Development of Strategic Information Systems Planning ...
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A FRAMEWORK FOR STRATEGIC INFORMATION SYSTEMS PLANNING (SISP) IN HEALTH SECTOR FACILITIES MANAGEMENT : TRANSFER OF BEST PRACTICE Z. Abd. Hamid 1 and M. Alshawi 2 The Research Institute for the Built and Human Environment Bridgewater Building, Salford M7 1NU E-mail: [email protected] , E-mail: [email protected] ABSTRACT: The emerging importance of Facilities Management (FM) has made Malaysian construction industry took the initiative to ensure FM is integrated in the whole life cycle cost of construction project. The authors plan to develop strategic information systems planning in FM for health sector from case studies in UK and later form the basis for the transfer of best practices to Malaysia. It is a prerequisite to capture the business requirements of FM before the Strategic Information Systems Planning (SISP) framework is applied. The strategic information was gathered via a case study carried out at one of the NHS Trusts in Manchester. The case study approach has used Construct IT model for information systems planning. The study has first identified the business needs and then proposes a strategic information systems planning framework in FM. The framework focuses on the short, medium and long-term strategies in NHS Trust. This paper also discusses issues of standardization and interoperability and the way forward for the implementation of strategic ICT for FM in Facilities Directorate. In conclusion, Strategic Information Systems Planning will facilitate the integration of information among the stakeholders thus improving the communication within the health sector fraternity. Keywords: Construct IT, Facilities Management (FM), Strategic Information Systems Planning (SISP), construction industry, health sector 1. INTRODUCTION Facilities management is one of the fastest growing professionals in UK and Europe. The emerging importance of FM to construction industry in these countries and furthermore FM is a new field in Malaysia have made this research important. FM is overshadowed by the more glamorous engineering activities such as design, project management and construction. The Malaysian construction industry realised this and is taking initiatives in ensuring the role of FM is considered for the whole lifecycle cost in construction (Omar, 2002). This paper focuses on FM activities within Healthcare sector and development of framework aiming at transferring best practices from the UK to Malaysia. The successful implementation of the ICT strategy requires all stakeholders in the construction industry to actively pursue the use of advanced ICT for project information exchange (Ng. et al., 2001). This involves information sharing throughout the construction value chain. The whole lifecycle cost (WLCC) in construction project has placed FM as one of the priority area. 2. FM IN THE NHS TRUST NHS has the largest property portfolio in Europe, and is one of the most complex with a capital asset costing £72 billion, National Audit Office (2001). In the early 1990’s the UK Government introduced the ‘internal market’ to the NHS. This led to
Transcript of Development of Strategic Information Systems Planning ...
Development of Strategic Information Systems Planning Requirements
in Facilities Management for Health Sector:A FRAMEWORK FOR
STRATEGIC INFORMATION SYSTEMS PLANNING (SISP) IN HEALTH SECTOR
FACILITIES MANAGEMENT : TRANSFER OF BEST PRACTICE
Z. Abd. Hamid1 and M. Alshawi2
The Research Institute for the Built and Human Environment Bridgewater Building, Salford M7 1NU
E-mail: [email protected], E-mail: [email protected]
ABSTRACT: The emerging importance of Facilities Management (FM) has made Malaysian construction industry took the initiative to ensure FM is integrated in the whole life cycle cost of construction project. The authors plan to develop strategic information systems planning in FM for health sector from case studies in UK and later form the basis for the transfer of best practices to Malaysia. It is a prerequisite to capture the business requirements of FM before the Strategic Information Systems Planning (SISP) framework is applied. The strategic information was gathered via a case study carried out at one of the NHS Trusts in Manchester. The case study approach has used Construct IT model for information systems planning. The study has first identified the business needs and then proposes a strategic information systems planning framework in FM. The framework focuses on the short, medium and long-term strategies in NHS Trust. This paper also discusses issues of standardization and interoperability and the way forward for the implementation of strategic ICT for FM in Facilities Directorate. In conclusion, Strategic Information Systems Planning will facilitate the integration of information among the stakeholders thus improving the communication within the health sector fraternity. Keywords: Construct IT, Facilities Management (FM), Strategic Information Systems Planning (SISP), construction industry, health sector
1. INTRODUCTION Facilities management is one of the fastest growing professionals in UK and Europe. The emerging importance of FM to construction industry in these countries and furthermore FM is a new field in Malaysia have made this research important. FM is overshadowed by the more glamorous engineering activities such as design, project management and construction. The Malaysian construction industry realised this and is taking initiatives in ensuring the role of FM is considered for the whole lifecycle cost in construction (Omar, 2002). This paper focuses on FM activities within Healthcare sector and development of framework aiming at transferring best practices from the UK to Malaysia.
The successful implementation of the ICT strategy requires all stakeholders in the construction industry to actively pursue the use of advanced ICT for project information exchange (Ng. et al., 2001). This involves information sharing throughout the construction value chain. The whole lifecycle cost (WLCC) in construction project has placed FM as one of the priority area. 2. FM IN THE NHS TRUST NHS has the largest property portfolio in Europe, and is one of the most complex with a capital asset costing £72 billion, National Audit Office (2001). In the early 1990’s the UK Government introduced the ‘internal market’ to the NHS. This led to
many changes within the NHS, which saw the development of NHS Trusts and the convergence of Estates and Hotel Services into Facilities Management Departments. A positive approach on the commercial development of integrating non-core services into a facilities management service division has started to influence the thinking and structures of NHS trusts. Furthermore linking support services such as FM with core business is crucial in any organization as suggested by Kincaid (1994) has placed FM in the top agenda. Various definitions of FM from previous researchers are as follows: CFM defined Facilities Management as “the process by which an organisations plans, delivers and sustain excellent support services in a quality environment to meet changing strategic business objectives at best cost” (CFM, 2002).
In the NHS perspective FM, is defined as “A dynamic business operation embracing non-clinical business anchoring services, which is dynamic in nature for both the enhancement and creation of the best value healthcare service success using partnering philosophy. It integrates strategic knowledge and operational management issues that are environmentally sustainable, embracing the ever-changing and chaotic business environment in the healthcare service provision”. Okoroh et al (2001) The expanding scope of FM means NHS can no longer view the FM function as just a support service doing business but as an investment. Facilities Management is one of the construction activities that support core activities in an organisation that could generate quality services. 3. RESEARCH OBJECTIVES AND METHODOLOGY 3.1 Aim The aim of this research is to propose a framework on strategic information systems planning for FM in health sector and to capture best practices for the requirements of the Malaysian construction industry. 3.2 Objectives The main objectives are to
i. Develop a high level understanding of international vision for construction IT;
ii. Translate the vision of Construction IT applicable to Malaysian Construction industry;
iii. Explore the use of ICT in FM and the strategies of IM&T and Facilities
Directorate in the implementation issues of ICT within Facilities Management for health sector;
iv. Investigate the strengths & weaknesses of current practices of ICT for FM in health sector;
v. Explore UK best practices on strategic ICT for FM and transfer this technology to Malaysian construction industry.
vi. Develop a strategy of ICT in Facilities Management for future health sector
3.3 Methodology: Construct IT Model to develop SISP in FM for Health Sector Incorporate Visioning to organisation’s business strategy is a prerequisite in the development of SISP framework. In managing changes for information strategy, without a clear vision could lead to confusion in the organisation (Construct IT, 2000).
The Construct IT (2000) model shown in Figure 1 was developed based from Information Engineering Methods. This research follows the steps recommended by Construct IT (2000) model and it details the stages of development of SISP in FM involved and consider any changes on systems proposed by the Facilities Directorate. 3.4 Case Study: ICT in FM at NHS Trust in Manchester One of the priority areas in construction activities that need further exploration is the improvement of FM through ICT. (Aouad and Alshawi, 1996; Brandon et al., 1997; Betts, 1999; Brandon, 2000) identified that information, communication and technology (ICT) as probably the most visible technological change that could reduce the communication gap and could provide the basis as the key enabler of process re- engineering in the construction industry.
NHS Trust has plan in furthering their initiative to improve FM through Facilities Directorate by means of ICT, NHS Trust (2002). Preliminary discussions with the management of Facilities Directorate had identified potential in improving FM through ICT and needed concerted effort among stakeholders in NHS Trust.
The strategic requirement of ICT in FM not only involved ICT technology but also the organizational structure, government policy, local implementation strategies and statutory requirements. Facilities Directorate in NHS Trust was given the mandate to implement the ICT strategic programme by the UK government in non-core activities such as FM. The proposal from the government is generic and it is up to the relevant trust to prepare it in accordance to their business scope and functions at Facilities Directorate. The Trust is responsible to deliver value for money services to all stakeholders. In order to implement the plan it is prerequisite to have the strategic detail ICT plan. Translating the NHS Plan into practice requires a hard look at information management and how to make the best use of modern information and communication technologies in healthcare NHS (2001). The national strategic programme for IT in the NHS is concerned with major developments in the deployment and use of Information Technology in the NHS Department of Health (2002).
3 Examine current Capabilities and
Technologies
Project
(Staff and Managers) De and
Determination of priority business area related to ICT in FM at Facilities directorate
A F c v w sy
Managers state their objectives, needs and perceptions (capture from Facilities Directorate Policy and Strategy)
Increasing IT Capability Integrated With Business Strategy
Figure 1. Major Stages for Continuous I Construct IT (2000) How to D
Information Engineering has been explore
in the past (Sarshar et al. 1994, 1998) sugg because of its strength in aligning informati outputs accompanied by verification and val technology paths and policies.
The information for the development o Planning) for Facilities Directorate was cap circulars, FM related journals in the Nati Strategies and also through interviews with th 4. DEVELOPMENT OF SISP FOR FM A
NHS TRUST, MANCHESTER Currently most of the information at NHS Tr is the aim of the Facilities Directorate to in within the health sector. The SISP in FM de information among them thus improving the diagram and the stakeholder involvemen Information Systems Planning (SISP) in F stakeholders differ accordingly to organisatio
The involvement of PFI either for 25 yea transfer project requires relevant informatio stored in database and to be referred to durin involved a huge amount of information to be able to be shared by all parties via VR and oth
The draft proposal of SISP of FM in h process. The use of Information Engineerin development for FM data models (Yu, 2
SISP development tool - Information Engineering Method
4 velop System Technology Roadmap
5 Prioritise Solutions
Implementation
Determination of priority business area related to ICT in FM at Facilities directorate
n overview of NHS acilities Directorate on its urrent position, including a iew of the strengths and eaknesses of its current ICT stem
nformation Strategy Planning – evelop an Information Strategy Plan
d in a construction context several times ested that it is a suitable methodology on system with business needs, quality idation capabilities and it also establish
f SISP (Strategic Information Systems tured from minutes of meetings, NHS
onal Health Services, NHS Plans and e directorate managers.
T FACILITIES DIRECTORATE IN
ust in Manchester is web enabled and it tegrate them with all their stakeholders veloped will facilitate the integration of communication. Figure 2 shows the flow t for the development of Strategic M. The information requirements by
n’s functions and activities. rs or more in design, build, operate and n on the project implementation to be g the design life of the project. This will stored as database, CAD drawings and er systems. ealth sector is prepared in an iterative g, Construct IT (2000) model and the 000; Froese, et.al., 2000) as tool in
developing the SISP for FM will establish an information structure at a strategic level providing a framework for the implementation of lower level applications systems. This information is then expanded to provide the basic input for strategic ICT in FM management functions, activities, process and its future applications.
4.1 Six Stages Construct IT Model This research proposed a time span of (1-2 years) for short term, (3-5 years) for medium term and finally (6-10) years for long term ICT strategies for FM. From interviews with managers and document checks the authors have categorised and arranged their findings into six different stages as recommended by the Construct IT Model. Stage 1: Initiate Information Strategy Planning Project As shown in Figure 2 the flow diagram named the stakeholders and their requirements were stated in the development of SISP. Stage 2: Identify Business Position and Requirement Figure 3 shows the activity hierarchy diagram based from NHS Trust documents and interviews. This information is further explored to provide the business requirement of the Facilities Directorate. Stage 3: Examine current capabilities and technologies Based from current ICT technologies and capabilities as in Figure 4 the future demand of strategic FM together with its roadmap are drawn. This roadmap will determine the scenario of future needs of ICT and what improvements that could be brought about. Table 1 emphasis on standards and interoperability issues correspond to the ICT technologies.
Table 1 also summarises the standard and interoperability solutions proposed with their action plans for the implementation of the Strategic Information Systems Planning in FM for the health sector. Stage 4 : Develop system and technology roadmap Figure 5 indicates the future plan, current program for web-enabled and future extended services and software improvement for FM. This findings shall assist the Facilities Directorate by providing insight and guideline to plan its future ICT investment programme. Stage 5: Prioritise solutions - Task-ICT Requirement These summarized solutions from Table 2 are derived from CMMC NHS Trust (2002) report and interviews conducted by the authors. These ICT requirements explained plans needed to be taken in short, medium and long term strategic ICT in FM for Facilities Directorate. Stage 6: Develop IT vision - Identification of priorities for ICT in FM The final stage of the Construct IT Model (2000) requires the management staff to develop its IT Vision. The priorities set in Table 3 shall assist the Facilities Directorate in preparing the IT Vision in the organisation.
Local Implementation
requests
influences
requests
influences
Gives expert opinion and provide information system
Patients Hospital’s employees: Clinical administrative and FM services departments,
Private Finance Initiatives Consortium
Tailor to National NHS IT Plan and Trust IT Policy
Provide framework for FM related to DBO&T
Defines requirement for FM from DBO&T information
Help eliciting requirements for the FM information system
Defines requirement FM framework
funding institutions: DOH, Health authorities
STRATEGIC INFORMATION SYSTEMS PLANNING IN FM FOR HEALTH SECTOR IN NHS TRUST
to improve
STR A
TEG IC
IN FO
R M
A TIO
N SYSTEM
References
INFORMATION MANAGEMENT IN FM FOR HEALTH SECTOR IN NHS TRUST
Figure 2. Stage 1: Initiate Information Strategy Planning Project – A Flow diagram of stakeholders and SISP development
Table 1. FM Directorate Short-Medium-Long Term Standard and Interoperabilty Action Plan
Strategy Information System Standardisation and
Interoperability Identification Issues
Action Plan Short Term Goal and Benefits (1-2 Years) –2003-2004: Eliminating problems – standardization, inefficiency, poor communication and wastage (APPOLO FM)
To facilitate ICT in FM, Facilities Directorate is required to determine the: Task Priorities; i. Monitoring customer interface/feedback; ii. Contract monitoring; iii. Reporting of services to NHS Estate; iv. Provide Links, Systems/Platforms and Interfaced with IMT/NHS Estates/Greater Manchester Strategic Health Authority and other stakeholders. IMT– Information, Management and Technology NHS- National Health Service PFI – Private Finance Initiatives
i. Provision of Infrastructure,
existing processes better through (NEDCAS);
ii. Improvement in strategic performance system.
iii. Estate information redevelopment strategies via PFI (Private Finance Initiatives).
The term interoperability in this research context refers to four separate distinct concepts: • Strategic PFI’s information • Software coexistence • Design file translation (e.Gif and XML) • Inter process collaboration through design data Contents of e.Gif : 1. e-Government Interoperability Framework 2. Standardisation of data using XML 3. Premier’s Solutions meet the 3 main requirements: •Alignment with the internet – adoption of common standards •Adopting XML as the primary standard for data integration •Adopting browsers as key interface to information systems Note: PFI – Private Finance Initiatives ERIC-Estate Related Information Collection NEDCAS - NHS Estates data collection analysis system.
Continuous improvement through standardization
ii. Sustainable development in the NHS
Initiatives: i. Industry Foundation Classes (IFC), IAI (International
Alliance for Interoperability); ii. Facilities Management Classes (FMC) – IAI, Stanford
University, Salford University, University of British Columbia;
iii. Facilities Directorate IM&T strategic Plan in realizing Staff - Patient – Clinic - Hotel through EPR, EHR, ICT in FM and TV interface;
iv. Strategic PFI.
iii. Integration and Innovation on Sustainable Development, Whole Life Cycle Cost,
iv. PFI’s strategic information systems planning
5. TRANSFER PROCESS OF BEST PRACTICES OF ICT IN FM TO MALAYSIAN CONSTRUCTION INDUSTRY
A study by the European Centre for TQM (Jarrar and Zairi, 2000) suggested that the best practice process for the “effective transfer of best practices” is made up of six major steps i.e. searching, evaluating, validating, transfer, review and routinizing. Each step captures the crucial elements and information from the research stages that are relevant in the transfer process of best practices.
Three dominant issues namely corporate culture, relationships within an organization and high level of technology use within an organization as a strategic part of any FM organization are pertinent to the transfer of good practices (APQC, 1998). These are some salient points prerequisite for the transfer of best practices to Malaysia. 6. FUTURE WORK Result from case study at the Facilities Directorate NHS Trust in Manchester will form the basis on the development (a pilot model) of SISP framework in FM for the health sector. Two more NHS Trust in UK will be used as case studies to validate further and improve the framework. The authors will also investigate the current practices of FM in the Malaysian health sector. This should give some insights and requirements for transfer of best practices.
1. Property and Estate development
Managing Redevelopment of New Hospital
Managing Financial (shared activity)
Site Layout
Building Layout
Managing Estates and Division Finances
Tendering for new Cash
Managing Property (Asset Finance)
Figure 3. Stage 2: Identify Business Position and Requirement (Activity hierarchy
Managing Energy day-to-day
naging Human source
Managing Customer Relations
Managing Work Force Demand
Managing of Staff Education
Managing Training and Recruitment
Managing Redevelopment of New Hospital
Managing FinManaging Patient Built Environment
Managing Whole Life Cycle Cost
Managing Facilities Directorate
Software: CAD System Eclipse
Figure 4. Stage 3: Examine current capabilities and technologie Current Software Used at Facilities Directorate
ance
Managing Human Resource
Software (Day to day): SIGMA, DBMS, EXCEL, Hand Held Computer Note: 1. Performance Indicators: report
form, graphical analysis: generate qualitative data and to produce information to support day-to-day or strategic planning and to illustrate performance,
2. Intermediate Senior Management, 3. Strategic looking/overview of
statutory requirements
and Estate Operational Department
Management System (WIMS),
MEASURING PERFORMANCE: ERIC (Quarterly to Yearly Report)
Benchmark comparison against other similar trust via the Estate Related Information Collection (ERIC) to demonstrates: • Estates and facilities management
costs • Total estate maintenance cost and • Energy, waste and water costs are
very competitive when compared to other similar Trusts
Department of Health, NHS Estate, Strategic Health Authorities
• Age Profile • Bed numbers • Security • Housekeeping • Laundry and linen • Estates maintenance • Portering etc.
Audit Commission FM Services survey: • Functionality Space • Estates Strategies • Cleanliness • Waste • Floor Areas
Priority Data:
1.Helpdesk Improvement
2. Reports: • Reporting • Response Analysis • Cost analysis
3. Staff-patient-NHS Trust interactive and integrated communication
Note: Activities at Facilities Directorate focus on d higher authorities on performance of estates and commission survey
Figure 5. Stage 4 : Dev
NEDCAS
Safety Backlog • Better Hospital Food • Privacy and dignity • Cleanliness
Web Enabled Interfac
Whole Life Cycle Cost
Defects and failure Reports
Current operational system
ay-to-day operation with an obligation to report quarterly and y assets based on indicators from patient survey, staff surve
elop system and technology roadmap
VR
Future plan current program for web-enabled Future extended services and software improvement
5. Managing training
early to y, audit
Table 2. Stage 5: Prioritise solutions - Task-ICT Requirement Status: Priority and Urgent (1-2 years)
1
2
3
4
5
Resource Human Resource Management system, Asset maintenance and management system (Apollo FM) 2. Redevelopment of new
hospital CAD, Project Management Software
1 2
2. Managing Operational Estate
Recruitment 5. Managing switchboard
1 2 3 4
1
2
Improving Finance management system: 1. Department finance, 2. Tendering new cash 3. Property and estate
finance 4. Preventive maintenance
finance 5. Back log maintenance 6. Enhancing Performance
indicators: a. Energy, b. Safety, c. Domestic, d. Catering, e. Laundry and Linen, f. Maintenance g. Environment
Task ICT System
1
2
3
1. Physical environment and patient requirement
1 2
. Enhance monitoring facilities,
. Software able to generate report, to register electronic date and manual recording.
. Reports on response analysis and cost analysis,
. Capturing indicators
. B N g
. M d a
. C re im
Medium term Requirement
haring of information with FI consortium, entify roles play by PFI
onsortium in ICT evelopment.
reate link between pplication i.e. Apollo FM, IGMA in providing nance and benchmarking port to ERIC, etter interactive with EDCAS in report enerating. inimise duplication in
ata input i.e. in SIGMA nd ERIC
apturing patient’s quirement,
Medium Term Requirement
Long term Requirement
ENVIRONMENTA STAINABLE
L/ SU DEVELOPMENT 5. Managing Whole life cycle cost: • Environment
Management System, CAD to nD Modeling, VR, GIS
. Integrate information with PFI consortium,
. To Link CAD drawing with performance data
. Reviewing Estate
. New Building
System 4. Managing Performance a. Asset Maintenance
Management System b. Computerised
new design concept
Table 3. Stage 6: Develop IT vision - Identification of priorities for ICT in FM High
Short term Improvement on Human Resource Management System, CAD System Low-Customer satisfaction High-Important to business
Long term Environment/Sustainable development (continue programme) Patient Environment Low-Customer satisfaction Low-Important to business
Medium term Performance Management System, Finance Management System, Whole Life Cycle Costing, Environment/Sustainable development High-Customer satisfaction High-Important to business
H ow
Im po
rt an
er
7. CONCLUSION The Strategic Information follows: i. Short term (1-2 years)
• Web-based informati • The enhancement on • Improvement on CAD
ii. Medium term (3-5 yea The improvement on th
iii. Long term (6-10 years) Integrating whole life environmental friendly for money services to p
Facilities Directorate
Strategic Information Syste Technology transfer p
roles of Construction Indu technology transfer to th uptake. 8. REFERENCES Aouad, G. and Alshawi,
Technology, Internati 45-66.
Non-priority area e.g. Cost of cleaning, use of flexible working arrangements High-Customer satisfaction Low-Important to business
Level of customer satisfaction Low
Systems Planning for FM proposed in this case study are as
on management systems for human resource, the management of help desk, System.
rs) e performance management tools by means of ICT. cycle cost in the construction activities by providing , sustainable development approach and delivering value atients, staffs satisfactory and stakeholders.
is the key player identified to facilitate and provide the m Planning in FM for the health sector.
rocess is tedious and lengthy. The authors only consider stry Development Board (CIDB), Malaysia in promoting
e Malaysian construction industry in its future research
M. 1996: Priority Topics for Construction Information onal Journal of Construction Information Technology 4,
APQC,(1998): Improving Facilities Management Through Information Technology, Consortium Benchmarking Study Best Practice Report, American Productivity and Quality Center
Betts, M. editor, 1999: Strategic Management of IT in Construction, Blackwell Science.
Brandon, P, Smith, D, Betts, M, 1997: Creating a Framework For IT in Construction http://www.scpm.salford.ac.uk/meeting/docs/papers/paper1/paper1.htm. (Accessed February 2002).
Brandon, P, 2000: Construction IT: Forward to what? - Keynotes Paper, INCITE 2000 Implementing IT to obtain a competitive advantage in the 21st. Century, Conference Proceedings, 17-18 January, Hong Kong, 1-15.
CFM, 2002a, World Class FM Project findings, internal publication CMMC NHS Trust, 2002, Estates and Facilities Compendium of Policy and Strategy,
NHS Trust. Construct IT, 2000, How to Develop an Information Strategy Plan, University of
Salford. Department of Health (2001), Public Private Partnerships in the NHS, The design
Development Protocol for PFI Schemes, January 2001. Department of Health (2002), Delivering 21st. Century IT support for the NHS,
National Specification for Integrated Care Records Service, Consultation Draft, Version 1.22, 26th. July, 2002
Jarrar, Y, Zairi, M, 2000, "Best practice transfer for future competitiveness: a study of best practices", Total Quality Management, 11, 4-6.
Kevin Yu, Thomas Froese and Francois Grobler (2000), A development framework for data models for computer-integrated facilities management, Automation in Construction Volume 9, Issue 2, March 2000, Pages 145-167, Elsevier Science
Kincaid D, (1994) Integrated Facility Management Facilities Volume 12 Number 8 1994 pp. 20-23 Copyright © MCB University Press ISSN 0263-2772
Ng, ST. Chen. SE, McGeorge D, Lam K-C and Evans, S., 2001: Current state of IT usage by Australian subcontractors, Construction Innovation, Volume 1, Number 1, 2001, Arnold.
National Audit Office (2001), Modernising Construction, Report by the Comptroller and Auditor General HC 87 Session 2000-2001: 11 January, 2001.
NHS (2001), Building the information core – Implementing the NHS plan NHS (2002), Making Information Count: A Human Resources Strategy for Health
Informatics Professionals, NHS Information Authority. Okoroh, M.I., Gombera, P.P., John,E., Wagstaff, M., 2001, Adding value to the
healthcare sector - a facilities management partnering arrangement case study, Facilities Volume 19 Number 3/4 2001 pp. 157-164 Copyright © MCB University Press ISSN 0263-2772
Omar, Z., (2002) President’s Message, Buletin Ingenieur, Volume 16, Quarterly ¾ September, 2002, Board of Engineers Malaysia.
Sarshar, M., Aouad, G. and Brandon, P. (1994) Improving Project Organisation Through Strategic Planning of Information, International Journal of Construction IT, 2, No. 3, Autumn, 77-94
Sarshar, Ridgway,M, Betts,M, (1998), Strategic Information Systems Planning (SISP) Methodologies Appraisal, International Journal of Construction IT, 6, No. 1, Summer, 73-90
3. RESEARCH OBJECTIVES AND METHODOLOGY
Aim
3.2 Objectives
3.4 Case Study: ICT in FM at NHS Trust in Manchester
Information Engineering has been explored in a construction context several times in the past (Sarshar et al. 1994, 1998) suggested that it is a suitable methodology because of its strength in aligning information system with business needs, quality ou
The information for the development of SISP (Strategic Information Systems Planning) for Facilities Directorate was captured from minutes of meetings, NHS circulars, FM related journals in the National Health Services, NHS Plans and Strategies and also
4. DEVELOPMENT OF SISP FOR FM AT FACILITIES DIRECTORATE IN NHS TRUST, MANCHESTER
Stage 2: Identify Business Position and Requirement
Stage 4 : Develop system and technology roadmap
Z. Abd. Hamid1 and M. Alshawi2
The Research Institute for the Built and Human Environment Bridgewater Building, Salford M7 1NU
E-mail: [email protected], E-mail: [email protected]
ABSTRACT: The emerging importance of Facilities Management (FM) has made Malaysian construction industry took the initiative to ensure FM is integrated in the whole life cycle cost of construction project. The authors plan to develop strategic information systems planning in FM for health sector from case studies in UK and later form the basis for the transfer of best practices to Malaysia. It is a prerequisite to capture the business requirements of FM before the Strategic Information Systems Planning (SISP) framework is applied. The strategic information was gathered via a case study carried out at one of the NHS Trusts in Manchester. The case study approach has used Construct IT model for information systems planning. The study has first identified the business needs and then proposes a strategic information systems planning framework in FM. The framework focuses on the short, medium and long-term strategies in NHS Trust. This paper also discusses issues of standardization and interoperability and the way forward for the implementation of strategic ICT for FM in Facilities Directorate. In conclusion, Strategic Information Systems Planning will facilitate the integration of information among the stakeholders thus improving the communication within the health sector fraternity. Keywords: Construct IT, Facilities Management (FM), Strategic Information Systems Planning (SISP), construction industry, health sector
1. INTRODUCTION Facilities management is one of the fastest growing professionals in UK and Europe. The emerging importance of FM to construction industry in these countries and furthermore FM is a new field in Malaysia have made this research important. FM is overshadowed by the more glamorous engineering activities such as design, project management and construction. The Malaysian construction industry realised this and is taking initiatives in ensuring the role of FM is considered for the whole lifecycle cost in construction (Omar, 2002). This paper focuses on FM activities within Healthcare sector and development of framework aiming at transferring best practices from the UK to Malaysia.
The successful implementation of the ICT strategy requires all stakeholders in the construction industry to actively pursue the use of advanced ICT for project information exchange (Ng. et al., 2001). This involves information sharing throughout the construction value chain. The whole lifecycle cost (WLCC) in construction project has placed FM as one of the priority area. 2. FM IN THE NHS TRUST NHS has the largest property portfolio in Europe, and is one of the most complex with a capital asset costing £72 billion, National Audit Office (2001). In the early 1990’s the UK Government introduced the ‘internal market’ to the NHS. This led to
many changes within the NHS, which saw the development of NHS Trusts and the convergence of Estates and Hotel Services into Facilities Management Departments. A positive approach on the commercial development of integrating non-core services into a facilities management service division has started to influence the thinking and structures of NHS trusts. Furthermore linking support services such as FM with core business is crucial in any organization as suggested by Kincaid (1994) has placed FM in the top agenda. Various definitions of FM from previous researchers are as follows: CFM defined Facilities Management as “the process by which an organisations plans, delivers and sustain excellent support services in a quality environment to meet changing strategic business objectives at best cost” (CFM, 2002).
In the NHS perspective FM, is defined as “A dynamic business operation embracing non-clinical business anchoring services, which is dynamic in nature for both the enhancement and creation of the best value healthcare service success using partnering philosophy. It integrates strategic knowledge and operational management issues that are environmentally sustainable, embracing the ever-changing and chaotic business environment in the healthcare service provision”. Okoroh et al (2001) The expanding scope of FM means NHS can no longer view the FM function as just a support service doing business but as an investment. Facilities Management is one of the construction activities that support core activities in an organisation that could generate quality services. 3. RESEARCH OBJECTIVES AND METHODOLOGY 3.1 Aim The aim of this research is to propose a framework on strategic information systems planning for FM in health sector and to capture best practices for the requirements of the Malaysian construction industry. 3.2 Objectives The main objectives are to
i. Develop a high level understanding of international vision for construction IT;
ii. Translate the vision of Construction IT applicable to Malaysian Construction industry;
iii. Explore the use of ICT in FM and the strategies of IM&T and Facilities
Directorate in the implementation issues of ICT within Facilities Management for health sector;
iv. Investigate the strengths & weaknesses of current practices of ICT for FM in health sector;
v. Explore UK best practices on strategic ICT for FM and transfer this technology to Malaysian construction industry.
vi. Develop a strategy of ICT in Facilities Management for future health sector
3.3 Methodology: Construct IT Model to develop SISP in FM for Health Sector Incorporate Visioning to organisation’s business strategy is a prerequisite in the development of SISP framework. In managing changes for information strategy, without a clear vision could lead to confusion in the organisation (Construct IT, 2000).
The Construct IT (2000) model shown in Figure 1 was developed based from Information Engineering Methods. This research follows the steps recommended by Construct IT (2000) model and it details the stages of development of SISP in FM involved and consider any changes on systems proposed by the Facilities Directorate. 3.4 Case Study: ICT in FM at NHS Trust in Manchester One of the priority areas in construction activities that need further exploration is the improvement of FM through ICT. (Aouad and Alshawi, 1996; Brandon et al., 1997; Betts, 1999; Brandon, 2000) identified that information, communication and technology (ICT) as probably the most visible technological change that could reduce the communication gap and could provide the basis as the key enabler of process re- engineering in the construction industry.
NHS Trust has plan in furthering their initiative to improve FM through Facilities Directorate by means of ICT, NHS Trust (2002). Preliminary discussions with the management of Facilities Directorate had identified potential in improving FM through ICT and needed concerted effort among stakeholders in NHS Trust.
The strategic requirement of ICT in FM not only involved ICT technology but also the organizational structure, government policy, local implementation strategies and statutory requirements. Facilities Directorate in NHS Trust was given the mandate to implement the ICT strategic programme by the UK government in non-core activities such as FM. The proposal from the government is generic and it is up to the relevant trust to prepare it in accordance to their business scope and functions at Facilities Directorate. The Trust is responsible to deliver value for money services to all stakeholders. In order to implement the plan it is prerequisite to have the strategic detail ICT plan. Translating the NHS Plan into practice requires a hard look at information management and how to make the best use of modern information and communication technologies in healthcare NHS (2001). The national strategic programme for IT in the NHS is concerned with major developments in the deployment and use of Information Technology in the NHS Department of Health (2002).
3 Examine current Capabilities and
Technologies
Project
(Staff and Managers) De and
Determination of priority business area related to ICT in FM at Facilities directorate
A F c v w sy
Managers state their objectives, needs and perceptions (capture from Facilities Directorate Policy and Strategy)
Increasing IT Capability Integrated With Business Strategy
Figure 1. Major Stages for Continuous I Construct IT (2000) How to D
Information Engineering has been explore
in the past (Sarshar et al. 1994, 1998) sugg because of its strength in aligning informati outputs accompanied by verification and val technology paths and policies.
The information for the development o Planning) for Facilities Directorate was cap circulars, FM related journals in the Nati Strategies and also through interviews with th 4. DEVELOPMENT OF SISP FOR FM A
NHS TRUST, MANCHESTER Currently most of the information at NHS Tr is the aim of the Facilities Directorate to in within the health sector. The SISP in FM de information among them thus improving the diagram and the stakeholder involvemen Information Systems Planning (SISP) in F stakeholders differ accordingly to organisatio
The involvement of PFI either for 25 yea transfer project requires relevant informatio stored in database and to be referred to durin involved a huge amount of information to be able to be shared by all parties via VR and oth
The draft proposal of SISP of FM in h process. The use of Information Engineerin development for FM data models (Yu, 2
SISP development tool - Information Engineering Method
4 velop System Technology Roadmap
5 Prioritise Solutions
Implementation
Determination of priority business area related to ICT in FM at Facilities directorate
n overview of NHS acilities Directorate on its urrent position, including a iew of the strengths and eaknesses of its current ICT stem
nformation Strategy Planning – evelop an Information Strategy Plan
d in a construction context several times ested that it is a suitable methodology on system with business needs, quality idation capabilities and it also establish
f SISP (Strategic Information Systems tured from minutes of meetings, NHS
onal Health Services, NHS Plans and e directorate managers.
T FACILITIES DIRECTORATE IN
ust in Manchester is web enabled and it tegrate them with all their stakeholders veloped will facilitate the integration of communication. Figure 2 shows the flow t for the development of Strategic M. The information requirements by
n’s functions and activities. rs or more in design, build, operate and n on the project implementation to be g the design life of the project. This will stored as database, CAD drawings and er systems. ealth sector is prepared in an iterative g, Construct IT (2000) model and the 000; Froese, et.al., 2000) as tool in
developing the SISP for FM will establish an information structure at a strategic level providing a framework for the implementation of lower level applications systems. This information is then expanded to provide the basic input for strategic ICT in FM management functions, activities, process and its future applications.
4.1 Six Stages Construct IT Model This research proposed a time span of (1-2 years) for short term, (3-5 years) for medium term and finally (6-10) years for long term ICT strategies for FM. From interviews with managers and document checks the authors have categorised and arranged their findings into six different stages as recommended by the Construct IT Model. Stage 1: Initiate Information Strategy Planning Project As shown in Figure 2 the flow diagram named the stakeholders and their requirements were stated in the development of SISP. Stage 2: Identify Business Position and Requirement Figure 3 shows the activity hierarchy diagram based from NHS Trust documents and interviews. This information is further explored to provide the business requirement of the Facilities Directorate. Stage 3: Examine current capabilities and technologies Based from current ICT technologies and capabilities as in Figure 4 the future demand of strategic FM together with its roadmap are drawn. This roadmap will determine the scenario of future needs of ICT and what improvements that could be brought about. Table 1 emphasis on standards and interoperability issues correspond to the ICT technologies.
Table 1 also summarises the standard and interoperability solutions proposed with their action plans for the implementation of the Strategic Information Systems Planning in FM for the health sector. Stage 4 : Develop system and technology roadmap Figure 5 indicates the future plan, current program for web-enabled and future extended services and software improvement for FM. This findings shall assist the Facilities Directorate by providing insight and guideline to plan its future ICT investment programme. Stage 5: Prioritise solutions - Task-ICT Requirement These summarized solutions from Table 2 are derived from CMMC NHS Trust (2002) report and interviews conducted by the authors. These ICT requirements explained plans needed to be taken in short, medium and long term strategic ICT in FM for Facilities Directorate. Stage 6: Develop IT vision - Identification of priorities for ICT in FM The final stage of the Construct IT Model (2000) requires the management staff to develop its IT Vision. The priorities set in Table 3 shall assist the Facilities Directorate in preparing the IT Vision in the organisation.
Local Implementation
requests
influences
requests
influences
Gives expert opinion and provide information system
Patients Hospital’s employees: Clinical administrative and FM services departments,
Private Finance Initiatives Consortium
Tailor to National NHS IT Plan and Trust IT Policy
Provide framework for FM related to DBO&T
Defines requirement for FM from DBO&T information
Help eliciting requirements for the FM information system
Defines requirement FM framework
funding institutions: DOH, Health authorities
STRATEGIC INFORMATION SYSTEMS PLANNING IN FM FOR HEALTH SECTOR IN NHS TRUST
to improve
STR A
TEG IC
IN FO
R M
A TIO
N SYSTEM
References
INFORMATION MANAGEMENT IN FM FOR HEALTH SECTOR IN NHS TRUST
Figure 2. Stage 1: Initiate Information Strategy Planning Project – A Flow diagram of stakeholders and SISP development
Table 1. FM Directorate Short-Medium-Long Term Standard and Interoperabilty Action Plan
Strategy Information System Standardisation and
Interoperability Identification Issues
Action Plan Short Term Goal and Benefits (1-2 Years) –2003-2004: Eliminating problems – standardization, inefficiency, poor communication and wastage (APPOLO FM)
To facilitate ICT in FM, Facilities Directorate is required to determine the: Task Priorities; i. Monitoring customer interface/feedback; ii. Contract monitoring; iii. Reporting of services to NHS Estate; iv. Provide Links, Systems/Platforms and Interfaced with IMT/NHS Estates/Greater Manchester Strategic Health Authority and other stakeholders. IMT– Information, Management and Technology NHS- National Health Service PFI – Private Finance Initiatives
i. Provision of Infrastructure,
existing processes better through (NEDCAS);
ii. Improvement in strategic performance system.
iii. Estate information redevelopment strategies via PFI (Private Finance Initiatives).
The term interoperability in this research context refers to four separate distinct concepts: • Strategic PFI’s information • Software coexistence • Design file translation (e.Gif and XML) • Inter process collaboration through design data Contents of e.Gif : 1. e-Government Interoperability Framework 2. Standardisation of data using XML 3. Premier’s Solutions meet the 3 main requirements: •Alignment with the internet – adoption of common standards •Adopting XML as the primary standard for data integration •Adopting browsers as key interface to information systems Note: PFI – Private Finance Initiatives ERIC-Estate Related Information Collection NEDCAS - NHS Estates data collection analysis system.
Continuous improvement through standardization
ii. Sustainable development in the NHS
Initiatives: i. Industry Foundation Classes (IFC), IAI (International
Alliance for Interoperability); ii. Facilities Management Classes (FMC) – IAI, Stanford
University, Salford University, University of British Columbia;
iii. Facilities Directorate IM&T strategic Plan in realizing Staff - Patient – Clinic - Hotel through EPR, EHR, ICT in FM and TV interface;
iv. Strategic PFI.
iii. Integration and Innovation on Sustainable Development, Whole Life Cycle Cost,
iv. PFI’s strategic information systems planning
5. TRANSFER PROCESS OF BEST PRACTICES OF ICT IN FM TO MALAYSIAN CONSTRUCTION INDUSTRY
A study by the European Centre for TQM (Jarrar and Zairi, 2000) suggested that the best practice process for the “effective transfer of best practices” is made up of six major steps i.e. searching, evaluating, validating, transfer, review and routinizing. Each step captures the crucial elements and information from the research stages that are relevant in the transfer process of best practices.
Three dominant issues namely corporate culture, relationships within an organization and high level of technology use within an organization as a strategic part of any FM organization are pertinent to the transfer of good practices (APQC, 1998). These are some salient points prerequisite for the transfer of best practices to Malaysia. 6. FUTURE WORK Result from case study at the Facilities Directorate NHS Trust in Manchester will form the basis on the development (a pilot model) of SISP framework in FM for the health sector. Two more NHS Trust in UK will be used as case studies to validate further and improve the framework. The authors will also investigate the current practices of FM in the Malaysian health sector. This should give some insights and requirements for transfer of best practices.
1. Property and Estate development
Managing Redevelopment of New Hospital
Managing Financial (shared activity)
Site Layout
Building Layout
Managing Estates and Division Finances
Tendering for new Cash
Managing Property (Asset Finance)
Figure 3. Stage 2: Identify Business Position and Requirement (Activity hierarchy
Managing Energy day-to-day
naging Human source
Managing Customer Relations
Managing Work Force Demand
Managing of Staff Education
Managing Training and Recruitment
Managing Redevelopment of New Hospital
Managing FinManaging Patient Built Environment
Managing Whole Life Cycle Cost
Managing Facilities Directorate
Software: CAD System Eclipse
Figure 4. Stage 3: Examine current capabilities and technologie Current Software Used at Facilities Directorate
ance
Managing Human Resource
Software (Day to day): SIGMA, DBMS, EXCEL, Hand Held Computer Note: 1. Performance Indicators: report
form, graphical analysis: generate qualitative data and to produce information to support day-to-day or strategic planning and to illustrate performance,
2. Intermediate Senior Management, 3. Strategic looking/overview of
statutory requirements
and Estate Operational Department
Management System (WIMS),
MEASURING PERFORMANCE: ERIC (Quarterly to Yearly Report)
Benchmark comparison against other similar trust via the Estate Related Information Collection (ERIC) to demonstrates: • Estates and facilities management
costs • Total estate maintenance cost and • Energy, waste and water costs are
very competitive when compared to other similar Trusts
Department of Health, NHS Estate, Strategic Health Authorities
• Age Profile • Bed numbers • Security • Housekeeping • Laundry and linen • Estates maintenance • Portering etc.
Audit Commission FM Services survey: • Functionality Space • Estates Strategies • Cleanliness • Waste • Floor Areas
Priority Data:
1.Helpdesk Improvement
2. Reports: • Reporting • Response Analysis • Cost analysis
3. Staff-patient-NHS Trust interactive and integrated communication
Note: Activities at Facilities Directorate focus on d higher authorities on performance of estates and commission survey
Figure 5. Stage 4 : Dev
NEDCAS
Safety Backlog • Better Hospital Food • Privacy and dignity • Cleanliness
Web Enabled Interfac
Whole Life Cycle Cost
Defects and failure Reports
Current operational system
ay-to-day operation with an obligation to report quarterly and y assets based on indicators from patient survey, staff surve
elop system and technology roadmap
VR
Future plan current program for web-enabled Future extended services and software improvement
5. Managing training
early to y, audit
Table 2. Stage 5: Prioritise solutions - Task-ICT Requirement Status: Priority and Urgent (1-2 years)
1
2
3
4
5
Resource Human Resource Management system, Asset maintenance and management system (Apollo FM) 2. Redevelopment of new
hospital CAD, Project Management Software
1 2
2. Managing Operational Estate
Recruitment 5. Managing switchboard
1 2 3 4
1
2
Improving Finance management system: 1. Department finance, 2. Tendering new cash 3. Property and estate
finance 4. Preventive maintenance
finance 5. Back log maintenance 6. Enhancing Performance
indicators: a. Energy, b. Safety, c. Domestic, d. Catering, e. Laundry and Linen, f. Maintenance g. Environment
Task ICT System
1
2
3
1. Physical environment and patient requirement
1 2
. Enhance monitoring facilities,
. Software able to generate report, to register electronic date and manual recording.
. Reports on response analysis and cost analysis,
. Capturing indicators
. B N g
. M d a
. C re im
Medium term Requirement
haring of information with FI consortium, entify roles play by PFI
onsortium in ICT evelopment.
reate link between pplication i.e. Apollo FM, IGMA in providing nance and benchmarking port to ERIC, etter interactive with EDCAS in report enerating. inimise duplication in
ata input i.e. in SIGMA nd ERIC
apturing patient’s quirement,
Medium Term Requirement
Long term Requirement
ENVIRONMENTA STAINABLE
L/ SU DEVELOPMENT 5. Managing Whole life cycle cost: • Environment
Management System, CAD to nD Modeling, VR, GIS
. Integrate information with PFI consortium,
. To Link CAD drawing with performance data
. Reviewing Estate
. New Building
System 4. Managing Performance a. Asset Maintenance
Management System b. Computerised
new design concept
Table 3. Stage 6: Develop IT vision - Identification of priorities for ICT in FM High
Short term Improvement on Human Resource Management System, CAD System Low-Customer satisfaction High-Important to business
Long term Environment/Sustainable development (continue programme) Patient Environment Low-Customer satisfaction Low-Important to business
Medium term Performance Management System, Finance Management System, Whole Life Cycle Costing, Environment/Sustainable development High-Customer satisfaction High-Important to business
H ow
Im po
rt an
er
7. CONCLUSION The Strategic Information follows: i. Short term (1-2 years)
• Web-based informati • The enhancement on • Improvement on CAD
ii. Medium term (3-5 yea The improvement on th
iii. Long term (6-10 years) Integrating whole life environmental friendly for money services to p
Facilities Directorate
Strategic Information Syste Technology transfer p
roles of Construction Indu technology transfer to th uptake. 8. REFERENCES Aouad, G. and Alshawi,
Technology, Internati 45-66.
Non-priority area e.g. Cost of cleaning, use of flexible working arrangements High-Customer satisfaction Low-Important to business
Level of customer satisfaction Low
Systems Planning for FM proposed in this case study are as
on management systems for human resource, the management of help desk, System.
rs) e performance management tools by means of ICT. cycle cost in the construction activities by providing , sustainable development approach and delivering value atients, staffs satisfactory and stakeholders.
is the key player identified to facilitate and provide the m Planning in FM for the health sector.
rocess is tedious and lengthy. The authors only consider stry Development Board (CIDB), Malaysia in promoting
e Malaysian construction industry in its future research
M. 1996: Priority Topics for Construction Information onal Journal of Construction Information Technology 4,
APQC,(1998): Improving Facilities Management Through Information Technology, Consortium Benchmarking Study Best Practice Report, American Productivity and Quality Center
Betts, M. editor, 1999: Strategic Management of IT in Construction, Blackwell Science.
Brandon, P, Smith, D, Betts, M, 1997: Creating a Framework For IT in Construction http://www.scpm.salford.ac.uk/meeting/docs/papers/paper1/paper1.htm. (Accessed February 2002).
Brandon, P, 2000: Construction IT: Forward to what? - Keynotes Paper, INCITE 2000 Implementing IT to obtain a competitive advantage in the 21st. Century, Conference Proceedings, 17-18 January, Hong Kong, 1-15.
CFM, 2002a, World Class FM Project findings, internal publication CMMC NHS Trust, 2002, Estates and Facilities Compendium of Policy and Strategy,
NHS Trust. Construct IT, 2000, How to Develop an Information Strategy Plan, University of
Salford. Department of Health (2001), Public Private Partnerships in the NHS, The design
Development Protocol for PFI Schemes, January 2001. Department of Health (2002), Delivering 21st. Century IT support for the NHS,
National Specification for Integrated Care Records Service, Consultation Draft, Version 1.22, 26th. July, 2002
Jarrar, Y, Zairi, M, 2000, "Best practice transfer for future competitiveness: a study of best practices", Total Quality Management, 11, 4-6.
Kevin Yu, Thomas Froese and Francois Grobler (2000), A development framework for data models for computer-integrated facilities management, Automation in Construction Volume 9, Issue 2, March 2000, Pages 145-167, Elsevier Science
Kincaid D, (1994) Integrated Facility Management Facilities Volume 12 Number 8 1994 pp. 20-23 Copyright © MCB University Press ISSN 0263-2772
Ng, ST. Chen. SE, McGeorge D, Lam K-C and Evans, S., 2001: Current state of IT usage by Australian subcontractors, Construction Innovation, Volume 1, Number 1, 2001, Arnold.
National Audit Office (2001), Modernising Construction, Report by the Comptroller and Auditor General HC 87 Session 2000-2001: 11 January, 2001.
NHS (2001), Building the information core – Implementing the NHS plan NHS (2002), Making Information Count: A Human Resources Strategy for Health
Informatics Professionals, NHS Information Authority. Okoroh, M.I., Gombera, P.P., John,E., Wagstaff, M., 2001, Adding value to the
healthcare sector - a facilities management partnering arrangement case study, Facilities Volume 19 Number 3/4 2001 pp. 157-164 Copyright © MCB University Press ISSN 0263-2772
Omar, Z., (2002) President’s Message, Buletin Ingenieur, Volume 16, Quarterly ¾ September, 2002, Board of Engineers Malaysia.
Sarshar, M., Aouad, G. and Brandon, P. (1994) Improving Project Organisation Through Strategic Planning of Information, International Journal of Construction IT, 2, No. 3, Autumn, 77-94
Sarshar, Ridgway,M, Betts,M, (1998), Strategic Information Systems Planning (SISP) Methodologies Appraisal, International Journal of Construction IT, 6, No. 1, Summer, 73-90
3. RESEARCH OBJECTIVES AND METHODOLOGY
Aim
3.2 Objectives
3.4 Case Study: ICT in FM at NHS Trust in Manchester
Information Engineering has been explored in a construction context several times in the past (Sarshar et al. 1994, 1998) suggested that it is a suitable methodology because of its strength in aligning information system with business needs, quality ou
The information for the development of SISP (Strategic Information Systems Planning) for Facilities Directorate was captured from minutes of meetings, NHS circulars, FM related journals in the National Health Services, NHS Plans and Strategies and also
4. DEVELOPMENT OF SISP FOR FM AT FACILITIES DIRECTORATE IN NHS TRUST, MANCHESTER
Stage 2: Identify Business Position and Requirement
Stage 4 : Develop system and technology roadmap
