Facilities Change Management -- Contents -- Preface -- Contributors -- 1 Facilities Change Management in Context -- Chapter Overview -- 1.1 Forces of Change Affecting the Built Environment -- 1.2 Inertia and Change -- 1.3 Understanding the S-curve -- 1.4 The Context of Change -- 1.4.1 State Versus Direction -- 1.5 Facilities Management and the Business of Change -- 1.6 The Scope of Facilities Change Management -- 1.7 Replacing Like with Unlike -- 1.8 The Intelligent Client -- 1.9 The Change Management Cycle -- 1.9.1 Recognise -- 1.9.2 Evaluate -- 1.9.3 Adjust -- 1.9.4 Carry Out -- 1.9.5 Track -- 1.9.6 Treasure -- 1.10 Summary -- References -- 2 Change Readiness -- Chapter Overview -- 2.1 Service Providers and Partnering -- 2.2 Outsourcing Relationships -- 2.3 The FM Supply Chain -- 2.4 Flexibility in Support of Change Readiness -- 2.5 Building Design Decisions and Flexibility -- 2.6 Types of Flexibility -- 2.7 Conclusions -- References -- 3 Form, Function and the Economics of Change -- Chapter Overview -- 3.1 Introduction -- 3.2 Changing Demands -- 3.3 Designing for Adaptability -- 3.4 Adaptive Re-use -- 3.5 Conclusions -- 3.6 Acknowledgements -- References -- 4 The Change Management Challenge in Growth Firms -- Chapter Overview -- 4.1 Introduction -- 4.2 The Dynamic Relation of Facilities Management Variables and Growth Firms -- 4.3 The External Factors Relevant to FM -- 4.4 External Factors Relevant to FM Requirements -- 4.5 Discerning the Relevance of Needs -- 4.6 Summary -- References -- 5 The Business of Space -- Chapter Overview -- 5.1 Introduction -- 5.1.1 Space as a Business Resource -- 5.1.2 Technology and Its Impact on the Corporate Workplace -- 5.2 Context of Space Planning and Management -- 5.2.1 Business Management and Economic Drivers -- 5.2.2 Business Planning and Space Planning.

5.3 Strategic Space Planning --- The Accommodation Strategy -- 5.4 Assessing Demand --- Organisational Needs -- 5.5 Assessing Supply --- Premises Audit -- 5.6 Reconciling Demand and Supply --- Facilities Solutions -- 5.7 Maintaining Strategic Relevance -- 5.8 The Need for Dialogue -- 5.9 Managing Occupancy Cost --- Monitoring Utilisation -- 5.10 Managing Space Demand Over Time -- 5.10.1 Future Role of Work and Workplace Design -- 5.10.2 Implications on Workplace Management -- 5.11 Acknowledgements -- References -- 6 Project Inception: Facilities Change Management in Practice -- Chapter Overview -- 6.1 Introduction -- 6.2 Project Inception -- 6.3 Definition of Project Inception -- 6.4 The Decision to Build -- 6.5 Framework for the Decision to Build -- 6.6 Gaps/Discontinuity in the Process -- 6.7 Model of the Project Inception Process -- 6.8 Performance Briefing -- 6.9 Example Performance Brief -- 6.10 Summary -- Appendix A: Key Performance Criterion -- Service Delivery (including effectiveness of individual service) -- Key Performance Criterion -- Accessibility -- References -- 7 Pre-design Evaluation as a Strategic Tool for Facility Managers -- Chapter Overview -- 7.1 Introduction -- 7.2 The Pre-design Evaluation Stage -- 7.3 Pre-design Evaluation: Methods and Techniques -- 7.3.1 Facility Audit (Performance Evaluation of the Building Infrastructure) -- 7.3.2 Space Audit (Performance Evaluation of the Physical Occupation) -- 7.3.3 Survey and Analysis of the Legislative Restrictions -- 7.3.4 Financial Feasibility Studies -- 7.3.5 User Satisfaction Evaluation -- 7.3.6 Data Gathering for the Project Briefing -- 7.3.7 Design Team Briefing (Focus on the Definition of the Design Team) -- 7.3.8 PDE final report -- 7.4 Case Study Example -- 7.5 Conclusions -- References -- 8 Implementing Change -- Chapter Overview -- 8.1 Participation in the Move.

8.2 The Project Team and Preparing the Stage -- 8.3 Alternative Workplace Strategies and Space Utilisation -- 8.4 Communication -- 8.5 Change Management Theory -- 8.6 Communication in Change Management -- 8.7 Communication Methods/Mediums -- 8.8 Case Study -- 8.9 Communication Methods Used -- 8.10 Feedback -- 8.11 Satisfaction with Method Used -- 8.11.1 Communicating Impact and Reason for Change -- 8.11.2 Suggested Methods for Improving Communication -- 8.12 Satisfaction -- 8.13 Communication of Change Not Appropriate or Effective -- 8.13.1 Case Study: Conclusion and Recommendations -- 8.14 Recommendations -- References -- 9 User Empowerment in Workspace Change -- Chapter Overview -- 9.1 The 'Science' of User Participation -- 9.2 Facilities Managers and User Participation -- 9.3 The New Workspace Opportunity -- 9.4 Principles of Workspace Transformation -- 9.4.1 Transformation as Imperative -- 9.4.2 Play Out the Process -- 9.4.3 Embrace Conflict -- 9.4.4 Avoid the Default -- 9.4.5 Not a Zero-sum Game -- 9.4.6 Empowerment is Key -- 9.4.7 Change is Positive -- 9.5 Results of Empowering Building Users -- References -- 10 Post-occupancy Evaluation of Facilities Change -- Chapter Overview -- 10.1 Introduction -- 10.2 Aims and Objectives of Poe -- 10.2.1 Testing Aims and Expectations -- 10.2.2 Exploration and Testing of Theory -- 10.2.3 Improving Understanding of Decision-making Processes -- 10.2.4 Database of Reference Projects -- 10.2.5 Input to Existing or New Decision-making Processes -- 10.2.6 Tools, Design Guidelines and Policy Recommendations -- 10.3 Data-collection Methods -- 10.3.1 WODI Light -- 10.3.2 WODI Light Performance Indicators: Satisfaction and Dissatisfaction -- 10.3.3 Workplace Game -- 10.3.4 Space Utilisation Monitor (SUM) -- 10.4 Application in Practice: A Case Study -- 10.4.1 Context and Aims of the Case Study.

10.4.2 Data Collection -- 10.4.3 Moving in -- 10.4.4 Post-occupancy Evaluation -- 10.4.5 Lessons Learned -- 10.5 Concluding Remarks -- References -- 11 Change and Attachment to Place -- Chapter Overview -- 11.1 The Age of Everything -- 11.2 Loss and Grief -- 11.3 Is Place Attachment Healthy? -- 11.4 Dimensions of Place Attachment -- 11.5 The Process of Place Attachment -- 11.6 Evidence of Place Attachment and Territoriality in the Workplace -- 11.6.1 Employees' Predisposition to Change -- 11.6.2 Attitudes Towards Existing Workspaces -- 11.6.3 Retrospective Views of the Change -- 11.7 Findings -- 11.8 Implications -- References -- 12 Change Management and Cultural Heritage -- Chapter Overview -- 12.1 Introduction -- 12.2 Cultural Heritage -- 12.2.1 Cultural Significance -- 12.3 Cultural Heritage Management -- 12.3.1 Cultural Heritage Assessments -- 12.3.2 Cultural Heritage Impact Assessments -- 12.4 Change Management and Cultural Heritage -- References -- Index.

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.

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Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2018. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.