Abstract: Argues that measurement is the foundation of the new discipline of facilities management. Advocates increased rigour in the invention and use of measurements, greater awareness of consumers, balance between supply and demand, and making measurement data open. Offers suggestions for successful building measurements. Concludes that performance measurements are desirable not for their own sake, but because they have the power to bring about change.

Abstract: Examines the issue of the quality of property asset management. Discusses recent studies on property management quality and their findings. Considers the role of computer information, functional performance, property costs, monitoring the use of space, strategic planning, the use of consultants, and pragmatic approaches to property management that emerged from the studies. Also looks at reactive management and the problem of lack of data and performance measures. Finally, offers a framework for quality property management.

Abstract: Argues that the facilities management is really a field dedicated to facility planning – where building design meets business objectives. Considers reasons for the lack of clarity in the facilities management profession. Illustrates the state of the field by formulating a ′generic′ facilities management department. Suggests the importance of facilities management for senior management and presents the facilities management mission.

Abstract: Confronts some prevalent misconceptions regarding value engineering in the construction industry. Argues that value engineering offers a methodology by which a value audit can be implemented during a building′s design. Reviews the value engineering approach, the nature of unnecessary costs, value engineering methodology, and considers the issues of the composition of the value engineering team and problem solving. Concludes that value engineering offers a fundamentally different approach to cost control during the design stage.

Abstract: Argues that the assumption that raising the standard of the work environment will automatically raise productivity is not necessarily the case. Considers the role of management practice within the relationship: good management begets good office design. Describes a body of research that supports this thesis. Provides an overall strategy for improving office environments.

Abstract: Suggests that the trend towards desk sharing is the result of the need to think of the office as a full‐time productive resource. Presents space occupancy survey and several concepts of space sharing. Examines cases where innovative desk sharing solutions have actually been implemented. Considers the contradictory implications of desk sharing and the future of the office in terms of new locations, new technology, new forms of organisation, increasing support space, raising productivity, and finally new forms of facilities management.

Abstract: Argues that training is the key to unlocking the potential of cleaning operatives. Suggests a training programme for cleaning and maintenance workers. Provides a step‐by‐step breakdown for managers to implement a training programme: identify training needs, plan the training programme, implement the programme, and continually review and assess the programme.

Abstract: Applies an approach to improving cleaning cost efficiency, outlined in an earlier article in Facilities, to a multi‐site organisation. Suggests a standard cleaning specification to enable tendering to be carried out on an area basis and to establish guidelines for improvements in the quality and cost effectiveness of all cleaning operations.

Abstract: Examines the issue of whether creches should be supported in the working place. Assesses the decision with the use of ′critical success factors′ (CSFs), that are critical to the successful achievement of the objective. Concludes that creches are not a factor critical to an organisation′s success, and thus the creche plea must be met with refusal.

Abstract: For the manager of business premises, the need to keep them in good repair is one of the principal and most expensive responsibilities. Not only does it involve satisfying the demands of the occupants of the building, but in the majority of cases it involves satisfying the requirements of the landlord as well. The lease of most business premises impose on the tenant an obligation to keep at least the interior in repair; for those who occupy the whole of a building the obligation in many cases extends to the outside as well. An attempt by the landlord to enforce what he sees as his rights under a tenant's covenant to repair will almost always involve the tenant in some expense and a degree of confusion. The purpose of this article is to attempt to shed a little light on this complex area of the law.

Abstract: Highlights IBM′s automation of its building control and management system at Portsmouth, UK – a 100,000 sq. metre complex. Outlines the selection, installation and evaluation of the equipment at the complex. Suggests that the considerable benefits of full‐scale automation may be relevant to smaller companies with fewer buildings.

Abstract: Argues that through accurate specification of methods and frequencies, improvements in cleaning standards and efficiency can be achieved. Discusses the decision whether to contract out the cleaning service or provide it in‐house. Outlines, step‐by‐step, the preparation of a technically accurate cleaning specification.

Abstract: Asks what happens to company headquarters when an organisation decides to downsize its operations. Examines new organisational imperatives and the reasons for restructuring and streamlining. Presents the ways that headquarters buildings have responded to the changing business environment. Offers some examples of shrinking headquarters in the United Kingdom. Suggests that it has been possible for some companies to develop, use and manage shrinking headquarters creatively.

Abstract: Takes a broad look at the notion of profit in the context of property and facilities management. Describes decision making approaches to facilities management. Looks at the problem of decision making purpose and the cycle of change and changeability in organisations. Finally offers a strategic approach to formulating a directing, flexible style of management and to assist in optimising profit.

Abstract: Examines two facilities managers who have successfully implemented computer‐aided facilities management systems. Illustrates the case for using in‐house staff and integration between managers and engineers. Considers the role of user accessibility, software choice and investing in the right people to implement systems. Finally, offers practical recommendations.

Abstract: Offers an interpretation of results of a recent study on sick building syndrome and their implications for facilities managers. Demonstrates the need for facilities managers to take a disciplined approach to analysing health problems and invites the use of a model for assessing possible causes. Provides a basic framework for understanding environmental conditions, buildings, work practices, and workers for investigating complaints and causes of sick building syndrome.

Abstract: Presents the case for corporate facilities management guidelines, that is recommendations which can help a potential user of a building understand the opportunities that are available for the use of space and facilities in that building. Suggests that guidelines should raise management awareness and put business goals first and satisfy organisational needs. Considers the approaches that leading companies are taking towards facilities management.