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|Title:||A model for assessing the maturity of facility management as an industry sector||Authors:||Banyani, MA
|Issue Date:||2010||Source:||Proceedings of CIB W70 International Conference in Facilities Management, FM in the Experience Economy, Sao Paulo, 13-15 September 2010, p. 99-110 How to cite?||Abstract:||Over its three decades of evolution, Facilities Management (FM) has widened its scope of responsibilities from an operational focus to a strategic orientation. The FM role has shifted from a predominantly cost reduction approach to value adding. This shift follows a similar path towards ‘perfection of the processes’ in literature on organisation maturity models. It follows that if FM processes have been perfected then the industry is at its mature stage. However, to date, there is no consensus on developmental levels when assessing FM maturity due to the lack of a common yardstick. This conceptual paper presents an Integrated Feeder Factors Framework (I3F), based on six interlinked factors that are key to the continuous development of the FM Industry which are referred to as ‘feeder factors’. It is argued that FM development depends on the integration of market, research, education, professional bodies, environment and practice. The proposed model identifies four maturity levels based on the links between, and strength of the existing feeder factors. At the highest level, there is Full Maturity Stage (FMS); followed by Developmental Transitional Stage (DTS), Formation Transitional Stage (FTS) and lowest level, Least Mature Stage (LMS).
The paper is based on extensive analysis of literature focusing on industry maturity with particular reference to FM. Content Analysis of existing literature was carried out to identify the potential ‘feeder’ factors. The paper aims to introduce a maturity model that at full development, can provide a consistent basis for evaluating maturity of FM industry. The proposed I3F model aims to provide a consistent basis for evaluating maturity of FM industry at national, sector-wise and organisational levels.
|Appears in Collections:||Conference Paper|
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