SIST EN ISO 41014:2020

SLOVENSKI STANDARD
oSIST prEN ISO 41014:2020
01-april-2020
Upravljanje objektov in storitev - Razvoj strategije upravljanja objektov (ISO/DIS
41014:2020)
Facility management - Development of facility management strategy (ISO/DIS
41014:2020)
Facility Management - Entwicklung einer Facility Management Strategie (ISO/DIS
41014:2020)
Facility management - Élaboration de la stratégie de facility management (ISO/DIS
41014:2020)
Ta slovenski standard je istoveten z: prEN ISO 41014
ICS:
03.080.10 Vzdrževalne storitve. Maintenance services.
Upravljanje objektov Facilities management
oSIST prEN ISO 41014:2020 en,fr,de
2003-01.Slovenski inštitut za standardizacijo. Razmnoževanje celote ali delov tega standarda ni dovoljeno.

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oSIST prEN ISO 41014:2020

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oSIST prEN ISO 41014:2020
DRAFT INTERNATIONAL STANDARD
ISO/DIS 41014
ISO/TC 267 Secretariat: BSI
Voting begins on: Voting terminates on:
2020-01-27 2020-04-20
Facility management — Development of facility
management strategy
ICS: 03.080.10
THIS DOCUMENT IS A DRAFT CIRCULATED
This document is circulated as received from the committee secretariat.
FOR COMMENT AND APPROVAL. IT IS
THEREFORE SUBJECT TO CHANGE AND MAY
NOT BE REFERRED TO AS AN INTERNATIONAL
STANDARD UNTIL PUBLISHED AS SUCH.
IN ADDITION TO THEIR EVALUATION AS
ISO/CEN PARALLEL PROCESSING
BEING ACCEPTABLE FOR INDUSTRIAL,
TECHNOLOGICAL, COMMERCIAL AND
USER PURPOSES, DRAFT INTERNATIONAL
STANDARDS MAY ON OCCASION HAVE TO
BE CONSIDERED IN THE LIGHT OF THEIR
POTENTIAL TO BECOME STANDARDS TO
WHICH REFERENCE MAY BE MADE IN
Reference number
NATIONAL REGULATIONS.
ISO/DIS 41014:2020(E)
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. ISO 2020

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oSIST prEN ISO 41014:2020
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COPYRIGHT PROTECTED DOCUMENT
© ISO 2020
All rights reserved. Unless otherwise specified, or required in the context of its implementation, no part of this publication may
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ii © ISO 2020 – All rights reserved

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oSIST prEN ISO 41014:2020
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Contents Page
Foreword .v
Introduction .vi
1 Scope . 1
2 Normative references . 1
3 Terms, definitions and abbreviations . 1
3.1 Terms related to facility management . 1
3.2 Terms related to assets . 2
3.3 Terms related to people . 2
3.4 Terms related to sourcing . 3
3.5 Terms related to process . 3
3.6 Terms related to finance . 4
3.7 Terms related to general business . 4
3.8 Terms related to measurement . 5
3.9 Abbreviated terms . 6
4 Understanding the demand organization . 6
4.1 Organization . 6
4.1.1 Structure . 7
4.1.2 Human capital . 7
4.1.3 Value system and organizational culture . 7
4.1.4 Management style . 8
4.2 Governance . 8
4.2.1 Ownership and use . 8
4.2.2 Leadership . 8
4.2.3 Regulation and compliance . 8
4.2.4 Policy and procedures . 8
4.2.5 Maturity of activities, processes and systems . 9
4.3 Context . 9
4.3.1 Business strategy . 9
4.3.2 Objectives, needs, constraints and value drivers .10
4.3.3 Measuring success .10
4.3.4 Performance metrics .11
4.3.5 Markets and competitive analysis .11
4.3.6 Relationship between core and non-core activities .11
4.3.7 Target operating model .11
4.3.8 Current and planned non-core activities .12
4.3.9 Targets for improvement .12
4.3.10 Information and communication technology .12
4.3.11 Information management .12
4.4 Risk management .12
4.4.1 Threats and opportunities .12
4.4.2 Continuity and recovery planning .13
4.5 Strategic alignment .14
5 Developing FM requirements .14
5.1 Current and future interest in facilities .14
5.1.1 Nature of facilities .14
5.1.2 Sustainable space provision .18
5.2 Maturity of FM .18
5.2.1 Current competences .18
5.2.2 Targets for improvement .19
5.3 Briefing for refurbished or new facilities .19
5.4 Stakeholders .20
5.4.1 Facility users .20
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5.4.2 Level of specification .20
5.5 Accessibility, inclusiveness and equalities .21
5.6 Functional requirements .21
5.7 Scope of services .21
5.7.1 Technical services .21
5.7.2 Business support .21
5.7.3 Integrator model .22
5.8 Service specifications .22
5.9 Outputs and targets .22
5.9.1 Environmental performance .22
5.9.2 Social performance .23
5.9.3 Economic performance .23
5.10 Service levels .23
5.11 Service delivery options .23
5.12 Sourcing .24
5.12.1 Internal service provision .25
5.12.2 External service provision .25
5.13 Innovations in service delivery .25
5.14 Market audit .25
5.15 V erification and feedback .26
6 Formulating the FM strategy .26
6.1 Compiling the strategy .26
6.2 Format and content .26
6.3 Budgetary requirements .26
6.4 Procurement .27
6.5 Communication and feedback .28
6.6 Implementation plan .28
7 Managing performance .29
7.1 Monit oring and control of performance .29
7.2 Performance indicators .29
7.3 Performance measurement.29
7.4 Performance review .29
7.5 Corrective actions .30
7.6 Feedback and lessons learned .30
8 Improving outcomes .30
8.1 Applying lessons learned .30
8.2 Reassessing outputs and targets .31
8.3 Updating the FM strategy .31
8.4 Updating the FM policy .31
Annex A (informative) Abbreviated terms (alphabetical) .32
Annex B (informative) Threats and opportunities (examples) .34
Annex C (informative) Factors affecting business strategy (examples) .36
Annex D (normative) FM Requirements .38
Annex E (informative) FM Strategy (example) .40
Bibliography .42
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Foreword
ISO (the International Organization for Standardization) is a worldwide federation of national standards
bodies (ISO member bodies). The work of preparing International Standards is normally carried out
through ISO technical committees. Each member body interested in a subject for which a technical
committee has been established has the right to be represented on that committee. International
organizations, governmental and non-governmental, in liaison with ISO, also take part in the work.
ISO collaborates closely with the International Electrotechnical Commission (IEC) on all matters of
electrotechnical standardization.
The procedures used to develop this document and those intended for its further maintenance are
described in the ISO/IEC Directives, Part 1. In particular, the different approval criteria needed for the
different types of ISO documents should be noted. This document was drafted in accordance with the
editorial rules of the ISO/IEC Directives, Part 2 (see www .iso .org/ directives).
Attention is drawn to the possibility that some of the elements of this document may be the subject of
patent rights. ISO shall not be held responsible for identifying any or all such patent rights. Details of
any patent rights identified during the development of the document will be in the Introduction and/or
on the ISO list of patent declarations received (see www .iso .org/ patents).
Any trade name used in this document is information given for the convenience of users and does not
constitute an endorsement.
For an explanation of the voluntary nature of standards, the meaning of ISO specific terms and
expressions related to conformity assessment, as well as information about ISO's adherence to the
World Trade Organization (WTO) principles in the Technical Barriers to Trade (TBT), see www .iso .org/
iso/ foreword .html.
This document was prepared by Technical Committee ISO/TC 267, Facility Management, Working
Group 4.
This is the first edition.
A list of all parts in the ISO 410XX series can be found on the ISO website.
Any feedback or questions on this document should be directed to the user’s national standards body. A
complete listing of these bodies can be found at www .iso .org/ members .html.
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Introduction
0.1  General
Facility management (FM) integrates multiple disciplines in order to have an influence on the efficiency
and productivity of economies of societies, communities and organizations, as well as the manner in
which individuals interact with the built environment. FM affects the safety, well-being and quality of
life of much of the world’s societies and population through the services it manages and delivers (see
ISO 41001).
NOTE FM is defined as an organizational function which integrates people, place and process within the
built environment with the purpose of improving the quality of life of people and the productivity of the core
business (see ISO 41011).
FM is of strategic importance because it directly supports a demand organization’s core business
strategy, enabling its objectives and plans to be realized through the management of facilities that are
safe, reliable, efficient, cost effective and sustainable.
NOTE A demand organization is an entity which has a need and the authority to incur costs to have
requirements met (see ISO 41011); for example, a facility owner, operator, owner-operator, tenant or, in some
cases, a managing agent acting on behalf of an owner.
This document refers to the demand organization and to the organization responsible for FM and
facility services. A distinction is necessary because of the variable nature in which FM is organized
and where facility services are delivered through personnel within the demand organization, through
external service providers or a combination of the two.
The guidance in this document applies principally to the organization responsible for FM. In situations
where there is presently no formal organization for this purpose, a person (or body) should be appointed
to take an active role in developing the strategy for FM.
ISO 41001 makes reference to a strategy for FM and sets this in the context of a facility management
(FM) management system.
The benefits of developing a strategy for FM include:
— improved understanding of the demand organization’s 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 a 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.
This document is intended to fill a gap in the current provision of guidance to enable the most
appropriate approach to FM and facility services to be determined. The aim is to promote awareness,
competence development and expertise in the FM organization by providing strategic advice on the
decisions affecting the management of the facilities and/or the delivery of facility services.
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Specifically, this document is applicable to any FM organization that wishes to:
— utilize a methodology for developing a strategy for FM;
— assure itself of the alignment of the FM strategy with the core business strategy of the demand
organization;
— demonstrate conformity with this document by:
— making a self-determination and self-declaration;
— seeking confirmation of its conformity by parties having an interest in the FM organization;
— seeking confirmation of its self-declaration by a party external to the FM organization.
This document cannot be used for certification purposes but does provide guidance for internal or
external audit programmes. Users of this document can compare practices for developing a strategy
for their FM with an internationally recognised benchmark, providing sound principles for the effective
management of those practices.
0.2  Process approach
This document provides a common basis for understanding the factors that the FM organization should
consider when developing a strategy for FM. It promotes a methodology to assist the FM organization in
determining the most appropriate approach to, and arrangements for, the development of a strategy as
a basis for the subsequent implementation of tactical and operational FM requirements to support the
demand organization’s core business, primarily its business activities.
This document emphasizes the decisions, activities, information, data and stakeholders that have to be
coordinated into a manageable process for the development of a strategy for FM and the stages within
it, including:
— understanding the demand organization: context, governance, risk management and strategic
alignment (see Clause 4);
— developing FM requirements: interest in facilities, maturity of FM, stakeholders, priorities,
functional requirements, services, delivery options and sourcing (see Clause 5);
— formulating the FM strategy: compiling the strategy, its format and content, budgetary requirements,
procurement, communication, feedback and implementation (see Clause 6);
— managing performance: monitoring and control, performance indicators, measurement, review,
corrective actions and lessons learned (see Clause 7);
— improving outcomes: applying lessons learned, reassessing outputs and targets, updating the
strategy and policy (see Clause 8).
When adopting a process approach to the development of a strategy, it can be helpful to consider three
phases: analysis, solution and implementation. These are covered by Clause 4, Clause 5 and Clauses 6-8
respectively.
The methodology is intended to be scalable, meaning that this document’s provisions are applicable to
any FM organization to a greater or lesser extent. As such, the FM organization can determine which of
the provisions apply fully or partially to the development of the FM strategy in line with the objectives,
needs and constraints of the demand organization’s core business and the type, size, complexity,
condition and geographical location of its facilities.
Similarly, the re
...