4.2 The Dynamic Relation of Facilities Management Variables and Growth Firms4.3 The External Factors Relevant to FM; 4.4 External Factors Relevant to FM Requirements; 4.5 Discerning the Relevance of Needs; 4.6 Summary; References; 5 The Business of Space; Chapter Overview; 5.1 Introduction; 5.1.1 Space as a Business Resource; 5.1.2 Technology and Its Impact on the Corporate Workplace; 5.2 Context of Space Planning and Management; 5.2.1 Business Management and Economic Drivers; 5.2.2 Business Planning and Space Planning; 5.3 Strategic Space Planning -- The Accommodation Strategy.

5.4 Assessing Demand -- Organisational Needs5.5 Assessing Supply -- Premises Audit; 5.6 Reconciling Demand and Supply -- Facilities Solutions; 5.7 Maintaining Strategic Relevance; 5.8 The Need for Dialogue; 5.9 Managing Occupancy Cost -- Monitoring Utilisation; 5.10 Managing Space Demand Over Time; 5.10.1 Future Role of Work and Workplace Design; 5.10.2 Implications on Workplace Management; 5.11 Acknowledgements; References; 6 Project Inception: Facilities Change Management in Practice; Chapter Overview; 6.1 Introduction; 6.2 Project Inception; 6.3 Definition of Project Inception.

6.4 The Decision to Build6.5 Framework for the Decision to Build; 6.6 Gaps/Discontinuity in the Process; 6.7 Model of the Project Inception Process; 6.8 Performance Briefing; 6.9 Example Performance Brief; 6.10 Summary; Appendix A: Key Performance Criterion; Service Delivery (including effectiveness of individual service); Key Performance Criterion; Accessibility; References; 7 Pre-design Evaluation as a Strategic Tool for Facility Managers; Chapter Overview; 7.1 Introduction; 7.2 The Pre-design Evaluation Stage; 7.3 Pre-design Evaluation: Methods and Techniques.

Facilities Change Management; Contents; Preface; Contributors; 1 Facilities Change Management in Context; Chapter Overview; 1.1 Forces of Change Affecting the Built Environment; 1.2 Inertia and Change; 1.3 Understanding the S-curve; 1.4 The Context of Change; 1.4.1 State Versus Direction; 1.5 Facilities Management and the Business of Change; 1.6 The Scope of Facilities Change Management; 1.7 Replacing Like with Unlike; 1.8 The Intelligent Client; 1.9 The Change Management Cycle; 1.9.1 Recognise; 1.9.2 Evaluate; 1.9.3 Adjust; 1.9.4 Carry Out; 1.9.5 Track; 1.9.6 Treasure; 1.10 Summary.

Front Matter -- Facilities Change Management in Context / Edward Finch -- Change Readiness / Edward Finch -- Form, Function and the Economics of Change / James Pinder, Simon Austin, Rob Schmidt, Alistair Gibb -- The Change Management Challenge in Growth Firms / Paul Dettwiler -- The Business of Space / Danny Shiem Shin Then -- Project Inception: Facilities Change Management in Practice / Jim Smith, Peter Love -- Pre-design Evaluation as a Strategic Tool for Facility Managers / Sheila Walbe Ornstein, Cl̀udia Miranda de Andrade -- Implementing Change / Melanie Bull, Tim Brown -- User Empowerment in Workspace Change / Jacqueline C Vischer -- Post-occupancy Evaluation of Facilities Change / Theo J M van der Voordt, Iris de Been, Maartje Maarleveld -- Change and Attachment to Place / Goksenin Inalhan, Edward Finch -- Change Management and Cultural Heritage / Ana Pereira Roders, John Hudson -- Index.

Modern organisations are subject to continual change - technologies evolve, organisational structures are modified, people and underlying cultures are transformed. Yet the facilities that organisations occupy are static and can impede the changes that are essential to organisational survival. The response to change in terms of property and support services is often too little too late - leading to facilities that do not support organisational reality. The facilities management team is thus constantly challenged to bridge the gap between what an organisation has and what it needs. Facilities Cha