Assessment of  facilities management performance – what next?

Amaratunga, Rdg; Baldry, David; Sarshar, Marjan

doi:10.1108/02632770010312187

Cited by 96 publications

(80 citation statements)

References 17 publications

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“…These leading indicators provide a steady perception into finance besides intellectual capital. However, if one of these indicators is neglected, the full results for business performance could not be captured (Amaratunga, Baldry, & Sarshar, 2000).…”

Section: Interview Processesmentioning

confidence: 99%

Using the Balanced Scorecard as a Strategic Management System in the Libyan Construction Industry

Shibani¹,

Gherbal²

2017

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Libya is a developing country that has a growing construction industry, however, the management of construction projects frequently experiences challenges with time and cost restraints and this affects the overall performance of the project as well as the performance of the project managers. The main aim of this paper is to apply BSC in the Libyan construction industry and evaluate the factors that impact project manager performance and their ability to complete and deliver projects successfully in Libya. This study will ascertain the role of project managers, the challenges that project managers in Libya frequently encounter the cause of time and cost overruns within construction projects and the main factors for successful construction projects. This research adopted both quantitative and qualitative research methods. The findings are based upon 300 structured questionnaires distributed to general, project managers working on construction sectors in Libya (Tripoli). Completed questionnaires received were 183. This is a response rate of 61%. A statistical analysis was used to confirm and address the issues of reliability and validity of the questionnaire survey as a measuring instrument. In addition structured interviews with qualified project managers were used to confirm that the data collected were truly reflective. Upon the data analysis from the questionnaire survey and structured interview the project manager is the most important factor affecting the success of the project in construction industries Libya, furthermore project manager skills are important components that influence the performance of project manager.

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Section: Interview Processesmentioning

confidence: 99%

Using the Balanced Scorecard as a Strategic Management System in the Libyan Construction Industry

Shibani¹,

Gherbal²

2017

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“…It becomes necessary to derive facilities performance measures that reflect the business performance position of the organization. Amaratunga et al [42] note that the KPIs of the future may have to be directed more toward business outcomes, and could converge with core business performance indicators such as agility, flexibility, business continuity and transition management. In the view of this, Hinks [53] describe how necessary it is for facilities managers to begin speaking the business language to become more recognized at the business level.…”

Section: Linking Performance To Organizational Core Business Strategymentioning

confidence: 99%

“…To some organizations, facilities are a cost center, draining organizational resources, as such a business expense to be minimized [41]. It could be contended that view of FM as a non-value adding function, seeing that support services could account for up to 30 to 40 per cent of organizations' operating budgets, second only to payroll [42] created the second perspective of FM which is that of seeing facilities as an integral and a strategic support service to organizations [20,27,41]. The former view therefore justifies the widespread pressure for the added-value FM function [42] that could only be evidenced by value-adding performance output.…”

Section: 3mentioning

confidence: 99%

“…The contribution, or lack of it, that FM makes to the core business of an organization and the degree it accomplishes this support function is the basis for assessing FM performance [42]. Amaratunga & Baldry [49] contend that, performance management systems provide a means for FM organizations to continually test their FM strategies, providing real-time information regarding the status of their strategies, whether they are working or not, and most importantly, why, if they are not.…”

Section: Linking Performance To Organizational Core Business Strategymentioning

confidence: 99%

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A review of sustainable facilities management knowledge and practice

2016

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Abstract. Sustainability is seen as a far-reaching issue now, and one which the facilities management [FM] profession cannot overlook. This paper explores current sustainable facilities management [SFM] knowledge and practice with specific focus on performance as part of a research focus toward proposing a sustainable FM performance management framework for sustainable healthcare waste management in Malaysia. This paper utilized a review of extant literature on the subject of SFM, FM performance and FM development in Malaysia as source of information. Findings reflect the increasing recognition of the need for the strategic FM function, and how facilities managers are best positioned to drive organizations' sustainability agendas. In Malaysian context, this recognition is barely evident as findings show FM practice is still immature and predominantly operational. Unlike developed FM markets, FM relevance in Malaysia is being driven by the public sector. Also findings show a disharmony between organizations' sustainability priority areas and the responsibilities for facilities managers to execute them where the sustainability policy of organizations prioritize one FM service and the facilities managers' responsibilities prioritize another. As most of SFM implementation is driven by legislation this seems to strengthen the position that, organizations continue to view support services as non-value-adding, as unavoidable liabilities. The implication of this is the pressure on the FM function to continually express its strategic relevance to organizations by tangible value-adding performance output. This creates a new perspective to measuring and managing facilities performance. This paper therefore elevates the importance of FM performance management in SFM context taking into account the peculiar position of the facilities manager. This is seen as a way forward for FM to better express its value to the organization .

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“…For a university organisation, facilities are places where people live, work, learn, teach and conduct research. According to Amaratunga, Baldry and Sarshar (2000) , facilities management involves the management of all the services that support the core business of an organisation. Therefore, facilities management involves the coordination of the physical workplace (that is commercial and institution buildings), study place (that is university buildings) and the users (that is students, technicians and lecturers).…”

Section: Introductionmentioning

confidence: 99%

Quantitative analysis of defects in Malaysian university buildings: Providers’ perspective

Olanrewaju

Khamidi²,

Idrus³

2010

J Retail Leisure Property

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Facilities management is taking centre stage in the discourse of academic institutions because of its relevance to facilitating learning, teaching and conducting research. University buildings are an important part of these facilities and considerable resources are committed to their design, construction and maintenance. This article is based on the premise that if there is information on the criteria that infl uence the maintenance of university buildings, the characteristics of defects in university buildings and the criteria within the users ' value system, the maintenance and management of the university buildings will be initiated and implemented more effectively and effi ciently compared with how it is currently executed. The main aim of the present research, however, is to determine the kind and nature of defects in university buildings in Malaysia. The article reviews the related literature and presents the outcome of a questionnaire survey. The questionnaires were administered to 50 university maintenance organisations. With a 66 per cent response rate, the fi ndings suggest that some defects require maintenance more urgently than others. On this basis it is concluded that resources should be directed to the more urgent areas whereas less urgent ones can be included in the next planned maintenance programme. The research found that lift failure, faulty electrical systems and roof damage were defects that respondents considered highly critical and that required urgent maintenance intervention.

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Assessment of facilities management performance – what next?

Cited by 96 publications

References 17 publications

Using the Balanced Scorecard as a Strategic Management System in the Libyan Construction Industry

Using the Balanced Scorecard as a Strategic Management System in the Libyan Construction Industry

A review of sustainable facilities management knowledge and practice

Quantitative analysis of defects in Malaysian university buildings: Providers’ perspective

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