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Interior Programming and Space Planning


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Facilities Management

Published in: Real Estate
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Interior Programming and Space Planning

  2. 2. INTERIOR PROGRAMMING  Is the art and science of programming and enhancing interiors, sometimes including the exterior of a space building, to achieve a healthier and more aesthetically pleasing environment for the end user
  3. 3. SPACE PLANNING  The main function is for the design professional blocks out spatial areas, define circulation patterns, and develops plans and layouts for furniture and equipment placement.
  4. 4. SPACE PLANNING  Services consider numerous design patterns including client’s project goals and priorities, the client’s organizational structure and relationships, space allocation criteria, building codes and access for the disabled, furniture standards, circulation and workflow, design considerations, the constraints of fixed building elements and building system interfaces, security and privacy issues, and flexibility of future space needs.
  5. 5. DESIGN REQUIREMENTS FOR CORPORATE FUNCTIONS FUNCTION BUILDING SPACE REQUIRED  Administrative  Executive offices, general office, and supporting office  Manufacturing  Fabrication, assembly processing, financing, and refining  Utilities  Electrical generation and transmission, telecommunications, and switching  Extraction  Mines and wells  Agriculture  Farmlands and timberlands  Distribution  Warehouses, pipelines, and ports  Selling  Wholesale marts, and retail office services
  6. 6. SPACE AND FURNISHING STANDARDS ARE GENERALLY BASED ON: Functional requirements Tasks performed Surface area requirements Technology or equipment requirements Storage requirements Configuration requirements Lighting
  7. 7. SPACE AND FURNISHING STANDARDS ARE GENERALLY BASED ON: Wire management Accessories Conference or meeting requirements Organizationa culture Organizationa status – job classification Industry or professional standards
  8. 8. TWO APPROACHES IN INTERIOR DESIGNING Closed-Plan Approach Open-Plan Approach
  9. 9. CLOSED-PLAN APPROACH  An office space design that uses panels and cubicles to create separate individual work spaces for each employee.
  10. 10. ADVANTAGES
  12. 12. OPEN-PLAN APPROACH  An office space design that uses large, open spaces and minimizes the use of small, enclosed rooms such as private offices.
  13. 13. ADVANTAGES
  15. 15. ERGONOMICS  Is the science of designing something created specifically to fit human dimensions and respond to functional requirements.
  16. 16. HANDICAP REQUIREMENTS  The need for more accessible parking, building entrances, stairs, elevators, rest rooms, and workstations could reduce the usable site and building size.
  17. 17. LIFE SAFETY  Fire evacuation plans, fire extinguishers, sprinkler systems, panic hardware, unlocked exits, emergency lighting, lighted and unlighted exit signage, emergency speaker systems, emergency power, smoke detectors, fire alarms, adequate passage width and unobstructed exit ways are some of the basic life safety concerns and issues that must be addressed.
  18. 18. ADDITIONAL PLANNING ON DESIGN REQUIREMENTS – CURRENT TRENDS  Computer-aided management tools such as decision, knowledge-based, expert systems, computer-aided design (CAD), computer-aided facility management (CAFM), and facility management information systems (FMIS), both server based and internet based, will continue to develop and assist all levels of management and staff in forecasting, processing, and accessing more pertinent information faster.
  19. 19. TWO PRIMARY REASONS FOR COMPUTERIZING THE FMIS I • To save time and thus the cost of information. II • To deal efficiently with complex and diverse data.
  21. 21. DISASTER PREVENTION AND RECOVERY Identify the disaster. Develop prevention and preparation strategies. Implement recovery procedures if disasters occur.
  22. 22. FIVE CATEGORIES OF FMIS INFRASTRUCTURE Personnel Data Equipment Software Vendors
  23. 23. FACILITY MANAGEMENT AND INFORMATION SYSTEM DISASTER PREVENTION AND PREPARATION RECOVERY Personnel  Absences  Training more than one operator.  Good working environment.  Documentation of system.  Responsibility and authority.  Scheduling of vacations.  Reschedule backup time.  Implement training for new.  Productivity  Training new users.  Time allocation.  Allow time to develop productivity.  Implement training as soon possible.  Schedule “uninterrupted” time.  Bring vendor in.
  24. 24. FACILITY MANAGEMENT AND INFORMATION SYSTEM DISASTER PREVENTION AND PREPARATION RECOVERY  Errors  Training program.  System “lock out”.  Data auditing.  Work records.  Locate errors or locate latest valid data.  Correct errors.  Malicious Actions  Backup data and store separately.  Password security and change.  Physically isolate data.  Data auditing and system log.  Restore data.  Change password.  Locate valid data.  Identify cause of problem.
  25. 25. FACILITY MANAGEMENT AND INFORMATION SYSTEM DISASTER PREVENTION AND PREPARATION RECOVERY Data  Data Loss  Power backup and conditioners.  Daily backup stored off-site.  Weekly backup stored out of  Check backups and restore monthly.  Determine extent of loss.  Restore only lost data.  Test data to verify.  Check for computer virus and remove virus from system.  Data Corruption  Data auditing process.  Backup incrementally.  Work-order log of changes.  Identify corrupt data.  Check for computer virus and remove virus from the system.  Restore noncorrupt data.  Destroy any corrupt backup.  Noncurrent Data  Data maintenance process.  Record of facility changes.  Update and maintenance program.  Identify extent of update  Determine in-house or service.  Update data.
  26. 26. FACILITY MANAGEMENT AND INFORMATION SYSTEM DISASTER PREVENTION AND PREPARATION RECOVERY Equipment  Lost of Stolen  Physical security.  Insurance coverage.  Store data separately.  Encrypt data.  Backup systems.  Replacement policy.  Loaner equipment.  Breakdown  Regular maintenance.  Power perfection.  Maintenance contracts.  Backup systems.  Response time.  Loaner equipment.  Lead time for replacement.  Obsolescence  Open architecture hardware.  Standard parts.  Upgradable.  Determine upgrade required.  Upgrade of replace?  Other uses for system.
  27. 27. FACILITY MANAGEMENT AND INFORMATION SYSTEM DISASTER PREVENTION AND PREPARATION RECOVERY Software  Faulty Software  Research.  Test .  Standard data format.  Ease of use.  Purchase compatible software.  Develop an in-house program.  Lost or Stolen or Damaged  Store original disks separately.  Register software.  Insure any “lock”.  Make backup disks.  Request new disks from the manufacturer.  Re-install from backup.  File police report.  File insurance claim.  Obsolescence  Buy from reputable maker.  Data in standard format.  Excess capacity.  Purchase new software with same data format.  Convert formulas and programs.  Input data from old system.  Incompatibility  “Standard data”.  “Industry standard”.  Hardware requirements.  Change software.  Upgrade hardware.  Translation programs.
  28. 28. FACILITY MANAGEMENT AND INFORMATION SYSTEM DISASTER PREVENTION AND PREPARATION RECOVERY Vendors  Poor Performance  Selection of dependable and reliable vendors.  Multiple vendors.  Select new vendor.  Change software.  Develop support in-  High Cost  Ensure competition.  Negotiate.  Alternate vendor.  In-house support.  Out of Business  Multiple sources.  Manufacturer support.  Alternate vendor.  In-house support.
  30. 30. TRADITIONAL WORKPLACE  Today’s office environments consists of private or semi-private space separated by enclosed walls and supported by systems furniture.  Larger offices, larger staff, and an office with a window are examples of traditional perks. Studies shows that these traditional methods of space utilization, which require increasingly expensive lease space and human resources, represent ineffective space management for today’s business environment.  As a result, several concepts have been designed to achieve better results.
  31. 31. HOTELING  A space-sharing concept in which work space is made available on advance notice from employee.  It operates like a hotel, where a room is provided on request.  This arrangement can be useful for companies with a group of employees who spend a great deal of their time outside their traditional offices.
  32. 32. NON-TERRITORIAL  Have been designed for projects involving short-or-moderate-term teamwork. In a non-territorial environment, no one person has an assigned workstation but shares space, resources, files, and quiet areas with other members of their team. The sharing of resources encourages interaction.  They are not appropriate for all companies and all types of work. Such practices are far from risk free and should be considered in the context of each specific organization. Although an exciting new possibility, organizations should carefully consider whether this type of work environment is right for them before adopting this latest trend.
  33. 33. NON-TERRITORIAL BENEFITS DRAWBACKS  Employees have the opportunity to choose a location that is most conducive to their work task. o Loss of personal identity. Research shows that people like to have their own space and to personalize their environment. It is often considered a basic human need.  Ability to mix with a variety of people and meet people in other teams. o Inability to adopt your space to your specific needs e.g. in terms of hearing and sight needs, the height of your chair and adjustments to your PC.  Better for the organization in terms of alignment between the type of work and type space. o Issues of noise due to high occupancy rates.  Equal access to office spaces. o Overall feelings of powerless and job dissatisfaction.
  34. 34. CAVES AND COMMONS  Each office worker has a private office, often small, which opens into a generous open area surrounded by many other private offices.  The open area has a kitchen, some couches, sometimes tables for sitting around informally, and sometimes a working library, or at least a rack of current periodicals. You can shut the door of your cave and concentrate, or you can leave your door open and keep an eye and ear on who’s coming and going in the commons, and whether the meeting or presentation going on there might be worth leaning on.
  35. 35. FREE ADDRESS  A less-structured method for managing unassigned space. Without using a reservation system, people who come to the office on any given day choose from the empty or available desk to work from that day. It takes less setup, planning, and cost since it does not require a reservation system, but only works in environments where space is plentiful and cost reduction is not a goal.  Free address in space-constrained environments lead to conflict since there is no arbitrator and it perpetuates the high cost of vacant space.  It is often debated hotly between real estate management side and office users side within the company, because it means not having one’s own desk.  For those who are to work in a department within a company that has free address office, it is like going to class in a university where one does not have any seat arrangement.
  36. 36. TELECOMMUTING  Is working from a remote location outside of a traditional office. The remote location can be from home, a coffee shop, or a hotel room. Internet, faxes, phones, webcams, and instant messaging are some of the technological advances that enable this type of work arrangement. Most telecommuters work in the financial, high-tech, and communications industries.
  37. 37. TELECOMMUTING Advantage •Opportunities are great for single-parent homes and those for physical disabilities. Today, some parents choose to stay at home with their kids instead of putting them in day care. •If you have a physical disability, you don’t have to worry about whether or not a job is handicapped-accessible. •Another benefit is that you will not have a traffic commute and you can save on gas as well if you don’t have to commute. Disadvantage •There are many distractions that you may have to deal with. For example, if you’re working from home, you could find yourself dealing with a crying child, a barking dog, or friends and family visiting or calling you when you should be working. These distractions can make it look like you were unproductive all day.