECHNICAL-FUNCTIONAL
MANAGEMENT
TECHNICAL-ADMINISTRATIVEMANAGEMENT
FINANCIAL-STRATEGIC
MANAGEMENT
REAL ESTATE MANAGEMENT FIELDS
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cleaning, green area up keeping, etc. Their management is defined building
management that is the management of the activities designed to monitor, to
periodically inspect, to take care of the out-of-order and emergency signals,
and to logistically support building and real estate maintenance activities
(Curcio and Talamo, 2003).
• Space-related services: space allocation, configuration and reconfiguration,
office signals, space use monitoring and inspection, office activity supporting,
archives management, office layout, office furnishing and equipment, etc.
The management of these services is defined space management.
Auxiliary service management has historically been identified with the term facilitymanagement. This historical meaning has now been worn out by the continuous
sector evolution and, as it will be illustrated, FM covers a wider activity range.
Moreover, it is to be noticed that the person-related services extend their typical
facility management competences beyond the ones strictly connected to real
estate management.
1.3.2 Utility services
These services intend to manage and to optimize consumption utilities (water,
electricity and natural gas) for one buildings or for the real estate. Goal of these
services is to ensure plants and networks efficiency avoiding wastages. They go
beyond the border of the single business units, being transversal and common to most
of the business processes. The handling of these services is called utility management.
1.3.3 Technical services
Technical services usually refer to one or few business processes in the productive
and logistic field. These services are related to operations that, despite being non
core, directly or indirectly affect the end-user. Some examples of these services are:
industrial maintenance, manufacturing plants maintenance, repair services and
technical assistance, office equipment maintenance, indoor material
transportation, warehouse management, industrial waste disposal, etc. The handling
of these services is called materials handling & maintenance management.
1.3.4 Property services
With the term property it is intended the land and/or the building belonging to it.
These services aim to maintain and to create property value through the operations
management and the coordination of commercial, administrative and technical
processes of the real estate. The administration and organization of these processes
is called property services management.
Commercial and administrative activities respectively intend to maximize real estate
profitability and to control costs, considering the property investment strategy
(Tronconi et al., 2002). Technical services have the purpose to standardize and to
adjust the internal building services and future utilizations to the user’s requests as
well as to avoid income losses due to the building and its plants degradation
(Solustri, 1997). Examples of these activities are:
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• technical activities: technical and functional analysis of buildings, management
of the ordinary and extraordinary technical-maintenance activities, management
of the building and plant monitoring activities, management of the plant
checking systems (security, communication network, etc.), technical archive
updating and management, etc.
• commercial activities: management of the relationships with administrators and
sub-suppliers, trading assistance, real estate commercial value estimation, sale
documentation groundwork, etc.
• administrative activities: arrangement, management and renewal of lease
contracts (and relative deadlines) according to the asset management strategies
(see par. 1.3.6); rent collection; guaranteed deposit management; managementcontrol; real estate accountability and taxes management; administrative,
paper and IT archive management; insurance management, etc.
According to literature it is clear that technical property services overlap building
auxiliary services, which are already accounted among the facility management
typical activities.
1.3.5 Real estate portfolio selection services
An asset is a building or equipment with an economical value to be maintained for
a certain period of time after its purchase. The portfolio management is the selection
of a set of buildings that can ensure specific risks and potential revenues (Pisani,
2003). Real estate portfolio management is therefore the practice of defining andcarrying out the investment strategies in order to create an optimal set of assets
through the economical-financial analysis and according to an evaluation of the
prospects of profitability increase.
1.3.6 Asset management strategic services
The asset management can be considered, in a broader sense, as the enhancing
and optimizing process of real estate (Talamo, 1998), or of the property portfolio,
from the purchase to the property strategic goal achievement (Cotts and Lee,
1992). Hence, the asset management includes a set of strategies related to the real
estate possessions. It manages strategies and mid-long term investments aimed to
maximize the real estate portfolio through projects and/or building investments
(Curcio and Talamo, 2003). Other than the building purchase, there is the property
management. In fact, the asset management deals with the “strategic monitoring”
and therefore with the real estate value and profitability through market analysis,
feasibility studies, reconversions, real estate purchases and sales (Pisani, 2003). Other
activities are linked to the legal aspects, like legal contentious management and
regulations editing, while the most relevant non strategic activities are the financial
ones concerning the building management.
1.3.7 Application management services
The application services are directed to the management of information systems
(which support the user through training and assistance), software packages, IT
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ordinary maintenance, licenses and issues of software release and patch versions.
All the software maintenance and development activities (carried out modifying,
repairing or integrating the applications) are included in this class of services.
Application services are also those supporting IT networks and the Application
Service Provider (ASP) services. The managerial practice of these services is defined
application management.
1.3.8 Administrative and legal services
Administrative services are related to the organization financial flows that are not
connected to the building like budget allocation, accountancy, cost accounting,
financial forecasts, contracts payment, taxes, cash flow management, treasury,financial, insurance and tax collection services, financial consultancy, etc. Legal
consultancies arising from contractual issues (e.g. the hiring process and the
contractor and client legal contentious) are often connected to these kinds of
activities. The administrative and legal consulting activities as well as the
bureaucratic practice management ones are services supporting operational
business activities and are necessary to the organization functioning. They can be
defined as administrative and legal advices.
1.3.9 Non core service management practices
As a conclusion for this paragraph we propose Table 1.3 summarizing non core
service management practices that support the abovementioned organizations.
1.4. NON CORE SERVICES INTEGRATED MANAGEMENT
The previous paragraph has shown how wide is the universe of the activities
supporting core process that the organizations can either internally manage or
outsource. The facility management companies manage most real estate non core
services, in an integrated and coordinated way, but not all of them. As a matter of
fact, until lately, the real estate strategic management has been the object of other
management practices: the capital asset management and the real estate
management. Recently the facility management borders have expanded including
also major strategic activities and reaching therefore what is called the Total Facility
Management.
1.4.1 The capital asset management
Tronconi (2006), agreeing with IFMA, defines the capital asset management as the
“logical and continuous evaluation process of the real estate asset conditions (physical
conditions, service quality, necessities and priorities of maintenance and requalification
intervention and contracts) and performances (economical and financial ones) of an
organization, as well as of the priority list of management changes, cessions, or
investments (from a strategic point of view) with the aim to maximize the asset
economical profitability”. The capital asset management is therefore the real estate
administration (property management) together with the strategic consultancy aimed
to increase the real estate value (asset management), including the real estate
portfolio management and selection activities (portfolio management).
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Table 1.3 – Management practices and non core services object
12 PART 1 - THE EVOLUTION OF FACILITY MANAGEMENT
MANAGEMENT PRACTICESSERVICE
OBJECTFURNISHED SERVICES
1. AUXILIARYSERVICES
MANAGEMENT
EMPLOYEE
SERVICEMANAGEMENT
PeopleReception, catering, cleaning, staff transportation,
porterage, couriers, mail distribution, etc.
SPACE
MANAGEMENT
Physical
space
Space allocation, configuration and reconfiguration,signals, space use monitoring and checking, office
activity supporting, paper file management, office
layout, office furnishing and equipment, etc.
BUILDINGMANAGEMENT
Buildings
Building maintenance and functioning,
restructuring, disposals, building efficiencysecuring, technical plant and equipment
functioning, cleaning, green area upkeeping, etc.
2. UTILITY MANAGEMENT UtilitiesManaging and optimizing water, electricity andnatural gas consumption for one or more buildings.
3. MATERIALS HANDLING &
MAINTENANCE MANAGEMENT
Internaltransports
and plant
Industrial maintenance, productive and technical
plants maintenance, repair services and technicalassistance, office equipment maintenance, indoor
material transportation, storage management,
industrial waste disposal, etc.
4. PROPERTY
MANAGEMENT
Property
(buildingand land):
technicalactivities
Management of the ordinary technical- functional
activities and of the building and plant monitoringactivities, management of the plant checking sy-
stems (security, communication network, etc.),technical archive updating and management, etc.
Property
(building
and land):commer-
cial and
administra-tive activi-
ties
Commercial activities: management of the relations
with administrator and sub-suppliers, tradingassistance, real estate commercial value estimation,
sale documentation groundwork, etc. Administrative
activities: arrangement, management and renewalof the lease contracts (and relative deadlines), etc.
5. PORTFOLIO MANAGEMENT
Real
estateportfolio
Selection of a set of buildings forming a portfolio thatensures specific risks and potential revenues.
6. ASSET MANAGEMENTEmphasizing and optimizing the process of a realestate, or of a property portfolio, from the purchasing
to the property strategic goal achievement.
7. APPLICATION MANAGEMENT
Informa-
tionsystems
and
softwarepackages
Management of the information systems and of thesupporting user software packages, of the IT ordinary
maintenance and of the licenses. Maintenance and
enhancement activities (carried out modifying,repairing or integrating the applications).
8. ADMINISTRATION
& LEGAL ADVICES
Administra-tion
and legal
practices
Budget allocation, accountability, cost accounting,financial forecast, contract payment, taxes, cash
flow management, services for treasury, financial,
insurance and tax collection, legal consultanciesarising from the contractual aspects, etc.
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1.4.2 The real estate management
Real estate is defined as the land, above and beneath the ground, including all the
natural and artificial elements permanently and physically belonging to it (Galaty
et al., 1993). With the word “elements” it is intended the ensemble of single buildings
or of group of buildings, encompassing the external spaces, the equipments and the
infrastructures.
Real estate, other than physical features, has also economical features. The real
estate management practice is aimed to optimize both types of features through the
real estate activity management on a strategic, administrative, technical and
commercial level. The management of real estate and of its connected services (i.e.
the administration of real estate portfolio rents, people and resources) allows full realestate exploitation, both from the user and from the owner/investor point of view.
When we speak about corporate real estate management, we refer instead to the
management of real estate owned by corporations. The decision of buying or
renting some buildings belongs to the company spirit – its culture, its investment
strategies and its inclination on control – and it depends on the company attitude
to manage all the connected non core activities (Silverman, 1987). Essentially the
corporate real estate management administers the company real estate, tuning
up the real estate portfolio with its related services according to the company core
business needs (Dewulf et al., 2000).
The modern concept of real estate management can be described from three
points of view: asset and portfolio management, property management and
facility management. They have different objects of interest: for the assetmanagement it is the asset, for the property management it is the property
together with the real estate and for the facility management they are buildings,
space and people services. They have different goals as well: asset management
aims at real estate profitability, property management at administrative and
technical management of the building and of the plants, facility management at
effective and efficient management of the services supporting the work and the
productive processes. In conclusion, the real estate management includes the
three fields introduced in the previous paragraph: strategic-financial
management (asset management and eventual portfolio management),
technical-administrative management (property management) and technical-
functional management (facility management).
1.4.3 Total Facility Management or Integrated Facility Management
In the last years the concepts of Total Facility Management (TFM) and Integrated
Facility Management (IFM) have been introduced and then translated in practical
experience.
The Total Facility Management practice entrusts the whole facility management
responsibility to a unique organization at a fixed price (Atkin and Brooks, 2000).
In the outsourcing case, the TFM model offers the same integrated outsourcing
advantages of the facility management further amplifying the outsourced process
number and – obviously - the contractor responsibilities.
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In this model, a total facility management company can offer and manage a
wide service set in an integrated and coordinated way, either directly or through
subcontracts. As a matter of fact, in the FM world it frequently happens that the
contractor subcontracts some of the services (sometimes most of them or even
all of them) to companies that are more specialized in a specific service sector.
Moreover, the TFM transfers risks, responsibilities and all the core process supporting
services, from the client organization to the contractor. Consequently, the FM
service contractor is totally responsible for the risks connected to the facility
functioning and efficiency preservation as well as to the assigned activities
delivery, from both the financial and operational points of view.
Some authors introduced the Integrated Facility Management (IFM) concept, i.e.
know-how supply and service management from one single source, starting from
the property strategy development, driven by the business needs, to the facilities
daily management. The IFM concept and the establishment of a global
partnership are a natural development of the TFM concept (Worthinghton, 1997).
In fact, the integrated facility management does not distinctly differ from the total
facility one, since it refers to the management of the same non core services. It just
strongly focuses on the significance of the integration between contractor and
client, going towards the partnership concept. Consequently, from now on, the
two concepts will be considered as synonyms and we will indistinctly speak about
total facility management or integrated facility management.
As described in the paragraph 1.2, inside real estate management, the facilitymanagement refers to the technical-functional part of services and to the people
services. As a matter of fact, for many years now, this management activity
includes, beyond the auxiliary services (“historical” FM services), also the activities
connected to the handling materials & maintenance management and to the
utility management. Nevertheless the expansion of the facility management
activities is not over. The facility management activities cover all the property
management processes, consequently extending inside the capital asset
management borders.
Moreover the facility management market analysis shows how, in the last years,
some companies coming from the real estate strategic management field
entered it (for deeper information, see chapter 2 - facility management market
analysis). These companies can expand the offer of the services connected tothe real estate and to the technical-functional management of properties to those
connected to the real estate portfolio management. This can be done even from
a strategic point of view, moving out from the property typical competences and
approaching the asset management.
Therefore with the integrated facility management concept we will refer to the
extended management of the non core services, from the facility management
typical ones to the property service management (Figure 1.1).
14 PART 1 - THE EVOLUTION OF FACILITY MANAGEMENT
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Figure 1.1
Field of the Real Estate Management and of the Integrated Facility Management
1.5 TAXONOMY OF THE NON CORE SERVICE MANAGEMENT PRACTICE
Historically, the facility management was a discipline arisen from the practical
experience and kept for many years in the practitioner hands. This fact has not
allowed to build a conceptual and theoretical structure. For this reason, perhaps,
the FM is – surprisingly – not widely acknowledged as an activity to be enclosed in
the service business field (Mc Lennan, 2004). In order to give more theoretical
coherence and practical effectiveness to the FM sector it has to be inserted in atraditional management discipline: the service management.
Service management represents a conceptual reference model, which in the past
dealt with many of the typical FM activities and therefore can provide it with the
searched theoretical coherence. Once the FM services are identified, it is necessary
to classify them according to frameworks of the service management world, which,
since many years, has proven itself solid and effective, from both theoretical and
practical points of view. The goal is to show, in the best way, the FM features and
opportunities, indicating both the differences and the criticalities that the
companies operating in this sector have to face daily to be competitive.
1. THE FACILITY MANAGEMENT: NON CORE SERVICES DEFINITION AND TAXONOMY 15
I n t e
g r a
t e d F
a c i l i t
y m
a n
a g e m e n t
R e a l E s t a t eManag e m e n
t
T e c h n i c a l - f u n c t i ona l m a
n a g e
m e n t
F a c i l i t y Manag e m e n
t
S t
r a t e
g i
c -
f i n
a n c i a
l m a n a
g e m e n t
A s s e t a n d P
o r t f o
l i o M a n a
g e m e
n t
T e c h n i c a l - a d m
i n i s
t r a t i v
e
m a n a g e m e n
t
P r o p e r t y
M a n a g
e m e n t
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1.5.1 Taxonomy of the non core service management practice according to
nature and service recipient
The facility management offers many services, or better, an integrated service
package. The first step is to distinguish the tangible aspects of the service from the
intangible ones (Levitt, 1981). The service includes, in fact, two kinds of elements:
physical-tangible ones and intellectual-intangible ones that produce sensorial and
psychological benefits (Heskett et al., 1990). In such sense, Lovelock (1983) suggests
a matrix crossing the nature of service (tangible or intangible) with the recipient of
service (people or objects). The matrix represented in Figure 1.2 uses the Lovelock
proposed dimensions with the non core service management practices (described
in paragraph 1.2 and summarized in Table 1.3). The multiplicity of the facilitymanagement proposed services covers two of the four matrix cells, since obviously
there are not people’s mind services. We finally remark that the auxiliary services
cover two matrix sectors, since there are both activities for the people and for the
objects (i.e. physical space and building).
The same dimensions have been used also to classify the integrated management
practices of the non core services (Figure 1.3).
Figure 1.2 - Nature and service recipient of the non core service management practices
16 PART 1 - THE EVOLUTION OF FACILITY MANAGEMENT
RECIPIENT OF THE SERVICE
PEOPLE THINGS
TANGIBLE
SERVICES ADDRESSED TO GOODSAND OTHER
PHYSICAL POSSESIONS
SERVICES ADDRESSED TO PEOPLE’S BODIES
INTANGIBLE
SERVICES ADDRESSED TO
PEOPLE’S MINDSERVICES ADDRESSED TO INTANGIBLE ASSETS
N A
T U R E O F T H E S E R V I C E
1. AUXILIARY SERVICES MNGTEMPLOYEE
SERVICE MNGTBUILDING MNGT SPACE MNGT
3. MATERIALS
HANDLING
& MAINTENANCEMNGT
2. UTILITYMNGT
8. ADMINISTRATION&
LEGAL ADVICES
5. PORTFOLIO
MNGT
6. ASSET MNGT
4. PROPERTYMNGT
7. APPLICATIONMNGT
Management practices of the Facility Management services
Management practices of the other no core services
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1. THE FACILITY MANAGEMENT: NON CORE SERVICES DEFINITION AND TAXONOMY 17
Figure 1.3 - Nature and service recipient of the integrated management practices of noncore services
1.5.2 Non core service management practice taxonomy according to
management integration level
In this paragraph we suggest a taxonomy of the non core service management
practices related to the management integration level (see Figure 1.4). In fact, the
literature analysis allowed to identify this kind of classification according to the
possible services that support the internal processes.
The management practices have been inserted in a matrix and referred to two of
their dimensions: the service type and the service management integration level.
The outsourcing service types considered in the first classification dimension are
those described in paragraph 1.2 and summarized in Table 1.2.
RECIPIENT OF THE SERVICE
PEOPLE THINGS
TANGIBLE
SERVICES ADDRESSED TO
GOODS AND OTHER
PHYSICAL POSSESIONS
SERVICES ADDRESSED TO PEOPLE’S BODIES
INTANGIBLE
SERVICES ADDRESSED TOPEOPLE’S MIND
SERVICES ADDRESSED TO INTANGIBLE ASSETS
N A T U R E O F T H E S E R V I C E
REAL ESTATEMANAGEMENT
CAPITAL
ASSETMANAGEMENT
FACILITY MANAGEMENT
Integrated management practice of the facility management services
Integrated management practice of the real estate
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About the service management integration level, two typologies have been
identified:
• not integrated services management, where a single service or a service group
are managed without coordination or integration (no facility manager);
• integrated multiservice management, where services are managed in a
coordinated and integrated way through the principles of service management
and project management (existence in the client organization of the internal or
external facility manager).
Literature supports the taxonomy structure presented in Figure 1.4. However, the
matrix enables to identify the different choices an organization can make regarding
the core services, and describes their management evolution in four steps.1. Non core services management: non integrated management of all the services
that support an organizations main activities using practices of employee service
management, building management, space management, utility management,
property management portfolio management and asset management.
Application management, administration & legal advice are included as well.
2. Facility Management (historical meaning): integrated and coordinated
multiservice management of the auxiliary services to satisfy many of the client needs.
3. Facility Management (modern meaning): besides the typical facility management
services of the mentioned historical meaning, the utility and technical services
are included.
4. Integrated Facility Management (Total Facility Management): besides the facility
management typical services of the modern meaning, the property servicesintegrated management is considered, extending the relative competences into
the capital asset management borders.
However, in the matrix there are other integrated management practices of the
non core services connected to the real estate:
• Capital Asset Management: integrated and coordinated multiservice management
of the real estate services (property management) and strategic consultancy
to increase the real estate value (asset management), where the management
and selection activities of the real estate portfolio are included (portfolio
management).
• Real Estate Management: technical-functional, administrative, commercial and
strategic management of the real estate, and its connected resources and services.
1.6 FACILITY MANAGEMENT COMPANIES TAXONOMY
The evolution in managing the services that supports the core activities has moved
from inside the company (where responsibility was assigned to the single department
or to an internal structure in charge of the managing those activities) to outside, by
subcontracting all the services that support the organization core activities (for deeper
information refer to non core service management model in chapter 4).
18 PART 1 - THE EVOLUTION OF FACILITY MANAGEMENT
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1. THE FACILITY MANAGEMENT: NON CORE SERVICES DEFINITION AND TAXONOMY 19
N O N
C O R E S E R V I C E S
F A C I L I T Y
M A N A G E M E N T S E R V I C E S
O T H E R S E R V I C E S
A U X I L I A R Y S E R V
I C E S
U T I L I T I E S
S E R V I C E S
T E C H N I C A L
S E R V I C E S
P R O P E R T Y
T E C H N I -
C A L
S E R V I C E S
P R O P E R T Y
A D M I N I S T R A T I V E
A N D
C O M M E R C I A L
S E R V I C E S
P O R T F O L I O
S E R V I C E S
A S S E T
S T R A T E G I C A L
S E R V I C E S
A P P L I C A T I O N
S E R V I C E S
A D M I N I S T R A T I O N
A N D L E G A L
S E R V I C E S
S E R V I C E
O B J E C T
L E V E L O F
I N T E G R A T I O N
P E O P L E
B U I L D I N G
S P A C E
U T I L I T I E S
P L A N T S A N D
I N T E R N A L
T R A N S P O R T
P R O P E R T Y
( L A N D A N D
B U I L D I N G S )
R E A L E S T A T E
P O R T F O L I O
A P P L I C A T I O N
S E R V I C E S
I N F O R M A -
T I O N S Y S T E M
A N D
A P P L I C A T I O N
S O F T W A R E
A D M I N I S T R A T I V E
A N D L E G A L
P R A C T I C E S
N O T
I N T E G R A T E D
S E R V I C E
M N G T
E M P L O Y E E
S E R V I C E
M N G T
B U I L
-
D I N G
M N G
T
S P A C E
M N G T
M A T E -
R I A L S
H A N -
D L I N G &
M A I N T E -
N A N C E
M N G T
U T I L I T Y
M N G T
P R O P E R T Y
M A N A G E M E N T
P O R T F O L I O
M N G T
A S S E T
M N G T
A P P L I C A T I O N
M N G T
A D M I N I S T R A T I V E
& L E G A L
A D V I C E
A U X I L I A R Y S E R V I C E
M A N A G E M E
N T
I N T E G R A T E D
M U L T I S E R V I C E
M N G T
F A C I L I T Y M A N A G E M E N T ( H I S T O R I -
C A L M E A N I N
G )
C A P I T A L A S S E T M A N A G E M E N T
F A C I L I T Y M A N
A G E M E N T ( M O D E R N M E A N I N G )
I N T E G R
A T E D F A C I L I T Y M A N A G E M E N T – T O T A L F A C I L I T Y M A N A G E
M E N T
( E X T E N D E D M E A N I N G )
P O R T F O L I O & A S S E T
M A N A G E M E N T
R E A L E S T A T E M A N
A G E M E N T
M N G T
F I E L D S
T E C H N I C A L
- F U N C T I O N A L M A N A G E M E N T
T
E C H N I C A L -
A D
M I N I S T R A T I V E
M A N A G E M E N T
S T R A T E G I C -
F I N A N C I A L
M A N A G E M E N T
Figure 1.4 - Non core service management practices and facility management evolution
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At the moment the taxonomies can be found in the literature, but seems
inadequate for a strategic placement analysis of the facility management
companies. Therefore we propose a non core service company classification
(Figure 1.5) which allows to emphasize the fields where the companies operate and
to make their comparison easier, according to the offered service typology and the
service management integration level.
Different models of support services providers or facility management companies
correspond to the different non core service management practices (described in
paragraph 1.2 and highlighted in Table 1.3). Organizations can refer to these
company models in order to outsource the management of their own services
supporting the core activities. The integration level of the outsourced servicemanagement is based also on the management approaches of the service
companies to integrate themselves with their clients. These approaches derive from
the organization model adopted by the service company (this topic will be widely
treated in chapter 4). Models are sorted according to an increasing integration level
regarding supplied services and client/contractor relation. To each of these levels
correspond increasing competences and growing capacity of designing, planning
and service management.
The typologies of company working in the facility management non core service sector
can be classified in the matrix illustrated in Figure 1.4, where the relative managerial
evolution can be understood as well. The typologies can be subdivided into:
• Non core service companies (non integrated outsourcing): these companiesfurnish non core services using practices of employee service management,
building management, space management, utility management, property
management portfolio management and asset management. Companies
furnishing services of application management and administration & legal
advices are included as well.
• Facility management companies: these companies furnish non core services in
an integrated and coordinated way, satisfying many client needs; in the historical
meaning these companies furnish only auxiliary services, while in the modern
meaning they offer technical and utility services as well.
• Asset management companies: these companies furnish, in a integrated and
coordinated way, services of real estate administration (property management),
strategic consultancy to increase the real estate value (asset management)
including real estate management and selection portfolio.
• Integrated facility management companies: besides typical facility management
services, these companies furnish, in an integrated and coordinated way, also
property management services, extending their own competences inside the
capital asset management boarders. Compared to the previous ones, they aim
to achieve a stronger integration and partnership with the client.
• Real estate management companies: these companies furnish a technical
functional, administrative, commercial and strategic management of the real
estate, of the resources and of the related services.
20 PART 1 - THE EVOLUTION OF FACILITY MANAGEMENT
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1. THE FACILITY MANAGEMENT: NON CORE SERVICES DEFINITION AND TAXONOMY 21
N O N C O R E S E R V I C E S
F A C I L I T Y M A N
A G E M E N T S E R V I C E S
O T H E R S E R V I C E S
A U X I L I A R Y S E R V I C E S
U T I L I T I E S
S E R V I C E S
T E C H N I C A L
S E R V I C E S
P R O P E R T Y
T E C H N I C A L
S E R V I C E S
P R O P E R T Y
A D M I N I S T R A -
T I V E A N D
C O M M E R -
C I A L
S E R V I C E S
P O R T F O L I O
S E R V I C E S
A S S E T
S T R A T E G I C A L
S E R V I C E S
A P P L I C A T I O N
S E R V I C E S
A D M I N I S T R A T I O N
A N D L E G A L
S E R V I C E S
S E R V I C E
O B J E C T
L E V E L O F
I N T E G R A T I O N
P E O P L E
B U I L D I N G
S P A
C E
U T I L I T I E S
P L A N T S A N D
I N T E R N A L
T R A N S P O R T
P R
O P E R T Y
( L A
N D A N D
B U
I L D I N G S )
R E A L E S T A T E
P O R T F O L I O
A P P L I C A T I O N
S E R V I C E S
I N F O R M A T I O N
S Y S T E M A
N D
A P P L I C A T I O N
S O F T W A R E
A D M I N I S T R A T I V E
A N D L E G A L
P R A C T I C E S
N O T
I N T E G R A T E D
S E R V I C E
M A N A G E M E N T
N O N C O R E S E R V I C E S C O M P A N
I E S ( N O T I N T E G R A T E D O U T S O U R C I N G )
I N T E G R A T E D
M U L T I S E R V I C E
M A N A G E M E N T
F A C I L I T Y
M A N A G E M E N T C O M P A N I E S
A S S E T M A N A G E M E N T C O M P A N I E S
I N T E
G R A T E D F A C I L I T Y M A N A G E M E N T C O M P A N I E S
R E A L E S T A T E M A N A G E M E N T C O
M P A N I E S
M N G T
F I E L D S
T E C H N I C A L - F U N
C T I O N A L M A N A G E M E N T
T E C
H N I C A L -
A D M
I N I S T R A T I V E
M A N
A G E M E N T
S T R A T E G I C - F I N A N C I A L
M A N A G E M E N T
Figure 1.5 - Non core services companies typologies
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From the graphic representation it can be easily inferred that there is an overlap of
companies offering integrated facility management services and companies
offering real estate management services. The first ones are the natural evolution of
facility management companies which have proposed also commercial and
administrative services. The second ones, traditionally less oriented to the technical-
functional management, lack altogether in offering people-related services.
The evolution of the real estate non core service companies brings to foresee a
future competitive scenario where the facility management companies will
increasingly overlap the real estate management companies. The first ones will
propose to their clients also services connected to the capital asset management,
while the second ones will offer also person related services.
1.7 FACILITY MANAGEMENT COMPANY CHARACTERISTICS
Facility management companies are above all companies providing one service or
many services to a client organization. Two types of service content can be
distinguished according to where the service is provided (Chase et al., 2004):
• facility-based services: the client operates inside the structure that provides the
service;
• field-based services: the service is produced and consumed inside the client
structure.
FM companies are certainly among the field-based service ones, that means
working inside a manufacturing or service company. The matrix illustrated in Figure1.6, suggested by Lovelock (1983), shows that the impact of the services provided
to the client organization structure, is high in case of manufacturing companies,
while it is really high in case of service companies. Consequently companies
providing clients with supporting services have generally a critical role which
becomes very critical when the client, in turn, provides services to the end-users.
Figure 1.6 - Facility management service impact on the client organization structure(adapted from Lovelock, 1983)
22 PART 1 - THE EVOLUTION OF FACILITY MANAGEMENT
CLIENT TIPOLOGY
MANUFACTURING SERVICES
SERVICETIPOLOGY
FIELD
BASED
HIGH
CLIENT IMPACT
REALLY HIGH
CLIENT IMPACT
FACILITY
BASED
LOW
CLIENT IMPACT
MEDIUM
CLIENT IMPACT
Facility management field
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The challenge in providing field-based services arises also from the relationship with
the client. In fact, it is important to clarify that the service companies, and therefore
also the FM companies, are organizations whose primary activity needs a frequent
relationship with the clients. The contractor-clients interaction level, expressed with
the contact frequency, depends on the provided service typology. Moreover the
relationship tipology can substantially modify the organization structure, the service
company management approach and the requested commitment in terms of
human or technical/technological capital. Schmenner matrix (1986), shown in
Figure 1.7, summarizes and illustrates these concepts in the best way. It analyzes a
contractor according to two parameters:
• human capital intensity compared to the technical capital;• client interaction degree and service customization.
Figure 1.7 - Degree of labor intensity and interaction/customization in the facility
management companies (adapted from Schmenner, 1986)
Companies with low service customization and low interaction degree are known
as service factories (low intensity of human capital) - e.g. hotels and airlines - or mass
services (high intensity of human capital) - e.g. large retailers or banks. Using
Schmenner’s matrix it can be inferred that the companies providing FM services
belong, for the most part, to the service shop class while for a smaller part to the
professional service class. This is due to the fact that the offered services are always
characterized by a high customization level and are based, almost always, on acontinuous contact with the client. The main difference can be identified through
the human capital commitment required to provide the service; fundamental for
some service typologies and marginal for technical ones.
Summarizing, FM companies offer field-based services with a high client interaction
at a high customization and specialization level and a high impact on the client
performances since they work inside the client structure.
Brown et al. (2005) indicate some challenges the managers have to face in order
to administer their own service company in an efficient and effective way and to
prevail in their own market sector. The effect of a human capital force, lower than
1. THE FACILITY MANAGEMENT: NON CORE SERVICES DEFINITION AND TAXONOMY 23
DEGREE OF INTERACTION AND
SERVICE CUSTOMIZATION
LOW HIGH
DEGREE OF
LABOR INTENSITY
COMPARED TOTECHNICAL ONE
LOWSERVICE FACTORY
(airlines, hotels, …)
SERVICE SHOP(mechanical repairs,
application service
provider, …)
FACILITY
BASEDHIGH
PROFESSIONAL SERVICE
(consultants, lawyers, …)
Facility management companies
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the technical one, leads to direct capital investments toward a technological
progress. Conversely, a human capital force, that is higher than the technical one,
needs great attention in managing the hiring process and the following human
resource training. The activities schedule has to be oriented, in the first case, toward
the operational planning of the service providing system, and, in the second case,
toward the operational planning of the labor force.
The main goal of the service-shop and professional-service companies (i.e. companies
with high interaction and customization level) is to prevent increasing costs while
maintaining the required service quality. Moreover, the high interaction level with the
client needs a quick reaction to the client interferences and to their new requests
through an effective and efficient management of the service providing system.
1.8 THE GLOBAL SERVICE CONTRACT
It is important to highlight that facility management, but particularly the Total Facility
Management or the Integrated Facility Management, can adopt the Global
Service (GS) contract. The global service is a “contract that refers to a plurality of
services, replacing the ordinary maintenance activities for which the service
contractor takes full responsibility” (UNI110685). This type of contract moves the
service objective from a specific activity implementation process to the effective
achievement of satisfying results. So an integrated system of facility management
services can be attained assigning the contractor with full responsibility on the results
according to the performance levels expected by the client. This kind of solutionensures the contractor a continuous connection with the client during the contract
lifespan and a best identification of the objectives enabling a structured approach
in time and resource management.
1.9 THE INTEGRATION OF THE NON CORE SERVICES AND INVOLVED PLAYERS: THE
OPEN FACILITY MANAGEMENT
The evolution of the management sector is moving the non core activities
management practice toward a higher integration level both among the services and
between client and contractor. For example, the integrated facility management or
the total facility management, with a single contract for all the facility management
services, is a unique point of reference for the client organization.
Compared to a multi contract model, the integrated facility management (IFM)
model has to be intended by the client organization as a management
simplification (single point of reference with fewer transactions) and as a cost
reduction. It is anyway necessary that the client organization entrusts the facility
management company with a sufficient “working space” to manage the services,
in an effective and efficient way.
1 UNI = Ente Nazionale Italiano di Unificazione = Italian Organization for standardization
24 PART 1 - THE EVOLUTION OF FACILITY MANAGEMENT
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The IFM is certainly an optimal solution, but only if the organization clearly identifies
its own needs, coherently to its own strategy, defining the proper service conditions
and subsequently identifying the possible best contractor. Nonetheless, the model
of outsourced integrated services can cause several difficulties due to a lack of
contract clarity.
Other criticalities can occur when clauses and conditions included in the main
contract between contractor and client are not properly cited and transcribed in
the contracts with the subcontractors. Particular contracts, like global service,
increase the partnership level, especially when integrated with Service Level
Agreement (SLA). The Service Level Agreement is a contract appendix that defines
the service quality domain and parameters, penalty clauses and related prizes. Infact, the SLA identifies:
• the contracted output;
• the main client/contractor interfaces;
• the responsibilities of the contractor and of the service providers.
The service level agreement is not focused on the way to carry out the operations
but on the results. Besides, other than defining the service object and domain, it
provides some instructions for changing the required contract services.
In order to conclude this chapter, we suggest a management practice classification
used by the companies supplying non core FM services, by focusing on the relation
between client and contractor (Figure 1.8). This classification focuses on the service
integration level and on the contract responsibility, drawing attention to the
evolution of the management approach regarding the FM service sector.
The first classification dimension is the contract responsibility that determines how
the client will verify that the service has been carried out in an efficient and effective
way. Three cases can take place:
• process control: it represents the traditional contract case where the methods of
carrying out the service are set;
• result control:
- with global service contract, it establishes the responsibility in achieving
the results according to defined, not changeable, target service levels
(contract rigidity);
- with service level agreement, it integrates, as an appendix, the GS contract.
Thus the target service levels can be periodically changed (contract flexibility).
This classification, beyond the contract responsibility, is also based on the integration
level, considering both the integration among the outsourced furnished services
(which can exist or not) and the integration between contractor and client.
In case of integration lack among services, single supporting activities are
outsourced to external organizations, which simply manage those services
(outsourcing service management). The multiservice integration is instead typical
of the facility management domain, which uses global service contracts.
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Figure 1.8 - Classification of the management practices concerning the outsourced facility
management services
The evolution of the client-contractor-subsupplier relationships toward partnership
will be the object of the last chapters of this book. These chapters will show the results
of an exemplary case study where the integration level among the involved parties
in the global service contract has been enhanced through specific tools of
knowledge sharing, of performance measurement and of innovative management
practices. To reach a real client-contractor integration it is necessary to find an
agreement on the service levels, also achieving a true partnership. A starting point
is the definition of the service level agreement, allowing periodically changes of the
required service levels. However this is not enough: with the long-term contracts thatthe FM often uses, the dynamics of the client needs and the evolution of the
management and technological solutions cannot be forecasted and efficiently
managed. From this simple consideration, it becomes evident that there is a need
to introduce new managerial orientations, which allow to fulfill the client needs
evolution, even inside sufficiently tight contract constraints, in order to avoid
opportunistic behaviors by any of the involved parties.
The new approach is based on the evolution of the managerial, organizational and
legal practices of the facility management. This approach will be named Open
Facility Management.
26 PART 1 - THE EVOLUTION OF FACILITY MANAGEMENT
OUTSOURCING
SERVICEMANAGEMENT
FACILITYMANAGEMENT
P L A Y E R
I N T E G
R A T I O
N
C O N T R A
C T F L E X I B I L I T Y
OPEN FACILITY
MANAGEMENT
INTEGRATEDMULTISERVICE
MANAGEMENT
NOT
INTEGRATEDMULTISERVICE
MANAGEMENT
I N T E G R A T I O N L E V E L
CONTROL ON
PROCESSESCONTROL ON RESULTS
CONTRACT RESPONSABILITY
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FACILITY MANAGEMENT ASSOCIATIONS AND ORGANIZATIONS
1. Centro Ricerche Economiche Sociali di Mercato per l’Edilizia e il Territorio (CRESME)
http://www.cresme.it
2. De Britse Association for Facilities Managers – http://www.fmn-vereniging.nl
3. European facility management network – http://www.eurofm.org
4. GErman Facility Management Association (GEFMA) – http://www.gefma.de
5. International Facility Management Association (IFMA) – http://www.ifma.com
6. Nordic FM – www.nordicfm.org/
7. Royal Institution of Chartered Surveyors (RICS) FM Skills Panel – http://www.rics.org
28 PART 1 - THE EVOLUTION OF FACILITY MANAGEMENT
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