Session 1.05 OBSERVATION: TURNING WHAT YOU SEE INTO...

Session 1.05

OBSERVATION: TURNING WHAT YOU SEE INTO SMART

INFORMATIONAlana F. Dunoff

Consultant, AFD Facility PlanningThursday October 27, 2011

Alana Alana Alana Alana F. DunoffF. DunoffF. DunoffF. Dunoff

Strategic facility planner for over 19 years

EducationEducationEducationEducation:

• M.S. in Facility Planning and Management from Cornell University

• B.S in Environmental Psychology from Boston University

Experience:Experience:Experience:Experience:

• President & Consultant, AFD Facility Planning since 2002

• Adjunct Instructor, Villanova University, FMP Credential

• Adjunct Professor, Moore College of Art & Design

• Project Manager & Design Principal, Little & Associates Architects

• Space Planning Analyst, Thomas Jefferson University & Hospital

• Strategic Planner, Pesce Associates, healthcare merger/master planning.

Professional:Professional:Professional:Professional:

• Presenter at WWP 2003, 2008, 2009, 2010

• Advisory Chair Member Cornell University FM/DEA Program

• Advisory Board Member Community College of Philadelphia FM Program

• Advisory Board Member Temple University FM Program

• Director on the Board of Directors for IFMA 2003-2005

• President of the Philadelphia Chapter of IFMA 2001

• IFMA/DuPont Student Scholarship Winner 1991

Meet Your Presenter

Alana F. Dunoff

October 27, 2011

AFD Facility Planning 3

OBSERVATION: TURNING

WHAT YOU SEE INTO

SMART INFORMATION

4

TMo

Check out Utube -

The Monkey Business Illusion for the short

video that was shown.

�History

�Relevance

�Collection Techniques/Tools

�Application and Examples

5

OBJECTIVES

6

TURNING DATA INTO ACTIONABLE

KNOWLEDGE

PerspectiveGoal/Objective Status Key Metrics Current 2007 Prior Yea r Comments

Month YTD 2006 (Target)PRODUCT

� $ spent on product50,000$ 247,000$

$ 805,000

� $ spent on Attic stock 10,000$ 175,000$ $ 235,000 Equates to 29% of Total Product

� $ spent on shop work 2,000$ 9,000$ $ 11,855

� $ spent on shipping 2,000$ 3,000$ $ 4,745

� Value of product shipped 50,000$ 65,000$ $ 99,300 Into PA

� Value of product shopped -$ -$ TBD

�

$ cost to manage installed furniture base per crew

member annually64$ $ 66

ACTIVITY

� Warehouse 83,000$ 240,000$ $ 332,000

� Design 12,000$ 420,000$ $ 60,000

� Signage 5,000$ 78,000$ $ 7,800

� Installation 100,000$ 600,000$ $ 1,153,000

� Project Management 6,000$ 18,000$ $ 22,000

� Total Project 1,356,000$ $ 1,575,000

�Number of Existing Stations 810 786

� Number of Revised Stations543

859

�Completed Workstation

Requests 189 173

Could be numerous tasks per each request

�Cost for Workstation

Requests 876,000$ $ 1,049,000

� Churn rate (company data) 65% 67% IFMA Benchmark for Financial Svcs 42%

�Reconfiguration rate

(Workstation Reconfigs only) 8%9% # reconfig/ave # of w kst includes CWZ

Company Name: Dashboard

2.2 Track furniture reconfiguration as a part of

overall churn rate

1. Ensure Efficient Processes: Track Labor and Service Financials (Binwork, SP, CARS requests, Projects)

2. Effectiveness of Work Environment 2.1

Track requests and related costs for Projects

1. Provide highest value. Breakdown of product

costs on a quarterly/annual basis.

DASHBOARDS

Goals/InitiativesTrendingStatus Goals/InitiativesTrendingStatus

Voi

ce o

f Bus

ines

s (I

FM

A)

Voi

ce o

f Mem

bers

hip

(Cha

pter

)

Chapter Goal : Increase Membership by 20% (current 0%)Chapter Goal : Increase Membership by 20% (current 0%)

Marketing & supporting University programs (educational)

Annual CFM/FMP review program, free to membership (educational)

Add minimum of three programs based on voice of membership (program)

Increase annual program attendance to net 1,000 ( program)

Increase membership through marketing to a target audience (membership)

Marketing & supporting University programs (educational)

Annual CFM/FMP review program, free to membership (educational)

Add minimum of three programs based on voice of membership (program)

Increase annual program attendance to net 1,000 ( program)

Increase membership through marketing to a target audience (membership)

Balance ScorecardDashboard

Sta

keho

lder

Incentive program for surveys (retention)

Refine COTY process & communicate to membership (operational excellence)

Enhance voice of membership collection (operational excellence)

24/7 access to all chapter products & services (operational excellence)

Streamline membership process (membership)

Incentive program for surveys (retention)

Refine COTY process & communicate to membership (operational excellence)

Enhance voice of membership collection (operational excellence)

24/7 access to all chapter products & services (operational excellence)

Streamline membership process (membership)

Inte

rnal

Maintain 90% retention of membership (retention)

Annual meeting and award of excellence event (operational excellence)

Prospective member reception, align with volunteer recognition (program)

Increase new membership engagement with chapter (membership)

Maintain 90% retention of membership (retention)

Annual meeting and award of excellence event (operational excellence)

Prospective member reception, align with volunteer recognition (program)

Increase new membership engagement with chapter (membership)

Lear

ning

Gro

wth

Maintain viable fiscal position through current Gold Circle Sponsorship program

Maintain viable fiscal position through increased membership

Maintain viable fiscal position through current Gold Circle Sponsorship program

Maintain viable fiscal position through increased membership

Fin

anci

al

Closed Inquiry Example (Yes/No)Closed Inquiry Example (Yes/No)Closed Inquiry Example (Yes/No)Closed Inquiry Example (Yes/No)

Please share with us your experience with WO # _______Please share with us your experience with WO # _______Please share with us your experience with WO # _______Please share with us your experience with WO # _______

1. Did we do what you wanted done? Y N

2. Did we do it well? Y N

3. Did we do it an a timely manner? Y N

4. Did we complete the work with minimal disruption? Y N

5. Did we clean up our mess? Y N

Response Scale ExampleResponse Scale ExampleResponse Scale ExampleResponse Scale Example

(Scale 1 total dissatisfied (Scale 1 total dissatisfied (Scale 1 total dissatisfied (Scale 1 total dissatisfied ---- 4 total satisfied, NA4 total satisfied, NA4 total satisfied, NA4 total satisfied, NA

How satisfied were you with… How satisfied were you with… How satisfied were you with… How satisfied were you with…

1. The scope of work that was completed

2. The quality of the work that was completed

3. The amount of time it took us to complete the work

4. The level of disruption while we completed the work

5. The condition of the space when we left

1 2 3 4 NA

1 2 3 4 NA

1 2 3 4 NA

1 2 3 4 NA

1 2 3 4 NA

BETTER QUESTIONS = BETTER

INFORMATION

10

OBSERVATION

11

QUEST FOR SMART INFORMATION

Do you walk around Do you walk around Do you walk around Do you walk around

your building?your building?your building?your building?

12


13


14


15


16

WHAT DO YOU SEE?

� 4 monitors

� Cable management

� Limited work

surface

� Utilize wall surfaces

William

Whyte


OBSERVATIONAL

RESEARCH

�William H. Whyte (1917-1999)

� American Urbanist, journalist and

‘people watcher’

� New York Planning Commission

� Largest urban observational

projects

� Social Life of Small Urban Spaces

18

HISTORY LESSON

Q: What makes a successful Q: What makes a successful Q: What makes a successful Q: What makes a successful

outdoor public spaceoutdoor public spaceoutdoor public spaceoutdoor public space????

�Methodology�Time lapse photography and observational maps

�17 different public plazas and parks

�Tracked where people sat, stood, talked and engaged

�Measured human behavior

�Density, access to space and amenities

19

WHAT MAKES A SUCCESSFUL OUTDOOR

PUBLIC SPACE?

20


PUBLIC SPACE?

�Methodology

�Time lapse photography

and observational maps

�17 different public plazas

and parks

�Tracked where people sat,

stood, talked and engaged

�Measure human behavior

�Density, access to space

and amenities

7 Major Elements

1. Places to sit (movable)

2. Access to the street

3. Sun

4. Water

5. Trees

6. Food

7. Triangulation

21


PUBLIC SPACE

Final recommendations integrated Final recommendations integrated Final recommendations integrated Final recommendations integrated

into NYC into NYC into NYC into NYC zoning guidelineszoning guidelineszoning guidelineszoning guidelines

Si t t ing, t rees

food, sun

22

COMCAST

TOWER

Successful outdoor environment are also critical to

the success of our interior built environments.

�Places to sit (formal and informal)

�Easy access to our buildings and workspaces

�Access to sunlight, landscaping, water, art

�Food, food and food

23

RELEVANCE TO INTERIORS

We We We We can learn a lot from observing can learn a lot from observing can learn a lot from observing can learn a lot from observing our environmentour environmentour environmentour environment

WIFM


VALUE PROPOSITION

�Obtain first hand knowledge

�Gain insight into how a space is used

�Evaluate existing conditions

�Encourage further investigation

�Ability to evaluate real needs

�Track trends in utilization and usage

�Monitor service performance

�Assess equipment conditions

�Collect smarter data

25

WHATS IN IT FOR YOU?

�Not perfect

�Misinterpretation

�Changes in behavior

26

OBSERVATION CAUTIONS

How to

Tools &

Techniques


OBSERVATION

TECHNIQUES

� Individual behaviorsIndividual behaviorsIndividual behaviorsIndividual behaviors

�How they work in their space, use amenities

�Group behaviorsGroup behaviorsGroup behaviorsGroup behaviors

�Where do they meet/collaborate; for how long?

�Where do they eat, drink coffee, socialize

�Vendor/Contractor performanceVendor/Contractor performanceVendor/Contractor performanceVendor/Contractor performance

�Achieving service contract criteria

�Equipment assessment/utilization Equipment assessment/utilization Equipment assessment/utilization Equipment assessment/utilization

�From infrastructure to copiers/printer areas

28

WHO & WHERE TO OBSERVE

When?When?When?When?

� Various times throughout the day

� 1 week or less = quick hits

� 3-6 weeks = identify patterns and trends

How long?How long?How long?How long?

� Get the data you need

� Snap shot = collect occupancy

� 10-20 minutes = understand behaviors

29

WHEN & HOW LONG TO OBSERVE

�Observation ToolsObservation ToolsObservation ToolsObservation Tools

�Eyes (train ourselves) to see

�Camera/Video

�Observation/Behavioral Maps

30

HOW TO OBSERVE

Scaled f loor p lan

Large enough to

wr i te on

Create legend a

& codes/symbols

Summary

Color i s he lpful

(penc i ls )

Space for notes

Use Interns


BEHAVIORAL

MAP

Legend:

Date__________ Time_________ Notes:

xxxx – occupied seat

• - got lunch but took with

Total # occupied space _______

Total # got lunch and left _______

Cafeteria: Are people staying?

Cafeteria: Are people staying?

Of the 10 only 4

persons s tayed

Over a few weeks

you wi l l beg in to

see a t rend


BEHAVIORAL

MAP

Legend:

Date: Oct 1, 2011 Time: 11:30-11:40am Notes:

xxxx – occupied seat

• - got lunch but took with

Total # occupied space __4___

Total # got lunch and left _6___

xxxx

xxxx

xxxx

xxxx

When arrived no one

sitting, all were in line

or came in after, 1

brought food from

outside

****

How

observation

can come in

handy


APPLICATION

1.1.1.1. Workplace ProductivityWorkplace ProductivityWorkplace ProductivityWorkplace Productivity

�Occupancy Analysis

�Density Studies

�Space Utilization

2.2.2.2. Monitor, Assess & ManageMonitor, Assess & ManageMonitor, Assess & ManageMonitor, Assess & Manage

�Asset Management (Furn/equip)

�Vendor/Contractor Assessment

34

USE OBSERVATION METHODS FOR

Occupancy

Density

Utilization


1. WORKPLACE

PRODUCTIVITY

OCCUPANCY

ANALYSIS

4 weeks

3-4 t imes/day

Where people

were

Wear ing

headset

OCCUPANCY

ANALYSIS

1 v is i t

Where people

were working

Hotel spaces

never used

Col laborat ive

tab les rare ly

used

X

X

X

X

X M

M

M

X

Never where used

5/6/2008

10:05am

6

ANALYSIS & QUANTIFYING

THE RESULTS

10- 50% Solo Work 38%

80-90% Solo Work 31%

60-70% Solo Work 31%

0

5

10

15

20

25

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26

I ns t ances

Solo

Music

Density & Headsets

Collaboration vs. Solo work

62% - Reported

67% - Observed

40

UTILIZATION: BARNES & NOBLE CAFE

21 individuals at

tables for 2 or 4

4 groups of 2

41

UTILIZATION: BARNES & NOBLE CAFE

13 individuals at

tables for 2 or 4

3 groups of 2

Assets

Vendors

Checklists


2. MONITOR, ASSESS

& MANAGE

Fac i l i ty

Assessment

Consistent

recording

Provides

h is tor ica l data

through

obser vat ion

Bui ld bus iness

case for repai r s

rep lacement

43

CHECKLIST

Source: IFMA FMP Operations & Maintenance Text

44

MONITOR PERFORMANCE

Handout


CHALLENGE

Where?

�Lunch at EXPO hall

�Session

�Network breaks

�Online alley

�Airport

�Hotel lobby

What to Look for?

�Where do people sit?

�What activities are

going on?

�Where do they put

belongings?

�Utilization of space?

�Density?

46

MINI OBSERVATIONAL STUDY

Send me your findings: Send me your findings: Send me your findings: Send me your findings: [email protected]@[email protected]@yahoo.com or text 215.219.9881or text 215.219.9881or text 215.219.9881or text 215.219.9881

47

FINAL THOUGHTS

�Understand human behavior

�Understand corporate culture

�Understand & solve problems

�Fine tune metrics

�Simple and easy tool

48

POWER OBSERVATION

•Observation

•Surveys

• Interviews

Data Collection

•Benchmarks

•Best Practices

•KPIs

Metrics & Measures •Dashboards

•Score Cards

•Business Cases

Reporting Processes

TURNING DATA INTO

ACTIONABLE KNOWLEDGE

SMART DATA

SMARTER DECISIONSSMARTER DECISIONSSMARTER DECISIONSSMARTER DECISIONS

50

A REMINDER…

THANK YOU

Feel free to leave a card and I’ll send you the presentation

- Alana F. Dunoff

E: [email protected] P:215.219.9881 W: www.afdfacilityplanning.com

The CEU session code for this presentation is

A5E

Take the session assessment and log your CEU’s online at

ceu.experient-inc.com/wwc111

Session 1.05 OBSERVATION: TURNING WHAT YOU SEE INTO...

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