The Leader - September 2007 - (Page 50) toda y’s tec hNo lo G y: the to o ls are re ady, are yo u? FI G. 1 oppor tuNIty c oNtINuum large opportunity workplace management the workplace (real estate, facilities, technology/telecom infrastructure, and information) needs to be well integrated to support workplace and worker productivity. portfolio information (including occupancy and vacancy information) is not updated in a timely way and re/fm assets are not managed collectively. the portfolio is dynamic. neither acquisition nor maintenance costs are tightly managed, and there is limited internal benchmarking of costs. moderate opportunity the workplace needs to be moderately integrated to support workplace and worker productivity. small opportunity the workplace does not need to be integrated to support workplace and worker productivity. portfolio management portfolio information is tracked, but it is not aggregated and managed at a portfolio level. there is a moderate degree of dynamism in the portfolio. either acquisition or maintenance costs are tightly managed, but not integrated to derive total cost of occupancy. portfolio information is accurate and up to date and aligned with the business units. the portfolio is very stable. cost management life-cycle costs are tightly managed and internal comparative analysis is done. reporting very limited information is available on demand. much of the reporting is manual and or “offline.” some information is available on demand. information can be both pulled (e.g. dashboards and alerts) or pulled (e.g. ad hoc and standard reports) - but the choices are limited. there are multiple systems and tools data may be housed in multiple places but is somewhat normalized or synchronized. processes are well-documented but not streamlined or always followed. some processes are managed using automated workflow. there is a medium degree of confidence in the accuracy of the data, but there may be issues with how quickly data is updated. high quality information is available on demand. information can be both pushed and pulled. re & fm systems and tools re & fm process standardization there are a large number of systems and tools. data is housed in multiple places and is not normalized or synchronized. processes are not well-documented and they are not standardized across the portfolio. workflow automation is not widely used. there is a low level of confidence in the accuracy of the data. integrated system in place or multiple systems that are well integrated. a well-documented single source of data. processes are well-documented, streamlined and consistently followed. processes are managed using automated workflow. there is a high degree of confidence in the accuracy of the data and the data is current. data integrity FI G. 2 ta NGIb le b eNefIts summa r y benefit portfolio reduction type cost reduction and avoidance how achieved higher visibility of current occupancy and total cost will allow reduction in portfolio footprint through consolidation of space and termination of relevant leases. higher visibility of occupancy usage reduces the number of required moves. unit costs of simple and complex moves reduced through transparency of the cost components as well as higher visibility of move costs to the divisions. greater transparency of construction cost components and tighter management of project schedules resulting in less use of contingency and time penalties. retirement of existing applications in favor of integrated solution greatly reduces cost to manage system. quantification ∑ 6% sf reduction of office space ∑ $2m to $7m annually move management move costs cost avoidance ∑ 10% reduction in annual moves ∑ $250k to $700k annually ∑ 5% reduction in unit costs ∑ $150k to $325k annually cost reduction construction costs cost reduction ∑ 7.5% reduction in unit costs ∑ $2.7m to $3.3m annually legacy system retirement cost reduction ∑ $1.1m to $3.2m annually th e le ade r 50 september / october 2007
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