SIST EN 15221-5:2011

2003-01.Slovenski inštitut za standardizacijo. Razmnoževanje celote ali delov tega standarda ni dovoljeno.Upravljanje objektov in storitev - 5. del: Navodilo za procese upravljanja objektov in storitevFacility Management - Teil 5: Leitfaden für Facility Management ProzesseFacilities management - Partie 5 : Guide relatif au développement et à l'amélioration des processusFacility Management - Part 5: Guidance on Facility Management processes91.040.01Stavbe na splošnoBuildings in general03.080.99Druge storitveOther servicesICS:Ta slovenski standard je istoveten z:EN 15221-5:2011SIST EN 15221-5:2011en,de01-december-2011SIST EN 15221-5:2011SLOVENSKI
STANDARD
EUROPEAN STANDARD NORME EUROPÉENNE EUROPÄISCHE NORM
EN 15221-5
October 2011 ICS 03.080.99; 91.140.01 English Version
Facility Management - Part 5: Guidance on Facility Management processes
Facilities management - Partie 5: Guide relatif au développement et à l'amélioration des processus
Facility Management - Teil 5: Leitfaden für Facility Management Prozesse This European Standard was approved by CEN on 8 July 2011.
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. Up-to-date lists and bibliographical references concerning such national standards may be obtained on application to the CEN-CENELEC Management Centre or to any CEN member.
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Examples of generic processes . 37Annex B (informative)
Checklist . 42Bibliography . 43 SIST EN 15221-5:2011

The FM-model of EN 15221-1 is shown below.
Model EN 15221-1:2006 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.
D E M A N D S P E C I F Y I N G SL As S U P P L Y DELI VERI NGSTRATEGIC TACTICAL OPERATIONAL Client Customer End User O R G A N I S A T I O N PROVI DERInternaland / orexternalPRIMARY PROCESSES SUPPORT PROCESSES KPIsFACILITY SERVICES PRIMARY ACTIVITIES Facility Management Agreement D E M A N D S P E C I F Y I N G SL As S U P P L Y DELI VERI NGSTRATEGIC TACTICAL OPERATIONAL Client Customer
End User O R G A N I S A T I O N PROVI DERInternalor /
and externalPRIMARY PROCESSES SUPPORT- PROCESSES KPIsFACILITY SERVICES
PRIMARY ACTIVITIES
Facility Management agreement SIST EN 15221-5:2011

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
Facility Management is defined in EN15221:1:2006, Facility Management – Terms and definitions 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 EN 15221-1:2006 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 EN 15221-1:2006. 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 organisation 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 standard, 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 (EN 15221-1:2006), 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. SIST EN 15221-5:2011

NOTE Key definitions from this standard are provided for completeness, in order that the standard can be more easily used.
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 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.
[EN 15221-1:2006] 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 The customer acts on a tactical level.
[EN 15221-1:2006] SIST EN 15221-5:2011

[EN 15221-1:2006] 3.5 facility tangible asset that supports an organisation
[EN 15221-1:2006] 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 [EN 15221-1:2006] 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 A Facility Management service provider can be internal or external to the client.
[EN 15221-1:2006] 3.8 facility service support provision to the primary activities of an organisation, delivered by an internal or external provider NOTE Facility services are services related to Space & Infrastructure and to People & Organisation. [EN 15221-1:2006] 3.9 key performance indicator (KPI) measure that provides essential information about the performance of facility services delivery [EN 15221-1:2006] 3.10 primary activities activities that constitute the distinctive and indispensable competencies of an organisation in its value chain NOTE The distinction between the primary activities and support services is decided by each organisation individually; this distinction has to be continuously updated.
[EN 15221-1:2006] 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
[EN 15221-1:2006] SIST EN 15221-5:2011

[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. [EN 15221-1:2006] 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 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.
[EN 15221-1:2006] 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 summarises a set of underlying principles that have been applied in developing the guidance on Facility Management processes and have been used consistently in the EN 15221 series of standards.
4.2 Summary a) FM processes are triggered by changes on every level of the organisation (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 standardised 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; SIST EN 15221-5:2011

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 organisation (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 EN 15221-1, 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. EFFECTIVENESSOF PROCESS =Ability to achievedesired resultsInterrelated or interactingactivities and controlmethodsMonitoring and MeasuringInputRequirements Specified(Includes resources)OutputRequirements Satisfied(Result of a process)EFFICIENCY OFPROCESS =Results achievedvs. resources used 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. SIST EN 15221-5:2011

The classification identifies a product in a hierarchy. For a given organisation 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 organisation. 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 organisation are integrated. At the operational level, there are standardised products. The classification is just an identification code; there is no standardisation in terms of internal quality or quantity of the facility product for both, the provider and the purchasing and using or consuming organisation. 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. SIST EN 15221-5:2011

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. SIST EN 15221-5:2011

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 standardised 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.
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 organisation and therefore consist of communication back and forth (decisions, trends and developments) and have to achieve the targets to link the FM organisation with the changes of the primary processes as well as to give feedback to the decision making levels from the FM perspective. SIST EN 15221-5:2011

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 organisation.
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 organisation.
If the FM processes can be easily adapted to changes in the organisation, the resources given to FM are used in a sustainable way, which contributes directly to the agility of the primary processes and to the organisation itself.
Figure 4 — Relationship of FM processes to the Facility Management model SIST EN 15221-5:2011

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 organisation. 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 organisation. Examples are given for the categories of facilities services identified in EN 15221-1 "Infrastructure and space" and "people and organisations". Each example is adapted from the processes for negotiating Facility Management agreements, as described in EN 15221-2. 5.2 The importance of Facility Management processes The ultimate purpose of all FM processes is to add value to the goals of the organisation’s primary activities in conditions of change. A process based FM organisation will perform even under critical circumstances and dramatic changes in the organisation 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 organisation. Effective process management enables external changes in legislation, directives, codes and regulatory issues to be quickly embedded at all levels of the organisation and to asses 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 organisation and on providing Audit Trails for Transparency and Governance requirements. The scope and structure of the FM processes are dependant on the specific needs of each industry (Health Care, Automotive, Insurance, Public) therefore the importance of certain FM processes differ from one organisation to the other. For example, a FM process in a large hospital organisation will have a different importance than the same process in an organisation 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; SIST EN 15221-5:2011

The FM processes at a strategic level are directly linked to the "business planning" activities of the organisation. Therefore the processes located on this level contribute to the decision making process at a senior management level, ensures effective leadership of the FM organisation and fulfils the sustainable use of resources. A typical set of processes at a strategic level may include:
S1 Alignment with organisations strategy and changesS2 Develop corporate FM standardsS3 Investments and strategic projectsS8 Leading and controlling FM organisationS4 Reporting to senior managementS7 Consulting senior managementS5 Strategic planningS6 Identifying demand for facilities and facility servicesS10 Risk analysisS9 Communication and change managementSnany other processS11 Relations to external contacts 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 organisation is orientated to the organisations strategy. The alignment process consists of: SIST EN 15221-5:2011

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 organisation can move and is based on: ActivitiesinputsIn order to create a harmonised understanding of the FM responsibilities and the framework, FM standards are necessaryFollowing standards should be introduced:Operations and maintenance standardSpace standard (function, equipment, media, energy, size, measures)Cleaning standard (service levels, specification, etc.)Security standard (service levels, risks, equipment etc.)Cost code, operating cost levels, target costsInterfaces with primary processEvaluation 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 and KPIsAdoption of existing standards and procedures according to changesOrganisation strategyRelevant corporate standardsoutputsCorporate FM standardsCorporate FM proceduresCommunication of implementing standards and procedurestriggersChanges of organisations strategyChanges in assets, facilities and demands of clients and end usersS2 Develop corporate FM standards 5.3.4 Investment and strategic projects As a result of the analysis phase of
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