February 2008 Archives

Give Change a Chance

| | Comments (0) | TrackBacks (0)

Throughout my career as a trainer and curriculum designer I've been involved in several software implementations, some of them highly successful and some of them not.  At my previous place of employment - where I was witness to more than a few 'unpopular' implementations - it seemed like there was always something missing in each - and perhaps many of you can relate to this phenomenon.  Whenever a new piece of software was implemented the end-users hated everything about it and wondered why they were being forced to use it.

I figured out the main problem back in 2005 when I joined a new company and project: the previous implementations hadn't included a change management program.  Wikipedia defines change management as, "A structured approach to the change in individuals, teams, organizations and societies that enables the transition from a current state to a desired future state."

Basically my job on the change management team was to involve the end-users in every aspect of the implementation.  This included immersing myself in the end-users' business processes; allowing the end-users to test and comment on the new software; providing them with presentations on how the new software would most affect their jobs, (which would give them a chance to prepare for the changes); creating custom training materials that included both their business processes and the software functionality; training them just before we went live so that they wouldn't forget everything they'd learned; and providing them with in-the-field support once the software went live.

When all was said and done, this ended up being by far the most successful implementation of my career.  The software was heavily vetted before implementation, so the end-users got just what they expected, and the training was relevant and just-in-time.  While there are many other components involved in change management that have not been mentioned here, you're well on your way to a successful implementation if you:

  • communicate with your end-users and other stakeholders,
  • get them involved in the process,
  • train them on the relevant pieces of their jobs, and
  • be there to support them once the software is live.

I would enjoy hearing from others about whether you've been involved with a change mangement program, or whether you just sorely wish you had been.

Here are a couple of early articles/thoughts on Terminology for the Property/Asset Management Profession.  In the spirit of best laid plans, this article was the first of what was to be a series of articles on the Terminology Standard, written by me in January 2001.

It's Just A Matter of Semantics...

The New ASTM Standard for Terminology

Jim Dieter, CPPM CF

 

Standards are rules or bases of comparison used in judging capacity, quantity, content, extent, value, or quality; levels of excellence or attainment regarded as a measure of adequacy.

 

Success!

The announcement by ASTM of the first set standard semantics for Property and Asset Management is certainly a milestone for our profession.  And hopefully that milestone will become a building block for our individual and collective efforts to build and expand the body of knowledge supporting our profession.   But for the benefits to be realized, we must actually use these agreed upon terms.

 

An important way to begin to integrate these terms into our professional vocabulary is to promulgate the accurate use of the standard terms and definitions in our literature - this magazine, NPMA training courses, the NES Proceedings, presentations given at local, regional, and national seminars, etc.  Writers and presenters should be among the first to familiarize themselves with the standard terms.  The consumers of this information can help by noting correct and incorrect usage and offering corrections in an appropriate manner.

 

All of us can further contribute by participating in the ongoing ASTM Terminology Standard development effort.  The current standard terms need to be corrected as necessary and updated as appropriate.  We need to reach agreement on additional terms, and add them to the standard.

 

Moving Forward

The discussion of semantics in our profession is pivotal to the growth of the NPMA, and to the development of ever better property professionals.  Shared semantics are critical to communication, communication is critical to understanding, and understanding is critical to improvement.  Simply stated, we can't measure things until we agree what those things are.  As members of the NPMA, we must continue to be the leaders in standardizing semantics associated with our profession.

 

An ongoing discussion of the terms and their relationships and background should aid and enhance our adoption of the standard terms.  While we'll all face some difficulty in accepting some of the definitions and the words associated with them by the standard, we should not be afraid to change and adapt.  Disseminating these terms should be of benefit to all NMPA members and their employers.

 

An interesting aspect of the development of the terms that may not be immediately obvious when looking through an alphabetical listing of the terms is the inter-relatedness of the terms.  It's a challenge just to assure that standard terms used in the definitions of other terms are properly used. Additionally, many of the terms should be viewed as parts of logical hierarchies of terms.  Future articles under this heading will deal with the semantics hierarchies that are basic to our profession, with other semantics related topics, and with the standards development process for terminology.

 

I did get as far as a second article, which was written at the same time as the first article, but I don't believe was ever published or distributed.

 

It's Just A Matter of Semantics...

A Basic Property Hierarchy

Jim Dieter, CPPM CF

 

"Property" means something or a number of things in which one has the rights and interests subject to ownership. It includes both tangible property and intangible property.

 

Hierarchies

An interesting aspect of the development of the ASTM Terminology Standard was the importance of maintaining consistency in the development of the individual definitions.  Care had to be given in this interactive, iterative process to assuring that each definition correctly used terms defined elsewhere in the document.  Additionally, many of the terms were parts of logical hierarchies of terms, requiring that each "block" within each level of the hierarchy was included and properly defined.   The opportunity remains to identify and define many more such hierarchies of property terms - wouldn't it be great if we had agreement on the use and relationship of  "category", "class", "group",  "type", etc.?

 

When reading an alphabetical listing of the standard terms, this or other hierarchies may not be obvious, thus obfuscating part of the potential benefit of use of the terms. One important and basic hierarchy that is a part of the initial set of standard terms is a hierarchy of property based on the legal view of property and ownership. 

 

A Basic Property Hierarchy

 

Many of us are still getting used to "generic" definitions of  terms, like the definition of property that leads this article.  We spent many years learning a set of definitions prescribed by regulation or organizational policy.  Generally, these definitions were fine within the confines of a single organization or business area, but often caused problems when dealing with "outsiders".  So, let's start fresh, and delve into a set of related terms flowing from this "generic", standard definition of property.

 

Two additional terms are mentioned in the definition as subsets of property - tangible property and intangible property.  What are the standard definitions of these terms?

 

"Tangible Property" means property having physical existence and hence capable of being valued monetarily.  Property other than intangible property.

 

That seems straight forward enough.  Pretty much a match for what us property folks are concerned about.  Things we can put tags on and create records of. 

 

But what else is there?

 

"Intangible Property" means knowledge derived from study, experience, or instruction, or knowledge of a specific event or situation. Property that is not tangible.

Whoa!  Wait a minute here. Property that is intangible?  Knowledge is property?  "Yes" is the answer to both questions.  Let's say that you work as a scientist for a research lab and have made an important discovery. They had required  you sign a form when you went to work there that said anything you discovered while working  there was the property of the lab.  One day you get a terrific job offer from a commercial business.  You tender your resignation, and carefully leave all your lab notes and other items related to the discovery with your assistant at the lab.   You report to your new job, and the first thing they say is that they want to commercialize the discovery you made while working at the lab.  In fact, that's the only reason they hired you.  You are aware of the agreement you signed at the lab, and that agreement extended beyond tangible property associated with a discovery, to the idea of and information about the discovery - the intangible property.  Sharing that intangible property of the lab with your new employer is precluded.  Time to hope you have another idea!

 

So, the top of out hierarchy looks like this:


. 

 

So, while the concept of intangible property must be recognized, at least for now, it is outside the scope of "Property Management" as practiced by most (all?) members of the NPMA.  Our focus is on Tangible Property.

 


Three Types of Tangible Property

 

 

"Tangible Intellectual Property" means tangible property that is intellectual in nature, including software, technical data, printed information, and legal documents (such as claims, debts, insurance policies, stock certificates, and evidence of indebtedness).

 

This is of course closely related to the concept of intangible property, with the important distinction of having physical existence.  The lab notes from the discussion above is a good example.  But again, for the most part, tangible intellectual property is outside our scope.  Of course we could get into a long discussion of tracking software...

 

"Real Property" means land and rights in land, ground improvements, utility distribution systems, and buildings and other structures. Real property is tangible property other than moveable property or tangible intellectual property.

 

This type of tangible property is of some interest to NPMA members, especially when we're perusing the Help Wanted ads!  Those folks think that they're Property Managers!  They just manage apartment buildings!

 

"Moveable Property" means tangible property other than real property or tangible intellectual property; it is moveable and visible.

 

So, this must be us!  Except the term moveable property is not familiar.  This is of course what has been commonly referred to within the NPMA as property.  But we've seen that in accordance with the generic, standard definition of property, there are many other types of property.  Well, we knew that all along, but chose to ignore it for professional purposes.  We can no longer ignore this reality.   The definition here is critical, but the term moveable property should still be a matter of discussion.   It is important that we either agree on this term to describe our primary focus, or come up with another that we can agree on through the consensus process.  Or perhaps we should coin a word, as the real estate professionals did when they invented the term "realtor" to describe themselves.

 

 

End Notes

We are trying to identify standards that will be as applicable to a university as to a federal agency; as useful to a state government as to a government contractor; and as appropriate for the current membership of the NPMA as to future members.

 

Your input, and broad discussion and agreement within the NPMA, is the path to the establishment of meaningful Property/Asset Management Standards. Please criticize; please suggest; please use and help develop our standards.

 

 

ASTM Committee E53 has two new standards for Property and Asset Management!

 

E2605 Standard Practice for Receiving Property

This practice covers the process for verifying, recording, and reporting receipt of tangible property (that is, equipment, supplies, and material).  It was developed by an ASTM Task Group led by Rick Shultz of the Applied Physics Lab of Johns Hopkins University under ASTM E53 Subcommittee E53.01 Process Management, chaired by Marsha Campbell of Deloitte.   

 

E2608 Standard Practice for an Equipment Control Matrix (ECM)

This practice describes equipment control classes (ECCs), equipment control levels (ECLs), and their relationships.   It was developed by an ASTM Task Group led by Jim Dieter of Sunflower Systems, Inc. ASTM E53 Subcommittee E53.05 Property Management Maturity which is also chaired by Jim Dieter. 

The new standards will be posted and available per the usual ASTM process when they have completed final editorial, pre-publishing review  - likely in three or four weeks.  The Chair of E53 is Lyle Hestermann of Raytheon.  Christi Sierk is the ASTM Staff Manager for E53.  The E53 standards and ASTM membership are available through ASTM at ASTM.org.

 

Five other drafts were on the recent ballot.  Four of these drafts will likely be resubmitted for ballot in April with improvements suggested during the ballot process.  In addition, the draft covering centralization of Physical Inventory guidance from various existing E53 standards drew a surprising number of comments. Rick Shultz has agreed to lead a Task Group to reconsider the standard, which was reapproved in 2007, and the improvements and changes recommended through the ballot process.

 

 

The Northern Virginia Chapter of the NPMA will be hosting its Third Annual NOVA Chapter Contract Property Seminar on Monday, March 31 through Tuesday, April 1, 2008 at the Hilton Garden Inn in Fairfax, Virginia. The annual NOVA Seminar brings together government and industry leaders and practitioners to discuss the latest challenges in property management in a highly interactive environment.

The Chapter has a great program planned. Participants will be able to listen and learn from a long list of excellent speakers and panel members, participate in roundtable working groups, network with the Nation's best and greatest property leaders, policy setters and decision makers. Gather the latest property information from industry vendors throughout the seminar and at an exciting reception. Find out who the industry's Divas and Divos are while enjoying food and lots of fun at the vendor reception. For those from outside the DC area, the seminar is also a great opportunity to visit and explore the Nation's capital during the National Cherry Blossom Festival. The fantastic speakers will be covering the latest information in the property industry including: Developments in the world of unique identification (UID), realities of implementing the new FAR Part 45 and related clauses, interrelationship between contract management and property management, technology and property management, DCMA organization and initiatives, enterprise asset management, managing IT assets and ASTM standards for property management.

This year's speakers include: Sarah Ball (DoD), Kim Bowley (ManTech International Corporation), Titsa Bronstein (JHU/APL), Jim Dieter (Sunflower Systems), Kim Embrey (EPA), Elaine Frenette (DCMA), Karen Gossnell (JHU/APL), Jerry Hanley (DOE), Lyle Hestermann (Raytheon), Pat Jacklets (Northrop Grumman), Frank Kos (CSC), Brandon Kriner (Sunflower Systems), Cecil Robbins (DCMA), Tom Ruckdaschel (DoD), Eric Saindon (DCMA), Barbara Sheppard (DCMA), Mike Showers (NASA), Rick Shultz (JHU/APL), LeAntha Sumpter (DoD), Richard Sylvester (DoD), Mike Uster (ManTech International Corporation), Raam Vichare (Eastern Region VP, NPMA), Lynne Weiss (IAITAM) and Marcia Whitson (VP of Certification, NPMA).

A great opportunity is also available the day after the seminar (Wednesday, April 2) to learn about ASTM Standards. Whether you are new to property or you are a career professional, understanding and implementing the Standards is a way to maximize your role in your organization. The Introduction to ASTM Standards class includes an overview of the standards process, applications and implementation models, and all the current If you would like to learn more about how you can participate in and register for this year's NPMA Chapter Seminar and the ASTM Standards class visit www.npma.org/ams/seminars .

The NOVA Chapter would especially like to thank this years' Diamond-Level Sponsors: ManTech International Corporation, Sunflower Systems, and Triple Canopy.

The following was distributed to introduce the new leader of DCMA's new Property Division!

From: Director, DCMA
Sent: Friday, January 18, 2008 4:00 PM
To: DCMA All Personnel
Subject: New Property Division Director

I am pleased to announce the selection of Cynthia Thrailkill as Director of the new Property Division within the Business Operations Center. Cindy has 34 years of contract management experience. For the last 12 years she has been a supervisor leading a Property and Plant Clearance Team, a Technical Assistance Team and, most recently, a multi-functional Operations Team. Cindy has an extensive background in Property and Plant Clearance and has led Agency level policy development efforts such as the Property Modification Team. She holds a Bachelor of Science in Business Administration from the College of Mount St. Joseph and a Masters of Science in Management from Indiana Wesleyan University. She is DAWIA certified in Industrial Property Management; Contracting; and Manufacturing, Production and Quality Assurance. She is also an active member of the National Property Management Association. Cindy will assume her new duties on 20 January 2008. Please join me in congratulating Cindy.

 

Keith D. Ernst
Acting Director

Servers Found in Trash Compactor

| | Comments (1) | TrackBacks (0)
An article in the "Metro" Section of today's Washington Post iterated the importance, should there be any debate, of the existence of a well-maintained and administered property management system to account for property from the "cradle to the grave", or procurement to disposal. Two servers belonging to the D.C. Office of Tax and Revenue, possibly containing personally identifiable information (PII) of D.C. taxpayers, were found in a trash compactor in northwest D.C. It was only a few months ago that this same District office was the focus of the largest corruption scandal in the city, which resulted in the arrests of 10 people for involvement in an alleged embezzlement of over $20 million in property tax refunds.

The million-dollar question now is whether or not those servers were "purposely" disposed of in an incorrect manner (local government offices commonly do not trash large pieces of IT equipment in neighborhood dumpsters) in an effort to hide any information that might be incriminating to those involved in the corruption scandal. Even if that is found not to be the case, this event identifies some serious issues around the accountability for property in government offices. Authorities will need to find out who had access to these servers, what sort of equipment was connected to them, and ultimately, who retained accountability for them. And although a representative from the District's CFO's office maintains that office policy is to wipe confidential data from any drives before giving the machines to another D.C. agency or public school or disposing of them, he can't say whether or not that occurred with these servers, or why their tax office labels were not removed before disposal. The Office of Tax and Revenue may well be able to provide an explanation for the appearance of these items in a trash repository, but it will also need to explain why they seem to have disappeared from the office in a manner that is clearly not in line with standard operating procedures, assuming those procedures actually do exist, and are tightly monitored by property management personnel. 

Asset Management Goes "Green"

| | Comments (0) | TrackBacks (0)
Due to rising concerns about our country's environmental crisis, environmental initiatives, such a reducing Carbon Dioxide (CO2) emissions, acquiring renewable energy sources, and achieving energy efficiency are becoming focal points in today's public and private sectors. As environmental rules and regulations are intensifying, both government and industry are quickly realizing that implementing change in order to comply with established standards is critical to an organization's political standing, business outcomes, and efficiency, as well as to the future of our planet. In January 2007, The President signed Executive Order 13423 "Strengthening Federal Environmental, Energy, and Transportation Management," (EO13423), and in doing so, required Federal Agencies to lead by example in advancing the nation's energy security and environmental performance. EO 13423 identifies several areas in which policies must be implemented as they relate to such things as reducing greenhouse gas emissions, improving energy efficiency, and preventing pollution, among others.

Property Managers must capitalize on the environmental focus by providing increased accountability for any item that is procured or any process that is implemented in an effort to help an organization be "green". Organizations will begin to realize greater savings as a result of energy efficiency, alternative fuel usage, and effective reutilization programs, all of which will contribute to the organization's efficiency, and in the end, its bottom line. EO 13423 specifically calls out the need for all agencies to implement an Environmental Management System (EMS), which will establish the organization's objectives and targets and ensure the collection, analysis and reporting of data in order to measure an organization's performance towards it's goals. Any organization's goal of meeting environmental standards will only be achieved through the ability to continuously track progress and measure and demonstrate quantifiable results. These tangible results will allow decision makers to evaluate the effectiveness of policies and programs as well as positively impact purchasing decisions.

Complying with environmental regulations in today's world is crucial, and soon will be mandated for all organizations, public or private. The first step is to effectively implement changes in order to realize energy savings and reduce the carbon footprint, thereby contributing to environmental change for the better. The next, which is equally, if not more, important, is to provide repeatable, auditable methods to demonstrate the benefits of these changes to regulators, executives, stakeholders, and the public. The Property Manager plays a crucial role in that s/he will ensure the proper tracking of methods by which an organization becomes more "green."

Archives

About this Archive

This page is an archive of entries from February 2008 listed from newest to oldest.

January 2008 is the previous archive.

March 2008 is the next archive.

Find recent content on the main index or look in the archives to find all content.

Stats Counter

  • 0

Powered by Visitor Stats

Most Read Entries