On Standards

The danger facility managers face is becoming complacent, in standby mode, or following and not leading when things seem “okay”. Remaining stationary because there are no complaints can leave the facility manager unprepared to address a crisis. In order to be prepared for turbulent times, facility managers should continuously evaluate their FM strategy to ensure that they are on the same page as the demand organization. That frequency is often a product of the changing business environment. “Continuous” should not be confused with “constant”. Evaluations should be at least at regular intervals; however, they are most crucial to success when sensing the need or witnessing change either in consideration, or underway. A nimble FM organization, in front of change, is an ever learning, improving and renowned organization.

Continuous evaluation means asking, “What could be interpreted differently? How could services be improved or costs reduced? What changes have there been in top management that may impact operations or expectations? What is the workforce understanding of the strategic direction? These answers, and other factors, should trigger a review of current FM strategies. Some of the important areas to review include:

• provided services,

• consolidated services,

• hours of operation,

• in/out/hybrid sourcing,

• lease vs buy options,

• costs,

• energy procurement and use,

• organizational goals,

• continuous improvement outcomes,

• event analysis and corrective actions

Strategy is the design basis for determining what gets done. A formal strategy document is the most comprehensive avenue to aligning FM strategic objectives with those of the demand organization to developing real requirements and the most efficient means of executing them, to identifying performance indicators, and to collecting constructive feedback from stakeholders, including upper management and the workforce.

A formal document? Yes, it seems daunting and unnecessary; however, for the same reasons that specifications and drawings are prepared for new construction or renovations, an FM leader enriches the organization by investing the time and effort into a written strategic plan that offers clarity for how FM objectives support the demand organization’s strategic goals.

Being in lock step with the demand organization requires a close reporting relationship, constant communication or unfiltered access to the demand organization appropriate top management. Out of step, for whatever reason, leaves the FM leadership perplexed, feeling disassociated or worse case, ineffective and embarrassed. A review of the FM strategy can be accomplished within a small team or widespread among the FM organization. Inclusion of stakeholders will provide for the better outcome, however, some changes in the demand organization may yet be confidential and could lead to an unfavorable outcome for some, therefore, discretion on the part of FM leadership is critical.

The process approach to developing the FM Strategy has been defined by the recently published standard, ISO 41014 Facility management – Developing facility management strategy. This document includes steps, such as;

• Structure

• Human Capital

• Value System and Culture

• Governance

• Risk Management

• Developing Requirements

• Stakeholders

• Scope of Services

• Services – specifications, technical, levels, delivery options

• Sourcing

• Outputs and Targets

• Budgetary Requirements

ISO 41014 provides a process approach to strategy development beginning with the demand organization, context, governance, risk tolerance and strategic alignment. The guidance provides facility managers with an understanding of how to identify stakeholder requirements, such as those of the demand organization, other interested parties and of course authorities having legal or industry specific jurisdiction, with consideration for priorities, services, delivery options, sourcing and more.

ISO 41014 outlines the following benefits of constructing or updating an FM strategy:

• Improved understanding of the demand organization objectives, needs and constraints, and an appropriate approach to FM and facility services;

• Reduced likelihood of a disconnect between the demand organization’s objectives and needs and the means to support them;

• Alignment between FM requirements and the demand organization’s core business activities;

• Improved efficiency in the management of FM in general and in the delivery of facility services in particular;

• Consistent management practices from a methodology for developing strategy for FM that is transparent, reproducible and measurable;

• A baseline for measuring improvement in the operational effectiveness of FM and its contribution to the core business of the demand organization;

• Contribution to the cost-efficiency of the demand organization and, where applicable, its competitiveness;

• Contribution to sustainability through the more efficient use of scarce resources.

The document is intended to enable the most appropriate approach to delivering FM and facilities services and is supported by four annexes that provide examples of threats and opportunities, factors affecting business strategy, considerations when formulating the document and, finally, an example of an FM strategy.

For example, if the nature of the business demands an on-site presence around the clock either by Security, FM, IT or others, the strategy would consider alternatives, such as a monitoring system, perhaps supplemented with artificial intelligence or the long tradition of an “on-call” program. It may be that the scale of operation would allow a single individual to respond to all of the identified needs. However, when considered within the larger strategy of the demand organization, the costs might outweigh the presumed risk and no longer be perceived as a priority. These decisions become the basis of operations and outline the strategy for deployment of the FM organization. It is important to document those decisions and the rationale and to share that knowledge with the FM organization and other stakeholders (e.g., production managers, scientists, process operators).

Many may feel that compliance with voluntary standards adds an unnecessary layer of complexity to FM operations. In reality, ISO 41014 – and the ISO 41000 series of FM standards – offer a sound framework for developing the FM organization.

The ISO 41000 series is the product of the collective wisdom of FM practitioners and academics from around the world – from Malaysia, China, South Africa, Spain, Russia, the United Kingdom, Brazil, Panama and the United States, just to name a few. These experts share their experience to inform the best practice guidance. Key considerations in preparing the standards are scalability, level of organizational maturity, flexibility for the wide range of industries, adaptability to differing cultures, and ability to translate language while accurately maintaining the intent. The professionals devoted to ISO/TC 267 work closely across geographical and political boundaries for the betterment of the FM profession globally.

ISO 41001 is the FM management systems standard, the parent of the series. This standard is designed to improve performance by outlining repeatable steps that proactively influence successful completion of organizational goals and objectives. Each subsequent 41000 series standard is intended to provide expanded detail in crucial areas. For illustration, strategy taken from the needs of the demand organization becomes policy. Policy sets the framework for distinct, detailed plans. FM plans are implemented, and processes are set in place to check and measure that plans are appropriate, that actions are in compliance, and that performance is meeting objectives. Checks and measures are quite often referred to as performance measures, metrics and a derivative of metrics, key indicators. The search for continuous improvement, whether it be technique, structure, technology, process, tools or behavior completes the cycle for improved policy, strategy, plans and/or implementation.

Under development is a complimentary standard, ISO 41018 Facility management – Development of FM policy, expected to be available in the latter part of 2021.

In the very early stages of development is the intricate performance measurement standard. Other documents and standards, including an updated review of FM vocabulary originally published in 2017, are also underway.

For the best results in any FM organization, make reference to the ISO 41000 series and prepare for the accolades to follow.

For a list of other ISO 41000 standards either published or in development, visit https://www.iso.org/committee/652901/x/catalogue/