WhatIFMA stands for.(Chapter 1) – International Facility Management Association.
WhatBOMA stands for.(Chapter 1) – the Building Owners and Managers Association
Major concern of FMers.(Chapter 1)
The ways for exhibiting the business worth of a facility to the senior management
Strategies for overturning the under financing of our building infrastructure that has been documented publicly since 1990 or after the publication of the NationalResearch Council’s report that was titled , Committing to the Cost of Ownership.
Thefour components of Facility Management.(Chapter 1) –
Operations and Maintenance
What it means when we say FM “facilitates” the workers’ abilityto work in the space. (Chapters 1-3)
It organizes facility management
It is responsible to comes up with a plan, program and a budget
Determines lease administration and management approach of the property
Difference between centralized and decentralized management(Chapter 1)
Centralizedmanagement structure features an administration approach where oneperson one person either makes or approves the critical decisions. Onthe other hand, decentralized administration approach features anadministration approach where several people are involved in comingup with the critical business decisions.
Whatis appropriate to outsource and not outsource.(Chapter 2)
Appropriate to outsource: equipment technician, labourer, management and staff personnel.
Inappropriate services to outsource: non-administrative tasks and top-most management duties that would otherwise make an individual lose control of a facility oversight
What percentage of FM problems to plan for proactively.(Chapter 2) – 90-95%
Thevarious models for providing FM services to an organization and wheneach is appropriate(Chapter 2).
One-location, one site model
Office manager model
Public works model
One-location, multiple-sites model
Fully international model
Multiple-locations, strong-regional, or divisional-headquarters model
The main pre-condition a task must meet before it is considered foroutsourcing.(Chapter 2) –
The FM retains the organization necessary for serving clients and he keeps control of the entire organization.
More affordable to conduct the task using contractors
What is unique about the three skill sets FMers should possess:technical, business, and communication skills? Know how FMers use thethree skill sets. (Chapters 2-3)
Technical – They should have experience to conduct specific job
Business – they need to have vast understanding of the FM business as well as the industry they support
Communications – facilitates identification of appropriate responsibilities supposed to be allocated to individuals
What“best case” and “worst case” scenarios are in budgeting andwhy they are important in preparing organizations for the future.(Chapter 4)
Lease income compensates the capital cost
The need for a long-term space is accomplished
The cost of leasing is higher and long lasting
The cost of capital exceeds is also higher
Present leases are hardly extended without incurring a penalty
Expansion space disappears at a 50% higher rate than anticipated
Allocation of space is done unpredictably
What major cost is for organization over its facility’s life.(Chapter 5)
The capital cost is essential when calculating the life of a facility
Categories of costs associated with calculating life cycle costs.(Chapter 5)
Be able to identify a Capital Project. (Chapter 5)
Delphi methodEconometric modeling
Identifythe most advantageous investment for an organization when givendescriptions, costs, and Benefit Cost Ratio (BCR).(Chapter 5)
Theorganization can apply indexes in fine-tuning figures to suit theirlocal application
Knowwhat chargebacks are and their benefits.(Chapter 5)
The process of reclaiming the fees paid for a service, especially when a client has used a MasterCard. The primary benefit of the strategy is to allow disgruntled clients to reclaim the money spent on a given service.
Why“constant dollars” are used in Life Cycle Cost Analysis.(Chapter 5)
They have uniform purchasing cost that is free from regular inflation and deflation.
What must be analyzed before deciding to lease or own a facility?(Chapter5)
Total space requirement should be evaluated prior to purchasing or leasing
Considerations when planning for organizations’ space needs(Chapter 6)
The management needs to come up with space objectives the aims of an organization as well as its culture
Benefitsof owning space as well as benefits of leasing space (Chapter 6)
Benefitsof owning space:
Helps to save money
One has higher control over the facility
No down payment
Less tax paper work
Appropriate FM programs for Project Management Method ofmanagement.(Chapter 12)
The manager of the facility needs all the big capital projects that he bears responsibility
Life-cycle costing is applied in making project decisions
Establishing partnerships reduces the chances of experiencing litigation when managing enormous projects
The three categories of requirements documented in the FacilityProgram (Chapter 13)
Resources and methods
WhatFMer should use as basis for design evaluation. (Chapter 14)
A brilliant concept and program
Whatservices are offered by a “Full Service” design firm? (Chapter14)
Architecture, engineering, and interior design
Operations and maintenance
Moving and asset management reprographics
Project management and estimating
The AIA Basic Services for a Design-Bid-Build project. (Chapter 14)
Selecting a representative that is authorized to act on behalf of the senior architect in charge of a project
Designing and providing a schedule of the project to the owner for approval
Thingsto know for True/False:
How FM staff configuration differs in large and small organizations.(Chapter 2)
The FM staff in large organizations often decentralize specific operations while small organizations often use the one location, one site model.
How involved FM departments should be in corporate businessplanning.(Chapters 2-3)
FM departments are rarely involved in corporate business planning since outsourced professionals handle the task.
Who FMer should be advocate for. (Chapter 3)
FMer should be advocate for his or her businesses
Whois responsible for identifying methods to maximize facility benefitsandreduce costs? (Chapter 3)
Relationship of facility plan and business plan. (Chapter 4)
Facility plan aims at establishing the use of a given space to specific clients while business plan intends to meet the requirements of target clients
Relative accuracy of assumptions in planning (Chapter 4)
Involves making plans based on facts and analysis. Besides, it involves application of rational and well-timed decisions.
The time sequence of Programming and Design. (Chapter 6)
Controlled subroutines or statements conducted following a specific series
Efficient space use and growth planning. (Chapter 6)
A good business plan facilitates development of a good space
Two advantages and disadvantages of owning a facility. (Chapter7)
Owninga facility eliminates monthly rent incurrence and enhancesdevelopment since it gives a client a sense of permanence.
Owning a facility is disadvantageous because one need to incur high initial capital and its management is quite a tedious process.
Definitions and reasons to do Sale Leaseback. (Chapter 7)
Salelease back is a process of selling a facility, but signs a leaseagreement with the new owner such that the seller can continue usingthe facility on long term but as a tenant instead of an owner.
Owner acquires investment capital
Gets relieved of the tiresome responsibility for managing the facility
Increases flexibility of the users since they can easily transfer business to a new location
Long-term, fixed-rate capital
Considerations when selecting a site for various types oforganizations.(Chapter 7)
Availability of space
The section occupied in a building
Cotts,D. G., Roper, K. O., & Payant, R. P. (2010). Thefacility management handbook (3rded).New York, NY: American Management Association.