Strategic Facility Management

Strategic Facility Management

Type
module
Duur
< 3 maanden
Niveau
master
Startdatum
13 september 2019
Vooropleiding
bachelor
Locatie
Maastricht Bethlehemweg 2, 6222 BM
Keurmerk
CEDEO
Tijdsinvestering
11 meetings, between 150-200 hours selfstudy
Lesdag
Thursday
Kostenspecificatie
€ 2.995,- including cost for literature

In this module we focus on how to increase the added value of Facility Management. The module is part of the MSc programme Facility & Real Estate Management. Every euro we spend on facilities, doesn’t go to the primary process; so there is a kind of a moral duty to add value and to bring the organization closer to the goals by delivering enabling facilities. Main topics in this module: alignment of goals, outsourcings decision, integrality and cohesion, best value procurement.

algemeen
opbouw
programma

Strategic Facility Management

Doelgroep
Professionals who want to develop themselves in this field. Particularly when performing on value dimensions is part of your challenge.

Na dit traject kun je...

You know how to increase added value of FM in a specific situation. You know what tools to apply and how to work with them. You know how to measure and manage performance on value dimensions.

Learning outcomes 

  1. Judge and reflect on the added value of FM to the corporate strategy with respect to the international FREM market trends.
  2. Design a facility services concept in alignment with the company’s corporate strategy and structure matching internal demand and supplies; raising quality efficiently; reinforcing service coherency.
  3. Design a policy for successful cooperation with internal and external suppliers in order to create an appropriate supply chain, including make, buy or ally decision making.
  4. Analyze the performance of FM processes, and of contract and supplier management.
  5. To develop presentational skills in relation to the results of analyses in an academic, concise, informative and critical manner.

Je werkt aan de volgende competenties:

  1. Methodically recognizing developments and trends in the external sector and integrating them into the FREM strategy.
  2. Analyzing primary processes and developing FREM strategy from them in an initiating and creative way showing entrepreneurial leadership.
  3. Establishing, commanding and improving FREM processes and organization processes to develop processes of change in a client oriented and efficient way.
  4. Judging and reflecting based on incomplete information within a research and/or business context and being able to underpin knowledge and rationale to specialist and non-specialist audiences.

Detailed Module description:

Session#

Brief Description

01.

Introduction of the module and discussion of trends and developments

02.

Alignment between concern policy and value enabling FREM policy; why is it important and how to achieve this alignment

03.

To get to know the demands of client, customers and consumers

04.

How to create the perfect match between demand and supply?

05.

How to measure and manage performance levels of FM and service lines?

06.

What should be done ‘in house’ and what should be retrieved from the market? Why? What outsourings alternatives are available and what are pros and cons?

07.

A balanced management approach paying attention to quality, costs, client satisfaction and relations

08.

Best Value Procurement as enabler of good cooperation after awarding. How does it work? When suitable? What are the pitfalls?

09.

How to manage FM in an integral way and how to achieve a coherent setting in which people, infrastructure, processes and technology are well adjusted and do match

10.

The concept of Integrated Facility Management: different concepts with pros and cons and in what kind of situations can IFM be beneficial

11.

Presentations of student’ solutions for provided case

Assignments:

Assignment 1: write a paper (7.000 words) about how, in general, added value can be increased by applying the discussed methods and models.

Assignment 2: present your personal solution for a given case in which added value has to be improved; what’s your approach and why?

Students prepare the sessions and they pitch their preparations right at the start of the day. Then group discussions take place, interactive workshops, exercises (group wise and individually). Specialists give guest lectures about e.g. Managing costs, quality, relations and client satisfaction, trends and developments, knowing the real demand (instead of the pitfall thinking you know them) The atmosphere in class is quite loose; different thoughts are being encouraged. Active participation of all attendees is the recipe to create an effective learning environment.

Preparation of the sessions, attending the sessions, processing the discussed information and the assignments (1 paper to write and 1 oral exam) will take between150 -200 hours.

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