Integration of Facility and Security Managers - Case Study Example

Building Management System Student’s Name Institution Affiliation Building Management System Introduction The real estate industry is one of the dynamic and high value industries. In recent years, real estate managers have realized that better facility management may involve assimilation of several real estate services. A report by Kious and Chapman (2014) notes that presently, 44% of global corporates have either combined or seeking to fully combine facility management services. The statistics demonstrates that integration is believed to drive business value. Facility management and security are some real estate functions that are likely to realize the benefits of integration. These services contribute towards the total occupancy costs and are important variables while calculating for depreciation. Since both services influence business value, their role in creating efficiencies cannot be underestimated. As organizations continue to seek leaner facility management teams, the need for service integration is continuously rising. Therefore, this paper examines how the concepts behind integration of facility and security managers. In addition, this essay looks at the roles of each service manager in order to establish the extent of their interactions and interdependencies. Finally, it examines some of the technologies used by both managers within a typical high rise building. Concepts of Integration of Facility and Security Manager Facility management involves the incorporation of different processes and support functions in order to improve effectiveness of the facility (Alexander, 2006). Consequently, one of the motivations for integration is to improve the effectiveness as well as efficiency of operations within a building. Integrating facility management and security enables an organization to realize different types of efficiencies. For instance, the concept allows companies to benefit from improved utilization of financial resources. As a result, integration is seen as a cost-cutting measure. The need to assimilate the services of both facility and security is driven by the need to increase utilization and decrease inefficiencies. Consequently, more companies are seeking to better customer experiences through integration. The roles of facility and security managers are designed to enhance customer experience while promoting operational efficiencies. Through incorporation, companies are able to create customized client experiences. Facility management facilitates sustainable operations of building (Roka-Madarasz, 2011). Incorporation of security functions is one of the industry best practices. The approach promotes performance in respect to risk assessment. The assimilation of both services allows organizations to monitor their operations and improve their responses to potential threats. Garcia (2011) points out that integration of property management functions allows for efficient communication during a security event. Joint trainings improves response rate, promotes confidentiality, and betters security performance. A Corenet Global (2010) report notes that property management professionals have an impact not only on a company’s bottom line but also an individual’s productivity. Therefore, incorporation of facility management services impacts the business’ values and contributes towards improved asset lifecycle performance. Service integration allows businesses to reduce total occupancy costs by promoting efficient utilization of space. Facility and security managers utilize their expertise to assist organizations manage their space better as well as achieve financial and performance goals. Interactions and Interdependencies Both facility and security managers are in-charge of the security of a building. Facility manager develop management program that addresses potential security risks. They are also required to have knowledge about existing security trends. On the other hand, it is the security manager’s responsibility to recommend security considerations depending on the level of vulnerability. They also are responsible for conducting security surveys and inspections. The similarity of functions and extent of collaborations between both managers illustrates the degree of interdependency. In addition, it demonstrates that both managers do interact regularly. Facility managers need the assistance of security managers to develop a comprehensive facility program that promotes security. They rely on the data collected by security managers during security surveys and inspections. This level of interaction and interdependency illustrates that the efficient property management depends on the support functions of security managers. In regard to the security function, both managers complement each other roles; hence, the level of interdependency is high. It is evident that integration is critical since both managers are involved in security analysis activities. When undertaking their r tasks, each manager either provides an administrative or technical role. Integration promotes better coordination, as well as communication. Besides, the need to liaise with each other cannot be ignored as they share similar security responsibilities. The security design and integration is a phased process that requires the input of both facility and security managers. The process involves the following stages; definition of assets, assessment of threats, assessment of points of vulnerability, and lastly requirement analysis (Fay, 2007). The collaborative effort of both facility and security managers is essential during the first four stages. Both managers have an in-depth understanding of the building albeit from different perspectives. As a result a joint security survey and inspection promotes an intensive and elaborate threat and vulnerability assessment process. The following stage involves identification of system requirements. Normally, security managers are in-charge of this phase. The final stage requires a joint effort by both professionals as it touches on their respective scope of work. The interrelationship of the phases and activities demonstrate the extend of interactions and interdependencies between the professionals. Automation of security functions has necessitated its increased integration into facility management. Adoption of information technologies has boosted the need for facility managers to understand how to operate modern security gadgets. On the other hand, security managers have had to learn more about specific aspects of managing space and physical buildings. This exchange of knowledge between professionals has been as a result of increased interactions and interdependencies. Constant engagements have allowed organizations to easily adopt and implement new security technologies. Planning is a crucial activity for both facility and security managers. Their individual plans are part of the larger organizational plan, hence, consultations between them is inevitable. Security managers play both a strategic and supportive role during a planning process. Roper and Payant (2014) point out that security managers are required to understand a company’s business plans. This background knowledge allows them to play a strategic role during planning process. Their recommendations are considered valuable in maintaining operational safety. Also, they indirectly influence business factors such as degree of customer satisfaction, productivity, performance among others. For facility managers, their plans are expected to have an impact on customer satisfaction, productivity, performance among others. However, they rely on the support of other managers such as security managers to achieve their objectives. Assimilation fosters unity of work between both professionals. It also promotes understanding of individual deliverables so as to facilitate the realization of intended outcomes. One of the advantages of integration is that it promotes uniformity and cohesiveness. These two aspects facilitate operational efficiency and minimize possibility of role conflicts. Uniformity promotes standardization of procedure; hence less conflicts. Furthermore, standardization of processes with respect to organizational security is an important task in property management. Both facility and security managers must work together to develop a standardized operating procedure. These professionals need to be familiar with each other’s roles in order to standardize processes and procedures. Cotts (2009) states that resources are never enough. As a result, organizational leaders will always encounter challenges with respect to resource. The scarcity of administrative resources is one of the factors that have promoted the need for integration between facility and security managers. Consequently, facility managers have learnt that integration is one method of addressing issues arising from limited resources. The approach has allowed facility managers to foster teamwork and exchange of knowledge between themselves and security managers. Sustainability of operations or processes is a critical issue in facility management. Over the years, there has been an increasing need to develop and adopt sustainable strategies with respect to facility management (Smith and Brooks, 2013). Better working relationships between facility managers and technical support staff has led to financial savings in relation to operating costs. Joint reviews of processes and harmonization of duplicated procedures have improved facility management. Additionally, incorporation of each other’s ideas has led heightened the level of interrelationships between the two functions. Today, developments in facility management have seen both managers become more conscious of the impact of automation. Presently, the managers can work together to adopt an integrated automation system that enables the organization run its operations sustainably. This development demonstrates that level of interaction between the managers is not threatened by technology advancement, rather, it is strengthened. Technologies Cotts, Roper, and Payant (2010) point out that the physical security of a building is the responsibility of three key managers namely; the facility manager, security manager and information technology manager. Due to the intertwined nature of the operating systems, integration of functions has become essential to facility management. Currently, modern high rise buildings depend on integrated information management systems to co-ordinate most the activities. The computer-aided facility management systems control different operational aspects of the building, hence, improving efficiencies. Ever since its adoption, the internet has become one of the most influential IT technologies (McMillan & Morrison, 2006). In high rise building, facility and security managers rely on both LAN and Wireless internet technologies to manage virtually every aspect of their premises. Voice communications within the buildings rely of IT infrastructure. Communication within the a building is so dependent on information management systems that organizations are willing to invest a lot of money in the procurement of the latest telecommunication gadgets. These gadgets are mainly a series of transmitters and receivers that can decode electrical signals into data. The adoption of optical fiber technologies has reduced down-times and fastened communication (Minoli, 2008). Its inclusion into facility management has promoted timely communication between different managers especially during emergencies. The clearer signals have led to better transmission of data. The managers benefit from clearer phone conversations plus enhanced reception from CCTV cameras. Most of the high rise buildings are constantly under close monitoring and surveillance by both security and facility managers. Security and related issues are critical to organizational performance Therefore, both professionals rely on CCTV cameras to monitor and survey their premises. These gadgets offer real time information regarding activities within the premise. Also, they are useful in identifying potential security threats before they materialize. The footage gathered from part of the Intel collected for assessment during either surveys or inspections. Langston and Kristiansen (2002) state that internet based technologies such as electronic mail have revolutionized communication. The technology is cheap and timely compared to other modes of information delivery. Facility operations teams rely on emails to for communication. In addition, because of its timely delivery emails facilitate decision making as well as enhanced customer service. Virtual Private Networks is one of the technologies that facility managers rely for communication and data sharing. The encrypted link ensures privacy other than efficient communication (Gungor & Lambert, 2006). Through VPNS, security and facility managers can access important data or information regarding their respective operations. In addition, they can share and store documents thereby, creating instant awareness. Internet based technologies are more expensive compared to traditional facility management systems (Chui, Loffer, & Roberts, 2011). Nonetheless, web based technologies assist facility managers to simultaneously monitor different tasks. To security managers, the technology facilitates work management and allows for constant monitoring and surveillance. Conclusion This paper has discussed the interaction, integration, and interdependency between facility and security managers. It has established that many corporate organizations are integrating functions because they are seeking to benefit from the documented efficiencies. Also, some are exploring integration options as an approach towards improving individual productivity, organization performance, and customer experience. Presently, there are industry reports that indicate that integration of property management services could lead to lower total operation costs. The reports also imply that increase in operation efficiencies is likely to have a positive impact on the a company’s bottom lines. The similarity in functions is one of the reasons why the extent of interaction and degree of interdependency between facility and security managers is high. Comparative security roles have reinforced the need to assimilate security and facility management functions. The roles are intertwined and each professional requires the assistance of the other in order to successfully complete a task. Consequently, integration fosters unity of work, corporation, and synergetic alliances. Information technology has had a significant impact on facility management. The internet has simplified communication, enhanced data and information sharing, and improved monitoring and surveillance within high rise buildings. Technological advancements have enhanced work management and promoted enhanced support functions between facility and security managers. References Alexander, K. (2006). Facilities management: Theory and practice (3rd ed.). London: E & FN Spon. CoreNet Global. (2010). Corporate Real Estate & Facilities ManagementIt’s all about Value. Retrieved from http://www.ifmaatlanta.org Cotts, D. G. (2009). The facility management handbook (3rd ed.). New York: AMACOM. Fay, J. (2007). Encyclopedia of security management: Techniques & technology (5th ed.). Boston: Butterworth-Heinemann. Garcia, M. L. (2001). The design and evaluation of physical protection systems. Boston: Butterworth-Heinemann. Langston, C. A., & Lauge-Kristensen, R. (2002). Strategic management of built facilities. Oxford: Butterworth-Heinemann. Minoli, D. (2008). Enterprise architecture A to Z: Frameworks, business process modeling, SOA, and infrastructure technology. Boca Raton: CRC Press. Roper, K. O., & Payant, R. (2014). The Facility Management Handbook. New York: AMACOM. Smith, C. L., & Brooks, D. J. (2013). Security science: The theory and practice of security. Amsterdam: Elsevier, BH. Róka-Madarász, L. (2011). Performance measurement for maintenance management of real estate. Acta Polytechnica Hungarica, 8(1), 161-172. Kious, L. G., & Chapman, M. (2014). Service integration comes of age. Industry White Paper, Johnsons Group. Cotts, D. G., Roper, K. O., & Payant, R. P. (2010). The facility management handbook. New York: American Management Association. McMillan, S. J., & Morrison, M. (2006). Coming of age with the internet A qualitative exploration of how the internet has become an integral part of young people’s lives. New media & society, 8(1), 73-95. Gungor, V. C., & Lambert, F. C. (2006). A survey on communication networks for electric system automation. Computer Networks, 50(7), 877-897. Chui, M., Löffler, M., & Roberts, R. (2010). The internet of things. 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