The FM Data Audit — 12 checks

Most facilities teams do not have a software problem. They have a data problem wearing a software costume — and they find out at the worst possible moment.

When the auditor asks.

When a tender needs evidence.

When an executive asks a question that should take ten minutes and takes three days.

This is a diagnostic you run yourself, on your own system, in about forty minutes. Nothing to install. Nothing to buy.

Twelve checks, in four parts:

• The register — critical asset coverage, naming consistency across sites, orphaned assets, whether criticality and condition are actually populated
• The record of work — out-of-service truth, completion note quality, evidence attached, and where work really arrives from
• The people — field closure, and whether contractor work carries both their evidence and your own verification
• What comes out — planned maintenance that actually happens, and whether you can answer your most-asked question without rebuilding it by hand

Every check tells you how to measure it, what a pass and a fail look like, what failing actually costs you, and the first thing to fix.

You get a score out of 24, a band, and a short list of fixes in priority order.

Two rules that make it honest: run it on your worst site, not your best. And cannot tell is a zero — if the system can't answer the question, neither can you.

Includes a scoring spreadsheet with drop-downs that totals your score and tells you your band.

Who this is for

Facilities managers, maintenance managers, operations managers, and the facilities systems and data people who get asked the hard questions. It assumes you're competent and busy. It doesn't explain what a work order is.

Who wrote it

Twenty years in operational leadership, the last decade of it in facilities. Seven of those years building the reporting that sits on top of it. I rolled a maintenance system out across a commercial property portfolio spread over a good part of the African continent, trained the teams who use it daily, and built the dashboards the executives read.