The committee’s literature search centered on facilities management at a strategic level, where the practitioners would be considered as having professional standing. A common theme is that facilities asset management is evolving as a business management discipline and will not remain rooted in operational and cost-centric issues (Price, 2004; Rodgers, 2004).

Markus and Cameron (2002) characterized the competencies of facilities management as follows:

  • Operational maintenance. A technical function concerned with maintaining the practical utility of the physical infrastructure to ensure that it supports the core activity of an organization.

  • Financial control. An economic function concerned with ensuring the efficient use of physical resources by controlling costs.

  • Change management. A strategic function concerned with the forward planning of physical infrastructure resources to support organizational development and reduce risk.

  • User interfacing. A social function concerned with ensuring that the physical infrastructure of work meets the legitimate needs of users within their organizational role.

  • Advocacy. A professional function that includes social responsibility for people in the workplace.

Others predict that facilities asset management divisions will be staffed by knowledge workers, who are able to assimilate business, people, processes, and property knowledge in order to develop innovative facilities solutions (Nutt and McLennan, 2000). In this model, a resource-based approach described as “four trails to the future” provides a framework for evaluating the tensions that occur at the interfaces between the trails (Figure 3.1).

A report by the Center for Construction Industry Studies (CCIS) found that the categories of knowledge and skills needed to manage work on projects from the owner’s side have changed dramatically (CCIS, 1999) (Table 3.1).

Additional competencies identified in the literature can be categorized as follows:

  • Strategic management and business knowledge (Lopes, 1996; Hinks, 2001; Cotts and Rondeau, 2004).

  • Service management (Rodgers, 2004).

  • Human resources and people management (McGregor, 2000).

  • Performance measurement (PCA, 2000).

  • Procurement strategies (Price and Akhlaghi, 1999).

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