Top IWMS Benefits

There are many benefits to Integrated Workplace Management Systems (IWMS). Here are my top picks:


  1. Streamline Processes and Optimize Resources

In every organization there are a lot of processes that help individuals to optimize their contribution to the primary process of the organizations, usually to make sales profitability. While Real Estate & Facilities Management (REFM) professionals rarely are tasked with sales primary processes, their processes can have a large impact on profitability, usually by controlling costs.  Integrated Workplace Management Systems can easily help you to streamline those processes to save time, reduce cycle times for work requests and eliminate waste, thereby lowering operating expenses.


  1. Optimize Space Utilization & Occupancy

Real Estate costs account for 10%-25% of an organization’s cost base. As cost reduction programs have made it to C-level, organizations need to have an accurate and timely view of their real estate portfolio to ensure that both current and future  organizational space demands are aligned with their supply. Facility maintenance and operations costs are largely derived from the amount and type of space in its portfolio. Therefore organizations need to optimize space utilization and not serve extra space or under-used spaces. IWMS helps you to quickly identify space vacancies or under-utilized areas of your portfolio, which can be used to improve your REFM metrics and the organization’s bottom line.


  1. Monitor Performance to Optimize Resources and Organizational Flexibility

Matching service demand and delivery is extremely important for every organization. You need to be able to monitor both in-house and service provider performance to ensure that you have appropriate resources to support the organization’s goals. In addition, you need accurate, timely data to ensure that the Service Level Agreements (SLA’s) negotiated with your outsourced partners are aligned with performance. Through  custom, easy to generate Dashboards and advanced reporting functionality, today’s IWMS empowers your organization to effectively manage service delivery quickly and accurately.


Organizations that haven’t outsourced their service delivery will benefit from the resource planning and allocation functionality that most IWMS systems provide. Team leaders can easily schedule tasks to available resources and effectively plan their workload.  What’s more, resource allocation in IWMS can enable allocating tasks only to appropriate resources and help identify gaps to justify additional resources and training development plans for staff.


Lastly, some REFM tasks can be automated by an IWMS. The system reduces the required human interaction and thus, reduces the staffing requirements. REFM organizations can do more with less. This is especially helpful during ramp-up and expansion where a 25% increase in productivity could be achieved via IWMN instead of hiring another staff member. Indeed, expected productivity gains should be a key part of any justification or ROI analysis for IWMS implementation.


  1. Minimize Human Errors

Humans make a lot of mistakes. About 80% of all Facility Management and Real Estate processes can be standardized and automated. Standardization and automation of processes in an IWMS ensures a reduction in human errors. Fewer errors also mean faster cycle times, higher customer satisfaction, reduction of redundant work and fewer costs involved with error recovery which has a direct impact on the bottom line.


  1. Enforce Organizational Policy

Every IWMS can enforce organizational policies. By enforcing policy adherence,  you ensure that people actually comply with your business goals and regulations instead of only considering them as guidelines.


  1. Never Lose Your Data or Waste Time Finding It

IWMS is a central location for all you REFM data. Better yet, the best IWMS systems are SaaS, Software as a Service, meaning that it’s in The Cloud, available whenever and wherever you have internet access. It gets better: because the software and data reside off-site at professional Cloud Providers, you never need to get I.T. approval for hardware, software, updates or changes. You control your destiny, not I.T.


With IWMS costs and implementation timelines at a fraction of where they were just a few years ago, there is no reason why any REFM organization is not using a SaaS based system today.IMG_20151111_152326


Epicus Group Announces Partnership with iOffice

Press Release

Epicus Group Joins iOffice’s Global Channel Partner Program

HOUSTON, TX–(Marketwired – Oct 5, 2015) –  iOffice, the only people-driven integrated workplace management solution (IWMS), today announced the domestic and international growth of its Channel Partner Program. “Through iOffice, we have increased our competitiveness and clients that use iOffice have increased their space utilization and achieved better control over the workflow of work orders,” said Peter Mellin, SVP Service Operations, Sodexo Nordics. “The collaboration between our company and iOffice works great, and we’ve even been able to include our own features like e-commerce and Innovate.“

The iOffice Channel Partner Program serves resellers, implementation partners and service providers who are trusted advisors to their clients seeking innovative IWMS solutions. iOffice Channel Partner Manager Rich Peacock said, “The global growth of our channel partner program is a direct reflection of how easy it is to sell, deploy and use iOffice’s SaaS technology. Clients love the intuitive user interface, mobile apps, and the low barriers to entry, and resellers appreciate our highly incentivized, straightforward program that’s dedicated to our partners’ long-term success.”

What this means to you is that you now have a local iOffice implementation partner to support your Integrated Work Management System (IWMS) needs for:

  • Space Management – visualize floor plans on-line, in real-time from any device to understand space utilization and easily plan for future needs
  • Employee Data – Oracle, SAP and other HR systems can be integrated with iOffice to ensure seamless and timely data updates
  • Service (Work Order) Request – submit, update & manage facility service requests, such as repair notifications, equipment installations, and general maintenance activities from desktop and mobile devices
  • Move Management – seamlessly coordinate employee and asset moves, adds or changes with minimal disruption
  • Asset Management – track location, contract terms and on-going maintenance of tangible assets in real time
  • Updates via Mobile Devices

iOffice space screen shot

About Epicus Group
Headquartered in the Bay Area and serving Northern California, EPICUS GROUP is a professional services firm that plans, designs and manages  highly complex ​facilities and projects.  Our team provides “Integrated Project Delivery” by leveraging our internal staff of Project Managers, Construction Managers, Engineers, Architectural Designers, Facilities and EH&S professionals.

Visit and connect with us on LinkedIn

About iOffice
iOffice is the leading workforce-centric IWMS software and the only 100% SaaS platform designed for facilities management leaders. iOffice equips C-suite executives, strategic planners and facilities managers with the real-time data and communications tools they need to plan effectively for the future of their workforce and workspace. With ten, open and customizable modules, iOffice was built to be agile and robust, requiring minimal training to accomplish any task. Founded in 2000, iOffice supports more than 2.1M users in 1,500 fast moving companies including BMC, Under Armour, Big Fish Games, Zillow, Adobe, McKesson, Hess, Dynegy, Vertex Pharmaceuticals, SPX and more.

Visit and connect with iOffice on Twitter, Facebook, YouTube and LinkedIn @iOffice.

mobile device

The Importance of a Spatial-based Asset Management System


Recently, I was hired to lead the relocation of several labs for a company. We relocated and installed over 100 tools that require special utilities, OEM support, certification, calibration or other special requirements.

While our team documented the equipment requirements in order to get them installed promptly and correctly, this data has remained in disparate spreadsheets. In addition, much of the critical equipment data, such as purchase dates, warranties, service contracts, calibration reports, etc. may not exist for many critical tools or is difficult to find because the information may be in other systems. The responsibility of equipment asset management at this company is left up to the lab department with no central oversight.

Here are some examples of problems when you don’t have a centralized asset management system:

  • Equipment falls out of calibration
    • During an installation of antennas and coax cables, a lab engineer checked each cable after installation to ensure the systems would perform as required. When he tested some of their cables, the test results showed that the installation went beyond the manufacturer’s specifications. Turns out, the cable analyzers were out of calibration; the systems tested satisfactorily when a different analyzer was used.
  • Equipment orphaned after a Project is terminated
    • A lab manager informed us that he might be purchasing a profilometer for his lab. When we informed him that an unused one might be available because a project had been cancelled, he wanted understand how he could procure it  rather than buying another one. Since there is no centralized asset management system in place, aside from word-of-mouth, he likely would have bought a new one had our tribal knowledge been lost.


Benefits of CAD-Based Asset Management Systems

Simple: implement a centralized CAD-based Asset Management system. The system should:

  • Integrate with the organization’s financial system.
  • Be cloud based, Software as a Service (SAS), that can be updated in the field with mobile devices such as smartphones and tablets. You shouldn’t have to pay for this software, just a nominal subscription hosting fee.
  • Be provided by a reputable company with numerous satisfied customers.
  • Be supported by local, certified Implementation Partners who can quickly (inexpensively) implement asset data and maintain the system if the client chooses not to undertake this with in-house staff.
  • Be easy to search and update.
  • Have extensive and easy reporting functions built in and not pay for expensive custom reporting.
  • Be on a secure site that is backed up regularly.
  • Can easily generate work orders or tickets for service calls, maintenance or other required actions and updates. This is an important feature because oftentimes, an Asset Management system is just one benefit (module) that the provider can offer, which can include space management, move management and other useful FM / operational functions.

It is important to know the location of critical assets, not just the original financial data in a system such as Oracle. Not only does this greatly help to locate assets, but it will also help you to manage them if they need to move, change department ownership, retire, etc.

Other benefits of an asset management system include:

    • Entering contract terms associated with asset ownership, including attaching associated documentation
    • Lease or maintenance contracts & contacts to call for maintenance and repairs
    • Overall performance data for decisions about repair/replacement of assets.

This problem is not unique to this company. In my 20+ years experience as a Facilities Manager I have seen that many organizations have this problem: information in multiple disparate spreadsheets or databases. As a Facility Manager, access to real-time, accurate information about the operation’s assets in a centralized, spatial-based, dynamic database is critical for ensuring asset performance, reliability, optimal utilization and cost management.

Top 5 Reasons Why FM’s Need Space Management

This White Paper comes from James McDonald at iOffice. Follow the link, sign up and check it out.

10 Criteria for Successful Project Management Services

Earlier this year, I successfully completed a project where I managed the design and construction for a start-up’s new headquarters in Silicon Valley. Here are ten lessons learned from that project that apply to most facility projects.

1. Manage both design and construction, never construction without design
This is such an important part of every project, that to be responsible for only design or only construction means that you cannot be responsible for the project. If you don’t have the ability to lead not just the design and construction by how the project team will decide on the design and construction resources than you essentially become an order taker, not a project leader.

For this project, the brokers and landlord were telling the client (and initially me too) to hire an architect and complete the design, then obtain bids from general contractors. Instead, I developed and RFP for design-build services, which saved time and money. I could do this because I utilized my design skills to develop good conceptual preliminary designs (I did this for years when I worked directly for technology companies) that I could use in the RFP.



2. Don’t waste time and money on extra tenant improvements – spend the money for the employees and workers
If you need a clean room or extra power for your R&D or manufacturing operation, then by all means spend the money to either lease or build spaces that have the extra infrastructure that you need. For office space, don’t waste your time or money on fancy soffits, hard-ceilings, imported lighting fixtures or anything else that your employees cannot directly use, like furniture and equipment. The money that you save (and it could be 10 to 50%) you can spend on things that your employees can actually use relocate if they need to move prior to a lease expiration.

In this project, it made a lot more sense going the design-build route where the money saved in architectural design could be (and was) spent on furniture and equipment for employees.

3. Understand your client’s project team’s strengths and weaknesses early in the project
In order to effectively manage your project and your client’s expectations, you need to understand your client, including their priorities, strengths and weaknesses. For example, what is more important to your client: time (getting into the new space or minimizing costs? Do they have realistic expectations about the schedule and budget?

When I was first brought into this project, I was told that meeting and aggressive move in date was critical, yet I was hired only to manage the design and construction, which I went about expediting via an RFP for Design-Build. Turns out, the client’s project team had never been through a project like this and both the furniture selection and fiber installation (managed by the client) took longer than they expected (even though I kept communicating that both were critical path items) and caused the move to happen several weeks later than my initial target date. In this case, the client seemed happy with the delayed move date, but I found it challenging dealing with mixed direction and only being able to control a portion of the project. I should have questioned the client’s I.T. staff that was placed in charge of the fiber installation and pushed for a more experienced I.T. project manager.

4. Establish a Preliminary Budget early
A successful project manager sets expectations with his client early in the project. Of course, only an experience project manager will have sufficient knowledge through experience to understand and confidently communicate preliminary and realistic budgets and schedules. Once you have put together your preliminary budget, share it decision makers (the ones who control the project money) and obtain approval before commencing with hiring design or other contractors.

When I was brought into this project, the lease had not been signed, but the client was anxious to commence. When I asked about the budget, the CFO told me that he had none, but wanted to keep his costs around his tenant improvement allowance. After a couple of weeks of gathering project information I was able to prepare and present a project budget that was accepted by the client. Needless to say, I was able to keep the design and construction costs well below the budget while the costs of other parts of the budget that I did not manage, such as furniture and audio-visual exceeded the preliminary budget. In part, because I was able to spend less for design and construction and the tenant was able to use their tenant improvement allowance for other items, they essentially spent their savings on FFE that would benefit their employees.

5. Fire Alarm systems and fiber connectivity – two items that frequently lead to schedule delays
Usually if any part of a project is going to cause schedule delays it will be Fire Alarm system changes and fiber connectivity to the space and both happened on this project.

The problem with the fire alarm occurred when the General Contractor finally got a quote from the landlord recommended alarm company – it was four times higher than expected. To keep the project on-budget, the landlord supplied another qualified contractor whose cost, while much lower than the first contractor was still about twice what we budgeted. To avoid delaying the project, the GC hired the second company only to have the company go silent and not get the work completed until the GC’s principal got involved and paying several thousands of dollars for special inspections during the weekend prior to move-in.

Like fire alarm companies who act like they are sole-source providers, most fiber communication companies are indeed single source providers. When I started the project, the I.T. did not seem concerned about fiber network connectivity even though all their servers are in the Cloud. With a targeted move-in date of less than 90 days when I was brought on-board, I knew this long-lead item could cause schedule problems. Sure enough, the client was late ordering the lines (despite my repeated reminders to get this completed) and AT&T slipped on their completion date, requiring the client to move in a day after all other construction and installation were complete. They had moved their contents the prior Friday, but their fiber connection was not complete until the following Tuesday.

6. Meet your Plan Checkers and fire department inspectors early
Having an established relationship with you city’s plan checker and fire inspectors can prevent misunderstandings during the project that could cause delays.

For this project, we were able to obtain most of the permits over the counter and faced no issues until the aforementioned fire alarm inspection required that the GC pay several thousand dollars extra for final system inspections on a weekend.

On more complicated projects where you are dealing with hazardous materials or exterior changes that require planning approval, meeting with your inspectors early and understanding both the process and requirements can save you a lot of time and money down the road.

7. Regular communication with client, brokers, landlord and project team
Weekly project meetings, including generating and distributing meeting minutes with Actions Required is an important way of keeping stakeholders informed of status, risks / issues and what to expect (by whom).

From the first project team meeting until move-in, I led the weekly project meetings, including covering items that were beyond my role and responsibility. I also updated and distributed the project meeting minutes prior to each meeting to allow each person to have updates for the next meeting. This is also a useful means to record and escalate when team members are not meeting commitments.

project schedule

8. Generate, update and distribute project schedules regularly
Regular weekly schedule updates that include items that you don’t directly manage but are important to the project’s success should be distributed to all stakeholders. Many stakeholders are not able to attend every weekly project review meeting, so a current schedule keeps all stakeholders informed of the project’s progress, challenges and expectations.

I created my own simple schedule from the beginning of the project, using colors to differentiate that different phases of the projects as well as aspects of the project that were outside of my scope of responsibility. This simple graph could be quickly scanned by stakeholders who could easily see past accomplishments, future milestone dates and potential risk activities. Even after the GC was hired by the client and they produced their own schedule for activities that they were directly responsible for, I continued to update and distribute my schedule because it showed a comprehensive view of the project.

By maintaining and distributing my own overall project schedule I was able to minimize confusion of project dates and most importantly, keep the project team focused on meeting the accelerated project dates. In the end, the client move-in date did slip a few weeks from the initial projected date, but this was due to the client’s delayed decisions on furniture and fiber connectivity, which were both beyond the scope of my direct management and by client choice.

9. Be flexible
While directed from the beginning to deliver the space to the client at a very aggressive date, about two months after lease execution, I strived to complete the project as quickly as possible, greatly streamlining the construction via Design-Build. However, during the project, I quickly noticed that the client really wasn’t motivated to meet the aggressive deadline and delayed important decisions that resulted in the project completion about a month after the initial desired deadline was given.

I found it somewhat frustrating that the client was asking for one thing while their actions indicated the opposite. I regularly communicated my concern to my client representatives and other project stakeholders during the project. The client’s brokers were very helpful as they had direct access to the client leadership team and were able to assure me that my efforts were greatly appreciated and to continue to manage the project to completion as quickly as possible despite my client’s delays. In the end, my client was very happy with their space and my service and by being flexible, giving the client the time that they needed to take to make decisions resulted in a very success project.

10. Change Orders happen – but only if you want them to
Change Orders are a sore spot for every project manager. There are two types of change orders: client requests that are beyond the agreed upon scope and unforeseen items that appear, usually during construction, permitting or inspection. The client driven requests are usually unavoidable as often times that client just hasn’t spent the time to think through how they will use the space or changes in their business require that changes be made. The other change orders can and should be minimized by hiring a good design and construction team that is current on codes, understands how the local planning and inspectors work and think, has a good understanding of the facility and fully understands the client scope, usually by working with a good project manager.

For the project, the client did make a few changes, mostly adding electrical drops that resulted in cost increase that was less than 10% of the approved design and construction budget. The real success of the project occurred when both the fire alarm and electrical costs came in higher than what the GC had committed to when we established a Guaranteed Maximum Price (GMP) budget for the project, thus avoiding change orders that would have cost the client several more thousands of dollars.


Office of the Future – It’s Here Today!


A video I made of a project that I just completed (design and construction management services) for a start-up headquarters in Silicon Valley


office of the future

A Short Video by Ed Novak, CFM SFP

Mutually Beneficial Contracts – Fact or Fantasy?

Have you ever completed a Request for Proposal (RFP) for a complex service agreement only to realize that you are not satisfied with your best choice? You’re either not sure about the pricing (worried that you are overpaying or underpaying and will get hit with change orders later on) or whether the service provider can truly deliver the quality of service that you expect. I know that I have many times felt this way.

Now what? It may be time for you to pursue a “Mutually Beneficial Contract” with your service provider.

“Mutually Beneficial Contract”(MBC) is a term that I coined when I could not find the type of contract that I describe here after using several search engines.  So you heard it here first.

“Mutually Beneficial Contracts” definition by Ed Novak:

“A Mutually Beneficial Contracts is a contract or agreement between two parties, usually for complex services where a detailed scope may be difficult to define, based on shared values, Key Performance indicators and common goals that usually result positively for both the Service Procurer (buyer) and the Service Provider (seller).”

Since an organization (service procurer) and its suppliers (service providers) should be interdependent with aligned goals in a mutually beneficial relationship, a MBC between them strengthens that relationship and increases the ability of both to add value and ensure success. There are five core shared values in a MBC:

  1. Openness – willing to share information that one may not normally do when negotiating a service contract.
  2. Trust – believing that both parties are working towards a common goal that will be mutually beneficial for both. In typical negotiations, there is not a lot of trust; both parties try to maximize their financial position and believe that the other party is doing likewise.  main driver other is trying to maximize.
  3. Respect – treating each other as equal parties that both bring value to the relationship. One party may understand how the business runs while the other can provide insight on how to improve that type of business. The two parties work as a team to arrive at the best solution.
  4. Honesty – working together to achieve a mutually beneficial goal by sharing information openly, accurately and timely.
  5. Flexibility – willing to change positions and pricing as more information is obtained.

Both parties must practice these five shared values to ensure a successful Mutually Beneficial Contract. In addition, Key Performance Indicators (KPI) must be established prior to final contract execution which will be used as the basis for final financial cost of the service. Sound good? Here is how it works,

Steps for Implementing a Mutually Beneficial Contract

Step 1

The potential service provider and the procurer each submit a Rough Order of Magnitude (ROM) budget on a slip of paper and share the amounts with each other. In most cases, you can split the difference and make that your new baseline budget. Since I already have pricing from the RFP, I have a reasonably good idea what this should cost. Note: if the service provider’s ROM is significantly higher, then further analysis should be performed to determine the reason for the budget disconnect.


Step 2

Once you have two budget numbers that are fairly close, the procurer issues a Time and Material (T&M) Not To Exceed (NTE) purchase order or contract for and amount that is the difference between the two ROM budgets. This is not a final budget amount; both parties understand that the final amount will change because the scope requires fine-tuning.


Step 3

Part of the T&M expense will be used at this point to help with detailed planning to help get to the next budget, GMP. It’s only fair to pay the service provider for this service, but if planned well, it should more than pay for itself by resulting in a successful move or project.


Step 4

As the scope becomes more refined and the service provider has shared his proposed costs for hourly labor, equipment, etc., the service provider should be able to generate a detailed project budget and schedule that will replace the original ROM budget. This will become a Guaranteed Maximum Price (GMP) for the service and will not change unless either the procurer changes the scope or Key Performance Indicators affect the GMP price. OK, under a Mutually Beneficial Contract, the final price is not known until the work is complete because the procurer will place both incentives and penalties in the contract. Work with your service provider early on to establish the KPIs that will go into your MBC. Here are the areas that most project managers would consider when evaluating or being evaluated for a project:

Time & Schedule – Did the work get completed on-time? Were deadlines met? How responsive was the service provider to changes? Were agreed upon down-times met?

Cost – This should not be a factor with a GMP contract, but if your service provider asks for more money that were not caused or initiated by the procurer, then you have a problem

Customer Satisfaction – While I generally like customer satisfaction surveys, I don’t like them as part of the KPI that effects the final payment amount in a MBC because it is too subjective. I can measure time and schedules and waste (see next item) but perceptions are arbitrary.

Waste – In complex projects careful planning is required for flawless execution is required to minimize or avoid waste. If you project has the potential to cause waste to your inventory or product then you should include at least one waste KPI.

I don’t believe in using only sticks – I like to use carrots too. Therefore, if the service provider can exceed the approved KPIs, then it is worth giving the provider some of the money back that we removed from the budget in Step 2.


Mutually Beneficial Contracts are not for every situation, but they are worth pursuing in the right situation as long as the five core values are shared and meaningful Key Performance Indicators are deployed.