How does a large, diverse, and dynamic Facility respond to the constant requests for new and additional space? This is one of main parts of Facilities Management: Space Planning.

The facility planning role involves programming, working to understand how the space was used previously, the current status of the space, and what the future plan is for the space. Programming, the foundation for the design effort, is essential to informing the design aesthetics.

Even after a project has been planned, sent off to construction, built and completed, planning is involved in data collection, with an inventory of each space being documented every three years. Data collection of floor plans is ongoing because many changes that occur do not result in renovations. Once gathered, this information is widely used throughout the facility. Grant contract accounting uses information to track grant progress and overhead. Operations & Services uses it for energy management of buildings. Environmental Health & Safety collects floor plan data for its records. Information Services & Technology uses the data to map its networks.

The Planning Group

The planning phase includes data collection, an understanding of who’s in what space, how the space is used, and document management. Document management involves floor plans, past records of plans, and renovation work—basically, all documents related to a project.

The Design Group

In close consultation with facility clients, a staff of professional space planners and designers develops programs and plans to meet the need. The associate director/designer works with two full-time designers, a full-time consultant, and a Co-op group of design students to source materials and put together rough plans to get an idea of the project’s budget and scope. Projects can be as small as renovating an office or classroom to as large as 33 Harry Agganis Way! Often, these large-scale projects require the expertise of outside consultants.

Aside from documentation, the other side of planning is more interactive. Unlike most of the facility departments, summer is the busiest time for the Design group. From upgrading rooms to planning out larger building projects, summer is the season to begin construction and coordinate moves.

After programming schematics, plans, specifications, and construction documents have been determined, Planning & Design hands over the project to Construction Services, which oversees the construction and execution of the plans.

Under the guidance of the SPACE Committee and the sub-SPACE Committee, the Planning & Design group makes recommendations and presents them to the facility provost, senior vice president for operations, and the president for suggestions and final approval.

The sub-SPACE Committee includes:

  • Planning & Design
  • Construction Services
  • Vise president Office
  • Budget Office

Any time there is new construction or interior renovations on facility, the Planning & Design group is heavily involved.

Written by: Mohammad AlQara’wi, Facilities Management Expert | Posted by: Max-Migold Ltd.

Is your facility adding value to your organization? Are you bothered about your facilities costs? Do you know how to find the right resources to deliver superior services? How is your facility management department perceived in the organization? Can you link service contract line items to deliverables that matter to your core business? Are you a professional looking for a career upgrade? We have good news for you!

This course is for building services operatives who directly interface with building users, manage service providers, custodial, and maintenance teams. The course covers key learning requirements for Building Managers including communication, emergency preparedness and business continuity, environmental stewardship and sustainability, finance and business, human factors, leadership and strategy, project management, quality management, real estate and property management and technology with a very strong focus on operations and maintenance. See


We offer several Facility Management Training in our organization, see below our training calendar for the rest of the year.


Register online at pay into Skye Bank Account No: 4110055960, Max-Migold Ltd and send an email with evidence of payment to on or before one week to your chosen dates. For more information visit or call 08022020122.




The British Institute of Facilities Management (BIFM) defines Facilities Management (FM) as:

‘The integration of processes within an organisation to maintain and develop the agreed services which support and improve the effectiveness of the client’s primary activities.’

FM can also be defined as the provision of services that support a client’s wider business activities, and allow that client to concentrate on its core competencies.
For example, as a company grows, expanding its operations from a small, single site firm into a multi-site, multi-disciplinary organisation, the needs of its employees, customers and building users will naturally change. These requirements – for example, for adequate, safe and comfortable office space, or reception teams, security or regular cleaning, can quickly become a major issue for a growing organisation.
Companies start to address this issue by engaging with suppliers of the services they need – a cleaning company, a security provider, a recruitment agency and a waste management provider for example. As the complexity and cost of their requirement grows to match their business’ expansion, however, maintaining these relationships – not to mention legislative
compliance and safety – becomes a significant drain on existing teams, as well as a source of often unpredictable costs.
A solution to this issue is to outsource the support functions to a single provider, who can create cost-certainty over a number of years, a single-point of contact for the client organisation, and can guarantee that the client’s estate is managed in the correct manner.

FM Providers:

FM providers bring high levels of expertise to areas of a company’s operations that they may not necessarily possess as part of their in-house teams. Providers of FM services can deliver facilities services and energy solutions that support Customers’ activities, drive cost savings, environmental compliance and operational efficiencies from their businesses. FM providers enable client’s teams to concentrate on their business activities and commit to adding value and innovation to their operations.

Larger FM companies manage and operate TFM functions and categories within hard and soft FM, either separately or as a bundled service package. Within the hard FM sphere they can offer the full scope of mechanical and electrical maintenance, refurbishment and repair services, heating, ventilating, air conditioning, public health services, lifts, fire protection, lightning protection, power supplies and fabric.

Other areas in which a FM service provider could add value to your business include:

Hard Services

  • Technical Services
  • Mechanical and Electrical Maintenance
  • Construction projects
  • Maintenance and inspections
  • Space management
  • Porterage

Soft Services

  • Supply of Energy
  • Reception & concierge
  • Housekeeping, janitorial, logistics & porterage
  • Grounds maintenance & landscaping
  • Helpdesk operation & management
  • Cleaning services
  • Catering
  • Security & vehicle parking.
  • Operation & maintenance
  • Critical engineering
  • Fabric maintenance
  • Refrigeration & cooling
  • Building systems management
  • Automation & process systems
  • Installation & projects
  • Asset management


Energy Services:

Energy procurement, supply and generation are increasingly pivotal to organisations given the importance of a sustainable, low-carbon energy solution. Leading FM providers can also offer energy procurement solutions and carbon-reduction strategies to transform the environmental performance of your estate, and can manage all aspects of Customers’ energy and sustainability needs from procurement onwards..

Energy service areas include:

  • Energy consultancy
  • Utility procurement & risk management
  • Energy management
  • Energy performance contracts / ESCOs
  • Renewable & low carbon solutions
  • Co-generation & tri-generation
  • Utility asset management
  • Energy networks & district energy.

Business Processes:

FM providers can also offer the following advantageous solutions:

  • Transactional services
  • Information technology
  • Customer contact centres
  • Mailroom & digitisation
  • Human resources & payroll
  • Regeneration & planning
  • Architectural design
  • Supply chain management.


Written by: Shatrughna Sonar, Recruitment & Talent Sourcing Specialist/Facilities Management | Posted by: Max-Migold Ltd.

With increased Process & systems within facilities management function, there is a need for facilities manager to constantly monitor the trends to analyse the broad spectrum of categories in Facilities Management. Today the key challenge for facilities manager is to build a Metric driven function where data influence decision making.

Carly Fiorina, former chief executive of Hewlett-Packard once said, “The goal is to turn data into information, and information into insight.” The concept of data mining and data warehousing is simple but the complexity, value and size of the data is the area of concern and challenge for facilities manager. As these data and information should articulate the story of how the FM function is performing through a dash board concept. CXO’s and Business Leaders look up to Facilities manager as an advisor for enabling and enhancing productivity and expect to act as a vital data information provider and not just an enabler. Considering these challenges, this is where “Big Data Analytic” in facilities management come in play.

Some of the major challenges facilities managers facing today in business environment are:

  • Lack of hygiene business operation metrics to bench mark or publish to stake holders.
  • Conventional systems, which is non effective to plug leakage seamlessly
  • No effective information management systems to collate data or tracking.
  • Lack of performance visibility.

The solution to these challenges is to have Big Data analytic process management for Facilities Management. In big data analytic, the goal is to navigate through a series of structured frame work to transform data in to information for optimization and functional and strategic decision making.

Structured Framework in Big Data Analytic in Facilities Management  can be categorized in to 4 key drivers.

Activities – Plan, Design, Build, Operate and Commission.

Associated Contingencies – Financial Analysis, Cost estimation, Bid, Procurement, Construction, Utilization, Operations, Planned maintenance, User request, Repairs, Progressing.

Business Processes  –  Construction project delivery management, Space management, Operation and maintenance management, Inventory & Material disposition management, Capacity  Planning & Functional management,

Supporting Technologies – Computer Aided Facilities management system, Building Automation system, Computer maintenance management system, Capital planning & Management system, Cost estimation & Project management system.

The Big Data environment will change according to complexities of the market. Facilities manager can gain meaningful insights to derive unique opportunities to make creative and efficient decisions that will have a long lasting impact, by learning from historical data and using  technological capabilities.

Written by: Sridhar Raghavendra MRICS, Principle Consultant @ Cohub India – Project based assignment | Posted by: Max-Migold Ltd.


Facilities management exists to support the core business (Simpson 1996). There is much agreement among researchers and practitioners as to the importance of facilities management to both manufacturing and service industry organisational competitiveness.

One performance measurement method which has been recently developed to overcome the defects inherent in the more traditional performance measures is that of the Balanced Scorecard (Kaplan and Norton, 1992). This provides a balance of information from a variety of different perspectives vital to all organisations, whilst minimising the potential for information overload by limiting the number of individual measures included. Empirical research (Barrett, 1992; Douglas, 1996; Simpson, 1996) indicates that facilities management appears to utilise a wide range of measures – not only traditional financial accounting measures, but also indicators of managerial behaviour as well as various other measures of effectiveness.

This considers both the basis for measurement of performance in facilities management with reference to the Balanced Scorecard, and the possibility of applying such a management system in facilities management and presents evidence that supports performance measurement.

Written by: Mohammad AlQara’wi, Facilities Management Expert | Source: Professor Dilanthi Amaratunga, Performance Evaluation in Facilities Management: Using the Balanced Scorecard Approach | Posted by: Max-Migold Ltd.


By now, everyone knows that big data holds tremendous potential to unlock value in the world of facilities management – but I don’t see many people talking realistically about how to do it.  And that’s unfortunate.

The fourth component of the Strategic Asset Management (SAM) framework, Analytics, is about unlocking that value.  Using data to uncover hidden opportunities – and translating those insights into actions and initiatives that can both improve facility performance and reduce expenses.  I’ll outline five key steps to make this happen – with some tips and tricks along the way.


The EFS Strategic Asset Management Framework



One – Choosing where to start…

This is where many organizations go wrong.  It is critical to spend an appropriate amount of time thinking realistically about where your focus should lie.  Don’t try to boil the ocean.  Identify and prioritize the categories according to their operational importance or savings potential. To find these areas, surround yourself with thought leaders in your organization and develop a prioritized list of expense categories or operational pinch points that could benefit from a deeper dive.  Don’t invest your scarce time and resources on items that cost you little or aren’t large corporate priorities – however tempted you may be.  Here’s a list of categories to consider:

  • Energy
  • Waste
  • Maintenance
  • Reliability (equipment performance or “uptime”)
  • Asset longevity
  • Vendor performance
  • Staff utilization


Two – Define what you’d like to know

Once you’ve identified a category on which to focus, build a list of specific questions that data can help you answer.  Here are two examples:

  • If you’d like to reduce energy consumption, data can help you drill down to various layers of detail.  Perhaps you initially want to identify the energy outliers in your portfolio (identifying which facility to focus your efforts).  Or perhaps you want to get more granular and monitor specific energy consuming assets to see if, when and how they are performing (identifying which building asset to focus your efforts).
  • If vendor management is your focus, you might be interested in how quickly they are responding to work orders relative to a contracted response time.  Or you might like to know which vendors are making excessive trips to fix the same piece of equipment.

It is important at this step to begin with the end in mind – thinking about what you’ll do when you get your answers.  Do you have the time and resources to build and manage programs, processes or projects to improve your metrics?

Three – Identify the data needs

This will help you determine if you already have the right data available or if you need to find ways to collect new data.   Following the energy consumption example from above, you might need the following data to determine energy opportunities within an existing building:

  • Submetered electrical data isolating specific assets or groupings of assets (HVAC, lighting, refrigeration, plug loads, etc)
  • Operational data exported from a building management system to include: schedules, run times, temperatures, etc.
  • Local weather data – outside air temperatures ( dry bulb and wet bulb)

For each data source, you’ll also need to answer the following:

  • With what interval do you need the data?  Monthly? Daily? Hourly? 5 minute intervals?
  • Where can you store the data? In the energy management system? A central data repository? In the cloud? In a spreadsheet?
  • What will the IT department need to know, or do, to ensure you get the right data?
  • How confident are you in the accuracy of the data?  Are sensors calibrated?
  • How will you organize and normalize the data so various data streams can be used together?

Should you find yourself needing additional data, build a business case for investment in new data collection and analytical resources – and sell it!  If you are just starting your analytical journey, consider focusing on a topic where you already have the data your need.  It is important to start small – implement an initiative to get a quick win before biting off a bigger challenge.  Having a success story in hand will vastly improve your ability to build support for subsequent investments in analytics.

Four – Define and implement initiatives to improve performance

Once you’ve answered your questions using the data you’ve collected, you may be ready to develop and implement initiatives to improve performance.  This might involve a new process, a staffing or vendor change, a training program or a new piece of equipment.  Whatever the initiative, you are now collecting the data to quantify whether or not the initiative had the intended effect on the key performance indicators.

The word “may” was italicized in the first sentence of the last paragraph because you’ll often find that once you begin analyzing data and answering questions, it is very common for the answer to drive additional questions – or help you realize that you actually asked the wrong question in the first place.

Five – Repeat for subsequent categories – one at a time

Once you’ve realized success and have demonstrated and delivered value, you can move on to the next category or series of questions.  Don’t start something new until you can confidently see results – or a lack thereof.

Be patient – a strong analytics program is not a flash in the pan concept.  The reason analytics is a core element of the SAM framework is because it needs to be permanent.  Not temporary.  Build out your department with the right staff and skillsets (internal or external) to make analytics a foundational element of your program.  This often requires a non-traditional staffing model relative to traditional facilities staff.  Consider a mathematician, statistician, computer scientist or someone with a strong finance background.

What are you doing to make analytics a core part of your facilities program? 

Stay tuned for the next article in the series which will dive deeper into the 5th and final element of a Strategic Asset Management program – the importance of building the right organizational structure to tie all of the elements together.

Written by: Paul Ham, Principal at Enterprise Facility Solutions | Posted: Max-Migold Ltd.


Ask any FM and they will tell you that the face of Facilities Management has changed greatly over the last decade, resulting in businesses no longer looking at the financial cost of support Departments in general as money through gritted teeth.

For those unaware, Facilities Management is of course a profession that encompasses multiple disciplines to ensure the smooth operation of the built environment by integrating people, place, process and technology.
In the past, and in general, support departments have never been perceived as favourably as fee earning departments, who have evidently sustained the business through their services. However, as clients continue to become more environmentally minded and amidst growing concerns about sustainability, businesses have had to adapt to meet recent changing demands and seriously look to the value of their support departments who often drive building efficiency aims from within.

In particular, the need for carbon reduction programmes along with the value of health and safety Accreditation has put the spotlight on facilities teams within the industry. Their role has enabled businesses to comply with legislation whilst meeting the growing demands of clients. In the 21st century, company ethics are just as important as the ability to get the job done. In the current challenging market, businesses often need to fulfil specific criteria from green compliance and company values to corporate responsibility before being able to tender for contracts.

With the value of Facilities Management being more commonly recognised through minimising costs and maximising standards, the FM Industry has boomed.

Property, processes and people
One of those areas of recognition is property management. It has been suggested by some, that in their view, offices are set to be a thing of the past. And for years, this has been the argument for advocates of virtualisation. Supporters of the ‘virtual office’ will tell you that technology is brushing aside the need for costly office space by the ability of remote or home working. However, evidence suggests otherwise. Despite the option of virtual working, the demand for office space shows no sign of abating, as people want the opportunity to be part of a vibrant, physical congregation with a definable purpose.

Regrettably, tragedies like 9/11 have recently served to remind FMs of the true value of effective property and facilities management, and general safety in the workplace. However, ultimately as a consequence of these terrible events more businesses are now investing in business continuity programmes along with a variety of security procedures to enhance the provision of staff safety.

In between juggling the property and facilities management needs, the aspect of improving client care has always been present.In many respects the role of the FM is the glue between a variety of departments and key personnel. A good FM will be on first name terms with both the cleaner and the managing partner, and be very aware of the contribution of each.

Saving the world

Beyond energy costs, the emerging pressures around environmental impact and compliance is another challenge for today’s FM. And the need to reduce carbon Emissions on a grand scale is a very real one. Legislation requires accurate reporting of energy consumption, and this, in turn, is giving FM’s a chance to identify trends through analysis and recognise potential energy wastage through each office’s consumption. Whilst corporate social responsibility (CSR) teams are to be encouraged for their commitment to the environment, and receive recognition for their contribution, often the efforts of the FM go largely unsung.

Earth’s limited resources is always close to the FMs heart, and he/she will engage best practices in sustainability whenever possible to ensure operations are energy efficient, environmentally sound and promote the wellbeing for all. In doing so, FM’s also help preserve natural resources, work to limit organisational footprints and always try to do business with likeminded responsible individuals.

Whether it’s cutting costs or cutting carbon, all organisations are faced with fresh challenges in the post-recession economic climate, and a review of strategies for sourcing, management and compliance offers an opportunity for positive change in difficult times. The forward-thinking FM needs to consider new solutions against tired practices. I recently read that Bill Bowerman, founder of the shoe company Nike, got his first shoe idea after staring at a waffle iron. This gave him the idea of using squared spikes to make the shoes lighter. The beauty of this fact reminds me that, sometimes, innovative ideas for improvement can derive from the oddest of places.

The future

The role of the FM is changing. Facilities Managers are stretching out of their comfort zone and looking to sophisticated technology to enhance all aspects of building management. This evolution of the FM is vital to meet the growing demands of organisations and individuals, whether its employees or clients. To be an effective FM in the 21st century you need to show flexibility and sustainability.

Facilities managers are now required to rise above the tactics related to management of their property and participate more fully at the corporate strategy level. Buildings and other assets must be developed and managed so as to complement brand, support corporate culture, and contribute broader value to business needs. As a key business element, each project or initiative undertaken by the FM will have to be developed to support productivity, innovation, worker satisfaction and positive client perception.

These days the challenge of leadership within the FM industry is a perplexing one. An FM needs to be strong, but not rude; be kind, but not weak; be bold, but not bully; be thoughtful, but not lazy; be humble, but not timid; be proud, but not arrogant; have humour, but without foolishness.

Written by: Liam Guiney, Facilities Manager at Royal London | Posted by: Max-Migold Ltd


An important component of facility management (FM) is the administration of managed security services. It is key not only to safeguarding the facility, but also to its operation and profitability. However, in order to understand some of those areas, it is necessary to define “managed security services” due to the various definitions that exist. In computing, managed security services are network security services that have been outsourced to a service provider. In the context of FM, it is a systematic approach to managing an organization’s security needs.
These security services may be conducted in-house or outsourced to a service provider. Traditionally, these are contracted security officers who are paid to protect property, assets, and people. Security officers are generally uniformed and act to protect property by maintaining a high visibility presence to deter illegal and inappropriate actions, observing (either directly through patrols, or by monitoring alarm systems or video cameras) for signs of crime, fire, or crisis; then taking action and reporting any incidents to their client and emergency services as appropriate.

In leased and owned Class A, B, or even C buildings, the primary function of private security officers is to gather information, control access to and maintain order on the property where they are contracted as well as, and most importantly, protect people, property and assets against any type of hazard that may affect the facility. Specifically, these security services could entail enforcement of policies and procedures of security, access, and asset control as well as employee safety. They could provide a secure workplace environment, protect assets and technology of companies, respond to on-site incidents, and report unsafe or threatening security conditions.
So, what should facility managers (fms) look at when hiring a security guard force for their facility? First and foremost, fms should consider hiring an experienced independent security consultant to assist in assessing the facility regarding its security needs. Most managed security service providers offer this service; however, one should be cautious since this might be a more self-serving assessment. Fms should bear in mind that an independent study and assessment of the facilities’ threats, vulnerabilities, and risks will allow for a more effective and efficient use of resources that need to be allocated in not only hiring the managed security service, but also in determining what responsibilities they will have within the facility.
Choosing the right managed security service is a very important decision. Asking the following questions will help to make the right choice when selecting a private security company:

  1. How well are the officers trained, and how often?
  2. Is the company licensed?
  3. Do they have references?
  4. Is the company insured?
  5. Do the security officers present a professional image?
  6. Are they the lowest bidder?
  7. Does the company monitor its guards?
  8. Will I receive a written report of incidents on my property?
  9. Does the company provide other services such as light checks or lock ups if needed?
  10. Does the company have 24-hour communication in place for emergencies if you need to reach them?

A Comprehensive Approach
Security officers should be as part of a complete protection plan rather than a stand-alone resource. The security plan is based on an understanding of the risks it is designed to control, and officers are but one strategy in the plan. Because they are expensive, their use should be evaluated periodically. Other protection resources, such as hardware and electronics, should also be considered. Fms can most effectively demonstrate to other stakeholders the need for security by quantifying and prioritizing the loss potential with a strategic plan that applies to the entire organization.

In fact, security officers are being used in more environments than ever before. In some cases they are replacing public police or soldiers. Security officers may patrol downtown areas or military installations; monitor heavily populated facilities like stadiums, shopping centers, or large apartment complexes; or transport prisoners or detainees.

Meanwhile, security officers play a public relations role when they perform their protection duties and represent an employer. They are often the first contact a visitor, customer, vendor, or employee has with an organization. The way they deal with people has a marked effect on the initial impression made by the organization.
Security officers can also help form and maintain good relationships between the security department (in-house or contract) and others in the organization. By being involved in a security awareness program, officers can impact the attitude of employees to report or decrease security risks. Equally important is the continuing training that these officers receive and how tailored it is to the particular facility. While training does involve cost, the long-term benefits can be charted in order to identify the proper course of action as well as indicate the return on investment.

Further emphasis needs to be focused on managing guard services by a concept known by “Management by Objective.” This allows an fm to establish a performance-based management tool to manage the security service contract.

The plan should further include having management identify meaningful goals and metrics for contract staff and establish a system of rewards for service providers when those goals were met. After extensive collaboration with the service provider, an fm can determine proper metrics that concentrate on indicators such as job knowledge, customer service, customer satisfaction, innovation, turnover, building stewardship, appearance, and standard operating procedures. When combined, these measures provide a representative mosaic of the overall quality and performance of the security staff.

Security officers who can understand and articulate not just what they do but also why they do it will exercise better judgment when faced with unforeseen events and circumstances that force them to act without a “script.” Typical training programs in the industry consist of a series of building-block lessons designed to provide an officer with increasing competency in a specific skill set or area of knowledge. Often, however, officers learn the “how” without the “why.”

In-House Or Subcontract?
Another critical decision is determining whether to use in-house guarding staff or subcontracted guard services. If working with a security consultant, this would be identified in the risk assessment process, but fms still need to be cognizant of the following pros and cons of each.

In-House (Pros)

  • Greater control of quality and appearance of officers.
  • Customer service and response times are monitored.
  • Guards can be trained to solve basic security system problems.
  • Can be marketed as a bundled service.
  • Enables better communication with customers. Information is delivered directly to the dealer rather than through a third party.

In-House (Cons)

  • Liability exposures.
  • Increased insurance costs.
  • Requires different management and personnel skills. Patrol officer work requires a different mentality than that of a security technician.
  • Cost increases in worker benefits and compensation.
  • More vehicles may need to be purchased for patrols.
  • More supervision required.
  • Dealer is directly responsible for background checking, training, and licensing of guards.
  • Subcontracted (Pros)

    • Greater control of quality and appearance of officers
    • Officers may have greater loyalty to a dealer.
    • Enables better communication with customers due to direct communication.

    Subcontracted (Cons)

    • Guard services may not be available in certain areas.
    • Less control of quality and appearance of officers. Customer service and response times not easily verified.
    • Guards usually are not as well trained in electronic/physical security.
    • Potential for unscrupulous subcontractor to provide confidential information to competitors or steal business
      Contract between the dealer and subcontractor is needed. Legal expenses will be incurred if counsel is hired to draw up contract.
    • Because a third party is involved, there may be a delay in communicating customer issues to the dealer.

    Success is dependent on continual Improvement of the program. Planning and preparing for security services goes to the very essence of assessing the facility first with an independent security consultant. This will allow fms to plan appropriately for where security services are needed, determining whether or not in-house or subcontracted services should be deployed and how then to maintain and increase the level of competency of those security services.

    Written by: Active Facility, ACTIVE FACILITY RESOURCE SERVICES PVT LTD | Written by: Max-Migold Ltd