Bridge-In

Completing a project involves more than just finishing the construction; it entails a series of closing activities to formally conclude the work. This section will guide you through the essential steps required to close out a project effectively. Furthermore, we will explore the subsequent phase of a building’s life—how it is managed and maintained to extend its usability for decades, incorporating the principles of facility management within the broader context of the building’s life cycle.

Lesson 1: Project Closeout & Completion

Every project needs to end and that is what our last phase of the project life cycle is all about.  Project completion is often the most neglected phase as everyone is ready to close up and head to the next project. It is very often however the last thing a client remembers of the project, and if we don’t give it proper attention, it could affect future work with that client.

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The Final Phase of Project Life Cycle

Every project culminates in the Project Completion phase, marking the end of the project life cycle and the fulfillment of promises made to stakeholders. This crucial phase ensures that all deliverables have been executed as planned, satisfying all stakeholder expectations and meeting all acceptance criteria. However, despite its significance, project completion is often overlooked, leading to a hasty transition to new projects without proper closure of the current one.

Key Activities in Project Completion

The completion phase is characterized by a series of essential activities aimed at formalizing the acceptance of the project’s product, service, or result.

These include:

1. Gathering Project Records: Ensuring all project documents reflect the final product’s characteristics and specifications, taking into account any scope changes that occurred during the project.
2. Formalizing Acceptance: Documenting stakeholder or customer acceptance of the project outcomes, affirming that the project has achieved its objectives.
3. Performing Project Closure: A systematic approach to closing out the project, including contract closure, team release, final payments, post-project evaluations, and document archival.

Navigating Contract Closure

Contract closure entails the formal settlement of contract terms, a process that verifies the accurate and satisfactory completion of contract work. It is a vital part of project completion, especially for projects executed under contract. This process involves updating project records with final results, ensuring compliance with specific contract terms or conditions, and issuing formal notice regarding the deliverability status.

Team Release and Final Payments

As the project wraps up, project team members are released back to their functional departments or assigned to new projects. It’s important to keep relevant managers informed about project completion timelines to facilitate smooth transitions. Additionally, final payments are processed only after confirming that the supplier has fulfilled all contractual obligations.

Lessons Learned

A critical yet often neglected aspect of project completion is the lessons learned meetings or document. This process allows the project team to reflect on what went well and what could be improved, providing valuable insights for future projects. It’s an opportunity for continual improvement, emphasizing quality management and the integration of learned lessons into organizational practices.

Importance of Document Archival

The archival of project documents ensures that valuable project information is preserved for future reference. This includes charter documents, scope statements, original budgets, and change documents. Proper document management and storage are crucial for legal compliance and knowledge management within the organization.

The Project Completion phase is a critical step that ensures projects are concluded methodically, with due consideration for all contractual obligations, stakeholder satisfaction, and organizational learning. This phase provides a definitive end to the project, setting the stage for future initiatives with improved practices and insights.

Lesson 2: Lifecycle of a Building (Pt.2)

In this lesson, we explore the complex journey a building undergoes from its conception to its eventual end of life. We embark on a detailed exploration, understanding the broader impacts and processes involved in the life cycle of a building, including the innovative concept of the circular economy.

Systems Thinking in Construction

The construction process doesn’t operate linearly; it’s an interconnected system where each action triggers responses across various aspects of a project. Systems thinking encourages us to consider these non-linear interactions, emphasizing the importance of understanding how our projects interact with and affect surrounding stakeholders and environments. This holistic approach is essential for project managers to navigate the complexities of construction projects, ensuring thoughtful planning and execution.

Life Cycle Analysis

Delving into the life cycle analysis, we assess the building from “cradle to grave,” considering all phases including raw material acquisition, construction, usage, and eventual demolition. This analysis not only focuses on the environmental load of these processes but also evaluates the energy, materials, and waste involved. Understanding the entire life span of a building and its components helps in making informed decisions that minimize environmental impact.

Circular Economy

The concept of the circular economy aims to extend the “cradle to grave” model into “cradle to cradle,” where materials are reused, recycled, or repurposed to minimize waste and reduce the demand for virgin resources. This section illustrates how construction can evolve to support a more sustainable future, highlighting the significant role buildings play in global resource consumption and waste production. Through examples and discussions, we’ll explore strategies for integrating circular economy principles into construction projects.

Figure 6.1 illustrates a visual breakdown of the circular economy showcasing the potential pathways for materials post-disposal, emphasizing the importance of finding innovative ways to reintegrate materials into new life cycles. This approach not only addresses sustainability concerns but also prompts us to think about how our projects can positively or negatively impact other factors such as schedules, budgets, and resource allocation.

By understanding the life cycle of a building and embracing systems thinking and circular economy concepts, construction professionals can contribute to a more sustainable and efficient industry.

The Lifecycle of a Building – Revisited

In our learning of the construction process, we’ve come to understand it as just one phase in the extensive lifespan of a building. This section invites us to widen our view, moving beyond the specific stages of construction to appreciate the full lifecycle of a building. By adopting a broader perspective, we gain insight into the complex factors that influence a building from its initial conception to its eventual decommissioning. Beyond the visuals and specific phases, we aim to understand a building’s journey from conception through its operational years to its eventual decommissioning. This comprehensive ‘cradle to grave’ approach encompasses everything from the initial procurement of raw materials and design to construction, daily operation, and ultimately, the building’s dismantling or repurposing. By embracing this holistic view, we gain a deeper appreciation for the myriad factors and stages that contribute to the life of a building.

Life Cycle

In terms of the built environment, ‘life cycle’ refers to a product, building, or service throughout its whole life. For example, concerning a building, this would include its design, construction, operation, and disposal. Considering the life full cycle of a building can help ensure that all aspects are properly considered, rather than just the cost of construction.

Life Cycle Assessment (LCA) is a method for evaluating the environmental load of processes and products during their life cycle. An LCA attempts to identify the environmental effects at all stages of its life and produces a figure (or several) that represents the total environmental load. In a full LCA, the energy and materials used, along with waste and pollutants produced as a consequence of a product or activity are quantified.

The term ‘cradle-to-grave’ is an approach for defining the boundaries of an embodied energy assessment which involves measuring or estimating the total energy consumed through the entire life cycle of a building or product.

In terms of life cycle costs, whole-life costs consider all those that are associated with the life of a building, from inception to construction, occupation and operation, and disposal.

Circular Economy

The life cycle discussion feeds us into another concept, called circular economy.  It is rethinking how we create products to last longer, recycle easier, and help reduce the amount of waste as well as the mining of natural resources.

The Process to Deliver a Facility

A building project is composed of processes. A process is a series of actions bringing about a result (PMBOK). Each process is performed by a person or organization Generally, there are two broad categories of processes: project management processes and product-oriented processes (PMBOK).

A project proceeds through a lifecycle. A facility is planned, designed, constructed, and operated (Figure 6.2). This lifecycle, and the importance of taking a lifecycle perspective on projects, has sometimes been referenced as a Cradle-To-Grave perspective. From a lifecycle perspective, all materials and systems should be evaluated relative to their value in supporting the lifecycle goals of a building or facility.

Some have expanded upon the concept of Cradle to Grave by considering the lifecycle as a continuous process and proposing a reference to Cradle to Cradle (C2C).  C2C emphasizes the need to consider the reuse or recycling of products that are used within the delivery of a building.

Sanvido et al. (1990) developed a detailed process model to define the various tasks that need to be completed to deliver and operate a facility. The process model is titled the ‘Integrated Building Process Model’ (IBPM). This model is created using the IDEF0 process modeling approach. Each ‘process’ (box) can be expanded into another more detailed process map showing additional detail.

The Level 1 process map in Figure 6.4 shows five main activities within the process:

1. Plan Facility
2. Design Facility
3. Construct Facility
4. Operate Facility
5. Manage Facility

Operations & Maintenance Phase

The Operations & Maintenance (O&M) phase is typically the longest phase within the facility lifecycle. In this phase, the owner will use the facility for its intended purpose, and they will need to operate and maintain the functionality of the facility. In some research, up to 80% of the entire lifecycle cost of a facility is spent in the operations phase. Activities that occur within the phase include the maintenance of equipment, the replacement of materials and equipment that require replacement, and minor renovations to allow for revisions of facility use. This phase may be referred to as Facility Management (FM), and an owner may perform the facility management services with their internal employees, or they may hire a 3rd party FM service provider.

Manage Facility

In addition to the unique four phases, there is a need to coordinate and manage the process and resources throughout the lifecycle. These processes were defined within the IBPM within the Manage Facility process.

Total Cost of Ownership

It is critical for the owner, and the entire project team, to view a project from a total cost of ownership (TCO) perspective, which considers the costs, along with the overall environmental impact, of all phases of the project lifecycle. It is very important to note that the vast majority of the decisions that influence the lifecycle cost of a facility are made in the earliest phases of a project, e.g., planning and early design phases. This concept has been included in quite a few different diagrams. Figure 6.6 is a simple representation that shows the construction costs/time where the costs are low in the beginning, and accumulate over time. The ability to influence the cost is represented by the solid line which shows that it is much more difficult to influence costs as the project design and construction continue.

For example, in the early stages of a project, it is much easier to alter a system to reduce costs, but after the design is developed and the materials are ordered, then it can be very difficult to reduce overall costs, even if it is a less expensive system, due to the costs of making the change. It is also interesting to consider the overall business and societal costs and impacts of a facility. Some have estimated (with minimal data) the overall impact of facilities on organizations and society, and they show that the societal impacts of facilities are significantly greater than the initial cost of design and construction (Figure 6.7).

Lesson 3: Introduction to Facility Management

When we think about construction and project management, we don’t want to think about just our short part of the process. Expanding from our life cycle discussion, let’s take a look at what facility managers do daily, and how our decisions affect them. We will also discuss the types of projects these roles take care of in the context of a construction project management degree and how this would align very well with this career path.

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The Role of a Facility Manager

Facility managers are pivotal in supporting the functionality and quality of life within built environments, blending the management of systems, processes, and technologies to harmonize people, places, and technology. This lesson delves into the diverse environments facility managers operate in, from manufacturing plants and oil rigs to concert venues and healthcare facilities, showcasing the broad scope of their impact.

Scope of Management

Managing a facility goes beyond mere maintenance; it involves a comprehensive list of responsibilities that cater to customer/client relations, facility plans, project management, and more. Facility managers engage in space management, emergency planning, financial forecasting, and maintenance, reflecting the vast array of tasks they oversee to maintain operational harmony within facilities.

Technical and Business Skillsets

Facility management demands a robust set of skills. Technically, facility managers engage in operations and maintenance, planning and design, building systems, and project management, among others. On the business side, strategic planning, asset management, finance, risk management, and human resources are key areas of expertise, showcasing the multifaceted nature of the role that requires both technical and managerial acumen.

Variety in Projects

Facility managers are involved in a wide range of projects from software integrations and minor remodeling to major construction and unique problem-solving initiatives. These projects demonstrate the versatility and adaptive nature of facility management within various contexts, highlighting its importance in ensuring operational efficiency and sustainability.

Relevance to Construction Project Management

This module connects the dots between construction project management (CPM) and facilities management, illustrating how a CPM degree serves as an ideal foundation for a career in facilities management. The skills learned in CPM, such as project execution, strategic planning, and stakeholder engagement, are directly applicable to facilities management, offering a seamless transition into this dynamic field.

Facility management plays a crucial role in the lifecycle of a building, extending beyond construction to encompass ongoing operations, maintenance, and eventual repurposing or demolition. This overview not only sheds light on what facility managers do but also illustrates the significance of their work in enhancing the functionality and longevity of our built environments. Through this module, students are encouraged to appreciate the interconnectedness of construction and facility management, recognizing the value they bring to the places we live and work in.

Introduction to Facility Management

Once we’re done with construction, the building or structure we have helped bring into existence is now being operated and maintained for the remainder of its useful life. What does this look like? Who handles all of the of the ins and outs? The facility management industry is very closely related to construction management, uses many of the same skills, and can have just as much variety.

Defining Facility Management

• According to GlobalFM, Facilities Management (FM) is an “organizational function which integrates people, place and process within the Built Environment to improve the quality of life of people and the productivity of the core business”
• The International Facility Management Association (IFMA defines it as: “Facility management (FM) is a profession that encompasses multiple disciplines to ensure functionality, comfort, safety, and efficiency of the built environment by integrating people, place, process and technology.”
• US Bureau of Labor Statistics, Standard Occupational Classification (SOC) 11-3013 Facilities Manager states:
  • Plan, direct, or coordinate operations and functionalities of facilities and buildings. May include surrounding grounds or multiple facilities of an organization’s campus. Excludes “Administrative Services Managers” (11-3012), “Property, Real Estate, and Community Association Managers” (11-9141), “First-Line Supervisors of Building and Grounds Cleaning and Maintenance Workers” (37-1010), “First-Line Supervisors of Mechanics and Repairers” (49-1011), and “Maintenance and Repair Workers, General” (49-9071).
  • Illustrative examples: Conference Center Manager, Director of University Housing, Stadium Manager
• The International Organization for Standardization (ISO), defines it as an “organizational function which integrates people, place, and process within the built environment to improve the quality of life of people and the productivity of the core business”.

These are all pretty accurate but… it sounds kind of boring, doesn’t it? How can a profession so critical, so action-packed and so surrounded with chaos sound so dull?

That’s exactly what IFMA set out to do on LinkedIn, with an interesting query for FMs: “Tell us you’re a facility manager, without telling us you’re a facility manager”.

Here are some of their replies: 

• “I am a modern-day SUPERHERO, protecting you and your building assets every day! When you are in trouble, any kind at all, don’t hesitate to call me because you know I will quickly but safely swoop in and save the day! I’m just a phone call, text or email away! Your friendly, technical FM!” — Giselle Holder, Director at Acuitas Caribbean Facilities Management Company Limited
  
• “I create innovative, dynamic environments for people to enjoy while they innovate, collaborate, connect, and thrive!” — Kimberly Whyman, Workplace Experience Manager at Clio – Cloud-Based Legal Technology
• “The ideal Facility Manager must have Aristotle’s logic and Solomon’s wisdom, a priest’s discretion and a gambler’s poker face, a lawyer’s shrewdness and a marketing director’s charm, a gladiator’s guts, a marathon runner’s perseverance and a sprinter’s speed, a leatherneck’s toughness and a dancer’s agility, lots of good luck and 30 hours per day … I think THIS said it all!” — Chevalier Mario A. Libonati, Director – Head of Facility Management & Real Estate at Deutsche Boerse Group.

As seen here, facility managers themselves describe their roles with a blend of creativity, responsibility, and pride. They see themselves as modern-day superheroes, protecting buildings and assets, ensuring people feel supported and efficient, and creating dynamic environments for innovation and collaboration. They view their job as multifaceted leadership, involving technical expertise, crisis management, and cost control, while also focusing on sustainability and operational efficiency. They often work behind the scenes, ensuring everything runs smoothly, from infrastructure to staff support services, and they take pride in providing a safe and comfortable environment for all.

Facility management, as described by these professionals, is the art and science of ensuring the optimal operation of a physical environment, encompassing buildings, infrastructure, and services. It involves a holistic approach that balances the needs of users with operational efficiency, sustainability, and cost-effectiveness, all while ensuring a safe and productive environment. Facility managers are problem-solvers, leaders, and guardians of the built environment, responsible for its excellence and the well-being of its occupants.

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Despite the diversity in content and format, all these narratives highlight the immense responsibility, skill, effort, and seemingly magical expertise required.

Solution-Focused Thinking

Facilities management is a critical, strategic business discipline. Organizations increasingly occupy complex buildings and use sophisticated technology for communications and control. Professional FM is needed to plan, maintain, and manage these facilities. It is part of the drive to meet the higher demands of organizations and individuals. Whether as employees, customers, students, or patients, people have higher expectations of their living, working, and leisure environments.

In conclusion, facility management is a multifaceted profession that integrates people, place, and process within the built environment to enhance the quality of life and productivity. While various definitions may make it seem mundane, facility managers themselves see their role as that of modern-day superheroes, ensuring the smooth operation of buildings and assets while creating dynamic and innovative environments. Their work encompasses technical expertise, crisis management, and cost control, all while focusing on sustainability and operational efficiency. Despite the diverse narratives, they all underscore the significant responsibility, skill, and effort required in this field. As organizations evolve, the role of facility management becomes increasingly vital in meeting the higher demands for quality living, working, and leisure environments.

Core Skills and Roles

Whether the space is a factory, office, hospital, shopping mall, airport, museum or stadium, someone makes sure the building and all of its components work properly. That person is a facility manager. Facility managers (FMs) make sure systems in the built environment work together as they should, that buildings fulfill their intended purposes, and that personnel are healthy and productive.

Facility managers have many different titles and career paths. They often aren’t called facility managers even though they are responsible for aspects of facility management, including planning, evaluating and maintaining building systems. Facility managers hold a variety of roles, including:

• Building operations like cleaning, security, maintenance and grounds management
• Return-to-work processes and policies
• Emergency and disaster mitigation and response
• Sustainability planning
• Project management and budgeting
• Real estate management and space planning
• Business continuity planning

Module 6 Recap

In this module, we addressed the critical steps and strategies for Project Closeout and examined the ongoing life cycle management of buildings. This overview will summarize the key learning points and the transition from project completion to long-term facility management, emphasizing the extended responsibilities that come with completed constructions.

What We Learned

Project Closeout and Completion:

• We learned that completing a project effectively involves more than just finishing construction tasks; it requires a series of formal closeout activities to ensure all aspects of the project meet or exceed expectations.
• Key closeout activities include the formal acceptance of project deliverables, the resolution of any remaining contractual matters, and the documentation of project lessons learned for future reference.

Facility Management and Building Lifecycle:

• Beyond the construction phase, we explored how buildings are managed and maintained throughout their operational life to optimize usability and functionality.
• Facility management plays a crucial role in this phase, focusing on maximizing the building’s efficiency and sustainability through proactive maintenance and strategic upgrades.

Lifecycle of a Building:

• We discussed the various stages of a building’s lifecycle, from design and construction to operation and eventual decommissioning or repurposing.
• Emphasis was placed on the importance of considering all lifecycle stages when planning and executing construction projects to ensure sustainability and efficiency.

Importance of Systems Thinking:

• Systems thinking was highlighted as a vital approach for understanding the complex interdependencies within building projects and their broader environmental and social impacts.
• This approach helps in making informed decisions that not only focus on immediate project goals but also consider long-term implications for the building and its users.