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Strategic Facility Planning:   Get out of the weeds, and align your workplace with your business’ needs   Bob Sawhill, CFM...
Presenter: Bob Sawhill, CFM <ul><li>Director of Product Strategy,  TRIRIGA </li></ul><ul><li>30 years in Workplace Managem...
Strategic Facility Planning <ul><li>The Situation </li></ul><ul><li>Current Trends </li></ul><ul><li>Organizational Excell...
the situation … Get out of the weeds, and align your workplace with your business’ needs
Real estate assets are a cornerstone to success 1  Source: CFO Research Services 2  Source: NACORE 20% of an organizations...
Real estate executives support multiple objectives Stakeholders Objectives Drive Performance Growth and Competitive Advant...
The challenge Process silos Emergencies Business Environment Economy fluctuating  Globalization Offshore Risk and uncertai...
Strategic Facility Planning enables business strategies  and attains a effective right-cost workplace <ul><li>value-based ...
current trends in Strategic Facility Planning out of the weeds
What is Strategic Facility Planning <ul><li>“ Strategic facility planning represents long-range plans that include facilit...
IFMA Research – Current Trends & Future Outlooks
The missing link: strategy misalignment Maximum Wealth of Shareholders Corporate Strategy Source: CFO Perspective on Real ...
The oversight: low performance visibility <ul><li>AberdeenGroup Report: “ Real Estate and Facility Lifecycle Management, T...
Strategic Facility Planning evolution Integrated Infrastructure, Enterprise Knowledge Integrated Workplace Management Syst...
Strategic Facility Planning <ul><li>The Situation </li></ul><ul><li>Current Trends </li></ul><ul><li>Organizational Excell...
Organizational Excellence
Leading workplace management organizations are transforming capabilities from task master to strategist Collaborative Stra...
Customer Relationship Management <ul><li>C-suite Collaboration: </li></ul><ul><ul><li>Trusted-advisor to business-unit </l...
Process Integration
SFP Process Cycles – both cyclical and linear <ul><li>Ongoing Cyclical Processes </li></ul><ul><li>Cyclical business plann...
Performance Management  delivers continuous improvement through the lifecycle Align. Establish  Objectives (Workplace Perf...
Project Portfolio Management (PPM) process <ul><li>Allocate resources to the right projects </li></ul><ul><li>Align portfo...
Strategic Workplace Planning overview Workplace Performance Management continuous improvement and business planning cycles...
Strategic Workplace Planning  Framework Align   strategy   Optimize planning Manage delivery Move Management Space Managem...
Linking RE/FM to business strategy Align   strategy Anna-Liisa Lindholm et al., “A Framework for Identifying and Measuring...
Performance Management Cascade objectives down to drive accountability Performance  Targets CFO VP Workplace Facilities Ma...
Strategic Planning Framework hierarchy <ul><li>Global Master Portfolio Plan(s) </li></ul><ul><li>└ >Regional  Portfolio  P...
Workplace Performance Analytics balance utilization opportunities to  right-cost  facilities  Optimize   planning  Financi...
Space Planning and Analysis <ul><li>Scenario Analysis </li></ul><ul><li>Forecasting and Requirements </li></ul><ul><li>Sup...
Facility Planning and Analysis matches  business demand to the  right-space  Optimize   planning
Facility Planning and Analysis seeks  solution scenarios at the  right-place   Optimize   planning  Emissions /GSF Dallas-...
Facility Planning and Analysis seeks  solution scenarios at the  right-place   Optimize   planning  Stack Planning
Facility Planning and Analysis seeks  solution scenarios at the  right-place   Optimize   planning
Facility Planning and Analysis determines  RE Portfolio solutions for the  right-time   Optimize   planning
Facility Planning and Analysis determines  RE Portfolio solutions for the  right-time   Optimize   planning
Facility Planning and Analysis determines  RE Portfolio solutions for the  right-time   Optimize   planning
Facility Planning performance indicators align designs to attain strategy objectives  Optimize   planning
Risk and Uncertainty <ul><li>Risk evaluation </li></ul><ul><ul><li>Business impacts </li></ul></ul><ul><ul><li>Market fluc...
Launch the right programs Optimize   planning  Low High Low High Good-to-Go high value, low risk Retarget Rethink,  or can...
Prioritize quick-wins Optimize   planning  Low High Low High Quick Wins Low Hanging Fruit Money Pits Must Haves Ease of Ex...
Prioritize opportunities  Replace inefficient plumbing fixtures Re-carpet with low emissions carpet Replace outdated water...
Evaluation and compare scenarios  to support informed decision making Optimize   planning
Evaluation and compare scenarios  to support informed decision making Optimize   planning
Integrated end-to-end processes and data achieve agile and effective execution Move Layout CAD Graphics Design <ul><li>New...
Complete the cycle – monitor and measure Workplace Performance Management continuous improvement and business planning cyc...
Technology Enablement
Technology Considerations <ul><li>Enables Workplace Management Stakeholders </li></ul><ul><ul><li>Role-based with appropri...
Strategic Facility Planning Framework Integrated Methodologies Across the Process Lifecycle - Manager, Technician, Special...
Are you ready for the business ups, downs, and turns? <ul><li>Economic crisis </li></ul><ul><li>Shrinking resources </li><...
Strategic Facility Planning Keep on-track,  and stay out of the weeds
ALIGN Strategies <ul><li>Drive shareholder value </li></ul>
OPTIMIZE Plans <ul><li>Right cost, right space,  right place and right time </li></ul>
MANAGE Delivery <ul><li>Achieve performance-driven objectives </li></ul>
Achieve greater workplace performance results Facility  Management Strategic Workplace Planning Workplace Performance Mana...
Contact Information: Bob Sawhill,  CFM Director, Product Strategy   TRIRIGA Email:  [email_address] website:  www.tririga....
Strategic Facility Planning:   Get out of the weeds, and align your workplace with your business’ needs   Bob Sawhill, CFM...
Environmental Sustainability  <ul><li>people  profit  planet </li></ul>
Workplace Organization Structures <ul><li>Centralization and Consolidation </li></ul><ul><li>Process/Standards Governance ...
Strategic Planning <ul><li>Align Opportunities: </li></ul><ul><li>Business Objectives </li></ul><ul><li>Strategic Initiati...
Project Portfolio Management (PPM) Diagram source: ProjectConnections.com  PPM Project Funnel and Pipeline – Align and Opt...
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*Strategic Facility Planning, IFMA World Workplace

Bob Sawhill\’s presentation at IFMA\’s World Workplace Conference. Titled: Strategic Facility Planning: &quot;Get out of the weeds, and align your workplace with your business’ needs&quot;

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*Strategic Facility Planning, IFMA World Workplace

  1. 1. Strategic Facility Planning: Get out of the weeds, and align your workplace with your business’ needs Bob Sawhill, CFM Director of Product Strategy, TRIRIGA CEU/CFM Code: 508SS
  2. 2. Presenter: Bob Sawhill, CFM <ul><li>Director of Product Strategy, TRIRIGA </li></ul><ul><li>30 years in Workplace Management: </li></ul><ul><li>Strategic Facility Planning, Industrial Engineering, Facility Project Management </li></ul><ul><li>Workplace Management Technology Experience: </li></ul><ul><ul><li>Integrated Workplace Solutions Project Manager, Consultant </li></ul></ul><ul><ul><li>IT Program Manager – RE & Workplace Services </li></ul></ul><ul><ul><li>Software Product Manager, Strategist </li></ul></ul><ul><li>Professional Association Involvement: </li></ul><ul><li>Certified Facility Manager (CFM) </li></ul><ul><li>IFMA - Chapter President, Information Technology Council leadership </li></ul><ul><li>Open Standards Consortium for Real Estate (OSCRE) Workgroups </li></ul><ul><li>Instructor & Guest Lecturer at Cal State University’s FM Program Course </li></ul><ul><li>Past Employers: </li></ul><ul><li>Hewlett-Packard, Tektronix, Lockheed, Memorex, Beckman Instruments, USAA </li></ul>
  3. 3. Strategic Facility Planning <ul><li>The Situation </li></ul><ul><li>Current Trends </li></ul><ul><li>Organizational Excellence </li></ul><ul><li>Process Integration </li></ul><ul><li>Technology Enablement </li></ul>Get out of the weeds, and align your workplace with your business’ needs Strategic Facility Planning (SFP): Get out of the weeds, and align your workplace with your business’ needs <ul><li>Learning Objectives: </li></ul><ul><li>Understand the value of an aligned Strategic Facility Planning framework to ensure business success. </li></ul><ul><li>Discover how performance-based analytics balance and drive goals throughout the planning lifecycle. </li></ul><ul><li>Realize how to utilize technologies to align, optimize, and achieve the right solutions. </li></ul>
  4. 4. the situation … Get out of the weeds, and align your workplace with your business’ needs
  5. 5. Real estate assets are a cornerstone to success 1 Source: CFO Research Services 2 Source: NACORE 20% of an organizations income statement are real estate and facilities expenses 35% of an organizations balance sheet assets are real estate and facilities 48% of an organizations greenhouse gas emissions are produced by buildings
  6. 6. Real estate executives support multiple objectives Stakeholders Objectives Drive Performance Growth and Competitive Advantage Cost and Financial Impacts Operational Efficiency & Organizational Effectiveness Service Delivery and Service Costs Increased Profit Time to Market Carbon Emissions Talent Retention Budget Adherence Occupancy Costs Lease Flexibility ROI Space utilization Process Cycle Times Service Productivity Schedule adherence Work Environment On-time delivery Chargebacks CEO CFO COO Business Unit Head
  7. 7. The challenge Process silos Emergencies Business Environment Economy fluctuating Globalization Offshore Risk and uncertainty Mergers & Acquisitions Reorganizations Perceptions: - Order taker vs. advisor - RE cost of doing business vs. strategic asset Internal politics Balancing act: Resources Scope Time Juggling Act: Cost Reduction Capital Investment Environment Changing Workforce Outsourcing Aging Bldgs Technology advances Lack of resources Disparate Systems
  8. 8. Strategic Facility Planning enables business strategies and attains a effective right-cost workplace <ul><li>value-based goals </li></ul><ul><li>collaborative partner </li></ul><ul><li>integrated functions </li></ul><ul><li>effective solutions </li></ul><ul><li>agile analytics </li></ul><ul><li>decision support </li></ul><ul><li>performance-driven </li></ul><ul><li>results oriented </li></ul><ul><li>efficient execution </li></ul>Align Optimize Manage Strategies Plans Delivery
  9. 9. current trends in Strategic Facility Planning out of the weeds
  10. 10. What is Strategic Facility Planning <ul><li>“ Strategic facility planning represents long-range plans that include facility-specific goals, focused on providing the right capacity in the right place and at the right time to enable the enterprise to achieve its strategy.” </li></ul><ul><li>Gary Broersma, CFM </li></ul><ul><li>Chair, IFMA Board of Directors </li></ul><ul><li>IFMA World Workplace 2007, Opening Address on #1 FM Issue, </li></ul><ul><li>Facility Management Journal, Jan/Feb 2008 Chair’s Column: Strategic Planning 2008 </li></ul>
  11. 11. IFMA Research – Current Trends & Future Outlooks
  12. 12. The missing link: strategy misalignment Maximum Wealth of Shareholders Corporate Strategy Source: CFO Perspective on Real Estate, 2003, USI Corporation of organizations report workplace assets and operations are misaligned and not integrated with the overall business strategy > 60%
  13. 13. The oversight: low performance visibility <ul><li>AberdeenGroup Report: “ Real Estate and Facility Lifecycle Management, The three keys to success: Visibility, Visibility, Visibility” – June 2007 </li></ul>> 30% enterprise spend for Real Estate and Facility Lifecycle Management 40% poor to no visibility on this spend
  14. 14. Strategic Facility Planning evolution Integrated Infrastructure, Enterprise Knowledge Integrated Workplace Management Systems (IWMS) Point Solutions CAFM, RE, CMMS, PM, AEC, … Leading indicators Time-based utilization Future plans and assignments Space allocation, current situation Project Portfolio Management Program-based Project-based Optimize: work/worker/workplace collaboration, teams, environment People-centric anywhere, anytime, anyplace Place-centric building, space, asset Global Enterprise Regional Division/Business Units Departmental Floor Plan Integrated Infrastructure Workplace Solutions Space Plan Break-through strategies Continuous process improvement ‘ Survey says’ Agile Adaptive, flexible Responsive Performance Management Key Performance Indicators Status Reports Strategic Workplace Framework Linked strategic initiatives, tactics Service fulfillment targets Predictive Proactive Reactive Optimal solutions Effective balance Efficient operations Value focus Productivity focus Cost focus Visionary - Strategic Workplace Planning Evolving - Strategic Facility Planning Traditional - Space Planning
  15. 15. Strategic Facility Planning <ul><li>The Situation </li></ul><ul><li>Current Trends </li></ul><ul><li>Organizational Excellence </li></ul><ul><li>Process Integration </li></ul><ul><li>Technology Enablement </li></ul>Get out of the weeds, and align your workplace with your business’ needs Strategic Facility Planning (SFP)
  16. 16. Organizational Excellence
  17. 17. Leading workplace management organizations are transforming capabilities from task master to strategist Collaborative Strategist Capability Maturity >> catalyst role optimal value & performance business investment Workplace Trusted-advisor Order-taker enabler role value focus business expenses caretaker role task efficiency facility expenses Workplace Management Evolution >> Traditional Future Organizational Effectiveness
  18. 18. Customer Relationship Management <ul><li>C-suite Collaboration: </li></ul><ul><ul><li>Trusted-advisor to business-unit </li></ul></ul><ul><ul><li>Strategic collaborator on strategy at all levels </li></ul></ul><ul><ul><li>Liaison that bridges business and workplace operations </li></ul></ul><ul><li>Emerging Roles and Capabilities: </li></ul><ul><ul><li>Customer Relationship Manager </li></ul></ul><ul><ul><li>Workplace Consultant </li></ul></ul><ul><ul><li>Workplace Strategist </li></ul></ul><ul><li>Capabilities and new skill sets </li></ul><ul><ul><li>Inter-personal skills and promotional abilities </li></ul></ul><ul><ul><li>Business knowledge and financial analysis </li></ul></ul><ul><ul><li>Strategic thinker and practical solution designer </li></ul></ul>
  19. 19. Process Integration
  20. 20. SFP Process Cycles – both cyclical and linear <ul><li>Ongoing Cyclical Processes </li></ul><ul><li>Cyclical business planning </li></ul><ul><li>Continuous improvement </li></ul><ul><li>Performance Management </li></ul><ul><li>Linear End-to-End Lifecycles </li></ul><ul><li>Building/Asset Lifecycle </li></ul><ul><li>Project Lifecycle </li></ul><ul><li>Services Delivery </li></ul>
  21. 21. Performance Management delivers continuous improvement through the lifecycle Align. Establish Objectives (Workplace Performance) Records Objectives Analyze. Evaluate Outcomes (Workplace Performance) Delivers Reports and Alerts Analyzes and Measures Outcomes Prioritizes Improvements Act. Improve Operations (Workplace Performance) Applies Improved Processes Infuses New Objectives, Changes Objectives, Processes, or Seeks New Data Processes IWMS Work Manage Operations (Workplace Operations)
  22. 22. Project Portfolio Management (PPM) process <ul><li>Allocate resources to the right projects </li></ul><ul><li>Align portfolio to strategic business goals </li></ul><ul><li>Govern with Data-driven decisions </li></ul><ul><li>Understand value contribution </li></ul>
  23. 23. Strategic Workplace Planning overview Workplace Performance Management continuous improvement and business planning cycles A lign Optimize Manage <ul><li>Access opportunities </li></ul><ul><li>Set strategies </li></ul><ul><li>Define solution goals </li></ul><ul><li>- Analyze scenarios </li></ul><ul><li>Design aligned solutions </li></ul><ul><li>Evaluate plan </li></ul><ul><li>Implement workplace plans </li></ul><ul><li>Manage service delivery </li></ul><ul><li>Monitor performance </li></ul>Strategy Planning Delivery past performance | future plans
  24. 24. Strategic Workplace Planning Framework Align strategy Optimize planning Manage delivery Move Management Space Management RE Transaction Management Mobility Workplace Solutions <ul><li>Scenario Planning </li></ul><ul><li>Forecasting and Requirements </li></ul><ul><li>Supply vs. Demand </li></ul><ul><li>Stacking, Blocking </li></ul><ul><li>Move Sequencing, Estimating </li></ul><ul><li>Scenario Evaluation & Analysis </li></ul>Space Planning & Analysis Workplace Performance Management Improve Objectives Manage Evaluate Project/Program Portfolio Management Framework Project Portfolio Investment Analysis Program Management Bottom-up Prioritization Project Management >>Master Plan of Record Strategic Workplace Planning Framework Strategy Analysis Top-down Objectives Roll-up Evaluations
  25. 25. Linking RE/FM to business strategy Align strategy Anna-Liisa Lindholm et al., “A Framework for Identifying and Measuring Value Added by Corporate Real Estate”, FMLink , 2006
  26. 26. Performance Management Cascade objectives down to drive accountability Performance Targets CFO VP Workplace Facilities Manager Increase Company Profitability by 2% Reduce Workplace TCO by 10% Increase utilization by 20% Align strategy
  27. 27. Strategic Planning Framework hierarchy <ul><li>Global Master Portfolio Plan(s) </li></ul><ul><li>└ >Regional Portfolio Plan(s) </li></ul><ul><li>└ >Site Master Portfolio Plan(s) </li></ul><ul><li>└ >Sub-plans (if needed) </li></ul><ul><li>| </li></ul><ul><li>└ >Scenario 1 </li></ul><ul><li>└ >Scenario 2 … </li></ul><ul><li>└ >Scenario 2a,b,c … </li></ul>Space Planning & Analysis Plan Initiation, Forecast Cascade down (tops-down): Scope, Contacts,… Templates, Defaults, Baseline, Evaluation Criteria, … Demand, Requirements… Roll-up (bottoms up): Demand, Requirements… Budget proposals Project/Program Plans Align strategy
  28. 28. Workplace Performance Analytics balance utilization opportunities to right-cost facilities Optimize planning Financial – Operating Cost (Actual vs. Budget) Portfolio – Workpoint Utilization Operational – On Time Service Responsiveness Customer – Services Satisfaction Environmental – Carbon Emissions / GSF
  29. 29. Space Planning and Analysis <ul><li>Scenario Analysis </li></ul><ul><li>Forecasting and Requirements </li></ul><ul><li>Supply vs. Demand </li></ul><ul><li>Stacking and Blocking </li></ul><ul><li>Move Sequencing Planning and Estimating </li></ul><ul><li>Scenario Evaluation and Analysis </li></ul><ul><li>Implementation Transition </li></ul><ul><ul><li>Master Space Plan, Plan of Record </li></ul></ul><ul><ul><li>Project Management </li></ul></ul><ul><ul><li>Move Management </li></ul></ul><ul><ul><li>RE Transaction Management </li></ul></ul>Initiate Planning Cycle Forecast Requirement Space Planning Analysis Evaluate, Recommend, Approve Transition to Implementation Optimize planning
  30. 30. Facility Planning and Analysis matches business demand to the right-space Optimize planning
  31. 31. Facility Planning and Analysis seeks solution scenarios at the right-place Optimize planning Emissions /GSF Dallas-Campus Emissions /GSF Emissions /GSF
  32. 32. Facility Planning and Analysis seeks solution scenarios at the right-place Optimize planning Stack Planning
  33. 33. Facility Planning and Analysis seeks solution scenarios at the right-place Optimize planning
  34. 34. Facility Planning and Analysis determines RE Portfolio solutions for the right-time Optimize planning
  35. 35. Facility Planning and Analysis determines RE Portfolio solutions for the right-time Optimize planning
  36. 36. Facility Planning and Analysis determines RE Portfolio solutions for the right-time Optimize planning
  37. 37. Facility Planning performance indicators align designs to attain strategy objectives Optimize planning
  38. 38. Risk and Uncertainty <ul><li>Risk evaluation </li></ul><ul><ul><li>Business impacts </li></ul></ul><ul><ul><li>Market fluctuations </li></ul></ul><ul><ul><li>Project time, scope, resources </li></ul></ul><ul><li>“ What-if” scenarios </li></ul><ul><li>Exit strategies </li></ul><ul><li>Sensitivity analysis </li></ul><ul><li>Contingency plans </li></ul>
  39. 39. Launch the right programs Optimize planning Low High Low High Good-to-Go high value, low risk Retarget Rethink, or cancel Postpone Risk – ability to execute Business Value mitigate risk focus scope Adapted from: R. Napier, “The Role of Governance and Program Management in the CIO Office, HP CIO Summit, 2003
  40. 40. Prioritize quick-wins Optimize planning Low High Low High Quick Wins Low Hanging Fruit Money Pits Must Haves Ease of Execution Business Value Prjct #1 Prjct #3 Prjct #2 Prjct #4 Prjct #6 Prjct #7 Prjct #8 Prjct #9 High Value Low Resource Effort
  41. 41. Prioritize opportunities Replace inefficient plumbing fixtures Re-carpet with low emissions carpet Replace outdated water heaters HVAC systems tuning Insulation projects Re-lamp portfolio Net Present Value Optimize planning
  42. 42. Evaluation and compare scenarios to support informed decision making Optimize planning
  43. 43. Evaluation and compare scenarios to support informed decision making Optimize planning
  44. 44. Integrated end-to-end processes and data achieve agile and effective execution Move Layout CAD Graphics Design <ul><li>New Leases </li></ul><ul><li>Renew/Extend Leases </li></ul><ul><li>Terminate Leases </li></ul><ul><li>Disposition </li></ul><ul><li>New Building Construction </li></ul><ul><li>Remodeling Projects </li></ul><ul><li>Tenant Improvements (TI) </li></ul><ul><li>Move/Furniture Projects </li></ul><ul><li>Populate Move Lists </li></ul><ul><li>Populate CAD Drawing </li></ul>RE Transaction Management Projects Move Projects Manage delivery
  45. 45. Complete the cycle – monitor and measure Workplace Performance Management continuous improvement and business planning cycles A lign Strategy Optimize Planning Manage Delivery past performance | future plans
  46. 46. Technology Enablement
  47. 47. Technology Considerations <ul><li>Enables Workplace Management Stakeholders </li></ul><ul><ul><li>Role-based with appropriate user portal </li></ul></ul><ul><ul><ul><li>Business-unit mangers, executive management </li></ul></ul></ul><ul><ul><ul><li>RE/FM executives, planners, performance owners </li></ul></ul></ul><ul><ul><li>Integrated and Cross-functional </li></ul></ul><ul><ul><li>Enables decision-support sophistication and capability maturity </li></ul></ul><ul><li>Enables Workplace Management Processes </li></ul><ul><ul><li>Integrated end-to-end lifecycle </li></ul></ul><ul><ul><li>Agile, accurate, and integrated information analysis </li></ul></ul><ul><ul><li>Adaptable, flexible, configurable processes </li></ul></ul>
  48. 48. Strategic Facility Planning Framework Integrated Methodologies Across the Process Lifecycle - Manager, Technician, Specialist - Workplace Consumer - Remote worker - Manager, Planner, Consultant - Business Unit Manager - Third-Party Suppliers/Partners - Executive, Partner, Advisor - CEO, CFO, COO, … - Strategic Business Partners Primary Roles, Stakeholders - Move Services - On-boarding, Provisioning - Site Services - Maintenance & Operations - Lease Administration Space Planning & Analysis: - Forecasting, requirements - Supply vs. Demand - Stacking, Blocking - Move Sequencing, Planning - RE Transaction Management - Bldg System Capacity Analysis Function Specific Processes - Customer Surveys - Change Management - Account Management - Requirements Forecast - Iterative feedback - Strategic Needs Assessment - Workplace Solution Fit/Gap - Interview, Survey, Evaluate Customer Relationship Management - Business Intelligence - Ad-hoc Reporting Evaluate Scenarios, Options: - Strategic Fit Rating / Compare - Financial Evaluation / Compare - Qualitative Rate / Comparison - Risk, Sensitivity Analysis Analyze/ Define/ Set: - Funding, Financial targets - Resource Investment Decision Support Systems Project Management: - manage scope, time, cost - manage plan execution - evaluate spend Program Management: - Prioritization - Plan Projects, Resources - ROI, Risk Analysis Portfolio Management/Planning: - Portfolio Balancing - Analyze/Set Resource Mix - Investment Analysis Project/Program Portfolio Management, Service Portfolio Mgmt. - Monitor & Evaluate - Scorecard, Metrics - Analysis, Corrective Action - Planning Metrics & Indicators - Embedded Planning Analytics - Performance-based Evaluation - Access Opportunities - Align Goals to Strategy - Set Metrics, Thresholds Workplace Performance Management - Performance Management (see below) - Assess Plan of Record Gaps - Establish Programs & Tactics - Bottoms-up Prioritization - Assess Situation, Opportunity - Set Objectives, Strategies - Tops-down Initiatives, Goals Strategic Planning Manage Delivery -Implement workplace plans -Manage service delivery -Monitor & evaluate performance Optimize Planning - Analyze & optimize scenarios - Align, design, and refine plans - Evaluate & decide on the plan Align Strategies - Access opportunities - Adapt strategies - Define solution goals Process Group > Methodology:
  49. 49. Are you ready for the business ups, downs, and turns? <ul><li>Economic crisis </li></ul><ul><li>Shrinking resources </li></ul><ul><li>Increasing expectations </li></ul><ul><li>Mergers and acquisitions </li></ul><ul><li>Business dynamics </li></ul><ul><li>Global markets </li></ul><ul><li>Emergency response </li></ul><ul><li>Uncertainty and risk </li></ul>
  50. 50. Strategic Facility Planning Keep on-track, and stay out of the weeds
  51. 51. ALIGN Strategies <ul><li>Drive shareholder value </li></ul>
  52. 52. OPTIMIZE Plans <ul><li>Right cost, right space, right place and right time </li></ul>
  53. 53. MANAGE Delivery <ul><li>Achieve performance-driven objectives </li></ul>
  54. 54. Achieve greater workplace performance results Facility Management Strategic Workplace Planning Workplace Performance Management VALUE Improves operational efficiency and organizational effectiveness Increases financial return Increases shareholder value
  55. 55. Contact Information: Bob Sawhill,  CFM Director, Product Strategy TRIRIGA Email: [email_address] website: www.tririga.com visit us at booth 2540
  56. 56. Strategic Facility Planning: Get out of the weeds, and align your workplace with your business’ needs Bob Sawhill, CFM Director of Product Strategy, TRIRIGA CEU/CFM Code: 508SS
  57. 57. Environmental Sustainability <ul><li>people profit planet </li></ul>
  58. 58. Workplace Organization Structures <ul><li>Centralization and Consolidation </li></ul><ul><li>Process/Standards Governance </li></ul><ul><li>Cross-functional collaboration </li></ul><ul><li>Communities of Practice/Expertise </li></ul>
  59. 59. Strategic Planning <ul><li>Align Opportunities: </li></ul><ul><li>Business Objectives </li></ul><ul><li>Strategic Initiatives </li></ul><ul><li>Workplace Solutions </li></ul><ul><li>Space Capacity </li></ul><ul><li>Building Utilization </li></ul><ul><li>Programs, Projects </li></ul><ul><li>Operating Levels </li></ul><ul><li>Service Levels </li></ul>Align strategy Diagram source: ProjectConnections.com
  60. 60. Project Portfolio Management (PPM) Diagram source: ProjectConnections.com PPM Project Funnel and Pipeline – Align and Optimize Align strategy

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