The evolution of FM Management at Macro | Macro

The evolution of FM Management at Macro

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By Imran Akram, Director of fm24

Any FM company that wants to run efficiently and effectively will have invested in a Computer Aided Facilities Management (CAFM) system to manage their operations as a minimum. Such systems can also be used to manage internal business needs. 

The purpose of these systems is to have all FM data in a single system where activities are logged, scheduled, monitored and completed. With such a high volume of activities being handled at any given time, it is essential that the processes and tools are available to ensure that information is being fed into the system. It is no longer sufficient for the task to only be completed operationally. There is now a need for it to be completed on the system as close to real time as possible. 

Why is this? Right from the beginning, CAFM systems have provided management with a multitude of reports which retrospectively give information regarding performance. Although this was useful, the information provided was after the event which meant that little could be done to rectify any issues. It became ‘a lesson learnt, but plan better next time’. 

Developing the management information modules within CAFM systems has become increasingly important due to client demands and the need to self-monitor. Also, with the increased use of mobility in the field, information is transferred much faster between the central system and the resource. 

At Macro we have developed the following to enable us to have the right level of information so that we can make informed decisions there and then and not just retrospectively: 

  • Having a workflow engine within our CAFM system allows us to incorporate business rules which can automate various communications, either in real time or at pre-determined intervals.
  • Emergency task notifications and updates are transmitted via sms and email to senior management once logged by our 24/7 helpdesk. Escalation processes are communicated in the same way at certain thresholds in the task’s life cycle.
  • Reports are issued automatically each morning at 8am across all projects, giving a snap shot of the level of completion for all pending activities. This information allows our management team to identify immediately where the issues/bottle necks are on their projects.

 

A suite of reports have been develop and grouped based on the individual’s role within the organisation. Management will have access to high level reports (daily, weekly and monthly) detailing performance whereas site administrators access reports which go into greater detail on a task by task format.

With information feeding into the CAFM from various sources, we have created dashboards to view activities and performance through graphs, tables and gauges. Initially the focus was on operational information but this has developed where financial information is also captured and displayed. This has been done in two ways. Firstly, where we have created a dashboard which displays a summary of the financial performance of the business. Secondly, for one of our projects (a park in Abu Dhabi) we have linked the site ticketing system to our CAFM so that our management team can monitor this together with the operational information in a single dashboard.

We have also developed a graphical representation of one of our projects within our CAFM which highlights activities within their specific location as they are logged. This allows the management team to view these in real time and drill down to the detail of the task if required to check on the status and action taken.

In conclusion, there needs to be a balance in terms of the amount of information, as there can sometimes be a case of information overload. It is important to consult with all stakeholders when developing the management information protocols and to ensure that robust processes are in place so that data is being fed into the system whilst not becoming an onerous task.

 

This article was previously published in FM Middle East

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