As a facilities engineer, you may have to deal with multiple facility projects at the same time, each with different scopes, budgets, deadlines, and stakeholders. How do you prioritize and select which one to tackle first? Here are some tips to help you make smart and strategic decisions based on your goals, resources, and risks.
The first factor to consider is how urgent each project is, based on the impact and likelihood of failure or disruption if it is not completed on time. For example, if a project involves repairing a critical system that affects the safety or functionality of the facility, such as the HVAC, plumbing, or electrical, it should be given high priority. On the other hand, if a project is more cosmetic or optional, such as painting, landscaping, or upgrading the furniture, it can be postponed or rescheduled.
Consider the urgency, cost, timeline, benefits, dependencies, resources, and risk of each project. Prioritize projects that are most urgent, have the biggest impact, and can be completed with the available resources.Here are the key factors to consider when prioritizing facility projects: Urgency: Which project is most needed right now? Cost: How much will each project cost? Timeline: How long will each project take to complete? Benefits: What are the benefits of each project? Dependencies: Are there any other projects that need to be completed before this one can start? Resources: What resources are available? Risk: What are the risks associated with each project?
Define Objectives and Goals: Clearly outline the objectives and goals of your organization. Understand what you're trying to achieve with facility improvements, whether it's improving energy efficiency, enhancing safety, increasing productivity, or meeting compliance requirements.
The second factor to consider is how valuable each project is, based on the expected benefits and costs of completing it. For example, if a project can improve the efficiency, productivity, or quality of the facility operations, such as installing new equipment, optimizing the layout, or reducing the energy consumption, it should be given high priority. On the other hand, if a project has low or uncertain returns, such as adding a new feature, changing the design, or experimenting with a new technology, it can be deprioritized or canceled.
Conduct a Comprehensive Facility Assessment: Evaluate the current condition of all facilities. Identify areas that require immediate attention due to safety hazards, compliance issues, or critical operational needs.
The third factor to consider is how aligned each project is with the overall strategy and vision of the facility and the organization. For example, if a project supports the core values, mission, or goals of the facility, such as enhancing the customer service, increasing the sustainability, or complying with the regulations, it should be given high priority. On the other hand, if a project is not relevant or consistent with the strategic direction, such as pursuing a trend, copying a competitor, or satisfying a personal preference, it can be ignored or rejected.
Cost-Benefit Analysis: Estimate the costs associated with each project, including materials, labor, permits, and potential downtime. Compare this with the expected benefits, which could include cost savings, revenue generation, or improved operational efficiency.
The fourth factor to consider is how satisfied and involved each project's stakeholders are, based on their expectations, needs, and feedback. For example, if a project has high stakeholder support, approval, or participation, such as from the facility users, managers, owners, or regulators, it should be given high priority. On the other hand, if a project has low stakeholder engagement, communication, or collaboration, such as from the facility staff, contractors, suppliers, or neighbors, it can be delayed or modified.
Priority Matrix: Create a priority matrix that takes into account factors like urgency, impact on operations, cost, and potential return on investment. Assign numerical values or weights to these factors to objectively rank projects.
The fifth factor to consider is how manageable and feasible each project is, based on the available resources, time, and skills. For example, if a project has sufficient funding, materials, equipment, and personnel, as well as a realistic schedule and scope, it should be given high priority. On the other hand, if a project has limited or uncertain resources, time, or skills, as well as a vague or unrealistic schedule and scope, it can be scaled down or outsourced.
Emergency and Safety Concerns: Projects that address immediate safety concerns or emergency situations should take precedence. This could include repairs to critical systems, fire safety upgrades, or addressing structural issues.
The sixth factor to consider is how flexible and adaptable each project is, based on the changing conditions, challenges, and opportunities. For example, if a project can accommodate or benefit from the variations, uncertainties, or innovations in the facility environment, such as the demand, supply, technology, or regulations, it should be given high priority. On the other hand, if a project is rigid or resistant to the changes, risks, or improvements in the facility environment, it can be revised or terminated.
Flexibility and Adaptability: Prioritize projects that allow for future adaptability and scalability. This ensures that investments made today can accommodate future needs and changes.
Regular Review and Adjustment: Continuously review and adjust priorities based on changing circumstances, emerging needs, and new information.