Facilities change management

Preface xi Contributors xiii 1 Facilities Change Management in Context 1 Edward Finch Chapter Overview 1 1.1 Forces of Change Affecting the Built Environment 1 1.2 Inertia and Change 2 1.3 Understanding the S-curve 3 1.4 The Context of Change 5 1.4.1 State Versus Direction 6 1.5 Facilities Management and the Business of Change 8 1.6 The Scope of Facilities Change Management 9 1.7 Replacing Like with Unlike 11 1.8 The Intelligent Client 11 1.9 The Change Management Cycle 12 1.9.1 Recognise 13 1.9.2 Evaluate 14 1.9.3 Adjust 14 1.9.4 Carry Out 15 1.9.5 Track 15 1.9.6 Treasure 15 1.10 Summary 16 2 Change Readiness 17 Edward Finch Chapter Overview 17 2.1 Service Providers and Partnering 18 2.2 Outsourcing Relationships 18 2.3 The FM Supply Chain 20 2.4 Flexibility in Support of Change Readiness 21 2.5 Building Design Decisions and Flexibility 22 2.6 Types of Flexibility 23 2.7 Conclusions 24 3 Form, Function and the Economics of Change 26 James Pinder, Simon Austin, Rob Schmidt III, and Alistair Gibb Chapter Overview 26 3.1 Introduction 26 3.2 Changing Demands 27 3.3 Designing for Adaptability 31 3.4 Adaptive Re-use 35 3.5 Conclusions 38 3.6 Acknowledgements 38 References 39 4 The Change Management Challenge in Growth Firms 42 Paul Dettwiler Chapter Overview 42 4.1 Introduction 43 4.2 The Dynamic Relation of Facilities Management Variables and Growth Firms 44 4.3 The External Factors Relevant to FM 47 4.4 External Factors Relevant to FM Requirements 50 4.5 Discerning the Relevance of Needs 51 4.6 Summary 55 5 The Business of Space 57 Danny Shiem Shin Then Chapter Overview 57 5.1 Introduction 58 5.1.1 Space as a Business Resource 58 5.1.2 Technology and Its Impact on the Corporate Workplace 59 5.2 Context of Space Planning and Management 59 5.2.1 Business Management and Economic Drivers 59 5.2.2 Business Planning and Space Planning 60 5.3 Strategic Space Planning --- The Accommodation Strategy 61 5.4 Assessing Demand --- Organisational Needs 63 5.5 Assessing Supply -- Premises Audit 65 5.6 Reconciling Demand and Supply -- Facilities Solutions 67 5.7 Maintaining Strategic Relevance 69 5.8 The Need for Dialogue 70 5.9 Managing Occupancy Cost --- Monitoring Utilisation 70 5.10 Managing Space Demand Over Time 72 5.10.1 Future Role of Work and Workplace Design 72 5.10.2 Implications on Workplace Management 73 5.11 Acknowledgements 74 6 Project Inception: Facilities Change Management in Practice 76 Jim Smith and Peter Love Chapter Overview 76 6.1 Introduction 76 6.2 Project Inception 78 6.3 Definition of Project Inception 79 6.4 The Decision to Build 81 6.5 Framework for the Decision to Build 82 6.6 Gaps/Discontinuity in the Process 82 6.7 Model of the Project Inception Process 83 6.8 Performance Briefing 84 6.9 Example Performance Brief 86 6.10 Summary 86 7 Pre-design Evaluation as a Strategic Tool for Facility Managers 92 Sheila Walbe Ornstein and Claudia Andrade Chapter Overview 92 7.1 Introduction 92 7.2 The Pre-design Evaluation Stage 93 7.3 Pre-design Evaluation: Methods and Techniques 96 7.3.1 Facility Audit (Performance Evaluation of the Building Infrastructure) 97 7.3.2 Space Audit (Performance Evaluation of the Physical Occupation) 97 7.3.3 Survey and Analysis of the Legislative Restrictions 98 7.3.4 Financial Feasibility Studies 98 7.3.5 User Satisfaction Evaluation 98 7.3.6 Data Gathering for the Project Briefing 99 7.3.7 Design Team Briefing (Focus on the Definition of the Design Team) 100 7.3.8 PDE final report 101 7.4 Case Study Example 102 7.5 Conclusions 105 8 Implementing Change 108 Melanie Bull and Tim Brown Chapter Overview 108 8.1 Participation in the Move 108 8.2 The Project Team and Preparing the Stage 109 8.3 Alternative Workplace Strategies and Space Utilisation 111 8.4 Communication 112 8.5 Change Management Theory 112 8.6 Communication in Change Management 113 8.7 Communication Methods/Mediums 114 8.8 Case Study 115 8.9 Communication Methods Used 115 8.10 Feedback 116 8.11 Satisfaction with Method Used 117 8.11.1 Communicating Impact and Reason for Change 117 8.11.2 Suggested Methods for Improving Communication 118 8.12 Satisfaction 118 8.13 Communication of Change Not Appropriate or Effective 118 8.13.1 Case Study: Conclusion and Recommendations 119 8.14 Recommendations 120 9 User Empowerment in Workspace Change 123 Jacqueline C. Vischer Chapter Overview 123 9.1 The 'Science' of User Participation 123 9.2 Facilities Managers and User Participation 124 9.3 The New Workspace Opportunity 125 9.4 Principles of Workspace Transformation 128 9.4.1 Transformation as Imperative 129 9.4.2 Play Out the Process 130 9.4.3 Embrace Conflict 131 9.4.4 Avoid the Default 132 9.4.5 Not a Zero-sum Game 133 9.4.6 Empowerment is Key 133 9.4.7 Change is Positive 134 9.5 Results of Empowering Building Users 135 10 Post-occupancy Evaluation of Facilities Change 137 Theo J.M. van der Voordt, Iris de Been and Maartje Maarleveld Chapter Overview 137 10.1 Introduction 138 10.2 Aims and Objectives of Poe 138 10.2.1 Testing Aims and Expectations 138 10.2.2 Exploration and Testing of Theory 139 10.2.3 Improving Understanding of Decision-making Processes 139 10.2.4 Database of Reference Projects 140 10.2.5 Input to Existing or New Decision-making Processes 140 10.2.6 Tools, Design Guidelines and Policy Recommendations 140 10.3 Data-collection Methods 140 10.3.1 WODI Light 143 10.3.2 WODI Light Performance Indicators: Satisfaction and Dissatisfaction 143 10.3.3 Workplace Game 144 10.3.4 Space Utilisation Monitor (SUM) 146 10.4 Application in Practice: A Case Study 146 10.4.1 Context and Aims of the Case Study 146 10.4.2 Data Collection 147 10.4.3 Moving in 148 10.4.4 Post-occupancy Evaluation 149 10.4.5 Lessons Learned 151 10.5 Concluding Remarks 151 11 Change and Attachment to Place 155 Goksenin Inalhan and Edward Finch Chapter Overview 155 11.1 The Age of Everything 155 11.2 Loss and Grief 156 11.3 Is Place Attachment Healthy? 158 11.4 Dimensions of Place Attachment 160 11.5 The Process of Place Attachment 161 11.6 Evidence of Place Attachment and Territoriality in the Workplace 165 11.6.1 Employees' Predisposition to Change 167 11.6.2 Attitudes Towards Existing Workspaces 167 11.6.3 Retrospective Views of the Change 167 11.7 Findings 169 11.8 Implications 170 12 Change Management and Cultural Heritage 175 Ana Pereira Roders and John Hudson Chapter Overview 175 12.1 Introduction 175 12.2 Cultural Heritage 176 12.2.1 Cultural Significance 178 12.3 Cultural Heritage Management 181 12.3.1 Cultural Heritage Assessments 182 12.3.2 Cultural Heritage Impact Assessments 185 12.4 Change Management and Cultural Heritage 187 References 187 Index 191.

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Modern organisations are subject to continual change - technologies evolve, organisational structures are modified, people and underlying cultures are transformed. Yet the facilities that organisations occupy are static and can impede the changes that are essential to organisational survival. The response to change in terms of property and support services is often too little too late - leading to facilities that do not support organisational reality. The facilities management team is thus constantly challenged to bridge the gap between what an organisation has and what it needs. Facilities Change Management is a practical evaluation of the management of change for facilities managers and related professions. It considers:* the forces of change affecting facilities decisions* the obstacles to change at a resource level and human level* the effective implementation of change* the human aspect of change Each of these is considered in relation to modern facilities management issues. The discussion will enable practising facilities managers, project managers, surveyors, service providers and architects to understand, engage with and manage facilities change effectively at a strategic level. Through real-life case studies it demonstrates the complexities of change and hidden elements of change that may undermine carefully planned projects.