Articles

Advancing Building Lifecycle Management: What Can Organizations Do Today?

Building Lifecycle Management (BLM) is an ambitious, long-term vision for the commercial real estate (#CRE) industry – one where data flows seamlessly from design and construction through operations and beyond, enabling smarter, more efficient buildings. However, for many corporate real estate and facilities teams, the daily reality is far from this ideal. They face fragmented data, disconnected systems and short-term decision making that hinder efficiency. Common obstacles include poor data quality (incomplete or inconsistent asset and maintenance records), a lack of system integration, workforce skill gaps (especially as veteran facility managers retire), and undefined governance structures. The result is often reactive firefighting instead of strategic planning, making the goal of true BLM feel distant.

Yet even if comprehensive BLM maturity is a journey of years, organizations can take pragmatic steps today. Industry leaders (through efforts like the #BLM_Initiative co-founded by #IFMA and #Autodesk) are rallying stakeholders around common lifecycle best practices. But you don’t have to wait for sweeping industry change – incremental progress within your organization can start now. This article outlines seven focus areas, prioritized by relative ease of implementation and long-term benefit, to help CRE executives and facility managers begin advancing their BLM journey. Each section below describes the current challenge and offers 1–2 actionable steps that leaders can take immediately. The areas build on one another – for example, improving data quality will have limited impact without a foundation of governance – ensuring efforts are sequenced for maximum effect.

Policies, Standards, Processes, and Procedures

Challenge

Many organizations lack standardized policies and documented procedures for managing building information and operations across the lifecycle. Inconsistent processes (or none at all) lead to each site or project doing things differently, which hampers data consistency and efficiency. As one IFMA report noted, technology is no longer the main barrier – rather, the CRE industry must adopt a lifecycle management mindset that spans its policies, standards, and procedures. Currently, it’s common to find disjointed workflows, ad-hoc naming conventions, and unclear protocols, making it difficult to aggregate data or enforce best practices.

Actions Today

Begin by establishing a clear framework of standards and processes for your real estate portfolio. Identify critical areas (e.g. how assets are catalogued, how work orders are handled, how data is handed over from construction) and develop simple, written procedures for each. Leaders can charter a cross-functional team to audit existing policies versus industry best practices, then fill the gaps by creating or updating standard operating procedures.

Wherever possible, align with well-known industry standards to accelerate this effort – for example, adopting classifications like OmniClass for building assets or referencing ISO standards for facility management. Even basic standardization pays off: using a common terminology and process playbook reduces confusion and sets the stage for more advanced lifecycle practices. The key is to get these foundations in place and communicated to all stakeholders, so everyone follows a consistent playbook.

Governance

Challenge

Without governance, even the best policies will gather dust. Many CRE teams suffer from undefined governance – no clear ownership of data or processes, no accountability for following standards, and no forum to guide lifecycle strategy. This often leads to the “wild west” of data: different departments or vendors do things their own way, and nobody regularly reviews or enforces quality. Lack of governance also means short-term decisions (e.g. cutting maintenance budgets or skipping data entry) go unchallenged until they snowball into bigger problems. In short, no one is officially at the wheel of lifecycle management, which undermines any improvement initiative.

Actions Today

Establish a governance structure to oversee building lifecycle practices. This could be a steering committee or simply assigning a senior “BLM champion” responsible for cross-department coordination. Define roles such as data stewards, data custodians, or process owners for key domains (assets, work orders, cybersecurity, etc.), and give them the mandate to monitor compliance and improvements. Start small – for example, institute a quarterly review of facility data quality and workflow adherence. Critically, set policies for data ownership, validation, and security so it’s clear who manages what information.

With governance in place, efforts like data cleanup or new technology adoption will have guidance and accountability. Remember, without governance, trying to improve data or processes is like trying to fill a leaky bucket – the improvements won’t hold. Leaders should therefore make governance their first step, creating the oversight that ensures all other initiatives (from data standards to staff training) stay on track and deliver sustained results.

Improving Asset Inventory Data Quality

Challenge

Up-to-date, accurate asset data is the lifeblood of effective facility management – yet many organizations struggle with poor asset inventory data. Equipment lists may be incomplete, asset details (make, model, install date, condition) may be outdated or inconsistent, and naming conventions vary widely from one system or project to another. For instance, one industry survey found 46% of firms lack a standardized approach to naming assets, which greatly hinders efficient data sharing and maintenance planning. In practice, this means facility teams can’t easily trust their data to answer basic questions like “How many HVAC units do we have, and what condition are they in?”. Such data quality issues lead to reactive maintenance, budgeting surprises, and difficulty leveraging technologies like analytics or digital twins.

Actions Today

Tackle asset data quality as a priority once governance and standards are underway. First, perform an asset data audit – pick a pilot location or system and review the accuracy of its asset register. This audit will reveal gaps (missing assets, duplicate entries, incorrect attributes). Next, implement quick improvements: standardize asset naming and categories according to an agreed schema (for example, decide on using “Floor” vs “Level” consistently portfolio-wide to avoid confusion). Use existing standards or templates (like COBie for construction handover data) to structure the information.

Leaders should also invest in cleaning critical asset data fields and establishing routines to keep them updated (e.g. require that any new equipment added or replaced is recorded in the CMMS/IWMS within a week). The combination of standardization and regular data maintenance will greatly enhance the reliability of your asset inventory. High-quality asset data enables better capital planning and preventive maintenance scheduling, and it lays a necessary foundation for advanced BLM tools down the road.

Improving Work Order Data & Performance

Challenge

Similar to asset data, work order data (maintenance records, service requests, performance metrics) is often underutilized or poorly managed. Many facilities teams still operate in a reactive mode – for example, surveys indicate around 40% of maintenance work is reactive in typical organizations – and they may not systematically track key performance indicators. Data about response times, mean time to repair, root causes of failures, or backlog of deferred maintenance might be inconsistently captured. Without good work order data and analysis, leadership lacks visibility into maintenance performance and cannot easily identify opportunities to optimize (such as which recurring issues drive most downtime or where preventive maintenance is falling behind). Additionally, heavy reliance on reactive maintenance is costly: running assets to failure can cost dramatically more than proactive care (potentially 3-4 times more, according to U.S. Department of Energy estimates). In short, poor work order practices translate to higher costs, more downtime, and an inability to prove the ROI of facilities improvements.

Actions Today

Enhance maintenance management by making better use of work order data. Start by measuring what matters – leaders should require a few core KPIs to be tracked and reported monthly, such as the ratio of planned vs. reactive work orders, average time to complete a work request, and preventive maintenance compliance rate. Simply shining a light on these metrics tends to drive improvement, as teams become more aware of performance. Concurrently, take a close look at how work orders are documented: ensure technicians record essential details (asset identifier, cause of issue, actions taken, downtime hours, etc.) in the maintenance system so that data is available for analysis. Simply recording a maintenance task “work complete” is fundamentally useless - ideally, you want “proof of service”.

If your team isn’t fully utilizing your CMMS (a common scenario – studies show many organizations use only a fraction of CMMS functionality), provide quick refresher training and make it a policy to log all work. With cleaner, richer work order data, managers can identify patterns – for example, if a particular pump fails repeatedly, you can justify a replacement, or if preventive tasks are frequently deferred, you can investigate why. Over time, aim to shift the balance toward more preventive and predictive maintenance. A good short-term goal is to increase the percentage of planned maintenance each quarter (and correspondingly reduce emergency fixes), which will improve reliability and reduce costs. By treating maintenance data as a strategic asset, organizations not only boost operational performance but also build the case for further investments in lifecycle management (since they can demonstrate improvements in uptime, cost savings, and asset longevity).

Staff Upskilling

Challenge

Technology and processes don’t run themselves – people are the cornerstone of success. Unfortunately, many CRE organizations face a skills gap in their facilities teams. An aging workforce means a large portion of experienced facility managers and technicians are nearing retirement, and there is a shortage of younger professionals entering the field. According to IFMA, the average facility management professional is nearly 50 years old, and 50% of the FM workforce may retire in the next 5–15 years, while less than 10% of professionals are under 35. This demographic challenge is compounded by the increasing technical complexity of smart buildings and data-driven operations – future buildings will require more advanced digital skills (from analyzing IoT sensor data to managing BIM models and cybersecurity). In many organizations, current staff haven’t been trained in these emerging areas; they’re experts in traditional operations but may lack proficiency in data analytics, modern building software, or integrated systems. If no action is taken, the gap between staff capabilities and the needs of BLM will widen, making any new technology or process initiative likely to falter.

Actions Today

Invest in your people just as strategically as you invest in technology. Executive leaders should champion a staff upskilling and knowledge transfer plan as part of BLM advancement. Start by assessing current skill levels and identifying priority gaps – for example, do you have in-house expertise in data management or system integration? Are technicians comfortable with the analytics tools that newer building systems provide? Then take concrete steps: encourage and fund professional development such as obtaining industry credentials (e.g. IFMA’s FMP, SFP, or specialized certifications), attending workshops/webinars (#IFMA and others frequently offer training on digital facility management), or partnering with technology providers for hands-on training when new systems are implemented.

Another immediate action is to facilitate cross-generational mentoring: have veteran employees mentor younger staff to pass down institutional knowledge, while younger, tech-savvy employees can help train colleagues on newer digital tools – this two-way mentorship can rapidly elevate the whole team’s skill set. Additionally, consider instituting regular “lunch and learn” sessions on topics like data analytics for operations or cybersecurity basics for facility systems, to build a culture of continuous learning. The message from leadership should be clear: BLM is a team effort, and that means equipping the team with the skills and confidence to embrace new processes and technologies. Upskilling staff not only improves today’s performance, but also boosts employee engagement and retention – people are more likely to stay when they see investment in their growth. In the long run, a skilled, adaptable workforce will be your strongest asset in achieving lifecycle management excellence.

Cybersecurity

Challenge

As buildings become smarter and more connected, cybersecurity has emerged as a critical concern in facility management. Traditionally, operational technology (OT) systems like HVAC controls, elevators, security cameras, and building management systems were isolated from IT networks, but today integration and IoT connectivity are blurring those lines. Many organizations are ill-prepared for the cyber risks that come with connected building systems – facility teams might not have the expertise or protocols to secure these systems, and there can be gaps between IT security policies and what’s happening in the field. The result is that building control systems can be attractive targets for hackers if left unprotected. A breach of a smart building isn’t just an IT issue; it could impact operations, safety, finances, and reputation. For example, an attacker who gains access to a building management system could shut down critical equipment or steal sensitive occupancy data. Unfortunately, cybersecurity is often an afterthought in facilities management, leading to vulnerabilities like outdated system firmware, default passwords, or unsecured networks connecting building devices. The stakes are high – as one IFMA article warns, a single compromised system can lead to widespread service disruptions and financial losses for an organization.

Actions Today

Bring cybersecurity into focus as a core aspect of building management. Facilities leaders should collaborate closely with their IT departments to protect building systems. A great first step is to conduct a security audit of all building automation and control systems. Identify what systems are connected (HVAC, lighting, badge access, elevators, etc.), evaluate vulnerabilities (weak credentials, missing patches, open network ports), and get a clear view of risks. These audits often reveal quick fixes – for instance, applying overdue software updates or disabling unused remote access points – that can significantly harden your defenses. Another immediate action is to implement network segmentation for building systems. Essentially, isolate the operational networks so that even if a building system is compromised, the threat is contained and cannot freely traverse into corporate IT networks or other critical building systems.

In practice, this means working with IT to ensure systems like security cameras, the building management system (BMS), and tenant Wi-Fi are on separate, well-firewalled network segments. Next, educate your facilities team on cybersecurity best practices. Human error (like clicking a phishing email or using weak passwords on control system logins) can undo the best technical protections. Regular briefings or training sessions for facility staff and vendors should cover things like recognizing suspicious emails, proper use of VPNs or secure connections when accessing building systems remotely, and reporting anomalies.

Finally, develop a basic incident response plan specific to building systems – if something does go wrong (e.g. a control system is hacked), the team should know how to respond: who to call, how to safely revert to manual control if needed, and how to communicate with stakeholders. Emphasizing cybersecurity in the context of smart buildings will protect your operations and give executives confidence that as you integrate more technology (#SmartBuildings, #IoT, and #PropTech solutions), you are also managing the associated risks. In an era where data breaches make headlines, proactive cybersecurity for facility systems is not optional – it’s an essential part of operational excellence.

Technology Architecture & Interoperability

Challenge

Most CRE organizations have accumulated a patchwork of technology over time – HVAC and energy management systems from various vendors, a CMMS or IWMS for maintenance, perhaps separate tools for space management, capital projects, tenant service requests, etc. Often these systems don’t talk to each other. Lack of a unified technology architecture means data remains siloed: one system holds equipment data, another holds financial info, another holds occupant complaints, and they are rarely integrated for a holistic view. This fragmentation is costly. In fact, research by NIST has shown that inadequate interoperability in the capital facilities industry leads to huge inefficiencies, with an estimated 68% of the impact occurring during operations – meaning building owners/operators bear the brunt of disconnected data and systems. A simple example of the pain: if one software labels building floors as “Levels” while another calls them “Floors”, and they aren’t synced, a portfolio manager might struggle to reconcile space utilization across sites. More dramatically, when systems aren’t integrated, opportunities are missed – e.g. sensor data from the building automation system that could trigger a maintenance work order might never reach the maintenance team’s software, resulting in slower response and higher costs. Many organizations also lack an architectural vision for their proptech stack, leading to ad-hoc tool adoption that compounds integration challenges. The current state in many CRE firms is a hodgepodge of platforms and spreadsheets, which is a far cry from the ideal “single source of truth” that robust BLM demands.

Actions Today

Develop a roadmap for technology integration and interoperability. This doesn’t mean you must overhaul every system at once; rather, start with strategic steps toward a more unified architecture. A practical move is to inventory your existing technologies and identify where the most critical integration gaps are. For instance, if your facilities maintenance system and your space management system don’t share data, could integrating them yield quick wins (like linking moves/changes to asset updates)? Work with your IT department or vendors to explore integration capabilities such as APIs or middleware that can bridge systems in the near term.

When selecting any new technology, favor open standards and compatibility – for example, ensure any new BIM or digital twin platform supports standards like IFC or COBie for data exchange, and any new IWMS can import/export data in standardized formats (OSCRE’s real estate data model, for instance). Even adopting a common data environment for project handover documentation (so that your construction models, asset registers, and O&M manuals all feed into your operations systems) can dramatically improve data continuity. Think of interoperability as a gradual construction of a “digital thread” through your building’s lifecycle. Each integration you implement – no matter how small – is a step toward eliminating duplicate data entry and ensuring information flows where it needs to.

Also consider creating an internal data dictionary or data standards guide as part of your architecture plan: this living document would define the official terms and data formats your organization will use for key entities (assets, locations, work order types, etc.), smoothing out those “floors vs. levels” inconsistencies across systems. In the longer term, aim for a coherent architecture where core systems (e.g. design models, maintenance management, energy dashboards, IoT sensor platforms) interoperate or consolidate into a platform-of-platforms. This will enable advanced analytics and AI (the much-heralded benefits of #PropTech) to draw from unified data. In essence, interoperability efforts transform fragmented information into a cohesive, actionable asset for the organization. Companies that invest in connecting their systems today will reap substantial long-term value: better decision-making, reduced manual work, and the agility to adopt new technologies (like AI-driven analytics or digital twin simulations) with far less friction.

Conclusion: Momentum Over Perfection

Building Lifecycle Management is often described as a journey—one that can span years as processes evolve, systems converge, and culture shifts. For executive leaders in commercial real estate, the message is clear: don’t let the perfect long-term vision paralyze you from taking action now. Incremental investments and focused leadership attention in the areas outlined above will generate momentum. Each step—whether it’s instituting a governance committee or cleaning up asset data—delivers tangible improvements (in cost savings, efficiency, and risk reduction) while also building the scaffolding for more advanced lifecycle management.

Importantly, these efforts reinforce one another. Better data quality and integration will amplify the impact of analytics and AI tools; strong governance and standards will ensure technology investments actually stick. By unifying practices and fostering collaboration, organizations can unlock new efficiencies, extend asset longevity, and lay the groundwork for innovation. Perfection is not the goal—progress is. Forward momentum, however modest at first, matters more than waiting for a flawless master plan.

Call to Action

For CRE professionals, the challenge is simple: pick one focus area and set a near-term goal. For example: “In the next 90 days, we will conduct a data quality audit on our HVAC assets and resolve at least 80% of discrepancies,” or, “This quarter, we will formalize a governance charter and assign data owners for our facilities information.” Rally your team, secure executive sponsorship, and begin your BLM journey.

Remember: Commercial real estate organizations are built on a combination of resources—whether your operations rely on in-house (self-performed) staff, third-party service providers, or a blend of both, each group has a role in advancing policies and capabilities. The organization’s technology may be supported internally, by your technology solutions provider, or by an external implementor. All are critical partners for progress.

For CRE leaders, review these recommendations with your staff and external partners. Examine your external service contracts—some of these requirements may already be specified as deliverables. Take steps to formalize progress objectives within staff performance plans or as part of partner contract deliverables. Conduct periodic internal and external reviews to ensure that performance objectives and contract commitments are being met.

The BLM Maturity Model, Model Rating Criteria, and Self-Assessment Tool can help you benchmark your progress and identify the most impactful next steps. But the most important step is always the first one.

The buildings we manage today are the foundation for the smart, efficient, resilient buildings of tomorrow. By acting now—even in small ways—you contribute to that future and demonstrate leadership within your organization and the industry.

So ask yourself and your team: Which area will we tackle first? The road to advanced Building Lifecycle Management is traveled one project, one process, and one innovation at a time—and your momentum starts today.

#IFMA #Autodesk #BLM_Initiative #OSCRE #CRE #SmartBuildings #PropTech #FacilityManagement #DataGovernance #DigitalTransformation

IFMA Research: The Rise of the FM Analyst

IFMA’s latest research publication, “The Rise of the FM Analyst,” authored by Research Director Dr. Matt Tucker, marks a pivotal moment in the evolution of the facility management (FM) profession. As the built environment becomes increasingly data-rich and digitally enabled, this new work spotlights a transformative shift in how FM professionals create value—not just by maintaining physical assets, but by interpreting, influencing, and integrating data to inform strategic decisions.

This publication elevates the importance of the FM Analyst mindset as a new lens through which the profession must be understood. It calls for a redefinition of roles: one that merges traditional operational expertise with data confidence, curiosity, and cross-functional storytelling. In doing so, it charts a course for how FM professionals can adapt, lead, and thrive in an era where analytics and AI are not just tools, but essential competencies. Dr. Tucker’s insights provide a timely framework for organizations and individuals alike to embrace the opportunities—and responsibilities—of this next chapter in FM’s professional identity.

"The Rise of the FM Analyst" signifies a fundamental transformation within the Facility Management (FM) profession, driven by the increasing integration of artificial intelligence (AI) and data analytics. In this evolving landscape, data-driven decision-making is becoming crucial for optimizing FM operations, reducing costs, and improving sustainability. This shift creates a significant demand for professionals who possess both advanced data analytical skills and deep technical FM knowledge.

The FM Analyst mindset is central to this transformation. It is not necessarily a formal job title, but rather a mindset and working profile that reflects the modern data-enabled FM professional.

Here's a summary of the FM Analyst mindset in the context of the rise of FM analytics:

In summary, the FM Analyst mindset is a critical evolution of the FM professional's identity, demanding a blend of traditional operational expertise with data curiosity, confidence, and the ability to translate insights into strategic value through effective communication and cross-functional thinking. While challenges exist in training, organizational support, and cultural integration, fostering this mindset is seen as essential for FM to elevate its strategic role and contribute meaningfully to broader organizational goals.

Read the online digital summary