Online from: 1983
Subject Area: Built Environment
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|Title:||Managing stakeholder expectations in facility management using workplace planning and commitment making techniques|
|Author(s):||Ari Pennanen, (Department of Architecture, University of Tampere, Finland and Project Manager and Workplace Planner, Haahtela Ltd, Helsinki), Michael Whelton, (Department of Architecture, University of Tampere, Finland and Project Manager and Workplace Planner, Haahtela Ltd, Helsinki), Glenn Ballard, (Engineering and Project Management Program, Department of Civil and Environmental Engineering, University of California, Berkeley, California, USA)|
|Citation:||Ari Pennanen, Michael Whelton, Glenn Ballard, (2005) "Managing stakeholder expectations in facility management using workplace planning and commitment making techniques", Facilities, Vol. 23 Iss: 13/14, pp.542 - 557|
|Keywords:||Customer requirements, Finland, Management training, Project management|
|Article type:||Literature review|
|DOI:||10.1108/02632770510627534 (Permanent URL)|
|Publisher:||Emerald Group Publishing Limited|
Purpose – To enable facility management to define workplace strategy basing on organizations strategy and operations.
Design/methodology/approach – In facility planning the workplace strategy process is subject to conditions of continuous change and uncertainty. The theory of workplace planning is constructed on the basis of production and commitment making concepts in order to link workplace to organization's general strategy. Workplace planning process includes computer-aided applications for practical work. They measure owner needs such as user functions, geometrical and temporal needs, spatial performance and associated costs, thereby enabling activity-based cost management.
Findings – The customer workplace is linked to a complex social system. Achieving a final commitment of an organization is an iterative process of commitments, withdrawals and new approaches. The workplace planning process displays evidence of supporting group collaboration in terms of fostering stakeholder engagement, developing high quality information, supporting innovation in the owner's functions, and the appropriate sharing of facility spaces among owner groups operating with limited resources. In the project case, the need for space (and life cycle costs) decreased 20 percent. All the activities can still be supported because of improved utilization.
Research limitations/implications – This research is concentrated on workplace needs, use and costs. It does not cover user operations efficiency or costs (like salaries, education etc.)
Originality/value – Workplace planning process and applications have been in practical use for several years. The results have been in concordance with case project findings.
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