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Facilities management
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For new facilities managers

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12/22/2015

G.W. Bissett

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 Table of Contents

1. Introduction
2. Definitions
3. Facilities manager
4. Facilities
5. Assets
6. Helpdesk
7. Security
8. Projects
9. Human resources
10. Support
11. Occupational Health and Safety
12. Risk
13. Finances
14. Contracts
15. Strategy
16. Contingencies
17. HVAC Systems
18. Electrical systems
19. Fire systems
20. Drainage systems
21. Security systems
22. BMS
1. Introduction

1.1 This book is intended to guide new facilities

managers through the basics of facilities
management and I tried to cover most of the
systems, processes and lingo.
1.2 Please note that this is my opinion on Facilities
management.
1.3 Unfortunately facilities management covers such a
big scope, I will not be able to include everything in
this document, but is willing to assist where
possible.
1.4 This document is written on basic principles and
should assist new facilities managers on
understanding what facilities management is.
1.5 Over the last month I have read some blogs on
facilities management around predictive
maintenance and realised that there is so many
facilities managers already in the facilities
management field that still does not know what
exactly predictive maintenance is, this book will
explain to the best of my ability exactly what it is
and what other types of maintenance exist.
1.6 Each facility is unique and the Facilities manager
will have to learn his environment, equipment and
systems, as well as the business itself.
 1.7 If there are any questions, queries or mistakes,
please do not hesitate to e-mail me at
gwbissett@yahoo.com.

2. Definitions

2.1 I have tried to give a short description of all the

abbreviations used in this environment and kept
the description as short as possible, note that some
abbreviations might have more than one
description.

“BMS (Building Management System)”

A computer system that usually controls the
HVAC(heating ventilation and air conditioning)
system, it also monitors points of interest on the
facilities; these points will be discussed later under
BMS.

“BIM (Building Information Modelling)”

This is a reasonably new concept, this is a 3D model
of the building, you can zoom into floors and move
around them, it could be from a low level model
with basic floor layout up to a fully-fledged 3D
model that you can fly around as if walking in the
building. In construction it is useful for planning,
forecasting and Bill of quantities.
For Facilities managers, there is a lot of extra
possibilities, firstly, if you could obtain the
Construction BIM model, you will already have the
BOQ and use the same model for asset
management. For asset management you can move
asset very easily using the software, it can even
move the assets automatically if linked to a RFID
system.

“CMMS (Computerized Maintenance Management

System)”
A computer system that is utilized to record work
orders and schedule maintenance of the facilities,
this is also referred to as the helpdesk. Sometimes
these packages will include stock modules for store
rooms, some of the more well-known packages has
a lot of additional modules to shape the system to
your environment.

“CRM (Customer Relationship Management)”

Is a strategy for managing a company’s interactions
with customers, clients and sales prospects. This
strategy will aim at client/customer retention and
improving business relations.

“CAPEX (Capital Expenditure)”

Expenditures by the business to obtain fixed assets
or increase the value of a current fixed asset. This is
usually the bigger amounts of money that you will
not have available in your day to day budget. This is
usually all the big ticket items.

“Facilities”
The buildings and other facilities that
accommodates the client, includes the external
area to a perimeter. This is unique to every
environment and client requirements.

“Fixed Assets”
Property, plant, and equipment (PP&E)
This would be any asset that is not easily movable,
like a generator and a chiller.

“Gantt chart”
The Gantt chart is used in project management; it is
the visual display of the tasks and timeframes of
the project.

“(HVAC) Heating Ventilation Air conditioning and

Cooling”
The mechanical system installed in a facility to
deliver the conditions as required by ASHRAE or
other regulatory bodies. This system will be
discussed in more detail under HVAC systems.

“(LC) Life cycle”

This is the life span of an asset; this can be
requested from the manufacturer of the asset. The
Life cycle of each asset is dependent on the
required maintenance during the life span of the
asset. But I will go into detail later.

“(OPEX) Operating Expenditure”

Expenditure that is utilized in the day to day
running of a facility and includes the maintenance
of the assets.

“(PPM) Preventative Planned Maintenance”

Maintenance undertaken in accordance with a
scheduled work plan, this schedule is usually loaded
on the CMMS and runs continually and informs the
Facilities manager of upcoming maintenance
requirements. This is only preventative like
servicing your vehicle.

“(PM) Predictive Maintenance”

Predictive maintenance is more accurate that
preventative maintenance, predictive maintenance
utilizes equipment to monitor the condition of
equipment to predict the failure of these items.

(PLC) Programmable Logic Controller

A PLC is a device that can be programmed
beforehand to control numerous devices, these
units can control a whole production line
automatically and is part of automation.
Some PLC’s can be stacked to control bigger areas.

Reactive Maintenance
Reactive maintenance is maintenance that is
conducted once the equipment has already failed,
this has the highest cost impact as not all spares
might be readily available and the breakdowns are
not planned.

“Insurances”
Insurances is required for all facilities, it works hand
in glove with the contingencies and risk assessment
of the facilities, the insurance needs to be informed
if any work is carried out on the facilities that has a
risk to the facilities.

(SOW) Scope of works

The Scope of Works is a document drafted by the
person requesting a service; the Scope of Works
dictates the requirements of the services to be
carried out.

“(SLA) Service Level Agreement”

The agreement that will be signed between two
parties to render the services as requested.
“Services”
The operations and facilities management services.
To be provided by a subcontractor where a signed
agreement (SLA) will contain all site specific
instructions or requirements.

“Small Works”
Any change to the Works requested by the Client
having an individual cost not exceeding the relevant
restriction by the client or procurement processes.

“(SOP) Standard Operating Procedures”

This is the procedure drawn up by the Facilities
manager for the operation of equipment on the
facilities.

“Tender Process”
The process, by which the facilities management
requests proposals from any parties interested in
entering into an agreement to deliver on certain
requirements, evaluates the responses and
negotiates the conclusion with a service provider.

“Tenderer”
A tenderer is a company or Service provider who
meets the Qualification Criteria having submitted a
Tender that complies with the requirements of the
facilities management team.
3. Facilities Manager
The role of the Facilities manager contains multiple
disciplines. The difficulty in obtaining the perfect Facility
manager is practically impossible.

It consists of Engineering, Financial, Risk management,

Project management, Asset management, Human
Resources, Occupational Health and Safety, Legal,
Procurement, Maintenance planning, Helpdesk and
Defects management.

Key skills required is listed below.

a. Skills

Project Management skills

Quality Management Systems

Risk Management

Financial - Budgeting (Capex / Opex)

Strategic Planning

Fully Computer Literate

CRM skills (Customer Relationship Management)

 CMMS skills (Computerized Maintenance
Management System)
Good interpersonal skills

Strong negotiation skills

Financial skills

IT skills

Analytical skills

Leadership skills
Excellent organizational and planning skills

Good verbal and written communication skills

Highly assertive and a high sense of urgency

b. Key Competencies
The right person must have the following
established competencies:
•Judgment
•Customer focus
•Business acumen
•People development
•Empowering
•Problem analysis
•Relationship building
•Decisiveness
 •Initiative/Proactivity
•Interactive reasoning

Understanding all of these concepts will be a foot in the

door to managing any facility with proper care.

Understanding WHAT you manage is key.

4. Engineering:
From an engineering perspective, what type of
equipment is installed on the facilities?
The layout and design, rationale of each service, and the
integration.

Understanding your equipment is the first step to

empower yourself to analyse any failure in the shortest
possible timeframe.
This will also assist in maintenance planning and
scheduling.

Strong technical background is a must in this

environment.

4.1 HVAC Systems

There are numerous types of cooling systems, the basic
concept of all of the available types stay the same.
In a very simplistic term, the first part of the system is taking
heat from the load (building), if you remove heat from the
load it will cool down.
The second part of this system then needs to get rid of the
heat that was drawn from the load.
Simplistic, take one side, get rid on the other side.
The basic system for any building is divided into two
simplistic systems;
1. Building load
2. Chiller load
Building Load

Cooling Supply cold water

Tower

Chiller

Return hot water

Fig. 1 – Chiller,cooling tower and building load

As can be seen from fig. 1 the two loads works
interdependent but works on the same simplistic
concept of “take and get rid”. In this figure it shows
the two water systems involved, the cooling tower
 with an open water system, and the building load
with a closed water system.

The first HVAC system explained is the open water system

that has a chiller system that is cooled down by way of a
cooling tower that is an open water system.
The first part is the chilled water loop that takes the load
from the building and gets rid of it through the cooling done
by the chiller, this part is a closed water system.
The second part is the chiller that heats up through the
operation of the machine and getting rid of the heat through
the cooling tower.

The whole HVAC system consists of basically four parts:

a. A chiller
b. Chilled water system
c. Air Handling units (AHU)
d. BMS and controls
Fig. 2 – Basic concept refrigeration system

The Compressor is the starting point of any chiller system.

The compressor compresses the refrigerant (gas form) the
gas temperature rises to 50+ degrees Celsius, it then moves
through the Condenser radiator where the fan helps to get
rid of the temperature of the refrigerant.
The refrigerant is cooled down before it gets to the
expansion valve, when the refrigerant cools down it returns
to liquid form. The expansion valve forces the refrigerant to
low pressure. The refrigerant drops to a very low
temperature. The refrigerant moves through the evaporator
radiator and cools down the radiator, but the refrigerant
actually picks up temperature, by the time it leaves the
evaporator it has returned to a gas form. From there the
refrigerant returns to the compressor again just to be
compressed again and start the whole sequence again.
The Chillers in this explanation is water cooled, which means
it uses water to cool down and get rid of the heat (Cooling
towers). The chilled water then runs through the chiller
system Evaporator to cool down the chilled water to +- 5
degrees Celsius.
Fig. 3 – Cooling tower
warm
moist air
out Fan Drift eliminator
Distribution system
Hot water in
Spray nozzles and
water spray

Air flow water flow

Dry air in

Cold water out

Collection of water
Fig. 4 – Chiller condenser and cooling tower

Air flow

Hot water
Chiller
condenser Cooling
tower Air flow
Cold water

Cooling tower basic theory

Heat is transferred from water drops to the surrounding air

by the transfer of sensible and latent heat.

The hot water is sprayed into the top of the cooling tower
with the fan drawing in air from the bottom of the cooling
tower; the heat is then transferred and expelled through the
fan at the top of the cooling tower. In the top of the cooling
tower drift eliminators is installed to prevent too much water
loss through this cooling process.
The water falls to the bottom basin and pumped back though
the chiller unit.

A cooling tower is a heat rejection device, which expels waste

heat to the atmosphere through the cooling of a water
stream. This type of heat rejection in a cooling tower is
termed "evaporative" in that it allows a small portion of the
water being cooled to evaporate into a moving air stream to
provide significant cooling to the rest of that water stream.
CHILLED WATER SYSTEM (building load)
As can be seen in the figure 1 above, the chilled water system
is also directly connected to the chiller system. The Chilled
water is a closed loop, and not open to the atmosphere. The
chiller cools down the chilled water to +- 5 degrees Celsius
and the pump will then circulate it throughout the building.
The chilled water is then fed into a unit that will distribute
cold air throughout the building, this is called an air handling
unit (AHU) figure 5.
Fig. 5 – Air handling unit

The Air handling unit consists of the radiator (Chilled water

coil), axial fan and the VSD (Variable Speed Drive).
The fan will suck air through over the radiator (Chilled water
coil) that is cooled down by the chilled water running
throughout the chilled water system; this air will blow
through the duct to supply the cool air to the room through a
diffuser. Some diffusers has a heating element, which can be
activated to heat the airflow to the room, the diffuser can
also limit the airflow to the area by closing and opening.
The VSD controls the speed of the motor. The BMS system
controls the AHU by monitoring the various conditions in the
room and the AHU. It monitors: airflow in the ducts, supply
air temperature, return air temperature, static pressure, VSD
conditions, heater condition and diffuser condition. Some of
these can be controlled via the BMS, for instance the motor
speed, the heater condition and the diffuser condition.
By this means with the help of an HVAC system and a BMS
the Facilities manager can control the air temperature in an
area with the click of a button.
This only one type of cooling system available for buildings,
there is other evaporative cooling systems and air cooled
units, the choice of which to utilise for your facility would
greatly depend on your environment.
4.2 BMS
The BMS controls and monitors a variety of conditions
throughout the building. It can monitor generator status, Low
domestic water, water pressures. In our case we are looking
at the Air-conditioning system. As I mentioned above it can
control the AHU to control the environment in the offices.
The BMS computer is linked to a network infrastructure that
is installed in the building with PLC (programmable logic
controllers) that will feed information back to the BMS for
the facilities manager and send information to the controllers
when the facilities manager makes changes on the BMS.
The BMS is becoming more and more critical and facilities
managers utilize this tool to quickly establish a condition or
make a decision on information supplied by the BMS.
The BMS is also capable of sending this information via SMS
to your cellular phone, this means that the facilities manager
will at all times be aware of the condition of the building.
Therefore it is critical to know exactly what information you
want to receive when installing a new BMS system.
Points that can be monitored:

 Water supply and levels

 Electrical supply and failure
 Generator fuel levels and generator start ups
 UPS condition and failure
 HVAC failure in Data centres
 Temperature levels in data centres

These are just some of the points that can be monitored on a

BMS computer.
4.3 Electrical infrastructure
The electrical infrastructure varies from country to country,
the definite similarities is the testing on your High voltage
transformers, infrared testing on the distribution panels and
UPS and generators.

The first item that I will discuss here is the High voltage
transformers, the high voltage transformer has a long life
span and preventative and predictive maintenance is a must
on these units.

To ensure that these units reach their manufacturers

lifespan, an annual oil analysis must be conducted to monitor
various conditions in the transformer.
If the transformer is supplied with a silica gel breather it must
be monitored and replaced when the gel discolours. The
silica gel breather will absorb the moisture.

Oil analyses can show a lot more information on the

condition of the transformer, the oil condition and the
transformer insulation.
This is a critical test that must be conducted to ensure the
transformer will reach its intended life span.
Power factor correction
A lot of Facilities managers do not maintain the power factor
correction units as this does not seem to affect the operation
of the plant or building.

Power factor does not affect the operation directly but does
have a cost impact on the operation.

A plant or building’s power factor should be as close as

possible to the value of 1, a .98 power factor is very good and
will ensure a reduction in consumption and power factor is
one of the items that have a direct Return on investment.
The closer the power factor is to 1 the lower the
consumption, therefore return on your electricity bill.
A power factor correction unit is basically made up of a
control unit that monitors the power factor, and when the
power factor falls, it will bring capacitor banks in line to bring
the power factor back up; if it rises it will take the capacitor
banks off line by way of contactors.
So a Power factor correction unit basically consists of:
Power factor controller unit
Capacitor banks (the amount will vary on your load)
Contactors
UPS – Uninterruptable power supply
The UPS unit has a few functions in buildings, depending on
your requirement.
When a power failure occurs the UPS unit will carry the
critical load while the generator starts up (usually from
around 15 seconds to 40 seconds).
In data centres the UPS unit is more critical to prevent down
time, and in this environment, they might stack the units in
parallel to minimise downtime. In a normal building
environment the UPS unit will only be the buffer between
normal power and emergency power (generator supplied) to
ensure a smooth transition.
In a commercial building you might only want 1 hour UPS
backup, whereas a Data centre might expect 2 hours +, the
more up time you require, the bigger battery banks is
required, thus more ventilation and space.
UPS requirements is critical to your building and is site
specific.

Financial; to understand the budget you need to first

understand the requirements from the engineering
point of view of maintaining the facilities.

To be able to predict how much money is required in an

environment, you need to understand the environment.
As raised previously, when you start at a new facility,
ensure that you have conducted your own due diligence
on all systems in the building. With that information in
hand, you can budget accurately, predict failures and
make decisions quickly.

The budget requirements must be directly linked to the

lifecycle of assets and maintenance schedule of the
facilities and equipment.
The budget will also include line items for office
management, what will it cost to maintain your normal
office environment?
Paper, printer, telephone line and utilization, etc.
These are but a few requirements.

Risk management; identify all risks on the facilities that

will hamper the facilities management team from
delivering the services as per agreement.
Security constraints, budget constraints to name a few.
Environmental risks, any item that will pose a risk to
human life or impact on operational requirements.
A document that I always used is called a change
management document, it is mainly used in IT
environments and I feel it fits right in with Facilities
management. With this document, any work that is
required to be conducted onsite (maybe oil testing on
the High Tension Transformers) you highlight the risk
involved to your client, with mitigating actions when you
run into the risk highlighted. This will automatically put
your client at ease when they see that you have
identified the risk and mitigated against it.

For me risk is managed:

Identify
Mitigate
Communicate and escalate
manage

Project management; the facilities manager will be

involved in most projects on site, any additional work
(value add) that can be completed for the client is
additional income for the facilities management
business.
Understanding Project management concepts is
imperative, resources, timeframes, costs, contractor,
access and processes to finalise the project successfully.

A Gantt chart can be drawn up showing the start and

end date of the project, with intervals showing the
progress on each step of the project, progress payments
can be done at these intervals, ensure that the
contractor show his payment requirements on the
project plans, and ensure that he has to achieve those
milestones before payment.
A simple scope of works (each part of the project ie.
Paint work,waterproofing,wood work) can be drawn up
and resources(Who is doing what) can be allocated to
each part of the project.

Always keep a contingency fee aside for unforeseen

items during the project, this fee must only be approved
by the project owner. This contingency fee varies from
10% - 20% dependant on the sensitivity of the project.

Asset management, understanding assets and the

management of the asset is imperative, an asset register
is required showing all assets with asset numbers
assigned to each. From the asset register the assets can
be maintained and controlled. All asset moves,
breakages or replacements must be updated on the
asset register to maintain an up to date asset register.
The following information can be displayed on the
asset register:

 Location of asset
 Condition of asset
 Procurement date of asset
 Description of asset
 Asset number
  Responsible person
 Asset value
BIM can be utilised for asset management to automate
the process and cut down on human error.

Human Resources; HR plays one of the biggest roles in

Facilities management, ensuring that all the correct
positions have been filled with competent personnel to
deliver on the services is very important.
The organogram for the Facilities management team on
the site is step 1, recruiting the correct people for the
site requires the understanding of the deliverables and
services as set out in the agreement.
The right resource for the right position.

Maintaining the morale of the team and the respect as a

manager is a sensitive role for the facilities manager.
Maintaining an effective team is a full day’s work,
understanding the code of conduct, work ethics and
Human resources policies and procedures is very
important to manage the team effectively.

Understanding each person and their environment is

important, nobody can manage a business successfully
without people, I have read a few books over the years
and the one person that has always been an inspiration
is John C. Maxwell, he writes brilliant motivational books
around management.

Occupational Health and Safety; a good understanding

of the occupational health and safety in your country is
very important, all sub contractors and the facilities
team must comply with the occupational health and
safety in the workplace. Good housekeeping is one of
the cornerstones of Facilities management; a clean
house can be maintained effectively.

The safety of the client, the facilities team and sub

contractors will be the responsibility of the facilities
management team.

Legal;
the legal requirement is the understanding of the
agreement drawn up between the facilities
management team and the client, the agreement drawn
up between the facilities management team and their
sub-contractors.
Reading and understanding of these contracts is very
important to manage the processes and services as
required by these agreements.

A facilities manager will always be faced with one or

another legal document, be it his own contractual
obligation towards his client or a legal letter from a
Service provider.

Ensure you have a good legal team that also

understands the technical jargon.

Procurement; The procurement processes and policies

of each company vary and must be understood to
comply with Corporate Governance.
Ensure correct sign off on procurement for auditing
purposes.

Procurement is the process of buying from a supplier or

service provider.

You must ensure that this process is clearly documented

and a clear approval framework is available.

You must understand what you expenditure approval

levels are to ensure that you do not sign off more than
what you are mandated to do.

Defects management; this will form part of a new

building or small works, understanding what is a defect
and how to rectify a defect. Project management will
help with this role; the defects must be properly
managed, with timeframe for the rectification,
Resources and cost of the rectification.

Too many contractors will expect to walk off site as soon

as they completed their work, not taking responsibility
for any mistakes that will negatively impact the facilities
management team in the long term.

Any contractor is responsible for the any defective

workmanship or installation; these are called defects
and must be rectified by the contractor before final
payment is released.

There are two types of defects a latent and patent

defect.
A patent defect is a visible and easily identifiable item
for instance a broken chair/broken door/broken
window. (Sometimes called “snagging construction”)

A latent defect is an item which is not clearly visible at

the time but manifests itself over time or becomes
visible. The problem could be in a ceiling void which will
only be identified if the ceiling is opened up.
 Usually the patent defects has a short timeframe to be
identified and the latent defects you have a longer
timeframe to identify.
If you have to draft the agreement, ensure you highlight
this identification/notification timeframe to the
contractor.
If you have to take over operationally from construction,
make sure you find these timeframes in the agreement.

5. As described in the description:

“Facilities” the buildings and other facilities together
with all supporting infrastructure, plant and equipment
which accede to each Project Site, as required to enable
the OSC to exercise its rights and perform its obligations
included in the Project Deliverables and signed
agreement.

The facilities will include all assets and infrastructure;

ensure that the agreement covers all aspects from the
layout to the services, and maintenance of assets on the
particular facilities.

6. Asset
In the Facilities environment we talk about fixed assets
which can be described as:

Also referred to as PP&E (property, plant, and

equipment), these are purchased for continued and
long-term use in earning profit in a business. This group
includes as an asset land, buildings, machinery,
furniture, tools, and certain wasting resources e.g.,
timberland and minerals. They are written off against
profits over their anticipated life by charging
depreciation expenses (with exception of land assets). It
is pertinent to note that the cost of a fixed asset is its
purchase price, including import duties and other
deductible trade discounts and rebates. In addition, cost
attributable to bringing and installing the asset in its
needed location and the initial estimate of dismantling
and removing the item if they are eventually no longer
needed on the location.

Management of these assets is done through adding

each item on a list; the list is called the asset register.
Each item is issued with a number and the number is
called the asset number.

The requirement of an asset register is to add the item,

with a description on the item, the location of the item,
the owner of the item and the asset number of the item.

This asset register will then be read into the Helpdesk

system for management of the assets on the list.

Assets will have a life cycle; this will show how long the
asset will be usable before it must be replaced.
 The life cycle of an asset is also affected by the quality
and frequency of the maintenance of the asset.
A chairs life cycle or usable time will depend on the
quality of the chair, if we have procured a chair that has
a life cycle of 3 years; it needs to be replaced by end of
year 3 if all maintenance schedules were complied with
as per manufacturer’s specification.

If the chair has to be serviced annually, but it was

neglected, it will require replacement by year 2, which
will have a cost impact on the budget.

Life cycle in conjunction with maintenance scheduling

will impact on the long term plan of the budget, which is
why these are of such an important nature and requires
in depth understanding.

7. Helpdesk

All assets must be maintained to the state as required

by the manufacturer, in order to comply with its
required life cycle of the asset (to ensure the asset
reaches that life span). All the assets can be maintained
through a helpdesk, either on a schedule or on adhoc
basis.
There are different kinds of maintenance that can take
place on a facility through the helpdesk:

Preventative maintenance; this kind of maintenance

requires a schedule to be drawn up of when services
must be done for each asset, it is a preventative action
and by maintaining the equipment on a frequency
should limit breakdowns of the said asset (for instance
your service of a vehicle).

Predictive maintenance; this kind of maintenance

requires a good history base for each asset, and can only
be effective after a few months of operational data.
With this maintenance the breakdowns will be predicted
and mitigated before such breakdown by replacement
or service (for instance a vibration analysis on bearings
to predict when the bearings will fail, then replacing the
bearing before the failure or oil analysis of a generator
or transformer to monitor the condition of the
transformer or generator)

Corrective maintenance; this kind of maintenance is

done after the breakdowns occurred, this can be an
expensive exercise as the equipment that failed might
have damaged other parts of the equipment, it is also a
situation whereby the available replacement might not
be readily available at the time and prolonging the
breakdown period.

The Preventative Planned maintenance schedule will

comprise of the following information:

The Asset number, the description of the item, the

location of the item, the condition of the asset, the
frequency of the maintenance action, the Standard
operating procedure as required during the
maintenance action.

The different helpdesk systems incorporate various tools

to assist with Facilities management; just to name a few:
Event booking, room booking (Hotel), Tool control,
Consumable control, Reporting, issuing Purchase orders
to sub contractors.

A standard helpdesk works on Ad hoc work orders

(logged work, as and when requested by the client),
Preventative Planned maintenance schedule with pre
planned work orders for action when required.

It is also important to ensure that the correct system is

installed, different systems have different outcomes.
The GUI (Graphical User Interface) must be user friendly
and easy to understand and utilize by the staff manning
these positions.

A good understanding of helpdesk systems,

management of the system and the team is imperative
for the facilities manager.

A good helpdesk system is important:

Asset register (import and export)

PPM schedule (Preventative Planned Maintenance) –
must be an active schedule that the helpdesk updates
monthly and automatically issues PPMs.
Client information list
Resource information list (Service providers and
maintenance team)
General reporting and specific reporting