SIST-TP CEN ISO/TR 41016:2024

SLOVENSKI STANDARD
01-julij-2024
Upravljanje objektov in storitev - Pregled razpoložljivih tehnologij (ISO/TR
41016:2024)
Facility management - Overview of available technologies (ISO/TR 41016:2024)
Technologie im Facility Management - Anwendungsbereich, Schlüsselkonzepte und
Vorteile (ISO/TR 41016:2024)
Facility management - Vue d'ensemble des technologies disponibles (ISO/TR
41016:2024)
Ta slovenski standard je istoveten z: CEN ISO/TR 41016:2024
ICS:
03.080.10 Vzdrževalne storitve. Maintenance services.
Upravljanje objektov Facilities management
2003-01.Slovenski inštitut za standardizacijo. Razmnoževanje celote ali delov tega standarda ni dovoljeno.

CEN ISO/TR 41016
TECHNICAL REPORT
RAPPORT TECHNIQUE
April 2024
TECHNISCHER REPORT
ICS 03.080.10
English Version
Facility management - Overview of available technologies
(ISO/TR 41016:2024)
Facility management - Vue d'ensemble des Technologie im Facility Management -
technologies disponibles (ISO/TR 41016:2024) Anwendungsbereich, Schlüsselkonzepte und Vorteile
(ISO/TR 41016:2024)
This Technical Report was approved by CEN on 13 January 2024. It has been drawn up by the Technical Committee CEN/TC 348.

CEN members are the national standards bodies of Austria, Belgium, Bulgaria, Croatia, Cyprus, Czech Republic, Denmark, Estonia,
Finland, France, Germany, Greece, Hungary, Iceland, Ireland, Italy, Latvia, Lithuania, Luxembourg, Malta, Netherlands, Norway,
Poland, Portugal, Republic of North Macedonia, Romania, Serbia, Slovakia, Slovenia, Spain, Sweden, Switzerland, Türkiye and
United Kingdom.
EUROPEAN COMMITTEE FOR STANDARDIZATION
COMITÉ EUROPÉEN DE NORMALISATION

EUROPÄISCHES KOMITEE FÜR NORMUNG

CEN-CENELEC Management Centre: Rue de la Science 23, B-1040 Brussels
© 2024 CEN All rights of exploitation in any form and by any means reserved Ref. No. CEN ISO/TR 41016:2024 E
worldwide for CEN national Members.

Contents Page
European foreword . 3

European foreword
This document (CEN ISO/TR 41016:2024) has been prepared by Technical Committee ISO/TC 267
"Facility management" in collaboration with Technical Committee CEN/TC 348 “Facility Management”
the secretariat of which is held by SN.
Attention is drawn to the possibility that some of the elements of this document may be the subject of
patent rights. CEN shall not be held responsible for identifying any or all such patent rights.
Any feedback and questions on this document should be directed to the users’ national standards
body/national committee. A complete listing of these bodies can be found on the CEN website.
Endorsement notice
The text of ISO/TR 41016:2024 has been approved by CEN as CEN ISO/TR 41016:2024 without any
modification.
Technical
Report
ISO/TR 41016
First edition
Facility management — Overview of
2024-04
available technologies
Facility management — Vue d'ensemble des technologies
disponibles
Reference number
ISO/TR 41016:2024(en) © ISO 2024

ISO/TR 41016:2024(en)
© ISO 2024
All rights reserved. Unless otherwise specified, or required in the context of its implementation, no part of this publication may
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Published in Switzerland
ii
ISO/TR 41016:2024(en)
Contents Page
Foreword .v
Introduction .vi
1 Scope . 1
2 Normative references . 1
3 Terms and definitions . 1
4 Scope of facility management technology . 1
4.1 Facility management technology .1
4.2 Impact of application on facility management business goals.2
4.3 Golden thread initiative . .2
4.4 Asset and facility management applications .2
4.5 Interfacing .2
4.6 Optimization systems .3
4.7 Facility management technology drivers .3
5 Key concepts: Domains in facility management technology . 4
5.1 Ontologies .4
5.2 Conceptual landscape .5
5.3 Foundation domain pillars .5
5.4 Operating environment .6
5.5 Horizontal versus hierarchical structures .6
5.6 Grids and networks (FMTech periodic table reference: column 1) .8
5.6.1 General .8
5.6.2 Networks (FMTech periodic table reference: MbN, 1.1; LAN, 1.2; WAN, 1.3) .8
5.6.3 Utilities (FMTech periodic table reference: UTL, 1.4) .9
5.7 Transactions, security and storage (FMTech periodic table reference: column 2) .10
5.7.1 General .10
5.7.2 Biometrics (FMTech periodic table reference: Biom, 2.1) .10
5.7.3 Cyber security (FMTech periodic table reference: CS, 2.2) .10
5.7.4 Blockchain (FMTech periodic table reference: BC, 2.3) .11
5.7.5 Backup (FMTech periodic table reference: BU, 2.5) .11
5.7.6 Smart contracts (FMTech periodic table reference: SmC, 2.6) . 12
5.8 Automation, monitoring and delivery (FMTech periodic table reference: column 3) . 12
5.8.1 Robotics (FMTech periodic table reference: RBT, 3.1) . 12
5.8.2 Wearables (FMTech periodic table reference: Wbl, 3.3) . 12
5.8.3 Smart assets and digital experience monitoring (FMTech periodic table
reference: SmA, 3.4; DEM, 3.5) . 12
5.9 Digital workplace (FMTech periodic table reference: column 4) . 13
5.9.1 General . 13
5.9.2 Virtual reality and assistants (FMTech periodic table reference: AR, 4.1; VR,
4.2; VA, 4.3; 3DA 4.4) . 13
5.9.3 Smart workspaces . 13
5.9.4 Operational applications (FMTech periodic table reference: OA, 4.5) .14
5.10 Computer and data insights (FMTech periodic table reference: column 5).14
5.10.1 General .14
5.10.2 Computer vision and learning types (FMTech periodic table reference: CV, 5.1;
ML, 5.2; CC, 5.3; DL, 5.5) .14
5.10.3 Natural language processing (FMTech periodic table reference: NLP, 5.4) . 15
5.10.4 Deep learning and neural networks (FMTech periodic table reference: DL, 5.5;
NN, 5.6) . 15
5.11 Information models and frameworks .16
5.11.1 General .16
5.11.2 Building information modelling and location referencing (FMTech periodic
table reference: BIM, 6.1; GIS, 6.2) .16
5.11.3 Whole life management (FMTech periodic table reference: WL, 6.5) .17

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ISO/TR 41016:2024(en)
5.11.4 Health and safety, and well-being (FMTech periodic table reference: HS, 6.6;
Well, 6.7) .17
5.12 Data-generating systems for re-commissioning and restoration .17
6 Business case benefits from technological applications in facility management .18
6.1 Facility management technological strategy .18
6.2 Response to organizational needs .18
6.3 Formation of a guiding coalition . 20
6.4 Choice of technology .21
6.5 Creation of the business case and proof of return on investment . 22
6.6 Agile project management . 22
6.6.1 General . 22
6.6.2 Examples of agile methodologies . 23
6.7 Programmatic risk of being an early adopter . 23
6.7.1 General . 23
6.7.2 Risk management .24
6.7.3 Progress pace and judgement errors .24
6.7.4 Risk mitigation .24
6.8 FM technology maturity . 25
6.8.1 Gap analysis . 25
6.8.2 Assessment of business needs . . 25
6.8.3 Demand functionality .27
6.8.4 Maturity levels .27
6.8.5 Additional considerations . 28
6.9 Harnessing of opportunities available through technology . 28
6.9.1 Point of intersection with facility management practice . 28
6.9.2 Intersection by stakeholders — Supporting change . 29
6.9.3 Intersection by function .32
Annex A  Example of an ecosystem landscape .35
Bibliography .36

iv
ISO/TR 41016:2024(en)
Foreword
ISO (the International Organization for Standardization) is a worldwide federation of national standards
bodies (ISO member bodies). The work of preparing International Standards is normally carried out through
ISO technical committees. Each member body interested in a subject for which a technical committee
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with the International Electrotechnical Commission (IEC) on all matters of electrotechnical standardization.
The procedures used to develop this document and those intended for its further maintenance are described
in the ISO/IEC Directives, Part 1. In particular, the different approval criteria needed for the different types
of ISO document should be noted. This document was drafted in accordance with the editorial rules of the
ISO/IEC Directives, Part 2 (see www.iso.org/directives).
ISO draws attention to the possibility that the implementation of this document may involve the use of (a)
patent(s). ISO takes no position concerning the evidence, validity or applicability of any claimed patent
rights in respect thereof. As of the date of publication of this document, ISO had not received notice of (a)
patent(s) which may be required to implement this document. However, implementers are cautioned that
this may not represent the latest information, which may be obtained from the patent database available at
www.iso.org/patents. ISO shall not be held responsible for identifying any or all such patent rights.
Any trade name used in this document is information given for the convenience of users and does not
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For an explanation of the voluntary nature of standards, the meaning of ISO specific terms and expressions
related to conformity assessment, as well as information about ISO's adherence to the World Trade
Organization (WTO) principles in the Technical Barriers to Trade (TBT), see www.iso.org/iso/foreword.html.
This document was prepared by Technical Committee ISO/TC 267, Facility management, in collaboration with
the European Committee for Standardization (CEN) Technical Committee CEN/TC 348, Facility management,
in accordance with the Agreement on technical cooperation between ISO and CEN (Vienna Agreement).
Any feedback or questions on this document should be directed to the user’s national standards body. A
complete listing of these bodies can be found at www.iso.org/members.html.

v
ISO/TR 41016:2024(en)
Introduction
This document provides facility managers, their teams and stakeholders an overview of available facility
management (FM) technologies. Only by understanding technology’s diverse, evolving potential can the
facility manager community make best use of its scope, efficiencies and benefits to support its everyday
operations.
The long-term benefits of FM technology are not only commercial or budgetary, relating to hard or soft
services, safety or environmental objectives, or achieving process change; they will contribute to achieving
the United Nation’s Sustainable Development Goals (SDGs). As a component of the ISO 41000 family of
standards, integrated technology also offers significant potential value by providing input to their core
business strategy roadmap. It will allow facility managers to fully understand and deploy the power of
technology as a business productivity enabler, to improve on their capabilities and system capacities.
Those that take advantage and embrace technology will be better able to shape the vision of an enhanced,
digitalised FM experience.
Globally, the FM industry continues to adapt by advancing thought leadership and creating innovative,
operational digital frameworks. Applied effectively, frameworks that are designed to foster international
best practices will enhance the productivity of the FM workforce and enable each FM sector keep pace with
digital advancements and transformation campaigns.
Further education on achievable goals is needed, as well as a shared common vocabulary and a collective
understanding. Digital FM (DFM) is the interface between FM and technology. It presents an ideal
opportunity for transformation, enhancing workforce skillsets, improving asset owners’ awareness and
service delivery performance capabilities, by further automating the built environment and connecting all
stakeholders.
FM has become a globally recognized discipline, in which challenges are faced, be they technology-related,
involving safety or environmental protection, or even from pandemics or budget constraints. It is important
to note that facility management is a people-centric sector. As devices become more tech-capable, these
resources need to be able to work in buildings that are categorized as SMART (specific, measurable,
achievable, realistic and time-related). From the PC to the internet, smartphones to energy management, the
public has high expectations from technology and its everyday use. Well-managed facilities and carefully
applied technology enable facility occupants to work effectively and safely, in a constantly changing digital
environment. Facility managers need to be an integral part of this digital transformation.
Adoption of the Internet of Things (IoT), together with Building Information Modelling (BIM), the use of 5G
telecoms, new software products and applications for 3D to 7D management of the life cycle of buildings
(including their design, construction, operations and maintenance), is not a single change management
programme. This document gives insight into the means by which technology can be more understood and
better incorporated, a key part of a business strategy.

vi
Technical Report ISO/TR 41016:2024(en)
Facility management — Overview of available technologies
1 Scope
This document provides an overview of the available facility management (FM) technologies. This document
is applicable to facility managers, their teams and their stakeholders. It aligns specifically with ISO/TR 41013,
the ISO 19650 series and the ISO 41000 family of standards as part of an integrated framework to achieve
FM best practice.
This document outlines various long-term benefits and enhanced value that can be derived progressively by
the operators, occupants and owners of facilities, worldwide, via the effective application of technology. This
document includes, defines and categorises systems, equipment, methodologies and software applications
that are available.
This framework defines how facility managers can understand and integrate digital practice and
technologies in the built environment.
2 Normative references
The following documents are referred to in the text in such a way that some or all of their content constitutes
requirements of this document. For dated references, only the edition cited applies. For undated references,
the latest edition of the referenced document (including any amendments) applies.
ISO 41011, Facility management — Vocabulary
3 Terms and definitions
For the purposes of this document, the terms and definitions given in ISO 41011 apply.
ISO and IEC maintain terminology databases for use in standardization at the following addresses:
— ISO Online browsing platform: available at https:// www .iso .org/ obp
— IEC Electropedia: available at https:// www .electropedia .org/
4 Scope of facility management technology
4.1 Facility management technology
A digital ecosystem is a distributed, adaptive, open socio-technical system with properties of self-
organization, scalability and sustainability inspired from natural ecosystems. Digital ecosystem models
are informed by knowledge of natural ecosystems, especially for aspects related to competition and
collaboration among diverse entities.
There has been a significant increase in the introduction of innovative technologies used within the built
environment. These technologies are often a key enabler to achieve better outcomes that were previously
unimaginable due to legacy work practices and other human factor constraints. As the cost of storage per
Mb of data has diminished progressively, the volume of data needing to be stored securely has increased,
almost exponentially.
Technology is becoming an intrinsic part of this industry through realized opportunities, competitive
differentiators and in response to market demands for cost efficiencies. Technological equipment and

ISO/TR 41016:2024(en)
operating applications, like smart devices and building management system (BMS) sensors, continues to
decrease in price, and the positive impact of these advanced technologies has expanded exponentially.
One such example is the real-time engagement with facility owners, building occupants and service providers,
to enhance the user experience via smartphone applications and cloud-based data storage. Other potential
benefits to users include improved safety and security, better wayfinding and communications, enhanced
service response and key performance indicators (KPIs). Additionally, communications and information
flow are streamlined through technologies such as digital signage, touchless kiosks, geofencing and push
notifications. Although this document focuses on such technologies, it is not meant to be an information,
communication and technology (ICT) centric document. It is designed to bridge technical knowledge and
process gaps with FM operations.
4.2 Impact of application on facility management business goals
Technology touches almost every aspect of an FM practice. Increased access to information and data
empowers better planning of many FM activities. Sensors and other devices can provide real-time feedback
for improved decision-making, helping to speed up responses. Foot traffic, congestion and people-movements
can be analysed in real-time with increasing levels of automation.
Universal foundational elements include preferences for finding and using evidence in FM, the acquisition of
data, and drawing evidence from data; this is the external validation process. The internal validity of data,
also foundational, is comparable to quality assurance (QA). The data collated and stored is of known and
consistent origin, validated in form and value, complete (or with known omissions), and uncorrupted. From
this verifiable position, data are usually selected by the FM exponent from a variety of sources.
The impact of technology on FM provides a foundation for numerous additional benefits, including more
target-based resource efficiency, optimizing the life and usability of assets streamlined facility operations,
and improving the quality and reliability of outcomes. The use of technology can assist in mitigating risks.
4.3 Golden thread initiative
In 2017 in West London, the Grenfell Tower fire spread rapidly upwards through the entire building due
to its flammable exterior cladding. Reference [9] suggested the implementation of a “golden thread of
information”. This golden thread, in its association with the built environment, provides information about
the building and the steps required to ensure the safety of the building and the people in the present and the
[10]
future .
The term has grown in its potential application to the built environment into one which applies not just to
building safety but to whole life value and user experience. There are several international activities already
underway looking to further extend this concept into existing information models and digital environments.
4.4 Asset and facility management applications
Applications and systems that provide functionality to cover all asset management (AM) and FM life cycle
processes and related data include those providing functionality such as incident logging, work order
management, asset management, corrective and preventive maintenance, material, contract, vendor, project
and financial management.
4.5 Interfacing
Back-office systems such as computer maintenance management systems (CMMS) and computer aided
facility management (CAFM) rely on and maintain valuable historical data required to generate any report
or KPI understanding. Some are promoted as being a complete software solution for all instances and
activities. However, there are three types of interfaces that are usually considered when formulating an FM
technology strategy and action plan: input, output and visualization (see Table 1).

ISO/TR 41016:2024(en)
Table 1 — Types of interfaces for consideration when planning
Interface type Description
Input related interfaces allow systems to online or batch receive information for further pro-
Input related
cessing. Such interfaces include BMS system, IoT devices, mobile devices / applications collecting
interfaces
information from the field.
Output related interfaces provide silos of FM and AM information to BI and artificial intelligence
(AI) related tools for further analysis and decision-making.
Output related
interfaces
Output related interfaces are also required to synchronize CMMS/CAFM systems with back office
financial and human resources systems such as enterprise resource planning (ERP) systems.
Visualization interfaces are required to project FM and AM data to computer aided design and
Visualization
mapping systems such as GIS, 2D architectural designs, energy sustainability management sys-
interfaces
tems and BIM models.
4.6 Optimization systems
These are the digital systems that allow transformation of raw data and transactions into FM and AM
knowledge. Examples of these systems include AI, BI, prediction analysis, capital planning and energy
management systems, amongst others.
4.7 Facility management technology drivers
For a facility manager to achieve the optimal outcome from using technology, there is a need for clarity,
communication and collaboration with technology providers in facility management consulting services. It
is challenging for a facility manager to have an in-depth working knowledge of every aspect of the facilities
they manage. It is therefore of critical importance to know the right questions to ask when evaluating or
selecting a technological solution to ensure it will achieve its intended outcome. The compelling reasons for
adopting such technology is the increase in likelihood of adoption when facility managers can identify and
communicate relevant drivers (see Table 2).
Table 2 — Selection of technology-based drivers of change
Technology-based
Description
driver of change
From wellbeing to building safety, technologies afford new ways to bring enhanced insight
Health and safety
and support across the function’s life cycle.
COVID-based, adversely-impacted commercial activities have meant, for many developers,
building owners and business operators, a three-year reduction in revenues, additions to
operating costs and lowering of profits that need to be redressed. This can be achieved by
Commercial pressures
various means including raising productivity per resource, savings in utility cost outlay and
enhanced competitiveness through business process efficiencies. Implementing technology
can offer opportunities for each solution.
Data capture is not a technology, per se, but an ongoing process which can be applied
Data capture
throughout various technologies.
Increasing digital integration from design, engineering and construction (DEC) through FM
Digital transition
operations and maintenance (O&M).
By implementing new processes, systems, infrastructure, protocols and raising training
Commercial standards, organizations can demonstrate recognizable international qualifications (e.g.
competitiveness the ISO 41001 family of standards), building sustainability status (e.g. LEED platinum) and
resource-based certifications and qualifications (e.g. certified FM qualifications).
From a collated list of business continuity planning (BCP) criteria and disaster recovery
Risk register planning (DRP) topics, identify what are the key issues that can impact an organization’s
ability to deal with potential built environment-related crises and identifiable risks.
Technology value User stories and customer journeys are critical to assess the value of new technologies.

ISO/TR 41016:2024(en)
TTabablele 2 2 ((ccoonnttiinnueuedd))
Technology-based
Description
driver of change
Many companies, by their articles of association, have a duty of care for the wellbeing of
their employees and sections of the wider community.
Corporate social
These responsibilities extend far beyond the workplace and boards are responding increas-
responsibility (CSR)
ingly to the social and welfare needs of the less privileged. Recycling surplus ICT equipment
to local schools is one proactive example.
Practical or theoretical means of environmental sustainability and ways of limiting carbon
Grids and networks
emissions can help stimulate interest in and use of smart grids.
Global sustainability Global sustainability campaigns provide growing international requirements to reduce
campaigns carbon footprints and improve water utilization.
Table 3 lists some foundational questions for a facility manager considering a technology solution and the
creation of a FM digital technology strategy (see 6.1). They are typically used to form the basis of a checklist.
Table 3 — Potential foundational questions
Reference Foundational question
What strategic outcomes and business requirements are the demand organization seeking, such as
T3-Q1 enhanced health outcomes, higher productivity, improved user satisfaction, raised space utilization
efficiency, greater sustainability, workspace flexibility?
T3-Q2 How will any technology deployments perform and scale in the future?
What qualitative and quantitative technology gap analysis has been performed and what are the key
T3-Q3
results?
T3-Q4 Are there technologies that can be retrofitted?
Is the digital network infrastructure capacity suitable to support planned FM technologies and to
T3-Q5
address future anticipated demand?
T3-Q6 Will the network infrastructure capacity be sufficient to address future anticipated demand?
T3-Q7 What cyber security measures are required?
What corporate, local, national and international communication protocols and naming conventions
T3-Q8
are used?
How will return on investment (ROI) be calculated: financial versus unit of productivity versus user
T3-Q9
satisfaction?
T3-Q10 What special skills or maintenance will be required to enable ongoing use of the technology?
T3-Q11 What type of FM sustainable impacts are expected from technological breakthroughs?
T3-Q12 What ethical principles and values of the organization are to be considered?
5 Key concepts: Domains in facility management technology
5.1 Ontologies
An ontology is the philosophical study of a being in general, or what applies neutrally to everything that is
real. How does this apply to technology in FM? Ontologies seek to classify and explain entities, specifically
their relationships and conditions.
In FM and technology, this concept is applied to the different naming and classification categories, so that
existing things (assets) can be assigned to orders (categories) and groupings (data sets), to better understand
all of the information associated with FM asset data (especially from BIM) and how it relates with data sets,
status conditions and system data field definition criteria.
Those ontologies applicable within the scope of this document can include international foundation
classes (IFCs), construction operations building information exchange (COBIE), even operational naming,
classifications and definitions. Each one offers differing features, benefits and interoperability issues around
the common purposes of data-mapping and asset-labelling.

ISO/TR 41016:2024(en)
5.2 Conceptual landscape
The intersection between FM and technology (known variously as FMTech, FM Ecosystem, FM Digital Twins,
Digital FM or DFM) has presented the biggest opportunity for change in the industry, enhancing workforce
awareness and capacity while automating and connecting the built environment.
With the reach and scope of facility management teams around the world, the operational requirements in
both a direct context as well as alignment with each demand organisation can cover so many different parts
that it is inevitable to end up with a system of systems delivering everything from environment control,
space availability, asset performance and user experience.
DFM uses data and technological systems to automate, optimize and integrate with FM, as outlined in
Table 4.
Table 4 — Digital facility management data and technological systems examples
Digital FM data Example of a technological system
Sourcing and procurement Dashboard data flows
Property and lease management Asset database and life cycle costings
Relocation and space management Auto-alert and reporting configurations
Handovers and commissioning Reactive and preventive maintenance
Conceptually, digital FM comprises many related activities, but in principle, it can be broken down into these
five classic main elements:
— what: technology ecology based on the as-is and to-be analysis to create strategy;
— where: place, space and asset definitions and methodologies;
— when: optimal start and delivery in the FM life cycle;
— why: performance outputs and key deliverables needed;
— who: the primary beneficiaries are those in the digital FM team.
These five elements are deployed to support the implementation of digital FM across various activities,
dependent upon the maturity, capability and needs of each organization.
5.3 Foundation domain pillars
The digital FM model forms the foundational pillars (see Table 5) from a functional point of view. There
are four such main pillars that build up this model, summarized in this subclause and included in the lower
row of Figure A.1, the digital ecosystem “Periodic Table” infographic in Annex A. Not all technologies will fit
every FM operation, either in respective need or in digital maturity. Therefore, taking short, medium and
long term views that align to the ongoing FM strategy allows the FM operation to be built from a full list of
potential enablers as given in Table 5.

ISO/TR 41016:2024(en)
Table 5 — Four foundation pillars
Pillar Description
This pillar represents anything physically present and active such as place (including its 3D geoloca-
tion, label, name and address), space (defined by the floor section label, occupant or owner, building
Demand story or elevation, square metre size or cubic meter volume) or asset (details ranging from maker’s
end point name, purchase price, equipment model, construction materials and age, to net book value, associated
original equipment manufacturer manuals, warranty and data loss prevention criteria, spare parts,
standard operating procedures, and risk assessment models).
Where the physical world crosses seamlessly over to the digital world to monitor, communicate and
deliver some type of autonomous action. Decentralized technology – be it a building sensor, a security
camera or an access control system – is unlike traditional centralized systems, where data is sent to
Edge
a main server or cloud for processing, edge computing processes data on-site or near the data source.
This real-time processing capability can enhance responsiveness, reduces latency and can offer im-
proved security.
Where the full life cycle of facility management has been captured and structured to deliver an opti-
FM
mal whole life experience - leveraging the vast human knowledge data domain of the built environ-
information
ment. For example, CMMS systems can instruct elevators how to respond and even predict human
model
movements and lift lobby queues.
Represents the entire digital ecosystem in either its virtual or digital form on the Cloud or on-prem-
ise. Use of virtual reality (VR) is a simulated experience that can be, by design, similar to or complete-
ly different from the real world. Although VR applications can vary from graphic-intense, senso-
ry-input entertainment video games, radical adoption has seen military training roles and medical
interventions achieve successful results, with doctors and patients sited in different continents. The
global uptake in the use of audio-visual internet-based video conferencing from 2020 to 2022 has
yet to reach its zenith but the educational and commercial benefits have been immense, worldwide.
Intuitive, creative memes, avatars, animated GIFs and digital screen backgrounds are all available to
Virtual
an entire generation unphased by new features.
environment
Other distinct types of VR-style technology include augmented reality (AR) and mixed reality,
sometimes referred to as extended reality (XR). VR headsets or high-resolution projectors can create
ultra-realistic images, surround sounds and other sensory feedback that simulate a user's physical
...