Asset Competency Model – The Road to Excellence


Asset Competency Model – The Road to Excellence

…at the end of the day the single issue of importance is whether or not Owners, Architects, Engineers, Contractors, Consultants, and Oversight Groups have the basic skills and/or competency required to efficiently manage the life-cycle of the built environment.

Accreditation, standards, business processes, certification… all are important, yet at the end of the day the single issue of importance is whether or not Owners, Architects, Engineers, Contractors, Consultants, and Oversight Groups have the basic skills and/or competency needed to efficiently manage the life-cycle of the built environment.

Before even addressing the obvious requirements for restructured education and professional training among all stakeholders, understanding the core business areas/processes and associated competencies is step #1.

strategic facility management and BIM

The primary business process areas involved in asset and/or facility management are:

  1. SPACE/TENANT MANAGEMENT

  2. PROJECT DELIVERY MANAGEMENT

  3. OPERATIONS MANAGEMENT

  4. CAPITAL ASSET MANAGEMENT

The competencies,  that is to say the skills and activities performed within specified primary business areas, are:

  1. Programming

  2. Design

  3. Construction

  4. Operations

  5. Planned/preventive/emergency/general  maintenance

  6. Repairs

  7. Retrofits/Upgrades

  8. Improvements

  9. Replacements

  10. Space Planning

  11. Utilization

Asset LIfe-cycle Costs

Owners must demonstrate LEADERSHIP, in their role as steward of the built environment, and foster fundamental knowledge among their peers and all other parties involved.   Formal and professional education must be updated, as must the overall “culture” of the AEC and Facility Management industry, to provide visibility into proven, efficient methods for life-cycle management of the built environment.

As we have seen, technology is not the cause of the lack of productivity throughout the AEC sector, not is technology going to be the savior.  For example, the adoption of BIM for life-cycle management (its most significant value proposition), despite the trivia from marketers and poorly  designed research studies, has stagnated in the U.S.  and the U.K.    The reason for poor adoption is clear.   Requisite focus and competence relative to asset life-cycle management doesn’t exist.

While facility managers and associated organizations tout their prowess, the reality is that fewer than 5% of the AEC sector practices, or even understand the core requirements of efficient life-cycle management.  Nor do these individuals have the skills to communicate the needs and drive change management within their organizations.

Value Gap
It’s the role of Facility Management Executives to close the VALUE GAP.

We all know that in today’s world budget have dramatically shifted away from new construction to renovation, repair, maintenance, and sustainability of built structures.   We all are also aware of the ad-hoc procedures and rampant associated waste associated with the billions of dollars being spent annually.

Until we education ourselves and our community on the importance of early and ongoing collaboration, LEAN construction delivery methods, mutual respect/trust, team-based decision making, long term relationships, best value procurement, life-cycle costs versus first-cost, owner leadership without excessive management and control, continuous improvement, and key performance indicators….    the shift toward positive outcomes will simply not occur.

Job Order Contracting - LEAN Construction Delivery

2015 optimized facility renovation and repair

standardized cost data

Best Value Construction

job order contacting strategy

job order contracting value-based

job order contracting

job order contracting

People Model
The PEOPLE MODEL

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