The Value Proposition of IWMS - AssetWorks

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Purpose For the purposes of this white paper, the goal of senior management is to maximize the value of the facilities portfolio by optimizing the natural bundles of space, energy, operations, maintenance and capital expenditures. Integrated Workplace Management Systems (IWMS) are integrated knowledge base tools that leverage business applications to provide a higher level analysis of the facilities system and prioritize between decision alternatives. Definitions Key definitions to consider throughout this white paper include: Data – the lowest level of abstraction from which information and knowledge are derived Information – data put into the form of reports and records providing a snap shot of system/organizational performance Knowledge – information put into a dynamic process to provide a higher level of analytics and a near real time picture of the current system System – a set of interacting or interdependent entities forming an integrated whole IWMS Provides a Systems View of Facilities Management Traditional facilities management has focused on efficiency within the silos of the natural bundle. Each silo manager seeks to bring maximum efficiency to their area of expertise, often to the determent of the overall facilities portfolio. Silo managers often are not aware of the impact the decisions they are making on the other silos and are focused on the data and information being generated and collected by their specialized applications (e.g., energy management, CAFM, CMMS, etc.) IWMS recognizes the value of the information being generated by the specialized applications and pulls it to a higher level of knowledge where a greater number of alternatives can be evaluated and optimized decisions can be made. As a result, the overall value of the facilities portfolio is maximized. IWMS also reduces risk and uncertainty in decision making by providing knowledge about the current state previously unknown and delineates the alternatives with the highest probability of success or effectiveness and the best fit with the organizational goals and values. WHITE PAPER: THE VALUE PROPOSITION OF IWMS 2
IWMS Decision Making: The Value Added Crisis management—real time information and knowledge In a natural or man-made disaster, the need for accurate real time information and knowledge is critical to the successful handling of the situation. For example, in a geographically dispersed portfolio, knowing real-time if a site has electricity can be a life or death matter (nursing home, prison, etc.) so that the proper resources can be deployed to mitigate the situation. IWMS provides this real time capability by leveraging geospatial mapping and real-time device reporting from across the portfolio. Day to day operations—visibility, transparency and accountability Visibility at all levels to information, key performance indicators (KPI’s) and analytics is critical to breaking down natural silos that develop. When the entire operation is working from the same set of information and knowledge, staff becomes engaged in making sure the source data is accurate. This works particularly well if they do not fully embrace the system, because they will be naturally more critical and skeptical of the data and results. This results in scrutinizing the data to correct inputs, and processes that have long been out of date. Another simple use of IWMS is the cross-referencing of CMMS hot and cold trouble call information with the continuous retro-commissioning of BAS data points. Cross-referencing provides insight into hidden equipment issues (stuck dampers, set point errors, etc.) that are the root cause of trouble calls. Many issues are discovered utilizing these strategies that are low cost/no cost fixes. Transparency into current operations will provide managers at higher levels in the organization a much needed view and understanding as to how systems are performing. For example, central plant operators are notorious for hiding behind the veil of reliability at the expense of the facilities which they support. Their ability to hide information makes it possible for their system to be maximized while the facilities operators struggle to maintain the cooling and heating of their facilities. Other silos tend to hide behind their processes to maintain control at the expense of the organization’s overall goals. IWMS provides a tool to break into these silos of control and knowledge and allow the executive team to layout the overall game plan for the organization. At the end of the day, “knowledge is power.” With visibility and transparency in place, accountability will follow. Executive leadership can use the IWMS tool to establish measurable and verifiable goals for each of the silo managers as well as high level goals and KPIs for stakeholders. For example, energy consumption goals can WHITE PAPER: THE VALUE PROPOSITION OF IWMS 3
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