The Dangers of Data

Sightlines, Inc., an excellent private consulting resource for facilities managers, published a blog post recently that began by stating the obvious: “Facilities needs can be all consuming.”  The author then described how all of the measurement tools used to “track operating systems and physical assets” tend to “produce so much data that measurement can be overwhelming too.”

So the author suggests that, “as stewards of their organizations, facilities and finance leaders must remember to commit to taking the time and the necessary energy and resources to focus on how to utilize this information,” adding:

Leadership must invest in itself and the welfare of its teams. Money spent on systems that collect data but don’t manage it is money lost. Time a team spends to track activity without a strategic direction is time wasted. And wasted money and wasted time mean the community is not being served properly…

The people who steward facilities should take time every week to revisit their efforts in the following areas:

·       Are you able to assess the progress of your organization toward optimal performance for your community?

·       Does your community have a clear understanding of our priorities in serving them?

·       Can you measure whether you are successful in serving your community?

·       What are your KPIs [Key Performance Indicators]?

·       Does your team know what its goals are and why we are doing the work?

·       Does institutional leadership understand the demands being placed on your team and the necessary effort to support those demands?

Building on this list, another popular facilities management blog asks the question: What are Key Performance Indicators for Facilities Managers?  On the university campus, such measures could include: space utilization and occupancy rates, asset replacement and renovation costs, maintenance costs and maintenance hours, annual maintenance spending, energy use, and even carbon emissions.

The author continues by relating the importance of tying these myriad data with the goals and objectives they support.  She says: 

"These metrics are valuable to measure, but they are typically just one part of a broader key performance indicators. They directly relate to SMART goals, which are specific, measurable, agreed upon by all key parties, realistic and time-sensitive. For facilities managers, KPIs might include:

·       Improving space utilization by X percent: This takes into account not only how many work stations are occupied at any given time, but how often meeting rooms and collaborative spaces are being used across all your real estate properties.

·       Reducing energy consumption by X percent: This would involve looking at several factors, including heating and cooling, lighting and total electricity usage.

·       Maintaining our buildings X percent more efficiently: This would involve monitoring room usage and dispatching maintenance crews only as needed, as well as taking a more proactive approach to preventive maintenance.

The author then brings this notion of data full circle, back to the reason we use data at all, stating:

Key performance indicators can help bridge the gap between raw data and business strategy. When you use your facilities management software to develop and track KPIs, you're able to take numbers that may mean little out of context, and put them into a context that is useful for showing how well operations are in alignment with business goals. 

When it comes to fine-tuning business strategy, KPIs offer vital information that could be missed altogether in the absence of KPIs and the software necessary to develop and track them. The results of KPI tracking can include cost savings, improved revenues, or a stronger competitive edge.