prEN 15221-5

SLOVENSKI STANDARD
01-januar-2019
Upravljanje objektov in storitev - 5. del: Navodilo za procese upravljanja objektov
in storitev
Facility Management - Part 5: Guidance on Facility Management processes
Facility Management - Teil 5: Leitfaden für Facility Management Prozesse
Facility management - Partie 5 : Guide relatif au développement et à l’amélioration des
processus
Ta slovenski standard je istoveten z: prEN 15221-5
ICS:
03.080.10 Vzdrževalne storitve. Maintenance services.
Upravljanje objektov Facilities management
91.040.01 Stavbe na splošno Buildings in general
2003-01.Slovenski inštitut za standardizacijo. Razmnoževanje celote ali delov tega standarda ni dovoljeno.

DRAFT
EUROPEAN STANDARD
NORME EUROPÉENNE
EUROPÄISCHE NORM
November 2018
ICS 03.080.10 Will supersede EN 15221-5:2011
English Version
Facility Management - Part 5: Guidance on Facility
Management processes
Facility management - Partie 5 : Guide relatif au Facility Management - Teil 5: Leitfaden für Facility
développement et à l'amélioration des processus Management Prozesse
This draft European Standard is submitted to CEN members for enquiry. It has been drawn up by the Technical Committee
CEN/TC 348.
If this draft becomes a European Standard, CEN members are bound to comply with the CEN/CENELEC Internal Regulations
which stipulate the conditions for giving this European Standard the status of a national standard without any alteration.

This draft European Standard was established by CEN in three official versions (English, French, German). A version in any other
language made by translation under the responsibility of a CEN member into its own language and notified to the CEN-CENELEC
Management Centre has the same status as the official versions.

CEN members are the national standards bodies of Austria, Belgium, Bulgaria, Croatia, Cyprus, Czech Republic, Denmark, Estonia,
Finland, Former Yugoslav Republic of Macedonia, France, Germany, Greece, Hungary, Iceland, Ireland, Italy, Latvia, Lithuania,
Luxembourg, Malta, Netherlands, Norway, Poland, Portugal, Romania, Serbia, Slovakia, Slovenia, Spain, Sweden, Switzerland,
Turkey and United Kingdom.
Recipients of this draft are invited to submit, with their comments, notification of any relevant patent rights of which they are
aware and to provide supporting documentation.

Warning : This document is not a European Standard. It is distributed for review and comments. It is subject to change without
notice and shall not be referred to as a European Standard.

EUROPEAN COMMITTEE FOR STANDARDIZATION
COMITÉ EUROPÉEN DE NORMALISATION

EUROPÄISCHES KOMITEE FÜR NORMUNG

CEN-CENELEC Management Centre: Rue de la Science 23, B-1040 Brussels
© 2018 CEN All rights of exploitation in any form and by any means reserved Ref. No. prEN 15221-5:2018 E
worldwide for CEN national Members.

Contents Page
European foreword . 3
Introduction . 4
1 Scope . 6
2 Normative references . 6
3 Terms and definitions . 6
4 Principles of Facility Management processes . 8
4.1 General . 8
4.2 Summary . 9
4.3 Basic principles . 9
4.4 Facility management processes . 10
4.5 Structure of FM Processes . 11
5 Developing Facility Management Processes . 15
5.1 Introduction . 15
5.2 The importance of Facility Management processes . 16
5.3 Facility Management processes at a strategic level . 17
5.4 Facility Management processes at a tactical level . 23
5.5 Facility Management processes at operational level . 31
6 Assessing Facility Management processes . 34
6.1 Introduction . 34
6.2 Principles of FM organization . 34
6.3 Step 1: Check the alignment of FM processes with the organisations strategy . 34
6.4 Step 2: Check the connections between the FM processes . 35
6.5 Step 3: Check the used data / information . 35
6.6 Step 4: Check the workflows . 36
6.7 Step 5: Check the controlling of FM processes . 36
Annex A (informative) Examples of generic processes . 37
Annex B (informative) Checklist - Maturity of FM Organisations . 44
Bibliography . 45

European foreword
This document (prEN 15221-5:2018) has been prepared by Technical Committee CEN/TC 348 “Facility
Management”, the secretariat of which is held by NEN.
This document is currently submitted to the CEN Enquiry.
This European Standard is one of the series ISO 41000 and EN 15221 “Facility Management” which
consists of the following parts:
1. ISO 41011:2017 Facility Management - Vocabulary
2. ISO 41012:Facility Management – Guidance on strategic sourcing and the development of
agreements
3. ISO/TR 41013 Facility Management – scope, key concepts and benefits
4. EN 15221 Part 3: Guidance on quality in Facility Management
5. EN 15221 Part 4: Taxonomy, Classification and Structures in Facility Management
6. EN 15221 Part 5: Guidance on Facility Management processes
7. EN 15221 Part 6: Area and Space measurement in Facility Management
8. EN 15221 Part 7: Performance Benchmarking
Note With the addition of the ISO standards, Part 1 and Part 2 of EN 15221 are withdrawn.
Introduction
In 2013 the initiative was taken to interest parties at ISO level for the FM suite of standards of Europe,
the EN 15221 parts 1 to 7. This resulted in the re-development of the standards for vocabulary,
sourcing and agreements.
The result consists of the parts:
• ISO 41011 Facility Management – Vocabulary
• ISO 41012 Facility Management – Guidance on strategic sourcing and the development of
agreements.
• ISO/TR 41013 Facility Management – Scope. Key concepts and benefits.
These standards also build on widely accepted management principles, in particular value chain
(Porter, M E, (1985), “Competitive Advantage: creating and sustaining superior performance”, Free
Press, New York) and quality control (PDCA (Plan, Do, Check, Act). Deming, W E (1986), “Out of the
Crisis”, MIT, Cambridge). Reference to ISO 10014:2006, Quality management – Guidelines for realizing
financial and economic benefits.
The principles of the Deming cycle (PDCA) underpin all of the standards but are applied to a different
extent and depth in each. In fact there are different types of PDCA cycles depending of the term (e.g.
long term, short-term).
These standards align to EN ISO 9000 family of standards for Quality Management Systems and applies
specific guidance on the concepts and use of a process-based approach to management systems to the
field of Facility Management.
The term “facility services” is used as a generic description in the standards. The term “standardized
facility products” refers to the “standardized facility services” defined and described in EN 15221-4,
Facility Management – Part 4: Taxonomy, Classification and Structures in Facility Management.
Countries can decide to substitute the term “product” into “service”, when they consider that it is
important for a good acceptance and use of the standards in their own country.
The aim of all the standards is to provide guidance to Facility Management (FM) organizations on the
development and improvement of their FM processes to support the primary activities. This will
support organizational development, innovation and improvement and will form a foundation for the
further professional development of FM and its advancement in Europe. Therefore, generic examples
are provided in the standard to assist organizations.
These standards lay the foundation of the work that has to be done further more in developing Facility
Management, for e.g. benchmark standards prEN 15221-7
The aim of the standard is to provide guidance to all stakeholders concerned by Facility Management
(FM), especially providers and their clients on the development and improvement of their processes to
support the primary activities. This will support organisational development, innovation and
improvement and will form a foundation for the further professional development of FM and its
advancement in Europe.
Facility Management is defined in ISO 41011, Facility Management – Vocabulary, and ISO/TR 41013
Facility Management – Scope, key concepts and benefits as the “integration of processes within an
organisation to maintain and develop the agreed services which support and improve the effectiveness
of primary activities”. Underlying this definition is a process-based, management systems approach, as
defined in the EN ISO 9000 series.
Further development of European Standards in Facility Management, based on ISO 41011 an 41013 will
rely therefore on a better understanding of the processes involved and the mechanisms for their
integration. These processes need to be identified and described, mapped and modelled to produce a
framework for Facility Management.
This standard lays the foundations of further work in developing Facility Management standards and
further develops the processes involved in creating FM agreements as described within ISO 41012 and
41013. The guidance provided in this standard established the need for the FM processes to start with
analysing and having a clear picture of the client organization and its primary processes as a basis for
the development of the FM strategy. All major decisions along the route to final specification of service
levels and qualities, choice of delivery model and eventually preparation of the appropriate form of
procurement and agreements flow from this basis.
This standard has been developed as one of four new standards and adopted an agreed set of principles,
underlying the Facility Management approach, to ensure consistency. These are incorporated in the
basic principles of a process-based management system upon which this standard is founded.
The standard aligns to EN ISO 9000 family of standards for Quality Management Systems and applies
specific guidance on the concepts and use of a process-based approach to management systems to the
field of Facility Management. The standard also builds on widely accepted management principles, in
particular value chain (Porter, 1985) and quality control (Deming, 1986) which underlie process-based
management systems.
The process approach, described in this document, should be widely applicable across the European
member countries. In order to do this they must build from the existing model in the previous standard
(ISO 41011 and 41013), be generic, and should not be too prescriptive and enable companies and
organisations to adapt them to their own processes.
Through applying the standard, organisations should be able to understand the importance of facility
management processes to their effectiveness and understand the need to assess the maturity of their
existing processes. This will provide a basis for developing and improving the facilities management
processes through a consistent, process-based management approach. Generic examples are provided
in the standard to assist organisations.
Facility management processes are integrated at three organisational levels - operational, tactical and
strategic. Agreements about the outcomes of these processes need also to be made at these three levels:
operational agreements with end-users, tactical agreement with business units and strategic agreement
with the senior management group (board, managing directors).
References:
Porter, M E, (1985), “Competitive Advantage: creating and sustaining superior performance”,
Free Press, New York;
Deming, W E (1986), “Out of the Crisis”, MIT, Cambridge.
1 Scope
This document provides guidance to FM organisations on the development and improvement of their
processes to support the primary processes.
This document also sets out basic principles, describes high-level generic FM processes, lists strategic,
tactical and operational processes and provides examples of process workflows.
The document is written from a primary processes, demand perspective for an audience of all
stakeholders in FM processes.
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
EN 15221-3, Facility Management - Part 3: Guidance on quality in Facility Management
EN 15221-4, Facility Management - Part 4: Taxonomy, Classification and Structures in Facility
Management
3 Terms and definitions
For the purposes of this document, the terms and definitions given in ISO 41011 and the following
apply.
ISO and IEC maintain terminological databases for use in standardization at the following addresses:
• IEC Electropedia: available at http://www.electropedia.org/
• ISO Online browsing platform: available at http://www.iso.org/obp
3.1
activities
tasks that are needed to complete deliverables
3.2
client
organisation that procures facility services by means of a Facility Management agreement
Note 1 to entry: The client acts on a strategic level and has a general and/or key function in all stages of the
relationship with the service provider. The customer specifies the facility services.
[ISO 41011 and ISO/TR 41013]
3.3
customer
organisational unit that specifies and orders the delivery of facility services within the terms and
conditions of a Facility Management agreement
Note 1 to entry: The customer acts on a tactical level.
[ISO 41010 and ISO 41012]
3.4
end user
person receiving facility services
Note 1 to entry: A visitor could also be an end user.
[ISO 41011]
3.5
facility
tangible asset that supports an organisation
[ISO 41011]
3.6
facility management
integration of processes within an organisation to maintain and develop the agreed services which
support and improve the effectiveness of its primary activities
[ISO 41011]
3.7
facility management service provider
organisation that provides the client with a cohesive range of facility services within the terms and
conditions of a Facility Management agreement
Note 1 to entry: A Facility Management service provider can be internal or external to the client.
[ISO 41011]
3.8
facility service
support provision to the primary activities of an organisation, delivered by an internal or external
provider
Note 1 to entry: Facility services are services related to Space and Infrastructure and to People and
Organization.
[ISO 41011]
3.9
key performance indicator (KPI)
measure that provides essential information about the performance of facility services delivery
[ISO 41011]
3.10
primary activities
activities that constitute the distinctive and indispensable competencies of an organisation in its value
chain
Note 1 to entry: The distinction between the primary activities and support services is decided by each
organization individually; this distinction has to be continuously updated.
[ISO 41011]
3.11
primary processes
processes, identified by an organisation, as essential to the provision of a service or product in its value
chain, direct to its customers
[ISO 41011]
3.12
process
set of interrelated or interacting activities, which transforms inputs into outputs
[EN ISO 9000]
3.13
service level
complete description of requirements of a product, process or system with their characteristics
Note The described set of characteristics in the service level can be graded within boundaries suitable for
measurement and analysis.
[ISO 41011 and ISO 41012]
3.14
service level agreement (SLA)
agreement between the client or customer and the service provider on performance, measurement and
conditions of services delivery
Note 1 to entry: A Facility Management agreement consists of general clauses, applicable to the whole
agreement, and SLA specific clauses, only applicable to a facility service. In a Facility Management agreement
several SLAs are included.
[ISO 41011 and ISO 41012]
3.15
sub process
discrete process operating within the bounds of another broader process
3.16
system
entity of interrelated processes, technologies or (business-) structures
4 Principles of Facility Management processes
4.1 General
This section summarizes a set of underlying principles that have been applied in developing the
guidance on Facility Management processes and have been used consistently in the ISO 41010 and the
EN 15221 series of standards.
4.2 Summary
a) FM processes are triggered by changes on every level of the organization (requests for change by
end-user, customers and clients). In addition, the outputs of processes may also trigger the starting
of other processes. A process has a specific acknowledged starting point (with inputs) and a
definite end point (outputs);
b) a process consists of inputs, process activities and creates outputs. The output could be a delivered
facility service, a standardized facility product but for example also a negotiated contract, a
completed invoice or a final decision (which then may be an input for another process). The
outcome of a process is the satisfaction of requirements;
c) a process is a set of activities which plan, prepare, do, evaluate, check and report the process;
d) these activities are carried out in execution of identified responsibilities;
e) a process is described as the workflow of the activities carried out, checking the quality,
supervision of the process (including the response to defaults), and evaluation of the quality of the
outputs;
f) FM processes are linked to the demand of the organization;
g) demands may arise at the strategic, tactical and operational level;
h) these demands that are identified are transformed into FM requirements;
i) inputs into the FM processes are tangible assets, resources, data/information and conditions;
j) outputs from FM processes are facilities, decisions, proposals, data/information and results;
k) FM processes influence the effectiveness of the primary processes;
l) FM processes can be triggered by changes on every level of the organization (requests for change
by end users, customers and clients).It might be helpful to use the PDCA Cycle for controlling and
managing quality;
m) processes should be continuously improved.
4.3 Basic principles
The description of basic principles in this section of the standard connects a variety of different aspects
like general management concepts and principles with the content and construction of processes in
Facility Management. It will indicate the different levels, it will also show the interfaces between single
processes and introduces the systematic application of process thinking in this field.
Consistent with ISO 41011 and ISO/TR 41013, the process approach in this standard is derived from
the ISO Guidance on the Concept and Use of the Process Approach for management systems applied
specifically to the field of Facilities Management.
Figure 1 — Generic process
A key principle in this guidance refers to the output of processes as the satisfaction of the demands of
the primary processes.
Guidance on how to define, achieve and measure quality in facility management is found in EN 15221-3.
The classification of process inputs and outputs is to be found in EN 15221-4.
The user of the standard will be guided from a detailed level (4.5 Structure of FM processes) to a
general overview of processes (in Clause 5) and get an indication of relations and influences of the
processes in Facility Management. Although many other aspects would also show important aspects,
this section has the aim to provide a useful depth and broadness of the basic principles.
The relevance of the single processes varies according to the context of the organization (and its
primary processes) in which these processes are applied. An industrial environment, for instance, may
place an emphasis on operations and maintenance processes, in contrast to an administrative
environment, although both might happen in the same organization. In the same way, the status of an
organization (expanding, stagnating and shrinking) will impact on processes, as cost reduction,
reduction of usable space or maintenance strategies. Therefore, it is crucial to stress that the principles
of processes should be seen in the context of the overall processes of an organization. They are
considered within the relationship between the organization and Facility Management and are shown,
in the standard, as embedded in the FM Scope, key concepts and benefits of ISO/TR 41013
4.4 Facility management processes
4.4.1 General
The basis of the standardization of processes is the FM-scope of ISO/TR 41013 on one hand, and the
classification of facility products on the other (EN 15221-4). The FM scope defines and describes
demands of primary processes and supply by internal workforce or external providers. Connectivity
and coordination is required at 3 levels – the strategic, tactical and operational level.
Processes are sets of activities, with a specific order of these activities (workflow), a starting point and
end points and clearly defined inputs and required outputs. Processes have to be set up for the specific
circumstances and requirements of an organization.
4.4.2 Standardized facility products
EN 15221-4 sets up a new approach to the structure of facility services by forming a defined set of
hierarchically structured facility services called standardized facility products.
The classification identifies a product in a hierarchy. For a given organization or a given provider
respectively facility products should be classified according to the standard. There is no necessity to
demand or supply the complete range of products.
The classification structure covers all 3 levels. The “facility product” on the strategic level is called FM
strategic integration and contains the integration of all purchased and used or consumed facility
products of an organization. It is considered as integration and not just a bundle of facility products.
At the tactical level, space and infrastructure and the integration for people and organization are
integrated.
At the operational level, there are standardized products. The classification is just an identification
code; there is no standardization in terms of internal quality or quantity of the facility product for both,
the provider and the purchasing and using or consuming organization.
4.5 Structure of FM Processes
4.5.1 General
According to EN ISO 9001:2008, processes consist of inputs, the workflow and outputs. In guidance on
the concept and use of the process approach for management systems the outputs, as a result of the
processes, are considered as satisfied requirements.
4.5.2 Process structure
The starting points in describing a process are the required inputs. When these inputs are available and
the required conditions and triggers are in place and the planning and preparation is fulfilled, the
workflow starts. The output is created at the end of the workflow. In Facility Management, these inputs
are tangible assets (equipment, desks, buildings, etc.), resources (manpower, energy, space and
data/information) as well as certain conditions (status of operation, cleanliness etc.), which trigger
different processes or sub-processes.
The workflow of an FM process consists of a logical sequence of activities linked to various elements
(capacities, competences), triggers (initiating pulses, conditions, results of other processes), events,
data, workflow structures and sub-processes. In order to achieve the outputs effectively, the workflow
has to incorporate responses to faults, failures and interruptions. When executed, a process has a
defined status and may trigger other processes.
The whole process and workflows, for the use of the inputs and achievement of requirements, needs to
be managed effectively and efficiently. The FM processes, managed by workflows, produce outputs
which are measurable FM products.
4.5.3 Process inputs
Looking at the various inputs, it is evident that certain processes contain different facilities, on which
the process will be carried out.
In Facility Management, these inputs are, for example, tangible assets (equipment, desks, buildings,
etc.), resources (manpower, energy, space and data/information) as well as certain conditions (status of
operation, cleanliness etc.), which trigger different processes or sub-processes.
Basic examples are shown in Clause 5 to give an indication of the process inputs. As an example, the
technical equipment of a building is the input for the operations and maintenance processes, the data
and even results of former maintenance activities add more inputs to the maintenance process. The
required resources are the necessary manpower, the handling materials, which are needed and the
energy for the technical equipment. Conditions can be summarized as the required framework, such as
the timeframe in which a maintenance task can be executed, the operating status or age of the
equipment or the age, which also impacts on setting up a maintenance plan and its implementation.
4.5.4 Process workflow
Process activities are actions performed by specific actors, usually persons, in the planned order to
reach the target outcome. These activities have to take place in a logical sequence, called the workflow.
The optimum way of executing the activities is planned before the process is carried out. The process
planner needs to have all required data, information and resources, as well as the knowledge and
experience of the outcome. The planning of the execution as a preparation before execution is the first
and most important activity.
In order to start the logical set of activities, the roles of the involved people have to be clear, as well as
their capacities and their competences. It is evident, that a person will have to decide in which tasks
he/she will be working with which capacity. The competency of persons has also a major input on the
efficiency and effectiveness of a workflow, e.g. a qualified person may reach the target in terms of the
quality level, but only the competent person will do it in an efficient and effective manner.
During implementation, the workflow can trigger other processes and it will take into consideration the
conditions which are created by other processes. As an example, a repair activity could be triggered by
the hours that technical equipment has been used, but this activity may also lead to an additional
cleaning activity in that area.
Processes may be divided into sub-processes. These sub-processes also have inputs, workflows and
outputs. For example, the output of sub-process 1 can be the input of sub-process 2. The workflow is
often shown graphically. The single steps of the workflow and their interdependencies are shown
diagrammatically below.
When applying these principles to particular processes in a specific organization, the basic elements of
structure graphs for the documentation of workflows and flowcharts should be established according to
the international standards (ISO 5807:1985, Specification for data processing flow chart symbols, rules
and conventions).
Figure 2 — Process principles
4.5.5 Sub-processes
Sub-processes are parts of a workflow. Sub-processes are used if specific steps are carried out in
different processes or to describe steps in more details. Sub-processes are often used to give a workflow
a higher transparency.
4.5.6 Process outputs
Outputs are usable facilities (clean desks, maintained equipment, set up of office devices), final
decisions (proposed maintenance strategy) proposals (next steps, triggering of alternative tasks), data
(equipment data, materials, consumables), information (reports on energy consumption, KPIs), and
results (new set up of desks after relocation) conditions (state of safety and security, operational state
of technical equipment) and also supplied facility services and standardized facility products.
The workflow can be considered in more detail. The logical sequence of activities consists of the
planning, the preparation, the execution, the evaluation of the conditions, checks of the activities and
the documentation of the results (reporting). The meaning of the different activities is dependent on the
process itself.
4.5.7 Process activities
Each workflow has to have a definite starting point as well as a definite ending point. The measure of
the output can only be done, when the process has ended. The different activities, including planning,
assessment and reporting processes, can be described as follows:
Planning: gather the required information, set up of the needed resources (workforce, equipment,
materials, energies) and check the additional requirements (data, information, dates, conditions,
allowances) which are needed to execute the process, it is the responsibility of the process planner to
consider all needed resources. The planning activity is carried out in a reasonable time before the
workflow is required.
Preparation: Information of workforce, information of customer, provide work orders, provide supplies,
handover of information and data, check availability of resources, check recent changes of the
conditions and the possible influence on the planning. The preparation activity is done immediately
before the execution and has the responsibility of the efficient and effective execution.
Implementation: Fulfil the work order, start the work steps in order to achieve the expected results
until the whole set of work steps is executed. The execution is done according to the workflow defined.
In FM the execution of the workflow has a high degree of manual work, which requires competent
workers. The influence of the human beings is very often underestimated (qualified, motivated and
informed workers). The execution activities on the operational level are the Facility Services.
Evaluation: Supervise the proper conditions of the work steps while executing, avoid mistakes, react on
failures and faults, evaluate the conditions (instances of the work flow). Evaluation has to be done
during the execution, in order to achieve the required results and avoid failures or wrong results.
Therefore, the evaluation of the execution ensures the required results and builds the best source for
improvements. This activity guarantees effectiveness and efficiency.
Assessment: compare the achieved results with the expected outcome, register the consumption of
resources, evaluate the efficiency and effectiveness, document the lessons learned. On an SLA basis, this
activity deals with the KPI measures.
Reporting: documents the results of the workflow (in an adequate system) or in the required format
(paper, protocol, etc.). This activity delivers the KPI reporting.
Figure 3 — Workflow
The individual steps of a process are shown in a workflow structure.
4.5.8 Process differentiation and process types
Processes can be differentiated by levels, runtime, repetition, exceptions, ranges, extent of structuring
and parallel working. The structure of the processes is shown in process maps. The process levels are
operational, tactical or strategic level and horizontal or vertical levels.
Horizontal processes run in a specific level of FM (operational, tactical and strategic) and therefore can
be mapped easily to these levels. These horizontal processes link the demand with the supply side and
lead to the fulfilment of the requirements of the primary processes.
Vertical processes run in-between the levels and connect these levels with each other, these vertical
processes deal mainly with the changes in the organization and therefore consist of communication
back and forth (decisions, trends and developments) and have to achieve the targets to link the FM
organization with the changes of the primary processes as well as to give feedback to the decision
making levels from the FM perspective.
Process runtimes can be divided into short, medium and long-term processes. Short-term processes are
executed within minutes or hours, some within days. Long-term processes are executed within weeks
or even months.
Repetitive processes are categorized into highly repetitive processes (e.g. cleaning, security), which are
executed daily, or one off processes, which are executed only once during a long period of time (e.g.
construction of new buildings).
Process exceptions indicate the level of fulfilment of the set of activities as planned. Exceptional
processes cannot be planned accordingly.
Process range describes the extent of the impact of a process, and indicates the influence of the process
within an organization or even beyond it.
The extent to which processes are structured (its grade) indicates the status of the planning of a process
and allows estimating the potential for improvements.
5 Developing Facility Management Processes
5.1 Introduction
This section highlights the importance of FM processes in the efficient and effective use of resources to
achieve benefit to all stakeholders of the organization.
In order to create effective FM processes, the connections and links between them have to be in place.
The connections are the outputs, triggers, decisions, information and conditions of a specific process
that provides the input to another process and therefore produces the agility and efficiency of FM in a
constantly changing organization.
If the FM processes can be easily adapted to changes in the organization, the resources given to FM are
used in a sustainable way, which contributes directly to the agility of the primary processes and to the
organization itself.
Figure 4 — Relationship of FM processes to the Facility Management model
The benefits of effective FM processes are an enhanced flexibility, adaptability and reliability, the
sustainable use of resources produces the required efficiency. In the following section, the most
important processes are shown. The examples in this section represent typical FM processes and
promote a better understanding of the activities and mechanisms involved.
The guidance describes Facility Management processes including organisational processes,
management and performance review processes and the processes for negotiating service levels and
managing performance in service delivery.
These Facility Management processes are identified and described at a strategic, tactical and
operational level. The processes are shown in generic form and in their general relationship in the FM
model from EN 15221-1. Development of the flows amongst these processes and sub-processes should
be developed in the context of specific organisations.
Table A.1, provides examples of how the generic processes identified in this section apply to the
development of facilities services that meet the strategic needs of an organization. Each of the examples,
chosen to illustrate particular facilities processes, show the relationships amongst strategic, tactical and
operational processes in response to the business need and identified demands in an organization.
Examples are given for the categories of facilities services identified in EN 15221-4 “Infrastructure and
space” and “people and organisations”. Each example is adapted from the processes for negotiating
Facility Management agreements, as described in ISO 41012
5.2 The importance of Facility Management processes
The ultimate purpose of all FM processes is to add value to the goals of the organization’s primary
activities in conditions of change.
A process based FM organization will perform even under critical circumstances and dramatic changes
in the organization in a sustainable and compliant manner. The different FM processes are shown in the
following section according to the strategic, tactical and operational level as well the vertical processes.
Stakeholders at all levels of the organisations on demand and supply side can quickly understand how
their efforts impact on successful outcomes of the organization.
Effective process management enables external changes in legislation, directives, codes and regulatory
issues to be quickly embedded at all levels of the organization and to assess the impact of these changes
on FM Agreements and FM Process Auditing. It enables external changes in economic development, to
be embedded at all levels of the organization and on providing Audit Trails for Transparency and
Governance requirements.
The scope and structure of the FM processes are dependent on the specific needs of each industry
(Health Care, Automotive, Insurance, Public) therefore the importance of certain FM processes differ
from one organization to the other. For example, a FM process in a large hospital organization will have
a different importance than the same process in an organization with mainly common and uniform
office workplaces.
Effective and efficient use of resources will be achieved by:
a) clear responsibilities of the process owner;
b) accurate documented workflows;
c) adequate flow of accurate data;
d) precise descriptions of the requirements as a result of the analysis of the demand of the primary
process (output);
e) process activities are fulfilled by competent personal;
f) outputs are professionally monitored.
The enhanced flexibility, adaptability and reliability of the FM organization will be achieved by:
g) direct connections of inputs, outputs and triggers;
h) corrective actions while processes are carried out;
i) streamlined communication based on facts / accurate information.
5.3 Facility Management processes at a strategic level
5.3.1 General
The FM processes at a strategic level are directly linked to the “business planning” activities of the
organization. Therefore the processes located on this level contribute to the decision making process at
a senior management level, ensures effective leadership of the FM organization and fulfils the
sustainable use of resources. A typical set of processes at a strategic level may include:

Figure 5 — Typical Facilities Management processes at a strategic level
5.3.2 Alignment with the organisations strategy and changes
The alignment process ensures that the FM organization is orientated to the organisations strategy. The
alignment process consists of:

5.3.3 Develop corporate FM standards
Based on the FM strategy, developed in the alignment process, corporate FM standards do form the
borderlines, in which the FM organization can move and is based on:
S2 Develop
corporate FM
standards
Activities inputs
•Organisation strategy
•In order to create a harmonised understanding of the FM
•Relevant corporate standards
responsibilities and the framework, FM standards are
necessary
•Following standards should be introduced:
• Operations and maintenance standard
• Space standard (function, equipment, media, energy, size,
outputs
measures)
• Cleaning standard (service levels, specification, etc.)
•Corporate FM standards
• Security standard (service levels, risks, equipment etc.)
•Corporate FM procedures
• Cost code, operating cost levels, target costs
•Communication of implementing
• Interfaces with primary process
standards and procedures
• Evaluation standards (buildings, equipment, assets)
• Quality auditing standard (service audit, documentation audit)
• Procedures for evaluation of facilities and buildings,
• Procedures for auditing of service qualities according to SLA
triggers
and KPIs
• Adoption of existing standards and procedures according to
•Changes of organisations strategy
changes
•Changes in assets, facilities and
demands of clients and end users

5.3.4
...