Understanding and implementing strategic asset management at the University of Southern Queensland

Abstract

PurposeThis paper aims to outline an implementation model and framework for those facilities management (FM) professionals who are seeking to enhance the strategic role of FM within their organisations, through the development of strategic asset management (SAM).Design/methodology/approachThe project was implemented using an action research framework to capture key outcomes and findings at the same time as formal project management techniques were used to govern activities and actions across multiple dimensions.FindingsAs a result of the project, the University of Southern Queensland has significantly matured in its understanding of its real estate portfolio. In particular it has now recognised the importance of appropriate and effective investment, optimal utilisation of space, the latent opportunities residing within an under utilised or “lazy” portfolio and the significance of SAM in support of organisational objectives and priorities.Research limitations/implicationsThis case study provides information, observations and learning that can be applied in other organisations seeking to develop a SAM focus. These outcomes cover the technical, political, structural, and change management aspects of implementing SAM.Originality/valueThe paper provides guidance on the considerations, implementation experiences and lessons of an organisation with extensive and diverse physical assets engaged with an enterprise level upgrade of its asset management philosophy and practice. This paper comments on a number of organisational dimensions that go beyond the traditional technical areas.