FMJ March/April 2017 : Page 42

ON STANDARDS FIGURE 3 EXTERNAL FM CONTEXT ƒ Accountabilities ƒ Organizational authority/ reporting structure ORGANIZATION ALIGNMENT ƒ Department relationships ƒ Resource and time commit-ments (certification process and ongoing improvement) ƒ Leadership commitment (conflict resolution and goal prioritization) ƒ Contractual relationships ƒ Ability and access to integrate goals and processes organizational objectives through delineated activities, tools, processes and relationships. Internal drivers focus on improving business performance through optimized financial investments that consider changes to investments and resources to service outcomes. Another internal focus may be service delivery, which analyzes the risks and potential consequences against financial goals. In-sourcing versus out-sourcing may be a consideration for service delivery options. This will affect how the MSS tracks performance and improvement. Some stakeholder requirements that are important to understand early include the financial information and reporting to both internal and external parties, facility management decision-making criteria and non-financial reporting requirements. Organizational context includes reviewing what the organization must do, wants to do and has the capacity to do. The must-do list is established by the organization’s regulatory and statutory obligations. The want-to-do list will contain goals that meet stakeholder needs or align with the organization’s primary objectives. You must analyze and understand the existing capacity to deliver both categories and sustain performance and improvement early in the process to discover gaps and determine the scope and boundaries for implementing your MSS. You can also include an additional element of organizational context, such as future goals to adapt to changing industry and market conditions. When reviewing the boundaries of the management system and the span of influence it will have over organizational policies, procedures and daily activities, it is also important to consider any interfaces required or relationships with other management systems in place within the organization. Many ISO management system standards are designed to integrate well with each other and can offer overlapping benefits to an organization. For those of you brave enough to venture down the path to ISO certification: Start looking at your organization in terms of what you would include in the certification boundaries, what criteria you would use to establish inclusion and how the organization is structured to support the certification process and continual improvement goals. Part of this support will come from gaining leadership commitment, which will be the next topic in our management system standards series. FMJ If you are interested in getting involved in the development of ISO FM standards, or for more information, contact Laverne Deckert/IFMA Standards at REFERENCES 1. Whitaker, Jim. “Standardization: One of Today’s Most Vital Global FM Trends.” FMJ Jan./Feb. 2017. p. 32-35. CASEY MARTIN has more than 20 years of building industry experience and is currently engaged in the Asset Management Strategies practice at Jacobs Engineering. In this role, she consults with private and U.S. federal institutions, providing full life cycle perspectives throughout project development stages. Her approach considers important long-term views such as total cost of ownership, reliability-centered maintenance practices, operation strategies, and processes and policies to align asset management with business and mission objectives. 42 WWW.IFMA . OR G/FMJ

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