All project consulting teams are custom designed according to client needs, using concepts and practices of Strategic Planning and Project Management.


Facilities Management

Contemporary "best practices" in the field of Facilities Management has evolved into an interdisciplinary approach to the design, management and maintenance of facilities.  The role of Facilities Management is now recognized to have a direct impact on performance, productivity and costs.  This therefore requires an organizational development and business strategy, regardless of whether the facilities are for corporations, educational institutions or government. 

To better serve this approach to Facilities Design and Management, we assemble a team of planners, architects, engineers, contractors, construction managers, information system engineers, financial managers and organizational development consultants appropriate for each client's project.

We can also utilize industry-leading methodologies such as Geospatial Information Systems (GIS) and Building Information Modeling (BIM), to present information in both graphical and tabular formats.  Our technical engineers are able to design systems that integrate legacy systems, work orders, space management and digitized plans, in internet accessible formats.

Business Case
A leading cause of FM implementation failure is the absence of a clearly defined "Business Case."  This refers to a strategically developed plan focused on specific "business goals" as objectives of a FM system.  Inherent in such a plan are also the "business processes" that are needed and that will be required for the long-term sustainability and efficacy of the FM system.

Our approach reviews and complies the existing FM Business Case, and clarifies the desired business goals for the FM system.  A properly planned and designed FM system will have the capacity of significantly more flexibility in accommodating new, future business goals. 

Communications and People

1. Communications
A second leading cause of FM implementation failure is the absence of stakeholder involvement.  Promoting "ownership" and soliciting meaningful input will improve the efficacy of the process and its long-term success.  Identifying issues of importance to groups of stakeholders, anticipating resistance to change and communicating status are important objectives of this component.

2. People
Another potential for failure in FM implementation is treating the development process as strictly a technology issue and not a people issue.  Experience has shown that unless people are involved and competently use the system, it will have little value.  The process includes cross-developmental and user consensus building; along with understanding the workflows and business processes that will be impacting people.

Technology and Data

1.  Develop Vision and Strategy
The objectives will be on developing the IT strategies to implement the strategic FM Business Case.  Without a vision and strategic plan, FM system development efforts will be fragmented and intra-university support will be at-risk.  A clearly defined, long-term perspective will encourage utilization and support throughout the company.

2.  Manage Information Technology
While precise and final enterprise architecture will depend upon the initial assessment and confirmation of the Business Case.  Emphasis will be on designing a system that will be cost effective, yet have the sustainability of being part of an effective longer term strategy.  Open Standards, along with collaboration and interoperability standards for terminology standardization and data exchange will also be reviewed for its applicability.

Data
Key to the long-term effectiveness and utilization of the FM system will be the data components.  The FM system must have the ability to provide accurate and complete data, which depends upon the correct and timely input of information.  Hurdles to information input, training needs and control measures will be reviewed.

New FM system design is moving from a graphical to a hybrid graphical/tabular database environment, which usually exposes inconsistencies, inaccuracies and inadequacies of existing data.  Therefore, important to the data component will be the data conversion and update process that will be required once the new FM system is designed, tested and implemented.  This will be a significant stage that could require a detailed review of data being converted. 

Manage Knowledge, Improvement and Change
Simultaneous with the above assessment of existing Information Technology and desired practices, this section will review trends in facilities management which are reflecting the philosophy that FM systems are evolving into comprehensive business process systems rather than being limited to "technology" systems. 

Business Process and Building Standards
This component will review existing business processes within the company, and its potential impact on the design of the FM system.  It will also include a review of procedures and practices with the objective being to identify recommendations for process improvement and industry best practices.

The process of capital renewal planning will also be included within this component.  Based upon the unique needs of the company an appropriate life cycle plan for capital renewal will be formulated.  A multi-year plan will be designed that takes into account both the current and future condition of the facilities, along with the program needs and clear justifications as to why each capital renewal project is needed.

The approach estimates both current and future renewal requirements for each campus and its separate buildings, by individual system.  It indicates when each system is likely to fail and what the cost of replacement/renewal will be.  To predict construction and renovation dates, facility sub-systems, their life cycles, and replacement/renewal costs.  Expected renewal costs are aggregated by building and time period, to project total renewals needs into the future.


Financial and Risk Management

Whether your organization is a large publicly traded company, a non-profit, a government agency or a small business, we provide a range of services that include financial, risk and information technology consulting.  Our team will assess your processes and design systems to maximize productivity and improve results.  The team includes members of Hawaii's largest accounting and consulting firm, KMH, LLP.  Their team of certified public accountant, consultants and IT technicians offer a full range of professional services to address today's most complex business challenges, such as:

• Accounting Solutions
• Tax Compliance and Advisory Services
• Assurance and Advisory Services
• Risk Consulting and Compliance, including Sarbanes-Oxley
• Information Technology Solutions
• Management Solutions
• Process Solutions