Certified Facility Manager (CFM) Exam Preparation Course- IFMA, USA

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Certified Facility Manager (CFM) Exam Preparation Course- IFMA, USA

Certification Body:               IFMA, USA

Training Hours:                    40 Hours

About:

This course will help delegates understand the strategic impact of facilities management on organizations, and the business drivers that determine operational this course provides training for FM international standards suggested by IFMA. You will learn how to apply management techniques to add value to the facilities management operation and improve its performance in line with organizational objectives. It will encourage you to recognize and act on opportunities to improve overall business performance through more effective facilities planning and management. Intended for: public and private sector staff with a minimum of two or three years.

Target Audience

The course is intended for anybody who is working with the Facility Management Sector

Eligibility

  • 5 Years’ Experience for any Bachelor/Diploma.
  • 3 Years’ Experience if Bachelor or Masters in Facility Management

Course Content                       

COMMUNICATION

  • Chapter 1: Communication Fundamentals
    • The Nature of Communication
    • Effective and Efficient Communication
    • Cross-Cultural Communication
    • Issues Shaping Facility Management Communication
  • Chapter 2: Business Communications That Achieve Results
    • Business Writing Essentials
    • E-mails, Memos and Letters
    • Business Plans and Reports
    • Presentations
    • Meetings
    • Negotiation, Influence and Persuasion
    • Copyright Provisions
  • Chapter 3: Stakeholder Expectations and Facility Management Communication Plans
    • Stakeholder Expectations
    • Communication Plan Development
    • Situation-Appropriate Media

EMERGENCY PREPAREDNESS AND BUSINESS CONTINUITY

  • Chapter 1: An Overview of Emergency Preparedness and Business Continuity
    • Purpose of Emergency Preparedness and Business Continuity
    • The Narrative of an Emergency
    • Strategic Alignment of Emergency Preparedness and Business Continuity
    • Emergency Preparedness and Business Continuity Model
  • Chapter 2: Manage Risk
    • Risk Management
    • Identify and Assess Risks
    • Identify Critical Assets and
    • Develop Risk Strategy
    • Managing Technology Risks
    • Emergency Preparedness and Business Continuity Case Study
  • Chapter 3: Develop Plans
    • Emergency Management Concepts and Terms
    • Emergency Response Plan
    • Business Continuity Concepts and Terms
    • Business Continuity Plan
    • Implementing Plans
    • Emergency Preparedness/Business Continuity Case Study
  • Chapter 4: Train, Test and Drill
    • Training/Testing Strategies
    • Conducting Drills
    • Emergency Preparedness/Business Continuity Case Study
  • Chapter 5: Respond, Recover and Learn
    • Incident Response
    • Damage Assessment
    • Recovery and Reconstitution
    • Emergency Preparedness/Business Continuity Case Study
  • Chapter 6: Evaluate and Revise Plans
    • Evaluate and Audit Programs
    • Emergency Preparedness/Business Continuity Case Study

ENVIRONMENTAL STEWARDSHIP AND SUSTAINABILITY

  • Chapter 1: Sustainable Facility Management.
    • Sustainability and Facility Management
    • Triple Bottom Line
  • Chapter 2: Aligning Organization Strategy with Sustainability
    • Sustainability Policies·
    • Sustainable Plan Development
    • Sustainability Projects
    • Financial Decision-Making Tools
  • Chapter 3: Measuring and Reporting Sustainability
    • Metrics
    • Measuring Greenhouse Gas Emissions
    • Defining Sustainable Practices
    • Certifying Sustainability Achievements
    • Managing Performance through Measurement
  • Chapter 4: Focus Areas for Sustainable Facility Management (Input)
    • Energy
    • Water
    • Materials and Resources
  • Chapter 5: Focus Areas for Sustainable Facility Management (Processes)
    • Workplace Management.
    • Indoor Environmental Quality
    • Quality of Services
  • Chapter 6: Focus Areas for Sustainable Facility Management (Output)
    • Waste
    • Site Impact

FINANCE AND BUSINESS

  • Role of facility managers as related to Finance and Business competency
  • Overview of Finance and Business competency
  • Chapter 1: Finance and Business in the Facility Organization
    • The Importance of Being Finance- and Business-Aware
    • Financial Terminology
    • Fundamental Accounting Concepts
  • Chapter 2: Financial Management of the Facility Organization
    • Budgets and Budgeting Basics
    • Financial Statements
    • Business Cases, Supporting Documentation and Financial Reports
    • Fundamental Cost Concepts
    • Analysing and Interpreting Financial Documents
    • Cost-Containment Strategies
    • Chargebacks
  • Chapter 3: Procurement in the Facility Organization
    • Procurement Procedures
    • Procurement and Facility Management Outsourcing
  • Chapter 4: Contracts in the Facility Organization
    • Contract Development, Management and Oversight
    • Contract Administration
    • Analysing and Interpreting Financial Contract Elements
    • Resolving Vendor Conflicts

HUMAN FACTORS

  • Chapter 1: The Human Factor in the Workplace
    • Effective Workplaces
    • The Need for Comfort
    • Humans and Change
  • Chapter 2: Creating a Healthful, Productive Workplace
    • Indoor Environmental Quality
    • Occupant Wellness
    • Occupant Productivity and Creativity
  • Chapter 3: Creating a Safe and Secure Workplace
    • Creating a Facility Culture of Safety and Security
    • Strategies to Increase Facility Safety
    • Strategies to Increase Facility Security
  • Chapter 4: Employee Development
    • The Case for Employee Development
    • Identify Organizational Needs and Values
    • Identify Job Requirements
    • Manage Performance
    • Guide Professional Development
  • Chapter 5: Performance Appraisal
    • Overview
    • Performance Appraisal Methods
    • Conducting a Performance Appraisal Meeting
    • Performance Appraisal Case Study
  • Chapter 6: Managing for Diversity
    • Workplace Diversity
    • Strategies to Manage Diversity

LEADERSHIP AND STRATEGY

  • Chapter 1: Plan Strategically
    • Introduction to Strategic Planning
    • Align Facility's Strategic Requirements to Entire Organization's Requirements
    • Develop and Implement a Strategic Planning Process
    • Develop a Strategic Facility Plan or Facility Master Plan
    • Implement Strategy Using Tactical Plans
  • Chapter 2: Lead and Manage the Facility Organization
    • Introduction to Leadership and Management
    • Theories of individual Behaviour and Leadership
    • Lead, Inspire, Influence and Manage the Facility Organization
    • Advocate for Facility Management Needs and Priorities
    • Organize and Staff the Facility Function
    • Develop Effective Teams
    • Develop, Implement and Evaluate FM Policies, Procedures and Practices
    • Clarify and Communicate Responsibilities and Accountabilities
    • Resolve Conflicts
  • Chapter 3: Provide Leadership to the Entire Organization
    • Promote, Encourage and Adhere to a Code of Conduct
    • Develop and Manage/Oversee Relationships
    • Ensure Compliance with Corporate Social Responsibility Policies

OPERATIONS AND MAINTENANCE

  • Chapter 1: Introduction to Operations and Maintenance
    • Operations and Maintenance Overview
    • Begin with a Plan
  • Chapter 2: Assess Facility Needs
    • Assess Condition of Building Structure
    • Assess Exterior Structures and Elements
    • Assess Condition of Building Systems
    • Assess Interior Furnishings, Fixtures and Equipment
    • Assess Grounds
  • Chapter 3: Manage/Oversee Operations and Maintenance of Building Systems and Equipment
    • Acquire Systems, Materials and Equipment
    • Install Systems, Materials and Equipment
    • Maintain Systems, Materials and Equipment
    • Operate Building Systems and Equipment
    • Replace Systems, Materials or Equipment
  • Chapter 4: Manage/Oversee Occupant Services
    • Recognize Required Occupant Services
    • Develop Usage and Service Level Guidelines
    • Prepare and Execute Modifications to Occupant Services
  • Chapter 5: Select the Best Resources
    • Develop Maintenance and Occupant Service Specifications
    • Select Competent Service Providers (Staff or Contract)
    • Negotiate Service Level Agreements
    • Monitor Work/Service Performance
    • Resolve Contract Disputes
  • Chapter 6: Measure Operations and Maintenance Performance
    • Determine Life-Cycle Cost.
    • Monitor Use and Performance of Facilities
    • Monitor Occupant Satisfaction

PROJECT MANAGEMENT

  • Chapter 1: Introduction to Project Management
    •  Facility Management Projects and Project Management
    •  The Project Manager
    •  Project Management Processes and Models
  • Chapter 2: Define Projects
    •  Define Phase and Project Inputs
    •  Define Project Purpose
    •  Perform Programming
    •  Create Project Charter and Project Objectives Statement
  • Chapter 3: Plan Projects
    •  Design Deliverables or Space
    •  Create Project Management Plan
    •  Plan Team and Resources
  • Chapter 4: Manage and Oversee Projects
    •  Acquire Team and Resources
    •  Execute and Control Project
  • Chapter 5: Close Projects
    •  Accept Deliverables or Occupy Space
    •  Close Contracts and Project and Evaluate Outcomes

QUALITY

  • Chapter 1: Fundamentals in Quality Facility Management
    •  The Evolution of Quality
    •  Basic Quality Terms and Concepts
    •  Basic Quality Terms and Concepts
    •  The Goal of Quality Facility Management
    •  The Goal of Quality Facility Management
  • Chapter 2: Quality Measures for the Facility Organization
    •  Measuring What Matters in Facility Management Services
    •  Quality Data and Facility Performance
    •  Service Specifications
    •  Service Level Agreements 
    •  Key Performance Indicators
  • Chapter 3: Quality Assessment of Facility Management Services
    •  Measuring Customer Satisfaction
    •  Analysing Customer Feedback and Communicating Results
    •  Acting on Customer Feedback
    •  Assessing Service Performance
  • Chapter 4: Improvement of Facility Management Work Processes
    •  Assessing Workplace Productivity
    •  Mapping Processes
  • Chapter 5: Compliance with Codes, Regulations, Policies and Standards.
    •  Internal Audits and Inspections

REAL ESTATE AND PROPERTY MANAGEMENT

  • Chapter 1: Real Estate and Property Management Fundamentals
    •  Internal Factors That Affect Real Estate Decisions
    •  External Factors That Affect Real Estate Decisions
  • Chapter 2: Develop and Implement a Real Estate Master Plan
    •  Strategic Alignment of a Master Plan
    •  Components of a Master Plan
    •  Participants in the Master Planning Process
    •  Activities in the Master Planning Process
  • Chapter 3: Manage Real Estate Assets
    •  Site and Space Management
  • Chapter 4: Acquisition and Divestiture of Real Estate
    •  Due Diligence
    •  Purchase versus Lease Decision
    •  Leasing
    •  Portfolio Management

TECHNOLOGY

  • Chapter 1: Strategic Alignment of Facility Technology
    •  Using Technology to Support Strategy
    •  Current Trends in Organizations and Technology
    •  Using Technology to Meet Stakeholder Needs
  • Chapter 2: Control and Integration Systems
  • Topic· 1: Building Technology
    •  Building Automation Systems (BAS)
    •  Energy Management Systems (EMS)
    •  Integrated Workplace Management Systems
  • Chapter 3: Emerging and Evolving Facility Technology
    •  Building Information Modelling
    •  Building Imaging Technology
    •  Geospatial Information Systems
    •  Automatic Identification and Data Capture
  • Chapter 4: Communication Technology
    •  Facility Voice and Data Communication
    •  Managing ICT Systems
    •  Optimizing Facility Communication Technology
  • Chapter 5: Workplace Technology
    •  Supporting Workplace Innovation
    •  Supporting Workplace Mobilization
  • Chapter 6: Implementing Technology Projects
    •  Optimizing Facility Technology Projects
    •  Project Analysis and implementation

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