The following issues are covered in this chapter.
- Change is a constant feature of facility management and the extent to which it can be effectively controlled will be a key factor in the latter’s success.
- Transition is a typical example of change in the context of facility management and is closely connected with procurement. It covers change in the mode of service delivery from insourcing to outsourcing and the reverse situation.
- The scale of transition can be enormous – from a multinational corporation with a global presence wanting to outsource all of its services, to the owner of a single facility where one service provider is to be replaced by another. The principles that apply are the same, but the scale and complexity are very different.
- Transition has to be managed according to a defined plan, because it can involve simultaneously winding down and phasing in/ramping up services, with the potential to disrupt operations and threaten business continuity.
- The most appropriate model for managing transition is to create a project and to prepare a resourced plan for its implementation. Project management tools and techniques should be applied by those with appropriate competence and skill.
- The time, resources and costs involved in transition, including the services involved, have to be estimated as accurately as possible, with sufficient contingency to cover uncertain events or conditions.
- Change is normal, but its consequences can be abnormal for personnel ...