Professional Documents
Culture Documents
INTRODUCTION
1.1
Background to Study
The changing face of the Facilities Management profession within the last two decades
from the traditional function of ensuring the smooth running of plants and buildings towards
playing an increasingly active role in the efficiency and productivity of the business has
resulted in making technology a facilities managers best friend, with Computer-Aided
Facilities Management (CAFM) systems as the lynchpin. Not only are Facilities
Management professionals harnessing the power of CAFM to give them greater control of
disparate resources, directors and senior management staff are recognizing the strategic
importance of CAFM to an entire organization (Richardson, 2011).
Corporate Organizations are now aware that Real estate represents the second largest
expense on their balance sheets and that professional facilities management adds significant
value to their core business thereby enhancing cost efficiency, staff productivity,
transparency and business flexibility. According to Hajdukova & Figuli (2012), facilities
management is a practical way of professional administration and management of business
support processes that is capable of saving overhead costs by up to 30%.
Optimizing facilities management through the use of CAFM can save an organization a
considerable percentage of its maintenance contract charges and result in the reduction of
equipment downtimes thus optimizing service levels, optimizing operational efficiency
while also saving costs. According to Williams (2003), facilities management expenditure
takes up to 15% of an organisations yearly budget.
In many organizations, a lot of the Facility Managers work related data and information are
available however in most cases, they are in different spread sheets, in formats arising from
different IT systems and often, the data remains in the minds of the different employees.
The quality and accuracy of these data is therefore doubtful and because of the fragmented
sources, it is impossible to generate any type of useful information. Hence, the compilation
of these data in a structured single-source-of-truth, in most cases a database such as
CAFM, is an important step towards answering the what question e.g.; what real estate to
manage, what assets to maintain, what planned preventive maintenance activity is to be
carried out etc.
Organisations are faced with the stiff competition in the market and therefore forced to
develop efficient structures in facilities management. Madritsch and May (2009) according
to a survey, stated that although CAFM has been in use for more than 15 years, it is still a
relatively new and challenging technological approach and thus by far not all projects can
be considered a success.
Computer-aided facilities management (CAFM) is an information system integrating multidisciplinary activities within the built environment and the management of their impact
upon people and the workplace (Seebauer and Viniczay, 2009). CAFM maintains a
computer database of information about an organizations properties and equipment to plan,
provide and manage the most efficient, humane and productive work environment possible.
CAFM is an important link in the integration of telecommunication, information
management systems, maintenance, security and general administrative services (Seebauer
and Viniczay, 2009).
CAFM is the support of facilities management activities with information technology, with
the prime objective of capturing and assimilating information in a single source relating to
all aspects of managing an organizations facilities and thereafter providing a centralized
and strategic management of the facilities through improved information and process. The
impact of Information and communications technology in the business environment coupled
with the evolution of smart buildings and sophisticated working environments has pushed
the technology envelope forcefully in the facilities management direction. Consequently, it
has become imperative that CAFM be employed to ensure prompt and effective delivery of
facilities management services.
The usage of CAFM in facilities management practice supports operational and strategic
facilities management including all activities associated with administrative, technical and
infrastructural FM activities. However, despite an increase in the number of studies related
to the deployment and implementation of CAFM in developed countries, its application is
still relatively new in the developing nations in West Africa including Nigeria.
The potentials of CAFM systems in their application in facilities management cannot be
underestimated. The main advantage with such a system is the transparency in data
management and the unique data source for all users in a company. CAFM with its promise
of flexible, intuitive, enabling and supporting technology has become the facilities
managers most important ally in the innovation, implementation, delivery and management
of a new generation of business-critical services in the advanced countries.
1.2
1.3
Research Questions
1. To what extent are FM practitioners in Lagos aware of CAFM?
2. What is the rate of CAFM take up amongst Facilities Management practitioners in
Lagos?
3. What are the obstacles to the deployment and Implementation of CAFM?
4. What are the benefits of CAFM application to Organizational effectiveness?
1.4
Aim of Study
The aim of this study is to ascertain and evaluate the extent of the usage of CAFM systems
by Facilities Management practitioners in Lagos State, Nigeria.
1.5
Objectives of Study
To achieve the aim stated above, the following objectives have been set out:
1.
2.
3.
To determine the obstacles faced with the deployment and implementation of CAFM
by FM companies in Lagos.
4.
1.6
Scope of Work
This research work concentrates on the usage of CAFM by Facilities Management
practitioners in Lagos State for the delivery of FM services. It is geared towards
ascertaining the extent to which FM professionals in Lagos State render their services with
the usage of CAFM. It should have been ideal to cover other seemingly highly Commercial
states like Rivers, Delta and the Federal Capital Territory; however, this study is restricted
to Lagos State to facilitate in depth enquiry within the context of the peculiar contextual
challenges of a primate city where Facilities management practice is most widespread. In
the same vein, the restriction of the study to Lagos State permitted the researcher to form
definite conclusions which could create a pedestal for research that could be extended to
other states in the country in the future.
Furthermore, the research is focused on FM companies whose offices are mainly domiciled
in the Victoria Island and Ikoyi areas of Lagos State, which mainly carry out total Facilities
management (i.e. using a holistic approach to facilities management), as against those
rendering specialized FM services like cleaning, security, catering, etc.
This allows for a more concentrated study and prevents generalized conclusions. The target
responses were from Facility Managers, Maintenance Managers, Senior Executives of
Facilities Management companies and professionals with relevant roles in the Facility
management profession or industry.
1.7
However, in developed countries, the profession has evolved rapidly within the last two
decades owing to the impact of information technology and the deployment of CAFM
systems. Examples of some of the studies in the developed countries about the topic of
CAFM include those carried out by Abel & Lennerts (2005) and Madritsch & May (2009)
in Germany, Elmualim & Pelumi-Johnson (2009) in the United Kingdom, May (2006) and
May et al (2007) in Austria and Switzerland and Bainbridge & Finch (2009) in Scotland etc.
Abel and Lennerts (2005) stated that the main purpose of a CAFM system is to support
operational and strategic facility management, which offers a means of reducing costs and
making profits. The degree of the implementation of CAFM has a major impact on the
performance of the facilities and assets being managed. CAFM systems are rapidly being
deployed in multinational companies to enable Facility Managers manage and track the
different services rendered thereby enhancing faster and efficient decision making.
In the light of the foregoing, the need for reliable information is obvious, especially at
operational, tactical and strategic levels. Operational data and information about buildings,
spaces and usage is needed to analyze actual occupancy, identify future vacancies and to
benchmark the performance of the buildings. Knowing ones Heating, Ventilation and Airconditioning (HVAC) installations and the maintenance requirements allows the FM to
forecast maintenance costs and balance them with available long term maintenance budgets.
In the same vein, registering supplier contracts and Service level agreements (SLAs) assists
in tracking quality, costs and timelines to ultimately realize the best value for money.
structured product selection as well as implementation process so that the scope and goals
of the project are clear both to staff internally and to the supplier in order to secure the
initial and future success of the solutions.
This research work seeks to enlighten facilities management practitioners and other relevant
professionals associated with the industry about their need to adopt Computer-aided
facilities management. It also seeks to provide insights into the current CAFM tools being
deployed for the delivery of FM services in Lagos state.
Furthermore, the study aims to provide a tool for filling in the basic theoretical gaps, and at
the same time, equipping facility managers with the necessary knowledge to understand and
better implement CAFM in their organizations that will contribute to overall organizational
effectiveness and competitiveness. It will also provide research results from which newly
established FM companies can pick to guide them towards the deployment of CAFM
systems. The findings of the study are relevant for support service providers, FM companies
Governmental agencies and Multinational organizations in the Facilities management and
Real estate sectors.
1.8
country particularly the other notable commercial nerve centres like Rivers State and the
Federal Capital territory (FCT).
1.9
Definition of Terms
1. Computer-Aided Facilities Management (CAFM): A high-tech tool used by facility
management professionals to track and manage virtually any facility-related asset. Amongst
many other benefits, it provides managers and decision makers with the ability to analyze
the effective use of space more readily than ever.
2. Computer Aided Design: Computer Aided Design (CAD) is the term used to describe a
range of computer based tools that assist architects, engineers, space planners and other
professionals in drafting, design, image or plan production or maintenance (Pickard, 2010).
3. Computerized Maintenance Management System (CMMS): a software program or
system used in preventative maintenance, work order management, and other functions of
facilities management.
4. Building Information Modeling (BIM): BIM is the process of creating a digital
representation (3-D data set) of the physical and functional characteristics of a facility and
sharing the data among the various types of professionals within the design and construction
team. The goal of this process is to improve collaboration among project participants.
5. Facilities Management (FM): Facilities Management is the integration of multidisciplinary activities within the built environment and the management of their impact
upon people and the workplace.
6. Operations & Maintenance Manuals (O&M): These are instruction manuals for
equipment that are compiled by the contractor and manufacturer for the support of facility
maintenance personnel.
10
7. Facility Manager (FM): A Facility manager is responsible for managing all facility
management activities in an organization. Its primary functions are planning, management,
monitoring and evaluation of facility management activities.
8. Total Facilities Management (TFM): This form of facilities management implies the
rendering of a holistic approach to facilities management as against those rendering
specialized FM services like cleaning, security, catering, etc.
11
CHAPTER TWO
LITERATURE REVIEW
2.1
Introduction
This review synthesizes the current literatures that are germane to facilities management
and the application of Computer-aided facilities management (CAFM) systems. The
purpose is to highlight the role of CAFM in promoting efficiency in facilities management,
evaluate the various types of computer programmes available and review the contributions
of various authors to the development of knowledge in the field.
The practice of facilities management has advanced in many developed countries but it is
still at its elementary stages in most African countries and developing economies such as
Nigeria. Akintunde (2009) reported that the practice of the facilities management profession
in Nigeria is being threatened by lack of benchmark standards, inadequate industry
knowledge and experience as well as corrupt practices in the processing of FM contracts.
According to Adejumo, et al. (2009), the Nigerian facilities management practice suffers
from identity crises resulting from its infancy. The Facilities management profession was
introduced in Nigeria in the 1980s by multinational companies in the oil and gas industry
such as Shell, Mobil and Chevron as part of their relocation activities.
Studying the fundamental literature about facilities management in developed and
developing nations attests to the fact that the profession is an emerging profession which
has been described in several ways without firm consensus. According to some notable
studies concerned with the facilities management profession, as seen in the works of
(Seebauer and Viniczay, 2009) and Becker (1990), numerous definitions of facilities
management were given nevertheless none can be taken as an official international one.
These definitions included terms like process, service, systems, information
12
Figure 2.2: A Four-interrelated element model of People, Place, Process & Technology of
Facilities Management as defined by IFMA.
Facilities Management has recently not only emerged as a service sector but also it has
helped to establish a new professional discipline with its own codes, standards and technical
vocabulary (Atkins, 2005). According to Andrew (1998), in his study emphasized that
Facilities Management can encompass: mechanical engineering, architecture, interior
design, space planning, human factors, organizational behaviour, psychology, human
resources, finance, telecommunications, CAD, construction, project management, acoustics,
lighting etc.
14
This list is not exhaustive and depending on the nature of the facility, other specializations
may be required. FM embraces much more than the operational concerns of plumbing and
lighting and even more than the provision and maintenance of a productive and comfortable
environment. Kincaid (2004) gave a visual overview of the variety of disciplines
involved in facilities management (See figure 2.3 below), with a mix of so-called
unglamorous tasks (such as cleaning management) as well as high value, high
impact tasks (such as planning and budgeting).
2.2
16
Resource booking software used for room booking, catering, equipment, and visitor
management.
Health and Safety software used for recording accidents or incidents permit
management, security and risk assessments.
Supporting software used for stock, purchase ordering, digital dashboard and
invoicing.
17
2.3
In Germany, Abel & Lennerts (2005) conducted a study indicating the overview of
current fields of application for CAFM systems and a trend for future fields of
application in terms of user needs. The research also sought to identify the primary
users of CAFM whether building owners, occupants or operators.
Another German study by Madritsch & May (2009) carried out a comparative
analysis of CAFM implementation projects and procedures in German speaking
countries. The research showed a comparative analysis of the CAFM sectors in
Germany, Austria and Switzerland. It showed current trends, technologies, obstacles,
challenges and recommendations for a successful CAFM implementation.
In the United Kingdom (UK), Elmualim & Pelumi-Johnson (2009) carried out a study on
the opportunities derived from the application of Computer-aided facilities management
systems in managing intelligent buildings. The results of the survey showed that 46% of the
respondents make use of CAFM systems for managing the intelligent buildings.
18
Another UK study by Bainbridge & Finch (2008) looked in to the adoption patterns of
Computer-aided facilities management in Scotland. The study also examined the
significance of IT in the delivery of facilities management services to the built environment
and business organizations in Scotland. It also sought to gather the views of FM
professionals regarding the usefulness of CAFM tools in improving the effectiveness of
facilities management.
In USA, Saengratwatchara and Elsworth (2008) in a study titled the antecedents of
intention to adopt web-based CAFM system, examined the factors that influence the
adoption of CAFM systems by FM professionals. The study suggested that opportunities
be provided to allow potential users of the CAFM system understand the working
experience of the tools so as to discover their work-related advantages as well as to be able
to understand whether the system is easy or difficult to use.
In Malaysia, Kamaruzzaman et al. (2009) carried out a survey of Computer added Facilities
management in Malaysian Building Industry. It examined the level of recognition towards
computers application in providing assistance for better operational as well as strategic
processes for facilities planning and management. The study reiterated that Malaysia is still
at her infancy level in the application of computer tools within the Facilities Management
industry.
In India, Por & Kuchtova (2013) examined the economic evaluation of effective CAFM
software implementation in a manufacturing company.
In Canada, Abel et al. (2006) focused on how the day to day business of facility managers
in hospitals can be supported using a CAFM system and what an accordingly database
model would look like. The research aimed at designing a standard database model that can
be used as a ready to start pre-configured system that reduces data acquisition and
19
customizing efforts to a minimum. The research findings showed that CAFM to the facility
manager is not the same as to a facility manager in other FM branches. It emphasized that
the main request in hospitals is not the maintenance of the facility documentations in terms
of drawings and contracts but the documentations of service calls and maintenance of
biomedical and technical objects.
Jayasena and Weddikkara (2012) carried out a research in Sri Lanka. The research showed
that FM is in its infancy stage in Sri Lanka and that CAFM was not in use presently.
These empirical studies provide several views pertaining to the application and
implementation of CAFM as shown in the different countries. One has to be cautious in
accepting the outcome of these studies as relevant to Nigeria, since they were carried out
in different cultural, social and institutional settings.
In present day Nigeria, the recognition and growth recorded in the Facilities
management sector es peci all y amongst the privat e sect or is a reflection of the
increasing recognition accorded to the profession. This has strongly resulted in a diverse
and highly competitive marketplace amongst FM companies and corporate organizations
thus leading to the deployment of various information technology tools such as CAFM
systems, Enterprise Resource planning (ERP) tools and other business software in a bid to
be more innovative and gain competitive advantage over other competitors. This present
study advances the discussion.
2.4
Mason (2007) further reiterated that the first CAFM systems originated in the early 1980s
and some systems have been around almost as long as AutoCAD itself. The fact that CAFM
systems started with and still have CAD roots is unsurprising because initially most
systems focused on the generation of space and asset information derived directly from the
CAD space planning plans.
Teicholz (2000) in his study, reported that CAFM evolved in the late 1980's leveraging the
personal computer (PC) to automate the collection and maintenance of Facilities
management information. CAFM evolution dates back to the period where CAFM vendors
such as Archibus (http://www.archibus.com), FM Systems (http://fmsystems.com),
Drawbase (http://www.drawbase.com) etc., started linking database applications to CAD
programs in order to perform facility related functions.
Initial CAFM applications were mostly related to tracking space and physical assets such as
furniture and equipment, depicting physical location and departmental organization of staff,
which were often developed by getting lists of staff and locations from corporate human
resource or information technology groups and re-entering this data into the CAFM system.
Consequently, widespread usage of Information Technology (IT) tools and applications in
almost all disciplines eventually penetrated the construction and FM industry as well.
CAFM systems consist of a variety of technologies and information sources that may
include Building Information Models (BIM), object-oriented database systems, CAD
systems, and interfaces to other systems such as a Computerized Maintenance Management
System (CMMS). Today most Computer-aided facilities management (CAFM) systems are
internet-based and they provide a host of features such as maintenance management,
tracking and monitoring of work orders, asset management, purchase orders management
including facilities related scheduling and analysis capabilities.
21
2.5
Generations 3: CAFM & CIFM The third generation of CAFM, started in the
early 1990s. It was characterized by robust integration between various FM graphic
and non-graphic applications, still using the PC as the primary hardware platform.
The earlier CAFM systems were desktop solutions whereby data were moved over a
local area network (LAN) to the desktop computer.
Generations 5 & beyond: High Speed Internet Computers and Networks: This
post-PC age refers to the imminent arrival of high speed internet computers and
networks (both through cables and mobile) and the increasing embedding of
microchips into assets. In this generation, communication is at a very high speed; it
will be wireless as well as on wires, new data formats such as sound and multimedia
22
video will be included, and there will be very high-speed data networks connected to
powerful hub computers.
It is not surprising then, that the commercially available computer-aided facility
management (CAFM) software vendors have eagerly sought to transfer their products to
internet technology. A number of companies have evolved to offer integrated solutions to
typical facilities information problems.
Examples of the application areas included in currently available CAFM systems products
are:
Space Management
Asset Management
Maintenance Management
CAD Drawing and image management
Project Management
Project budgeting
2.6
23
24
CAFM systems vary in their complexity and capabilities. Smaller organizations may be
satisfied with one or two CAD stations linked to a simple desktop database. Others may
wish to link all the graphic and non-graphic information involved in facilities management.
2.7
Scope of CAFM
The most commonly used term in the United Kingdom and Europe for facilities
management and real estate management software is CAFM, which stands for Computeraided facilities management. There are however, a number of names used to categorize
similar or related applications. In the United States and within globally operated
organizations, it is labeled as Integrated Workplace Management System (IWMS). IWMS is
characterized as an enterprise-class software platform that integrates five (5) key
components of functionality, operated from a single technology platform and database
repository (BIFM, 2010).
These functional areas are:
Maintenance management
Project management
Environmental sustainability
25
their product offerings (e.g. TIFM, Total Integrated Facilities Management and CIFM,
Computer-Integrated Facilities Management.
In general, CAFM, IWMS, CMMS or FMIS systems support at a minimum processes in:
Space management
Facility management
From a functional perspective, the most important difference between IWMS and CAFM is
that IWMS additionally includes extensive functionality for real estate and lease
management, project management and environmental sustainability. Individual offerings
however differ per vendor. Next to IWMS and CAFM, which aim to support a combination
of integrated processes, there are many point solutions available that focus on one specific
process. Some examples are Computerized Maintenance Management Systems (CMMS),
Enterprise Asset Management (EAM), and room booking or visitor registrations.
These IT based facilities management solutions help facility managers to track and manage
organizational resources. These solutions enhance the optimal use of resources and bring
down the operational costs in any facilities. These solutions track and manage the
information on usage and storage of resources such as inventory, people, or property
(owned or leased).
Consequently, Facility managers can use this information to identify patterns from past and
present, and on the basis of these identified patterns, facility managers can make decisions,
keeping future perspectives in mind. These future perspectives include several aspects such
as resource utilization, space utilization, and environment sustainability amongst others.
26
2.8
CAFM Implementation
The implementation of CAFM system is not a quick fix/solution to a poorly managed or
fundamentally unsound management system. It is a tool to aid operational efficiency,
generate quality improvement and assist in compliance. Therefore, before the
implementation of any CAFM system, the organizations business processes must be well
reviewed and defined in advance before the selection of the CAFM software. In parallel
with this, CAFM vendors are often asked to provide integration from CAFM applications
into third- party products, such as HR, accounting/financials (i.e. SAP, Sage etc.) and spaceplanning applications.
Among the major areas that should be reviewed are:
Help-desk/call/request logging
Contractor notification
Space Management/planning
Resource Management
Furthermore, the CAFM system to be implemented must be sure to possess the ability to
interface with Building management system (BMS) devices such as security controls,
building automation controls and emergency systems. The bulk of most facilities managers
documents exist mainly on paper, not in electronic form, or in some mixture of electronic
27
and paper. Typically, 70% of the owners cost in implementing CAFM involves getting the
data in to a system.
Madritsch and May (2009) illustrated in more detail, a model for CAFM implementation as
shown in fig 2.4 below.
Preliminary Study
Fundamental consideration of pros and cons of a CAFM system
Setting of goals and precondition
Management decision for a possible CAFM project.
Project assignment
Reject
Project Management
Organization of the projects (naming Project group and Project manager)
Project management: planning and control of the project parameters
(services, deadlines, costs, resources,)
Implementation phase
Installation, test and certification of the CAFM system
Customization according to operational and organizational structure
Data acquisition and transfer into the CAFM system
Training (for administrators and users)
Decision
make-or-buy
orevaluation
a combination
of both
Maintenance and ongoing
(quality
management)
Figure 2.4: A CAFM Implementation Model by Madritsch and May (2009), pg. 437
Facilities managers know that computer aided facilities management (CAFM) software can
bring many benefits to both the FM department and the wider organisation.
Theyll
appreciate that CAFM software is designed to enable FMs to keep track of their
28
2.9
2.10
Purpose of CAFM
Compared to earlier days, modern building projects have significantly evolved in terms of
size, complexity and speed of completion resulting into a multi-user multi-tasking design
29
To help the facility's manager ensure the organization's assets are fully utilized at the
lowest possible cost, while providing benefit to every phase of a building's lifecycle.
ii.
To support operational and strategic facility management, i.e. all of the activities
associated with administrative, technical, and infrastructural FM tasks when the
facility or building is operational, as well as the strategic processes for facilities
planning and management.
According to the Judicial Council of California (2001), CAFM performs the functional
supports for Project management, portfolio management, Facility management, and Real
property management.
CAFM systems combine and analyze complex data to improve FM practices throughout a
variety of industries including government, healthcare, educational, commercial, and
industrial environments. The CAFM system gives decision makers the ability to automate
many of the data-intensive facility management functions and typically results in
continuous cost savings and improved utilization of assets through-out their entire lifecycle.
Although there is no ideal model suitable for all situations, to meet the specific demands of
the facility manager, a well-developed CAFM system will often include a variety of
30
functions and features. CAFM systems typically provide and maintain information on floor
plans, property descriptions, space utilization, energy consumption, equipment location, and
other critical infrastructure data that pertains to the sector it is serving.
2.11
31
CAFM and CMMS sometimes overlap in the area of work orders. Most CAFM software
use work orders to manage staff and Facilities, employees and teams relocations. The work
order provides a convenient and efficient tool to manage the details that go with these
activities. In large organizations having facilities and operated across globe, different teams
are generally responsible for facility and maintenance issues. Each group may want
software applications that meet their specific needs. In smaller organizations the same team
may be responsible for both functions and prefer a tightly integrated solution that meets all
their needs.
2.12
Theoretical Framework
There is no underlying theoretical framework for the implementation of CAFM systems in
Facilities management. Information technology is a wide field, and has enabled
organizations across the world to work in an efficient manner. It plays a very important role
in effective management and running of a business. The use of IT in organizations is
inevitable, be it any type of company like manufacturing or medicinal sector. It has
contributed largely to the process advancements in organizations.
Rogers Diffusion of Innovations theory is the most appropriate for investigating the
adoption of technology in offices and educational environments. Rogers (2003) used the
word technology and innovation as synonyms. For Rogers, a technology is a design
for instrumental action that reduces the uncertainty in the cause-effect relationships
involved in achieving a desired outcome. It is composed of hardware and software. While
hardware is the tool that embodies the technology in the form of a material or physical
object, software is the information base for the tool.
32
The profession of facilities management is now one of the fastest growing and strategically
important parts of an organizations operational structure. To reflect this development, there
has been a corresponding consolidation in the types of supporting software.
The most commonly used term in the UK for facilities management software is CAFM,
which stands for Computer-aided facilities management. There are, however, a number of
names used to categorize similar or related applications. In most cases, the category used is
a reflection of the origins of the software. Some reflect the profession from where the
33
2.13
Benefits of CAFM
Without mincing words, todays FM professionals know that a CAFM system brings surplus
benefits to their job functions and the wider organization. CAFM is increasingly becoming
an indispensable standard technology for the successful implementation of FM as a strategic
corporate concept (Elmualim & Pelumi-Johnson, 2009)
CAFM enables FMs to keep track of their organizations assets by linking a variety of
information electronically. The benefits a fully-fledged CAFM system brings to an
organization when fully utilized as a core business tool can not be underestimated.
Abel & Lennerts (2005) in their study, stated that the benefits of CAFM systems are
multifarous. The study reiterated that CAFM can be used to achieve functional objectives
i:e to achieve transparency of information which results in an improvement in planning
performance and quality. Other benefits of CAFM as shown in the study includes the
possibility of CAFM to fulfil economic and legal objectives such as reduction of costs on a
one-off and long-term basis and adherence to statutory requirements respectively.
CAFM systems provide an excellent, automated framework for managing maintenance and
service contracts. They take the onus off the team and allows them to focus on what is
needed to be done to make sure the subcontractors are alerted when the PPMs becomes due,
and that the task is completed to schedule. It cuts down on the administrative time
overhead and its extremely efficient to use.
Choosing the right CAFM system, working with a supplier who understands that every
organizations needs are different, that facilities management has a unique role to play in
34
todays business infrastructure, and who can tailor the technology accordingly rather than
pushing an all-purpose off-the-shelf solution, should be a vital element in any facilities
managers strategy. Without it, there is the very real possibility that FM professionals will
be unable to contribute effectively to business development or cost savings, just at a time
when they will be under greater pressure to do so.
Almost all CAFM software applications assist in the monitoring, management and planning
of operational activities and expenditure, standards, regulatory compliance and capital
budgeting in one, or several, of the following areas:
There are a number of reasons for deploying a CAFM system. However for the majority of
organizations, it is usually implemented to:
Cut costs
Increase productivity
Improve customer service
More efficiently use space
Reduce churn rates
Enhance faster and more accurate reporting
Streamline facilities processes
Share information throughout an organization.
35
This chapter focused on the evolution of facilities management, the concept of CAFM
and the empirical studies concerned with CAFM implementation in other developed
countries. Furthermore, it examined the components, scope and the range of
applications/functions for CAFM systems.
The next chapter examines the concept of the research methodology and design used for
the study and continues with an explanation of the data collection and analysis
techniques used by the researcher.
36
CHAPTER THREE
RESEARCH METHODOLOGY
3.1
Introduction
This chapter presents the methodological framework adopted for the research. It describes
the research design, the study area, the study population, the sampling technique and
sample size, the instrument for data collection, the types of data obtained and the tools for
data analysis. Furthermore, the procedure for testing the instrument of data collection
through pilot study, and also for reliability and validity including the administration of the
questionnaire were described in more detail.
In compiling this dissertation, a thorough knowledge of focal issues was required; hence
surveys and observations involving the collection of data from relevant sources was
adopted. Questionnaires were administered to professionals currently working as Facility
managers, Maintenance Managers or in other roles relevant to the Facilities management
profession.
The approach adopted for this study comprised of a field survey which was based on
answering questions presented in a structured questionnaire. This sought to provide
relevant answers to the stated research problems and questions from the perspectives of the
local population used for the study. This approach involved the collection of relevant
quantitative data, which were put to rigorous quantitative analysis using statistical
software.
In this survey, the local population was determined to be Facility Management
professionals/practitioners in different Facilities Management companies and organizations
situated in the Victoria Island and Ikoyi areas of Lagos State.
37
3.2
Research Design
The Research design process entails the planning and structuring of the research in order
to ensure the gathering of relevant information which would help in obtaining the most
valid findings with respect to the study.
Kothari (2004) defined research design as the arrangement of conditions for collection
and analysis of data in a manner that aims to combine relevance to the research purpose
with economy in procedure.
information relevant to a particular research problem and also the strategies and
approaches for data collection and analysis.
The preparation of a research design appropriate for a particular study involves the
consideration of the following:
1. Objectives of the research
2. Types and sources of information required
3. Method of Data collection to be adopted
4. Sampling strategy
5. Tools for Data collection
6. Data Analysis - qualitative and quantitative
Types of research design include Exploratory, Descriptive and Analytical research designs.
To achieve the objectives of the research, the exploratory research design approach was
considered. This type of research design enables the discovery of new ideas and insights
about the research topic. It entails the questioning of knowledgeable individuals to clarify
and define the nature of the research problems through the use of structured questionnaires
complemented with informal interviews. It attempts to explore and explain the underlying
issues while providing additional information about the research topic.
38
3.3
Research Location
The study was conducted in Lagos State, Nigeria. Lagos state is densely populated and has
a high concentration of industrial, commercial and residential facilities. It is located on the
south western coast of Nigeria between 6o to 7o north of the equator and longitude 3o and 4o
east of the Greenwich meridian. The city has a total area of 3,577 km2 where about 22% of
the total area is covered by lagoons and creeks (Wikipedia, 2015).
The city of Lagos is located in the south-western part of Nigeria. It has boundaries with the
Republic of Benin in the West. In the North and East, it is bounded by Ogun State while
behind its southern borders lies the Atlantic Ocean. Lagos has remained the major sea port
and commercial nerve centre of the country earning it the name Centre of Excellence.
Figure 3.1: Map of Lagos State showing Victoria Island and Ikoyi areas in red arrows
of Lagos state, and which mainly carry out total Facilities management (i.e. using a holistic
approach to facilities management) as against those rendering specialized facilities
management services like cleaning, security, catering, etc.
The Victoria Island and Ikoyi areas of Lagos state are home to several large luxury
apartments, high-rise buildings, mixed-use buildings, corporate head offices of notable
multinational companies and Hotels which require facilities management. The choice of this
research location allowed for a more concentrated study in achieving the research objectives
and thus prevented the formation of generalized conclusions.
Figure 3.2: Aerial view of the Falomo roundabout in Ikoyi linking the Victoria Island area
of Lagos state
The target respondents were Facility Managers, Maintenance Managers, Senior Executives
of Facilities Management companies and professionals with relevant roles in the Facility
management profession or industry.
40
3.4
Study Population
The study population can simply be defined as the entire group or set of subjects that the
researcher is interested in using for the study. For the purpose of this research, the study
population consists of Facility Management practitioners in companies/organizations that
carry out facilities management operations and services. The study population was limited
to companies and organizations with corporate offices in Victoria Island and Ikoyi areas of
Lagos state. The population for this study is finite however, its actual number could not be
determined. This is due to the absence of a comprehensive register/documentation showing
the details of facilities management companies/practitioners for the study population.
3.5
Sampling Techniques
Purposive sampling technique (a non-probabilistic form of sampling) was adopted for the
research work. Saunders, Lewis and Thornhill (2009) defined Purposive sampling as nonprobability sampling procedure in which the judgment of the researcher is used to select the
cases that makes up the sample. It entails the deliberate selection of the items for the sample
by the researcher. The researcher selects the particular units of the study population to be
constituted as a sample which then forms the sample frame to be used for the study. It is
mostly adopted for small inquiries and researches by individuals and in addition because of
its cost and time savings.
3.6
Sample Size
Sampling entails the selection of observations to acquire some knowledge of a statistical
study population. Its purpose is to yield some knowledge about the population of concern,
especially for the purpose of making predictions based on statistical inference. In simple
terms, the Sample size entails the numbers of items to be selected from a study population
to be used for the research study. Since a good sample must as nearly as possible be the
41
representative of the entire population, i:e not excessively large nor small, care was taken to
ensure that the sample size was large enough to convey a measure of credibility on the
outcome of the study.
The study population/sampling frame as described earlier is limited to FM practitioners in
companies and organizations with corporate head offices in Victoria Island and Ikoyi areas
of Lagos state. Owing to the absence of a reliable register of Facilities management
practitioners in the state, no definite sample frame could be derived. However, in a bid to
determine the sampling frame to be used for the study i:e the approximate number of FM
practitioners in the research location, reference was made to the VConnect database.
VConnect is the largest business search engine in Nigeria with more than 500,000
businesses listed on its site. It provides the most comprehensive and updated information
about local businesses products, services or companies in Nigeria. VConnect provides users
with a Pan-Nigeria platform to access business information. On VConnect website, users
across states and LGAs in Nigeria can access information on local businesses across
Nigeria. VConnect is the simplest and most cost-effective way to find local businesses
information in Nigeria.
In the light of the above, a thorough online search was made on the VConnect database for a
list of companies and organizations with corporate head offices in Victoria Island and Ikoyi
areas of Lagos state that have facilities management practitioners and professionals in their
staff strength. The resulting list was screened to remove companies that didnt meet the
criteria. Conclusively, the study population was adjudged to be made up of about 35
companies.
Consequently, a sample size of 75 was adopted equalling an approximate number of two
FM practitioners per company. A total number of 75 questionnaires were circulated to the
42
target respondents out of which 64 were returned but only 57 were used for the analysis
after scrutinizing for errors, omissions, incompleteness and inconsistencies. The completion
rate of 76% was considered adequate and representative enough for the study.
3.7
Data Sources
The data employed for the research were derived from primary and secondary sources.
The key primary source was the questionnaire survey specifically designed to elicit data
specific to the research questions. This survey was carried out through the form of a
structured questionnaire. A series of questions that are easy and convenient to answer that
could describe the intended practices and provide relevant information to the study were
formulated and included in the questionnaire.
The delivery method chosen was mainly via email while about 25 percent was done by
hand.
The decision to largely make use of the email method for carrying out the
questionnaire survey was driven by the fact that it is less expensive and not time
consuming. Other methods of collecting primary data include through interviews
(personal or telephone) and the use of mechanical devices such as cameras, audiometers
etc.
Secondary data entails data that have already been collected by someone else and in
addition data that have already been passed through the statistical process. The research
study also made use of considerable secondary data sources such as books, journal
articles and internet websites.
3.8
which are distributed to all respondents in the same wording and order. The questionnaires
used for the research contained a number of structured and direct questions for which the
answers from the target respondents were limited to the given alternatives. In addition,
some of the questions had provision of alternative replies for cases where the alternatives
given did not provide any answer choice to the respondent.
The questionnaire was divided into five sections (Section 1, 2, 3, 4 and 5). Section 1 was
used to draw relevant information about the profile of the respondents. It contained
questions used to determine the respondents job title, employment status, gender, years of
working experience, etc. Others questions include the CAFM application in use, no of years
of using CAFM, operational activities for using CAFM. Nominal (classificatory) scale,
Ranking and interval scale were employed in providing detailed measurement to the
questions.
The Sections two to five of the questionnaire employed the use of Likert type four and fivepoint scales of measurement where one extreme implied a strong agreement with a given
statement and the other extreme a strong disagreement and at the middle lies intermediate
points. The Section two was used to draw relevant information about the level of awareness
of CAFM by the various Facility managers. It contained six questions dealing with the
application of IT and CAFM in facilities management. Section three of the questionnaire
was used to draw information on the rate of CAFM implementation by the respective FM
practitioners utilizing them. Section four was used to draw information on the challenges of
deploying CAFM. Section 5 was used to draw relevant data on the performance of CAFM
and its effects on organizational bottom-line of the users.
44
3.9
45
Consequently, the research instrument was pre-tested before formal data collection process
for fine-tuning of the structured questionnaire. The researcher personally carried out the
administration of the data collection instruments. A total of 15 respondents were selected
representing about 25% of the total sample size. The Pilot survey was carried out to
establish the functionality of the questionnaire and to ascertain if the questionnaire would
generate the proposed results required for the research study. The respondents were
informed to check through the questionnaire and generate feedbacks peradventure there
were any ambiguities relating to the questions.
3.10
3.11
Questionnaire Retrieval
The questionnaires used for this study were collected by return email while the ones
administered by hand were collected at a mutually agreed time. The use of email and the
physical delivery and collection of the questionnaire, afforded the opportunity to answer or
clarify any query the respondents had regarding the questions and purpose of the study. In
total, 57 questionnaires were used for the analysis representing a response rate of 76%.
3.12
46
3.13
47
CHAPTER FOUR
DATA ANALYSIS AND DISCUSSION OF FINDINGS
4.1
Preamble
In this chapter, the results of the field survey are analysed and discussed. In realizing this
purpose, descriptive and inferential statistics were used to analyse the sample data collected
from the field. Furthermore, tables were used for the presentation of data to facilitate
understanding.
4.2
75
100.0
11
14.7
64
85.3
57
76.0
4.3
Respondents Characteristics
This section of the questionnaire gathered information about the background of respondents
such as their job title, gender, age, highest level of education, and years of working
experience. The background information of respondents used for the study was analysed
using frequency counts and percentages as shown in table 4.2 below.
48
Frequency
Percentage (%)
Facility Manager
29
50.9
Operations Manager
10
17.5
Senior FM/Manager
12
21.1
Multi-Site FM
7.0
Executive Director
3.5
Total
57
100.0
0.00
20-29 years
14
24.6
30-39 years
30
52.6
40-49 years
14.0
50-59 years
8.8
Total
57
100.0
Male
40
70.2
Female
17
29.8
Total
57
100.0
Bachelors Degree
22
38.6
Masters Degree
24
42.1
MBA
10.5
Doctoral degree
0.0
Professional degree
8.8
Total
57
100.0
14.0
05 - 10 years
26
45.6
11 - 15 years
17
29.8
15 - 20 years
10.5
20 - 25 years
0.0
Total
57
100.0
A. Job Title
B. Age
C. Gender
49
Table 4.2 above shows the summary of the demographic characteristics of the respondents.
Respondents with the Facility Manager job title constituted the highest proportion
(50.9%). 17.5% of the respondents were Operation Managers, 21.1% were Senior FMs
while the remaining 7% were Multi-site FMs. About 70.2% of the population were male
respondents with the remaining 29.8% being females.
Most respondents fell within the age bracket of 30-39 years (52.6%) and 20-29 years
(24.6%) respectively. Close to about half of the population (45.6%) had between 5-10
years work experience while 29.8% had between 11-15 years of work experience. This
implies that the respondents were sufficiently knowledgeable about the facilities
management profession having gathered relevant experience.
50
4.4
51
Table 4.3:
Organizational Characteristics
A. Ownership structure
Sole Proprietorship (Private individual)
Partnership
Limited Liability
Frequency
Percentage (%)
11
11
35
19.3
19.3
61.4
Total
B. Years of Companys operations
Less than 5 years
05 - 10 years
10 - 15 years
15 - 20 years
20 - 25 years
57
100.0
6
29
13
9
0
10.5
50.9
22.8
15.8
0.00
Total
B. Managerial Staff strength
Less than 20 people
20 - 50 people
50 - 100 people
100 - 250 people
More than 250 people
57
100.0
5
5
10
13
24
8.8
8.8
17.5
22.8
42.1
Total
D. CAFM Application in use
CAFM Explorer
Maintenance Connection
Broll Online
Planon
FM Desktop
57
100.0
10
23
3
3
18
17.5
40.4
5.3
5.3
31.6
Total
D. Frequency of CAFM usage
All the time
Some of the time
Rarely
Never
57
100.0
9
31
7
10
15.8
54.4
12.3
17.5
Total
E. Operational activity CAFM is used for
Planned Maintenance
Fleet Management
Asset Management
Relocation Management
Work order Management
57
100.0
25
0
4
6
22
43.9
0.0
7.0
10.5
38.6
Total
57
100.0
52
4.5
Table 4.4:
57
57
Min Max
Mean
Percent (%)
4.63
92.63
4.56
91.23
57
4.49
89.82
57
4.26
85.26
57
4.37
87.37
57
3.28
65.61
N = Number of Respondents
Table 4.4 shows from the results of the percentage scores that the respondents are largely
aware and conversant with the topic of CAFM and its application in facilities management
service delivery.
4.6
53
19.3% of respondents indicated they had less than a year. Respondents with 3 to 5 years
experience in using CAFM were 8.8% while those with 5 to 10 years were also 8.8%. This
suggests that CAFM implementation is relatively new in FM companies and it is being
deployed mostly by Medium to Large-sized organizations.
Furthermore, respondents were asked to indicate the frequency of deploying CAFM in the
delivery of FM services. A majority of the respondents indicated that they were already
using CAFM, with 54.4% indicating the usage of CAFM some of the time. 15.8% of the
respondents (All the time) while 12.3% indicated the option rarely. However, about
17.5% indicated that they were not using CAFM in the delivery of FM services. This
implies that the rate of CAFM take-up and awareness amongst FM practitioners can be said
to have increased considerably.
54
55
56
considered their CAFM system Effective and 17.5% rated their system Adequate. No
respondent considered their CAFM system to be Ineffective or Poor.
This implies a very high overall satisfaction rating amongst FM practitioners using CAFM
systems. The percentage of rate of CAFM implementation by the respondents as related to
the questions in the questionnaire is presented in the Table 4.5 below.
Table 4.5:
Min
Max
Mean
Percent
(%)
57
4.30
85.96
2nd
57
4.05
81.05
3rd
57
3.96
79.30
4th
57
4.40
88.07
1st
Rank
N = Number of Respondents
4.7
57
set up and Linking CAFM to other departments such as Accounts and Human resource,
both with 52.28%.
Table 4.6:
Min
Max
Mean
Percent
(%)
Ran
k
57
4.33
86.67
57
3.98
79.65
Difficulty in integrating an
organization's existing data.
57
3.74
74.74
57
3.60
71.93
Deferred funding.
57
3.44
68.77
57
2.63
52.63
57
2.61
52.28
57
2.61
52.28
N = Number of Respondents
4.8
58
Min
Max
Mean
Percent
(%)
57
4.32
86.32
57
4.30
85.96
57
4.18
83.51
57
4.16
83.16
57
4.12
82.46
57
4.12
82.46
57
4.11
82.11
57
4.00
80.00
57
3.93
78.60
57
3.91
78.25
10
Ran
k
N = Number of Respondents.
A large number of the respondents (85.96%) selected Meeting Service Level Agreements
(SLAs) and Key Performance Indicators (KPIs) as the main effect CAFM brings to an
organization. This was followed by Improved Communications amongst other
departments with 83.51% and Detailed implementation of Planned Preventive
Maintenance (PPMs) with 83.16%. This reflects that CAFM positively affects
organizational performance and improves service delivery.
4.9
Discussion of Findings
This research sought to evaluate the application of CAFM systems amongst FM
practitioners in Lagos state. This section highlights and discusses the key findings from the
59
study. For easy appreciation, the key findings are arranged in consonance with the
objectives of the study and shown under appropriate sub-headings below.
Level of Awareness of CAFM: The first objective of the study sought to determine the level
of awareness of CAFM amongst FM practitioners in the study area. Having analysed and
computed the responses from the survey, it was clearly seen that the level of CAFM
awareness amongst the respondents is quite high with only about 17.5% of the respondents
indicating that they had never made use of any CAFM system nor any other similar range of
IT tools in the delivery of FM services to their Clients. This finding thus corroborates the
increasing growth of the Facilities Management industry in Nigeria.
Previous studies carried out in other developed countries such as the United Kingdom,
Germany, Austria, Switzerland etc., showed that a majority of FM practitioners are
knowledgeable and well informed on the topic of CAFM. This is similar to findings in
Scotland (Bainbridge and Finch, 2008); United Kingdom (Elmualim & Pelumi-Johnson,
2009); and in Germany, Austria and Switzerland (Madritsch and May, 2009).
60
it was deduced that the deployment and implementation of CAFM systems was mainly by
medium-sized companies (100-250 employees) and large-sized organizations (above 250
employees).
This is consistent with findings by Madritsch and May (2009) in Germany, Austria and
Switzerland respectively. On another note, Kamaruzzaman et al. (2011) in Malaysia
asserted that the FM industry is still at an infancy level especially in the deployment and
implementation of CAFM tools.
Obstacles to CAFM Deployment: It was discovered that most of the respondents considered
Senior Managements lack of understanding of the benefits of CAFM as the main
obstacle to the deployment of CAFM systems by FM companies. This is particularly
attributed to small firms who see CAFM deployment and implementation as stovepipes and
hindrances to cost and profit savings. The other variables with mean scores that ranked 2nd
and 3rd respectively were Lack of acceptance by Companys personnel and resistance to
changing work approach and Difficulty in integrating an organizations existing data.
These findings give credence to the notion that many Nigerian Senior Executives and CEOs
see the implementation of CAFM systems as quite expensive and costly to implement. This
is similar to findings by Kamaruzzaman et al. (2011) in Malaysia. Saengratwatchara and
Elsworth (2008) examined the factors that could influence the adoption of CAFM systems by
FM professionals and suggested that opportunities be provided to allow potential users of the
CAFM systems understand the working experience of the tools so as to discover their workrelated advantages as well as to be able to understand whether the system is easy or difficult
to use. In summary, CAFM applications can be more successfully implemented if their
tangible results are readily apparent or if users have a chance to try them before making an
adoption decision.
61
62
CHAPTER FIVE
CONCLUSION AND RECOMMENDATIONS
5.1
Preamble
This study aimed at evaluating the application of Computer-aided facilities management
(CAFM) applications amongst FM practitioners in Lagos state. This final chapter concludes
the study by highlighting the key findings of the research work, areas for further research
and recommendations for Facilities Management practitioners and other relevant
stakeholders with respect to the subject of Computer-aided facilities management.
5.2
Conclusion
The findings in this study serve as a basis for making the following conclusions: Most
Facilities management practitioners in the study population are well-informed about the
application of Computer-aided facilities systems in delivering FM services. The research
also revealed that these CAFM systems are mostly deployed by medium-sized to large-sized
companies with staff strength of above 100 people.
Based on the study, it was gathered that about 70% of the Facilities Management
practitioners surveyed were p r e s e n t l y applying information technology specifically on
computer applications tools in their daily business depending on their organizational
needs and strategic goals. It also agreed that t h e computer applications provide
organization with competitive advantage as well as enhancing efficiencies.
Furthermore, it was discovered that most of the respondents that are not willing
to invest in CAFM a r e t h o s e i n s m a l l - s i z e d F M c o m p a n i e s w i t h t h e o p i n i o n
that the initial cost for d e p l o y i n g C A F M i s highly expensive. Hence, whilst these
FM practitioners consider information technology as a useful tool in the delivery of FM
services, their deployment and implementation of CAFM varies considerably across the
63
profession; with some with the notion that the CAFM tools do not provide sufficient
benefits to service delivery to warrant the investment required.
The
FM
market
in
Nigeria
is
relatively
young
but
gradually
for
CAFM
developers as deduced from the survey is the finding that more than half of the FM
companies surveyed indicated that they were already using Computer-aided facilities
management systems or were considering its implementation.
To this end, CAFM developers would also realize that they still have a large untapped market in
the FM industry coupled with the increasing level of CAFM awareness amongst practitioners;
thus demonstrating that there is room for growth in the market, provided they can target their
efforts in the right areas.
5.3
Recommendations
Facility Management professionals and Senior Executives of FM Companies are
overburdened with the advice on how to choose the right CAFM system for their
organization, how to get the most out of the system they do have and also with issues of
installation, training and maintenance of the CAFM system.
As pointed out early on in the research work, its important to reiterate that the deployment
and implementation of a new CAFM system will not return overnight results to a poorly
managed system. A lot of resources such as
population/configuration, User training, Project management etc. are consumed in the early
stages to get it right. Through each stage, a dedicated Project Manager/Administrator should
64
be assigned assist and guide through the process via regular review meetings and constant
communication in order to ensure that the CAFM vendor delivers a solution thats right for
the organisation and delivers effective solutions which are right for their clients.
To this end, it is pertinent to make the following recommendations prior to the deployment
and implementation of CAFM systems by a company:
1. FM Practitioners and Companies should clearly define their end goals/targets to the
various CAFM vendors before the implementation of any particular CAFM system.
2. Senior Management/Company Executives must decide on the cadre of people that
will be using the system and what level of authorization/access they would be
entitled to.
3. CAFM Vendors should be implored to make provision for linking the CAFM
systems to other departmental systems such as accounting packages, HR systems
application or Active directory etc., to avoid expensive data re-entry. The CAFM
system should be thoroughly checked to ensure it has an open architecture that can
complement, integrate and/or support existing systems.
4. FM practitioners must clarify the processes the CAFM system is intended to
achieve/improve and evaluate if it would comfortably meet the stated objectives.
5. FMs should request that CAFM vendors provide opportunities for potential users, in
a bid to understand the CAFM system viz-a-viz the discovery of its work-related
advantages before going live.
In recent times, the complexity of workplaces has been on the increase, and as such,
technically skilled individuals are going to continue to be required to manage them. Hence,
it becomes imperative that future FM professionals be properly trained on the best
65
5.4
Contribution to Knowledge
It can be clearly seen from the findings of the survey that the use of information technology
is of paramount importance in the delivery of effective facilities management services. The
study has also highlighted that there is an increase in the level of CAFM awareness amongst
FM practitioners in Lagos State.
Having identified the significance of CAFM to effective FM service delivery, it is therefore
recommended that similar research works be carried out on the subject matter in other
major commercial centres of the country especially Port -Harcourt and Abuja. Further
studies should be conducted to assess the performance of FM companies already deploying
Computer-aided facilities management
deploying.
Conclusively, Organisations should develop process models and guidelines to help prepare
them for the application of CAFM and to assist them during the implementation. Facility
66
managers can help their organization to overcome CAFM challenges by utilizing the
resources available and convincing leadership that efficiencies and cost savings can be
achieved with investments in the technology.
67
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APPENDIX
73