Asset Competency Model – Note 1001

strategic facility management and BIM

Asset Competency Model – Note 1001

FOCUS UPON LEADERSHIP

 

Owners must understand and deploy Asset Competency Models in order to efficiently manage the built environment, or for that matter, even consider full BIM.  The associated minimum levels of education, awareness, and functional competency span multiple relatively complex areas.

While an Owner need not be an expert in all domains, he/she must possess appropriate levels of awareness and be capable of overall LEADERSHIP.

Knowledge Areas and Technical and/or Management Competencies represent the knowledge, skills and abilities needed by Owners ̥ as well as their Teams (in-house as well as service partners such as architects, engineers, contractors, business product manufactures, etc.) .

At a  high level, Process Improvement, Execution, Planning, Scheduling Control ̥ Lean management ̥ Sustainability ̥  and Enabling Technology Application are fundamental skills Real Property Owners must develop.

These in turn, drill down to the next levels such as… Procurement/Purchasing  and Scheduling Techniques ̥  Conceptual Planning and Design, Renovation/Repair/Maintenance, Construction Project Delivery, Supplier/Service Provider Relationship Management, and Operations Management.

At the very core, Real Property Owners must understand all management activities carried out in the course of linking the physical and functional conditions and availability buildings to the organizations core mission.

Leading, monitoring, adjusting, organizing and planning are just the start.  Being able to explain the implications implications various facility management strategies in simple terms to senior management/oversight groups is vital.

The ability demonstrate the sensitivity of outcomes to multiple independent variables is nontrivial… especially in terms that an equally diverse audience can appreciate.

Once resources are obtained and suitable service partners selected, the process of leveraging efficient execution and ongoing improvement through the use of LEAN Best Management Practices and Collaborative Construction Delivery Methods... can begin.

Quite simply, real property owners and facility managers need to spend more time developing LEADERSHIP skills.

WORKPLACE AND LEADERSHIP COMPETENCIES represent those skills and abilities that allow individuals to function in an organizational setting. Problem solving and decision making, goal-directed thinking and actions, understanding problems through their step-by-step analysis and  and reasoning.   =

Owners need to map processes and focus on importance of individual factors as needed in order to achieve BEST VALUE.

COLLABORATION AND TEAMWORK provides the ability to accomplish the above. Owners and FMers must demonstrate commitment to developing and LEVERAGING internal and external team energy and expertise to achieve a common objective. ̥

Understanding the dynamics of effective teamwork in order to attain higher levels of performance is perhaps the single most important aspect of LEADERSHIP.  The process can be greatly aided, and accelerated by learning about and deploying already establish and proven LEAN construction delivery methods.  For example,  the successful deployment of integrated project delivery (IPD) and/or Job Order Contracting (JOC) within an organization, readily demonstrates the value and the ability to work as part of a tight-knit and competent group of entities and people.

Asset Comptency Model

Job order contacting relationship model

job order contracting