534 research outputs found
Value Adding Space Management in Higher Education
Get PDFPurpose: Develop a methodology for space optimisation in educational facilities, that can add value to organisations with particular focus on gymnasiums in Denmark.Background: Gymnasiums are pre-university higher educational institutions, which in 2007 went from being state-owned to being self-governing. Many older gymnasiums face the challenge that the institutions’ buildings and spaces are unsuitable to support modern teaching methods. A space optimisation process can help overcome some of these challenges as long as it makes use of a holistic analysis, is related to the strategic objectives of the organisationand reflects the organisational culture as well as the teaching methods.Approach: The research is based on case studies of two gymnasiums utilising an array of different methods based on a combination of the evaluation methodologies Post Occupancy Evaluations (POE) and the Norwegian USEtool. The study examined which aspects should be included in a space optimisation process in order to add value and included extensive user involvement.Results: A number of space optimisation initiatives that could lead to improvements in space utilisation as well as in the learning environment were identified. The study also provides a critical assessment of POE and USEtool, and proposes a new space optimisation process.Practical implications: The research provides examples of how value adding space optimisation processes can be undertaken using a combination of different methods, including extensive user involvement, and recommends a new space optimisation procedure.Research limitations: The research is based on two case studies of gymnasiums in Denmark, which limits the possibility to generalise, and the new recommended procedure has not been tested.Originality/value: The study provides a critical evaluation of the combined use of POE and USEtool and represents an original contribution to the development of knowledge and methodology of value adding space management
A step-by-step plan to manage and measure adding value by FM/CREM.
Get PDFPurpose To present a new Value Adding Management model in order to support decision makers in identifying appropriate interventions to add value to the organisation, to manage its implementation, and to measure the output and outcomes. TheoryThe paper builds on value adding management theories and models including the triplet input-throughput-output, a distinction between output, outcome and added value, the Plan-Do-Act-Check cycle, change management and performance measurement. Design/methodology/approach Literature review and a cross-chapter analysis of a forthcoming book, where authors from different European countries present a state of the art of theory and research on 12 value parameters, how to manage and measure each value, and to discuss the costs and benefits of typical FM and CREM interventions to enhance satisfaction, image, culture, health and safety, productivity, adaptability, innovation, risk, cost, value of assets, sustainability and Corporate Social Responsibility. FindingsThe new Value Adding Management model follows the steps from the well-known Plan-Do-Check-Act cycle. The four steps are supported by various tools that were found in the literature or came to the fore in the state-of-the-art sections of the 12 value parameters. Furthermore an overview is presented of ways to measure the 12 value parameters and related Key Performance Indicators.Originality/valueMuch has been written about adding value by FM and CREM. This paper presents a new Value Adding Management model that opens the black box of input-throughput-output-outcome and which is supported by various management and measurement tools.<br/
Risk Management from Corporate and FM Perspectives: Two case studies
No full textPurpose: To investigate how Risk Management (RM) is perceived and practiced in Facilities Management (FM) and corporate management and to evaluate the potential benefits of an increased application.Theory: RM is a generic management discipline, but apparently it has not achieved the attention it deserves in FM. Application of RM in FM could help to increase the strategic importance and awareness of FM among corporate managers.Approach: A preliminary study with expert interviews was initially conducted followed by a main study with an interview survey in two Danish case companies - a real estate company and a consulting engineering company.Findings: The research showed that RM was applied in both companies to a higher degree than initially expected, but often using other terminology. The real estate company had a much stronger focus on RM in relation to the technical aspects of real estate administration than in relation to general business and corporate management, whereas the consulting engineering company as a contrast had much stronger focus on RM in relation to general business and corporate management than in relation to FM. This reflects the differences in core business and what is seen as most critical in each company. Both companies could benefit from a more integrated application of RM covering both corporate management and FM.Originality/value: This is among the first descriptive studies looking at RM from both corporate and FM perspectives, which is essential to increase the strategic importance of FM
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