Developing a New Management Model for the Built Environment: The Built Environment Management Model BEM2 and BEM3
Thomas Madritsch,
Matthias Ebinger
Issue:
Volume 3, Issue 1-2, February 2015
Pages:
1-9
Received:
1 June 2014
Accepted:
14 July 2014
Published:
20 August 2014
Abstract: The Real Property Portfolio has significant financial and operational impact in most organizations. Yet in many organizations there is a gap and disconnect between the various build environment functions. Currently, there is no easily accessible assessment tool available to stu dy the efficiency of Facility Management processes and to compare maturity benchmarks. The aim of the project was to develop an “industry independent” framework that can effectively classify and compare existing FM/RE practices within and across industry boundaries. Researcher investigated and evaluated current FM/RE management models and analysis tools and developed an assessment tool to measure Facility Management capability of an organization. The “Built Environment Management Model” (BEM2) is a process framework for FM/RE, which is extended into the “Built Environment Management Maturity Model” (BEM3) to measure FM/RE maturity. Using the tool, the research team analyzed the FM capability of more than 50 organizations with major real estate portfolios in the US and Europe. The resulting capability profiles provide an overview of current practices in Facilities Management. The profiles also allow organizations to develop “winnable” improvement initiatives to increase the strategic value of the FM function.
Abstract: The Real Property Portfolio has significant financial and operational impact in most organizations. Yet in many organizations there is a gap and disconnect between the various build environment functions. Currently, there is no easily accessible assessment tool available to stu dy the efficiency of Facility Management processes and to compare matur...
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Analysis of Factors Influencing the Growth of the Hungarian Top 5000
Etelka Katits,
Éva Szalka
Issue:
Volume 3, Issue 1-2, February 2015
Pages:
10-25
Received:
20 December 2014
Accepted:
16 January 2015
Published:
27 January 2015
Abstract: After the system change period, many Hungarian macro- and micro-level analyzes were published, but what we lack is a work in evaluating the performance of the corporate sector, which includes the greatest companies. We present the results of empirical data analysis in 5000 the greatest Hungarian corporate sector. All these can contribute to the work of financial management.
Abstract: After the system change period, many Hungarian macro- and micro-level analyzes were published, but what we lack is a work in evaluating the performance of the corporate sector, which includes the greatest companies. We present the results of empirical data analysis in 5000 the greatest Hungarian corporate sector. All these can contribute to the wor...
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The application of SWOT model to compile appropriate strategies for projects risk management in: Fooladtechnic International Company
Azadeh Eshaghi,
Safoura Mousavi,
Amir Eshaghi
Issue:
Volume 3, Issue 1-2, February 2015
Pages:
26-34
Received:
11 September 2014
Accepted:
19 January 2015
Published:
27 August 2015
Abstract: In the present modern world almost all the industrial and developmental activities are defined in the framework of large and small projects and executed by relative organizations. These projects, due to their unique and complex nature, as well as instability and constant changes in underlying conditions, are inevitably confronted with some challenges and opportunities. These challenges and opportunities, so called Risks, should be managed in order to achieve successfully project purposes. Therefore, the effective execution of risk management in various organizations requires selecting the appropriate risk strategy for the project during the life cycle of the project management. Because the absence of an appropriate strategy in this case results in project failure to achieve predetermined purposes. The aim of doing the present study is to utilize the SWOT model for compiling the appropriate project risk strategy such that by the definition of related strategies to 17 different areas of the project management, in accordance to the cpm3 model, be able to recognize the strength, weakness, opportunity and threat related to each of these functional fields. Furthermore, in order to highlight the usefulness of the model for project’s managers and experts we implement the model to the Arfa Steel project of Fooladtechnic International Company.
Abstract: In the present modern world almost all the industrial and developmental activities are defined in the framework of large and small projects and executed by relative organizations. These projects, due to their unique and complex nature, as well as instability and constant changes in underlying conditions, are inevitably confronted with some challeng...
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