BUILDING MAINTENANCE MANAGEMENT

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MASTER OF SCIENCE IN INTEGRATED CONSTRUCTION PROJECT MANAGEMENT (AP776) , FACULTY OF ARCHITECTURE, PLANNING AND SURVEYING, UITM, SHAH ALAM SELANGOR SEM I 20/2 (OCT 20 – FEB 21)

PREPARED BY: FARHANA BINTI MOHAMMED 2019658866 12 Ts.

Sr.

T H

JANUARY

SUBMITTED Dr. MOHAMAD

ISA

2021 TO : RIDZUAN

YAHYA

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ACKNOWLEDGEMENT

With Allah’s blessings, I am able to complete this assignment. I am more than grateful that Allah S.W.T. gives His mercy and guidance in providing me with strength and faith in completing this given task. Special thanks to Ts. Sr. Dr. Mohamad Ridzuan Yahya for his guidance and knowledge on the subject of ICP863 (Management of Property and Environment), may Allah gives him more rewards. Appreciate all deeds, ideas and comments given starting from the beginning until the end.

Last but not least, I would like to express my special gratitude towards my spouse and son for always understanding and giving me such attention and time whenever I need.

Thank you.

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Contents OPEN TEST BRIEF ....................................................................................................................... 4 a. Explain the BS3811 definition in term of managerial aspect and technical aspect? ............ 5 i) BS3811 - Definition of terotechnology & management maintenance ........................... 5 ii) Managerial aspects of maintenance .............................................................................. 5 iii) Technical aspects of maintenance ................................................................................ 7 b. Explain the types of maintenance management based on BS3811? .................................... 9 i) Definition of maintenance management ....................................................................... 9 ii) planned maintenance .................................................................................................. 10 Advantages of planned maintenance....................................................................... 11 Disadvantages of planned maintenance (Mobley, 2002): ....................................... 12 iii) unplanned maintenance ............................................................................................. 12 Advantages of unplanned maintenance .................................................................. 12 Disadvantages of unplanned maintenance .............................................................. 13 c. Explain the performance of operation and maintenance activities influenced by ............. 14 cost, time and quality variances? ............................................................................................ 14 i) What is operation and maintenance and its activities? ............................................... 14 ii) the performance of operation and maintenance activities influenced by cost, time and quality variances ....................................................................................................... 14 iii) Cost variances ............................................................................................................. 15 iv) Time variances ............................................................................................................ 16 v) Quality variances .......................................................................................................... 16 d. Explain the factors that contribute to the complexity and uncertainty in operation ........ 18 and maintenance activities? ................................................................................................... 18 i) Building Characteristics Issues ...................................................................................... 18 ii) Organization issues ...................................................................................................... 19 iii) Lack of clear policies, manuals and standard of operation ........................................ 19 iv) Professional incompetency ......................................................................................... 19 v) Poor financial and cost planning .................................................................................. 20 vi) Building occupant and environment ........................................................................... 20 References .................................................................................................................................. 22

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OPEN TEST BRIEF

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a. Explain the BS3811 definition in term of managerial aspect and technical aspect?

i)

BS3811 - Definition of terotechnology & management maintenance

BS3811:1984 is a British Standard Glossary of Maintenance management terms in terotechnology. The word of terotechnology is not a familiar term to architect or engineer, however this is the basic philosophy to majority of people adhere, when considering the purchase, care and maintenance in their possession

(Williams, 1994). It a simple term,

terotechnology is the achievement towards best value for money via various techniques, approach and application (Hodges, 1991). The gist of the glossary explain that terotechnology is a combination of management, financial, engineering, building and other practices in managing physical assets, in pursuit of economic life cycle cost as per Figure 1 below.

Terotechnology

management

financial

engineering

building

other practices (physical asset)

economic Life Cycle Cost

Figure 1: Terotechnology definition and concept.

The term maintenance defined as the combination of two parts; all technical parts and administrative actions (managerial aspect) including supervision actions, intended to retain an item in, or restore it to, a state in which it can perform a required function (BS3811:1993).

From this definition, two key component can be identified. Firstly, maintenance is not only actions related to physical execution of maintenance works, but also concerned with its initiation, financing and organisation. Secondly, the building performances implies on the understanding of building requirements and its parts to reach optimum use of all the components (Chanter & Swallow, 2007).

ii)

Managerial aspects of maintenance

Managerial aspects of maintenance refer to the organisational aspects, which cover the administering and supervising which reflects and increasing attention to and valuing of the management function (Wood, 2009). It includes planning, organizing, staffing, directing and controlling a process or resources which can refer to as a financial, technological, or natural.

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(role of management strategy). This aspect also covers the management service delivery qualities or the service profiles that the management holds (Nik-Mat et. all, 2011).

In building maintenance, the managerial aspects can be classified as but not limited to the followings, organizational management, risk management, financial management and customer services management that need to be gained either in short term or long term benefits. The delivery qualities can be measured according to the management service delivery of assurance, reliability, responsiveness, relevance, timeliness and vailidity of performance (Nik-Mat et. all, 2011). 

Organizational management refers to how the building maintenance management structured their mission, vision, goals setting the standards of operations through scope of work and allocate resources. For example, the empowerment of employee, knowledge management, working as teams, training and development as well as rewarding systems to motivated the building maintenance teams to provide a healthy working environment and delivered quality services.



Risk management refers to health, safety and environmental (HSE) issues that can affect the performance of building maintenance. BM/FM needs to understand the contributions of HSE towards maintenance. For example, accidents can happen if the BM/FM is non-competence, for example fire accidents, lift failure, air-conditioning failure that can put occupant life at risk.



Financial management refers to how well the BM/FM can manage efficiently the use of a building, higher production, less wastage of materials, improve sales figure etc. that shall value their services to landlord. For example, the culture of doing right things for the building as well as the business goal to strongly justify the investment that has been made by the organisation on BM/FM on the resources allocated to manage the building maintenance.



Customer services refers to how well BM/FM communicate and response with the issues or claims raised by tenant or occupant of the building, and how fast BM/FM solving the issues with quality assurance. For example, if air-conditioning failure, how well BM response to the tenant claims, and measuring the works to timeliness and any compensation or assurance to building occupants for issues will not reoccurred.

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iii)

Technical aspects of maintenance

The technical aspects of maintenance are the discussion of basic and operation flow of the project or building. In building maintenance, it focuses mainly on the daily and scheduled maintenance services provided to the end users of the buildings, namely are the building elements and building services. It responds to the technicalities that includes the equipment’s, materials, structure, planning and also the source of the supplies use. 

Building services according to Wilde (2018), “Building services are the systems installed in buildings to make them comfortable, functional, efficient and safe.” The services are all the Mechanical and Electrical Services in the building. For instance, air-conditioning and mechanical ventilation system, active firefighting systems, sanitary and fittings system, water and electricity, car parking systems, safety and security systems, lift and escalators, lightings and ICT and automation.



Building elements according to Chanter and Swallow (2007) are both the construction and material used in building. Example of building elements are structural of the buildings which includes foundation and overall structure, architectural elements i.e. façade, wall and floor finishes, ceiling design and finishes, civil elements which includes external and internal drainage systems, landscaping works indoor and outdoor spaces.

For example, the BM need to conduct cleaning and maintenance daily, or with schedule.

BM need to assess each building elements, scheduled any repair works for defects required, indicates the expected physical life costing analysis of the materials, and cost estimate for maintenance work required.

My understanding towards the maintenance in technical and managerial aspects in building maintenance for instance, illustrated in Figure 2 below. building services Technical aspects

On site building elements

building maintenance

risk

Managerial aspects

financial

HQ remote

human Figure 2: Maintenance in technical and managerial aspects in building maintenance.

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It furthers explain through Table 1 by Nik-Mat et. all (2011), summarizing the component of BS 3811 in building maintenance and how maintenance aspects are measured.

Table 1 : The component of BS 3811 in building maintenance and how maintenance aspects are measured (Nik-Mat et. all, 2011)

In conclusion, in maintaining an item or equipment, both technical and administrative actions are involved to reach satisfactory and functional state (Williams, 1994). The term terotechnology is used to ensure the maintenance are considering all aspect of environment, safety, quality of product and services, to ensure the productivity of the buildings technical and managerial at the lowest cost and highest quality and safety standards.

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b. Explain the types of maintenance management based on BS3811?

i)

Definition of maintenance management

Based on BS3811:1984, Section 2 Glossary categorized maintenance management as follows: 

planned maintenance: the maintenance that is organized and carried out with forethought, control condition and the use of records to a predetermined plan.



unplanned maintenance: the maintenance that is carried out without a predetermined plan



Preventive maintenance: the maintenance carried out at predetermined internals or according to prescribed criteria and intended to reduce the probability of failure or the degradation of the functioning and the effects limited.



Corrective maintenance: The maintenance carried out after a failure has occurred and intended to restore an item to a state in which it can perform its required function



Emergency maintenance: the maintenance which it is necessary to put in hand immediately to avoid serious consequences.



Condition-based maintenance: the preventive maintenance initiated as a result of knowledge of the condition of an item from routine or continuous monitoring.



Scheduled maintenance: the preventive maintenance carried out to a predetermined interval of time, number of operations, mileage, etc.

In essence, maintenance should be planned in a scheduled way. However, not all maintenance is planned, as occasionally emergency maintenance may be necessary. For example, lift in high-rise office block breakdown. Some maintenance will be corrective, such as the lift need a regularly serviced to prevent it from breaking down again.

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Figure 3 Types of maintenance adopted from BS 3811: 1984

Maintenance

Planned Maintenance

Preventive maintenance

scheduled maintenance

ii)

corrective (including emergency maintenance)

Unplanned Maintenance

corrective (including emergency maintenance)

condition-based maintenance

planned maintenance

It is a proactive approach to maintenance in which maintenance work is scheduled to take place on a regular basis. The type of work to be done and the frequency varies based on the equipment being maintained, and the environment in which it is operating. It further elaborated as a preventive maintenance (scheduled maintenance and condition-based maintenance) and corrective (including emergency) maintenance.

Planned Maintenance is a scheduled maintenance activity, or service visit, that is done to ensure that the equipment, or equipment components, are operating correctly and within the manufacturer's recommendations. Examples of planned maintenance in building are conducting maintenance on a lift and elevator on a monthly schedule which includes checking on safety circuits, pressure on door closing, door protection, oil levels, signal and light bulbs, ride comfort and landings levelling.

According to Chanter & Swallow (2007), planned preventive maintenance programmes limiting the amount of random or emergency works through a proper care regime. However, if it is applied rigidly, control will be based on achieving quality, in some of cases may result in unnecessary work being carried out. In the view of the owner or landlord of the building, maintenance cost of the property should be kept as low as possible and ensuring the property utilised as soon as possible. Thus all the ‘unnecessary’ work planned maintenance will be cut off. The maintenance professional, on the other hand, may prefer a system of planned

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maintenance that reflects a long-term attitude towards maintaining the image and elements of the building.

Figure 4. Types of maintenance (Chanter and Swallow, 2007).

 Advantages of planned maintenance Major advantages of applying planned preventive activities is to satisfy most of maintenance objectives as follows (Snow, 2002): a) Safety aspect: maximize equipment performance by keeping equipment running safely for as long as possible, without that equipment deteriorating or having unplanned outages. b) Performance aspect: minimizing breakdowns and emergency repairs, reduces unplanned equipment downtime, improves overall equipment performance and helping to ensure the manufacturer's requirements for warranty compliance are met. c) Financial aspect: Repair costs are reduced because problems are fixed while they are minor and better planning of spare parts use and ordering and reducing overall maintenance costs d) Manpower and other resources aspect: Efficiently use of manpower and other resources because maintenance work, parts inventory, tools and financial costs, can be scheduled throughout the year. e) Timely aspect: Increase equipment uptime and standardization of procedures which affects cost and time, cut overtime of manpower and scheduled resources on hand.

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 Disadvantages of planned maintenance (Mobley, 2002): a) Potential damage of exposes equipment b) Failure in new parts c) Uses more parts d) Increases initial costs e) Requires more frequent access to equipment

iii)

unplanned maintenance

BS3811:1993 defined unplanned maintenance as a maintenance that is carried out without a predetermined plan which classified as corrective (including emergency) maintenance. It is any maintenance task that happen unexpectedly with no formal strategy to repair, replace or inspect whenever needed. It is resulted from non-anticipated equipment failure. Example of unplanned maintenance is unexpected chiller breakdown during office hours which causing air-conditioning to stop functioning. A technician must do inspection immediately and repair parts any malfunction or broken, replace to ensure the chiller regenerate during office hour. A thorough checking and replacement of chiller can be done after office hour or during weekends.  Advantages of unplanned maintenance

a) Short-term costs lower: Very few administrative or financial costs involved until something goes wrong. If everything remains functional, no cost required. b) Minimal planning required: unplanned maintenance consists of very targeted action on specific components of installations or devices that are faulty. It requires very limited complex planning. c) Brief process: The process is easy to understand and action taken only to specific problem that occurs. d) Best solution in some cases: There will be times when the amount of time and money invested in preventive maintenance planning and strategy will be a lot more than the simple ‘stop and repair costs’ of reactive maintenance.

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 Disadvantages of unplanned maintenance a) Higher long-term costs – Failures are expensive. Emergency call outs, travel time, labour, parts and immediate deliveries result in a paying a premium to fix the problem. b) Shorter Equipment Life – Running equipment in less than optimal condition or to the point of failure can reduce the life of the asset. This approach doesn’t protect or look after the equipment and therefore reduces the lifetime of the assets. It simply fixes the asset on a short term basis. c) Long-term effect – Unplanned maintenance will get the equipment up and running but not look at the root cause and will likely result in future failures. Relying on reactive maintenance can be problematic if the equipment is not monitored after purchase, leading to more failures that are highly unpredictable and whose cause is unknown. d) Safety Issues – Unplanned maintenance is often done under a lot of pressure and in a hurry which can result in unwarranted risks. e) Operations interruption: Unexpected failures may be slowed down by not being able to access materials which may lead to increased periods of inactivity.

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c. Explain the performance of operation and maintenance activities influenced by cost, time and quality variances?

i)

What is operation and maintenance and its activities?

The operation and maintenance activities performance reflects the overall operational efficiency of the building. According to the WBDG1, operations and maintenance typically includes the day-to-day activities necessary for the building and its systems and equipment to perform their intended function. It includes all aspects of running a building over the course of its useful life.

Operations and maintenance are combined into the common term O&M because a facility cannot operate at peak efficiency without being maintained; therefore, the two are discussed as one. The term “operations” implies that the building creates the environment it was built to create. Thus, the built environment fulfils its intended purpose. The term “maintenance” implies that we service the building so that it operates consistently and safely, enabling the operations to continue. Thus, the built environment sustains the ability to fulfil its intended purpose (Sapp, 2016).

There are several aspects in the building maintenance management such quality, safety, time, cost, functionality as well as environmental friendliness are very important to building occupant, owner, and maintenance professionals in order to ensure that they are in comfort and safety zone all the time (Yahya, and Ibrahim, 2012). The scope of O&M includes the activities, processes, and workflows required to keep the entire built environment and their supporting infrastructure, including utility systems, parking lots, roads, drainage structures and grounds in a condition to be used to meet their intended function during their life cycle. These activities include both planned preventive and predictive maintenance and corrective (repair) maintenance.

ii)

the performance of operation and maintenance activities influenced by cost, time and quality variances

In any organization, O&M performance planning are set by the key performance indicator to measure the cost, time and quality variances for each O&M activities in both planned and unplanned maintenance. Benchmarking practice and performance measures definitely provide

1

Whole building design Guide https://www.wbdg.org/

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a reasonable indication of the adequacy of a management system (Stevanovic et al., 2005).

The objectives and goals of O&M in any organization are to support core business operations and enhance facility performance, to prevent interruptions of business and facility operations and work and to provide sufficient and effective facilities for all types of business operations at all time. Typically, O&M efficiency measures are how low-cost or no-cost in nature, how many in-house personnel required, immediate payback and minimum require of design time, contracts and approval in any procurements (Sullivan et all, 2002). Operational efficiency represents the life-cycle cost-effective and reliability-centered maintenance technologies, coupled with equipment calibration, tracking, and computerized maintenance management capabilities all targeting reliability, safety, occupant comfort, and system efficiency in building operations and maintenance.

Maintenance Performance Indicators (MPIs) can be classified into seven (7) categories (Paridaet al., 2005) and are linked to each other for providing total maintenance effectiveness: (1) customer satisfaction related indicators; (2) cost-related indicators; (3) equipment-related indicators; (4) maintenance task-related indicators; (5) learning and growth-related indicators; (6) health safety and environment (HSE); and (7) employee satisfaction-related indicators.

Most of the FM are using cost, time and quality as a variance to measure the O&M performances.

iii)

Cost variances

Cost of O&M activities can be measured on the completion of a task within the estimated budget, such as cost overrun and unit cost respectively. Al-Zubaidi (1997) classified the cost of maintenance work into long-term, medium-term and short-term estimates, and major cost elements of O&M are the costs of human resources, energy, consumables and spare parts (Yik and Lai, 2005).

The best-to-have maintenance professional is on how the can manage on savings the operation expenditure based on budget given, through smooth delivery to the best customer satisfaction and building occupant’s comfort. If the O&M activities can save more than 5% from the annual budgeted show the how well the performance of the O&M. There are several motivations to FARHANA BINTI MOHAMMED ISA | 2019658866 |ICP863 MANAGEMENT OF PROPERTY AND ENVIRONMENT

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actively reducing cost of O&M for example, consideration of energy savings practices to reduce energy consumption annually. By upgrading low maintenance systems such lift or as airconditioning system, set some operation hours for air-conditioning or lighting, replacing with energy savings equipment (energy star) for kitchen equipment’s or boilers, are some of the initiatives of O&M activities to influences the cost.

iv)

Time variances

Time can be measured on which the completion of tasks given within the allocated duration such as operation time overruns or operation time respectively. In fact, the timing of major jobs may not always depend entirely on the physical condition of the element, but also on funding availability (Al- Zubaidi, 1997).

For example, in IKEA mall operations inspection, testing and maintenance schedule2 are set by every six months and yearly. This includes reviewing the BMS system, CAFM system, ACMV, carpark ventilation system, safety and security alarm and CCTV etc to ensure the system are operation and up-to-date. If the inspection done within the targeted time scheduled, indicated the rating of the maintenance professional services towards the client. Another example in responsive time to service request or feedback required daily, within an hour or more to measure how customer satisfaction effects the O&M performance. Quality request and initiation of changes to submit for approval any repair works that required sums from landlord also can be measured within weeks on how effective the maintenance team prepare, submit and follow-up with the landlord.

v)

Quality variances

Quality variance of O&M performance can be measured in terms of percentage or rating that expressed in technical specification, function and appearance. How good the O&M performance depends on customer satisfactions on the work requests execution in building services, facilities, equipment as well as the FM services towards customers. Quality also can be measured to a degree and service standards of general conditions promote in meeting of the management achievement of materials and workmanship (Bubshait and Almohawis, 1994). For instance, a building managers may conduct a surveys on mechanical and electrical services such as air-conditioning system or lift efficiency in high rise office tower occupant yearly or twice a year to measure the performance whether the services are good, fair or bad. Some building 2

Ikano/Ikea Asia & Mexico Faciltiies Management V1 – 03/06/2020 Page 20 of 40

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owner prefer outsourcing FM and some prefer in-house FM which also due to quality and cost of operation and maintenance.

Building audit or building condition assessment is one of the tools to measure the building quality performance. It can evaluate the physical condition of the building portfolio, increase the building portfolio’s life and yet at the same time reduce repair and maintenance costs (Yahya, 2020).

A lower standard of quality, time, and cost in operational and maintenance activities appear the usual of insufficiency in building maintenance management (El-Haram and Horner, 2002; Tse, 2002; Shen, 1997). Lack of coordination and implementation of building maintenance achievement, goals as well as contradiction to organizational direction can cause common problems and deficiencies in the building operation processes (Madu, 2000). A successful O&M program requires cooperation, dedication, and participation at all levels and cannot succeed without everyone involved understanding the basic principles and supporting the cause.

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d. Explain the factors that contribute to the complexity and uncertainty in operation and maintenance activities?

Understanding the complexity and uncertainty of O&M activities encompasses a range of disciplines and services to ensure the functionality, comfort, safety, cost, quality and efficiency of the built environment which includes infrastructure, assets, and buildings. Focusing on building complexity in O&M, it includes not only technical parts of it, but also the communication management, business continuity, environmental, human factors, project management as well as real estate and property management knowledge to deals with O&M activities.

In dealings with operation and maintenance activities, several issues and challenges recognized in terms of building characteristics issues, organization strategy and goals, manual and standard operation procedures, professional competency, costing and budgeting and human and environmental which a contribution factors towards operation and maintenance complexity and uncertainty (Mong, 2019). i)

Building Characteristics Issues

Maintenance and design are frequently treated as if the two activities were unconnected.

Maintenance sections often appear to be self-contained and it leads to undesirable design error during post construction and operation of the buildings (Chanter & Swallow, 2007). The poor detailed design affect the building performance and hence maintenance. Many of the problems encountered in buildings stem from the brief development phase, where a failure to establish user requirements in sufficient detail results in the poor performance of the completed building.

At the hand-over stage there may be serious shortcomings, and more careful consideration must be given to providing the client with a proper building model to facilitate the effective management of the property. The inappropriate selection of materials and equipment during procurement also contributed towards the specification errors. Some of the equipment specify are too high-tech and makes the maintenance cost very high.

Moreover, poor construction quality and workmanship also contributed towards defects on the building condition. For example, the poor waterproofing installation workmanship leads to crack, leaking, and watermarks. Absence of FM in design phase contribute to overlook of operation and maintenance part in buildings such as space management and energy management.

Considering FM at the early design stage could potentially reduce the efforts for maintenance during the operational phase of facilities (Wang et all, 2013). Moreover, the advance building design and technology, real impact from automation, robotics and artificial intelligence gives significant complexity to operate the building and relates to lack of understanding of FM with the advancement of design, construction and technology. FM need to continuously develop FARHANA BINTI MOHAMMED ISA | 2019658866 |ICP863 MANAGEMENT OF PROPERTY AND ENVIRONMENT

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professional growth to stay relevance. To add, building age also contributes to the complexity of O&M activities, where records of the building services, elements and specification are not kept, and the finishes or equipment or parts are not available anymore. ii)

Organization issues

Managing a building requires a comprehensive maintenance plan, clear organization strategy and goals to meet client requirement. However, the client attitudes towards FM profession also need to change in recognizing FM as a maintenance professional in respond to sustainability and not only technical. There will be more complexity societal value of FM to be recognize, and need for higher standards of ethics, credible and qualified FM. Next, Client requirement also need to be reviewed to suits the FM operation while balancing the financial and market conditions. Lack of commitment from top management when it regards to operational and maintenance issues also contribute towards it complexity. Lack of combination between technical and managerial parts in some of FM also a challenges in maintenance management. iii)

Lack of clear policies, manuals and standard of operation

Unclear roles and responsibilities definition in FM policy, standards and guidelines also deserves to be highlighted where in Malaysia itself, no acts or proper document to be referred, and most of the client benchmarking the policy from previous project or similar projects, adopted some lesson learnt method and analysis to suit next project. Next, lack of FM database to be referred as a guideline, or a pre-approved plan to manage a building. iv)

Professional incompetency

Lack of trained employee in O&M and with different set of background, also a challenge in O&M activities. In Malaysia, building manager are not based on specific professional competence rather according to experiences and if he is a mechanical and technical engineer, then it’s a bonus to the organization. Lack of communication and collaboration skills in FM policy also contributed towards its complexity. A good FM policy shall design a proper communication system between maintenance professional, vendors, landlord, customers as well as other interested stakeholders. The report of the DoE Committee on Building Maintenance (1972) contained a forthright section concerned with education and training needs. Education and training for maintenance are needed for all those contributed at professional and managerial parts of building maintenance and its processes, supervisory personnel who are in direct control of maintenance operations and education and training for those who undertake maintenance work (Chanter & Swallow, 2007).

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v)

Poor financial and cost planning

It’s a norm, client under estimating the impacts of FM in the market value, where it makes it difficult to includes manpower and training and services management cost. The initial and operational fund unavailability to runs the building leads to poor maintenance in short terms and long terms. Moreover, increasing in maintenance cost and operations due to lower maintenance quality and not according to the standards and manuals. vi)

Building occupant and environment

Moreover, we cannot control the weather and climate condition, thus, its complexity is a challenge for FM to ensure the maintenance task to be more practical to safeguard the building frm deteriorating. Dealings the different kind of building occupant, creates different behaviour, for example, hospital need to deal with different kind of patients, that have different disabilities.

Another example, is hospitality and recreation, where patrons from different background using the facilities with the mind-set we pay for it without think of environment and sustainability issues.

Table 2 below summarize the factors that contribute to the complexity and uncertainty in operation and maintenance activities Main factors Building Characteristics Issues

Organization issues

Lack of clear policies, manuals and standard of operation

Professional incompetency

Poor financial and cost planning

Building environment

occupant

and

Sub-characteristics  Maintenance and design disconnected  poor detailed design  failure to establish user requirements  inappropriate selection of materials and equipment during procurement  poor construction quality and workmanship  Absence of FM in design phase  Non-comprehensive maintenance plan  unclear organization strategy and goals to meet client requirement.  client attitudes towards FM profession  Lack of commitment from top management  Lack of combination between technical and managerial parts  Unclear roles and responsibilities  Unavailability of policy, standards and guidelines  no acts or proper document to be referred  lack of FM database  Lack of trained employee in O&M  Lack of communication and collaboration skills  Lack of education and training for maintenance  under estimating impacts of FM  initial and operational fund unavailability  increasing in maintenance cost and operations  weather and climate condition  different kind of building occupant, different behaviour

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In conclusion, all factors contribute towards the complexity and uncertainty in O&M activities can be overcome with effective maintenance management. The importance of implementing the best practice of maintenance management can support safety and health assurance, cost effectiveness and sustainable performance of buildings. A proper tools and action plan needed to have a strategic outcome towards O&M complexity. Future FM need to be capable to adopt digital trends to eliminate administration work and managerial works and prioritize on maintenance works.

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