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The 38th International Conference of Architectural Science Association ANZAScA“Contexts of architecture”, Launceston, Tasmania, 10–12 November 2004

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Developing of intelligent building as an aspect offacility management in the Malaysian context

Syed Abdul Haris bin Syed Mustapa, Husrul Nizam Husinand Kamarul Syahril Kamal

Universiti Teknologi MARA, Cawangan Perak, Malaysia

ABSTRACT: Technology advancement has had its effect on the construction industry. More and morebuildings incorporate automated integrated services systems, which contribute to what is termed

“intelligent buildings”. There is no formal definition for intelligent buildings but the increasing number ofbuildings in Malaysia, categorized as ‘intelligent’ instigated this research, which aims to highlight theproblems associated with the management of the intelligent building. This initial research study seeksto: a) Identify ‘intelligent features’ of a building and how these match the needs of users; b) Identify thebasic concept of facility management and how appropriate it is for the management of intelligent

buildings. The paper is focused on the role of Facility Management in controlling and monitoringmodern buildings provided with automated systems. Two case studies of major new buildings,recognized within the intelligent building category, are examined for analysis of their management and

organizational structure. The findings have revealed that the concept of facility management is notgenerally understood and where the scope of work of facility management is covered the title is notadopted.

Conference theme: Building technologyKeywords: intelligent building, facility management, Malaysia

INTRODUCTION

The Intelligent Building (IB) concept is on the increase

and IB undoubtedly is the forward approach to new officebuildings. The IB approach consists of automatedintegrated systems for various facilities and services,which are carefully planned, managed and maintained toensure cost-efficient and effective operations in supportof the organizations core functions. (Albus K., 2000).

According to Yeang K. (1998), the reason for the

adoption of the integrated systems is none-other than toensure that energy can be thoroughly conserved, thusminimizing the cost of the building. In order to achievethe aim of the development and adoption of the systems,appropriate management planning and organization arenecessary, specifically to manage all the facilities andservices that are classified as ‘intelligent systems’.

As the business of space depends on the facilities andservices installed to support the building’ function,systematic management is required for the managementof facilities. (McGregor W., 1999). Systematicmanagement of facilities is seen as the best approach foradministering and managing an intelligent building.The facilities and services provided in an intelligentbuilding are based on the intelligent concept in whichintegrated and high-tech systems are being used toachieve total control of the facilities.

The facilities provided for an intelligent building may besimilar to those in a normal building, but the mechanicaland electrical facilities in the former are being integratedand controlled through a computerized technologysystem. The system may be managed from one station.

However, if a breakdown occurs, the building would becompletely dysfunctional. Managers should thereforehave a thorough understanding of the system and its

operation.

The combination of a sound understanding of theconcept of facility management and of the complexity oftechnology systems is likely to produce good systematic

management of the building. All criteria need to beclearly identified and defined for the automatedintegrated system to ensure that efficient and effectivemanagement is achieved in an IB.Most important of all is not to lose sight of the fact thatthe buildings and facilities are for the use of human

beings, owners, occupiers, and operators. Managementshould be well adapted or designed to cater for theneeds of people and be responsible for, and responsiveto, their comfort, requests for service and quality ofservice.

1. DEFINITIONS

1.1. Intelligent building

According to research by Jepson (www.fmlinks.com),intelligent buildings can be defined as:• A building that has features that enable and enhance

the occupant’s business.• The enhancement may be in the form of financial,

operational and strategic functions.• Providing optimum scale of comfort within the working

environment, with the flexibility to cater for changes intechnical business operations over the period ofoccupation.

The intelligent building concept started to occur in theearly 1980s. According to Coagan, (2001), issues on‘Intelligent Buildings’ first appeared in publicationsconcerned with mechanical and automation systems that

made buildings more energy-efficient. Journal articlesserving the telecommunications industry reported howadvanced telecommunications systems increasedefficiency in buildings and thus made them more‘intelligent’ and easily marketed.


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Table 1: The development of intelligent buildingdefinitions (Low 1995)

Features Basic Concepts

Traditionalview1981–1985

Buildingmanagement,office automation,communication

An IB is a collection ofinnovative technologies

Enlightenedview

1986–1991

Buildingmanagement,

office automation,communication,responsive tochange

An IB is a collection oftechnologies able to respond

to organisation change overtime

Advancedview1992

Buildingmanagement,space management,businessmanagement

An IB provides a responsive,effective and supportiveenvironment within which theorganisation can achieve itsbusiness objectives. The IBtechnologies are the toolsthat help this happen. Aneconomic benefit is sought.

1.2. Facility managementThe International Facilities Management Association

(IFMA) gives the following definition:The practice of coordinating the people and the work of anorganization into the physical workplace.

A more explicit definition, (adapted from Barrett, 1995) is: An integrated approach to operating, maintaining, improvingand adapting the buildings and infrastructure of anorganization in order to create an environment that supportsthe primary objectives of the organization.

The functions of facility management are wide andinclude the management of real estate, of finance, ofchange, and of human resources, in addition to servicesmaintenance, domestic services, utilities supplies,security, safety and health and contract management -all of the non-core activities of the organization. HammerJ.M. (1998) has included the following functions;

inventory management, programming, master and layoutplanning, project administration and implementation,purchasing co-ordination, maintenance planning, sitemanagement, overall systems coordination. It is a multi-disciplinary function that involves many professionals inthe decision-making processes, but as yet in Malaysiafew are designated ‘facility managers’.

2. FACILITY MANAGEMENT CONCEPT IN THEMANAGEMENT OF AN INTELLIGENT BUILDING

The management of buildings should change to meet

changes in business and technology. The introduction ofinformation technology has changed the way buildings

and facilities are designed and controlled and thereforethese changes influence the way buildings are managed. Also the occurrence of knowledge workers andprofessional staff who expect high quality workstationsand other facilities to enable efficient tele-working orvirtual meetings, do challenge the performance needs of

buildings, e.g. multi-cabling, trunking, integratedworkstations, obsolescence, relatively dust freeenvironments, etc.These needs together with the growing emphasis onmore effective energy control and more efficientmanagement of facilities are a few of the main reasonsfor the increase of Intelligent Buildings and for thegrowing use of the concept of Facility Management

Facility Management is concerned with fulfilling the

corporate strategies of the organization through themanagement of the support facilities required in order forthe organization to attain its goals in relation to user’sneeds.

The facility management team must ensure successfulintegration of people, buildings and technologies in orderto meet the total performance requirements of IB. Thefacilities provided must be coordinated to fulfil customers’

needs and ideally set up a single source to which thoseneeds can be addressed. Generally the integrationwould involve both organizational change and physicalchange.

3. BENEFITS OF FACILITY MANAGEMENT

Implementing a comprehensive facility managementprogram should not only improve equipment and spaceutilization efficiency, but more important, should minimize

the operational costs. Facility costs include initialdevelopment cost, operation costs, maintenance costs,moving costs, costs of furnishings and equipment costs.(Hamer, J.M.; 1998) has noted that all building capitalcosts are trivial in comparison to building operating costssuch as wages and maintenance over time. This factprovides even more justification for reducing operatingcosts via a facilities management program, by so doing

the facilities manager should be able to accomplish thefollowing goals:• Develop more meaningful and accurate forecasts of

future space requirements, reducing expenditure ofresources.

• The overall work environment improves, and a morefunctional, flexible, and cost-effective facility is madepossible.

• Interior planning, design projects and designcomponents become standardized.

• Space utilization efficiency improves etc.• Electrical, communication and similar services are

distributed more effectively etc. Also facilities management has major commitment toachieve a balance in facilities strategies with corporategoals in relation to the needs of the user

4. PROBLEMS IN THE MANAGEMENT OF ANINTELLIGENT BUILDING

Earlier definition showed that the concept of intelligentbuilding is continuously evolving. Therefore, theopportunity to implement new method and theincorporation of intelligent building technique intopremises presents facilities managers with a series ofperformance challenges. Designers of buildings and ofworking environments must also anticipate the trendsthat will affect buildings during their expected life.

Many previous researches have claimed that intelligent

building based on technical systems could not succeedbecause of technical deficiencies in the systems. Inaddition, IBs did not provide in their buildings what theorganization and people need.There was also an in-built assumption about whatbuilding users and organizations required from thebuilding environment and other facilities such that these

requirements were not provided by the automatedsystems, for example, organizations were required tochange their operation to allow the use of computersystems rather than the computer systems being broughtinto support the operation. The present intelligentbuilding approach basically represents a technologicallycentred idea, not a human-centred one. The following

problems have been noted repeatedly in IB:i Sensors not calibratedii Line connections between sensors and central

management not functioningiii. Central computer systems not installed or not


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operated as intended (lack of training).iv. Local controls not adjusted for the occupancyv. Local sensors not corresponding with local controls

due to frequent spatial or layout changes

These problems become worse with current centrallymanaged environmental control systems that are unableto cope with the major changes in building functions,rapid changes in activities or rapid changes in exterior

environmental conditions.The goals of intelligent buildings must provide comfort tothe occupants and building users in terms of weather,lighting, noise, safety and flexibility in carrying out tasks.

In order to attain effective building performance forbuilding intelligence, it is necessary to know the effects ofall these interacting factors. Adequate maintenance andmanagement practices are therefore critical to ensurehuman needs are met and people are protected from alldiscomforts.

5. CASE STUDIES

5.1 Case Study 1, Petronas Twin Tower (PTT)

Located at the junction of Jalan Ampang and JalanPinang, the building is the landmark of Kuala Lumpur.Completed in year 1997, the building was designed by aforeign architect, Cesar Pelli and features one of the bestintelligent building systems in Kuala Lumpur, althoughthe systems were designed 10 years ahead.

5.1.1. Facility management concept The Facility Management of PTT works on the basicconcept on providing quality facilities and services for theoccupants of PTT premises. The quality value that to beachieved is mainly emphasised by the integratedintelligent building system. In this case, the management

organization placed concern on satisfying the occupantsthrough reliable and flexible management on all aspects

under the scope of the Building Control System (BCS).Thus, enhancement on the relation of occupants andprocess, valuation and contract procedures are takenseriously into consideration. This is achieved throughoutthe establishment of the management policies asguidelines for carrying out the monitoring and controlsystem of the facilities offered for the tenants. Basically,the functions of facilities management cover the scope ofbuilding operations and functions and facility planning.

As explained, the planning of the intelligent building systemhad been designed some 10 years ago. Given such long-period, BCS management is now at the stage ofimplementing and executing long-term planning and life-cycle costing to meet the changing trends of the IT, also fordemands and requirements of the occupants and fordeveloping the scope, functions and structure of the existingorganization that is responsible for the running of the

intelligent system.Due to security-control needs, the Security SystemControl Room cannot be entered by anyone except bythose who are directly employed by the building owner,

which is PETRONAS.

5.1.2. Intelligent systemIntelligent systems for the PTT is defined as the various

types of integrated services that are considered as thecommunal services that are provided using moderncomputer networking technology. The systems areplanned to be interfaced to attain both the safety and

functional operational requirements of the development.The four special systems installed as intelligent features ofPTT comprises of the following systems:• Building Control Systems (BCS)• Fire Alarm Systems (FAS)• Building Security Systems (BSS)• Building Telecommunications FacilitiesThe Building Control System (BCS) for the PTT building

project is designed as a state-of-the-art system with BCSOperator Workstations located in Building Operations

Rooms (BOR) throughout the development. The BCS isa Direct Digital Control (DDC) system having a fullydistributed processing capability such that controlfunctions are totally independent of . the OperatorWorkstations. The reason for adapting an independentsystem is to ensure that any lack of supervision in the

workstations would not affect the efficiency of theintegrated system’s operations. Figure 1, shows thetypes of services monitored from BCS. All 3 types ofbuilding systems are controlled and monitored by KLCCUrusharta through the uses of BCS except for theBuilding Security Systems, which are managed byPETRONAS due to confidentiality and securitymeasures.

Figure 1: Types of services controlled by BuildingControl System.

All intelligent systems provided operate during working-hours only, which is from 9 a.m until 5 p.m. except for thesecurity system. Demands on service systems after

working-hours can be demanded and requested from theTenant Service Department.

5.1.3. Facilities Management OrganisationThe integrated system is administered and managed by2 departments. The head of the property department,which is known as KLCC Urusharta, is led by a SeniorManager with help of the Building Managers, employed

separately to manage the 2 towers. Each BuildingManager has his own team that comes with variousscopes of work. Each tower, comprises sub-departmentsor sections which are as follows:• Housekeeping• Civil and structural• Mechanical and electrical• Security

• Maintenance• Building SystemFigure 2, depicts the organization structure of KLCCUrusharta, showing the sub-departments and scope ofworks that are under the responsibility of the department.


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Figure 2: Organisation structure of KLCC Urusharta.

Intelligent features of the building are directly monitoredfrom the workstations and this control room is under themanagement of the Building System Manager. The

Building System Department comprises 5 sections andeach carries out different tasks and responsibilities, themain role is to monitor, to control and to manage the

intelligent systems provided for the building occupants.The scope of work for this department is divided into 5sections, as follows:• Tenant services department• Filing department• Safety department• Building control system• Cabling

The main responsibility of the Building Control SystemDepartment is to carry out the management,administration and the operational tasks. Breakdownsthat occur on any system will be recorded and thedocuments will then be sent to the MaintenanceDepartment. The role of the Maintenance Department isto provide services as the means of managingcontractual matters in which maintenance works are alloutsourced to external contractors. Other responsibilities

of this department are to supervise and to record themaintenance works done by the external contractors.Tenant Services Department handles tenants’ requests,billing for services used by the tenants, property andasset management as well as other promotionalactivities. The Filing Department manages all documentsrelated to the systems used and the billing of the tenants.Safety Department monitors, plans and executes

policies, audit and emergency responses. The Building

Control System monitors and controls all troubleshootingas well as keeping track record on the maintenanceworks and the status of the integrated systems whileCabling Department executes analysis and research onthe cabling and networking of the integrated system.

5.2. Case Study 2, Central Plaza

Completed in 1996, Central Plaza was one of the firstintelligent buildings to be built in Malaysia. Located inJalan Sultan Ismail, Kuala Lumpur, Central Plaza isowned by Malview Sdn. Bhd. This prestigious officebuilding was designed by one of the renowned architect,Ken Yeang, an intelligent building system was installed

to cater to the customers’ needs and demands. The‘high-technology’ intelligent system adopted meets the‘hi-tech’ look of the building. Central Plaza is one of theearliest buildings in Kuala Lumpur that featuresdeveloped intelligent building systems.

5.2.1. Facilities management concept The main concern of the facility management in the passwas to provide a sophisticated Integrated BuildingManagement System, endowed with tenant-friendlyfeatures. The management of facilities is directed

towards satisfying occupants’ needs while at the sametime minimizing the operational costs of the building byadopting an environmental considered design andfeatures. Based on this concept, the management offersreliable and flexible services with the support of aBuilding Control System as the means of automation forall integrated systems that are equipped to complete thebuilding functions. Basically, the functions of the facility

management cover the scope of building operations,functions and facility planning.

5.2.2. Intelligent systemsThe buildings are equipped with intelligent features thatare dubbed as ‘tenant-friendly features’. The intelligentfeatures comprise of facilities and services purposely

installed to accommodate the needs of tenants, whichare as follows:

• Air-conditioning system with variable air volume andautomatic temperature control.• Fire fighting system with remote linkage to Fire Station• Latest security system with CCTV, access card, panicbuttons and door sensors.• Standard cleaner office air environment complete withfilter system and carbon dioxide monitoring system• High speed lifts

• Computer riser ductingThe Integrated Building Management System comprisesof Integrated Building Automation System (BAS) andSecurity System which function as the medium of

controlling and monitoring the building services. BAScontrols and monitors the air-conditioning, ventilation andpublic electrical systems while the Security Systemconsists of CCTV, door sensors and duress switches.

Dual Tone Multiple Frequency (DTMF) cabling system isinstalled to provide remote linkage that benefits both theoccupants and the management. Figure 3, depicts thetypes of intelligent systems provided in Central Plaza.

Figure 3: the structure of intelligent features that are

controlled and monitored by the IBMS.

The integrated systems operate during working-hoursonly which are from 9 a.m. until 5 p.m. except for thesecurity system. Remote telephone dial-up command is


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installed at each floor level as an intermediatecommunication for the occupants and the management.

5.2.3 FACILITIES MANAGEMENT ORGANISATION

The Property Management Department of Central Plazaadministers the management of the integrated system.The head of the property department is the BuildingManager. The team is comprised of the assistant building

managers, building supervisors, technicians andautomation system’s operators. An in-housemanagement of the building has been established.Facilities management is a part of the scope of works of

the Property Department of Central Plaza. Basically, thescope of work is under the responsibility of the followingdepartments:• Property Management• Building Operation and Services Management• Maintenance• Security Management.The intelligent features of the building are directly

monitored from BCS. Complete with workstations, thisBCS, which is known as IBMS, monitors and controls the

following features: Security System and IntegratedBuilding Automation System. The scope of work for thisdepartment as explained above is divided into 5 sections,as follows:• Tenant & Billing Services• Filing and Documentation

• Security System• Integrated Building Automation SystemThe main responsibility of the IBMS is to provide andintegrate the facilities management of the servicesinstalled in the building. Breakdowns that occur in theintegrated system will be recorded and the maintenanceworks are all outsourced to external contractors.

6. ANALYSES.

The case studies were examined to determine the extentthat facility management is established as a conceptwithin the management structure, and how the concept isapplied to the management of the operations ofintelligent features and associated technologies.The first step was to identify the intelligent featuresinstalled and used in the case studies.The second step involved an analysis of the organizationstructure for the management of the intelligent features

including the control and monitoring methods adopted.The findings identified were as follows:a) The management of the facilities in each of the casestudies covered two primary functions, namely:

Building operations and maintenance.Facilities planning.

b) The Control of the services in the Twin Towers isachieved through a separate Building Control System in

each tower. The Control of the services in the CentralPlaza is handled by an integrated Building Managementsystem from one Building Control Systems Room. Themethods of automation of the intelligent system are thesame for both buildings and comprises the following:

Systems integrationCentralized monitoring

The systems are much the same because it was the

same IT consultant for both buildings. Central Plaza, theolder building has been improved as new systems came

on the market.c) Security: For confidentiality and security reasons thesecurity system for the Twin Towers is separated fromthe integrated Building Control system, whereas thesecurity system for Central plaza is part of the Integrated

Building Management System.d) Working hours: the integrated systems in each of thecase study buildings operate only during working hoursfrom 9 a.m. to 5 p.m., with call-up provision after working

hours. It poses the question ‘does the system governwhat is offered rather than designed to meet the needs ofthe users?’e) Aims; the management at Central Plaza aims to

provide tenant-friendly features and satisfies occupants’needs. At Twin Towers, the management aims to ensurezero breakdown operations that can satisfy theoccupants. It would appear from these statements that

the aim of management of the Twin Towers is notdirected at primary level to what users want but is simplyto satisfy them that there will be no breakdowns. On theother hand, the aims of management in Central Plazaare more directed to tenant and occupier needsf) Maintenance management strategies: Maintenancework is all outsourced, as is the preparation of themaintenance programs. How well is this managed and

controlled and by whom?Maintenance Manuals are prepared and used by the

departments as a basic guideline to evaluate the worksdone by the contractors. But perhaps we need moreprofessional inspection and control in this area.g) Facility Management: The enlightened term of facilitymanagement is not used in either organizationalstructure at present, although it is noted that the

management is in the process of improving the structure.There appears to be little identification of core businessfrom that of non-core support functions to achieve thegoals of the organization.h) IB: The early definitions of IB were more concernedwith energy efficiency and economic review but are nowmoving more towards user comfort needs.

CONCLUSION

• The aims of management of the Twin Towers shouldreflect more on user needs.

• The concept of Facility Management could enhance themanagement of IB. Much emphasis is placed on theefficient operation of the various IT systems rather thanon how these relate to the needs of the users.

• It is likely that the managers of facilities in IB need tohave a higher-tech profile than for normal buildings andthis appears to be the current trend in Facility

Management. Perhaps we need to review the nature ofeducation and training in facility management.

• The level of IB has not been clearly defined so it isdifficult to establish what constitutes an IB. However the

rapid uptake of automated integrated systems, morerelated to user needs is likely to result in a moredefined position to identify IB.

• Facility management is proving difficult to establish in

Malaysia possibly because it too lacks precisedefinition. Many companies and firms offer themanagement of facility in only one or two specialistareas like safety and security, or in maintenance,whereas the concept of facility management is holistic,concerned with the strategic management of builtfacilities associated with all non-core functions whichsupport the organization’s goals.

• The organization should clearly identify its corefunction, for example, in the case studies examined the

letting leasing and marketing of commercial spaceunits, and then identify the primary facilities that supportthese core functions.

• The needs of the users and of the organization canchange rapidly and the management of change


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requires careful consideration and planning, particularlywithin IB where developments in a high–techcompetitive world can be far-reaching and costly. Themanagement of buildings under study is facing such a

dilemma. To maintain a competitive advantage, thelatest technologies and management structures need tobe continuously reviewed and adopted to give optimumperformance. The strategic role of facility management

and its dependence on the human capital of theorganization, rather than on cost reduction andoperational tactics, is the way forward.

REFERENCES

Albus, M.; (2000). Intelligent Systems – Architecture,Design and Control; Wiley-Interscience; U.K.

Loe, E.; (Jan/Feb 1995). Proving The benefits –

Justifying The Cost of Intelligent Buildings; Facilities,Vol. 4, No. !,.

Mcgregor, W. & THIEN, D.; (1999). Facilities

Management And Business Of Space; Arnold London;U.K.

TrevI, V.; (2001). Advanced Technologies – Building InThe Computer Age; Birkhauser; Germany.

Yeang, K.; (1998). Bioclimatic Architecture; Malaysia. Atkin, B. & Brooks A.; (2002); Total Facilities

Management ; Blackwell Publishing; U.K.Barret P. & Baldry D.; (2003); Facilities Management,

Towards Best Practise; Blackwell Publishing; U.K.

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