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Implementing an integrated workplace management system at a major university : Part 1
Corporate Real Estate Journal,
13
(2),
158-169
(2023)
Abstract
Liberty University is in the process of implementing an Integrated Workplace Management System (IWMS). The purpose of this paper is to share our facilities story to draw parallels, identify similarities and provide background for the challenges that we are currently facing. This information is provided in a two-part series. Part 1 focuses on environmental factors that identified the need and prompted our search for a proper IWMS. It discusses the process that was utilised to define deliverables, the process for vendor evaluation and selection, and the lessons learned from that process. Part 2, which will be published in a future issue, will focus on the specific steps being taken to transition from a legacy computerised maintenance management system (CMMS) and implementation of the selected IWMS. It will also discuss lessons learned and recommendations and consideration for those embarking on a software solution implementation. Facilities management is universal, and we all share many similar challenges; by telling our story we hope to show commonality across industries.
Keywords: CMMS; IWMS; facilities; facility; maintenance
The full article is available to subscribers to the journal.
Author's Biography
Michael Terrell is an action-oriented individual; versatile and adaptable to changing conditions. As a Project Management Professional (PMP) and Professional Engineer (PE) his career includes managing projects associated with the design, construction, start-up and decommissioning of nuclear facilities. He previously served as a senior project manager responsible for the remediation of several multi-million-dollar projects at the College of William and Mary. He is currently the Senior Operations Director for the Facilities Information Management Department at Liberty University. His 40+ years career includes business development and marketing, leading process improvement initiatives using LEAN techniques and innovation, site management, organisational effectiveness, team building, risk management, root cause evaluation, managing stakeholder expectations, building relationships and establishing effective communications. He is a published author, experienced trainer, coach and mentor.
Joshua Manwarren is an industry professional with over 15 years’ design and construction experience in the private and higher education industry. He is currently serving as the Director of Preconstruction for the Facilities Management Division at Liberty University and overseas the design, estimating and construction activities for numerous complex projects utilising a LEAN project management style. Core competencies include analytical and critical thinking, problem solving, flexibility, effective communication, team building, leadership and a strong work ethic.
