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Value Adding Management (VAM) of buildings and facility services in four steps
Corporate Real Estate Journal,
6
(1),
42-56
(2016)
Abstract
This paper presents a new Value Adding Management (VAM) model that aims to support decision makers in identifying appropriate interventions in buildings, other facilities and services that add value to the organisation, to manage its implementation, and to measure the output and outcomes. The paper builds on Value Adding Management theories and models that use the triplet input-throughput-output, a distinction between output, outcome and added value, and concepts, theories and data on the impact of interventions in corporate real estate and facility services, change management and performance measurement. Furthermore, input has been used from a cross-chapter analysis of a new book in which 23 authors from five different European countries present a state of the art of theory and research on 12 value parameters: satisfaction, image, culture, health and safety, productivity, adaptability, innovation, risk, cost, value of assets, sustainability and Corporate Social Responsibility. The new VAM model follows the steps from the well known Plan-Do-Check-Act cycle, which are supported by various tools that were found in the literature or came to the fore in the state-of-the-art sections. In order to be able to select appropriate interventions in the Plan-phase, this paper includes a typology of typical interventions in corporate real estate and facility services that may add value to the organisation. The Check-phase is supported by an overview of ways to measure the 12 value parameters and related Key Performance Indicators (KPI). The new Value Adding Management model connects Corporate Real Estate Management (CREM) and Facilities Management (FM) with general business management in order to align CREM/FM interventions to the organisational context and organisational objectives. The VAM model opens the black box of input-throughput-output-outcome and is action oriented due to the connection to various management and measurement tools.
Keywords: added value; FM; CREM; Plan-Do-Check-Act; interventions; KPI
The full article is available to subscribers to the journal.
Author's Biography
Theo Van Der Voordt is associate professor in Corporate and Public Real Estate Management (CREM/PREM) at the Department of Management in the Built Environment, Faculty of Architecture, Delft University of Technology. His research focuses on workplace management, performance measurement, health care real estate strategies, adaptive reuse as a means to cope with vacancy, and how to add value by FM and CREM.
Per Anker Jensen is professor in Facilities Management and head of the externally funded Centre for Facilities Management — Realdania Research, Technical University of Denmark. Before he started an academic career he worked for 20 years in practice as consultant, project manager and facilities manager. He was member of the board of EuroFM and chairman of EuroFM’s Research Network Group in 2007 and 2008.
Jan Gerard Hoendervanger is a senior researcher and lecturer at Hanze University of Applied Sciences in Groningen, Netherlands. His work focuses on Corporate Real Estate Management and workplace innovation. He is co-author of a (Dutch) textbook that integrates Facility Management and Real Estate Management approaches. His current PhD research regards the psychological aspects of activity-based work environments.
Feike Bergsma is a senior lecturer in Facility Management and researcher at the Hospitality Business School of the Saxion University for Applied Sciences. He has over 18 years’ practical experience within the field of Facility Management and was as such responsible for the introduction of innovative ways of working in educational buildings, the integration of facility organisations, and the development of new service concepts.
