oSIST prEN 15221:2005
Facility Management - Terms and definitions
Facility Management - Terms and definitions
This draft European standard gives relevant terms and definitions in the area of Facility Management. It also provides a structure of facility services.
Facility Management - Begriffe
Dieser europäische Norm-Entwurf enthält Begriffe, die für den Bereich des Facility Managements gelten.
Außerdem enthält er eine Struktur der Facility Services.
Facilities Management - Termes et définitions
Le présent projet de norme européenne fournit les termes et définitions applicables dans le domaine de la Facilities Management. Il fournit également une structure des services d'installations.
Upravljanje z objekti in s storitvami – Izrazi in definicije
General Information
Relations
Standards Content (Sample)
SLOVENSKI oSIST prEN 15221:2005
PREDSTANDARD
september 2005
Upravljanje z objekti in s storitvami – Izrazi in definicije
Facility Management – Terms and definitions
ICS 01.040.03; 03.080.99; 91.040.01 Referenčna številka
© Standard je založil in izdal Slovenski inštitut za standardizacijo. Razmnoževanje ali kopiranje celote ali delov tega dokumenta ni dovoljeno
EUROPEAN STANDARD
DRAFT
NORME EUROPÉENNE
EUROPÄISCHE NORM
May 2005
ICS
English version
Facility Management - Terms and definitions
Facility Management - Begriffe
This draft European Standard is submitted to CEN members for enquiry. It has been drawn up by the Technical Committee CEN/TC 348.
If this draft becomes a European Standard, 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.
This draft European Standard was established by CEN in three official versions (English, French, German). A version in any other language
made by translation under the responsibility of a CEN member into its own language and notified to the Management Centre has the same
status as the official versions.
CEN members are the national standards bodies of Austria, Belgium, Cyprus, Czech Republic, Denmark, Estonia, Finland, France,
Germany, Greece, Hungary, Iceland, Ireland, Italy, Latvia, Lithuania, Luxembourg, Malta, Netherlands, Norway, Poland, Portugal, Slovakia,
Slovenia, Spain, Sweden, Switzerland and United Kingdom.
Warning : This document is not a European Standard. It is distributed for review and comments. It is subject to change without notice and
shall not be referred to as a European Standard.
EUROPEAN COMMITTEE FOR STANDARDIZATION
COMITÉ EUROPÉEN DE NORMALISATION
EUROPÄISCHES KOMITEE FÜR NORMUNG
Management Centre: rue de Stassart, 36 B-1050 Brussels
© 2005 CEN All rights of exploitation in any form and by any means reserved Ref. No. prEN 15221:2005: E
worldwide for CEN national Members.
Contents Page
Foreword.3
Introduction .4
1 Scope .5
2 Normative references .5
3 General terms and definitions.5
4 Facility services structure .6
Annex A (informative) Facility Management model .8
Annex B (informative) Structure of terms .11
Annex C (informative) Structure/scope of services.12
Foreword
This document (prEN 15221:2005) has been prepared by Technical Committee CEN/TC 348 “Facility Management”,
the secretariat of which is held by NEN.
This document is currently submitted to the CEN Enquiry.
When published definitely, this European Standard should be given the status of a national standard, either by
publication of an identical text or by endorsement and conflicting national standards should be withdrawn.
Introduction
Facility Management is still developing in various European countries. Driven by certain historical and cultural
circumstances, organizations and business areas have built different understandings and approaches. In general, all
private, business and public organization use buildings, assets and services to support their primary activities. By
coordinating these assets and services, by using management skills and by handling many changes in the
organizations environment, Facility Management influences its ability, to act proactively and provides all necessary
needs. This is done also to optimize the costs and performance of assets and services.
The main benefits of Facility Management approaches in organizations are:
– A clear and transparent communication between the demand side and the supply side by using dedicated
persons as single points of contact for all services, which are defined in an Facility Management agreement.
– A simple and manageable concept of internal and external responsibilities for services, based on strategic
decisions, which does lead to systematic insourcing or outsourcing procedures.
– An integration and coordination of all required support services.
– A reduction of conflicts between internal and external Service providers.
– A transparent knowledge and information to service levels and costs, which can be clearly communicated to the
end users.
– A most effective use of synergies amongst different services, which will help to improve the costs and
performance of an organization.
The market of Facility Management in Europe can only be estimated, but an overall volume of several hundred billion
Euros shows clearly, that this field needs to be defined and described more clearly. The effects of optimizing Facility
Management are related a broad and clear understanding of the interdependencies of the organisations processes
and Facility Management processes. In order to have a common language, this standard aims to describe the basic
functions of Facility Management and defines the relevant terms, which are needed to understand the context.
The purpose of this draft European standard is to define the general in the area of Facility Management and specific
terms used in Facility Management agreements in order to:
– Improve communication between stakeholders.
– Improve effectiveness of primary and Facility Management processes.
– Quality improvement of output.
– Develop new tools and systems.
This standard is a lead document that other initiatives should follow. Initiatives for other standards, guidelines and
technical specifications cannot be made without reference to the lead document.
For understanding terms and definitions used in this document, it is recommended to read the model and explanation
in Annex A first. The Facility Management model is derived of several existing and highly developed examples in the
United Kingdom, Germany and Sweden, thus should not describe a status quo. The principles of developing the
model are also, to keep it as simple as possible and also be adaptable to other specific tasks of organizations.
1 Scope
This draft European standard gives relevant terms and definitions in the area of Facility Management. It also provides
a structure of facility services.
2 Normative references
The following referenced documents are indispensable for the application of this document. For dated references,
only the edition cited applies. For undated references, the latest edition of the referenced document (including any
amendments) applies.
prEN 15222:2004, Facility Management – Guidance on how to prepare Facility Management agreements
3 General terms and definitions
3.1
customer
organisational unit that specifies and orders the delivery of facility services within the conditions of a Facility
Management agreement
3.2
client
organisation that specifies needs and procures facility services by means of a Facility Management agreement.
NOTE The client has a general and/or key function in all stages of the relationship with the service provider.
3.3
end users
persons receiving facility services in a permanent or temporary way
3.4
facilities management
this term is used synonymously with Facility Management
3.5
facility
a tangible asset that supports an organisation
3.6
facility management
an integrated process to support and improve the effectiveness of the primary activities of an organisation by the
management and delivery of agreed support services for the appropriate environment that is needed to achieve its
changing objectives
3.7
facility management agreement
document and/or agreement stating the conditions for provision of facility services between clients and external
service providers as well as internal service providers
3.8
facility service
a support provision to the primary activities of an organisation, delivered by internal or external providers
NOTE Facility services are services related to space & infrastructure and/or to people & organisation.
3.9
primary activities
activities that constitute the distinctive and indispensable competence 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.
3.10
service level agreement (SLA)
agreement between the client/customer and the service provider on performance and conditions of facility services
delivery
3.11
service provider
organisation that manages and/or delivers facility services as specified in a Facility Management agreement
NOTE A service provider can be internal or external to the client's organisation.
3.12
sourcing
deciding upon the source of the delivery of facility services from resources within or outside the organisation
More specific Facility Management agreement related terms are defined in prEN 15222.
4 Facility services structure
Facility Management covers and integrates a very broad scope of processes, services, activities and facilities. The
field of Facility Management can be structured in two sections, corresponding to two generic types of client's
demands:
1. Demand related to Space & infrastructure;
2. Demand related to the people & organisation.
Each section is divided up in subsections. The intention of the focus on demand is to underline the client orientation
of Facility Management.
For each type of clients demands Annex C provides a list of examples of services/activities and facilities that respond
to these demands to illustrate the structure and scope of services. Due to the complexity and the changing markets
the list is not complete or exhaustive. Depending on the organisational situation of the client, some services/activities
or facilities can fall into different subsections. An adaptation to client's demands will often be necessary.
The examples for services/activities are listed together as there is no clear rule or exact definition to classify them so
far. Some terms can either stand for a single activity or a complete service, depending on the situation.
Together with service providing, which includes a tactical component, it is the basic concept of Facility Management
to provide integrated management on tactical and strategical level to coordinate the provision of the
services/activities and facilities. This requires Facility Management specific competencies and distinguishes Facility
Management from the isolated provision of one or several services. The integrated management is an integral part of
Facility Management, but can also match a client's demand.
The structure can be organised as follows:
Structure of client's demands and scope of services
1. Space & Infrastructure
1.1 Demand for space
1.2 Demand for technical infrastructure
1.3 Demand for cleaning
1.4 Demand related to outdoor space
1.5 Workplace related demand
1.6 Specific demand related to space and infrastructure
2. People & Organisation
2.1 Demand for health, safety and security
2.2 Hospitality demand
2.3 Demand for information & communication
2.4 Demand for logistics
2.5 Demand for integrated management, consultancy and administrative support
2.6 Specific demand of the organisation
Annex A
(informative)
Facility Management model
Annex A presents the Facility Management model, which provides an integrated framework describing how Facility
Management supports the primary activities of an organisation. It deals with the demand and supply relationship and
presents the different levels of possible Facility Management interaction.
Organisation
An organisation relies on its primary processes in order to achieve its strategic objectives. Changing market forces
and developments coming from legislation, technology, mergers, etc influence these processes constantly. These
changes must be managed and structured in strategic, tactical and operational levels, in order to remain viable and
compliant.
The support processes, which can be a part of the organisation or be delivered by external service providers, have a
direct impact on the efficiency and effectiveness of the primary activities. The distinction between the primary
activities and support services is decided by each organisation individually; this distinction has to be continuously
updated.
The organisation is made up of client (corporate level), customer (business unit level) and end users. It’s the task of
the client, to specify needs and to procure the required facility services, where as the customer specifies and orders
the delivery of these services within the conditions of a Facility Management agreement. On operational level the end
users receive these support services where appropriate.
Demand and supply
From a broader perspective, Facility Management aims at balancing the demand with supply inside an organization,
reaching the optimized mix between needs/service levels and capabilities/constraints/costs:
Demand: the internal need of the primary activities for facility services (space & infrastructure and/or to people &
organisation). Facility Management demand is driven by the primary activities. It is the responsibility of the client (at
a corporate level) to clearly define the Facility Management strategy and
...
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