Workplace Transition Management - OMA 2014 Annual Meeting

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Workspace Relocation Project Management: Practical Opportunities for Success from an Facility

Professional Perspective

Presented by:

Thomas L. Mitchell, Jr., Lt Col (ret), USAF, Ph.D.(s), CFM, IFMA Fellow • Senior Vice President | Chief Operating Officer

FM3IS & Associates, LLC

• Director, Board of Directors US National Institute of Building Science

• Chairman, 2009-2010 Board of Directors International Facility Management Association

Presented to:

1

The Philosophy: Mitchell-ism #22

“Vision …

without a Plan

… is just an

Illusion”

Thomas L. Mitchell, Jr., Pseudo - Philosopher

1964 - Still Breathing

“Reduce your plan to

writing. The moment you

complete this, you will

have definitely given

concrete form to the

intangible desire.”

Napoleon Hill

“A good plan is like a road

map: it shows the final

destination and usually the

best way to get there.” H.

Stanely Judd

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The Facility Management profession has considerably evolved over the decades across the globe, in terms of workforce service offering skill delivery and capability expectations to the organizational leadership and customers

FM Competency and Performance ExpectationsFacilities Management (FM) Functions

The Professional Maturation of FM

IFMA Global Job Task Analysis 2009

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A Case Study … 24th Air Force Headquarters & Operations Center Mission Ops Relocation Project

“By failing to prepare, you are preparing to fail.” Benjamin Franklin

PROBLEM STATEMENT: Construction program

experienced approx. 25% cost & 85% schedule growth.

PERFORMANCE EFFECTS:

• PROJECT INITIATION (Requirement Planning and

Programming) – No Customer Concept Document

(aka project definition document) was developed and

approved by 24 Air Force leadership

• IMPLEMENTATION (Technical Design and Construction) – (1) Proposed furniture design and

finish selection submittals within the Comprehensive Interior Design binder was not

approved; and (2) interior design requirement didn’t receive technical reviews prior to

contract award

• MONITORING & CONTROL (Project Leadership and Management) – (1) No indication a

Project Management Plan was developed and approved for use during design and

construction, nor (2) was there an assigned program manager!!!

The Art of “Losing” for Facility (Project) Managers

24th Air Force HQ and Operations Center

Building 171 – Joint Base San Antonio

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“We’re invested in it even before AFCYBER is a tenant in it.””

Thomas Mitchell, Jr.

The Competency Linkage Between FM & PM Professions

Problem

– No Accountability to the Leaders: There’s no single program management (PgM)“lead” at any “stakeholder” organization accountable to its leadership

– No Accountability of the PMs: Many are comfortable saying, “I don’t know”, or “that’s not my area of responsibility”; directly affects their resolve to proactively address issues before they become problems

– No Accountability in the Process: No defined, integrated protocol, products or personnel to: (1) link PM efforts; (2) show progress schedules changes/impacts; and (3) keep leaders informed

Solution

– Get Accountability to the Leadership: “Stakeholder” PgM leads will link and closed the PgM system

– Get Accountability from the PMs: Empower PMs engaged in effort with the authority to link, integrate and synergize both efforts -- “Be a champion and part of the solution in the process”

– Get Accountability in the Process: Leverage existing “stakeholder” meetings, so leadership can see PMs products, get updates, and receive recommendations

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“As for the future, your task is not to foresee it, but to enable it.”

Antoine de Saint Exupery


Theme: “We’re all invested in it even before AFCYBER is a tenant in it”

Deployment: Establish the new ROE and Accountability Expectation

– Governance: Define PM roles and responsibilities, and provide oversight

– Management: Plan and administer overall program, and related projects

– Planning: Integrate activities that take place at multiple levels (FM, IT, etch)

– Financial management: Implement specific fiscal practices and controls

– Infrastructure: The technology, and other factors in the work environment supporting the program effort

Employment: Obtain “Owner” approval

– Brief the “Owners” -- STAKEHOLDER EXECUTIVE REVIEW BOARD

– Brief the “Advocates” -- SENIOR LEADER STEERING GROUP

– Brief the “Champions” -- PROJECT MANAGEMENT TEAM

Sustainment: PM System Execution “Battle Rhythm” (People, Process, Place,

Product)

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“The line between disorder and order lies in logistics…”

Sun Tzu


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The Workspace Transition Phase …


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The Workspace Transition Strategy …


9


The Workspace Transition Resources …


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The Workspace Transition Preparation …


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The Workspace Transition Move …


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The Workspace Transition Process …


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1: Plan the work by utilizing a project

definition document

2: Create a planning horizon

3: Define project management

procedures up front

10 Lessons Learned for Successful Project Management …

“Even if your on the right track, you will get run over if you just sit there.”

Roy Rogers

The Art of “Winning” for Facility (Project) Managers

4: Manage the work plan & monitor the schedule/budget

5: Look for warning signs

6: Ensure that the sponsor approves scope-change requests

7: Guard against scope creep

8: Identify risks up front

9: Continue to assess potential risks throughout the project

10: Resolve issues as quickly as possible

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“The ‘P’ in PM is a much about PEOPLE Management, than it is about Project Manager.”

Cornelius Fichtner, PMP

Master the mindset of

fellow stakeholders

Share Expertise to Build

Confidence

Collectively Resolve

issues as quickly as

possible

United WE stand, divided

WE fall

The Art of “Winning” for Facility (Project) Managers

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Questions / Discussion

Thank You … and feel free to keep in touch via

• Email: [email protected]

• Linkedin @ http://www.linkedin.com/in/thomasmitchelljrcfm

Thomas L. Mitchell, Jr., CFM, MA. Mgt., IFMA Fellow

Thomas L. Mitchell, Jr., PhD(s), CFM, IFMA Fellow

- Facility Performance Improvement

- Workforce Competency Development

- Organization Leadership Alignment

http://www.linkedin.com/in/thomasmitchelljrcfm

Workplace Transition Management - OMA 2014 Annual Meeting

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