BN3040: Facilities Management Service Provision Report

This report delves into the multifaceted world of facilities management (FM), examining its role in organizational efficiency and strategic alignment. It begins with an executive summary outlining the report's objectives, which include understanding FM's impact on business productivity by integrating processes, places, and people within the built environment. The report then provides a detailed analysis of the FM business environment, identifying key issues such as managing failures, expectations, costs, and time. Two crucial analytical tools, SWOT and PEST analysis, are discussed, highlighting their utility for FM managers in strategic business analysis. The report also explores the process of developing a strategic business plan aligned with overall organizational strategies, emphasizing the importance of integrating non-core business functions with the broader business strategy to enhance operational efficiencies and reduce risks. Appendices provide additional supporting information, making this report a comprehensive resource for understanding and implementing effective FM practices.

Running head: FACILITIES MANAGEMENT
Facilities Management
Name of the Student
Name of the University
Author’s Note:

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Executive Summary
The objective of the report is to understand about facilities management for an organization
or industry. It is the organizational functionality that eventually incorporates process, places
and people in the built environment with the significant purpose to improvise overall
productivities of the business. Professional facility management is the interdisciplinary
business functionality, which comprises of the important goal of coordinate supply and
demand of different services and facilities within a private or public organization. The facility
manager majorly impacts on operational efficiencies as well as support on the productivity of
personnel and facilities. The profession of FM eventually encompasses several disciplines for
ensuring better efficacy, safety, comfort and functionalities of the overall built environment
after integrations of people, process, technology and place. This report has identified different
aspects and details related to facilities management.

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Table of Contents
1. Introduction............................................................................................................................3
2. Discussion..............................................................................................................................3
2.1 Description of Different Issues for considering the Strategic Analysis of the FM
Business Environment............................................................................................................3
2.2 Description of Two Analytical Tools to be adopted by a FM Manager for conducting
Strategic Business Analysis...................................................................................................5
2.3 Discussion on the Process of a FM Manager developing a Strategic Business Plan for
being aligned to the Organizational Overall Strategy............................................................6
2.4 Reason for aligning the Non-Core Business Function of the Organization to the Overall
Business Strategy...................................................................................................................7
3. Conclusion..............................................................................................................................9
References................................................................................................................................10
Appendices...............................................................................................................................12
Appendix A..........................................................................................................................12
Appendix B..........................................................................................................................13

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1. Introduction
Facilities management or FM could be referred to as the professional management
discipline that mainly focuses on the effective as well as efficient delivery of different
support services for the respective company; it is serving (Atkin and Brooks 2015). The most
significant competencies of this facility management involve better communication,
sustainability, environmental stewardship, hospitality management, leadership as well as
strategies, technologies, management of projects, operations and maintenance, finance and
business, property management, business continuity, emergency preparedness, real estate,
better quality and many more (Roper and Payant 2014). A proper strategic analysis is
required to be considered in the organization for ensuring better management of facilities in
the most effective manner (See Appendix A). The following report outlines a detailed
analysis of facilities management with description on facilities management with relevant
details regarding various issue in strategic analysis, analytical tools, strategic business plan
and aligning every non-core business functionality to the respective business strategy.
2. Discussion
2.1 Description of Different Issues for considering the Strategic Analysis of the FM
Business Environment
A proper strategic analysis is required for the entire environment of the facilities
management business environment (Kang and Hong 2015). However, few issues are present
that are needed to be eradicated completely for better effectiveness and efficiency in the
respective business. These issues are provided in the following paragraphs:
i) Management of Failures Efficiently: The first and the foremost issue that is being
faced or should be considered in the strategic analysis of the FM business environment is
successful management of failures (Wetzel and Thabet 2015). Efficiency to repair the broken

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equipment is highly imperative for the facility manager, since clients are extremely
demanding about failure of the repaired items. These customers could not afford to have the
operation seed to be compromised as they have broken equipment (Shi et al. 2016). A proper
investigation of the maintenance management system is often a major issue for the FM
business environment and they are unable to keep track of their SLAs.
ii) Management of Expectations in the Business: The second important and
significant issue that is being faced or should be considered in the strategic analysis of the
FM business environment would be managing different expectations within the business
(Talamo and Bonanomi 2015). When the service quality exceeds the expectations of the
client perceptions, service and experience was positive. FMs are often aware of the results as
expected by the customers, and hence issues arise when these expectations are not met
completely.
iii) Controlling of Business Costs: A proper control of the business expenses is the
next significant issue that is being observed in the strategic analysis of the FM business
environment (Jylhä and Suvanto 2015). The facility managers are being pressured into doing
excess for saving the organizational costs so that they can deal with the budget constraints.
Even though finding resourceful methods for reduction of costs is not easy work, several
issues are being faced while doing so. One of the major issues includes improvement of
inventory management as well as negotiation of prices with the suppliers and then performing
energy audits for successful identification of the energy wastes (Pishdad-Bozorgi et al. 2018).
As a result, controlling business costs is much more difficult.
iv) Proper Management of Time: Another significant issue for FM business
environment is the management of time. They are often unable to manage their time in
maintaining unplanned occurrences that happen regularly (Coenen and von Felten 2014).

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Moreover, such management of time is extremely vital and significant to ensure that proper
prioritization of tasks is being done efficiently (Preuß and Schöne 2016). However, it is
possible every time for the FMs.
2.2 Description of Two Analytical Tools to be adopted by a FM Manager for conducting
Strategic Business Analysis
The analytical tools are those tools that are needed for better analyses. The respective
analytic applications are referred to as different types of business intelligence (Gheisari and
Irizarry 2016). These applications eventually utilize several collection of the historical datum
regarding business operation for providing business user with confidential data as well as
tool, which enable them to ensure several improvement within the business functionalities.
The most significant maturity level of this business intelligence involves operational
reporting, analytic reporting, analytic applications and business dashboard (Ilic et al. 2014). 2
suitable analytical tools that are to be adopted by the FM manager to conduct proper strategic
business analysis are as follows:
i) SWOT Analysis: This type of analysis could be defined as the collection of
different methods that are being utilized for examining the external and internal factors,
which affect the overall performances of the organization (Edirisinghe et al. 2017). It is
mainly applied within the initial phases even before the company launches any new strategic
marketing plan. The FM manager would be able to identify the strengths, weaknesses,
opportunities and threats of the organization, without much complexity. These distinct
contributing factors are responsible for eradicating various types of issues related to the
business environment and process to deal with these issues in the most efficient manner
(Mangano and De Marco 2014). As a result, the major advantages and disadvantages of the
organization related to human resources, infrastructure as well as the organizational structure

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would be identified, the business processes and strategies would be extremely effective and
efficient as compared to others.
ii) PEST Analysis: This particular analysis would be helping the FM manager in
understanding the external environment of the company after focusing on political, economic,
social as well as technological factors to check if these are impacting on the organizational
performances (Dixit et al. 2016). The FM manager would be provided with several external
factors, which indirectly or directly comprise of an impact on the business to a high level.
The mission would be obtained after focusing on the detailed planning and process to
perform the plan.
2.3 Discussion on the Process of a FM Manager developing a Strategic Business Plan for
being aligned to the Organizational Overall Strategy
The strategic business plan of any particular organization is required to be aligned
properly with the overall organizational strategies by the FM manager to ensure that better
effectiveness and efficiency of the organization is being gained under every circumstance
(Atkin and Bildsten 2017). To properly align this plan with the significant organizational
strategy, it is required to eradicate the internal barriers and then reduce the complexities to a
high level (See Appendix B). The starting point is to make sure that the FM manager has
properly developed the major strategic vision as well as a mission with the strategic agenda
items (Gheisari and Irizarry 2016).
Subsequent planning of alignment, being the part of a strategic planning initiative
eventually seeks in accomplishing three vital objectives of ensuring stronger connection
within the mission as well as operational resources of the respective company, balancing
different department objectives and goals for discovering deployment gaps and finally
addressing issues, which might exist in the internal effectiveness and efficiency (Coenen and

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von Felten 2014). Four distinct steps are required to be followed by the facilities manager for
successfully aligning the business plan with the organizational strategy, and these different
steps are as follows:
i) The first and the foremost step that is to be followed by the facilities manager is
outlining the organizational mission, vision, resources, required support areas as well as
programs (Jylhä and Suvanto 2015). It would be required for ensuring that there exists no
doubt regarding organizational mission and process to achieve success.
ii) The second important and significant step that is to be followed by the facilities
manager for aligning business plan with the organizational strategy would be successful
identification of the type of work to be done as well as what is required to be adjusted.
iii) The third vital and noteworthy step that is to be followed by the facilities manager
for aligning business plan with the organizational strategy would be successful identification
of the process of significant adjustments being made as well as determining the most
effective approach (Wetzel and Thabet 2015).
iv) The final step that is to be followed by the facilities manager for aligning business
plan with the organizational strategy would be the inclusion of the adjustments as subsequent
strategies within the strategic plan as well as a roadmap with the alignment path.
The facilities manager would be able to avoid any type of disconnection within their
operational reality and business strategy, and the final goal is to connect the operations and
business strategies for establishing overall employee motivation and commitment (Talamo
and Bonanomi 2015).

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2.4 Reason for aligning the Non-Core Business Function of the Organization to the
Overall Business Strategy
It is essential and significant to align every non-core business functionality of the
respective company to the business strategy for ensuring better effectiveness and efficiency in
the organization without much complexity (Roper and Payant 2014). A constant strategic
loop refers to the fact that it is making functionalities of an enterprise better and practical,
making an extra profit as well as seeing a better return on investment as they could hit the
objectives without much issue. Such distinct effectiveness would efficiently and promptly
improvise the operational efficiencies and agility to a high level (Kang and Hong 2015). The
facilities manager would be able to gain maximum popularity if this type of integration is
being done successfully. Business strategies would be integrated most effectively and
ensuring that the operational structure is maintained under every circumstance. An adequately
aligned company could quickly increment the efficiency of organizational investments and
then reduce the overall operational and financial risks that are related with the business and
new strategies to be considered in the industry (Atkin and Brooks 2015).
The non-core business functions can be referred to as supporting or ancillary activities
or functionalities that are being carried out the company for providing permission or
facilitating the major business functionalities as well as production activities (Shi et al. 2016).
The distinct outputs of these non-core business functions are not being intended directly for
the third parties and market. There are different parts of this non-core business function,
which include logistics and distribution, marketing and sales, information and communication
technology and many more. Each of these business functionality should be appropriately
aligned with the overall organizational strategy for ensuring that the business is providing
maximum effectiveness without much complexity (Wetzel and Thabet 2015).

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One of the significant advantages that the respective business gets from the
synchronization of the non-core business function and business strategy is faster time to
market as well as increased productivity. The individual company would be gaining
maximum advantages from the organization without much complexity (Talamo and
Bonanomi 2015). Moreover, they would be able to increase their customer experiences and
collaboration in the most effective manner. As a result, customer satisfaction would be
increased and these customers would be highly satisfied with the end result (Preuß and
Schöne 2016). Moreover, with such integration, the organization would be able to bring out
strategic technological transformation as well as agility of information technology.
3. Conclusion
Therefore, a conclusion could be drawn that FM majorly covers various activities that
are not included in the business services or non-core business functionalities that vary from
one particular business sector to the next. It is required to ensure continuous innovation as
well as development for the reduction of expenses or adding values to the significant business
sector of private or Public Sector Client Company. The facility manager is incredibly vital for
ensuring that the organizations, where people are working, playing, learning as well as the
living are entirely sustainable, productive, comfortable and safe. They even comprise of a
strong impact on the environment and helps in managing all types of risks for the personnel
and facilities. FMs are also responsible for reducing the total effects of natural disasters and
then promote sustainable aspects for the long term cost management. Moreover, compliance
and security of the business are also maintained on a high level with the help of a facility
manager. The above-provided report has adequately described the detailed analysis of
facilities management with suitable details like analytical tools, strategic business plan and
alignment of business strategies.

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References
Atkin, B. and Bildsten, L., 2017. A future for facility management. Construction
Innovation, 17(2), pp.116-124.
Atkin, B. and Brooks, A., 2015. Total facility management. John Wiley & Sons.
Coenen, C. and von Felten, D., 2014. A service-oriented perspective of facility
management. Facilities, 32(9/10), pp.554-564.
Dixit, M.K., Culp, C.H., Fernandez-Solis, J.L. and Lavy, S., 2016. Reducing carbon footprint
of facilities using a facility management approach. Facilities, 34(3/4), pp.247-259.
Edirisinghe, R., London, K.A., Kalutara, P. and Aranda-Mena, G., 2017. Building
information modelling for facility management: are we there yet?. Engineering, Construction
and Architectural Management, 24(6), pp.1119-1154.
Gheisari, M. and Irizarry, J., 2016. Investigating human and technological requirements for
successful implementation of a BIM-based mobile augmented reality environment in facility
management practices. Facilities, 34(1/2), pp.69-84.
Ilic, D., Karnouskos, S., Da Silva, P.G. and Detzler, S., 2014, April. A System for Enabling
Facility Management to Achieve Deterministic Energy Behaviour in the Smart Grid Era.
In SMARTGREENS (pp. 170-178).
Jylhä, T. and Suvanto, M.E., 2015. Impacts of poor quality of information in the facility
management field. Facilities, 33(5/6), pp.302-319.
Kang, T.W. and Hong, C.H., 2015. A study on software architecture for effective BIM/GIS-
based facility management data integration. Automation in Construction, 54, pp.25-38.