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Computer aided facilities managementThe definitive guideFMX in partnership with FSI

Visible gainsBenefits of a fully-fledged CAFM system

Great expectationsSelecting your CAFM provider

And...Essential guide to choosing and running computer aided

facilities management software from CAFM experts

Facilities Management Excellence

Sponsored and co-written by

II fmx September 2008

LEADER / FMX / FSI / CAFM

www.fmxmagazine.co.ukwww.fsi.co.uk

Sara Bean, Editor

Computer aided facilities managementThe definitive guideFMX in partnership with FSI

Visible gainsBenefits of a fully-fledged CAFM system

Great expectationsSelecting your CAFM provider

And...Essential guide to choosing and running computer aided

facilities management software from CAFM experts

Facilities Management Excellence

Sponsored and co-written by

Let us help change your world.

T: +44 (0)1708 251900 E: [email protected] W: www.fsi.co.uk

Isn’t it time for your organisation to evolve?

The new comprehensive web based maintenance solution from FSI.

THE FM’S GUIDE TO CAFM SOFTWAREFacilities managers know that computer aided facilities management (CAFM)software can bring many benefits to both the FM department and the widerorganisation. They’ll appreciate that CAFM software is designed to enable FMsto keep track of their organisation’s assets by linking a variety of informationtogether electronically. However, they might be hard pressed to say just whichtype of tools would best serve their company’s particular requirements. For as with any type of sophisticated computer software, the vital ingredient is inknowing that you are choosing the correct software for your needs – and thismeans having an understanding of what exactly you should expect from thepackage in the first place.

This is where this special guide to CAFM software can help. It’s dividedinto clear, concise sections which build up a picture of the ‘must have’attributes for the ultimate CAFM software solution.

In the introduction to CAFM software, we explore the past evolution ofCAFM and explain why it is of increasingly strategic importance to a business.Next we outline the benefits a fully-fledged CAFM system can bring to anorganisation when it is utilised as a core business tool. We then explain howprevailing trends are driving CAFM innovation and enabling organisations to capitalise on the information that it can gather, collate and report. Next,there is an overview of the future of CAFM, including web-enablement, newworking practices and software integration. Choosing the right partner is a vitalcomponent in your CAFM system selection, and the guide concludes withadvice on how to find that ideal match.

So whether you’re an experienced CAFM user, are contemplating investingin a new system, or are considering your first major investment in the software,I hope you find this guide a valuable source of inspiration.

September 2008 fmx III

FMX / FSI / CAFM / CONTENTS

IV EXECUTIVE SUMMARYHow and why computer aided facilitiesmanagement (CAFM), with its promise of flexible, intuitive, enablingand supporting technology, hasbecome the facilities manager’s mostimportant ally

VII FIT FOR PURPOSEA look at the benefits of a fully-fledged CAFM system when it isutilised as a core business tool

XII THE PRESENTCAFM software now offers a range of opportunities for organisations to capitalise on the data gathered. Welook at the current trends

XVII THE FUTURE OF CAFMFrom web-enablement to new flexibleworking practices and the integrationof services, we chart the future possibilities of CAFM

XIX SUPPLIER CREDENTIALSAdvice on choosing the best possiblevendor for all your needs

XV LOST AND FOUNDThe temporary loss of its CAFM software made the maintenance teamfor global information services, newsand media company Bloomberg reallyappreciate its worth

XVXVII

V

FMX features

II LEADER

V KNOWLEDGE CENTREThe Concept CAFM package has automated communications betweenthe FM and onsite maintenance teams at the Birmingham Bullring shopping centre

X SERVER PROTECTYour business relies on its IT systemsso you need to consider how to protectthem, says business continuity expertEddie Partridge

FSI Guide to Computer Aided Facilities Management (CAFM)

Executive summaryThese are times of tremendous change and opportunity for 21st-century facilities managers as they find themselves closer to the heart of the business than ever before

IV fmx September 2008

Many organisations are looking to the FMfunction to deliver an array of ‘soft’ servicesthat extends far beyond its traditional remit of building and asset management. And with that evolution in attitude comes theexpectation that those services will play amajor role in boosting business efficiency,cost effectiveness and productivity.

At the same time, the evolution of intelligentbuildings and more sophisticated workingenvironments is pushing the technologyenvelope forcefully in the FM’s direction.

Computer aided facilities management(CAFM), with its promise of flexible, intuitive,enabling and supporting technology, hasbecome the facilities manager’s most importantally in the innovation, implementation,delivery and management of a new generationof business-critical services.

Choosing the right CAFM system, workingwith a supplier who understands that everyorganisation’s needs are different, that FMhas a unique role to play in today’s businessinfrastructure, and who can tailor the technologyaccordingly rather than pushing an all-purposeoff-the-shelf solution, should be a vitalelement in any facilities manager’s strategy.

Without it, there is the very real possibilitythat FM professionals will be unable tocontribute effectively to business developmentor cost savings, just at a time when they willbe under greater pressure to do so.

THE PAST: OLD ATTITUDES DIE HARDCAFM has been around for a long time, ofcourse. Suppliers like FSI have their roots inthe demand for automated mechanical andelectrical service management and buildingsmanagement systems that developed at thestart of the 1990s.

Even then, it was possible to spot theopportunity for closer, technology-enabledintegration between the different elements ofa facilities management operation as software

vendors woke up to collaborative possibilitieswith complementary domains: airflow andtemperature control systems, for example,could be used to trigger alerts and maintenancejob tickets.

But at a time when using Excel spreadsheetswas the extent of FM automation for manyorganisations, there was a prevailing perceptionthat no IT system could possibly satisfy theunique circumstances of any individualoperation – and that a ‘software supplier’ wassimply that, without the necessary specialistservices and skills to implement customised,truly innovative systems.

As a result, emerging CAFM vendors stilltended to be categorised as hard service M&Esystem vendors. Faith in CAFM systems, too,was limited, especially among smaller companieswho might get as far as implementation butrarely looked beyond to the wider possibilitiesit offered the FM function. Systems were leftto collect dust, uncared for, as users failed toforge strong, proactive ties with their suppliersthat might have led to more effectiveexploitation of the technology.

THE PRESENT AND THE FUTUREBut there has been a significant sea changeduring the last decade. Leading CAFMvendors have demonstrated their commitmentto addressing the rapidly developing needs ofa market increasingly focused on soft facilitiesmanagement services.

This has partly been driven by theirinvolvement in PFI and PPP projects, whereongoing soft service delivery is generallywoven into the contract, taking equal prioritywith more traditional hard FM services. It hasalso been influenced by the convergence ofestate management and CAFM systems.

These trends in turn have driven a morejoined-up approach to CAFM by systemvendors. Huge progress has been made inaligning software capability with the business

requirement and making it proactive. Datafeeds between integrated systems arecommonly used to generate behaviour-prompting reports that will have a directimpact on the efficiency of a particularbuilding or premises, for example.

Workflow tools have added a layer ofefficiency to systems integration, answeringthe fears of senior managers that CAFMautomatically leads to the generation of yet more data silos – and demands forexpensive hardware.

DIRECT OWNERSHIPBut if organisations are serious aboutcapturing the benefits of today’s powerful,integrated CAFM systems, they need to givethem priority within the business. There isstill a failure at board level to understandCAFM’s strategic importance to the business.

Even if FM services are delivered by a thirdparty who owns the actual system, it should be clear that the data itself is an immenselyvaluable asset to the client organisation – andthat organisation needs to take responsibilityfor the data and explore its potential. Give it a low priority, and any subsequent failure toexploit it properly could leave the organisationin a precarious situation.

In other words, a CAFM system will delivermost effectively if it has a champion who candrive the benefits down into the heart of theoperation. The champion must establish thesystem as a strategic business tool and notallow it to be absorbed as just another part ofthe administrative resource, consigning it toan invisible future.

The days are gone when it was realistic to procure and implement a CAFM system, sit back and expect it to produce an instantchange and move the business forward. Theonly way to realise its potential is for theorganisation to take full ownership and usethe system positively, in anger.

FSI / FMX / CAFM / EXECUTIVE SUMMARY

September 2008 fmx V

Bullring is the exciting commercial face ofBirmingham in the 21st century. Opened in2003 at a cost of £500m, the 16-hectare siteincorporates historical landmarks and ground-breaking modern architecture in a space thatis the equivalent of 26 football pitches.

The scheme is composed on three axes, two of which form a natural extension to thecity’s principal shopping streets of New Streetand High Street. Between the two, St Martin’sWalk, a new pedestrian boulevard, restoreshistoric linkages to the city’s traditional marketsbeyond the historic St Martin’s Church. Andthe nine-level centre has acknowledged itshistorical heritage by bringing back to lifelong-vanished city street names.

This includes a new pedestrian walkwaynext to St Martin’s Queensway called ‘SwanPassage’ after the nearby ancient route of‘Swan Alley’, which appears on the 1731 planof the city. Other names to reappear includeJamaica Row and Spiceal Street, which firstappeared in 1795.

Bringing the site bang up to date, one of themore dramatic features of Bullring’s design isits spectacular 7,000 sq m skyplane roof. Thisvirtually invisible expanse of glass forms a‘floating’ covering over Bullring’s seeminglyopen malls, to give the impression of a naturalextension of the city’s key shopping streets.

It is estimated that more than 30 millionvisitors flock to the centre a year, which hasmore than 160 shops and boutiques, not tomention its 25 restaurants (all of which havecreated jobs for 8,000 people), in search ofretail therapy, taking advantage of Bullring’scar parking (3,100 spaces), revitalised transportfacilities and state-of-the-art washrooms. Forbusiness customers, there is also a suite offull serviced conference rooms.

SERVICE LEVELSTop-quality service was essential for itsretailers and their customers from the outset,and automation was considered the key to theeffective management of the vast complex’sdiverse range of tenants’ – which encompasseverything from small independent outlets toretail icons like Selfridges and Debenhams –spaces and assets.

Network manager Ben Darji worked withBullring’s development team from thebeginning of 2003 through to the grandopening in September 2003, and remainsclosely involved with the daily running of thecentre. ‘It was very exciting being part of theprocess of bringing the centre to the statewhere it is today,’ he says.

‘We had one scope in mind from the start:to ensure that Bullring was viewed as themost technologically advanced centre, not just in the UK but Europe. Our initial scopewas to eliminate any manual processes fromthe building management operation, andmake it as seamless as possible.’

Darji and his team already had someknowledge of Concept, FSI’s computer aidedfacilities management (CAFM) softwaresystem, and it was quickly adopted as theautomation platform of choice. ‘In terms ofmarket leaders, Concept was really the onlysystem we found which could deliver what wewere looking to deliver to our users on thatsize and scale,’ he says. ‘It was a question oflooking at the whole package, and Conceptjust had everything.’

FMX / FSI / CAFM / CASE STUDY

The eye-catching design of Bullring includes a skyplane roof

At one of Europe’s busiest shopping centres,communications between the FM and onsitemaintenance teams and retail tenants have beenautomated using Concept CAFM software

Knowledge centre

well. For example, it gives us the ability toschedule ahead for periods when it might betime to bring in extra staff. We can use it togive us a historic method of understandingthe ratio of staff and workers to how busy thecentre is, and base our calculations on reportscreated by the system.’

Darji says the partnership between Bullringand FSI has worked well in both directions.‘I’ve found FSI to be very adaptable andflexible with regard to our requirements,’ hecontinues. ‘They took the time to understandwhat we were trying to do as far as integratingConcept with our internal systems wasconcerned. A certain amount of tailoring wasrequired and they did that in a proactive way.It was never a question of simply taking theproduct off the shelf and telling us, “You will

do it this way,” which can be the case withsome software suppliers.’

While Concept supports the day-to-daymanagement of the Bullring complex, Darjiand his team are constantly looking forward toextending its use and reaping more benefitsfrom an automated operation. ‘One key thingwe are looking at is mobility,’ he says. ‘We are trying out the use of handheld devices toassign to our engineers on site, with a view to automating task and job allocation whilethey are mobile. We’ll be investigating howConcept can support that initiative’

Further information www.bullring.co.uk www.fsi.co.uk

VI fmx September 2008


In some respects, Darji and his team hadthe luxury of starting with a clean sheet whenit came to automating Bullring’s facilitiesmanagement operation. But he points out that this didn’t preclude the challenge ofintegrating Concept with other systems,including the building management systemand the centre’s intranet.

‘You could never do a retrospective fit onthat, without it entailing a complete systemsoverhaul,’ he comments. ‘In our case, weintegrated it from the start so that it was nevera standalone item. It was important that thesystem was part of our key operations fromthe word go.

‘Implementation did involve some biggeritems – planned preventative maintenance, forexample. That was essentially a data collationexercise and it was ongoing for some timebefore and after the centre opened, which we had anticipated. For the rest, most of themodules were fully operational from the time Bullring opened.’

The essential thing, adds Darji, was toautomate communications between thefacilities management teams, the onsitemaintenance teams and the retailers occupyingpremises in the centre. ‘Our end users – theretailers – can log faults via their own portalon the centre’s intranet, and these go straightinto Concept,’ he says. ‘The system automatesbilling, PPM schedules, and task and jobassignments for both internal staff andmaintenance workers. We’ve really used it tomaximise the benefits of automation.’

BENEFITSWhile users at Bullring’s retail outlets haveaccess to the system via the intranet, itsprimary users are the onsite facilitiesmanagement teams and maintenance teamswho are constantly monitoring the logging,status, progress and closing of jobs.

‘You can only really appreciate the truevalue and worth of a system like Concept ifit’s suddenly not there for any reason,’ saysDarji. ‘But at Bullring, the benefits aren’t justabout improved efficiency; financially, it’sequally important.

‘Concept demonstrates where, potentially,weaknesses could lie in the facilitiesmanagement workforce, by providing an audittrail for a task, from logging to completion.And we use it to accentuate the positives as

The vibrant centre draws 30million visitors to its shops

and facilities every year

September 2008 fmx VII

NON-CAFM VERSUS CAFMSome businesses that should still don’t have a CAFM system. FM departments have beenasked to accept all kinds of stop-gap solutionsinstead – a standard IT helpdesk, an ERPmodule, an accountancy system module oreven just a spreadsheet application – but nonematches the fitness for purpose of a fullyconfigured CAFM system, tailored if necessaryto the specific needs of the business.

This has helped to create the impressionthat while the FM operation might need somekind of CAFM capability, it needn’t be astrategic core system. As a result, the FMdepartment has been left hanging on to thecoat tails of another business system; and byimplication a poor relation of other businessprocesses. Facilities managers must feelempowered to demand the benefits of a fully-fledged CAFM system.

CAFM VERSUS SPREADSHEETSEven at board level, there can be a perceptionthat the FM department can manage andreport on facilities activities and servicedelivery using a spreadsheet or sharing a pre-existing system designed for a completelydifferent business function. In an age whenFM professionals, like everyone else, expectglobal access to information, this approach issimply inadequate and provides no consistencyof management and reporting across aportfolio. FM departments should enlist thehelp of proven CAFM vendors to help makethe business case for technology investment.

OLD-FASHIONED COMFORTSTraditions die hard in FM. The comfort factorof manual systems – arrays of T-cards indicatingplanned works in their slots on the wall – mightcontinue to hold sway among some, moremature FM professionals. In some cases,CAFM systems have been procured and leftpractically unused. In others, an ‘if it ain’tbroke, why fix it?’ attitude has dominated,leading people to ask if they really needed thesoftware. FM professionals must acknowledgeand champion the business benefits of CAFM.

HARD ASSUMPTIONSWhere organisations have invested in CAFMsystems in the past, they have sometimeslimited their expectations of the vendor’sability to support service delivery beyond thetraditional core of hard FM functions. Theyare often surprised when they discover that a CAFM system like Concept actually has a sophisticated planner at the heart of itsplanned maintenance capability. CAFM might have originated in hard FM, but it is no longer wedded to those traditional coreservices and has long since mirrored FM’sexpansion into soft services.

PASSIVE HELPDESKSPerhaps because helpdesks were traditionallyseen as rather passive entities – the usercalled, the job was logged and it was assumedsomething would happen as a result –organisations were slow to appreciate just how sophisticated CAFM helpdesks hadbecome. By discounting the benefits of aCAFM helpdesk and its functionality, a majordisservice to the business was taking place.

Automation of processes both within the

CAFM system, including integration withtelephony, and other business systems enablemany different things to happen as a matterof course as part of the helpdesk procedures:the identity of a caller can be establishedelectronically; the helpdesk is populated with known data connected with the caller(telephone number, location, e-mail and soon); selection of standard fault or requestcriteria drives the right SLA and allows for the job to be sent – immediately – to thenearest available and suitably skilled resource;information about other recent or ongoingrequests from the caller or jobs allocatedagainst assets within the vicinity of the callerare immediately communicated and displayedto the helpdesk operator.

Experience shows that promoting thebenefits of CAFM throughout an organisationreaps rewards in terms of increasing theprofile of the FM function and awareness ofwhat services the FM team provides.

Company-wide web access to particular FMfunctions subtly raises awareness, while at thesame time ensuring that the provision of thatservice does not become obtrusive.

Fit for purposeThe way things were – and often still are… In this section we look at the benefits of afully-fledged CAFM system when it is utilised as a core business tool

FSI / FMX / CAFM / BUSINESS SOLUTIONS

VIII fmx September 2008

INVISIBLE CAFMLeaving the CAFM system visible only to theFM team leads to an organisation missing outon information that can drive efficiencies orhelp deliver a clear idea of how the business isrunning on a day-to-day basis.

A good CAFM system can help the FMdepartment achieve the balance of not beingintrusive while maintaining a higher profilewithin the business. Many FM service providers,for example, give their clients access to a web-based portal so they can monitor howeffectively services are being delivered.Forward-looking FM departments give accessto some elements of the CAFM system –room or car booking, for example – via thecompany intranet.

FM departments should aim to use theirCAFM systems to extend their reach andencourage users to interact with a facility thatmight have been invisible before, puttingthemselves in the forefront of the business’sdaily operations.

THE DRIVE TO CENTRALISATIONWith their expertise in delivering centralisedcorporate CAFM systems, suppliers like FSI have revolutionised traditionally ad hoc manual methods of job allocation andcommunication with service engineers. Web-enabled CAFM allows end users to receivejobs and submit status and completion reportsvia a full range of remote devices, for example,minimising costly and time-consuming tripsback to headquarters.

VENDORS DO SOFT SERVICES TOOCAFM systems provide a natural lever forchange as FM operations and providersincreasingly move into integrated soft andhard services delivery, thus giving FMprofessionals increasingly intricate technologyrequirements. But vendors like FSI alreadyhave many years’ experience of developingintegrated systems for the PFI/PPP market,ideal for managing high-frequency, low-duration jobs such as portering and cleaning

that now come under the FM remit.

A BROADER FOCUS ON INDIVIDUALCONTRACT WINSFM service providers have historicallyapproached individual contracts on a silobasis, relying on a direct onsite labour force;jobs are allocated centrally to a maintenanceoperative who drives to the client site with astack of job sheets, which, when completed,are then posted back to head office where theyare signed off by an administrator one by one.

However, web-enabled CAFM systemsprovide a model that translates very effectivelyinto the multi-contract world of the FMservice provider, and which can reduce roll-out costs on a contract-by-contract basis.

With a true web-enabled CAFM system,centralised deployment from head office or a data centre is a reality, with local access to the application being provided via theinternet. Using the segregation functionalityof a quality CAFM system, the client, facilities

managers, supervisors and operatives arepresented only with contract or site datarelevant to their roles and responsibilities, and in their own language, if the contract is multinational.

PROCUREMENTHistorically, CAFM systems were bought bythe facilities manager. But as FM moves to the heart of the business, so the procurementprocess should now involve a wider range of interests from the wider business. Thisinevitably makes procurement a more complexand lengthy process, but it should be seen as a positive development. For one thing, there is an increased focus on the CAFM vendor’sability to support the system – often acrossdifferent time zones – and protect the integrityof the customer’s data.

System buyers need to envisage a long-term relationship with the supplier, with bothparties listening to each other rather than just


September 2008 fmx IX

dictating terms. And they need to trust in thevendor’s ability to integrate its CAFM platformwith existing business systems, as well assatisfying themselves about the real-timereporting capabilities of the system – one ofthe primary business drivers for investment in CAFM.

It is also vital to involve end users in theprocurement process, ensuring, for example,that front-line operators understand thereasons why CAFM might change the waythey communicate with head office ratherthan misinterpreting closer interaction as BigBrother-style monitoring.

PROFESSIONAL SERVICESBuying a CAFM system is not just aboutsoftware procurement. FM service providersand departments should look beyond thesystem to the range of professional servicesthe vendor has built around its product.

It is important to scope up front the projectincluding functionality requirements, projectmanagement, implementation and trainingservices effort, thus giving a complete pictureof what can be expected during and afterimplementation. There is a preconception thatscoping studies are primarily a sales tool forthe vendor; however, in emerging markets,such as the Middle East, scoping studies are the norm.

A scoping exercise clearly sets out theexpectations of both the vendor and purchaserand helps to eliminate nasty and potentiallycostly surprises further down the line.

Service professionals have acquired anenviable wealth of best-practice knowledgethat they will be happy to share with new andexisting clients, and they can use it to helpclients avoid common implementation mistakes:

• Failing to appoint a product champion within the FM organisation

• Imposing the system rather than involving end users

• Blaming the system six months in when it fails to deliver expected benefits and embarking

on a needless new cycle of procurement• A lack of professional engagement between

facilities managers and the system, impairing the whole team’s performance as it tries to move forward

• Lack of a good-quality implementation plan• Dumping the supplier once the facilities

manager thinks they’ve got what they wanted without buying into the very procedures that would deliver benefits across the entire business.

ACCOUNTABILITY AND VISIBILITYFM has often been an easy cost-cutting target,largely because it tends to be tucked away.CAFM can help put an end to that inequalitywithin the business, acting as the vehicle fortighter integration with core processes andraising the profile of the FM operationthroughout the organisation.

Effectively, CAFM enables FM professionalsto make themselves visible and accountable atall times. Flags can be attached to an importantclient, for example, alerting the FM team tohigh priority calls and automatically e-mailingother individuals in the business who need toknow how the call progresses.

And with the functionality of workflowtechnology now embedded in market-leadingplatforms like Concept, other parts of thebusiness can understand CAFM’s positivecontribution as they benefit from automatedreport delivery and the proactive pushing ofkey information to the departments who canuse it to make an operational difference.

CHANGING DEFINITIONSThe most notable trend in FM as we approachthe end of this first decade in the 21st century,is that it is becoming more and more difficultto define what FM actually is.

As it establishes ever closer ties with othercore business processes, CAFM really shouldbe seen and treated as a core business tooland the main enabler of the integration of a host of hard and soft services under thetraditional FM umbrella.


A good CAFM system canhelp the FM departmentachieve the balance of not being intrusive whilemaintaining a higher profilewithin the business

According to the Home Office nearly one infive businesses suffers a major disruptionevery five years. Your business could be nextand with no business continuity plan yourchances of survival are considerably reduced.

A recent Department of Trade and Industry(now the Department for Business Enterpriseand Regulatory Reform) survey suggests thatseven out of 10 small businesses would go outof business within a year if they experienced a major disaster. The same survey adds that if computer systems were unavailable for 10days or more, 50 per cent of businesses wouldcease trading immediately, with 93 per centgoing bankrupt within one year.

The more your business relies on its ITsystems, the more you need to consider howunexpected disruptions might affect yourbusiness. These disruptions could come inmany forms, from fire and floods to theft ormalicious attacks on your systems.

Business continuity planning improves the ability of your business to react to suchdisruptions. It describes how you will restartyour operations in order to meet yourbusiness-critical requirements.

WHAT IS BUSINESS CONTINUITYPLANNING?Business continuity planning is the process ofplanning for the unexpected. An effective planwill provide you with procedures to minimisethe effects of unexpected disruptions. Theplan should enable your business to recoverquickly and efficiently, with the minimumdisruption to your day-to-day activities.

Business continuity is a process developedto counteract systems failure. It is a managementissue, not something that should just beconsidered by the IT department. Disasterrecovery supports the ability of the business torecover. This includes providing facilities andservices to enable the business to continue to function, and providing the critical ITapplications and infrastructure necessary tosupport the recovery of business processes.

Developing a plan and implementing a plan are best done as a team activity. Keepnumbers low; aside from FM, the people toconsider include accountants, IT and otherstaff with specialist knowledge. Consider adeputy for each of your team members.

Remember, a business continuity plandoesn’t need to be complicated and does not need to deal with every scenario. If yourplan enables you to cope with the worst casescenario, it will also help you to deal more

Eddie Partridge explainsthe importance of ITbusiness continuityplans to the success ofyour business, and howbest to develop them

Server protect

X fmx September 2008

FMX / FSI / CAFM / BUSINESS CONTINUITY

easily with less serious incidents.

Here are 10 absolute basics your plan should cover:1 Develop and practise a contingency plan

that includes a succession plan for your CEO.2 Train backup employees to perform

emergency tasks. The employees you count on to lead in an emergency will not always be available.

3 Determine offsite crisis meeting places for top executives.

4 Make sure that all employees – as well as executives – are involved in the exercises so that they get practice in responding to an emergency.

5 Make exercises realistic enough to tap into employees’ emotions, so you can see how they’ll react when a situation gets stressful.

6 Practise crisis communication with employees, customers and the outside world.

7 Invest in an alternate means of communication in case the phone networks go down.

8 Form partnerships with local emergency response groups – fire brigade, police and ambulance – to establish a good working relationship. Let them become familiar with your company and site.

9 Evaluate your company’s performance during each test, and work towards constant improvement. Continuity exercises should reveal weaknesses.

10 Test your continuity plan regularly to revealand accommodate changes. Technology, personnel and facilities are in a constant state of flux at any company.

ANALYSE THE THREATSThe team should begin by listing all theactivities of the business and then list thelikely incidents that could affect theseactivities. This might include storm, flood,theft, fire, machinery breakdown, powerfailure, computer virus, telecommunicationsfailure, strikes and problems with suppliers.For each of the threats you have identified you should decide how likely they are tohappen, cost the immediate effects of thesethreats on your business and consider thelong-term effects.

The damage can be measured in hard terms such as financial loss and in soft terms such as commercial embarrassment or loss of credibility to your business. Themost serious threat should emerge from these considerations. Remember that if you

Eddie Partridge: businesscontinuity is a managementissue, not something just to beconsidered by the IT team

September 2008 fmx XI

FMX / FSI / CAFM / BUSINESS CONTINUITY

plan for the worst-case scenario, your planshould also be effective in dealing with lessserious incidents.

Once you have agreed to put in place abusiness continuity plan, it is the start of anongoing commitment. Businesses constantlyevolve, and recovery strategies must evolvewith them. For example, as people join,transfer and leave the business, plans shouldbe updated to reflect changes in recoveryteams. When new IT systems are introduced,if they are essential to the business, you mustbuild their recovery into your plans.

Make your plan clear and concise, to ensurethat people will read it and make it available to all staff members responsible for any partof the plan. Summarise it for the rest of yourstaff so that they will know what to expect.

FORMULATE A PLANOnce completed, a successful and thoroughBC or disaster recovery plan will ensure thatyour critical business systems and processesare safeguarded against potential disaster andavailable when you need them to be.

An initial step towards this is to speak toyour business peers. Ask the steps they take to ensure business continuity and discuss anyconcerns as well as recommendations theymay have. Also remember to involve yourstaff. Many employees will be keen to becomepart of your business continuity and disasterrecovery team and may already have experiencein this area from previous roles.

At this stage, it also makes sense to speak to your IT provider. They will already have agood knowledge of how your business and its systems operate and will be well equippedto offer you impartial, expert advice on allaspects of business continuity and disasterrecovery. Should they not be able to offerthese services themselves then they willcertainly be able to introduce you to trustedand experienced business continuity anddisaster recovery specialists.

COMPONENTS OF A BUSINESS CONTINUITY PLANYou will use information on threats to yourbusiness to start your business continuityplan. The plan should aim to reduce the risksposed by disruption to your business processes.Measures may include:• A backup and data recovery strategy,

including off-site storage.• The development of a resilient IT

infrastructure with redundancies in case of failure. For example, mirrored central server computers sited in different locations, each containing the same information, so that if one goes down, the other one is available to ensure continuity of service and alternative storage facilities.

• The elimination of single points of failure, such as a single power supply.

• The introduction of a UPS (uninterruptible power supply) for your IT systems. This is a device that allows your computer to keep running for a short time when the main power supply is lost. It uses a battery or series of batteries that takes over when power is lost and gives you time to save any data that you may be working on.

PROTECT YOUR DATATaking a regular backup of your systemsensures that should your server fail or be destroyed all your important data anddocuments will still be available. If you areunsure of your options, your IT partner willbe able to suggest the best backup and datastorage solution for your organisation.

Ensure that your backup is kept bothsecurely and off site, away from your primarylocation. Keep a list of important contactnumbers somewhere secure with duplicates at off-site locations. These should include thedetails of key personnel such as employees,primary customers and suppliers. Thebusiness continuity plan should specify theactions to be taken in order to recover fromthis event, covering:• People and accommodation• IT systems and networks• Services such as power and

telecommunications• Critical business processes.Methods of recovery might include:• Carrying out activities manually until IT

A disaster recovery plan shouldensure your critical businesssystems are safeguardedagainst any potential disaster

services are resumed• Staff at an affected building moving to

another location• Agreeing with another business to use each

other’s premises in the event of a disaster• Arranging to use IT services and

accommodation provided by a specialist third-party standby site.

Make sure you keep the business continuityplan short and readable. It should notduplicate other sources of information, andany other relevant documents should bereferred to. Encourage staff to review the planbefore it is formally issued.

While choosing to manage your disasterrecovery or business continuity plan yourselfis a viable option, it is usually more costeffective to hand responsibility to an IT partnerwho, maximising on their economies of scale,can deliver the latest solutions at a moreaffordable cost than you could manage in-house. Finally, don’t forget to test your plan atleast once a year to ensure that, should disasterstrike, your business is truly protected.

Further informationEddie Partridge is business developmentdirector of Latitude UK, one of the UK’sleading providers of single-source powerprotection and infrastructure solutions for ITand telecom environments. www.latitudeuk.com

XII fmx September 2008

The days when CAFM systems simplyprovided an automated framework for thedelivery and management of a standard set of hard FM services are long gone. CAFMsoftware now offers a greatly extended rangeof opportunities for organisations to capitaliseon the information that these sophisticatedplatforms can gather, collate and report,thanks to their tight integration with othercore business systems.

Many of these capabilities have evolved as a direct result of CAFM vendors’ specialisedexperience in some of the most importanttrends to emerge in the FM market since the beginning of the 21st century: a growingawareness among FM professionals about the power of benchmarking; the impact ofPFI/PPP projects on how service delivery inthat rapidly developing sector is perceived andmonitored; the rise of the managed helpdeskas a strategic asset in its own right; and the ongoing convergence of estates andfacilities management.

THE PFI EFFECTCAFM systems have become a lynchpin in thePFI/PPP bidding process, giving contractorsaccess to a rich set of reporting and processmanagement tools beyond the traditional FM remit of asset management. But serviceproviders need to be sure that the CAFMsupplier understands the unique nature of the PFI/PPP FM market, particularly when itcomes to automating the payment mechanismside of the contract.

The one-size-fits-all approach simplydoesn’t work in this sector and while manyCAFM platforms will profess to provide a fullyautomated solution, few reflect the necessaryunderstanding of just how much subtlevariation there can be between individual PFI contracts. These contracts can undergoimportant changes as they pass down thesupply chain from the end client to the PFIcompany and on to the FM service providerand system vendor.

Many of these modifications will apply topenalties and definitions of performancefailure. The system should relate to the

FSI / FMX / CAFM / TRENDS

The presentHow prevailing trends are driving CAFM innovation

September 2008 fmx XIII

resulting complexities of the eventual contractrather than any preconceived idea of a ‘standard’working contract.

FSI, for example, has developed a specialisedframework that takes account of the individualrequirements of each contract, leading to thecreation of a bespoke CAFM system that willdeliver a customised payment mechanismsolution, drawing on the combined power ofthe software itself and extensive experience inthe field for its consultants.

The payment mechanism allows the PFIcompany to prove its performance and theavailability of premises against service levelagreements set in the contract, and enables itto set out and calculate its financial obligationssmoothly and effectively.

A PFI contractor should always be lookingfor the benefits of working with a supplierwho can demonstrate an understanding of the entire lifecycle of the contract and iscommitted to a methodology that follows thearc of the project from scoping the system to final delivery.

MANAGED HELPDESKS AND ESTATES MANAGEMENTThe evolution of the managed helpdesk hasbeen another notable trend in the CAFMmarket, driven in part by the convergence ofestates management and FM.

Providing a streamlined helpdesk serviceacross a large property portfolio is a majorchallenge, particularly in cases where ad hocgrowth has created a complex network ofrelationships between multiple maintenancecontractors and service providers. A managedhelpdesk can help to rationalise thesecomplicated service delivery structures andimprove efficiency across the board.

FSI has been one of the most proactiveCAFM vendors in this area, forming a jointventure with The Asset Factor to create asuccessful managed helpdesk, Asset On Call.This proposition uses the proven helpdeskcapability of Concept to optimise call loggingand maintenance task allocation as a managedservice for The Asset Factor’s FM arm, NB Entrust.

The managed helpdesk approach empowersthe service provider to assume responsibilityfor performance management across theentire supply chain, taking control of everyprocess from inception of the technologythrough to completion of any call. Contractorlists can be easily rationalised, deliveringsignificant savings on the estate maintenanceoverheads. Tenants simply report the fault orrequirement, and the helpdesk allocates thetask to an approved contractor.

But perhaps the most significantadvancement on the present-day CAFMlandscape is the rise of the role played byprofessional services around the successfulimplementation of a market-leading platform.If they are serious about deriving the greatestpossible business benefit from their investment,no CAFM customer should see services asoptional add-ons to a basic software package.Ultimately, these services often hold the key to their ability to meet SLAs by accessing,interrogating and utilising operationalinformation held in the CAFM system.

The true sign of a committed CAFM vendoris the depth and strength of the serviceportfolio – from project scoping and technicalsupport to training – it has developed throughits own experiences at the cutting edge of themarket, and this should be an importantfactor in any purchasing decision.

A more proactive attitude to training bytoday’s CAFM customers – driven by a greaterappreciation of its role in enabling staff to getthe very best from the system – means thatthey are demanding much more from theirsupplier on the professional services front.

The most effective vendors have translatedthis demand into the development of tailoredtraining programmes, delivered by their ownspecialised staff who are steeped in thebusiness application of the software, deliveredon site or at a convenient location.

Customers who want more than vanillatraining should choose a supplier that candemonstrate its capability in the classroom,ensuring that classes can proceed at the rightpace for the skill levels, and customisingcourses to suit the needs of the business.

FSI / FMX / CAFM / TRENDS

CAFM systems have becomea lynchpin in the PFI/PPPbidding process, givingcontractors access to a richset of management tools

Centre of excellence in South Kensington toa provincial hospital he recognised that theday-to-day issues faced by the clinical staffwere the same.

Vinen is in overall charge of facilities forCaxton FM at the 277-bed Neath Port TalbotHospital. The £66 million project on BaglanMoor was the first major PFI project in Wales,replacing two old general hospitals with a newstate-of-the-art facility.

Centre of excellence in South Kensington to aprovincial hospital he recognised that the day-to-day issues faced by the clinical staff werethe same.


Vinen moved from managing clinicalservices at West London’s Royal Bromptonand Harefield Trust in 1999 to take charge offacilities at a politically sensitive project,which, at that stage, was no more than a set ofdrawings. But arriving even before the groundfloor appeared had definite advantages. Asmembers of the original PFI consortium,along with builders Interserve and HSBCbank, Caxton FM’s parent Kier Group wasable to ensure facilities issues were taken intoaccount from the start of the project.

For his first three months with Caxton,Vinen worked from the Cardiff head office,reviewing the contract documentation and thedesign drawings. In spring 2000 he moved tothe Baglan Moor construction site, attendingdesign development meetings and adding hisvoice to discussions between the buildingcontractor and the Bro Morgannwg NHSTrust.

‘I was there making sure that the FMperspective was heard,’ he says. ‘So manytimes you start jobs and realise very quicklythat some things just can’t happen because ofphysical constraints. Having been in from thestart, if there are things we cannot do now,then there’s only one person to blame – andVinen’s input led to a change fmx


Vinen is in overall charge of facilities forCaxton FM at the 277-bed Neath Port TalbotHospital. The £66 million project on BaglanMoor was the first major PFI project in Wales,.riginal PFI consortium, along with buildersInterserve and HSBC bank, Caxton FM’s

14 fmx September 2005

The new Lion Court Conference Centre on Proctor Street,London is a valuable asset to the not-for-profit NationalHousing Federation, which is part-funded by revenue from

On 12-13 June at Earl’s Court, London the public sector procurementcommunity will unite for Procurement Solutions

Procurement Solutions preview

EXHIBITION PREVIEW

An award-winning fit-out for venture capital firm 3ifollowing an office move putan end to the communicationand organisation challenges of its previous workspace over12 floors. The company’s 350staff now work in a flexibleand primarily open-planlayout on one floor, whichincorporates break-out areas,client meeting suites and a coffee bar

‘You can achievean awful lot morein FM if youunderstand whatpeople’s motivesand views are’

CAFM is evolving. Concept Evolution™ from FSI is a new web-enabled, complete CAFM solution, that will simplify your IT requirements. Evolution is easy and cost-effective to deploy and sustain, and retains the structure and familiarity of the Concept™ CAFM range.

ev•o•lu•tion [ev ’loõ SH n]

noun.a process of growth and development in which something

changes into a different and better form. – synonyms 1. change,

progression, advancement, growth

Let us help change your world. T: +44 (0)1708 251900 E: [email protected] W: www.fsi.co.uk


September 2008 fmx XV

be reinstalled and loaded from scratch.As contracts manager Dave Pryke explains,

operating without the system, even for therelatively short time it took to restore thesoftware, was a reminder of just how crucial it had become for the day-to-day running of the maintenance service. ‘Bloomberg is a365-day operation,’ he says. ‘Some kind ofmaintenance is scheduled every day, so wehave quite a lot to get through each month,and we use Concept’s PPM module to lookafter every event.

‘We use Concept purely for plannedmaintenance tasks on a weekly basis at themoment, so it manages all Bloomberg’s plant assets in the three buildings and any

Bloomberg L. P. is a global informationservices, news and media company withclients that include central and commercialbanks, investment institutions, governmentoffices and agencies, corporations and neworganisations. Probably best known for itsintegrated package of information, analyticand electronic trading tools (BloombergTerminal), it also has successful news, broadcastand publishing operations including a 24-hour television channel and a news wireservice with 94 bureaus around the world.

Bloomberg’s UK headquarters are at 50Finsbury Square in the heart of London,home to its cutting-edge television studios and SPACE, its ground-breaking art gallerywhich is open to the public and features adistinctive glass and steel interior designed by Norman Foster.

This and two more interlinked premises – Citygate House and Lackington Street –were maintained on Bloomberg’s behalf by facilities services specialist PlannedMaintenance Engineering (now rebranded as Carillion Planned Maintenance), whichmanages more than 20 maintenance contractswith an 11-strong team on site.

PME had been using FSI’s computer aidedfacilities management (CAFM) system,Concept, to manage Bloomberg’s plannedpreventative maintenance schedule since2000, but in 2005 an IT glitch during anoffice move meant that the system had to


The temporary loss of its CAFM softwaremade the maintenanceteam based atBloomberg trulyappreciate its worth

Lost and found

scheduled servicing. We also use the CrystalConnect module of the software to generatemonthly management reports.’

PME originally recommended Concept’sPPM functionality to Bloomberg and thesystem was installed following the client’sprocurement processes at the start of the newmillennium. Pryke was already familiar withConcept from his earlier experience beforetaking on his role at Bloomberg.

DATA RECOVERY‘The biggest challenge for us when wetemporarily lost the system in 2005 was that we had to repopulate the data from theground up,’ he says.

‘Fortunately, we had everything entered in an Excel spreadsheet so we were able tocopy the contract information across, but theloading process still took three days. Beingwithout Concept was a heavy blow for thecontracts management team because we wereso used to the whole process being automated.Without it, we had to look up everything onthe original spreadsheet and then manuallytype the events that were due for those weekswe were without the system into a PC. It justmade everything a lot harder.’

A quick look at the Bloomberg plant coveredby the PPM module gives a clear idea of how integral the system is to managing thecontracts. ‘It’s everything you’d expect to findin a normal commercial building, with the

of refurbishment and that means regularupgrades of entire floors and plant. There is a steady stream of newer kit. We have to be able to keep on top of the maintenancecontracts to support it.’

BENEFITS OF CAFMAccording to Pryke, the CAFM systemprovides an excellent, automated frameworkfor managing the maintenance contracts. ‘It’sa great tool, because it takes the onus off theteam and allows them to focus on what theyneed to do to make sure the subcontractorsare alerted when PPM becomes due, and thatthe task is completed to schedule.

‘It cuts down on the administrative timeoverhead and it’s extremely efficient to use.

XVI fmx September 2008


exception of the IT infrastructure,’ says Pryke.Bloomberg’s rotary uninterruptible supply

systems (UPSs), the electrical distributionsystem, the main air-handling units (AHUs)and critical power distribution units (PDUs),pumps for hot and chilled water, and the cold water tanks all come under PME’sresponsibility, which, says Pryke, means ‘PPMis such a huge part of what we do here. We’reconstantly looking after the chillers, the waterhygiene side, the UPS and generator servicing,the heating systems. We even cover thingslike the escalators and glass sliding doors.

‘Bloomberg is a very client-facing company,’he continues. ‘There’s a big wow factor as youcome into 50 Finsbury Square or into theolder, listed buildings. There’s a strong history

Concept is a very reliable system – once it’sset up, it really just works away on its own.Bloomberg automatically backs up the systemon a remote server so we can restore it quicklyif there are any problems in the future.’

Pryke recommends FSI’s training coursefor the new Concept user. ‘If you’ve done that,you’ll find the system very easy to navigate,’he says. ‘It’s Windows-based and easy to use.’

From the client’s perspective, the report toolis a vital means of measuring the percentageof tasks being completed on time, and theperformance of the PPM function in relationto service level agreements (SLAs).

‘The client [Bloomberg] can see where weare with every aspect of PPM servicing, howlong tasks are taking and where there aresignificant delays,’ explains Dave. ‘And thatmeans we can keep on top of the scheduleand minimise the risk of penalties with regardto any planned maintenance task.’

Although the system will continue to be usedfor PPM only in the near future, Bloombergand PME are looking at the possibilities ofusing it for risk management tasks in thefuture, predicting the impact and costs ofplant going wrong. ‘That would be a good wayforward for both the maintenance service andthe client,’ says Pryke. ‘Basically, Concept is avery helpful tool and I don’t think it would bepossible to manage maintenance contracts asefficiently without it.’

Further informationwww.bloomberg.comwww.carillionpm.comwww.fsi.co.uk

September 2008 fmx XVII

As end users become more closely involved in the CAFM system procurement process,their expectations will have a greater influenceon system developments. Business driverssuch as lower cost of ownership and ease ofdeployment and access will put vendors underincreasing pressure to provide web-enabledsystems and to make them more accessibleand deliverable across the full spectrum ofcommunications technologies.

To date, some vendors have only web-enabled key parts of their systems, but endusers should now consider buying from asupplier that has, as part of its offering, acompletely web-enabled solution, built withthe needs of non-specialist users in mind.While it is readily accepted that it can neveroffer the same level of rich user experience asa good-quality win product, a true web-enabledCAFM system allows centralised deploymentand control, thus providing cost benefits interms of infrastructure and IT maintenance,while allowing users the flexibility of accessfrom any web-enabled computer.

FLEXIBLE SOLUTIONSAs working practices evolve an increasinglyinfluential element of the FM sector is staffedby remote and mobile workers, who dependon flexible and instant access to informationheld on the CAFM system, wherever they are– including at home. They will expect to beable to find it from their portable devices and mobile handsets via a web browser as amatter of course.

The CAFM system will have a culturalimpact on the FM operation, removing the need for constant referral – and evenphysical visits – to head office and, thanks toautomated helpdesks, liberating support staffto focus on more productive activities whileaddressing the increasing importance of agood work-life balance.

STRATEGIC ADVANTAGESCAFM will also enable facilities managers to continue their journey from relativeinvisibility within the organisation to activeparticipation in strategic management, often

The future of CAFMWeb-enablement, new working practices and integration

FSI / FMX / CAFM / FUTURE DEVELOPMENTS

XVIII fmx September 2008

at the highest level. Web-enablement will alsobe an important factor in the tighter integrationof the CAFM system with other key businesssystems such as buildings maintenance andestates management platforms.

The benefits of system integration are alreadywell understood, with close ties between HRand accountancy packages now commonplace– and we can expect to see CAFM integrationrise swiftly up the agenda as businesses lookfor more ways to capture and use informationthat now has a strategic imperative.

Today, FM professionals have a far greaterappreciation of the value of CAFM integrationat a deeper level, and vendors like FSI havemoved quickly to address this with workflowmodules designed to enable systems to co-exist and share information productively.

This will also help FMs to address cost-of-ownership issues, which have historicallybeen a topic for debate at board level. If theCAFM system becomes a central repositoryfor information gathered from a wide range of business systems, and this information isused on the business frontline to assess risk,manage cost and efficiency, and improveproductivity, the potential return on investmentwill become extremely attractive.

To a great extent the need for interoperabilityand integration with energy, lighting, security,logistics, telephony, ERP and IT systems willdrive the evolution of CAFM technology. Aspreviously standalone systems emerge fromtheir silos, CAFM systems that are driven

by a new focus on the working environmentwill come to the fore.

Many of these systems will have beenpurchased from an independent softwaresupplier. But software protocols are increasinglystandardised and FM professionals arebecoming more comfortable with the conceptof centrally managing a mixed brace ofsystems. There is no reason why, with thesophisticated workflow capability of today’sleading platforms, CAFM should not becomethe glue that brings them all together.

At the same time, as more attention is paidto the effect of the working environment onstaff productivity and efficiency, informationis required about the way assets and equipment– rooms and lighting systems, and ‘hot’ desks,for example – are used.

This information about usage patterns isbecoming more important in the determinationof internal business strategies, and again, ifCAFM is seen as the primary gatherer anddeliverer of the information, it becomes amajor agent for realising change and newobjectives throughout the organisation.

GLOBAL CAFMAs far as the bigger picture is concerned, the future of CAFM is increasingly driven by a more globalised view of the facilitiesmanagement function and the services itprovides. Innovative attitudes and expectationsin international markets will be a positiveinfluence on UK CAFM strategies.

Global organisations now expect to be ableto deploy CAFM systems throughout theirinfrastructure, regardless of internationalborders, rather than focusing on individualbuildings or premises at a local level – andwithout any impact on the functionality of the system.

Emerging markets in the world’sconstruction hotspots – particularly Africa,China and the Middle East – are driving a new understanding of the importance ofestablishing the role of asset management atthe earliest possible stage in a development. It is now becoming an integrated part of theplanning process for the way buildings will be used by their occupants and managed bythe CAFM system.

These delivery markets are vital to FMservice providers in particular as they seek toprove themselves to an increasingly exactingand forthright client base, and develop theirreputations on the global stage. They can only successfully exploit them if they candemonstrate an understanding of the uniquerequirements of each market, and they shouldbe looking to the sophistication and flexibilityof proven, leading-edge CAFM tools to helpcreate and deliver an appropriately innovativerange of services.

The rate of market development in someplaces is breathtaking. Since FSI opened itsDubai office in 2002, for example, startingwith just a handful of clients, it has acquired a customer base that is almost 40-strong. Butthis is just the start.

SERVICE DELIVERYCAFM is emerging as a crucial enabler of, and mechanism for, FM service delivery andexcellence, and that means service providersmust take full advantage of the knowledge andexpertise of system vendors who have spenttime and resources acquiring an intimate localunderstanding of market drivers and conditions.

High-quality customer-facing services, inparticular, will be increasingly importantinfluences on CAFM system development, as it becomes the machine of choice forjustifying service excellence through factorslike key performance indicators.

This trend is a neat parallel with theblurring of distinctions between hard and soft services in the UK. The best systemvendors will be proactive in their response tothe growing sophistication of the market’srequirements, ultimately bringing CAFM tothe fore as the FM service delivery tool ofchoice around the world.

FSI / FMX / CAFM / FUTURE DEVELOPMENTS

XIX fmx September 2008

Choosing the best CAFM system is not just a matter of assessing the software platform.Leading vendors say that an increasingproportion of their business comes from theirservice portfolio and the added value, whichthey claim to deliver around the core system.In other words, the credentials of the vendorshould also come under close scrutiny beforeany final purchasing decision is made.

One of the main defining factors is thestandard of the vendor’s existing customerbase, best demonstrated by references andcase studies. Some vendors struggle to providean extensive range of high-quality customersthat can demonstrate the strength of theirtechnology and commitment to supportingservice delivery across a variety of sectors.

Any prospective CAFM system purchasershould expect to see independent, first-hand

evidence of a thriving customer base that ishappy to discuss the business benefits itderives from its investment in the platform.

SHARING INFORMATIONProspective clients should find out if the vendoractively promotes a climate of CAFM bestpractice knowledge sharing through a healthyprogramme of customer networking eventsthat attract existing and potential customers.

FSI, for example, has established Tune in to FM, a regular series of well-attendedseminars where senior facilities managementprofessionals often give presentations about their CAFM experiences, and a usercommunity has evolved with a genuine senseof system ownership and a vested interest in influencing the ongoing development oftheir chosen software.

SUPPLIER RELATIONSHIPSAt a time when system usability and integrationcapability are high on the CAFM customer’sshopping list, buyers should also examine thevendor’s relationship with other importantsoftware suppliers. Clients should look beyondthe Windows front end of a CAFM package at the vendor’s professional commitment todeveloping and exploiting key relationships.Surprisingly, for example, only a handful ofCAFM suppliers in the UK are Microsoft Goldcertified partners. But an accredited vendorhas clearly demonstrated its commitment tostaff and product development in line with a software platform that sets the pace of userexpectations around the world.

Microsoft Gold partners go through a rigorous assessment process, and can only retain the standard through regularreassessment. But CAFM vendors who haveachieved this level can prove their commitmentto continuously ensuring that they have a superior number of highly qualifiedindividuals on their software development anddelivery teams – and that they are bringingtechnology to market that is constantly takingCAFM systems to new levels of innovationand business efficiency.

CAFM customers with a particular interestin specific technologies such as mobilecommunications, or particular elements ofautomation under the increasingly diverseumbrella of FM services, should look at thequality of partners that vendors are workingwith beyond their core system development.

So a CAFM software purchase is as muchabout the people behind the product as it isabout the system itself. Vendors should beable – and prepared – to prove that they havefull ownership of their product and cancontrol the development of the software theyare proposing. Buyers should look for evidenceof a substantial, well-qualified developmentteam. And they should expect to see allaspects of the system and services representedat the presentation stage of procurement,including training and support, rather than anover-reliance on slick sales professionals.

Further informationFor more information on FSI and the Conceptrange of computer aided facilities management(CAFM) software, visit www.fsi.co.uk

FSI / FMX / CAFM / VENDORS

Supplier credentialsHow to choose the right CAFM vendor

Centre of excellence in South Kensington toa provincial hospital he recognised that theday-to-day issues faced by the clinical staffwere the same.




Vinen moved from managing clinicalservices at West London’s Royal Bromptonand Harefield Trust in 1999 to take charge offacilities at a politically sensitive project,which, at that stage, was no more than a set ofdrawings. But arriving even before the groundfloor appeared had definite advantages. Asmembers of the original PFI consortium,along with builders Interserve and HSBCbank, Caxton FM’s parent Kier Group wasable to ensure facilities issues were taken intoaccount from the start of the project.

For his first three months with Caxton,Vinen worked from the Cardiff head office,reviewing the contract documentation and thedesign drawings. In spring 2000 he moved tothe Baglan Moor construction site, attendingdesign development meetings and adding hisvoice to discussions between the buildingcontractor and the Bro Morgannwg NHSTrust.

‘I was there making sure that the FMperspective was heard,’ he says. ‘So manytimes you start jobs and realise very quicklythat some things just can’t happen because ofphysical constraints. Having been in from thestart, if there are things we cannot do now,then there’s only one person to blame – andVinen’s input led to a change fmx


Vinen is in overall charge of facilities forCaxton FM at the 277-bed Neath Port TalbotHospital. The £66 million project on BaglanMoor was the first major PFI project in Wales,.riginal PFI consortium, along with buildersInterserve and HSBC bank, Caxton FM’s

20 fmx September 2005

The new Lion Court Conference Centre on Proctor Street,London is a valuable asset to the not-for-profit NationalHousing Federation, which is part-funded by revenue from

On 12-13 June at Earl’s Court, London the public sector procurementcommunity will unite for Procurement Solutions

Procurement Solutions preview

EXHIBITION PREVIEW

An award-winning fit-out for venture capital firm 3ifollowing an office move putan end to the communicationand organisation challenges of its previous workspace over12 floors. The company’s 350staff now work in a flexibleand primarily open-planlayout on one floor, whichincorporates break-out areas,client meeting suites and a coffee bar

‘You can achievean awful lot morein FM if youunderstand whatpeople’s motivesand views are’

Manage and control FM anywhere with Concept Evolution™, the new web-enabled, complete CAFM solution, from FSI.

Concept Evolution™ from FSI is a new, fully web-enabled CAFM solution that ensures your business is

joined up, regardless of location. Evolution can be deployed regardless of borders, and can be accessed

from anywhere, without incurring the costs and complexities of alternative CAFM solutions.

Evolution is easy and cost-effective to deploy and sustain, and simplifies your IT requirements. Minimal

cost when deploying throughout your organisation or when bringing a new user ‘on-line’.

Evolution retains the structure and familiarity of the Concept™ CAFM range. Current Concept™ users

will benefit from the minimised effort required during the transition to Evolution, thanks to the retaining of

the logic and data structure. New Evolution users will benefit from a fully web-enabled, complete CAFM

solution, accessible from anywhere.

A new evolutionin FM management

Let us help change your world.

T: +44 (0)1708 251900 E: [email protected] W: www.fsi.co.uk


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