Møller, Anders B.

Nielsen, Susanne Balslev

Rasmussen, Helle Lohmann

Facilities managers often fight to be allowed to contribute their operational experiences to new building projects, but not at Campus Service of the Technical University of Denmark (DTU), where “ask the operations manager” has become a mantra for every building project in recent years, and there are currently 15 building projects under way. But how is this knowledge transfer organized in practice so that both the buildings department and the operations department maintain a good and effective relationship

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Downloaded from orbit.dtu.dk on: Dec 20, 2017DTU says yes to operational friendly buildings but how should it be done in practice?Rasmussen, Helle Lohmann; Nielsen, Susanne Balslev; Møller, Anders B.Published in:EuroFM InsightPublication date:2014Document VersionPublisher's PDF, also known as Version of recordLink back to DTU OrbitCitation (APA):Rasmussen, H. L., Nielsen, S. B., & Møller, A. B. (2014). DTU says yes to operational friendly buildings but howshould it be done in practice? EuroFM Insight, (31, December), 12-13.12     EuroFM Insight December 2014DTU says yes to operational friendly building but how  should it be done in practice?By Helle Lohmann Rasmussen, Susanne Balslev Nielsen and Anders B. Møller	 	        operational experiences to new building projects, but not at Campus Service of the Technical University of Denmark (DTU), where “ask the operations manager” has become a mantra for every building project in recent years, and there are currently 15 building projects under way. But how is this knowledge transfer organized in practice so that both the buildings department and the operations department maintain a good and effective relationship?DENMARKOperational knowledge for buildingKnowledge transfer from operations to new construction is a current topic in the building sector and is expected to contribute to increased quality in building. DTU has been a major builder in recent years and with its own operational organization has good prospects for transferring knowledge from operations to new construction. At DTU’s FM organization, Campus Service (CAS), the potential in assimilating operational knowledge was seen a long time ago, and development in the area is rapid. For example, the CAS approach attracts multi-builders such as municipalities, pension funds and others who have concentrated operations and new construction in one organization, or who are trying to achieve operational friendly construction and redevelopment.This study, based on a long series of recommended approaches to ensure knowledge transfer from operations to construction, looks at how CAS 		     what barriers make the effort more challenging. The programming phase is considered by many to be the most    	 and maintenance, and it is in this phase that the study was carried out. CAS in developmentThere is considerable knowledge of operations in CAS and there is great ambition to use this knowledge in new construction. However, it was apparent when new buildings were taken over in 2012 that the buildings were not as operational friendly as desired. This experience has led the staff and management to adopting a greater focus on developing a CAS approach which integrates operational knowledge into DTU’s buildings. The challenges in integrating operational knowledge in construction projects include bringing in the right people, making decisions at the right management level, looking for the right knowledge, and delivering the knowledge required in the right form 	with other pressing tasks. Starting with Helle’s own experiences as the project leader in the operations department followed by interviews with representatives for the building and operational organization  	    	projects, a picture has taken shape of which researched approaches are used in DTU, which approaches are found to be effective and functioning well and which are not yet thought to be working well. The results can be seen The study shows that CAS already uses many of the approaches recommended in FM literature and even approaches not described in the literature. Thus, CAS appears to have come a long way with the work and the buildings that are now being devised are integrating operational knowledge to a high degree. Approaches such as a detailed building plan, a plan for inclusion of operational knowledge of the individual projects and requirements for reduction of energy and use of resources are fully incorporated in the planning of the construction projects. Other approaches are being used but do not seem to have found the right form yet. However, obstacles are being encountered in the use of the methodologies and it is not clear Figure 1: Organizational chart, DTU Campus ServiceReference card session with building management departmentHelle Lohmann Rasmussencontinues on page 13EuroFM Insight December 2014     13how consistently they are used. There is potential for more operational friendly constructions in CAS by amending these approaches, and it appears that some of the approaches are unnecessarily resource-intensive in their current form. Continued development   approaches that CAS is advised to 	1. FM commenting and scrutiny, 2. standards for DTU construction and 3. requirements for operational friendliness in the construction programs. These are approaches that are already quite developed, but with adjustments they are expected to give a marked increase in transferred knowledge. The clear distribution of roles and responsibilities and clear prioritization of operational friendliness are hallmarks of the changes. In addition to proposals to improve approaches at an operational level, the study also gives rise to considerations related to the nature of the leadership. Attention is drawn to maintaining a balance between the management paradigms: bureaucracy and relationships. A stepwise development with a high degree of involvement, supported by clear agreements and guidelines, can be a successful route. The study also indicates that the operational strategy for knowledge transfer to the construction projects is centered on the leaders of the operational sectors. It is important that this strategy is clear to the whole organization, and that the operational organization’s role in the projects is delegated to the section managers. The study also indicates that in both the operational and construction management departments a great effort is being made to transfer knowledge from operations to new construction, but that to a varying degree, and entirely in accordance with the 		encountered with the transfer. Approaches that work well The following lists the approaches which work well according to the study. • Detailed building plan (B) • Ongoing programming (B) • Plan/agreement of operations involvement in every project (B) • Requirement in the program on working environment (B) • Requirement in the program on minimization of energy and use of resources (B)  !"#	$%&• Professional building management organization (Management) • Operations represented in management group (Management) • FM seen as strategic discipline at DTU (Management) • Cross-cutting arrangements in CAS encouragement relationships (Management) Approaches used but can be improved • Clear prioritization of operational friendliness in CAS (Management) • Clear strategy to include operations (Ops) • Requirements that ought to be included in the building program to allow future operational friendliness (B) • Standards for DTU building (Ops) • Use of total economy in selection of solutions, including for changes (B)• Internal comments (Ops) • “Bridge-builder”/FM contact person (Ops) • Requirements for O&M materials / plan for use of inputs (Ops) • “Safety net” for poorly-timed comments in projects (B)• Requirement in the program for delivery of O&M material (B)• Relationship-building approach between the operational management and external advisers/entrepreneurs (B)Approaches which CAS states are to be added • Ongoing Commissioning (Ops) • Requirement for operational budget and plan (Ops) • Clear borders of responsibility (Ops) Further relevant approaches not currently in use • FM scrutiny (Ops) • POE (B) • Introduction to building design for operational staff (Ops) • Use of guides to the area (B/Ops) • Limits to expertise/further training, e.g. in FM scrutiny (Ops) • Divided project leadership (B/Ops)Campus Service has the objective of operating, maintaining and developing DTU’s buildings, areas and facilities, and ensuring that researchers, other staff and students have the best possible physical working conditions.The aim of the work of Campus Services is that DTU’s buildings, surroundings and facilities are seen as attractive by the staff and students, but also that other citizens, companies and society see DTU and its facilities as an active establishment that they are glad to use and work with.DTU has institutes spread over 17 locations in Denmark and Greenland. Campus Services has permanent staff at 7 of these locations: Lyngby, Risø, Mørkhøj (Søborg), Frederiksberg, Ballerup, Lindholm Ø and Århus. In addition, Campus Services supervises the building activity at all other DTU locations.Facts about 2013:FTE staff in the year: 189 Turnover: DKK 931 million (distributed between operations including salaries for the whole  *+5  6  ;<< => 		 	 #  6  ;<< ?@million)Links for more information:1. DTU Campus Service  http://www.dtu.dk/Om-DTU/Organisation/Administration/Campus_Service2. Value Creating Construction Process  	 Center for Facilities Management  http://www.cfm.dtu.dkFigure 2: Overview of approaches for the transfer of operational knowledge to building 								if several parties should contribute. B = Building department; Ops = Operations department; Management = Management group/other management	continued from page 10From the perspective of the operational manager, a change in the FM role is taking place at DTU. Decisions are now made with a more long-term perspective and an ambition to find solutions that benefit DTU as a whole. Top management pays greater attention to the long-term operational costs and use of resources and they protect interests associated with long-term ownership. Therefore, it is greatly welcomed that the results are starting to show that new buildings are more operational friendly than those which CAS took over in 2012 and the sections are clearer about the expectations of their tasks relating to the transfer of operational knowledge. The knowledge transfer is a work in progress. Although not yet concluded, there is a good deal to suggest that CAS is on the right track.ConclusionThis article is written as a challenge to develop strategies and processes where relevant for a constructive and effective dialogue between the leadership, operational management organization and building management organization on operational considerations in the planning of buildings and reconstruction. It may be useful to distinguish between the organization skills that we want available and that     Jand project-determined objectives and requirements for operational friendliness. As shown, CAS is well under way in improving in this and by sharing these experiences and we hope to inspire others to test and to develop their own processes and approaches.Susanne Balslev NielsenAnders B. Møller

DTU says yes to operational friendly buildings but how should it be done in practice?

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DTU says yes to operational friendly buildings but how should it be done in practice?

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