Table Of ContentFACILITIES
ENGINEERING AND
MANAGEMENT
HANDBOOK
Commercial, Industrial, and Institutional Buildings
Pall1 R. Smith,
RE., P.M.P., M.B.A., M.S.M.E. Editor in Chief
Principal, Peak Leadership Group, Division of Paul R. Smith & Associates,
Boston, Massachusetts
Anand K. Seth, RE., C.E.M., C.P.E., M.S.M.E. Editor
Director of Utilities and Engineering, Partners Healthcare System, Inc.,
Boston, Massachusetts
Roger P. Wessel, P.E. Editor
Principal, RPW Technologies, Znc., West Newton, Massachusetts
David L. Stymiest, P.E., SASHE, C.E.M., M.E.E.P.E. Editor
Senior Consultant, Smith Seckman Reid, Inc., New Orleans, Louisiana
William L. Porter, FAIA, Ph.D., M.Arch. Editor
Professor of Architecture and Planning; Formerly Dean, Massachusetts Institute of
Technology School of Architecture and Planning, Cambridge, Massachusetts
Mark W. Neitlich, B.Ch.E., M.B.A. Editor
Owner, CEO, and Chief Engineer of Chemical Manufacturer (Retd.), New Haven, Connecticut
New York San Francisco Washington, D.C. Auckland Bogota
Caracas Lisbon London Madrid MexicoCity Milan
Montreal New Delhi San Juan Singapore
Sydney Tokyo Toronto
.
Library of Congress Cataloging-in-Publication Data
Facilities engineering and management handbook : commercial, industrial, and
institutional buildings : Paul R. Smith, editor-in-chief.
p. cm.
ISBN 0-07-059323-X
1. Plant engineering-Handbooks, manuals, etc. 2. Facility management-
Handbooks, manuals, etc. I. Smith, Paul R.
TS184 .F35 2000
658.2-dc21 00-062452
McGraw-Hill E
A Division of The McGmwHiU Companies
Copyright 0 2001 by The McGraw-Hill Companies, Inc. All rights reserved. Printed in
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ISBN 0-07-059323-X
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Copyrighted Materials
Copyright© 2001 Knovel Retrieved from www.knovel.com
FOREWORD
David A. Dow, Director Facility Engineering
Walt Disney Imagineering, Anaheim, California
The Walt Disney organization recognizes the importance of facilities engineering and man
agement. As the company becomes global, more theme parks are being designed and built to
keep up with the demand for the Disney product. It has become a monumental task to dream
up, design, construct, operate, and maintain the facility assets of the company. Throughout the
process, from the early conceptual plan through to the maintenance of the entire physical
plant, the goal of every "cast" member is to cater to "guest" satisfaction.
The facilities manager has evolved from being a mechanic in the early 1900s to a highly
skilled, multidisciplined individual. Through all of the phases mentioned, the facilities man
ager must have the same knowledge as the mechanic and must also be computer literate,
Internet comfortable, a planner, a scheduler, a motivator of people, an integrator, a problem
solver, and probably the biggest change of all, a great manager. To wear all of the hats
required, the facilities managers must have the management skills to lead a team of staff that
will pull together all of the required facets of their businesses. Now, they probably sit at the
boardroom table with the other department heads that make company decisions. The budget
for facility management is probably looked at in the most detail and needs to be justified by
payback analysis, comparable numbers, and generally, the amount of money every dollar
spent will save. This can be difficult in maintenance functions where not performing the tasks
can mostly be measured only in problems that may show up in the years ahead.
The Disney experience and approach exemplify the thrust of this book, which is that one
must always give more consideration to the individual attributes of modern facilities to suc
ceed in our present competitive business environment. Facilities engineering and facilities
management now interrelate as never before. Please come along with us for a moment as we
explore the Disney experience. Consider how the Disney experience relates to your own facil
ity experience by substituting "customer" for "guest," "employee" for "cast member," and
"process, industry, product, or business" for "show, magic, or attraction." We believe that you
will be able to draw parallels to your own situation quite easily.
In its way, the Disney environment sets a standard that any organization must meet. Just
as the guestsin any Disney environment must be transported into their world of fantasy,
employees and customers in any work or commercial environment must be well served to
achieve their highest aspirations and to fulfill the missions of the host organizations. Walt Dis
ney Imagineering is the design arm of the Disney organization. Within its hallways, creative
departments coexist with the engineering groups, and themed designers and architects mingle
with the structural engineers. A synergy exists on campus at the heart of the operation that
takes creative ideas and produces new attractions from simple brick and mortar, that
immerses the guest into a fantasy location where, for a short period of time, the rigors of ordi
nary life are left behind. Facility engineers are just one member of this team that is under con
stant pressure to provide the expected product, also to keep costs down, and to use the most
efficient method and technology throughout the process.
xxiii
xxiv FOREWORD
Once an attraction is open and the guests are enjoying the magic, the monumental task of
operations and maintenance takes over. All attractions must maintain a very high operational
rate, similar to many other modern facilities. Attractions cannot be allowed to be inoperative.
Guests expect to see certain attractions when they enter a park and any downtime can lead to
guest dissatisfaction. Preventive maintenance tasks must be scheduled and cycled periodi-
cally, depending on the type of ride or show. All scenes in a show must be fully operational or
the show is considered down. (The storyline must be maintained.) When a show or attraction
does go 101 (inoperative), crews must be available to repair the problem and bring the facil-
ity back on line as soon as practically possible. The readiness of the parks and facilities must
all be maintained, as mentioned before, despite the added complications of holding down util-
ity costs, minimizing maintenance crews, and obtaining the best possible replacement parts
for the least amount of money.
In today’s economy, the shareholders expect growth-growth coupled with saving costs
wherever possible. This, of course, cannot in any way compromise the safety and enjoyment
of the guests. Growth is not possible without repeat visits from our guests.
Each one of the areas discussed-design, operation, and maintenance-now takes place
for the Disney organization on a global scale. Design for each facility may be happening at
any one time in almost anywhere in the world. The architect may reside in one place in the
United States, and the engineers may be located either in one office or in several offices, in
another area of the country. In the meantime, coordination is needed with a ride vendor in
Europe and possibly other special effects and show-related items in another part of the world.
As the Internet becomes a factor in design coordination and collaboration, a whole new busi-
ness of e-commerce has developed that provides the project team with methods for pulling
the entire package together.
This book pulls together the different knowledge bases of facilities engineering and man-
agement and offers a valuable tool to anyone involved in the fast-growing and evolving pro-
fession of facility management.
CONTENTS
Steering Committee xi
Contributors xv
Foreword xxiii
Part 1 Facilities Management 1.1
Chapter 1. Perspectives 1.3
Section 1.1 Introduction and Historical Perspective to Facilities Engineering
andManagement I 1.6
Section 1.2 Facilities Engineering and Management Reconsidered I 1.12
Chapter 2. Facility Financial Management 2.1
Section 2.1 Introduction I 2.1
Section 2.2 Background Information I 2.2
Section 2.3 Overview of Financial Management I 2.3
Section 2.4 Facility Financial Planning I 2.11
Section 2.5 Financial Management in the New Millennium I 2.12
Section 2.6 Management Decision Making I 2.14
Section 2.7 Financial Analysis I 2.17
Section 2.8 Implementation Plan I 2.25
Section 2.9 Reengineering I 2.26
ChaDter 3. Facilitv Life-Cvcle Process 3.1
Section 3.0 Overview I 3.2
Section 3.1 Planning and Budgeting I 3.3
Article 3.1.1 Owner Requirements I 3.4
Article 3.1.2 Financial Modeling I 3.7
Article 3.1.3 Facilities Management Systems I 3.14
Article 3.1.4 Building Life Cycle-An Integrated Approach I 3.31
Article 3.1.5 Corporate Leasing, Design, and Construction: A Project Management
Approach from the Tenant’s Perspective I 3.39
Article 3.1.6 Property Loss Prevention I 3.46
Article 3.1.7 Value in Risk Management I 3.52
Article 3.1.8 The New Face of the Project Team Member I 3.58
Section 3.2 Design and Construction Process Management Functions I 3.62
Article 3.2.1 The Project Management Process I 3.63
Article 3.2.2 Change-Control Process I 3.85
Article 3.2.3 Different Types of Design and Construction Agreements I 3.91
Article 3.2.4 Improving Productivity through Integrated Workplace Planning I 3.93
Article 3.2.5 Facility Life-Cycle Management Tools I 3.112
Article 3.2.6 How Fit Are Your Facilities? Performance Measurements and Facilities
Information Technology I 3.116
V
Vi CONTENTS
i
Article 3.2.7 Managing the Magic I 3.121
Article 3.2.8 Rethinking the Architect or Contractor Selection Process I 3.129
Article 3.2.9 Environmental Compliance and Management Systems I 3.131
Article 3.2.10 Relocation Management I 3.143
Article 3.2.11 Furniture Specification I 3.153
Article 3.2.12 Project Communications and Project Modeling I 3.164
Section 3.3 Facility Management Functions I 3.168
Article 3.3.1 Comparison of FM Automation Systems / 3.169
Article 3.3.2 The Great Global Infrastructure Resource Management Game:
How Technology Is Creating New Value Propositions in Infrastructure
Management for the Twenty-First Century I 3.178
Article 3.3.3 Leveraging the Facilities Management Technology Infrastructure: AU Assets
Are Created Equal I 3.189
Article 3.3.4 Facilities Management Automation and Infrastructure Management I 3.19 2
Article 3.3.5 Facilities Management Automation and Infrastructure Management
Audits I 3.229
Article 3.3.6 The Internet, E-Commerce, and Facilities Management I 3.241
Article 3.3.7 The Role of E-Commerce and Business-to-Business Electronic Marketplaces
in Facilities Management I 3.244
Article 3.3.8 How Technology Is Reengineering Facilities Management Processes I 3.262
Article 3.3.9 Getting the Most out of Information Technology Project Consultants I 3.270
Article 3.3.10 Is Your CAFM System Prepared for Today’s Needs? I 3.275
Article 3.3.11 Human Resources I 3.279
Article 3.3.12 Using Customer Surveys to Improve Facilities Communications
and Performance I 3.281
Article 3.3.13 Total Cost of Ownership / 3.284
Section 3.4 New Developments in Operations Management I 3.287
Article 3.4.1 Overview of Process Design in Facilities Management I 3.288
Article 3.4.2 Supply Chain Management I 3.301
Article 3.4.3 Quality Assurance Practices I 3.311
Article 3.4.4 Information-Driven Project Management for Design
and Development I 3.327
Article 3.4.5 Achieving IS0 9000 Certification I 3.336
Section3.5 Closure I 3.353
Part 2 Facilities Engineering 4.1
Chapter 4. Planning and Programming Process 4.3
Section 4.1 What Is Programming? I 4.3
Section 4.2 Programming Activities and Tools I 4.18
Section 4.3 Using the Program I 4.72
Chapter 5. Engineering and Design Process 5.1
Section 5.1 Architectural and Structural Systems I 5.2
Article 5.1.1 Geotechnical Considerations / 5.2
Article 5.1.2 Civil Engineering / 5.17
Article 5.1.3 Structural Systems I 5.32
Article 5.1.4 Skins and Facades / 5.48
Article 5.1.5 Roofs / 5.55
Article 5.1.6 Elevators, Escalators, and Moving Walks / 5.67
Section 5.2 Electrical Systems I 5.81
Article 5.2.1 Service Entrances I 5.82
Article 5.2.2 Electrical Distribution Systems I 5.123
CONTENTS vii
Article 5.2.3 Emergency Power Supply Systems I 5.154
Article 5.2.4 Raceway and Cable Systems I 5.178
Article 5.2.5 Wiring Devices I 5.181
Article 5.2.6 Grounding Systems I 5.189
Article 5.2.7 Corrosion Control by Cathodic Protection I 5.194
Article 5.2.8 Electric Heat Tracing Systems I 5.198
Article 5.2.9 Power Quality I 5.203
Section 5.3 Lighting Systems I 5.220
Article 5.3.1 Lamps, Fixtures, and Humans-How They Relate / 5.220
Article 5.3.2 Light, Vision, and Color I 5.230
Article 5.3.3 Light Sources I 5.236
Article 5.3.4 Luminaires I 5.245
Article 5.3.5 Lighting Design I 5.249
Article 5.3.6 Daylighting / 5.257
Section 5.4 Mechanical Systems I 5.260
Article 5.4.1 Issues in Human Comfort I 5.260
Article 5.4.2 HVAC Systems I 5.269
Article 5.4.3 Boilers I 5.292
Article 5.4.4 Chilled Water Plants I 5.306
Article 5.4.5 Cogeneration I 5.324
Article 5.4.6 Plumbing: Process, Gas, and Waste Systems I 5.332
Article 5.4.7 Sprinklers and Fire Protection I 5.351
Article 5.4.8 Energy Efficiency and Indoor Environmental Quality I 5.367
Article 5.4.9 Thermal Energy Storage / 5.373
Article 5.4.10 Noise and Vibration Control I 5.386
Section 5.5 Instrumentation and Control Systems I 5.410
Article 5.5.1 Energy Management Systems I 5.411
Article 5.5.2 Motor Controls I 5.422
Article 5.5.3 Security Systems I 5.430
Article 5.5.4 Fire Alarm Systems I 5.440
Article 5.5.5 Smoke Control Systems I 5.444
Article 5.5.6 Telecommunications and Data Distribution Systems I 5.452
Chapter 6. Construction, Modifications/Renovation,
and Demolition/Site Restoration 6.1
Section 6.1 Construction Management I 6.2
Article 6.1.1 Construction Management I 6.2
Article 6.1.2 Construction Delivery Methods I 6.2
Subarticle 6.1.2.1 Construction Contract Decisions I 6.7
Article 6.1.3 Beyond Contracting to Customer Service I 6.7
Article 6.1.4 Schedule I 6.9
Article 6.1.5 Construction Cost Control I 6.10
Article 6.1.6 Change Order Management I 6.15
Article 6.1.7 Payment Control / 6.16
Article 6.1.8 Procurement I 6.16
Article 6.1.9 Owner-Furnished Items I 6.17
Article 6.1.10 Subcontract-Qualified Subcontractors, Bid Comparison, Chain of Command,
References I 6.18
Article 6.1.11 File-Sub-Bid I 6.18
Article 6.1.12 Self-performed Work I 6.19
Article 6.1.13 Construction Work Packaging / 6.19
Article 6.1.14 Submittal Management Process I 6.19
Article 6.1.15 Quality Assurance I 6.21
Article 6.1.16 Coordination and Trade Interference Detection I 6.21
Subarticle 6.1.16.1 Mechanical and Electrical Coordination / 6.21
Article 6.1.17 Scope Control I 6.23
Article 6.1.18 Quality On-Site I 6.23
Article 6.1.19 Change Process I 6.24
viii CONTENTS
Article 6.1.20 Linking Project Issues with Costs / 6.24
Article 6.1.21 Field Reporting-Field Supervision / 6.24
Article 6.1.22 Warranty and O&M Manuals / 6.25
Section 6.2 Facility Construction Process I 6.25
Article 6.2.1 Construction Documents / 6.25
Article 6.2.2 Site Logistics / 6.27
Article 6.2.3 Site Management Team and Roles I 6.29
Article 6.2.4 Construction Start-up I 6.30
Article 6.2.5 Foundations I 6.31
Article 6.2.6 Superstructure I 6.33
Article 6.2.7 Demolition and Construction of Vertical Transportation / 6.34
Article 6.2.8 Vertical Transportation-Ongoing? Maintenance / 6.35
Article 6.2.9 Exterior Skin Damp-Proofing/Waterproofing/ 6.36
Article 6.2.10 Exterior Skin/Facade / 6.40
Article 6.2.11 Exterior Skin/Roofing / 6.43
Article 6.2.12 Interior Finishes / 6.46
Article 6.2.13 Construction Completion / 6.48
Article 6.2.14 Commissioning Programs for WAC Systems / 6.50
Section 6.3 Construction Process Variations / 6.57
Article 6.3.1 Climatic, Geographic, and Local Influences / 6.57
Article 6.3.2 Government Versus Private Work / 6.63
Article 6.6.3 Renovation and Restoration / 6.65
Chapter 7. Facility Operations, Maintenance, and Assessment 7.1
Section 7.1 Facilities Operations / 7.2
Article 7.1.1 Maintenance Planning and Budgeting I 7.2
Article 7.1.2 Systems Records Management and Document Control / 7.8
Article 7.1.3 Physical Security / 7.10
Article 7.1.4 Environmental Services / 7.14
Article 7.1.5 Landscaping Services / 7.20
Article 7.1.6 Fuel and Energy Procurement / 7.24
Article 7.1.7 Operations and Maintenance Plans / 7.32
Section 7.2 Facilities Maintenance / 7.49
Article 7.2.1 Mechanical Testing and Maintenance I 7.50
Article 7.2.2 Instrumentation and Control Systems Maintenance I 7.56
Article 7.2.3 Electrical Testing and Maintenance / 7.60
Article 7.2.4 ElevatorlEscalatorMoving Walk Maintenance I 7.64
Section 7.3 Facilities Condition Assessments / 7.66
Chapter 8. Codes and Standards 8.1
Section8.1 Overview / 8.1
Section 8.2 Access Codes / 8.9
Section 8.3 Standards I 8.13
Section 8.4 Performance-Based Codes I 8.16
Part 3 Facilities: Buildings and Complexes 9.1
Chapter 9. Health Care Facilities 9.3
Section 9.1 Managing the Planning and Design Process / 9.3
Article 9.1.1 Planning and Programming / 9.5
Article 9.1.2 Design Process / 9.18
CONTENTS ix
Section 9.2 Engineering and Design Process I 9.23
Section 9.3 Special Systems and Needs I 9.27
Article 9.3.1 Medical Waste Management I 9.27
Article 9.3.2 Pharmacy Department and Functions I 9.36
Article 9.3.3 Transport Systems I 9.39
Section 9.4 Structural Systems I 9.46
Section 9.5 Electrical Systems I 9.48
Section 9.6 Mechanical Systems I 9.56
Section 9.7 Medical-Gas, Plumbing, and Fire-Protection Systems I 9.61
Section 9.8 Maintenance for Health Care Facilities I 9.72
Section 9.9 Environmental Health and Safety Management Program I 9.82
Section 9.10 Utility Management Program I 9.90
Section 9.11 Electrical Utility Management Program I 9.99
Chapter 10. Laboratories 10.1
Section 10.1 Laboratory Programming I 10.1
Section 10.2 Laboratory Facility Layout I 10.10
Section 10.3 Engineering and Design Process I 10.23
Section 10.4 Mechanical Systems in Laboratories I 10.26
Section 10.5 Plumbing and Fire Protection Systems in Laboratories I 10.35
Section 10.6 Electrical Systems in Laboratories / 10.44
Section 10.7 Procedures for Decontaminating and Decommissioning Laboratory
Buildings I 10.48
Chapter 11. Industrial and Manufacturing Facilities 11.1
Section 11.1 Introduction I 11.1
Section 11.2 Architectural and Structural Design I 11.4
Section 11.3 Mechanical Systems Design I 11.28
Section 11.4 Chemical Process Design I 11.38
Section 11.5 Bidding and Construction Approach I 11.49
Chapter 12. College and University Facilities 12.1
Section 12.1 College and University Facilities I 12.2
Section 12.2 Project qpes I 12.3
Section 12.3 Growth Factors in College and University Facilities I 12.8
Section 12.4 The Nature of Clientship I 12.9
Section 12.5 Project Initiation and Predesign I 12.11
Section 12.6 A Word About Master Planning I 12.14
Section 12.7 Programming I 12.16
Section 12.8 Design I 12.17
Section 12.9 Construction I 12.18
ChaDter 13. AirDorts. Government Installations. and Prisons 13.1
Section 13.1 Airports I 13.2
Section 13.2 Government Installations I 13.21
Section 13.3 Prisons I 13.27
Chapter 14. Data Centers 14.1
Section 14.1 Introduction to Data Centers I 14.2
Section 14.2 Reliability I 14.7
x CONTENTS
Section 14.3 General Construction I 14.8
Section 14.4 Mechanical I 14.10
Section 14.5 Electrical / 14.14
Section 14.6 Fire Protection I 14.28
Section 14.7 Security / 14.30
Section 14.8 Monitoring I 14.31
Index 1.1
About the Editors, About the ARCHIBUS/FM Express CD-ROM, About Current Activities
That Support the Facilities Engineering and Management Handbook
