Maureen Roskoski 2017-07-13 22:08:43
This is the third in a 5-part series breaking down the International Organization for Standardization (ISO) management system certification process. In the last installment of this article series, “Implementing Your MSS – Part 2: Leadership commitment” in the May/June 2017 issue of FMJ, we discussed Clause 5 of ISO’s harmonized management system standard (MSS), Leadership. In that article, it was emphasized that leadership and stakeholder engagement are crucial to the overall success of a program, and for long-term culture change, a transformational leader is needed to champion the effort with the backing of top management. To maintain that engagement, the next steps in the planning phase of the plan-do-check-act (PDCA) cycle are planning and resourcing your program to support the certification process. In this article, we will focus on Clauses 6 and 7 of the MSS. Whether it is ISO 55000, Asset Management, ISO 22301, Business Continuity Management Systems or another management system, pursuing certification can strengthen your program, help maintain focus and engage your team. The ISO certification planning process can help organizations clearly and tangibly expand management systems by creating, implementing and training on an individual system’s requirements and procedures. Planning and resourcing the certification effort are two critical steps in the certification process. PLANNING Defining management system objectives, as related to organizational objectives, and identifying risks and opportunities is essential to implementing a management system that will deliver improved processes. Identifying objectives Before beginning any major initiative, the reasons for its pursuit and any target achievements are identified. It’s no different with the certification process, except that it has mandated that objectives be established and communicated across the organization. When considering MSS objectives, think about what outcomes are desired with the management system, then look for alignment with the organization’s mission, vision and objectives. Aligning your MSS objectives with organizational objectives builds strategic level buy-in that shows your MSS initiative works directly to meet the mission of the organization. If an organization uses a balanced scorecard (BSC) approach, you can identify the alignment visually and monitor progress. The BSC approach dissects an organization and its influencing factors or perspectives. The four main BSC perspectives are customer, employee, process and financial. The benefit of aligning MSS goals with an organization’s strategic goals is to maintain alignment with what’s important to the organization, thus improving the likelihood of approval of resource and commitment requests. The simplicity of the BSC and its visual nature allows for easy tracking and review, which is a key component of the continual improvement part of the certification process. In part five of this article series, we will offer more discussion on measuring the effectiveness of your program. However, it is important to keep the outcomes in mind when determining MSS objectives. Once identified, objectives need to meet basic standards (as shown in Figure 2) to meet MSS requirements. Following basic standards will yield clear, concise objectives associated with distinct outcomes that can fuel planning efforts. Each objective should have an owner that is responsible; an initiative associated with it; resources required to complete the initiative; and metrics to evaluate the results. With true alignment, a management system can be a tool for achieving organizational goals. Addressing risks and opportunities Although the process may be challenging, implementing a management system should result in improved processes that enhance business. It is a chance to look for opportunities while evaluating current management practices against the MSS requirements, and to modify where necessary. Taking the MSS requirements one by one — determining where compliance exists, where modification is needed and where major gaps are — allows for formation of an implementation plan. The goal of an implementation plan is to ensure the management system can achieve its intended outcomes and prevent or reduce undesired effects. The initiatives undertaken should be consistent with core business practices and consistent with the management system. While trying to meet ISO requirements, take a step back and ask, “Will this change improve our processes?” This will help avoid a temptation to get caught up in documentation requirements and forget about the core reasons for implementing the management system. Another result and long-term benefit of an effective management system is continual improvement. This is where the ISO certification process brings true value, because it forces organizations to keep practices up to standard requirements. Annual audits mandate achievement of minimum requirements of the management system, but also evidence of continual improvement. SUPPORT Determining resources needed for establishment, implementation, maintenance and continual improvement of an MSS is a requirement of certification. Resourcing for certification efforts comes in many shapes and sizes and is more than just dollars and cents. It comes down to support — commitment from leadership, as discussed in Part 2 of this article series. Personnel, equipment, software and funding are all forms of resources and are all necessary for successful certification. The specific amount and type of resources needed will depend on the MSS pursued. It is up to management system owners to determine and defend that resources for the management system have been provided across the entire PDCA life cycle, through the establishment, implementation, maintenance and continual improvement of the management system. Engagement is another crucial area of support that is often underestimated. There are three main components related to engagement support: competence, awareness and communication. All three are crucial for engagement across the organization and to change or enhance culture to allow an MSS to integrate with all processes as intended. Competence Most management systems require ensuring the competence of the persons doing work under the MSS. The requirement is intended to ensure that those in specific roles related to the MSS are competent and have been given appropriate training. The standard doesn’t specify what competencies are needed or what training is needed — only that responsibility falls on the management system owners. So how is that done? Creating a competent workforce starts with understanding the competencies the workforce needs. This can be achieved through a formal process, such as a job task analysis (JTA), which may have already been undertaken by an education provider such as IFMA. A JTA is a procedure for analyzing tasks performed by individuals in an occupation, as well as the knowledge, skills and abilities required to perform those tasks. A global JTA for facility managers is the foundation on which IFMA’s credentials are developed (Facility Management Professional™, Sustainability Facility Professional. and Certified Facility Manager.). If there are no industry standards to identify competencies needed, a similar competency modeling approach can be utilized to achieve the same results. To build a competency model for a management system, identify the tasks each person is doing in management system roles. Then, determine what knowledge is needed for those specific tasks. Some competencies are going to be general, like leadership, while others will be technical, such as risk assessment. Take it task by task and think about what the person is doing and what they need to know to perform the task successfully. After determining what competencies are needed, evaluate if the management system team is competent in those areas. Remember competencies can be fulfilled in a variety of ways, not exclusively through formal training. Ways to show competence include on-the-job experience, mentoring, formal external training, internal training and internal exercises and drills. Alternatively, the organization can contract out specific expertise not already in-house and document competence through an outside provider. The goal of the competency modeling exercise is to ensure the management system is properly resourced by competent personnel to enable it to be effective. Awareness For a management system to be effective, everyone in an organization needs awareness of the system at various levels. Awareness starts with the policy related to the management system, which provides the framework within the context of the organization. The policy relays the importance of the management system within the company and to external stakeholders, if the policy is made public. Outside of the key management system team members, what most people in the organization need to be aware of is their contributions to the management system and how their actions impact compliance. Expect that an auditor will interview personnel, outside of your MSS team, to determine if they understand policies and their roles as related to the MSS. Engagement activities, exercises, drills and other training methods are a great way to maintain awareness at the levels needed by different team members. A truly effective management system will be integrated across the whole organization, and auditors want to see evidence of that integration in personnel. Communication Messaging for engagement actions as well as official management system communications should always be top-of-mind for the MSS team. Develop a communication plan for the management system that includes both roll-out communication and specific system requirements communication. Identify communication methods and include a variety of styles and channels that will appeal to various stakeholders. In the beginning, start by communicating high-level objectives and include “What’s in it for me?” (WIIFM) statements. After developing key components, provide more specific details and link back to why they’re being implemented. For each communication, consider the intent of the message, the audience and the delivery channel. Take every opportunity to communicate about the management system, its objectives and how they align with the organization’s mission. Continuing the engagement as the program rolls out is crucial to sustaining long-term integration. SUMMARY Planning and resourcing a certification effort are important steps in the certification process. Building an implementation plan through alignment with an MSS helps ensure a management system can achieve its intended outcomes and is the foundation for a certification process. However, don’t underestimate the power of the engagement that comes from proper resourcing and support of the management system. Establishing the proper foundation through competency modeling, building engagement across the organization through awareness and developing a strong communication plan can yield more benefits than most documentation put together. Be prepared to find that maintaining a focus on planning and resourcing efforts during the pursuit of certification will result in a positive change in organizational culture. MSS OBJECTIVES SHALL BE • Consistent with MSS policy • Measurable • Monitored and updated ENGAGEMENT COMPETENCE • Needs • Gap analysis • Training plan COMMUNICATION • Messaging • Frequency • Procedures AWARENESS • Policy • Contribution • Non-conformance DEVELOPING A COMPETENCY MODEL • Identify tasks • Determine competencies needed • Evaluate management system DEVELOPING A COMMUNICATION PLAN • Identify methods and styles • Define audience and intent of message • Continue engagement MAUREEN ROSKOSKI, CFM, SFP, LEED AP O+M, is a senior professional and the corporate sustainability officer at Facility Engineering Associates (FEA) with 20 years of experience in facility management consulting. Roskoski has worked with clients on organizational assessments, FM technology process improvement, sustainability and resilience planning. Roskoski is also FEA’s business continuity lead, managing FEA’s Business Continuity Management System. She led the effort to achieve ISO 22301 Business Continuity Management System certification for FEA’s Fairfax, Virginia, USA, office in January 2016. FEA pursued the certification to strengthen its organizational resilience and to enhance its ability to continue business during a disruptive event. While the certification was a great achievement, FEA found that the journey to certification, although challenging, was by far the greatest benefit. The core team of business continuity professionals was invigorated, engagement with employees increased company-wide and a culture of organizational resilience was created. “SUCCESS IS NOT A PLACE AT WHICH ONE ARRIVES, BUT RATHER THE SPIRIT WITH WHICH ONE UNDERTAKES AND CONTINUES THE JOURNEY.” — Alex Noble
Published by International Facility Management Association . View All Articles.