5.4.1 General
The FM processes on tactical level are directly linked to the strategic and operative level of the FM organisation. The processes on tactical level have a binding character and secure the flow of information top down as well as bottom up. The inputs and triggers of these processes consist of outputs of processes on strategic and operative level. Besides the connectivity, the processes on tactical level are streamlining the demands of the clients to the required form (service levels, workplaces, etc.).
T1 FM Planning, implementing and monitoring
standards
T2 Evaluation of facilities
T3 Evaluation of performance of FM organisation
T4 Space planning and
evaluation
T5 Procurement of facilities and facility services
T6 Contract Management
T7 Auditing HSSE
T8 Coordination of business units
T9 Provider Management
T10 Lead FM Team
T11 Administration of
Facilities and resources
T12 Communication
and Change Management
Tn any other process
Figure 6 — Typical Facility Management processes at a tactical level 5.4.2 FM Planning, implementing and monitoring standards
To make the FM strategy and FM standards useful in the FM organisaiton, this processes takes care of the required actions.
The FM planning, implementing and monitoring standards process includes
Activities inputs
•analyse external contacts derived from contracts, providers, associations, etc.
•actively participate in FM related events
•create and establish a network of Facility Managers
•give presentations to best practice examples and other useful content
•derive trends and developments
• contract information
• events
outputs
• list of contacts
triggers
• developments
• events T1 FM Planning,
implementing and monitoring
standards
5.4.3 Evaluation of facilities
The status and condition of facilities should be evaluated on a regular basis to ensure efficiency, effectiveness and transparency in their management.
Activities inputs
•Use a methodology to evaluate the status and the conditions of facilities
•Analyse the results of the evaluation in the respect of economical and ecological requirements (fit for purpose, fit for the future)
•Plan necessary actions based on the future requirements and the ongoing projects to create sustainable facilities
•Approve action plans by strategic management
•Design, plan and realise the action plans
•Actualise the facility register accordingly
• facility register
• Evaluation methodology
outputs
• Facility evaluation report
triggers
• Changes of FM organisation
• changes in laws and regulations
• Investments and strategic projects
T2 Evaluation of facilities
5.4.4 Evaluation of performance of FM organisation
The performance of the FM organisation should be evaluated against service levels, key performance indicators and agreed targets.
Activities inputs
•Use the methodology of performance measurement (Service Levels and KPIs)
•Analyse the results of the evaluation in the respect of achieving the agreed level
•Plan necessary actions based on the agreed requirements to hit the targets
•Approve action plans by strategic management
•Design, plan and realise the action plans
•Actualise the performance report accordingly
• SLA and KPI
• Evaluation methodology
outputs
• Facility performance report
triggers
• Changes of business units
• changes in laws and regulations T3 Evaluation of
performance of FM organisation
5.4.5 Space planning and evaluation
Existing occupancy and use of space should be evaluated against changing demands. Effective planning for predicted changes in space requirements and use will ensure available space is used to its full potential.
Activities inputs
•Use the methodology of space evaluation
•Evaluate the existing occupancy and use of space (occupant, expansion, vacant space)
•Analyse the results of the evaluation in the respect of the demands
•Plan necessary actions based on the agreed requirements to hit the targets
•Approve action plans by strategic management
•Design, plan and realise the action plans
•Actualise the space utilisation report accordingly
•Actualise the performance report accordingly
• Strategic space plan
• Evaluation methodology
outputs
• space utilisation report
triggers
• Changes of business units
• changes in laws and regulations
• Strategic space planning T4 Space
planning and evaluation
5.4.6 Procurement of facilities and facility services
The facilities and facility services which are not provided by the internal workforce need to be procured in order to achieve value for money.
Activities inputs
•Use the FM strategy and FM standards
•Consider results of evaluation process
•Specify the required quality
•Collect the required quantities
•Use the steps and actions of EN 15221-2
•Communicate decision
•Implement facility services
•Start performance measurement
• Facility strategy
• Facility standards
• Evaluation reports
outputs
• Actual facility register
• Facility services contract
triggers
• Performance evaluation
• Contract management
• Provider management T5 Procurement
of facilities and facility services
5.4.7 Contract Management
The external facility services are agreed in specific Facility Service contracts. Responsibilities for the administration, adoption, controlling and the initiation of a renewal are allocated through this process.
Activities inputs
•Administrate existing contracts
•Evaluate contract duration, analyse future changes
•Consider performance evaluation results
•Consider customer satisfaction survey
•Actualise contract contents (specifications, quantities, service levels etc.)
•Determine developments of the facility services and facilities markets (competition, prices, providers etc.)
•Approve costs in comparison with the prices and the quality (invoice approval)
•Meet with provider for contract evaluation
•Communicate changes of FM strategy and standards
•Evaluate target achievement
•Audit provider for contract compliance
• Facility Services Contracts
• Evaluation results
• FM strategy and FM standards
outputs
• Actual contract register
• Contract evaluation report
triggers
• Performance evaluation
• Provider management
• Procurement process T6 Contract
Management
5.4.8 Auditing health, safety, security and the environment
Facilities should be audited on a regular basis to ensure compliance with legal requirements, regulations and standards.
Activities inputs
•use auditing procedure and evaluate existing Health, Safety, Security and Environmental issues
•create measures for fulfilment of requirements derived of legal and insurance regulations
•control measures by regular audits
•actualise HSSE list of requirements
•educate FM team members on HSSE issues
• laws
• regulations
• insurance
outputs
• HSSE report
triggers
• projects
• issues T7 Auditing
HSSE
5.4.9 Changes management and coordination of business units
The coordination and the communication of the changes of the business unit side with the processes on operational and tactical level is the purpose of this process.
5.4.10 Provider management
The purpose of this process is the efficient administration of the external providers.
Activities inputs
•Implement new providers and debrief leaving providers (access to space, systems, procedures, security and safety regulations, FM strategy, corporate FM standards, behaviour in contact with end user / business unit etc.)
•Administrate existing providers
•Inform providers of changes (FM strategy, corporate FM standards)
•Communicate results of performance and status evaluation (KPIs, facilities)
•Set targets for the upcoming period (adaption of KPIs, objectives etc.)
•Administrate changes from providers side (contacts, personal, subcontractors) and give or reject the permission
•Evaluate the planning of services and give or reject the permission
•Control the actions of the providers
•Actualise provider development and ranking
• Facility Services Providers Register
• Evaluation results
• FM strategy and FM standards
outputs
• Actual provider register
• provider evaluation report
triggers
• Performance evaluation
• Contract management
• Procurement process T9 Provider
Management
5.4.11 Lead the Facility Management team
Effective leadership is needed to ensure optimum performance of the Facility Management team.
Activities inputs
•set targets for FM Teams
•evaluate competences of team members
•dedicate necessary inhouse competences
•derive competence development plan for team members
•inform team to strategic changes in organisation
•organise teams according to projects
• FM organisation
outputs
• competence development plan
triggers
• changes T10 Lead FM
Team
5.4.12 Administration of Facility Management and resources
The registration of facilities and maintenance of records is essential for their effective use.
Activities inputs
•create registers for facilities
•evaluate use of resources
•check efficiency and effectiveness of use of facilities and resources
• facility register
• resources register
outputs
• FM KPIs on tactical level
• FM PIs on tactical level
triggers
• changes T11
Administration of Facilities and
resources
5.4.13 Communication and change management
Effective communication and change processes are necessary at a tactical level just as at a strategic level.
Activities inputs
•create communication forms for instant and regular information of FM teams
•define communication paths and content for FM community according to issues
•set up and provide means of communication in case of emergencies,
•create communication principles (top down, bottom up)
•educate FM team in communication
•inform FM organisation of changes
•develop a change management procedure
•define tools to archive changes for later on investigation
• contact list of FM team
outputs
• regular and instant communication form
• change management tool
triggers
• changes
• news T12
Communication and Change Management