The lack of system thinking for FM and construction is a primary cause of rampant economic and environmental waste. Until system thinking is understood and adopted on a widespread basis, there is little likelihood of measurable improvement.

What is system thinking? – Simple, it’s the process of considering the whole and how the all the associated parts, people, actions, resources interrelate, and discovering ways of improvement.

Why does it matter? – The application of system thinking to facilities management (FM) and the AECOO sector, and associated tools and support processes, can consistently ensure the delivery of quality, sustainable outcomes, on time and on buget. (AECOO = Architecture, Engineering, Construction, Owners, Operators)

What are the barriers? – System thinking requires a fundamental change in mindset for current AECOO players. While the following may sound like “common sense”, the philosophies and concepts are rarely practiced. Care of People. – Innovation and improvement require that traditional adversaries find common ground. We all know that traditional planning, procurement, and project delivery practices are adversarial, and broken, yet we fail to address this basic issue. Owners must lead a change in mindset and provide a consistently safe, welcoming, and collaborative environment. Everyone involved also must enable those doing the work, those with hands-on knowledge, to contribute to solutions in innovative ways.

Focus must shift from constantly seeking technology as a solution to the root cause of the AECOO sector’s problem, a bad process.

Examples of FM and construction philosophies, concepts, and tools that leverage system thinking? – Lifecycle total cost of ownership (TCO) asset management, Alliance Contracting, Integrated Project Delivery (IPD), and LEAN Job Order Contracting all embody system thinking. While the degree to which these and other practices maximize the benefits of system thinking varies widely based upon actual implementation, significant, measurable benefit can be realized if ALL the following criteria are met. Total cost savings of 30%-40%, on time, on budget quality delivery, and satisfaction of all involved participants and stakeholders are just a few of benefits.

1. Real property owner leadership, accountability, and commitment
2. Multi-party, long term agreement with an integral operation manual and/or execution guide that clearly communicates roles, responsibilities, deliverables, processes, workflows, quantitative performance metrics, and shared risks/rewards.
3. Integrated internal and external planning, procurement, and project delivery teams that communicate and collaborate on an early and ongoing basis.
4. A common data environment (CDE) inclusive of 1. A common written set of terms and definitions using industry standards without confusing acronyms or abbreviations, and 2. a granular, line time construction task listing that is both locally researched, current, and organized using a standard data architecture (examples: expanded CSI Masterformat, expanded Uniformat).
5. Mandatory initial and ongoing training for all participants.

There are other elements involved and customizations per organization to be considered, however, these represent core fundamental requirements.

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