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Rising energy costs, mould remediation and ‘greening up’ the workplace are among the many new challenges facing today’s organisation. Where does management turn for solutions? In most organisations, it is the facilities management (FM) department and, for many, this the best place to look, because a skilled engineering group can be the organisation’s greatest asset for addressing energy consumption, peak load management, indoor air quality and greening of the building. How can organisations get on the path to accessing their FM engineering group more effectively? It begins with workforce skill assessment, followed by an organisational commitment to effective, lasting training. This paper is for middle and upperlevel managers seeking to prepare their FM departments for the sustainable workplace. Topics include a review of operation and maintenance (O&M) best practices for energy efficiency, an assessment of the O&M workforce within the facilities department, and a summary of the competency areas for improved O&M practices. Readers will become familiar with the critical elements of an O&M programme aimed at reducing utility costs as well as the workforce competencies necessary to implement such a programme. The results promise good return on the organisation’s investment as well as enhanced stature for the FM department.

The purpose of this paper (Part 1 of 2) is to classify and map, in a systematic manner and from a facilities management (FM) perspective, the performance indicators that are applicable to evaluating facilities operation and maintenance (O&M) in commercial buildings.

Forming part of a multi-stage research project, the applicable performance indicators that had been identified from an extensive literature review were consolidated and defined. Based on a phase-hierarchy (P-H) model – a fundamental classification framework comprising three phases of facilities services delivery and three hierarchical FM levels – the indicators were systematically classified, and a map showing their distribution along the phase and hierarchy dimensions was obtained.

The P-H model enabled systematic classification of the 71 applicable indicators. Mapping the indicators with the model showed that more indicators concern the input or output phase of facilities services delivery. Indicators at the strategic level, which have a wide span of control, are small in quantity, compared to the large number of indicators at the operational level.

The P-H model, which proves useful for classifying performance indicators for facilities in commercial buildings, may be applied to similar research on other types of buildings or infrastructures.

The method of classifying the performance indicators and the mapping result of the indicators are useful reference for different levels of FM practitioners.

This paper illustrates a novel attempt that made use of the P-H model to classify O&M performance indicators.

Commercial building facility systems are costly, and due to the complexity of operation and maintenance (O&M), some failures can cause irreversible expensive damage. Currently, few capabilities of building information modeling (BIM) have been used in the facility maintenance operation. The purpose of this paper is to use a tool for making it easier to predict preventable defects in commercial building facility systems by examining a complete BIM.

To this end, a list of frequent defects in the facility system was achieved by a review of commercial building literature. Then, by examining a complete BIM model, the available methods and tools for O&M facilities during the operation period are identified and analyzed.

The results of the paper show that the solution presented based on total productive maintenance (TPM) subsets can effectively prevent facility system defects during the operation and maintenance period. An expert team assesses the validation of results.

The findings can help facility managers to adopt measures using TPM methods to prevent defects through an integrated BIM platform. The examination is based on case studies, surveys, expert experience and a thorough literature review.

The purpose of this paper is to present a benchmarking study of operation and maintenance costs of French healthcare facilities between 2008 and 2009. The investigation presents findings using quantitative methods, including cumulative frequency and descriptive statistics. The purpose also is to highlight and capture the performance profile of long‐term hospitals, using several operational cost drivers.

A literature review revealed that there are no studies on the benchmarking of operation or maintenance costs of health facilities in France. Operational cost drivers reported in literature from other countries were used as the underlying constructs for this research, with a view to generating a benchmarking framework for the health assets in the data sample. The data were extracted from the databases of the hospitals concerned. Some of the data were collected via interviews and questionnaires. Statistical analysis was carried out to investigate and generate potential benchmarking cost curves. Potential operational cost drivers were extracted and used to develop cumulative frequency curves for benchmarking purposes.

The authors found that cost per bed ratio can be used as an efficient metric to classify health facilities into similar to data sets. The results also show that the operational costs of utilities, maintenance and operations & maintenance staff correlate positively and significantly with the square meter of floor area. This relationship indicates that 82 per cent of the operational performance can be explained by this linear relationship. However, it was found that the relationship between the total of operational costs per square meter with the floor is negatively correlated and surprisingly only explains 41 per cent of the performance of the health asset operational cost variation in the data sample.

The paper presents the first metric benchmarking method in France which allows health facility managers in France to evaluate and develop operational strategies, with a view to reducing the costs burden.

Operation and maintenance (O&M) processes projects such as identification, assessment, planning and execution, embody a variety of standards such as technical (method of statement), environmental, economic (campus development) and social (health and wellbeing). Because these standards have proven to be challenging to integrate, local governments are increasingly experimenting with social innovation (SI) as a bottom-up form of standard integration. This study aims to apply the concept of SI to the O&M processes of facilities management at polytechnics in Malaysia to identify problems with conventional working practices in this area and to recommend potential solutions.

The paper reviews evidence that conventional working methods generate significant problems related to paper-based forms, improper database management and flawed decision-making processes. Because of the lack knowledge about different ways of how standard integration is achieved, the comparison of three polytechnic institutions which are Rensselaer Polytechnic Institute (RPI) and Southern Polytechnic College of Engineering and Engineering Technology (SPCEET) in USA as well as Seberang Perai Polytechnic, Pulau Pinang (PSP) in Malaysia shares the ambition to realise standard integration of O&M through SI.

The findings reveal that SI leads to four ways of standard integration: computerised maintenance management system, online customer complaint, electronic form and relational database. Application of the concept of SI reveals the need for more sophisticated management solutions in the O&M processes of facilities management.

These standard integration arrangements unfortunately seem to mainly contribute to greater alignment between standard rather than true standard integration. The concept of SI will guide future improvements and developments in maintenance management systems to fulfil requirements in this area.

The purpose of this paper is to identify, assess, rank, and compare the most influencing factors in three-, four-, and five-star hotels in the Eastern Province in Saudi Arabia.

A combination of literature and interviewing of ten local experts have resulted in the identification of 46 factors. Through a web-based questionnaire survey, the identified factors were ranked. A total of 23 responses were gathered from the full population of the 47 hotels (14 five-star, 15 four-star and 18 three-star hotels) in the Eastern Province of Saudi Arabia. A reliable overall response rate of 50 percent was achieved.

The most important factors affecting the operating and maintenance cost of five-star hotels are “climatic conditions” followed by “availability of the materials,” “annual energy consumption rate,” and “efficient energy consuming equipment.” Regarding four-star hotels, those factors are “star rating of the hotel” followed by “customer satisfaction,” “occupancy rate,” and “efficient energy consuming equipment.” Finally, the top-ranked factors for three-star hotels are “climatic conditions” followed by “floor area,” “glass and non-glass façade,” and “occupancy rate.”

The most important factors affecting the operating and maintenance cost of five-star hotels are “climatic conditions” followed by “availability of the materials,” “annual energy consumption rate,” and “efficient energy consuming equipment.” Regarding four-star hotels, those factors are “star rating of the hotel” chased by “customer satisfaction,” “occupancy rate,” and “efficient energy consuming equipment.” Finally, the top-ranked factors for three-star hotels are “climatic conditions” followed by “floor area,” “glass and non-glass façade,” and “occupancy rate.” The shared concern point between the respondents of all three groups of hotels is relevant to the energy department, which keeps the facility running.

This paper is original in the sense that the areas of knowledge and practice covered in the identified factors were distributed and not available in one source. The factors are derived from personal interviews with the selected operation and maintenance/engineering managers of all three classes of hotels, and from the relevant literature.

In the context of the study, soft skill means identifying efficient and effective approaches for improving operation and maintenance (O&M) processes in facilities management and extending the management of building facilities and infrastructure. Applying the concept of soft skill to the O&M processes of facilities management at polytechnics in Malaysia, the paper aims to identify problems with conventional working practices in this area and to recommend potential solutions.

The paper reviews evidence that conventional working methods generate significant problems related to paper-based forms, improper database management and flawed decision-making processes.

The paper finds that the application of the concept of soft skill reveals the need for more sophisticated management solutions in the O&M processes of facilities management.

The concept of soft skill will guide future improvements and developments in maintenance management systems (MMS) to fulfil requirements in this area.

The benefits of sustainability and green building practices in facility management are well established. Reduction in energy consumption, productivity increases, waste reduction, and many other beneficial effects of sustainability can be quantified and presented to an organisation's leadership in order to defend sustainable practices and their positive effect on the bottom line. Many of the positive economic effects do not show up immediately, however. One must take a long‐term view of most sustainable practices and carefully evaluate green alternatives to traditional construction, operating and maintenance methodologies. Once the life‐cycle cost (LCC) and total cost of ownership (TCO) are taken into account, an organisation can develop a much clearer picture of the benefits of sustainable practices. The facility manager is in a unique position to view the entire process and is often the leader of the only group that has influence over the entire life cycle of a facility. Therefore, the facility manager often becomes the proponent of sustainable and green practices. Armed with the proper financial and strategic planning tools, the facility manager can create long‐lasting value to the organisation by developing, implementing and maintaining sustainable facility practices.

The Operations and Maintenance (O&M) cost of a facility is typically 60–85% of the total life cycle cost of a building whereas its design and construction cost accounts for only 5–10%. Therefore, enhancing and optimizing the O&M of a facility is a crucial issue. In addition, with the increasing complexities in a building's operating systems, more technologically advanced solutions are required for proactively maintaining a facility. Thereby, a tool is needed which can optimize and reduce the cost of facility maintenance. One of the solutions is Augmented or Mixed Reality (AR/MR) technologies which can reduce repair time, training time and streamline inspections. Therefore, the purpose of this study is to establish contextual knowledge of AR/MR application in facilities operation and maintenance and present an implementation framework through the analysis and classification of articles published between 2015 and 2022.

To effectively understand all AR/MR applications in facilities management (FM), a systematic literature review is performed. The Preferred Reporting Items for Systematic Reviews and Meta-Analysis (PRISMA) protocol was followed for searching and describing the search strategies. Keywords were identified through the concept mapping technique. The Scopus database and Google Scholar were employed to find relevant articles, books and conference papers. A thorough bibliometric analysis was conducted using VOS Viewer and subsequently, a thematic analysis was performed for the selected publications.

The use of AR/MR within facilities O&M could be categorized into five different application areas: (1) visualization; (2) maintenance; (3) indoor localization and positioning; (4) information management and (5) indoor environment. After a thematic analysis of the literature, it was found that maintenance and indoor localization were the most frequently used research application domains. The chronological evolution of AR/MR in FM is also presented along with the origin of publications, which showed that the technology is out of its infancy stage and is ready for implementation. However, literature showed many challenges hindering this goal, that is (1) reluctance of the organizational leadership to bear the cost of hardware and trainings for the employees, (2) Lack of BIM use in FM and (3) system lagging, crashing and unable to register the real environment. A preliminary framework is presented to overcome these challenges.

This study accommodates a variety of application domains within facilities O&M. The publications were systematically selected from the existing literature and then reviewed to exhibit various AR/MR applications to support FM. There have been no literature reviews that focus on AR and/or MR in the FM and this paper fills the gap by not only presenting its applications but also developing an implementation framework.

The purpose of this paper is to explore the interdependencies between temporary and permanent aspects of project organizing and how they affect the management of public infrastructure operation and maintenance (O&M) activities.

The paper applies a case study approach and uses Lundin and Söderholm's (1995) framework of the temporary organization (with the themes of time, task, team and transition) to distinguish between temporary and permanent aspects of organizing two infrastructure O&M projects.

This paper adds to the literature on temporary organizations by recognizing a mixture of temporary and permanent aspects of project organizing in an empirical project-level example. In line with previous research, the themes of time, task, team and transition were shown to be interdependent. Furthermore, the paper broadens the theory of temporary organizations by presenting a project organization with significant permanent aspects.

Project managers of public sector projects need to be aware of the possible mixture of temporary and permanent aspects of project organizing. Management of projects that are found to have a mixture of temporary and permanent aspects should combine the perspectives and management practices of both temporary and permanent organizing. Not acknowledging permanent aspects could lead to management that is not adapted to the prerequisites of project organizing in this context.

The findings further develop the literature on temporary organizations by recognizing that there is not only a mixture of temporary and permanent aspects between the temporary organization and its permanent environment but there is also a mixture of temporary and permanent aspects of organizing within project organizations.