Strategic Process Management combines Strategic Facility Planning (SFP) and Strategic Facility Design (SFD) with management of the people, information, technology, and documents throughout the design/construction process including programming, design, contract documents, bids, construction, and occupancy.
Corporations, institutions, and governmental agencies have developed and implemented a broad range of strategic business programs to improve real estate utilization.They have responded to internal real estate needs and to the many changes that have occurred in the delivery of design, construction, and real estate services.Design/build, out-tasking, and outsourcing real estate functions have become commonplace.
Our experience, research, and years of participation in professional associations revealed a significant need to improve communication between an organization’s business functions and their real estate functions, including outsourced providers. Encouraging and formalizing communication and responsibility relationships prior to and during building programming, during design and through construction, significantly improves the overall quality and quantity of the information vital to planners and decision-makers. This enhances the likelihood that an organization’s real estate expectations, in the short- and long-term, will be met or exceeded.
In general, many business practices do not consider real estate functions as important as other significant business functions vis-à-vis strategic business planning.But they should. Real estate acquisitions and uses should be planned and designed to meet current and anticipated needs effectively and efficiently. And that process should be integrated within a company’s overall strategic business plan.
Implementing proven participative organizational tools similar to those utilized to improve managerial functions also leads to improved real estate functions.We encourage facility designs that are:
More consistent with and adaptable to an organization’s short- and long-term goals and strategic business plans.
More compatible with organizational change.
More easily adaptable to anticipated changing market and/or institutional demand.
Conducive to more cost-effective operation of facilities.
