Asset Maintenance Management

Heriot-Watt University
School of the Built Environment
Asset Maintenance Management

(D31AM)
Module Handbook
2011
Programme Director
Dr Fiona Grant
Riccarton
Edinburgh
EH14 4AS
UK
Tel: +44 (0) 131 451 4662

Fax: +44 (0) 131 451 3161
E-mail: [email protected]
Course Leader
Dr Gillian F Menzies
Riccarton
Edinburgh
EH14 4AS
UK
Tel: +44 (0) 131 451 4663

Fax: +44 (0) 131 451 3161
Module Co-ordinator
Dr George Z Chen
Riccarton
Edinburgh
EH14 4AS
UK
Tel: +44 (0) 131 451 4635

Fax: +44 (0) 131 451 3161
1
Contents
Preface
Acknowledgements
Abbreviations
The Body of Knowledge
Unit 1 Introduction 11
1.1 Aim and objectives of the module
1.2 Module structure and contents
1.3 Teaching and learning framework
1.4 Assessment method
1.5 Structure of the Module Handbook
1.6 Structure of VISION materials
1.7 Discussions
1.8 Reading list
Unit 2 Maintenance Dimensions 18

2.1 Introduction
2.2 The lifecycle performance of facilities
2.3 The maintenance needs
2.4 Maintenance policy and strategy
2.5 Classification of maintenance
2.6 The maintenance profession
2.7 Maintenance dynamics
2.8 Discussions
2.9 Summary
Reading list
Unit 3 Codes, Standards and Guides 25

3.1 Introduction
3.2 Building Regulations
3.3 BSI Standards
3.4 CIBSE Guide
3.5 CIOB Guide
3.6 RICS Guide
3.7 BSRIA Guide
3.8 Discussions
3.9 Summary
Reading list
Unit 4 Facilities Dependability 37

4.1 Introduction
4.2 Maintenance
4.3 Maintainability
4.4 Reliability
4.5 Supportability
4.6 Adaptability
4.7 Evaluation and forecasting models
4.8 Discussions
4.9 Summary
Reading list
Unit 5 Maintenance Organisations 43

5.1 Introduction
5.2 Maintenance professionals
5.3 Business organisations
5.4 Maintenance supply network
5.5 Maintenance procedure
5.6 Maintenance procurement
5.7 Operational risks
5.8 Discussions
5.9 Summary
Reading list
2
Contents
Unit 6 Maintenance Projects 51

6.1 Introduction
6.2 Maintenance strategy
6.3 Maintenance planning
6.4 Lean asset maintenance
6.4.1 Maintenance cost
6.4.2 Maintenance quality
6.4.3 The impacts of maintenance
6.5 The design/construction/maintenance relationship
6.6 Discussions
6.7 Summary
Reading list
Unit 7 Maintenance Contracts 58

7.1 Introduction
7.2 Procurement strategies
7.3 JCT contracts
7.3.1 Measured Term Contract (MTC)
7.3.2 Repair and maintenance contracts (Commercial) (RM)
7.4 Selection of the contractor
7.5 Contract administration
7.6 Contract management
7.7 Case study
7.8 Discussions
7.9 Summary
Reading list
Unit 8 Maintenance Information 64

8.1 Introduction
8.2 The needs of maintenance information
8.3 Types of maintenance information
8.4 Sources of maintenance information
8.5 The use of maintenance information
8.6 Maintenance information management
8.7 Maintenance knowledge management
8.8 Discussions
8.9 Summary
Reading list
Unit 9 Health and Safety 68

9.1 Introduction
9.2 H&S regulations
9.3 H&S management
9.4 Risk analysis
9.5 Post-occupancy evaluation
9.6 RFID application
9.7 Monitoring H&S performance
9.8 Discussions
9.9 Summary
Reading list
Unit 10 Energy and Use 72

10.1 Introduction
10.2 Energy use policy
10.3 Renewables
10.4 Energy use management
10.5 Intelligent facilities
10.6 Management systems
10.7 Discussions
10.8 Summary
Reading list
3
Contents
Unit 11 Case studies

(on VISION)
Unit 12 Revision
(on VISION)
Appendixes
I Glossary 79
II RICS APC guide on maintenance management 82
III Maintenance services 83
IV Influential factors to assets reliability 84
V Influential factors to assets maintainability 85
VI Influential factors to assets supportability 86
VII Methods of risks assessment 87
4
Preface
The Asset Maintenance Management (D31AM) is a mandatory module for MSc/PGDip/PGCert

in Facilities Management/Building Refurbishment Management/Building Surveying
programmes, and it is a core module of the Facilities Management programme provided by the
School of the Built Environment at Heriot-Watt University.
The definitions to asset, maintenance, and maintenance management form the contents base
of this module. According to BSI (1992)1, the asset is a physical item such as building, plant or
machinery which is acquired by a user and then employed by him in the pursuance of his
business, trade or profession. According to BSI (2009)2, maintenance is the combination of all
technical, administrative and managerial actions during the life cycle of an item intended to
retain it in, or restore it to, a state in which it can perform the required function; and
maintenance management refer to activities of the management that determine the
maintenance objectives, strategies, and responsibilities and implementation of them by such
means as maintenance planning, maintenance control, and the improvement of maintenance
activities and economics. For maintenance management, CIBSE (2008)3 gives a short definition,
and it is the organisation of maintenance within an agreed policy. In addition to these
definitions, modern managerial techniques are also fundamental for not only the module but
also the profession of asset maintenance management to develop.
This module examines the effective maintenance management of facilities, including the
buildings, equipments and services provided for different purposes across organisations; and it
focuses on nine key aspects, including maintenance dimensions, maintenance standards,
maintainability, maintenance organisations, maintenance projects, maintenance contracts,
maintenance information, health and safety issues, and energy and use issues, in regard to
requirements from not only the practice but also research and development in maintenance
management. In delivering the module, it also highlights the contents related to maintenance
policy and standards, maintenance processes, planned and responsive maintenance, asset
appraisal, information management, property portfolios, and acquisitions and disposals. And
the contents of this module are designed according to the requirements of those programmes
in regard to the advances of current practice and research and development in maintenance
management domain.
In terms of the influences of the climate change to facilities use under different scenarios, this
module provides additional studies and discussions on adapting facilities to the climate change
in maintenance management. These studies and discussions are embedded in units across the
module with broad links to the nine key aspects mentioned above.
1
BSI (1992) Guide to Terotechnology (the economic management of assets). BS 3843 Part 1. Introduction to
terotechnology. British Standards Institution (BSI), London.
2
BSI (2009) Draft BS EN 13306 Maintenance terminology. BSI, London.
3
CIBSE (2008) Maintenance engineering and management. CIBSE Guide M. The Chartered Institution of Building
Services Engineers (CIBSE), London.
5
Acknowledgements
The module co-ordinator would like to thank the following team and individuals for providing
numerous valuable materials to this module:
- James E H Douglas, School of the Built Environment, Heriot-Watt University
- Charles Stirliing, NBS, RIBA Enterprises Ltd
- Ayesha Spicer, and Mags Van Der Esch, the Higher Education team, John Wiley & Sons
Ltd/Blackwell Publishing Ltd and Wiley-Blackwell
- Rory Thompson, Elsevier Ltd
- Alison Westwood, Robin Lupton, and Sophie Playle, Pearson Education
The module handbook and lecture notes are accumulated knowledge from a number of
experienced academics and professionals who have contributed to the establishment and
development of this module in the past many years in the School of the Built Environment at
Heriot-Watt University.
6
Abbreviations
Government Departments and Organisations
ACE Association of Consulting Engineers

ADC Association of District Councils
ALMO Arm’s Length Management Organisation
BCIS Building Cost Information Service
BEC Building Employers Confederation
BIFM British Institute of Facilities Management
BMI Building Maintenance Information Ltd
BRE Building Research Establishment
BSI British Standards Institution
CIBSE Chartered Institution of Building Services Engineers
CIC Construction industry Council
CIOB Chartered Institute of Building
CITB Construction Industry Training Board
CLASP Consortium of Local Authorities Special Programme
CPIC Construction Project Information Committee
DES Department of Education and Science
DFEE Department of Education and Employment
DfES Department of Education and Skills
DLO Direct Labour Organisation
DoE Department of the Environment
DTI Department of Trade and Industry
HSC Health and Safety Commission
HSE Health and Safety Executive
ICE Institution of Civil Engineers
ISO International Organization for Standardization
JCT Joint Contracts Tribunal
NEDO National economic Development Office
NFHA National Federation of Housing Associations
NHBC National House Builders’ Council
NHS National Health Service
OHSAS Occupational Health & Safety Advisory Services
PSA Property Services Agency
RIBA Royal Institute of British Architects
RICS Royal Institution of Chartered Surveyors
SCALA Society of Chief Architects in Local Authorities
TSO The Stationery Office
7
Abbreviations
Technical terms
ACOP Approved Codes of Practice

ADB Activity Database
AME Asset Maintenance Engineering
AMM Asset Maintenance Management
AMP Asset Management Plan
AMS Asset Maintenance System
ANP Analytic Network Process
APC Assessment of Professional Competence
BMCIS Building Maintenance Cost Information Service
BMS Building Management System
BQA Building Quality Analysis
BPR Business Process Re-engineering
BSN Built, Social, and Natural (trinity environment)
BVPP Best Value Performance Plan
BVPI Best Value performance Indicators
CA Contract Administrator
CAD Computer-Aided Design/Drawing
CAFM Computer-Aided Facilities Management
4
CBM Condition Based Maintenance
CCI Combined Criticality Index
CCPI Co-ordinating Committee for Project Information
CCT Compulsory Competitive Tendering
CDM Construction (Design and Management) Regulation
CFCs Chlorofluorocarbons
COSHH Control of Substances Hazardous to Health Regulations
CPA Comprehensive Performance Assessment
CSCS Construction Skills Certification Scheme
CSR Corporate Social Responsibility
DBFO Design, Build, Finance, and Operate scheme
DEC Display Energy Certificate
DIY Do-It-Yourself
DQI Design Quality Indicator
EHCS English House Condition Survey
EMS Environmental Management System
EPC Energy Performance Certificate
ERP Enterprise Resource Planning
ERIC Estate Return Information Survey
EVM Earned Value Management
FAST Functional Analysis Systems Technique
FMEA Failure Mode and Effects Analysis
FMECA Failure Mode, Effects and Criticality Analysis
GDP Gross Domestic Product
GMN Global Maintenance Network
GNP Gross National Product
HASWA Health and Safety at Work etc. Act
HRA Housing Revenue Account
H&S Health and Safety
HSMS Health and Safety Management System
HVAC Heating, Ventilating, Air Conditioning
IBC Intermediate Building Contract
ILS Integrated Logistic Support
KPI Key Performance Indicator
LAM Lean Asset Maintenance
4
Harris, J., and Hastings, P. (2004) Business-Focused Maintenance Guidance and sample schedules. BSRIA Guide BG
3/2004. BSRIA Ltd, Bracknell, Berkshire, UK.
8
Abbreviations
Technical terms
LCA Life Cycle Assessment

LCC Life Cycle Cost
LCM Lifecycle Cost Management
LMS Local Management of Schools
MHSWR Management of Health and Safety at Work Regulations
MRA Major Repairs Allowance
MTC Measured Term Contract
MWC Minor Works building Contract
NBS National Building Specification
NDI Non-Destructive Inspection
NDS New Deal for Schools
NPV Net Present Value
NVQ National Vocational Qualification
OMR Optical Mark Reader
ONA Organizational Network Analysis
QMS Quality Management System
PFE Pre/Post Flood Evaluation
PFI Private Finance Initiative
POE Pre/Post Occupancy Evaluation
PPE Personal Protective Equipment
PPP Public Private Partnership
PUWER Provision and Use of Work Equipment Regulations
PV Photovoltaic
5
RAMS Reliability, Availability, Maintainability & Safety
6
RCM Reliability Centred Maintenance
RFID Radio Frequency IDentification
RPI Retail Price Index
RRFSO Regulatory Reform (Fire Safety) Order
RSL Registered Social Landlord
SBC Standard Building Contract
SBS Sick Building Syndrome
SLA Service Level Agreement
SMD Standard Maintenance Descriptions
SMM Standard Method of Measurement
SNA Social Network Analysis
SoFa State of Failure
SoFu State of Functioning
SSP Strategic Service delivery Partnership
STEEP Social, Technical, Economic, Ecological, and Political (issues)
TFM Total Facilities Management
TSA Time series analysis
TTF Time to failure
TTR Time to restore
TTS Time to support
UDC Universal Decimal Classification
VAT Value Added Tax
VFM Value for Money
WEEE Waste from electrical and electronic equipment
WHSW Workplace (Health, Safety and Welfare) Regulations
5
see PD CLC/TR 50126-2:2007.
6
see BS EN 60300-3-11 Dependability management - Part 3-11: Application guide - Reliability centred maintenance.
9
The Body of Knowledge
This module consists of twelve units defined in regard to the body of knowledge and the
interest in practice of asset maintenance management. In addition, these units are specially
designed to provide broad knowledge with practical skills for students from different
programmes to understand the contents and to grasp the skills. Besides Introduction, Case
studies, and Revision units, this module provides nine key units to cover general categories of
the body of knowledge of asset maintenance management.
By incorporating nine key units of the module in the entire knowledge regime of asset
maintenance management, Table 0 makes a comparison of the contents of maintenance
management between this module and other two key text books. According to the comparison,
the nine key units of this module provide comprehensive coverage to the body of knowledge
of the asset maintenance management (AMM) subject.
Table 0 The Body of Knowledge (BoK) of Asset Maintenance Management (AMM)
Contents
General Categories
D31AM Chanter & Swallow7 Wordsworth8 BSI9
Definitions - Maintenance - The changing context - Maintenance in - Definitions
dimensions - Maintenance context
dimension
Standards and - Maintenance - Maintenance - Maintenance - Owners
legislations standards contracts standards
- Maintenance - Statutory control
contracts
Maintainability - Facilities - The nature of - Repair diagnosis - Materials,
dependability maintenance work components and
elements
Organisations - Maintenance - Maintenance - Maintenance - Owners
organisation organisations organisation
Projects - Maintenance - Design/Maintenance - Maintenance - Owners
management projects relationship planning - Inspection reports
- Maintenance - Cost management and planning of work
planning - Maintenance - Arrangements
- The execution of procurement - Building fabric
maintenance - Service delivery - Engineering services
Information - Maintenance - Information - Maintenance - Building records
management information management information
Health and safety - Health and safety - Access
- Health and safety;
safe working practices
Environment - Energy and use - Conservation and - Environment and
the Environment intensity of use
7 nd
Barrie Chanter, Peter Swallow (2007) Building Maintenance Management, 2 Edition. Blackwell Publishing Ltd.,
Oxford.
8 th
Paul Wordsworth (2007) Lee’s Building Maintenance Management, 4 Edition. Blackwell Publishing Ltd., Oxford.
9
BSI (1986) BS 8210:1986 Guide to Building Maintenance Management. British Standards Institution (BSI), London.
10
Unit 1 Introduction
1.7 Discussions
Reading list
The aim of this module is to develop the students’ theoretical and practical knowledge and
systems level understanding about the nature and concepts of contemporary asset
maintenance management (AMM), and their skills for resolving real problems in related areas.
To achieve these targets, the module examines the following issues, including
- the principles and methods of AMM, including aspects of building maintenance and
provision within a broader asset portfolio, through an established framework of the
body of knowledge (BoK) of AMM.
- The AMM BoK, which consists of both theoretical and practical knowledge of asset
maintenance management, in terms of Definitions, Standards and Legislations,
Dependability, Organisations, Projects, Information, Health and Safety, and the
Environment.
- Key aspects of the study on each part of the AMM BoK that reflect industry standard,
professional competence, and quality research.
With regard to the University Core Skills: Employability and Professional Career Readiness, the
learning outcomes from this module consist of Subject Mastery in regard to Understanding,
Knowledge and Cognitive Skills and Scholarship, Enquiry and Research (Research-Informed
Learning), and Personal Abilities in regard to Industrial, Commercial and Professional Practice,
Autonomy, Accountability and Working with Others, and Communication, Numeracy and ICT.
Regarding Subject Mastery, students will acquire the following skills and understanding:
- Knowledge of clients’ maintenance requirements in a multinational context,
- Understanding of maintenance operations and its development within FM,
- Understanding of how to systematically identify, employ and manage third-party
maintenance management providers, and
- Knowledge of innovative maintenance solutions to support modern organizations.
In addition, students will also develop Personal Abilities from this module, and core skills
include
- Oral communication skills in the form of group and single presentations,
- Ability to produce coherent briefs and specifications,
- Awareness of the ethical obligations of maintenance management,
- Awareness of health and safety considerations in an organizational context, and
- Knowledge of how information technology can be deployed to support quality
assurance in an organization.
11
The module consists of twelve units in regard to the body of knowledge of maintenance
management as presented in Table 1 and the study of this module, and the twelve units are
1. Introduction
2. Maintenance Dimensions
3. Codes, Standards and Guides
4. Facilities Dependability
5. Maintenance Organisations
6. Maintenance Projects
7. Maintenance Contracts
8. Maintenance Information
9. Health and Safety
10. Energy and Use
11. Case studies
12. Revision
Unit 1
Unit 1 introduces the aim and objectives of the module, teaching and learning
methodology, the structure of the module and contents, assessment method
adopted in the module, the structure of the module handbook, the structure of
teaching and learning materials on VISION system, and related questions for
discussion and review.
Unit 2
Unit 2 focuses on discussing several key issues in maintenance management
and these include the lifecycle performance of facilities, the needs of
maintenance from different perspectives, the policies and strategies of
maintenance at different levels, the classification of maintenance in regard to
information management, the characteristics of the maintenance profession,
the dynamics of maintenance engineering and management, and related
questions for discussion and review.
Unit 3
Unit 3 makes a comprehensive review of maintenance standards and guides,
including BSI Guide to building maintenance management, BSI Buildings and
constructed assets - Service life planning, BS Criteria for design, management
and control of maintenance services for buildings, CIBSE Maintenance
engineering and management, and BSRIA Maintenance for building services,
etc. Comparison study is used in the review. The purpose of this review is to set
up a professional view of quality maintenance and its management to further
explore various dimensions of maintenance management. In addition, this unit
also provides related questions for discussion and review.
Unit 4
Unit 4 provides the definitions of facilities dependability and related terms such
as reliability, maintainability, supportability, adaptability. By incorporating
these concepts in maintenance management, this unit further explores the
nature of maintenance work, and on-condition maintenance. To facilitate
quantitative analysis in maintainability analysis, this unit also presents several
decision and forecasting models by using the theories of facilities
maintainability. In addition, this unit also provides related questions for
12
Unit 5
Unit 5 introduces the theory of supply chain management into facilities
maintenance management. It provides a comprehensive view of the supply
network of facilities maintenance work and management by reviewing the
procession of maintenance engineering and management, the organisations of
maintenance business, the supply network of facilities maintenance, the
general procedure of facilities maintenance with specific focus on maintenance
procurement, and risks analysis at optional levels. This unit also provides
related questions for discussion and review.
Unit 6
Unit 6 introduces the theory of project management into facilities maintenance
projects. It provides a comprehensive view of maintenance projects
management by focusing on the strategies of maintenance, planning for
maintenance work, the cost of maintenance work, the quality of maintenance
work, as well as the various impacts due to maintenance work. The concept of
lean asset maintenance is introduced to integrate the management of cost,
quality and impacts in maintenance projects. In addition, this unit explains the
complex relationships among design, construction and maintenance teams, and
sets up the linkage of the body of knowledge between general construction
projects and facilities maintenance projects. This unit also provides related
Unit 7
Unit 7 provides additional discussions on maintenance management beyond
maintenance supply network management and maintenance projects
management, and it focuses on maintenance contracts in regard to various
legislations. In detail, this module reviews the differences of maintenance
contracts and maintenance agreements with distinct comparisons with JCT
repair and maintenance contracts. In addition, this unit explores key issues in
negotiations and contract management in maintenance projects, and case
method is introduced to maximise learning and research experience. This unit
Unit 8
Unit 8 discusses the management of maintenance information at both
organisation and project levels. It clarifies the needs of using information in
maintenance related work and business, and the sources of information related
to maintenance work and business, and put forward a classification of
maintenance related information for management purpose. To maximise the
value of effective and efficient use of information in maintenance related work
and business, this unit provides a methodology of using maintenance
information by focusing on how to use those information and how to manage
those information. In addition, this unit also explores an effective approach to
knowledge management in maintenance related work and business. This unit
13
Unit 9
Unit 9 explores different solutions to health and safety problems related to
maintenance management and provides a new framework for health and safety
management in facilities maintenance. To achieve a reliable framework for
health and safety management in maintenance including maintenance projects,
this unit first reviews regulations and management practice. To set up the
framework of health and safety management for facilities maintenance, this
unit then introduces a risk analysis approach to quantify the possibility and
consequences of health and safety related risks, meanwhile, this unit reviews
current practice of using post-occupancy evaluation. Further to these
managerial approaches, this unit explores the possibility of adopting RFID
technique and system in health and safety management in facilities
maintenance. In the end, this unit put forward a framework of health and
safety management in facilities maintenance by incorporating risk analysis and
post-occupancy evaluation into one information system to monitoring health
and safety performance of facilities. This unit also provides related questions
for discussion and review.
Unit 10
Unit 10 explores different solutions of energy use for facilities and provides a
new solution to higher energy-efficient facilities in regard to the climate change
and the future of energy use in facilities and maintenance. It reviews the policy
of energy use at enterprise and departmental levels in order to clarify the types
of energy and usages in different facilities with specific a focus on maintenance.
In addition, it reviews current situations of using energy management system to
monitor energy use in facilities. The concept of Intelligent Facilities is
introduced as a solution of higher energy-efficient facilities in terms of adapting
facilities for the climate change and energy efficiency. This unit also provides
Unit 11
Unit 11 provides a number of case studies to further enhance the
understanding to the nine topics discussed from Unit 2 to Unit 10. Cases are
selected from either real projects or experiments with practice focused
scenarios. This unit also demonstrate the design, construction and use of a case
base of facilities maintenance and management. This unit also provides related
Unit 12
Unit 12 provides revision to the module. It summarises key issues discussed
throughout the entire module in regard to maintenance management.
At the end of each unit, there is a Reading List, which provides references for additional
information and further studies.
In addition to the twelve units summarised above, this module handbook provides five
appendixes, including Glossary, the list of facilities services in regard to the needs of facilities
maintenance, statistics for use in some quantitative analysis, methods of risks analysis, and
methods of decision making. Related tools and hyperlinks to websites are available on the
VISION.
14
This module is designed to fulfil the requirements of postgraduate study in regard to advanced
knowledge and capacity in related areas at a higher level. Therefore, quality research is
emphasized throughout the module. The methodology of teaching and learning consists of
lectures, workshops, and self-learning activities in line with using a number of qualitative and
quantitative methods embedded in the contents of the module. Figure 1.1 illustrates the top-
level functions of the teaching and learning methodology.
Figure 1.1 Teaching and learning framework
The framework of teaching and learning is set up based on related Activities and Contents
adopted in this module. For Activities, lectures and workshops are used in teaching and
learning in the classroom, while self-learning is used by students after class. For Contents,
notes and questions are used in lectures and workshops in the classroom, while publications
and databases are for students to study through self-learning after class although some
contents are to be covered in lectures and workshops.
The assessment of this module is by one exam (100% of the overall module mark). A pre-seen
examination is used for module assessment in order to reinforce and test the students’
understanding of the body of knowledge of asset maintenance management, and their
capacity of using the knowledge to deal with real problems in practice.
15
As given in the list of contents, this module handbook consists of three main parts. The first
part consists of Preface, Acknowledgements, Abbreviations, and the Body of Knowledge, the
second part consist of twelve units, and the third part consists of eight appendixes. For each
unit, an unified format is adopted which is used to make the structure of unit consistent, and it
regulates each unit to have an Introduction section at the beginning, and Discussions,
Summary and Reading list at the end after the main body of each unit.
The VISION is used to manage most of the teaching and learning materials of the module, and
the structure of these materials are given below in Box 1.1:
ASSET MAINTENANCE MANAGEMENT (D31AM)

Announcements
Module Information
Module Handbook
Learning Materials
Units
Lecture notes
Questions
References
Assessment
Assessment requirements
References
Communication
Links
Classified hyperlinks to various related sources
Tools
Digital Dropbox
Glossary
Module feedback form 2009-2010
My Grades
Podcast
Search
User Manual
Box 1.1 The structure of teaching and learning materials on VISION
1.7 Discussions
Each unit provides a number of in-text questions related to specific topics in Discussions
section. These questions are used in either workshops or self-learning to improve students’
understanding of knowledge and capacity of problem solving. For discussions at workshops in
the classroom, all students are encouraged to actively participate not only to answer the
questions but also to share their knowledge with others.
16
1.8 Reading list
At the end of each unit, a list of reading materials is given for further study through self-
learning by students. The reading list consists of all types of publications, and whenever it is
possible, hyperlinks to these reading materials are available on VISION in the References
section of each unit. Students are encouraged to go through those publications to enhance
their understanding to related subjects and contents.
Key references related to the contents of this module are
Chanter, B., Swallow, P. (2007) Building Maintenance Management, 2nd Edition.

Blackwell Publishing Ltd., Oxford.
Wordsworth, P. (2007) Lee’s Building Maintenance Management, 4th Edition. Blackwell

Publishing Ltd., Oxford.
Maintenance standards and guides listed in Unit 3.
Other reference books related to the contents of this module are
Atkin, B., Brooks, A. (2009) Total Facilities Management, 3rd Edition. Wiley-Blackwell,
Oxford.
CIBSE (2005 - 2009) Knowledge Series KS01 - 15. The Chartered Institution of Building
Services Engineers (CIBSE), London.
Wood, B. (2009) Building Maintenance. Blackwell Publishing Ltd., Oxford.
The Reading list at the end of each unit and on VISION.
17
Unit 2 Maintenance Dimensions
2.1 Introduction
2.8 Discussions
2.9 Summary
Reading list
2.1 Introduction
Contents
This unit focuses on discussing several key issues in maintenance management and these
include the lifecycle performance of facilities, the needs of maintenance from different
perspectives, the policies of maintenance at different levels, the classification of maintenance
in regard to information management, the characteristics of the maintenance profession, the
dynamics of maintenance engineering and management, and related questions for discussion
and review.
Key objectives
- To understand dimensions of asset maintenance management in terms of the best
practice in facilities management.
- To establish the structure of the Body of Knowledge for asset maintenance
management with regard to foster long-term professional development in facilities
management.
- To use existing knowledge related to asset maintenance management in dealing with
specific issues in real cases.
Key reading materials

- BSI (2007b) PD CEN/TR 15628:2007 Maintenance - Qualification of maintenance personnel.
British Standards Institution (BSI), London.
- CIBSE (2008) Maintenance engineering and management. CIBSE Guide M. The Chartered
Institution of Building Services Engineers (CIBSE), London.
Typical exam questions

- Explain with cases the general criteria to evaluate maintenance performance in terms
of adopting different forms of maintenance.
- Clarify with cases maintenance manager’s work in collaboration with others across the
stakeholders map to improve lifecycle performance of facilities?
The term of “lifecycle performance of facilities” appeared only twice in terms of the most
relevant results according to Google as at 4th December 2009, and the two documents by
leading researchers are
- Martin Fischer (2006) Formalizing Construction Knowledge for Concurrent
Performance-Based Design. In Intelligent Computing in Engineering and Architecture,
Springer Berlin / Heidelberg, 186-205.
18
- Norbert W. Young Jr., Harvey M. Bernstein, Roger Flanagan, Carol Jewell (2008) Key
Trends in the European and U.S. Construction Marketplace. McGraw-Hill Construction,
New York. ISBN: 978-1-934926-05-5.
According to the McGraw-Hill report (Young, et al., 2008), one of the facts of life in the world
of construction is the greater emphasis on lifecycle performance of facilities, with pressure to
integrate design, production and performance, which was also pointed out earlier by Professor
Fischer (2006) regarding the practice to improve the lifecycle performance of facilities. From
either research or practice point of view, the lifecycle performance of facilities especially
clarify the contents of facilities management to increase the value of professionals
engagement.
It is assumed that the lifecycle performance of facilities is an essential indicator to

quantitatively evaluate the status of facilities performance at different stages from design to
demolition. The reason to put forward the term of lifecycle performance of facilities is to set
up the concept related to maintenance management from both professional and academic
perspectives, and the reason to evaluate the lifecycle performance of facilities is to find a way
to effectively manage maintenance activities so as to achieve quality targets through
maintenance. And this evaluation may also provide useful data to compromise the weakness
of using assumptions at different blind points in life cycle costing (Sandberg and Stromberg,
1999).
Although the lifecycle assessment of buildings performance is not new, there are not enough
publications which highlighted facilities lifecycle performance. As it is a new term to
maintenance management, the definition of the lifecycle performance of facilities is given
therefore based on current practice of lifecycle management of buildings, infrastructures and
their components. In order to define the lifecycle performance of facilities, it is essential to
review and understand the interaction between maintenance management and facilities
management through facilities lifecycle. In this regard, Figure 2.1 illustrates the relationship
between the entire maintenance management and facilities development activities at different
stages (RIBA, 2007).
Figure 2.1 The lifecycle of asset maintenance management
The lifecycle performance of facilities is their actually performed capability accumulated from
preparation stage through design and construction stages to the use stage. The lifecycle
performance of facilities is related with the maintenance needs and is influenced by
19
maintenance policy inside organisations. A lifecycle asset maintenance management plan
should give due consideration to social, technical, economic, ecological and political (STEEP)
factors with regard to a number of key issues such as minimising costs and providing the
required performance.
In terms of the specific performance requirements through the lifecycle of facilities, it can be
summarised according to the type of the facility. For example, according to Wordsworth
(2007), the performance requirements of building materials and components include health
and safety, structural integrity, structural performance, mechanical performance, electrical
performance, thermal performance, acoustic performance, resistance to water, resistance to
chemicals, resistance to biological attack, and resistance to misuse, etc. Appendix III provides
more detailed performance requirements.
In-Text Questions
2.1 What are general performance requirements for buildings?
2.2 What are general performance requirements for infrastructures?
2.3 What are key performance indicators (KPIs) (BSI, 2007a)?
2.4 How to measure various performances?
2.5 How to assess the lifecycle performance of facilities?
The needs for asset maintenance across the lifecycle of facilities are to make the best use of
available resources in delivering service requirements on ageing facilities. The maintenance
needs depend on the characteristics of facilities themselves and the organisations that own
and/or operate those facilities; therefore they are different from facilities to facilities, and for
example, these include
- Maintenance needs for buildings (UWE, 2003), and
- Maintenance needs for infrastructures (Madelin, 2000; DfT, 2005a/b).
It is essential for asset managers to fully understand the needs for maintenance across the
lifecycle of facilities and to be able to identify and brief those needs prior to any failure or
accident may occur.
In-Text Questions
2.6 What are general needs of maintenance for buildings?
2.7 What are general needs of maintenance for infrastructures?
2.8 How to incorporate maintenance needs into maintenance management?
Maintenance policy is a written statement issued by, or on the authority of, the client and
acceptable to the owner of the building or the nominee in regard to achieving the overall
performance objectives of facilities at different levels (CIBSE, 2008). The lifecycle performance
as discussed in section 2.2 should be considered in making maintenance policy. For example,
the CIBSE knowledge series - Managing your building services (Armstrong and Saville, 2005)
highlighted that maintenance should be planned and organised at different stages to achieve
the overall objectives of the owner as set out in the maintenance policy. According to the
Maintenance Management Framework (Queensland Government, 2008), a maintenance policy
consists of the following key elements:
- A statement of the policy’s intent and objectives
- The scope of the policy
- The details of the policy (i.e. the policy requirements)
20
- Allocation of responsibility for implementing the various policy requirements
- Continuous improvement arrangement for the policy, including policy review
procedures.
The maintenance strategy is to establish more specific details of operations in regard to the
maintenance policy to match the maintenance needs of an organisation and comply with all
other needs of an organisation. The maintenance strategy is at a stage between maintenance
policy and maintenance plan, which will be discussed in Unit 6 from maintenance project
management point of view. And the maintenance strategy sets out detailed information on
specific maintenance needs and requirements including labour and material requirements,
schedules, monitoring, audits etc. (Armstrong and Saville, 2005) According to the Maintenance
Management Framework (Queensland Government, 2008), a maintenance strategy consists of
the following key elements:
- Technical strategy
- Risk management strategy
- Financial management strategy
- Procurement strategy
- Management strategy
In-Text Questions
2.9 Is the maintenance policy for any asset likely to be unique?
2.10 After reviewing several maintenance policy examples on VISION, what are general questions to help formulate
a maintenance policy?
Maintenance can be divided into two different types, including active maintenance and passive
maintenance, in regard to different attitudes or policies towards maintenance work. Table 2.1
summarises generally the different forms of maintenance, including eight types of active
maintenance and eight types of passive maintenance.
Table 2.1 The classification of maintenance work
Forms of maintenance* Classification and profiles*

Part I: Active Maintenance (AM) / Preventive Maintenance**
1. Automatic maintenance Maintenance accomplished without human intervention.
2. Condition based maintenance Work is initiated by trends highlighted by routine or continuous monitoring of
(CBM) plant condition.
3. Design-out maintenance Where maintenance needs are designed out to achieve the required level of
reliability.
4. Controlled maintenance A method to sustain a desired quality of service by the systematic application
of analysis techniques using centralized supervisory facilities and/or
sampling to minimize preventive maintenance and to reduce corrective
maintenance.
5. Opportunity maintenance Work done as and when possible.
6. Planned maintenance The maintenance organized and carried out with forethought, control and the
use of records to a predetermined plan.
7. Preventive maintenance Carried out at predetermined intervals or corresponding to prescribed criteria
intended to reduce the probability of failure. It is always part of planned
maintenance.
8. Scheduled maintenance Preventive maintenance carried out to a predetermined scheme or
programme.
* Armstrong and Saville, 2005; BSI, 1993. ** BSI, 2007c.
21
Table 2.1 The classification of maintenance work (continued)
Forms of maintenance* Classification and profiles*

Part II: Passive Maintenance (PM) / Corrective Maintenance**
1. Corrective maintenance Work done once a fault has occurred. It may or may not be part of planned
maintenance.
2. Deferred maintenance Corrective maintenance which is not immediately initiated after a fault
recognition but is delayed in accordance with given maintenance rules.
3. Immediate maintenance necessitated by unforeseen breakdowns
4. Opportunistic maintenance Maintenance of an item that is deferred or advanced in time when an
unplanned opportunity becomes available.
5. Reactive maintenance When plant and equipment is adjusted or repaired once it fails to perform to
acceptable standards.
6. Run to failure The consequences are such that plant can be safely and cost effectively run
to destruction.
7. Unplanned maintenance The maintenance carried out to no predetermined plan.
8. Unscheduled maintenance The maintenance carried out not in accordance with an established time
schedule, but after reception of an indication regarding the state of an item.
* Armstrong and Saville, 2005; BSI, 1993. ** BSI, 2007c.
In-Text Questions
2.11 Clarify the difference between active maintenance and passive maintenance in terms of asset maintenance
management at policy and strategy stages.
2.12 How to incorporate different maintenance forms in lifecycle maintenance strategy?
2.13 What are the general criteria to evaluate maintenance performance in terms of adopting different forms of
maintenance?
The review of the maintenance profession aims to establish a comprehensive professional

understanding for students in their career development. This section therefore focuses on
three main issues, including the role of maintenance managers (BSI, 2007b), the body of
professional knowledge of maintenance management, and the market of asset maintenance
(BIS, 2009; OFNS, 2009). Unit 5 will provide further discussions on maintenance professionals.
In-Text Questions
2.14 What does the maintenance profession look like in the UK?
2.15 How does maintenance manager work with others across the stakeholders map to improve lifecycle
performance of facilities?
2.16 How to develop the professional knowledge of asset maintenance management?
2.17 How to establish a view into the maintenance market?
According to BSI (1993), the maintenance is the combination of all technical and administrative
actions, including supervision actions, intended to retain an item in, or restore it to, a state in
which it can perform a required function. The intention of maintenance is therefore a major
force to actuate maintenance projects. However there are complex reasons behind this simple
22
intension. In another words, asset maintenance may come to be necessary due to the various
circumstance changes from either internal or external environment from managerial point of
view if we think the maintenance project as an open system. Therefore it becomes important
to introduce a systemic approach to dealing with the complex situation of asset maintenance.
The maintenance dynamics is the scientific study of the forces that actuate maintenance. The
purpose of this study is to establish a comprehensive understanding to the reasons that may
lead to maintenance and determine the interaction among those forces and its possible
consequences so as to support calculated decision making in asset maintenance management.
As mentioned in section 2.2, the regime of STEEP factors is significant in terms of a number of
key issues such as minimising costs and providing the required performance in the lifecycle of
asset maintenance management. In this regard, this section raises the discussion on the STEEP
rationale behind the maintenance policy and strategy. Figure 2.2 illustrates the concept of
maintenance dynamics.
Figure 2.2 The concept of maintenance dynamics
In-Text Questions
2.18 What are possible forces to actuate asset maintenance?
2.19 How to quantitatively evaluate the interaction among STEEP forces?
2.20 How to evaluate asset maintenance needs using results from maintenance dynamics?
2.8 Discussions
A number of discussions are conducted in the classroom about the answers to In-Text
Questions. Students are encouraged to actively participate discussions to share their
experience with each other and to learn from each other. Students are also encouraged to
make notes of outcomes from discussions for further discussion inside and/or outside the
module. The details of discussions in the classroom depend on time availability but students
are encouraged to review all 20 in-text questions and seek for appropriate answers through
either individual or group study after class, and students are also encouraged to consult the
module co-ordinator regarding the contents of this unit and the answers to those in-text
questions, and share their insight on the VISION.
2.9 Summary
This unit establishes the understanding to dimensions of asset maintenance management in

regard to several key issues including the lifecycle performance of facilities, the needs of
maintenance for buildings and infrastructures, the contents of maintenance policy and
strategy at different levels of maintenance management, the classification of maintenance in
regard to active maintenance and passive maintenance based on 16 forms of maintenance, the
characteristics of the maintenance profession with focuses on the role of maintenance
managers, the body of professional knowledge of maintenance management, and the market
of asset maintenance, the maintenance dynamics to incorporate STEEP forces analysis to
evaluate maintenance needs, and related questions for discussion and review.
23
Reading list
Armstrong, J., Saville, A. (2005) Managing Your Building Services. CIBSE Knowledge Series KS 02. The
Chartered Institution of Building Services Engineers (CIBSE), London.
BIS (2009) Construction Statistics. The Department for Business, Innovation and Skills (BIS), London.
<http://stats.berr.gov.uk/construction/>
BSI (1993) BS 3811: 1993 Glossary of terms used in terotechnology. British Standards Institution (BSI),
London.
BSI (2007a) BS EN 15341:2007 Maintenance - Maintenance key performance indicators. British

Standards Institution (BSI), London.
BSI (2007b) PD CEN/TR 15628:2007 Maintenance - Qualification of maintenance personnel. British

BSI (2007c) Draft BS EN 60300-3-11 Dependability management - Part 3-11: Application guide -
Reliability centred maintenance. British Standards Institution (BSI), London.
BSRIA Building controls report

http://www.bsria.co.uk/services/market-intelligence/multi-client/bsria-proplan/building-controls/
CIBSE (2008) Maintenance engineering and management. CIBSE Guide M. The Chartered Institution of
Building Services Engineers (CIBSE), London.
DfT (2005a) Management of highway structures: A code of practice. Department for Transport (DfT),
London.
DfT (2005b) Well maintained highways. Code of practice for highway maintenance management.
Department for Transport (DfT), London.
Fischer, M. (2006) Formalizing Construction Knowledge for Concurrent Performance-Based Design. In

Intelligent Computing in Engineering and Architecture, Springer Berlin / Heidelberg , 186-205.
Madelin, K.B. (2000) Developments in Maintenance Management in the United Kingdom. International
Journal of Pavement Engineering, 1(3), 233-245.
OFNS (2009) UK Snapshot. The Office for National Statistics (OFNS), London.
Queensland Government (2008) Maintenance Management Framework - Building Maintenance Policy,

Standards and Strategy Development. Queensland Government, Australia.
RIBA (2007) The Outline Plan of Work 2007. The Royal Institute of British Architects (RIBA), London.
Sandberg, A., Stromberg, U. (1999) Gripen: with focus on availability performance and life support cost
over the product life cycle. Journal of Quality in Maintenance Engineering, 5(4), 325 – 334.
UWE (2003) Best practice maintenance management for listed buildings. The University of the West of
England (UWE). Maintain Our Heritage, Bath, UK. <http://www.maintainourheritage.co.uk/>
Young, N. W. Jr., Bernstein, H. M., Flanagan, R., Jewell, C. (2008) Key Trends in the European and U.S.
Construction Marketplace. McGraw-Hill Construction, New York. ISBN: 978-1-934926-05-5.
24
Unit 3 Codes, Standards and Guides
3.1 Introduction
3.3 BSI standards
3.4 CIBSE Guide
3.5 CIOB Guide
3.6 RICS Guide
3.7 BSRIA Guide
3.8 Discussions
3.9 Summary
Reading list
3.1 Introduction
Contents
This unit makes a comprehensive review of asset maintenance management related codes,
standards and guides made by different organisations, including BSI, CIBSE, and BSRIS. The
related BSI standards include Guide to building maintenance management, Buildings and
constructed assets - Service life planning, and Criteria for design, management and control of
maintenance services for buildings, guidance such as CIBSE Maintenance engineering and
management, and BSRIA Maintenance for building services, etc. The purpose of this review is
to set up a professional view of quality maintenance and its management to further explore
various dimensions of maintenance management. In addition, this unit also provides related
Key objectives
- To understand all important general technical documents, including codes, standards
and guides, related to asset maintenance management.
- To have an in-depth learning into current codes, standards and guides related asset
maintenance management.
- To establish a subset of the Body of Knowledge of asset maintenance management.
- To reuse the knowledge to deal with real cases in asset maintenance management.

- BS 8210:1986 Guide to building maintenance management.
- BS EN 15341:2007 Maintenance. Maintenance key performance indicators
- CIBSE Guide M: Maintenance engineering and management.
- CIOB Maintenance Management – a guide to good practice, 3rd edition.
- RICS Your pathway to qualifying in Facilities Management.

- Explain with cases how maintenance work can be compliance to Building Regulations.
- In regard to the three levels of maintenance given by BSRIA Guide BG3/2004, discuss
with cases how standards and guides could be used in asset maintenance management.
The review into Building Regulations aims to enhance students understanding to buildings
maintenance engineering, and it should cover the most recent versions of the Approved
Documents for the fourteen technical "Parts" of the Building Regulations as summarised in
Table 3.1.
25
Table 3.1 Building Regulations (Planning Portal, 2009)
Part Approved Document Edition

A Structure 2004
B Fire safety – Volume 1: Dwelling houses 2006
Fire safety – Volume 2: Buildings other than dwelling houses 2006
C Site preparation and resistance to contaminates and moisture 2004
D Toxic substances 1992
E Resistance to the passage of sound 2003
F Ventilation 2006
G Hygiene 1992
H Drainage and waste disposal 2002
J Combustion appliances and fuel storage systems 2002
K Protection from falling collision and impact 1998
L L1A: Conservation of fuel and power (New dwellings) 2006
L1B: Conservation of fuel and power (Existing dwellings) 2006
L2A: Conservation of fuel and power (New buildings other than dwellings) 2006
L2B: Conservation of fuel and power (Existing buildings other than dwellings) 2006
M Access to and Use of Buildings 2004
N Glazing 1998
P Electrical safety – Dwellings 2006
The review will also lead to a good understanding to the Building (Scotland) Regulations in
terms of Technical Handbooks on both domestic and non-domestic buildings (SBS, 2009).
For students from Dubai campus and all Approved Learning Partners (ALPs), reviews into local
building regulations are expected respectively.
3.3 BSI standards
According British Standards Online (BSOL) (as of 12 December 2009), there are 3601 results for
"maintenance AND management", 258 results for "asset AND maintenance AND management",
and 202 results for "facilities AND asset AND maintenance AND management". Among those
standards, there are very different points of focus on not only the subject but also the
composition; therefore it is difficult to review all of them within one unit. In this regard, the
review of BSI standards in this unit focuses on several specific ones on asset maintenance
management and leaves other standards for students to read after class; however this unit
does not overlook those standards that have identified links to common concepts related to
asset maintenance management.
BSI standards listed below are selected from the combined searching results mentioned above
and are reviewed in regard to their relevance to the theories and practice of asset
maintenance management in this unit:
- BS 1192:2007 Collaborative production of architectural, engineering and construction
information. Code of practice
- BS 8210:1986 Guide to building maintenance management
- BS 3843-3:1992 Guide to terotechnology (the economic management of assets) – Part 3:
Guide to the available techniques
- BS 3843-2:1992 Guide to terotechnology (the economic management of assets) – Part 2:
Introduction to the techniques and applications
26
- BS 7543:2003 Guide to durability of buildings and building elements, products and
component
- BS ISO 13822 Bases for design of structures - Assessment of existing structures
- BS ISO 13824 General principles on risk assessment of systems involving structures.
- BS ISO 15686-1 Buildings and constructed assets - Service life planning. Part 1: General
principles and framework
- BS ISO 15686-5:2008 Buildings and constructed assets - Service life planning. Part 5: Life
cycle costing
- BS ISO 15686-10 Buildings and constructed assets - Service life planning. Part 10: When to
assess functional performance
- BS ISO 18435-1. Industrial automation systems and integration. Diagnostics, capability
assessment, and maintenance applications integration. Part 1. Overview and general
requirements
- BS ISO/IEC 29160 Information technology. Radio frequency identification for item
management. RFID emblem
- BS EN 13306:2001 Maintenance terminology
- BS EN 1504-9:2008 Products and systems for the protection and repair of concrete
structures. Definitions, requirements, quality control and evaluation of conformity.
General principles for use of products and systems
- BS EN 15331 Criteria for design, management and control of maintenance services for
buildings
- BS EN 15341:2007 Maintenance. Maintenance key performance indicators
- BS EN 15978 Sustainability of construction works - Assessment of environmental
performance of buildings - Calculation method
- BS EN 31010. Risk management. Risk assessment techniques
- BS EN 62508. Guidance on human aspects of dependability
- BS OHSAS 18002:2008 Occupational health and safety management systems. Guidelines
for the implementation of OHSAS 18001:2007
- BS IEC 62342:2007 Nuclear power plants. Instrumentation and control systems important
to safety. Management of ageing
- PD CEN/TR 15628:2007 Maintenance - Qualification of maintenance personnel
- PAS 55-1:2008 Asset management – Part 1: Specification for the optimized management of
physical assets
- PAS 55-2:2008 Asset management - Part 2: Guidelines for the application of PAS 55-1
- PD 156865:2008 Standardized method of life cycle costing for construction procurement. A
supplement to BS ISO 15686-5. Buildings and constructed assets. Service life planning. Life
cycle costing
- PD CLC/TR 50126-2:2007 Railway applications. The specification and demonstration of
reliability, availability, maintainability and safety (RAMS). Guide to the application of EN
50126-1 for safety
There are other standards related to maintenance engineering, and these include
- BS 6767-2:1998 Transportable accommodation units
- BS 7255:2001 Code of practice for safe working on lifts
- BS 7543:2003 Guide to durability of buildings and building elements, products and
components
- BS 7801:2004 Code of practice for safe working on escalators and moving walks
- BS 8207:1985 Code of practice for energy efficiency in buildings
- BS 8313:1997 Code of practice for accommodation of building services in ducts
- BS ISO 12006-2:2001 Building construction. Organization of information about
construction works. Framework for classification of information
- PD 8010-1:2004 Code of practice for pipelines. Steel pipelines on land
27
In regard to the several core BSI standard highlighted above, this section will provide in-depth
review to the contents of selected individual standards, for example Figure 3.1 is used to
clarify the structure of the BS 8210:1986 Guide to building maintenance management.
Meanwhile, this section will also review the relationship among the series of standards, and
the relationship among all standard related to maintenance management, for example the BS
EN 60300 series of standards of Dependability Management with the BS 8210:1986 Guide to
building maintenance management, for collectively adoption of those standards.
Figure 3.1 The contents of BS 8210:1986
In-Text Questions
3.1 The map of BSI standards in terms of asset maintenance management.
3.2 The knowledge structure established with BSI standards in regard to asset maintenance management.
3.3 The comparison of the body of knowledge between BSI standards and this module in regard to asset
maintenance management.
3.4 CIBSE Guides
The Chartered Institution of Building Services Engineers (CIBSE) has four groups of publications,
including CIBSE Guides, Technical Manuals and Application Manuals, Knowledge Series, and
Commissioning Codes. This section focuses on the review into related guidelines from the
CIBSE Guides and Knowledge Series.
The CIBSE Guides offer comprehensive technical guidance on key areas of building services
engineering. Table 3.2 summarises all 12 guides published so far, and the one related to
maintenance management, i.e., the CIBSE Guide M, is highlighted for further review and
discussion.
The CIBSE Guide M, i.e., Maintenance engineering and management - A guide for designers,
maintainers, building owners and operators, and facilities managers, is intended to bring
maintenance into a sharper focus by helping building and property operators become more
28
aware of their responsibilities and duties, and to help services designers to appreciate their
role in providing installations that are safe, economic to maintain and operate, and capable of
giving satisfactory performance over their full lifespan (CIBSE, 2009a). In addition, this Guide is
the result of the continuing work of the CIBSE Maintenance Task Group (CIBSE, 2008), and it is
intended to be an authoritative and valuable tool for those involved in the operation and
maintenance of building services, meanwhile to be an important source of reference for
designers, manufacturers, installers and professional advisors. Table 3.3 summarises the
contents of this Guide for further review and discussion in regard to the body of knowledge
about AMM.
Table 3.2 The CIBSE Guide (CIBSE, 2009a)
Code Title Category Edition

A Environmental Design Heating, Air Conditioning & Refrigeration 2006
B HVAC* and Refrigeration Heating, Air Conditioning & Refrigeration 2005
C Reference Data Heating, Air Conditioning & Refrigeration 2007
D Transportation systems in buildings Lifts & Escalators 2005
E Fire engineering Fire Safety 2003
F Energy Efficiency in Buildings Energy, Sustainability & the Environment 2004
G Public health engineering Public Health Engineering 2004
H Building control systems Controls 2009
J Weather, solar and illuminance data Heating, Air Conditioning & Refrigeration 2002
K Electricity in Buildings Electrical Services 2005
L Sustainability Energy, Sustainability & the Environment 2007
M Maintenance Engineering & Management Facilities Management & Maintenance 2008
*HVAC - Heating, Ventilating, Air Conditioning
29
Table 3.3 The CIBSE Guide M (CIBSE, 2008) and the relevance to the AMM Body of Knowledge
Body of
Chapters Titles Contents
Knowledge
1 Introduction Scope and structure
Definitions
2 Guidance for building Designers' responsibilities
services designers Advising and guiding the client
Clients' requirements
Installation
Design parameters
First-year operation and maintenance requirements
A2. Design guide to maintainable buildings
3 Maintenance Management of maintenance
techniques & their Options
applications Types of maintenance
Establishing a maintenance policy
Choice of maintenance strategy
Main principles of a planned maintenance system
Typical range of maintenance services
A3. Example maintenance policy review
4 Maintenance contracts Contract details
Components of contract documents
Types of contract
Tender and award of maintenance contracts
Practical difficulties
Contract management
A4. Sample pre-qualification questionnaire
5 Maintenance strategy Maintenance strategy
& inspection Clients' requirements: a policy
frequencies Control of maintenance
Operating oversized plant
Plant maintenance frequencies
Inviting maintenance tenders
Adjustment of maintenance frequencies
A5.1. Statutory documentation for buildings
A5.2. Statutory regulations about plant services requirements
6 Energy efficiency & Gaining an overview
maintenance Legislation and codes of practice
Investing in energy efficiency
The energy efficient brief
Renewables
Fuel selection
Combined heat and power
Metering
Lighting
Heating and hot water
Electrical power
Controls
Refrigeration systems
Energy policy
Checking energy consumption
A6. Energy benchmark data
7 Controls for building Purpose of controls
services Maintenance requirements
Routine maintenance checks
Building management systems
Upgrading control systems
Need for training
30
Table 3.3 The CIBSE Guide M (CIBSE, 2008) and the relevance to the AMM Body of Knowledge (continued)
Body of
Knowledge
8 Commissioning & Commissioning management
testing Summary of commissioning requirements
Commissioning manager responsibilities
Documentation
Designer's checklist
System characteristics
Fine tuning
Repeat testing and commissioning
Controls and building management systems
Decommissioning and mothballing
9 Handover procedures Preparation
Commissioning
Inspections
User training
Occupant training
Tools, spares and keys
Handover information
Equipment warranties
Sectional completion and beneficial occupation
Defects liability
A9. Documentation to be held by owner/occupier at handover
10 Operation and The importance of O&M manuals
maintenance Health and safety file
information Content
Manufacturers' literature
Computer-based information systems
Maintenance management systems
Updating
Preparation
11 Risk assessment and Assessing the risks
management Business risks
procedures Design and installation risks
Operation and maintenance risks
Disposal risks
Dependency modelling
System resilience
System redundancy
Supporting the business
Availability data
A11.1. Overall risk checklist
A11.2. Operational risk checklist
12 Owning and operating Cost data
costs Benchmarking
Cost data attributes
Levels of information
Utilisation of labour
Backlog of maintenance
Data priorities
Cost predictions for new buildings and designs
Simple accounting techniques
Life cycle costs
13 Economic life factors Background
and end of economic Predicting future life of existing plant
life
Variation factors
Applications
A13. Indicative life expectancy factors
31
Table 3.3 The CIBSE Guide M (CIBSE, 2008) and the relevance to the AMM Body of Knowledge (continued)
Body of
Knowledge
14 Maintenance audits Audit document
Audit details
Scoring system
Recording comments
Audit procedure
A14. Maintenance audit checklist for building services
15 Condition surveys Types and frequency
Thermal imaging
Consistency of information
Classifying priorities
Data collection
Updating information
Future developments
16 Legislation, compliance Legislation
and good practice Requirements for inspection and testing
Sources of maintenance guidance
A16. Compliance requirements
17 Health and comfort Indoor air quality
Thermal comfort influences
Air distribution systems
Modifications to existing buildings
Recommended assessment schedules
18 Training Management
Competency
Training policy statement
Identification of training needs
Training plan
Means of provision
Environment
Certification
Evaluation
Records
Since 2005, the CIBSE has been publishing its Knowledge Series (CIBSE, 2009b) to give practical
solutions and concise easy to read information focusing on key issues in Building Services
Engineering, Facilities Management and Energy Management. Table 3.4 summarises all titles in
the series published so far, and two titles related to maintenance management are highlighted
for further review and discussion.
Table 3.4 The CIBSE Knowledge Series (CIBSE, 2009b)

Code Title Category Edition
KS01 Reclaimed Water Public Health Engineering 2005
KS02 Managing Your Building Services Facilities Management & Maintenance 2005
KS03 Sustainable low energy cooling solutions Energy, Sustainability & the Environment 2005
KS04 Understanding Controls Controls 2005
KS05 Making Buildings Work Facilities Management & Maintenance 2005
KS06 Comfort Heating, Air Conditioning & Refrigeration 2006
KS07 Variable Flow Pipework Systems Heating, Air Conditioning & Refrigeration 2006
KS08 How to Design a Heating System Heating, Air Conditioning & Refrigeration 2006
KS09 Commissioning Variable Flow Pipework Systems Commissioning 2007
KS10 Biomass Heating Heating, Air Conditioning & Refrigeration 2007
KS11 Green Roofs Energy, Sustainability & the Environment 2007
KS12 Refurbishment for Improved Energy Efficiency Energy, Sustainability & the Environment 2007
KS13 Refrigeration Heating, Air Conditioning & Refrigeration 2008
KS14 Energy efficient Heating Energy, Sustainability & the Environment 2009
KS15 Capturing Solar Energy Energy, Sustainability & the Environment 2009
32
In-Text Questions
3.4 Using Table 3.3 to identify components of the body of knowledge of asset maintenance management (see
Table 0 of this handbook) from the CIBSE Guide M.
3.5 Critically compare the difference between the body of knowledge of asset maintenance management and
the structure of the CIBSE Guide M.
3.6 What are advantages to combine maintenance engineering and maintenance management?
3.5 CIOB Guide
This section focuses on the review into the CIOB Guide on Maintenance Management (CIOB,
1990) and its relevance to the body of knowledge of asset maintenance management as
summarised in Table 0 of this handbook.
Table 3.5 The CIOB Guide on Maintenance Management (CIOB, 1990) and the relevance to the AMM BoK
Body of
Knowledge
1 Introduction
2 Maintenance defined Definitions and scope
Classification of maintenance
3 Organisations General responsibilities
Type of organisation
Principles of organisation
4 Maintenance strategy Requirements
Condition survey and maintenance plan
Legal responsibilities
Schedule*
Maintenance standards
Sources of finance
Value for money
Forms of contract
Daywork
Call out charges
Annual or regular sums
5 Management of A distinct function
maintenance Principal considerations
The role of computer
Maintenance manuals
6 Financing and Components of maintenance expenditure
budgetary control Long term forecasting for repairs and maintenance
Preparation of annual estimates
Dealing with overheads
Manpower budget
Estimated costs of contract work
Professional and technical services
Allocations for the financial year
Costing and budgetary control
Financial control of contracts
Excess costs
Final accounts
7 Execution of Works carried out by contractors
maintenance Work by direct labour
Conclusions
8 Conservation Definitions
Preliminaries
Structures, materials and techniques
Planned maintenance
Appendix A Two organisations using computers in building maintenance
Appendix B Estimated life expectancy
Appendix C Maintenance service standards
Appendix D Categories of building maintenance
* Schedule – When can the work be carried out?
33
In-Text Questions
3.7 Using Table 3.5 to identify components of the body of knowledge of asset maintenance management (see
Table 0 of this handbook) from the CIOB Guide on Maintenance Management.
3.8 Critically compare the difference between the body of knowledge of asset maintenance management and
the structure of the CIOB Guide on Maintenance Management.
3.6 RICS Guide
According to the Royal Institution of Chartered Surveyors (RICS) (RICS Property Group, 2006),
the maintenance management is one of the core competencies to fulfil the pathway
requirements of the Assessment of Professional Competence (APC) of facilities management.
Appendix II summaries the RICS APC guide on maintenance management and the details of
APC requirements on maintenance management are reviewed in this section, and the review
also makes comparison between the RICS APC requirements and the body of knowledge of
asset maintenance management as summarised in Table 0 of this handbook.
In addition to the APC requirements, this section also reviews the RICS Public Sector Asset
Management Guidelines – A guide to best practice (Jones and White, 2008). The review into
this guideline adopts a different approach from the one used in section 3.3, 3.4 and 3.5, and
tries to develop a business process for asset maintenance management by making reference to
the one for assets and supporting activities given in the guideline (see Figure 3.2), although
students are encouraged to develop their understanding and knowledge through comparison
study.
Figure 3.2 Business process for assets and supporting activities (Jones and White, 2008)
34
In-Text Questions
3.9 Using Appendix II to identify components of the body of knowledge of asset maintenance management (see
Table 0 of this handbook) from the RICS APC guide on maintenance management.
3.10 Critically compare the difference between the body of knowledge of asset maintenance management and the
structure of the RICS APC guide on maintenance management.
3.11 Develop a business process for asset maintenance management by making reference to the one (Figure 3.2)
for assets and supporting activities
3.12 Clarify the relations between the components of the business process for asset maintenance management and
the body of knowledge of asset maintenance management.
3.7 BSRIA Guide
Besides the review into BSI standards and guides by CIOB and RICS, this section focus on a
more detailed guideline made by BSRIA Ltd, i.e., Business-Focused Maintenance Guidance and
sample schedules (BSRIA Guide BG 3/2004) (Harris and Hastings, 2004). The review into BSRIA
guideline aims to expand students understanding to technical details of asset maintenance, in
addition, the three levels of maintenance (see Table 3.6) given by this guideline is used to
summarise the relevance of this unit’s contents to the business of asset maintenance
management.
Table 3.6 The three levels of maintenance (Harris and Hastings, 2004)
Levels Names Contents Appropriate applications*

One Legislative It is intended to meet statutory - Small rented offices
maintenance requirements, including Legislation, - Small schools
Guidance Notes/Codes of Practice and - Small retail buildings
British Standards, where they are
applicable, and represents good practice.
Two Medium level It provides a minimum of six-monthly (and - Owner-occupied offices
maintenance most likely monthly) planned inspections - Nursing homes
for most plant items, in addition to those - Medium to large schools.
provided in a legislative maintenance
schedule.
This typically applies to most plant systems
in medium-sized buildings and is most
likely to correlate with a conventional
planned-preventive maintenance
programme that represents best practice.
Three High-level It is appropriate where plant and - Data rooms
maintenance equipment failure could result in major risk - Business critical areas
to business functions. - Acute facilities in hospitals.
High-level maintenance provides the
greatest confidence in plant reliability and
ongoing performance, with a minimum of
monthly inspections of critical plant items.
This may be combined with condition
monitoring techniques.
* see BSRIA Guide BG 3/2004) (Harris and Hastings, 2004) Table 1 maintenance levels by building type.
In-Text Questions
3.13 In regard to the three levels of maintenance given by BSRIA Guide BG3/2004, discuss how standards and
guides could be used in asset maintenance management.
35
3.8 Discussions
3.9 Summary
This unit provides in-depth review into codes, standards and guides related to asset
maintenance management. It is expected that students could get comprehensive
understanding of these standards and guides and be able to establish their own knowledge in
related areas. Comparison study is used in this unit to clarify the structure of the body of
knowledge in regard to all standards and guides. It is also a preliminary study for students to
explore further detailed theories and tools to be discussed in all other units.
Reading list
BSI (2007) Draft BS EN 60300-3-11 Dependability management - Part 3-11: Application guide - Reliability
centred maintenance. British Standards Institution (BSI), London.
CIBSE (2009a) CIBSE Guides - Complete Set. The Chartered Institution of Building Services Engineers
(CIBSE), London. <http://www.cibse.org/index.cfm?go=publications.view&item=368>
CIBSE (2009b) CIBSE Knowledge Series. The Chartered Institution of Building Services Engineers (CIBSE),
London. <http://www.cibse.org/index.cfm?go=page.view&item=532>
rd
CIOB (1990) Maintenance Management – a guide to good practice, 3 edition. The Chartered Institute
of Building (CIOB), Ascot, UK.
Harris, J., and Hastings, P. (2004) Business-Focused Maintenance Guidance and sample schedules. BSRIA
Guide BG 3/2004. BSRIA Ltd, Bracknell, Berkshire, UK.
Jones, K., White, A.D. (2008) RICS Public Sector Asset Management Guidelines – A guide to best practice.
The Royal Institution of Chartered Surveyors (RICS), London, UK.
Planning Portal (2009) Building Regulations – Approved Documents. The Planning Portal, Communities
and Local Government, London.
<http://www.planningportal.gov.uk/england/professionals/buildingregs/technicalguidance/bcapproved
documentslist/>
RICS Property Group (2006) Your pathway to qualifying in Facilities Management. The Royal Institution
of Chartered Surveyors (RICS), London.
SBS (2009) Technical Handbooks. Scottish Building Standards (SBS), Scottish Government, Livingston, UK.
<http://www.sbsa.gov.uk/tech_handbooks/tbooks2009.htm>
36
Unit 4 Facilities Dependability
4.1 Introduction
4.2 Maintenance
4.3 Reliability
4.4 Maintainability
4.5 Supportability
4.6 Adaptability
4.8 Discussions
4.9 Summary
Reading list
4.1 Introduction
Contents
Unit 4 provides the conceptual review into facilities dependability related terms such as
reliability, maintainability, and supportability. By incorporating these concepts in maintenance
management, this unit further explores the nature of maintenance work in regard to assets
adaptability. To facilitate quantitative analysis in maintainability analysis, this unit also
presents several decision and forecasting models by using the theories of facilities
maintainability. In addition, this unit also provides related questions for discussion and review.
Key objectives
- To understand the definition of dependability of asset and its maintenance with regard
to reliability, maintainability, supportability and adaptability.
- To have an in-depth understanding to the relations and interactions among the four
dimensions of asset and its management.
- To reuse professional knowledge to deal with technical issues related to reliability,
maintainability, supportability and adaptability in facilities management.

- BS EN 15341:2007 Maintenance - Maintenance key performance indicators.
- BS EN 60300-3-11 Dependability management - Part 3-11: Application guide -
Reliability centred maintenance.
- Douglas, J. (2002) Building Adaptation. Butterworth-Heinemann, Oxford, UK.

- Explain with cases the relations among maintenance, repair and replacement in terms
of informed maintenance.
- Based on the theory of Facilities Dependability, critically discuss with cases regarding
whether it is a powerful tool for engineers to perform appropriate maintenance tasks.
4.2 Maintenance
Generally speaking10, maintenance is the work needed to keep a road, building, machine, etc.
in good condition. From professional points of view, CIOB (1990) defines the maintenance as
the work undertaken in order to keep, restore or improve every facility, i.e., every part of a
building, its services and surrounds, to an agreed standard, determined by the balance
between need and available resources; CIBSE (2008) adopts the definition of maintenance
given by BSI (1993). According to BSI (1993), the maintenance is the combination of all
10
Cambridge Advanced Learner's Dictionary.
37
technical and associated administrative actions intended to retain an item in, or restore it to, a
state in which it can perform its required function. And this definition was updated by BSI
(2001), and it defines maintenance as the combination of all technical, administrative and
managerial actions during the life cycle of an item intended to retain it in, or restore it to, a
state in which it can perform the required function.
The review into the definitions of maintenance aims to conduct an in-depth discussion on
informed maintenance (see Figure 4.1) so as to extend the understanding of the nature of
maintenance work in regard to several key engineering oriented parameters for quantitative
management in asset maintenance.
Figure 4.1 A cybernetic model for Informed maintenance
The functionability (Knezevic, 1993) is the inherent characteristic of a product related to its
ability to perform a specified function according to the specified requirements under the
specified operating condition. According to this definition, Figure 4.2 illustrates functionability
profiles of a non-restorable product and a restorable product with indications of interventions
of maintenance, repair, and replacement. This figure further clarifies details of informed
maintenance at operation stage.
Figure 4.2 Functionability profiles of typical products
In-Text Questions
4.1 What are reasons for asset maintenance in regard to life cycle performance requirements?
4.2 How to explain the STEEP phenomenon in regard to the cybernetic model for informed maintenance?
4.3 What are the relations among maintenance, repair and replacement in terms of informed maintenance?
4.4 What are the advantages of adopting informed maintenance?
38
4.3 Reliability
Generally speaking, reliability is the inherent characteristic of an item related to its ability to
maintain functionability when used as specified (Knezevic, 1993). Reliability has been
incorporated into many engineering and managerial areas, for example, structure reliability,
system reliability have been widely used in BSI standards, including
- BS ISO 13824 General principles on risk assessment of systems involving structures
- BS ISO 15686-8:2008 Buildings and constructed assets - Service life planning
- BS EN 31010 Risk management - Risk assessment techniques - Reliability centred
maintenance
- BS EN 60300-3-11 Dependability management - Part 3-11: Application guide -
Reliability centred maintenance
As cited in the Glossary, reliability is the ability of a structure or structural element to fulfil the
specified requirements including working life for which it has been designed.
The Reliability Centred Maintenance (RCM) (BSI, 2007a) is the method to identify the failure
management policies, which are the maintenance or management policies established to
address the consequences of a particular failure mode, and should be implemented to
efficiently and effectively achieve the required safety, availability and economy of operation
for all types of equipment.
To measure the reliability for asset maintenance management, the following three approaches
(Knezevic, 1993) are recognised in reliability theory:
- Time to failure approach
- Stress- strength approach
- Condition parameter approach
Students are encouraged to understand these quantitative approaches in reliability
measurement. In addition, students are also encouraged to learn the statistical analysis of
failure time data (Kalbfleisch and Prentice, 2003) to further understand the Time to Failure
approach to reliability measurement. Influential factors to assets reliability are summarised in
Annex IV.
The BS EN 15341:2007 Maintenance - Maintenance key performance indicators (BSI, 2007b)

provides three groups of indicators, including 24 economic indicators, 21 technical indicators,
and 26 organisational indicators, as maintenance KPIs. In relation to the principles of reliability,
further study is conducted to identify the links between maintenance KPIs and Time to failure
or Condition parameter based reliability in regard to the characteristics of assets maintenance.
The economics study of maintenance in terms of reliability and the total cost of ownership
indicates that there are optimum failure rates for either clients or contractors for facilities;
Figure 4.3 illustrates such a deduction from Bentley (1999), and the total lifetime cost of an
asset can be described as:
4
C Lifetime = ∑ Ci
i =1
where C Lifetime is the total lifetime cost of an asset; C1 is the initial cost which covers purchase,
delivery, installation and commissioning; C 2 is the running cost which covers the use of
resources and services over the lifetime of an asset; C3 is the cost of failures and maintenance
over the lifetime of an asset; and C 4 is the cost of commissioning or replacement of an asset.
There are a number of questions under further consideration according to Figure 4.3, for
example, what is the optimum failure rate (FR1) for clients? what is the optimum failure rate
(FR2) for contractors? where are current locations of assets lifetime cost in relation to the
optimum failure rates?
39
Figure 4.3 Asset costs as a function of failure rate (Bentley, 1999)
In-Text Questions
4.5 Why may the copies of the same type of asset fail at different instants of operating time when the same
design and the same production process were applied to all of them?
Key: it is necessary to analyse all influential factors (see Appendix VI).
4.6 What are the KPIs, as defined by BSI (2007b), relevant to assets reliability?
4.7 How to increase the reliability of an asset in regard to the minimum total lifetime cost?
4.4 Maintainability
Maintainability theory (Knezevic, 1993) is a scientific discipline which studies the activities,
factors and resources related to the restoration of functionability of a product by performing
specified maintenance tasks, and works out methods for quantification, achievement,
assessment, prediction and improvement of this characteristic. According to BSI (2009),
maintainability is the ability of an item under given conditions of use, to be retained in, or
restored to, a state in which it can perform a required function, when maintenance is
performed under given conditions and using stated procedures and resources. Maintainability
may be quantified using appropriate measures or indicators and is then referred to as
maintainability performance. Influential factors to assets maintainability are summarised in
Annex V.
The most frequently used characteristics of maintainability (Knezevic, 1993) are:

- Maintainability function
- Time to restore (TTR)
- Mean TTR
- Restoration success
This section also provides a review into quantitative approaches to these characteristics.
In-Text Questions
4.8 Why can maintainability engineering considerably contribute to the reduction of maintenance costs?
4.9 How can maintainability theory be a powerful tool for engineers to perform appropriate maintenance tasks?
40
4.5 Supportability
Supportability theory (Knezevic, 1993) is a scientific discipline which studies the processes,
activities and factors related to the support of a product with required resources for the
execution of specified maintenance tasks, and works out methods for their quantification,
assessment, prediction and improvement. According to BSI (2009), maintenance supportability
is the ability of a maintenance organization of having the right maintenance support at the
necessary place to perform the required maintenance activity at a given instant of time or
during a given time interval. If we take it for granted that the supportability is technically the
same as the maintenance supportability, supportability (Knezevic, 1993) can then be defined
as the inherent characteristic of an asset related to its ability to be supported by the required
resources from an organisation for the execution of the specified maintenance task. Influential
factors to assets supportability are summarised in Annex VI.
The most frequently used characteristics of supportability (Knezevic, 1993) are:

- Supportability function
- Time to support (TTS)
- Expected TTR
- Support success
This section also provides a review into quantitative approaches to these characteristics.
In-Text Questions
4.10 Why can supportability engineering play a leading role in the life cycle considerations of an asset?
4.11 How can supportability theory be used in asset maintenance management?
4.6 Adaptability
The adaptability can be regarded as the ability of an item to be adapted to satisfy changing
requirements or to suit different conditions before or after maintenance prior to obsolescence
(BSI, 2009; Douglas, 2002; Roaf et al., 2009). In order to use adaptability as a measurement in
facilities management, Chen (2009) defines facility intelligence as the designed capacity of a
facility to acquire and process data and information to perform its adaptability to life-cycle
circumstance changes in terms of people’s requirements of well-being and energy-use
efficiency, and STEEP criteria are adopted as quantitative filter to measure facilities
adaptability to circumstance changes in regard to professional judgments and dynamic
performances of facilities. In this section, students are encouraged to explore new criteria
based on established views on facilities dependability. It is assumed that the proposed new
criteria can be used to evaluate facilities dependability in regard to its specific issues including
reliability, maintainability, and supportability.
Based on the concept of adaptability, a further study is expected to evaluate different

maintenance strategies such as breakdown maintenance and on-condition maintenance,
which will be discussed in more detail in unit 6.
In-Text Questions
4.12 What are STEEP criteria to evaluate facilities dependability?
In regard to facilities dependability and asset maintenance management, decision making and
forecasting are useful techniques for managerial professionals to be prepared with
41
quantitative analysis capacities. This section focuses on using two proven techniques to
demonstrate the effectiveness of decision-making and forecasting models, and these including
the application of analytic network process (ANP) to evaluate facilities dependability, and the
application of time series analysis (TSA) to forecast facilities dependability.
It is also important to systematically use evaluation and forecasting models with integrations
with other useful models and systems to form an integrative environment for dependability
management. Figure 4.4 illustrates a draft model for further research and development.
Figure 4.4 an integrative environment for dependability management
In-Text Questions
4.13 How to use ANP to evaluate facilities dependability?
4.14 How to use TSA to forecast facilities dependability
4.8 Discussions
4.9 Summary
This unit provides an in-depth review into facilities dependability related issues including
reliability, maintainability, and supportability. In addition, the concept of asset adaptability is
established to facilitate the evaluation of facilities dependability. Both qualitative and
quantitative approaches are adopted to maximise the learning outcomes. With regard to the
theme of this module, the focuses of review and discussion are on managerial issues which will
be further discussed in the following units. For example, the review into engineering oriented
terms such as reliability, maintainability and supportability has been tailored to fit the
requirements of this module, although students are encouraged to explore additional
knowledge and practice with their own interest.
42
Reading list
nd
Bentley, J.P. (1999) Introduction to reliability and quality engineering. 2 Edition. Addison-Wesley, Essex,
UK.
BSI (1993) BS 3811:1993 Glossary of terms used in terotechnology. British Standards Institution (BSI),
London.
BSI (2001) BS EN 13306:2001 Maintenance terminology. BSI, London.
BSI (2007a) Draft BS EN 60300-3-11 Dependability management - Part 3-11: Application guide -
Reliability centred maintenance. BSI, London.
BSI (2007b) BS EN 15341:2007 Maintenance - Maintenance key performance indicators. BSI, London.
BSI (2009) Draft BS ISO 15686-1 REV Buildings and constructed assets Service life planning - Part 1:
General principles and framework. BSI, London.
Chen, Z. (2009) The Evaluation of Facilities Intelligence: An ANP-driven Approach. Energy and Buildings,
Elsevier. doi:10.1016/j.enbuild.2009.11.012.
rd
CIOB (1990) Maintenance Management – a guide to good practice, 3 edition. The Chartered Institute
of Building (CIOB), Ascot, UK.
Douglas, J. (2002) Building Adaptation. Butterworth-Heinemann, Oxford, UK.
Kalbfleisch, J.D., Prentice, R.L. (2003) The Statistical Analysis of Failure Time Data, 2nd Edition. Wiley.
Knezevic, J. (1993) Reliability, Maintainability and Supportability: A Probabilistic Approach. McGraw-Hill

Book Company Europe, Maidenhead, Berkshire, England.
nd
Roaf, S., Crichton, D., and Nicol, F. (2009) Adapting Buildings and Cities for Climate Change, 2 edition.
Architectural Press, Butterworth-Heinemann.
43
Unit 5 Maintenance Organisations
5.1 Introduction
5.8 Discussions
5.9 Summary
Reading list
5.1 Introduction
Contents
Unit 5 aims to introduce and combine the theories of organisation and supply chain
management into facilities maintenance management. It provides a comprehensive view of
the supply network of facilities maintenance work and management by reviewing the
procession of maintenance engineering and management, the organisations of maintenance
business, the supply network of facilities maintenance, the general procedure of facilities
maintenance with specific focus on maintenance procurement, and risks analysis at optional
levels. This unit also provides related questions for discussion and review.
Key objectives
- To understand the structures of different organisations in conducting asset
maintenance and management.
- To have an in-depth understanding to the relationship and interactions among
different stakeholders across the supply network related to asset maintenance and
management.
- To develop skills in risks analysis in maintenance procurement and management.

- BSI (2007) PD CEN/TR 15628:2007 Maintenance - Qualification of maintenance
personnel. British Standards Institution (BSI), London.
- Cousins, P., et al. (2008) Strategic Supply Management: Principles, theories and
Practice. Prentice Hall, England.

- Discuss with comparisons the advantages and disadvantages among different types of
organisational structures in terms of the dependability requirements in asset
maintenance.
- Based on the theory of maintenance organisation and supply network, critically discuss
with cases the impacts of risks at operational level with regard to people, production
and the environment.
As reviewed in Section 2.6, the maintenance profession is defined as one essential part of
maintenance dimensions. With regard to the two definitions given by the British Standards
Institution (BSI), maintenance is
44
- “The combination of all technical and administrative actions, including supervision
actions, intended to retain an item in, or restore it to, a state in which it can perform a
required function.” (BSI, 1993)
- “The combination of all technical, administrative and managerial actions during the life
cycle of an item intended to retain it in, or restore it to, a state in which it can perform
the required function.” (BSI, 2009)
The scope of maintenance professions covers specialists from either engineering or
management subject. Therefore, two groups of specialists, including asset maintenance
engineering (AME) and asset maintenance management (AMM) are identified as asset
maintenance professionals as summarised in Table 5.1, whilst Figure 5.1 illustrates the inter-
relationships across professional roles in terms of maintenance management for asset projects.
Table 5.1 Professional roles in organisations for asset maintenance
Name Specialists1 Responsibilities
Client2 None, or AME and/or AMM Propose maintenance requirements
Supplier/Vendor3 AME and/or AMM Undertake maintenance work
Notes:
1. AME - asset maintenance engineering, specialists are maintenance technicians (BSI, 2007),
and AMM - asset maintenance management specialists are maintenance supervisors and
maintenance managers (BSI, 2007),
2. This consists of Asset Owners, Occupiers, Operators, and Clients’ Representatives. Also called
Customer or User.
3. This includes Manufacturers, Designers, Builders, Installers, Consultants, and Agents.
Figure 5.1 The relationship map of professional roles in maintenance projects
In-Text Questions
5.1 What are contractual relations and liaison on the relationship map (Figure 5.1)?
5.2 Using Organizational Network Analysis (ONA) <Social Network Analysis (SNA)> technique to discuss how
the body of knowledge for asset maintenance can be effectively managed by a facilities manager?
45
Although the nature of asset maintenance management is similar in all types of maintenance
work in terms of dependability requirements, the business organisation may vary from project
to project with regard to the nature of specific maintenance project. Based on this scenario,
this section focuses on an in-depth review into business organisations of typical type of
maintenance projects, including
- Local authority asset maintenance (Figure 5.2)
- Housing association asset maintenance (Figure 5.3)
- National Health Service (NHS) asset maintenance (Figure 5.4)
- Industrial organisation asset maintenance (Figure 5.5)
The principles of business organisation design and operation are discussed with regard to the
relevancies of open system and closed system in asset maintenance management. Case
studies are used to foster students’ skills in the design and operation of business organisations.
In-Text Questions
For the Loxley House project:
5.3 Critically analyse how you would set up a maintenance management team with a maximum budget of £550K11
per year.
5.4 Fully describe the working relationship across the maintenance management team in this project.
5.5 In regard to the responsibilities of different roles within the maintenance management team for this project, fully
describe main criteria for competency assessment for one specific role.
Figure 5.2 Typical maintenance organisations - Local authority asset maintenance (Chanter & Swallow, 2007)
11
For students who take the exam from outside the UK, this amount of money should be converted to local currency.
46
Figure 5.3 Typical maintenance organisations – Housing association asset maintenance (Chanter & Swallow, 2007)
Figure 5.4 Typical maintenance organisations – NHS asset maintenance (Chanter & Swallow, 2007)
47
Figure 5.5 Typical maintenance organisations – Industrial organisations (Chanter & Swallow, 2007)
Generally speaking, facilities managers may play a leading role to develop policies and
practices for managing related supply chain for the lifecycle asset management (Booty, 2009),
and it has been being increasingly recognised and accepted by facilities management
professionals the importance to share responsibility such as for health and safety, fire safety
and environmental protection in regard to interactive relationship among partners of facilities
management projects. As part of facilities management, asset maintenance management can
also only work on a well designed and operated supply network in regard to the nature of
maintenance work and creating sustainable value for shareholders, employees, contractors,
suppliers, customers, business partners and host communities (BHP Billiton, 2006).
The review into maintenance supply network derives from the applications of principles of
supply chain management in relation to asset maintenance in which various resources are
demanded and used among stakeholders. In specific, the following topics are of interest in not
only research but also practice with regard to supply network design and development:
- Sourcing strategies
- Market research
- Supplier selection
- Services procurement
- Performance measurement
- Partnership
- Total cost of ownership
And there are always requirements focusing on quality (Weele, 2010), time (Harrison and Hoek,
2008), cost (Cousins, et al., 2008) and ethics (Monczka, et al, 2009) in the design and
development of maintenance related supply network.
48
In-Text Questions
5.6 Analyse the structures of maintenance organisation for the four typical building owners given by CIOB (1990)
with regard to the relevance of the six elements, including
- Maintenance work load
- Geographical area of workload
- Work other than maintenance
- Owner’s maintenance policy
- Owner’s maintenance requirements
- Professional staff required
to topics of maintenance supply network.
5.7 Using total cost ownership (TCW) (Cousins, et al., 2008) method to assess purchasing activities for one
specific maintenance organisation.
The review into the maintenance procedure aims to reinforce the understanding of several key
issues related to maintenance organisations in terms of the entire procedure of asset
maintenance management. From a general point of view, the procedure of asset maintenance
management is similar with and can be adapted from general management systems such as
quality management system and environmental management system, therefore it consists of
key stages including planning, implementation, review and improvement. In this regard,
principles from lifecycle asset maintenance management and maintenance organisations are
adopted to illustrate the entire procedure of asset maintenance as shown in Figure 5.6.
Figure 5.6 The maintenance procedure
49
As a main working stage of asset maintenance management, the procurement of services for
asset maintenance is underpinned by the procurement methodology and the bogy of
knowledge of asset maintenance. Base on the review and discussion about the maintenance
professionals, maintenance organisation structures, maintenance supply network, and
maintenance procedure, the maintenance procurement is therefore emerging to undertake
the key task of finding appropriate service providers or partners for specific maintenance work.
According to Morledge, et al. (2006), the entire procurement can also consist of a set of
continuous working stages such as making procurement strategy, developing execution plan,
identifying project team, implementing procurement strategy, and performance evaluation,
etc.
Under the main strategy of facilities management, the maintenance procurement aims to
optimise the use of resources, eliminate waste and pollution, and minimise maintenance work
loads, etc. so as to achieve pre-defined targets such as “successful maintenance” (Cholasuke,
C., et al., 2004) of asset maintenance. In this regard, key performance indicators (KPIs) are
used to set up criteria to evaluate services vendors at tendering stage for qualification
assessment as well as services providers at maintenance work stage for performance
evaluation, and quantitative methods such as rating method and analytic network process
(ANP) approach can be used to support decision making.
The operational risks under maintenance organisations are those risks related to the design
and operation of maintenance organisations. For example, below are some typical elements of
risks regime associated with facilities management (Atkin and Brooks, 2009) under discussion:
- Production
- Design
- Resources
- Time
- Quality
- People
- Organisations
- Supply network
- Knowledge
- Skills
- H&S
- Ethic
- Environment
- Climate
- Geology
- Impacts
5.8 Discussions
50
5.9 Summary
This unit provides an in-depth review into maintenance organisations related issues including
Maintenance professionals, Business organisations, Maintenance supply network,
Maintenance procedure, Maintenance procurement, and Operational risks. Case studies are
used to enhance the understanding of organisational structures of different type of asset
maintenance work with regard to the position and relations of different professional roles and
their responsibilities. In addition, the concept of maintenance supply network is established to
facilitate the understanding and review of related organisational issues such as maintenance
procedure, maintenance procurement and operational risks at enterprise level. Both
qualitative and quantitative approaches are suggested to maximise the learning outcomes.
With regard to the theme of this module, the focuses of review and discussion are on
managerial issues at a higher level of maintenance organisations in this unit, and students are
encouraged to explore additional knowledge and practice with their own interest.
51
Reading list
rd
Atkin, B., and Brooks, A. (2009) Total Facilities Management, 3 edition. Wiley-Blackwell, UK.
BHP Billiton (2006) BHP Billiton 2006 Full Sustainability Report. BHP Billiton, Melbourne, Australia.
th
Booty, F. (2009) Facilities Management Handbook. 4 edition. Butterworth-Heinemann, Oxford.
BSI (1993) Glossary of Terms used in terotechnology. British Standards Institution (BSI), London.
BSI (2007) PD CEN/TR 15628:2007 Maintenance - Qualification of maintenance personnel. British


nd
Chanter, B., Swallow, P. (2007) Building Maintenance Management, 2 Edition. Blackwell Publishing Ltd.,
Oxford.
Cholasuke, C., et al. (2004) The status of maintenance management in UK manufacturing organisations:
results from a pilot survey. Journal of Quality in Maintenance Engineering, 10(1), 5-15.
CIOB (1990) Maintenance management: A guide to good practice. The Chartered Institute of Building
(CIOB), Ascot, England.
Cousins, P., et al. (2008) Strategic Supply Management: Principles, theories and Practice. Prentice Hall,
England.
Harrison, A., and Hoek, R.V. (2008) Logistics Management and Strategy: Competing through the supply
rd
chain, 3 edition. Prentice Hall, England.
th
Monczka, R.M., et al (2009) Purchasing and Supply Chain Management, 4 edition. South-Western,
Cengage Learning, USA.
Morledge, R., et al. (2006) Building Procurement. RICS Research, and Blackwell Publishing.
Weele, A.J.V. (2010) Purchasing and Supply Chain Management: Analysis, Strategy, Planning and
th
Practice, 5 edition. Cengage Learning, UK.
52
Unit 6 Maintenance Projects
6.1 Introduction
6.6 Discussions
6.7 Summary
Reading list
6.1 Introduction
Contents
Unit 6 introduces the theory of project management into facilities maintenance projects. It
provides a comprehensive view of maintenance projects management by focusing on the
strategies of maintenance, planning for maintenance work, the cost of maintenance work, the
quality of maintenance work, as well as the various impacts due to maintenance work. The
concept of lean asset maintenance is introduced integrate the management of cost, quality
and impacts in maintenance projects. In addition, this unit explains the complex relationships
among design, construction and maintenance teams, and sets up the linkage of the body of
knowledge between general construction projects and facilities maintenance projects. This
unit also provides related questions for discussion and review.
There are a number of issues we should pay attend to with regard to the contents of this unit,
and those issues are lessons that we can learn from previous cases related to maintenance
projects, contemporary expectations such as sustainability to maintenance projects, general
functions of facilities maintenance, the linkages between the Project Management Body of
Knowledge (PMBOK® Guide) (PMI, 2004) and the nature of asset maintenance projects, and
the linkages between this unit and other individual dimensions of the AMM body of knowledge
defined in Table 0.
Key objectives
- To understand the nature of maintenance strategies and how to make the most
appropriate maintenance strategy for specific project.
- To have an in-depth understanding to the principles and the Body of Knowledge of
project management, and the effective implementation through the lifecycle in asset
maintenance projects.
- To develop skills in case studies to learn from failures related to asset maintenance
management.

- BSI (2007) PD CEN/TR 15628:2007 Maintenance - Qualification of maintenance
personnel. British Standards Institution (BSI), London.
- BSI (2010) Draft BS 6079-1. Project management. Principles and guidelines for the
management of projects. British Standards Institution (BSI), London.
- PMI (2004) A Guide to the Project Management Body of Knowledge (PMBOK® Guide).
3rd Edition. Project Management Institute (PMI), USA.
53
- Discuss with comparisons the advantages and disadvantages among different types of
maintenance strategies in terms of the dependability requirements in asset
maintenance.
- Based on the theory of project management, propose a set of maintenance strategies
for a specific project, and clarify the reasons of the proposed maintenance strategies.
According to BSI (2009), maintenance strategy is the management method used in order to
achieve the maintenance objectives. Examples could be outsourcing of maintenance,
allocation of resources, etc. As described in Table 2.1, the maintenance strategy can be divided
into two parts, including active maintenance and passive maintenance. Figure 6.1 give a
summary of different strategies under this classification.
Figure 6.1 Maintenance strategies
In regard to the main principles of active maintenance, the following checklist itemises the
details that need to be established for a planned maintenance system (Armstrong and Saville,
2005):
- Items to be maintained
- Maintenance appropriate to each item
- Labour required
- Material resources required
- When the work is to be done
- How frequently the work is to be done
- How the maintenance system will be administered
- How the results will be analysed and monitored
Further attentions are paid to making the balance between the uses of different maintenance
strategies in terms of sustainability requirements.
In-Text Questions
For the William W. Philip Hall project, and the University of York project: 12
6.1 Propose a set of maintenance strategies for the entire project.
6.2 Clarify the reasons of the proposed maintenance strategies.
12
see Lecture Notes for details about the two projects.
54
There are several concepts related to maintenance planning for individual asset maintenance
projects. And these include Project management plan, Project plan, Business case,
Maintenance programme, and Maintenance plan. According to BSI (2009a,b), the objectives of
maintenance are targets assigned and accepted for the maintenance activities, and those
targets may include availability, cost reduction, product quality, environment preservation,
safety, and asset value preservation, etc.; and the maintenance plan is a structured and
documented set of tasks that include the activities, procedures, resources and the time scale
required to carry out maintenance in regard to objectives.
In order to effectively use the body of knowledge of asset maintenance management (see
Table 0) in maintenance planning, two series of standards in professional project management
are recommended, including
- BS 6079 series of standards of project management
- BS 6079-1:2010 Project management. Principles and guidelines for the
management of projects
- BS 6079-2:2000 Project management. Vocabulary
- BS 6079-3:2000 Project management. Guide to the management of business
related project risk
- PD 6079-4:2006 Project management. Guide to project management in the
construction industry
- PMI series of standards of project management
- A Guide to the Project Management Body of Knowledge (PMBOK® Guide)
- Construction Extension to the PMBOK® Guide
- Practice Standard for Project Risk Management
- Practice Standard for Earned Value Management
- Practice Standard for Project Configuration Management
- Practice Standard for Work Breakdown Structures
- Practice Standard for Scheduling
In-Text Questions
For the William W. Philip Hall project, and the University of York project:
6.3 Clarify ways to improve asset dependability and reduce expenditures.
6.4 Identify major risks associated with maintenance work. see Figure 6.2 for reference.
Figure 6.2 Risks of maintenance projects
55
Generally speaking, the wastes in asset maintenance include Over production, Waiting,
Transportation, Processing, Inventory, Motion, Rework, People movement, and Energy use.
In the translation and adaptation of the principles and practices of lean manufacturing and
lean construction with regard to eliminate various wastes such as the seven/nine wastes in
asset maintenance, the term of lean asset maintenance (LAM) is put forward in this module.
The LAM is an operation management oriented approach to the best delivery of maintenance
projects in order to reduce wastes, improve quality, and eliminate adverse impacts. The
concept of lean asset maintenance can be ideally incorporated with a total facilities
management model (Atkin and Brooks, 2009) for an effective adoption in asset maintenance
management, and an integrated model of this combination is illustrated in Figure 6.3.
Figure 6.3 Lean Asset Maintenance within the Total FM
In regard to reduce maintenance cost, two methods are recommended in this module. The
two methods are Earned Value Management (EVM) (BSI, 2010) and Lifecycle Cost
Management (LCM) (BSI, 2008).
56
Figure 6.4 The earned value chart (BSI, 2010)
Figure 6.5 Analysis at different stages of the life cycle (BSI, 2008)
57
In order to implement the two methods in maintenance cost management, it is also
recommended to understand and use key techniques given by the two British standards.
Figure 6.4, 6.5 and 6.6 give example charts to prompt understanding of key techniques
given by the two British standards.
Figure 6.6 Different levels of analysis at different stages of the life cycle (BSI, 2008)
In-Text Questions
6.5 How to eliminate the nine wastes in asset maintenance?
Quality is an important issue in asset maintenance, and it is associated with other issues
such as cost, time and impact. For example, the NHS (2004) defines backlog as the cost to
bring estate assets that are below acceptable standards in terms of their physical condition
or do not comply with mandatory fire safety requirements and statutory safety legislation
(as they apply to the built environment) up to an acceptable condition. The complex
situation of asset maintenance requires systematic consideration about a compromised
solution against all impacts to high quality maintenance. In addition, an integration of
individual management systems such as quality management system (QMS),
environmental management system (EMS), and health and safety management system
(HSMS) is an option for improving maintenance quality.
For individual maintenance projects, especially for adopting the LAM, the maintenance
quality regulates the implementation of quality management at different levels, including
products, processes and people management.
58
In-Text Questions
6.6 What are quality issues in asset maintenance?
6.7 How to conduct quality management in maintenance projects?
With regard to the principles of asset maintenance and the concept of LAM, both
favourable and adverse impacts of maintenance should be concerned at different
professional levels, including maintenance managers, maintenance supervisors, and
maintenance technicians (BSI, 2007). In other words, it is important for all the
maintenance personnel to be familiar with and have in-depth concerns to all possible
impacts related to individual maintenance projects and activities.
The impacts of maintenance reflect the consequences of the implementation of different

maintenance strategies and plans, the use of different construction materials and plant,
and the performance of different professional personnel, etc. For a comprehensive
consideration of the impacts of maintenance, the STEEP rationale can be used as a key.
In-Text Questions
6.8 What are adverse impacts from asset maintenance?
The purpose of studying the relationships among design, construction and maintenance is to
incorporate lifecycle project management principles into asset maintenance projects. For
example, the design for a reliable building system (Bentley, 1999) may directly influence the
maintenance strategy made for this facility. The relationship study emphasises the
implementation of the total FM model (Atkin and Brooks, 2009), and the assessment of
maintenance project related risks (BSI, 2000b).
6.6 Discussions
6.7 Summary
This unit provides an in-depth review into maintenance projects related issues including
maintenance strategies and maintenance planning with focuses on both professional
maintenance knowledge and case studies. In addition, the concept of LAM is originally
introduced to the area of asset maintenance management to prompt further thinking and
59
understanding of the nature and concepts of contemporary asset maintenance management
towards a higher level in the profession. Three principles of LAM have been established to
improve maintenance performance in terms of cost, quality and impacts. Furthermore, this
unit also emphasizes the relevance of the relationships of different stages across projects
lifecycle in terms of maintenance requirements and services, which aims to their skills for
resolving real problems in related areas. Both qualitative and quantitative approaches are
suggested to maximise the learning outcomes. With regard to the theme of this module, the
focuses of review and discussion are on managerial issues at a higher level of maintenance
projects in this unit, and students are encouraged to explore additional knowledge and
practice with their own interest.
Reading list
Armstrong, J., Saville, A. (2005) Managing Your Building Services. CIBSE Knowledge Series KS 02. The
Chartered Institution of Building Services Engineers (CIBSE), London.
rd
Atkin, B., Brooks, A. (2009) Total Facilities Management, 3 Edition. Wiley-Blackwell, Oxford.
nd
Bentley, J.P. (1999) Introduction to reliability and quality engineering. 2 Edition. Addison-Wesley.
BSI (2010) Draft BS 6079-1. Project management. Principles and guidelines for the management of
projects. British Standards Institution (BSI), London.
BSI (2000a) BS 6079-2 Project management. Vocabulary. BSI, London.
BSI (2000b) BS 6079-3 Project management. Guide to the management of business related project risk.
BSI, London.
BSI (2007) PD CEN TR 15628 Maintenance. Qualification of maintenance personnel. BSI, London.
BSI (2008) BS ISO 15686-5 Buildings and constructed assets. Service life planning. Life cycle costing. BSI,
London.
BSI (2009a) Draft BS EN 13306. Maintenance terminology. BSI, London.
BSI (2009b) Draft BS ISO 15686-1. Buildings and constructed assets. Service life planning. Part 1. General
principles and framework. BSI, London.
Eurostar (2010) Eurostar response to the Independent Review. Available from:

http://independentreview.eurostar.com/ [Accessed 01/03/2010].
Garnett, C., and Gressier, M.C. (2010) Eurostar Independent Review. Available from:
http://www.eurostarindependentreview.org/ [Accessed 01/03/2010].
NHS (2004) Best practice advice. Establishing and managing backlog. The Stationery Office Ltd., London.
rd
PMI (2004) A Guide to the Project Management Body of Knowledge (PMBOK® Guide). 3 Edition.
Project Management Institute (PMI), USA.
60
Unit 7 Maintenance Contracts
7.1 Introduction
7.3 JCT contracts
7.3.2 Repair and maintenance contracts
(Commercial) (RM)
7.6 Case study
7.7 Discussions
7.8 Summary
Reading list
7.1 Introduction
Contents
A basic review into related issues is first conducted to introduce topics to be covered in this
unit, and it consists of the review into
- FIDIC (2008) Conditions of contract for design, build and operate projects,
- Chanter and Swallow (2007) Building Maintenance Management,
- Harris and Hastings (2004) Business-focused maintenance, and
- Standard contracts and forms from a number of professional bodies, including
- Joint Contracts Tribunal (JCT),
- Institution of Civil Engineers (ICE),
- Association of Consultant Architects (ACA),
- Association of Consulting Engineers (ACE),
- British Property Federation (BPF),
- Construction Industry Council (CIC),
- International Federation of Consulting Engineers (FIDIC),
- Property Advisers to the Civil Estate (PACE),
- Institution of Electrical Engineers (IEE),
- Joint Council for Landscape Industries (JCLI), and
- Royal Institution of Chartered Surveyors (RICS).
Unit 7 therefore provides additional discussions on maintenance management beyond

maintenance supply network management and maintenance projects management, and it
focuses on maintenance contracts in regard to various legislations. In detail, this module
reviews the differences of maintenance contracts and maintenance agreements with distinct
comparisons with JCT repair and maintenance contracts. In addition, this unit explores key
issues in negotiations and contract management in maintenance projects, and case method is
used to maximise learning and research experience. This unit also provides related questions
for discussion and review.
Key objectives
- To understand the scope and contents of current standard contracts and forms related
to asset maintenance.
- To have an in-depth understanding to the clauses given in the current standard
contracts and forms related to asset maintenance.
- To develop skills through case studies to create contracts for asset maintenance for
different stakeholders in different projects.
61
- JCT (2009b) Repair and Maintenance Contract. Revision 2 2009. The Joint Contracts
Tribunal Limited, London.

- Discuss with comparisons the adaptability of different types of standard contracts and
forms in asset maintenance.
- To propose an appropriate procurement strategy for a specific project and clarify
reasons.
The review into procurement strategies aims to set up the base of contract management in
asset maintenance management. According to JCT (2008) Practice Note – Deciding on the
appropriate JCT contract, contracts are classified into three types in accordance with different
ways of procurement, and these include
- Contracts under traditional procurement
- Lump sum contract
- Measurement contract
- Cost reimbursement contract
- Contracts under Design & Build procurement
- Package deal or turnkey contract
- Design and build contract
- Contractor’s design for specific elements only contract
- Contracts under management procurement
- Management contract
- Construction Management contract
- Design – Manage – Construct contract
In order to choose an appropriate procurement method and contract type, the following
evaluation criteria (JCT, 2008) are recommended:
- The nature of the project,
- The scope of the works,
- Measure of control by the client,
- Accountability,
- Appointment of a contractor,
- Certainty of final cost,
- Start and completion times,
- Restrictions,
- Changes during construction,
- Assessment of risks, and
- Building relationships with the supply chain.
And the consequences of the choice should be familiar with are
- Composition of the team,
- Compatibility of Agreements,
- Documents for tendering purposes,
- The Contract Sum, and
- Contract administration.
With regard to the nature of asset maintenance work, Lump sum contract and Measurement
contract under traditional procurement are identified as suitable two types of contracts. And a
procedure to select five generic types of contracts is summarised in Figure 7.1, where the five
standard contracts under JCT Framework Agreement (JCT, 2008) are
62
- Measured Term Contract (MTC),
- Home Repair & Maintenance Contract (HO/RM),
- Building Contract for Home Owner/Occupier without a consultant (HO/B),
- Building Contract for Home Owner/Occupier with a consultant (HO/C), and
- Repair & Maintenance Contract (RM).
Figure 7.1 the selection of appropriate JCT contracts (JCT, 2008)
7.3 JCT contracts
In this section, two JCT contracts are selected for review with regard to practical needs of
maintenance and management in non-residential facilities, and the two JCT contracts are
- Measured Term Contract (MTC) (JCT, 2009a), and
- Repair & Maintenance Contract (RM) (JCT, 2009b).
The Measured Term Contract (MTC) (JCT, 2009a) consists of six main parts, including
- Articles of Agreement,
- Recitals,
- Articles,
- Contract Particulars,
- Attestation, and
- Conditions.
The Conditions section consists of ten parts, including
- Definitions & Interpretation,
- Carrying out the Works,
- Control of the Works,
- Payment,
- Measurement and Valuation,
- Injury, Damage and Insurance,
63
- Break Provision – Rights of each Party
- Termination for Default, etc.,
- Settlement of Disputes, and
- Schedule Supplemental Provisions.
7.3.2 Repair and maintenance contracts (Commercial) (RM)
The Repair & Maintenance Contract (RM) (JCT, 2009b) consists of five main parts, including
- Invitation to Tender,
- Contract Particulars,
- Tender by Contractor,
- Conditions, and
- Guidance Notes.
The Conditions section consists of eight parts, including
- Definitions & Interpretation,
- Carrying out the Works,
- Control of the Works,
- Payment,
- Indemnities & Insurance,
- Termination,
- Settlement of Disputes, and
- Schedule Supplemental Provisions.
Further to understanding all clauses inside the two JCT contracts, an in-depth review will focus
on two main issues, including the differences between the two contracts and the reflection of
JCT contract clauses in the BoK of AMM (see Table 0) as defined in this module.
In-Text Questions
7.1 In regard to the STEEP issues, provide an in-depth review into the JCT Measured Term Contract (MTC).
Revision 2 2009.
7.2 In regard to the STEEP issues, provide an in-depth review into the JCT Repair and Maintenance Contract
(RM) - commercial. Revision 2 2009.
With regard to select a suitable contractor for asset maintenance work under an appropriate
agreement such as the JCT contracts, this section focuses on the following three main AMM
related issues, including
- The generic procedure of selecting contractors,
- The criteria to evaluate contractors, and
- The tool to undertake evaluation.
For the generic procedure of selecting contractors, the CIBSE (2008) provides a full formal
procedure, which includes:
- pre-qualification of contractors to form a tender list,
- the tender period,
- site visit by the tenderers,
- response to tenderers’ queries receipt of sealed tender returns by a qualifying time
and date,
- tender opening procedure,
- written tender analysis,
- post-tender return interviews,
64
- recommendations,
- award,
- contract document and signing,
- start of contract meeting and site familiarisation, and
- acceptance and reporting period for sites incorporating full plant replacement
contracts.
Further review will focus on its reflection in practical asset maintenance projects.
For the criteria to evaluate contractors, it is recommended to adopt a generic set such as the
STEEP to reflect not only all requirements from clients to contracts but also individual
requirements in asset maintenance. In addition, it is also recommended to further review
clauses of the JCT contracts in terms of their reflection of STEEP issues in making agreements.
For the tool to undertake evaluation, it is recommended to use Analytic Network Process (ANP)
(Saaty, 2005), which is the most comprehensive framework for the analysis of societal,
governmental and corporate decisions that is available today to the decision-maker, and has
been applied in vendors evaluation (Chen et al., 2008) in construction project management
through experimental studies. The advantages of using ANP include holistic reflection of
interactions among evaluation criteria and effective re-use of experts’ knowledge in the
procurement. Comparing with other tools such as rating method, it is expected that the ANP
can provide more reliable solution to support decision making in contractors evaluation.
As an important process in project management, contract administration can also be adopted

in asset maintenance management. This section focuses on an in-depth review into key issues
in contract administration with regard to specific features of asset maintenance.
According to the Aqua Group Guide to Procurement, Tendering & Contract Administration
(Hackett et al., 2006), the following issues are significant in contract administration:
- Placing the Contract,
- Rights, Duties and Liabilities,
- Meetings,
- Site Duties and Instructions,
- Variations and Post-Contract Cost Control,
- Interim Payments,
- Completion, Defects and the Final Account,
- Delays and Disputes,
- Insolvency, and
- Capital Allowances.
With regard to the procedure and contents identified, an in-depth review will focus on the
relevance of contact administration and lifecycle AMM. In addition, it is also important to
understand the relation between maintenance contract and maintenance dynamics.
7.6 Case study
Two case studies are conducted to focus on contract related issues in maintenance, and the
two cases are from
- St. David’s Hospital, and
- Advanced Building Maintenance Co.
For the St. David’s Hospital case study, an in-depth review is required regarding the standard
of building maintenance at the hospital. A letter from Jan Williams, Chief Executive, Cardiff and
65
Vale University Health Board, to Martyn Jenkins, Chief Officer, Cardiff Community Health
Council, on 18 Jan 2010, is used in this study. The letter provides details about the standard of
building maintenance at the hospital.
For the Advanced Building Maintenance Co. case study, an in-depth review is required
regarding the results from a review conducted by J. Tyler McCauley, Department of Auditor-
Controller, County of Los Angeles, in August 2004, mainly focusing on the company’s
compliance with its maintenance contracts and allegations of labour violations against the
company.
7.7 Discussions
7.8 Summary
This unit provides an in-depth review into maintenance contracts related issues including
Procurement strategies, JCT contracts (Measured Term Contract (MTC), and Repair and
maintenance contracts (Commercial) (RM)), the Selection of the contractor, Contract
administration and case studies. The review focuses on current practice and skills
enhancement in maintenance contract management. In addition, the principles of lifecycle
AMM and maintenance dynamics are incorporated to the area of maintenance contract
management to prompt further thinking and understanding of the nature and concepts of
contemporary asset maintenance management towards a higher level in the profession.
Furthermore, this unit also emphasizes the relevance of the dynamic relationships of different
aspects which are reflected in maintenance contracts in terms of the requirements of asset
maintenance and the quality of professional services, which aims to enhance students’ skills to
resolve real problems in related areas. Both qualitative and quantitative approaches are
contracts in this unit, and students are encouraged to explore additional knowledge and
Reading list
nd
Chanter, B., Swallow, P. (2007) Building Maintenance Management, 2 Edition. Blackwell Publishing Ltd.,
Oxford.
Chen, Z. et al. (2008) A knowledge-driven ANP approach to vendors evaluation for sustainable
construction. Journal of Construction Engineering and Management, ASCE. 134(12), 928-941.
66
FIDIC (2008) Conditions of contract for design, build and operate projects. 1st edition. International
Federation of Consulting Engineers (FIDIC), Geneva, Switzerland.
Hackett, M., Robinson, I., and Statham, G. (2006) The Aqua Group Guide to Procurement, Tendering &
Contract Administration. Wiley-Blackwell.
Harris, J., and Hastings, P. (2004) Business-focused maintenance: Guidance and sample schedules. BSRIA,
Bracknell, UK.
JCT (2008) Practice Note – Deciding on the appropriate JCT contract. The Joint Contracts Tribunal Limited,
London.
JCT (2009a) Measured Term Contract. Revision 2 2009. The Joint Contracts Tribunal Limited, London.
JCT (2009b) Repair and Maintenance Contract. Revision 2 2009. The Joint Contracts Tribunal Limited,
London.
Saaty, T.L. (2005) Theory and applications of the analytic network process. RWS Publications, Pittsburgh,
USA.
UK Parliament (1982) Supply of Goods and Services Act 1982. The UK Parliament, London.
BSI (2009) Supply of Machinery (Safety) Regulations 2008. Department of Business Innovation and Skills
(BSI), London.
67
Unit 8 Maintenance Information
8.1 Introduction
8.8 Discussions
8.9 Summary
Reading list
8.1 Introduction
- The defects in concealed works from real projects including the York House in London
and the New EPR Reactor in Flamanville (EDF, 2006), which indicate the potential
requirement of continuous data record from construction stage for maintenance use.
- The fragments of lifecycle information in construction and development projects with
regard to the impacts to both engineering and management in asset maintenance. It
covers the following issues:
- The importance of lifecycle information sharing between design and
construction implied to maintenance to eliminate data loss across different
stages,
- Three key stages of information missing,
- The importance of information sharing across stages,
- Lifecycle maintenance information collection and sharing in regard to the
business complexity in asset maintenance, and
- A holistic view of required information in asset maintenance based on total
facilities management model developed by Atkin and Brooks, 2009) so as to
achieve an informed maintenance.
- The evolution of IT and its relation with facilities management and/or maintenance
software vendors,
- The adoption of Building Information Modelling (BIM) in asset maintenance, and
- Advanced solutions such as Siemens’ Remote Expert Centre for remote diagnosis as
one of the advanced solutions in AMM.
Unit 8 therefore discusses the management of maintenance information at both organisation

and project levels. It further clarifies the needs of using information across stages in asset
maintenance related work and business, the sources of information related to asset
maintenance work and business, and put forward a classification of asset maintenance related
information for management purpose. To maximise the value of effective and efficient use of
information in maintenance related work and business, this unit provides a methodology of
using maintenance information by focusing on how to use those information and how to
manage those information. In addition, this unit also explores an effective approach to
knowledge management in maintenance related work and business. This unit also provides
This section aims at an in-depth review into the PD CEN TR 15628 2007 Maintenance -
Qualification of Maintenance Personnel in regard to requirements on information and
information system for asset maintenance management, and it focuses on lifecycle
68
information in maintenance projects and organisations through management systems as a
bridge for maintenance professionals to effectively manage information through information
systems.
From project management point of view, there are seven management systems to tackle
issues related to administration, time, cost, quality, health and safety, environment, and
information. All these issues can be reflected in different types of information through the
lifecycle of maintenance projects as well as maintenance organisations. And information
systems are therefore used to manage those data and information for effective and efficient
use in maintenance management. Examples from Siemens and the ISDR research team at MIT
are used to demonstrate how data and information could be captured and used in
maintenance.
In terms of maintenance professionals, according to BSI (2007), they are maintenance manager,
maintenance supervisor, and maintenance technician. Generally speaking, the needs of
information are different among different roles in asset maintenance. Therefore it is in
demand to develop tailored information systems as tools for them to use at different levels of
maintenance and management.
In-Text Question
8.1 In regard to requirements of information and systems given by the PD CEN TR 15628 2007 Maintenance -
Qualification of maintenance personnel, what could be expected from a maintenance team in refurbishment
projects?
Case: Rutherford Building Refurbishment Project
Reference: GVA Grimley's report: UK Offices: Refurbishment vs. Redevelopment
(Details about Case and Reference are available on VISION)
Either maintenance personnel or maintenance information systems needs a good classification

of maintenance information. With regard to the concept of maintenance dynamics introduced
in Unit 2, the range of STEEP forces has been identified influential in lifecycle AMM. In order to
keep it consistent, the STEEP is also used to classify information in asset maintenance. As a
result, there are five main types of maintenance information, including Social info., Technical
info., Economic info., Ecological info., and Political info. And a further review is required to
verify whether the STEEP information clusters are identifiable from different maintenance
projects.
Based on the classification of STEEP maintenance information, further considerations are

required in terms of a holistic approach to data and information capture. In other words, it is
critical to identify appropriate sources for a comprehensive set of data and information to be
collected and used in maintenance projects in regard to an entire asset maintenance system
(AMS) through lifecycles. In this Unit, it is suggested that the comprehensive set of
maintenance data and information should be collected from the built environment, the social
environment, and the natural environment. In short, it is called Built, Social, and Natural (BNS)
trinity environment.
In order to capture all necessary data and information from the BNS trinity environment, a
further review is required to identify a set of tools for effective and efficient data and
information collection and processing.
69
The review into maintenance information use focuses on two main issues, including the
position of maintenance information through the lifecycle of facilities across their supply
network, which also has significant interaction with the BSN trinity environment, and
approaches to use information collected from maintenance projects as well as organisations.
Four methods are given for further study with regard to the purposes of description,
evaluation, optimisation or prediction in asset maintenance management. Figure 8.1 illustrates
some key points related to the two focuses and is used for a further study about the link
between maintenance information cluster and the ways of information use.
Figure 8.1 the use of maintenance information
The review into maintenance information management focuses on specific requirements in

AMM at different stages of general information management, and examples are used to
explain those specific issues. From both practice and research points of view, the following two
examples are under discussion:
- Radio Frequency Identification (RFID) system. The study focuses on the structure and
components of the Sybase RFID Architecture, and a sample RFID system for structure
monitoring.
- Remote experts system (RES). The study focuses on the cybernetic system design and
the implementation flowchart of a RES proposed for asset maintenance.
In addition to these examples, students are encouraged to further review other solutions
available on the FM market. For example, the FastMaint CMMS Maintenance Management
Software for Windows developed for unplanned and preventive maintenance management,
and the Concept Evolution™ which is a web-enabled, complete Computer Aided Facilities
Management (CAFM) solution.
With regard to the level and relationship of data, information and knowledge management,
this section aims to demonstrate a knowledge management tool for tanning purpose. Further
to the introduction of a sample maintenance knowledge base, other tools for effective
knowledge reuse are recommended, and these include
- Analytic Network Process (ANP), and
- Artificial Neural Network (ANN).
It is expected that students could learn skills of using all these tools to manage maintenance
knowledge for different purpose at different levels.
70
8.8 Discussions
are encouraged to review the in-text question and seek for appropriate answers through
8.9 Summary
This unit provides an in-depth review into maintenance information related issues including
the needs of maintenance information, types of maintenance information, sources of
maintenance information, the use of maintenance information, maintenance information
management, and maintenance knowledge management. Case studies are used to explain
principles and potentials of maintenance information management. The review focuses on
current practice and skills enhancement in maintenance information management. In addition,
the principles and design of advanced information systems for maintenance management is
discussed to prompt further thinking and understanding of the nature and concepts of
contemporary asset maintenance management towards a higher level in the profession.
Furthermore, this unit also emphasizes the relevance of grasping a comprehensive set of
maintenance information and holistic approach to effectively reusing data, information and
knowledge in asset maintenance management, which aims to enhance students’ skills to
information management in this unit, and students are encouraged to explore additional
knowledge and practice with their own interest.
Reading list
rd
BSI (2007) PD CEN/TR 15628:2007 Maintenance - Qualification of maintenance personnel. British

EPD (2006) EPR - Flamanville 3. The EDF group, Paris, France. Available from: http://energy.edf.com/edf-
fr-accueil/edf-and-power-generation/nuclear-power/the-future-of-nuclear-power/epr-y-flamanville-
3/the-flamanville-3-project-122321.html (Accessed 12 May 2010)
Jones, K., and Burrows, C., Collis, S. (1999) Computerised Maintenance Management Systems: A Survey
of Performance Requirement, RICS Research Papers Series, ISBN 0 85406 949 6. RICS, London.
71
Unit 9 Health and Safety
9.1 Introduction
9.2 H&S regulations
9.3 H&S management
9.4 Risk analysis
9.8 Discussions
9.9 Summary
Reading list
9.1 Introduction
- Health and Safety Executive (HSE) Building and Plant Maintenance case study with
focuses on main health risks, common types of accidents, and the relevance of health
and safety to people including crew, customers and visitors, and
- Lessons learnt from fatal accidents related to people, asset and process in
maintenance.
Unit 9 therefore explores different solutions to health and safety problems related to
maintenance management and provides a new framework for health and safety management
in facilities maintenance. To achieve a reliable framework for health and safety management in
maintenance including maintenance projects, this unit first reviews regulations and
management practice. To set up the framework of health and safety management for facilities
maintenance, this unit then introduces a risk analysis approach to quantify the possibility and
consequences of health and safety related risks, meanwhile, this unit reviews current practice
of using post-occupancy evaluation. Further to these managerial approaches, this unit explores
the possibility of adopting RFID technique and system in health and safety management in
facilities maintenance. In the end, this unit put forward a framework of health and safety
management in facilities maintenance by incorporating risk analysis and post-occupancy
evaluation into one information system to monitoring health and safety performance of
facilities. This unit also provides related questions for discussion and review.
9.2 H&S regulations
This section focuses on study of the relevance of the HSE Approved Code of Practice (HSE,
2009), which gives practical guidance with respect to the Health and Safety (First-Aid)
Regulations 1981 (SI 1981 No 917), in asset maintenance management. In details, it will review
the relevance through each aspect listed below:
- Duty of employer to make provision for first-aid
- Assessment of need
- Checklist for assessment of first-aid needs
- Record of first-aid provision
- First-aid materials, equipment and facilities
- First-aid personnel
- Suggested numbers of first-aid personnel to be available at all times
people are at work
- Duty of employer to inform his employees of the arrangements made in connection
with first-aid
- Duty of self-employed person to provide first-aid equipment
- Duties of self-employed persons
72
9.3 H&S management
This section focuses on the study of the reflection of the Occupational Health & Safety
Advisory Services (OHSAS) in asset maintenance management with focuses on the following
services related issues:
- Policy development,
- Guidance on setting up and maintaining Health and Safety Management Systems
(HSMSs),
- Accident / Incident investigation (root cause analysis),
- Specialist safety advice on ergonomics, occupational hygiene and behavioural safety,
- Independent health and safety auditing,
- Assistance and guidance with health and safety risk assessment,
- Interpretation of legislation and communication of this to our clients, and
- Collation of accident and incident information and identification of trends.
In addition, this section also aims at a brief review into BS 18000 series of occupational health
and safety assessment standards, including
- OHSAS 18001:2007 Occupational health and safety management systems –
requirements,
- OHSAS 18002:2008 Occupational health and safety management systems - Guidelines
for the implementation of OHSAS 18001 2007, and
- BS 18004:2008 Guide to achieving effective occupational health and safety
performance.
With regard to the adoption of the BS 18000 series of occupational health and safety
management standards, facilities managers are required to use the standard based on an
established occupational HSMS model (BSI, 2007a) to identify hazard and assess risks. Figure
9.1 (BSI, 2008) provides an overview of the hazard identification and risk assessment process.
Figure 9.1 The hazard identification and risk assessment process (BSI, 2008)
Further to the review into the BS 18000 occupational health and safety assessment series, this
section finally study the linkages among three main management systems related to asset
maintenance management, and these include BS OHSAS 18001:2007, ISO 9001:2008, and ISO
14001:2004. The study focuses on the following issues:
- How can the three systems be composed in asset maintenance management?
- What are relations among the three systems in maintenance project management?
- How can the three systems work together to maximise the benefits of adopting
standard management systems in asset maintenance projects as well as organisations?
73
9.4 Risk analysis
According to HSE (2006a), a risk assessment is simply a careful examination of what could
cause harm to people in work, so as to weigh up whether there have been enough precautions
taken or should do more to prevent harm. In order to assess the risks in your workplace, HSE
(2006a) provides a five-step procedure which consists of
Step 1. Identify the hazards,
Step 2. Decide who might be harmed and how,
Step 3. Evaluate the risks and decide on precaution,
Step 4. Record your findings and implement them, and
Step 5. Review your assessment and update if necessary.
This section therefore focuses on how to implement this procedure in asset maintenance
management.
In-Text Question
9.1 For a comprehensive risk assessment, it requires a set of criteria that can represent all type of risks related to
the changing situation of the Built, Social, and Natural (trinity environment). Under this scenario, a case study
is required to identify health and safety hazard in the Sydney Jones Library at the University of Liverpool.
(Details about Case and Reference are available on VISION)
Although the concept of post-occupancy evaluation (POE) is familiar for many building
professionals, it is proposed to use for risk assessment in health and safety management in
asset maintenance. With regard to the principle of lifecycle AMM, it is recommended to
incorporate risk assessment at both pre-occupancy stages and post-occupancy stages, and this
has been reflected in the HEFCE (2006) Guide to Post Occupancy Evaluation report and toolkit.
Students are required to define criteria to be used for risk assessment at different stages of
asset lifecycles to address all hazards under various situations.
In-Text Question
9.2 With regard to the adoption of lifecycle asset maintenance management, for health and safety related risk
assessment, what are appropriate criteria for pre-flood evaluation?
9.3 With regard to the adoption of lifecycle asset maintenance management, for health and safety related risk
assessment, what are appropriate criteria for post-flood evaluation?
As discussed in Unit 8, the RFID technique has been being applied in the construction sector. In
this section, a further review is conducted in terms of the application of RFID technique and
systems in asset maintenance management, and it focuses on RFID technique for item
management (BSI, 2009) and feasibility (BSI, 2007b).
It is an essential requirement for lifecycle AMM to monitor health and safety performance.
With regard to effective use information and systems for asset maintenance management, a
further review is conducted the monitoring procedure with focuses on people, asset, and
process.
74
9.8 Discussions
are encouraged to review all three in-text questions and seek for appropriate answers through
9.9 Summary
This unit provides an in-depth review into health and safety related issues including
regulations, management system, risk analysis, post-occupancy evaluation, RFID application,
and monitoring performance. Case studies are used to explain principles and potentials of
maintenance information management. The review focuses on current practice and skills
enhancement in health and safety issues in asset maintenance management. In addition, the
principles and design of health and safety system for maintenance management is discussed to
prompt further thinking and understanding of the nature and concepts of contemporary asset
maintenance management towards a higher level in the profession. And those discussions
focus on the integrative consideration of quality, environment and health& safety for
management system; the BSN trinity environment for risk assessment; and people, asset and
process for performance evaluation in asset maintenance management, which aims to
enhance students’ skills to resolve real problems in related areas. Both qualitative and
quantitative approaches are suggested to maximise the learning outcomes. With regard to the
theme of this module, the focuses of review and discussion are on managerial issues at a
higher level of maintenance management in this unit, and students are encouraged to explore
additional knowledge and practice with their own interest.
Reading list
BSI (2007a) OHSAS 18001:2007 Occupational H&S management systems – requirements. BSI, London.
BSI (2007b) PD CLC/TR 50489:2006 Smart tracker chips — Feasibility study on the inclusion of RFID in
Electrical and Electronic Equipment for WEEE management. BSI, London.
BSI (2008) OHSAS 18002:2008 Occupational health and safety management systems - Guidelines for the
implementation of OHSAS 18001 2007. BSI, London.
BSI (2009) Draft BS ISO/IEC 29160 Information technology - Automatic identification and data capture
techniques - Radio Frequency identification for item management - RFID Emblem. BSI, London.
HEFCE (2006) Guide to Post Occupancy Evaluation report and toolkit. The Higher Education Funding
Council for England (HEFCE), Cambridge, UK.
HSE (2006a) Five steps to risk assessment. Health and Safety Executive (HSE), London. Available at
http://www.hse.gov.uk/risk/fivesteps.htm [Accessed 15 May 2010].
th
HSE (2006b) Essentials of health and safety at work. 4 edition. Health & Safety Executive (HSE), London.
HSE (2009) First Aid at Work: The Health and Safety (First Aid) Regulations 1981 - Approved Code of
Practice and guidance. Health & Safety Executive (HSE), London.
75
Unit 10 Energy and Use
10.1 Introduction
10.3 Renewables
10.7 Discussions
10.8 Summary
Reading list
10.1 Introduction
- The operating costs of facilities with focuses on the operating costs among different
types of facilities, early involvement of stakeholder to lower operating costs in the long
term, and potentials of customer saving due to adopting energy performance based
solutions, and it is based on case studies into Siemens’ solutions such as building
infrastructure services, and efficient building systems (Siemens, 2010a).
- BSI standards in energy efficiency in terms of energy performance of buildings and
relevance to asset maintenance management, including:
- BS 8207:1985 Code of practice for energy efficiency in buildings,
- PD 6680:2002 Guidance on the new European Standards for thermal insulation
materials,
- BS EN 15193:2007 Energy performance of buildings - Energy requirements for
lighting,
- BS EN 15217:2007 Energy performance of buildings - Methods for expressing
energy performance and for energy certification of buildings,
- BS EN 15459:2007 Energy performance of buildings - Economic evaluation,
- BS EN 15240:2007 Ventilation for buildings - Energy performance of buildings -
Guidelines for inspection of air-conditioning systems,
- BS EN 15603:2008 Energy performance of buildings - Overall energy use and
definition of energy ratings,
- procedure for energy systems in buildings,
- BS EN 15603:2008 Energy performance of buildings - Overall energy use and
definition of energy ratings,
- BS EN ISO 13790:2008 Energy performance of buildings - Calculation of energy
use for space heating and cooling, and
- BS EN 16001:2009 Energy management systems - requirements with guidance
for use.
- Energy performance classification in terms of the evaluation of the energy efficiency of
buildings, including
- The European Norm EN 15232 (“Energy performance of buildings - Impact of
building automation“) (BSI, 2007e; Siemens, 2010b),
- The Energy Performance Certificate (EPC) programme (ESC, 2009), and
- The Display Energy Certificate (DEC) programme (CLG, 2010).
- The methodology of energy use evaluation such as the Energy assessment and
reporting methodology using Energy Tree Diagram (CIBSE, 2006a),
- The perspectives of energy and use in facilities management practice from
professional bodies such as the British Institute of Facilities Management (BIFM), and
- The perspectives of energy and use in facilities management research from academic
publications such as the Total Facilities Management (Atkin and Brooks, 2009).
76
Unit 10 therefore explores different solutions of energy use in different types of facilities, and
provides a new solution for higher energy-efficient facilities with regard to the future of energy
use in facilities and maintenance against climate change and diverse user patterns for well-
being. It reviews the policy of energy use at enterprise and departmental levels in order to
clarify the types of energy and usages in different types of facilities with a specific focus on
maintenance management. In addition, it reviews current situations of using energy
management system to monitor energy use in facilities. The concept of Intelligent Facilities is
introduced as a solution of higher energy-efficient facilities in terms of adapting facilities for
the climate change and energy efficiency. This unit also provides related questions for
The review into the policy of energy use in organisations aims at an in-depth understanding of
the contents of energy policy at enterprise and departmental levels. Samples of energy use
policy are discussed in terms of the scope of the policy, the applicability of the policy, the
implementation of the policy, and limitations of the policy.
In-Text Question
10.1 What are the main differences in the Energy Use Policy between the University of Sheffield and the
University of North Carolina at Chapel Hill?
10.2 What should an Energy Use Policy cover in different types of organisations?
10.3 What is the position of asset maintenance in an Energy Use Policy with regard to the responsibilities of
maintenance personnel (BSI, 2007f)?
10.3 Renewables
According to Cambridge Advanced Learner's Dictionary, renewables are types of energy such
as wind power and power from the sun that can be replaced as quickly as they are used. The
review is conducted into the following renewables, including
- Biomass,
- Solar photovoltaic (PV),
- Solar thermal,
- Hydro power,
- Wave and tidal energy,
- Geothermal and sea-thermal power,
- Wind energy, and
- Fuel cells.
These are currently used in either new build or facilities refurbishment, and have a lot of
implications with asset maintenance. For example, the wind turbines integrated building Strata
in London, which aims to create 8% of power for the building (Southwark News, 2010); and the
integration of turbines with building structure and services systems leave a space for further
study in maintenance management.
In-Text Question
10.4 From maintenance personnel points of view, what are the main challenges in asset maintenance
management for renewables integrated facilities?
10.5 What are limitations in renewables integrated facilities in terms of energy use?
77
The management of energy use aims to design, monitor, analyse and optimise the energy use
of facilities without compromising on well-being requirements so as to help organisations to
achieve targets such as energy savings and impacts minimisation defined in energy use policy.
According to Siemens (2010a&c), the management of energy use consists of three steps,
including
- Energy use monitoring. Energy use has to be first measured. The measured data is
subsequently consolidated & provides useful usage values. In addition, the data
provides information pertaining to costs & emissions. This, in turn, provides the
foundation needed for making optimized decisions for long-term profitability.
- Energy use analysis. Progressive technologies for energy savings have to be developed
on an ongoing basis. Need the knowledge and the experience required to analyze a
facility’s energy results in a meaningful manner comparing values to generate
benchmarks, which can be used as the foundation for optimization.
- Energy use optimization. Energy optimization is customized to meet the requirements
of each facility. It is based on the results of the energy measurements and subsequent
analysis. This includes the optimization of facility operation business processes.
By integrating with other processes such as energy use policy and energy use planning, these
three steps are essential in the energy management model (BSI, 2009) (see Figure 10.1). Based
on these principles, a dynamic process for energy use management is proposed in this section
with regard to related uncertainties and risks in energy use through the lifecycle of facilities.
Figure 10.1 The Energy management system model (BSI, 2009)
In-Text Question
10.6 What are risks related to the change of the BNS trinity environment in terms of energy use management?
10.7 How to implement the BS EN 16001:2009 Energy management systems (BSI, 2009)?
78
The intelligence of a facility can be defined as the designed capacity of a facility to acquire and
process data and information to perform its adaptability to life-cycle circumstance changes in
terms of people’s requirements of well-being and energy efficiency (Chen, 2010). According to
this definition, intelligent facilities are solutions for high energy efficient buildings and
infrastructures against climate change. For example, Siemens (2010a) proposed a total building
solution for the health-care sector, and it consists of sub-solutions to cover services, fire safety
and security, and energy and comfort. In order to increase the level of automation, sensor
systems are adopted to reflect the situation of energy use and well-being (see Figure 10.2),
which consequently make the building more intelligent.
Figure 10.2 Total building solutions (Siemens, 2010a)
In order to facilitate the development of intelligent facilities, a cybernetic model (see Figure
10.3) is under discussion for further research and development. This section also introduces
how the intelligence of facilities can be evaluated through ANP modeling (Chen, 2010).
Figure 10.3 A Cybernetic model for intelligent facilities development
79
This section focuses on the integrity of energy efficiency with facilities management systems,
and it therefore aims at the connection of energy management system (BSI, 2009) with other
established management systems such as quality management system, environmental
management system, and H&S management system, etc. As a result of this consideration, the
management systems approach is discussed to inspire further thinking about practical
solutions for energy use management in asset maintenance.
In-Text Question
10.8 Need for actions. Using Siemens’ Need for Action compass (Siemens, 2010a), to find out current situation
and the need for actions, with a detailed analysis, for a teaching & learning facility at the University.
10.7 Discussions
are encouraged to review all eight in-text questions and seek for appropriate answers through
10.8 Summary
This unit provides an in-depth review into energy use related issues including Energy use policy,
Renewables, Energy use management, Intelligent facilities, and Management systems. Case
studies are used to explain principles and potentials of energy use management. The review
focuses on current practice and skills enhancement in energy use issues in asset maintenance
management. In addition, the principles and design of energy use system for asset
maintenance is discussed to prompt further thinking and understanding of the nature and
concepts of contemporary asset maintenance management towards a higher level in the
profession. And those discussions focus on the integrative consideration of quality,
environment and health& safety for management system; and the BSN trinity environment for
risk assessment in asset maintenance management, which aims to enhance students’ skills to
management in this unit, and students are encouraged to explore additional knowledge and
Reading list
rd
BSI (1985) BS 8207:1985 Code of practice for energy efficiency in buildings. BSI, London.
BSI (2002) PD 6680:2002 Guidance on the new European Standards for thermal insulation materials. BSI,
London.
80
BSI (2007a) BS EN 15193:2007 Energy performance of buildings - Energy requirements for lighting. BSI,
London.
BSI (2007b) BS EN 15217:2007 Energy performance of buildings - Methods for expressing energy
performance and for energy certification of buildings. BSI, London.
BSI (2007c) BS EN 15459:2007 Energy performance of buildings - Economic evaluation procedure for
energy systems in buildings. BSI, London.
BSI (2007d) BS EN 15240:2007 Ventilation for buildings - Energy performance of buildings - Guidelines
for inspection of air-conditioning systems. BSI, London.
BSI (2007e) BS EN 15232:2007 Energy performance of buildings. Impact of building automation, controls
and building management. BSI, London.
BSI (2007f) PD CEN/TR 15628:2007 Maintenance - Qualification of maintenance personnel. British

BSI (2008a) BS EN 15603:2008 Energy performance of buildings - Overall energy use and definition of
energy ratings. BSI, London.
BSI (2008b) BS EN ISO 13790:2008 Energy performance of buildings - Calculation of energy use for space
heating and cooling (ISO 13790:2008). BSI, London.
BSI (2009) BS EN 16001:2009 Energy management systems - requirements with guidance for use. BSI,
London.
Chen, Z. (2010) Facilities intelligence and evaluation: a multi-criteria assessment approach. Energy and
Buildings, Elsevier. 42(5), 728-734.
CIBSE (2004) Energy efficiency in buildings. Guide F. The Chartered Institution of Building Services
Engineers (CIBSE), London.
CIBSE (2006a) Energy assessment and reporting methodology. Technical Memoranda TM 22. 2nd edition.
CIBSE, London.
CIBSE (2006b) Renewable energy sources for buildings. Technical Memoranda TM 38. CIBSE, London.
CIBSE (2007) Refurbishment for improved energy efficiency: an overview. Knowledge Series KS12. CIBSE,
London.
CIBSE (2009) Energy efficient heating: an overview. Knowledge Series KS14. CIBSE, London.
CIBSE (2009) Capturing solar energy. Knowledge Series KS15. CIBSE, London.
CLG (2010) Energy Performance Certificates. Communities and Local Government (CLG), London.
Available at
http://www.communities.gov.uk/planningandbuilding/theenvironment/energyperformance/homes/en
ergyperformancecertificates/ [Accessed 15 May 2010].
ECS (2009) What is an EPC. Energy Cert Scotland (ECS), Survey Scotland Ltd, Glasgow, UK. Available at
http://www.energycertscotland.com/epc-explained.html [Accessed 15 May 2010].
Siemens (2010a) How can hospitals become more productive and more secure? Building Technologies
Division, Siemens Switzerland Ltd., Switzerland.
Siemens (2010b) Energy Performance Classes - EN 15232. Siemens Switzerland Ltd., Switzerland.
Available at http://www.buildingtechnologies.siemens.com/bt/global/en/energy-efficiency/energy-
performance-classes/Pages/energy-performance-classes.aspx [Accessed 15 May 2010].
81
Siemens (2010c) Building Infrastructure Services. Available at
http://www.medical.siemens.com/webapp/wcs/stores/servlet/CategoryDisplay~q_catalogId~e_-
11~a_categoryId~e_1022126~a_catTree~e_1021331,1021316,1022126~a_langId~e_-
11~a_storeId~e_10001.htm [Accessed 15 May 2010].
Southwark News (22 March 2010) Wind Turbines Will Create Eight Per Cent of Power. Southwark News
Ltd, London. Available at http://www.southwarknews.co.uk/00,news,18862,440,00.htm [Accessed 15
May 2010].
Cases study
Aviation maintenance management By Harry A. Kinnison
82
Appendixes
I Glossary
II RICS APC Guide on maintenance
management
III Maintenance services
IV Influential factors to assets reliability
V Influential factors to assets maintainability
VI Influential factors to assets supportability
VII Methods of risks assessment
I Glossary
Term Definition Source

Asset (physical) A formally accountable item. BSI, 2009a
Assets register Item basic information, related to technical, contractual, economic, administrative, BSI, 2008
location and operational.
Client The client will be the person to whom a professional advisor will report, and who will CIBSE
be able to order maintenance works to be carried out, or An organisation that
specifies needs and procures facilities services by means of a facility management
agreement.
Note: the client has a general and/or key function in all stages of the relationship
with the service provider (BS EN 15221-1).
Constructed Anything of value that is constructed or results from construction operations. ISO, 2009
asset
Corrective It restores the functions of an item after failure has occurred or performance fails to BSI, 2007
maintenance meet stated limits. Some failures are acceptable if the consequences of failure
(such as production loss, safety, environmental impact, failure cost) are tolerable
compared to the cost of preventive maintenance. This results in a planned run-to-
failure approach to maintenance.
Customer The intended recipient of the product. BSI, 1993
Dependability Ability to perform as and when required. Dependability characteristics include BSI, 2009b
availability and its inherent or external influencing factors, such as: reliability, fault
tolerance, recoverability, integrity, security, maintainability, durability, and
maintenance support.
Design life Service life intended by the designer ISO, 2009
Durability Capability of a building or its parts to perform its required function over a specified ISO, 2009
period of time.
Failure Loss of the ability of a building or its parts to perform a specified function. ISO, 2009
Failure Maintenance or management policy established to address the consequences of a BSI, 2007
management particular failure mode
policy
Human aspects Abilities, limitations, and other human characteristics that are relevant to the design, BSI, 2009b
operation and maintenance of systems and/or their components affecting overall
system performance.
Maintainability The ability of an item under given conditions of use, to be retained in, or restored to, BSI, 2009b
a state in which it can perform a required function, when maintenance is performed
under given conditions and using stated procedures and resources. Maintainability
may be quantified using appropriate measures or indicators and is then referred to
as maintainability performance. Intrinsic (inherent) maintainability is the
maintainability of an item determined by the original design.
83
Maintenance The combination of all technical, administrative and managerial actions during the BSI, 2009a
life cycle of an item intended to retain it in, or restore it to, a state in which it can
perform the required function.
Maintenance Interrelationship between the maintenance echelons, the indenture levels and the BSI, 2007
concept levels of maintenance to be applied for the maintenance of an item.
Maintenance All activities of the management that determine the maintenance objectives, BSI, 2009a
management strategies, and responsibilities and implement them by means such as maintenance
planning, maintenance control and supervision, improvement of methods in the
organization including economical aspects.
Maintenance Targets assigned and accepted for the maintenance activities. These targets may BSI, 2009a
objectives include for example availability, cost reduction, product quality, environment
preservation, safety, asset value preservation.
Maintenance A structured and documented set of tasks that include the activities, procedures, BSI,
plan resources and the time scale required to carry out maintenance. 2009a,c
Maintenance General approach to the provision of maintenance and maintenance support based BSI, 2007
policy on the objectives and policies of owners, users and customers.
Maintenance List of all the maintenance tasks developed for a system for a given operating BSI, 2007
programme context and maintenance concept.
Maintenance The management method used in order to achieve the maintenance objectives. BSI, 2009a
strategy Examples could be outsourcing of maintenance, allocation of resources, etc.
Maintenance The ability of a maintenance organization to have the correct maintenance support BSI, 2009a
supportability at the necessary place to perform the required maintenance activity at a given
instant of time or when required.
Obsolescence Loss of ability of an item to perform satisfactorily due to changes in performance ISO, 2009
requirements
Operation Combination of all technical, administrative and managerial actions, other than BSI, 2009a
maintenance actions, that is resulting in the item being in use. Maintenance actions
are not part of operation even if operators carry out some maintenance actions.
Premises Ability to perform as and when required.
Preventive It may be at regular intervals or in accordance with prescribed criteria to reduce the BSI, 2007
maintenance probability of failure or degradation to retain the functioning of an item or to detect a
hidden fault. This can be condition based and achieved by monitoring its condition
until failure is imminent, or by functional checks to detect failure of hidden functions,
and then performing maintenance. It can also be predetermined, based on a fixed
interval (such as calendar time, operating hours, number of cycles) consisting of
regular refurbishment or replacement of an item or its components.
Reliability Ability of a structure or structural element to fulfil the specified requirements BSI, 2008b
including working life for which it has been designed.
Reliability Method to identify the failure management policies that should be implemented to BSI, 2007
centred efficiently and effectively achieve the required safety, availability and economy of
maintenance operation for all types of equipment.
Service life Period of time after installation during which a facility or its component parts meets ISO, 2009
or exceeds.
Supplier The provider of the asset to the user. The supplier, as used in the wider sense, may BSI, 1993
be defined as “the organization that provides a product to the customer”. In a
contractual situation the supplier may be called the contractor. The supplier may be,
for example, the producer, distributor, importer, assembler, or service organization.
The supplier can be either external or internal.
User The individual who, or organization that, operates or uses the product. BSI, 1993
Vendor See Supplier BSI, 1993
84
References
BSI (1993) Glossary of Terms used in terotechnology. British Standards Institution (BSI), London.
BSI (2007) Draft BS EN 60300-3-11 Dependability management - Part 3-11: Application guide - Reliability
centred maintenance. British Standards Institution (BSI), London.
BSI (2008a) Draft BS EN 15331 Criteria for design, management and control of maintenance services for
buildings. British Standards Institution (BSI), London.
BSI (2008b) Draft BS ISO 13824 General principles on risk assessment of systems involving structures.
British Standards Institution (BSI), London.
BSI (2009a) Draft BS EN 13306 Maintenance terminology. British Standards Institution (BSI), London.
BSI (2009b) Draft BS EN 62508 Guidance on human aspects of dependability. British Standards
Institution (BSI), London.
BSI (2009c) Draft BS ISO 15686-1. Buildings and constructed assets. Service life planning. Part 1. General
principles and framework. British Standards Institution (BSI), London.
ISO (2009) ISO/DIS 15686-1 Buildings and constructed assets - Service life planning - Part 1: General
principles and framework. International Organization for Standardization (ISO), Geneva, Switzerland.
85
II RICS APC guide on maintenance management13
Description of competency
Deliver maintenance services to a plan based on organisational need, either using an in-house
work force, or maintenance contractors.
Examples of likely knowledge, skills and experience at each level
Levels knowledge, skills and experience Examples of knowledge
Level 1 Demonstrate knowledge and - Planned maintenance

understanding of the maintenance - Reactive maintenance
requirements of buildings, structures and - Maintenance inspections
other real estate. - Statutory inspections
- Compliance requirements
- Prioritising forward maintenance
- Integrating maintenance activity
with the occupant’s operational
needs
Level 2 Manage and keep up-to-date - Maintaining record systems

maintenance information to determine - Identifying maintenance
and implement operational maintenance requirements
policies. - Implementing maintenance policy
- Placing contracts (orders) for
maintenance
- Confirming satisfactory completion
of work
Level 3 Provide evidence of reasoned advice, - Providing advice and

write and present reports on maintenance recommendations on issues
management. relating to the management of
maintenance policy
13
RICS Property Group (2006) Your pathway to qualifying in Facilities Management. The Royal Institution of
Chartered Surveyors (RICS), London.
86
III Maintenance services
Asset maintenance services cover all types of maintenance for different types of assets. Annex
III gives information focusing on building services systems.
According to CIBSE14, a maintenance contractor can typically offer the following services
a) routine inspection and maintenance of engineering plant
b) planned lamp replacement
c) five-yearly electrical inspection
d) portable appliance testing
e) monitoring of plumbing and water services operation (for legionellosis control)
f) inspection and operation of high-voltage electric installation
g) first line response to emergencies and pre-agreed critical alarms (response time
agreed with client)
h) ensuring compliance with statutory requirements for services installations
i) provision and control of on-site engineering stores
j) purchase of engineering plant and equipment (consumable spares and materials, client
requested items, replacement of minor and major plant)
k) installation of engineering plant and equipment (minor items including response to
client requests and major capital plant)
l) energy management by:
a. ensuring efficient plant operation
b. purchase and, where appropriate, storage of fuel
m) supervision and control of specialist contractors
n) inspection, compliance testing and monitoring of fire systems and equipment
o) trouble-shooting
And the following building services systems are targets of maintenance provision.
- Heating: wet systems (radiators, convectors, underfloor); air systems (warm air / mech.
Ventilation)
- Cooling: air conditioning
- Domestic hot and cold water: central supply and distribution
- Lighting: tubular fluorescent; compact fluorescent; high bay luminaries; low bay
luminaries; emergency lighting
- Electric power: single phase; 3-phase
- Controls and building management systems: Controls; BMS
- Communications: Unshielded twisted PAIR; Foil screened twisted pair; Shielded
twisted pair
- Transportation: Lifts; Escalators
- Security: Intruder detection; Closed circuit television; Access control; All systems
- Fire protection: Manual systems; Automatic systems designed to protect life;
Automatic systems designed to protect property; All systems
In response to these services provision and maintenance targets, there are some basic
maintenance requirements for building services systems for further study. In addition, further
studies are also required for all asset maintenance services.
14
Armstrong, J., Saville, A. (2005) Managing Your Building Services. CIBSE Knowledge Series KS 02. The Chartered
Institution of Building Services Engineers (CIBSE), London.
87
IV Influential factors to assets reliability
The following factors15 are identified to be generally influential to the reliability of any type of
assets.
Categories Influential Factors
Inherent factors - The strength and condition of the raw materials of which the asset was made
- Manufacturing and assembling processes
- Quality control to which an asset was exposed
- Initial packaging
- Transportation
- Storage
Environmental - Temperature
factors - Humidity
- pH concentration
- Air pollution
- Dust
- Terrain
- Radiation
- Vibration
Operational - Loading
factors - Number of cycles per unit
- Intensity of use
- Frequency of use
- The technical education of users
- Misuse
- Storage conditions
15
Knezevic, J. (1993) Reliability, Maintainability and Supportability: A Probabilistic Approach. McGraw-Hill Book
Company Europe, Maidenhead, Berkshire, England.
88
V Influential factors to assets maintainability
The following factors16 are identified to be generally influential to the maintainability of any
type of assets.
Personal factors - The skill

- Motivation
- Experience
- Physical ability
- Self-discipline
- Responsibility
- Other similar characteristics of the personnel involved
Conditional - The operating environment

factors - The consequences of the failure to the physical condition
- Geometry
- Shape of the item under restoration
Environmental - Temperature
factors - Humidity
- Lighting
- Vibration
- Time of the day
- Time of the year
- Wind
- Noise
- Other similar factors which affect maintenance personnel during the
restoration
16
89
VI Influential factors to assets supportability
The following factors17 are identified to be generally influential to the supportability of any
type of assets.
Maintenance - The management of the maintenance process

factors - Maintenance concept
- Maintenance policy
- Maintenance strategy
Location factors - The geographical location of items

- Communication systems
- Transport
Investment - The provision of support resources

factors - Spares
- Tools
- Equipment
- Facilities
Organisational - The flow of information

factors - Support elements
17
90
VII Methods of risks assessment
Risk assessment is an important part of risk management, and it provides a structured

procedure which consists of three processes, including risk identification, risk analysis and risk
evaluation. Risk identification is a process to identify how objectives may be affected, risk
analysis is a process to analyse the consequences and their likelihood of all individual risks
identified, and risk evaluation is a process to measure the overall impacts of individual risk
factors. The following example type of risk assessment methods are given by BSI (2008) 18.
Categories Methods
Look-Up Methods - Checklists

- Preliminary Hazard Analysis (PHA)
Creativity Methods - Structured Interview & Brainstorming

- Delphi Technique
- Structured What-if (SWIFT)
- Human Reliability Analysis (HRA)
Scenario Analysis - Root Cause Analysis (Single Loss Analysis)

- Scenario Analysis
- Environmental Risk Assessment
- Business Impact Analysis
Top Event Analysis - Fault Tree Analysis

- Event Tree Analysis
- Cause Consequence Analysis
- Cause-Effect Analysis
Function Analysis - FMEA and FMECA

- Reliability-Centred Maintenance
- Sneak Analysis (Sneak Circuit Analysis)
- Hazard & Operability Studies (HAZOP)
- Hazard Analysis and Critical Control Points (HACCP)
Controls Assessment - Layers of Protection Analysis (LOPA)

- Bow Tie Analysis
Statistical Methods - Markov Analysis

- Monte-Carlo Analysis
- Bayesian Analysis
In this module, it is also recommended to use Analytic Network Process (ANP) 19, which is a
generic multi-criteria decision-making approach to evaluate different options against given
assessment criteria. With regard to either STEEP20 or BSN21 risks
18
BSI (2008) BS EN 31010. Risk management. Risk assessment techniques. British Standards Institution (BSI),
London.
19
Saaty, T.L. (2005) Theory and applications of the analytic network process. RWS Publications, Pittsburgh, USA.
20
STEEP stands for those Social, Technical, Economic, Ecological, and Political issues, which are identified relevant
to a set of STEEP risks.
21
BSN stands for the Built, Social, and Natural trinity environment, where a set of BSN risks is derived and can be
identified.
91

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Heriot-Watt University

School of the Built Environment

Asset Maintenance Management

Tel: +44 (0) 131 451 4662

Tel: +44 (0) 131 451 4663

Tel: +44 (0) 131 451 4635

Unit 2 Maintenance Dimensions 18

Unit 3 Codes, Standards and Guides 25

Unit 4 Facilities Dependability 37

Unit 5 Maintenance Organisations 43

Unit 6 Maintenance Projects 51

Unit 7 Maintenance Contracts 58

Unit 8 Maintenance Information 64

Unit 9 Health and Safety 68

Unit 10 Energy and Use 72

Unit 11 Case studies

II RICS APC guide on maintenance management 82

III Maintenance services 83

IV Influential factors to assets reliability 84

V Influential factors to assets maintainability 85

VI Influential factors to assets supportability 86

VII Methods of risks assessment 87

The Asset Maintenance Management (D31AM) is a mandatory module for MSc/PGDip/PGCert

Government Departments and Organisations

ACE Association of Consulting Engineers

ACOP Approved Codes of Practice

LCA Life Cycle Assessment

Table 0 The Body of Knowledge (BoK) of Asset Maintenance Management (AMM)

1.1 Aim and objectives of the module

Figure 1.1 Teaching and learning framework

1.4 Assessment method

1.6 Structure of VISION materials

ASSET MAINTENANCE MANAGEMENT (D31AM)

Box 1.1 The structure of teaching and learning materials on VISION

Key references related to the contents of this module are

Chanter, B., Swallow, P. (2007) Building Maintenance Management, 2nd Edition.

Wordsworth, P. (2007) Lee’s Building Maintenance Management, 4th Edition. Blackwell

Maintenance standards and guides listed in Unit 3.

Other reference books related to the contents of this module are

Wood, B. (2009) Building Maintenance. Blackwell Publishing Ltd., Oxford.

The Reading list at the end of each unit and on VISION.

Key reading materials

Typical exam questions

2.2 The lifecycle performance of facilities

It is assumed that the lifecycle performance of facilities is an essential indicator to

Figure 2.1 The lifecycle of asset maintenance management

2.3 The maintenance needs

2.4 Maintenance policy and strategy

2.5 Classification of maintenance

Table 2.1 The classification of maintenance work

Forms of maintenance* Classification and profiles*

Forms of maintenance* Classification and profiles*

2.6 The maintenance profession

The review of the maintenance profession aims to establish a comprehensive professional

2.7 Maintenance dynamics

Figure 2.2 The concept of maintenance dynamics

This unit establishes the understanding to dimensions of asset maintenance management in

BSI (2007a) BS EN 15341:2007 Maintenance - Maintenance key performance indicators. British