Academic leaders and governing boards are increasingly aware of the importance and difficulty in managing physical plants as finite resources. In addition, the finances needed to renovate or build facilities have become severely constrained. The National Science Foundation (2000), in its survey of research facilities, suggests that research space will become even more important as the value of research clashes with a lack of capital funds. Nowhere is this more acute than in research universities and academic medical centers, where the typical facilities inventory falls short of being a reliable and effective space management tool. The new information requirements for academic leaders involve merging data elements from multiple sources, including sponsored programs, finance, and personnel. Academic leaders also require access to this information in a manner that is available across an institution and that merges easily with other databases. Initiating the space management evolution on a campus is both challenging and rewarding. Dusting off data and expanding them to include practical information adds a valuable facet to institutional planning discussion. This chapter introduces the theory of implementing change, the fitting of a new process into an existing institutional culture, and examples of actual experiences in implementing space systems. (Contains 4 notes and 1 table.)