SIST EN ISO 41015:2023
(Main)Facility management - Influencing organizational behaviours for improved facility outcomes (ISO 41015:2023)
Facility management - Influencing organizational behaviours for improved facility outcomes (ISO 41015:2023)
See ISO/TC 267 N 199 which defines the scope as:
" The standard will outline the ways in which behaviours of management and facility users can significantly influence an organization’s operational performance for better outcomes/outputs. It will draw on principles underlying existing standards covering, for example:
• design for operability
• sustainable use of materials
• space utilization
• lifecycle maintenance
• procurement of services
• environmental management
• social responsibility
• total cost of ownership
• facility management
It can be regarded as an example of emerging standards focusing on principles and values that allow organizations to succeed with their primary activities and which are also likely to stimulate changes in behaviour with regard to optimal operation of the facility.
It takes, as its starting point, the need for thorough briefing of the design and construction team on operational performance requirements to influence positive outcomes of the design on people, place and process. Such performance requirements must be met while still delivering facilities that are safe, secure, efficient and effective and which satisfy the aspirations of the demand organization, facility users and society in general.
The requirements, recommendations and guidance in this standard will be based on principles and evidence of appropriate practices in the operation and use of facilities. Collectively, they must demonstrate the impact of efficient operations to ensure they meet operational performance requirements and outcomes. Technical and commercial considerations, as well as cultural, social and psychological aspects, will be covered since there is a growing body of evidence that individuals’ attitudes affect environmentally-related expectations and behavior. Facility users and other stakeholders must be adept in achieving defined goals and in communicating outcomes and encouraging positive change.
Out of Scope
• Influencing behaviours that do not have an impact on or create a negative change on the operation of the facility would not be considered by this standard
Facility Management - Beeinflussung des Verhaltens zur Verbesserung der Ergebnisse von Einrichtungen und der Benutzererfahrung (ISO 41015:2023)
Dieses Dokument gibt eine Anleitung, wie eine Facility Management (FM)-Organisation organisatorische Verhaltensweisen beeinflussen kann, um bessere Resultate in der Einrichtung zu erzielen, einschließlich der Art und Weise, wie sie Nutzer, Dienstleister und andere interessierte Parteien einbinden, befähigen und beeinflussen kann, um bessere Ergebnisse und Benutzererfahrungen zu erzielen, während sie mit der bebauten Umgebung interagieren.
Folglich und gleichzeitig können diese Verhaltensweisen genutzt werden, um zum Erreichen der Ziele der Nachfrageorganisation im organisatorischen Sinne beizutragen, unabhängig von der Art der Organisation oder der bebauten Umgebung. Dies ist die grundlegende Verbindung zur Rolle des FM, wie sie in ISO 41001 definiert ist.
Dieses Dokument soll auf den Anforderungen der ISO 41001 aufbauen, die der „Planen-Durchführen-Prüfen-Handeln“-Methodik folgt.
Dieses Dokument gilt für kleine und große Organisationen.
ANMERKUNG In diesem Dokument bezieht sich der Begriff „Organisation“, sofern nicht anders angegeben, auf die FM-Organisation.
ANMERKUNG Die Begriffe „Facility Management“ und „Facilities Management“ sind austauschbar verwendbar.
Facility management - Influencer les comportements organisationnels pour obtenir de meilleurs résultats en matière d’installations (ISO 41015:2023)
Le présent document fournit des recommandations sur les différentes manières dont un organisme de facility management (FM) peut influencer les comportements organisationnels afin d’obtenir de meilleurs résultats en matière d’installations, y compris la façon dont le FM peut impliquer, responsabiliser et influencer les utilisateurs, les fournisseurs de services et d’autres parties intéressées agissant entres elles pour optimiser les résultats et l’expérience utilisateur lors de toute interaction avec l’environnement construit.
Par conséquent, et simultanément, il est possible de s’appuyer sur ces comportements pour atteindre les objectifs et buts de l’organisme demandeur au niveau organisationnel, indépendamment du type d’organisme ou de l’environnement construit concerné. Cela fait fondamentalement le lien avec le rôle du FM, comme défini dans l’ISO 41001.
Le présent document vise à compléter les exigences de l’ISO 41001, qui se basent sur la méthodologie PDCA (Plan-Do-Check-Act).
Le présent document s’applique aux organismes de grande taille comme de petite taille.
NOTE 1 Pour les besoins du présent document, le terme «organisme» fait référence à l’organisme de facility management (ou organisme de FM), sauf indication contraire.
NOTE 2 Les termes anglais «facility management» et «facilities management» peuvent être utilisés de manière interchangeable.
Upravljanje objektov in storitev - Vplivanje na organizacijsko vedenje za izboljšanje rezultatov objektov (ISO 41015:2023)
Glej standard ISO/TC 267 N 199, ki določa področje uporabe, kot:
»Standard bo opisal načine, kjer lahko vedenje vodstva in uporabnikov objektov bistveno vpliva na uspešnost poslovanja organizacije v smislu boljših dosežkov in učinkov. Temeljil bo na načelih osnovnih obstoječih standardov, ki na primer zajemajo:
• projektiranje za operativnost
• trajnostno uporabo materialov
• izkoriščenost prostorov
• vzdrževanje življenjskega cikla
• naročanje storitev
• ravnanje z okoljem
• družbeno odgovornost
• skupne stroške lastništva
• upravljanje objektov
Lahko se ga uporablja kot primer novih standardov, ki se osredotočajo na načela in vrednote, s katerimi organizacije uspešno opravljajo svoje primarne dejavnosti, in ki bodo verjetno prav tako spodbudili spremembe v zvezi z optimalnim delovanjem objekta.
V prvi vrsti je potrebno temeljito poročanje skupine za projektiranje in gradnjo glede zahtev za delovanje in zmogljivost, da bi se dosegli pozitivni učinki rezultatov projektiranja na ljudi, lokacijo in postopek. Tovrstne zahteve glede zmogljivosti morajo biti izpolnjene, pri tem pa morajo biti objekti varni, zaščiteni, učinkoviti in uporabni ter izpolnjevati zahteve zadevne organizacije, uporabnikov objekta in družbe na splošno.
Zahteve, priporočila in smernice v tem standardu bodo temeljile na načelih in dokazih iz ustreznih praks v zvezi z delovanjem in uporabo objektov. Skupaj morajo izkazovati vpliv učinkovitega delovanja, da bi izpolnjevali zahteve operativne zmogljivosti in cilje. Zajeti bodo tehnični in komercialni dejavniki kot tudi kulturni, družbeni in psihosocialni vidiki, saj je vse več dokazov, da odnosi posameznikov vplivajo na okoljska pričakovanja in vedenje. Uporabniki objektov in druge zainteresirane strani morajo znati dosegati opredeljene cilje in sporočati rezultate ter spodbujati pozitivne spremembe.
Zunaj področja uporabe
• Vedenja, ki ne vpliva na negativno spremembo delovanja objekta ali je ne ustvarja, ta standard ne obravnava.
General Information
Standards Content (Sample)
SLOVENSKI STANDARD
SIST EN ISO 41015:2023
01-junij-2023
Upravljanje objektov in storitev - Vplivanje na organizacijsko vedenje za
izboljšanje rezultatov objektov (ISO 41015:2023)
Facility management - Influencing organizational behaviours for improved facility
outcomes (ISO 41015:2023)
Facility Management - Beeinflussung des Verhaltens zur Verbesserung der Ergebnisse
von Einrichtungen und der Benutzererfahrung (ISO 41015:2023)
Facility management - Influencer les comportements organisationnels pour obtenir de
meilleurs résultats en matière d’installations (ISO 41015:2023)
Ta slovenski standard je istoveten z: EN ISO 41015:2023
ICS:
03.080.10 Vzdrževalne storitve. Maintenance services.
Upravljanje objektov Facilities management
SIST EN ISO 41015:2023 en,fr,de
2003-01.Slovenski inštitut za standardizacijo. Razmnoževanje celote ali delov tega standarda ni dovoljeno.
---------------------- Page: 1 ----------------------
SIST EN ISO 41015:2023
---------------------- Page: 2 ----------------------
SIST EN ISO 41015:2023
EN ISO 41015
EUROPEAN STANDARD
NORME EUROPÉENNE
April 2023
EUROPÄISCHE NORM
ICS 03.080.10
English Version
Facility management - Influencing organizational
behaviours for improved facility outcomes (ISO
41015:2023)
Facility management - Influencer les comportements Facility Management - Beeinflussung des Verhaltens
organisationnels pour obtenir de meilleurs résultats en zur Verbesserung der Ergebnisse von Einrichtungen
matière d'installations (ISO 41015:2023) und der Benutzererfahrung (ISO 41015:2023)
This European Standard was approved by CEN on 4 April 2023.
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.
This European Standard exists 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 CEN-CENELEC Management
Centre has the same status as the official versions.
CEN members are the national standards bodies of Austria, Belgium, Bulgaria, Croatia, Cyprus, Czech Republic, Denmark, Estonia,
Finland, France, Germany, Greece, Hungary, Iceland, Ireland, Italy, Latvia, Lithuania, Luxembourg, Malta, Netherlands, Norway,
Poland, Portugal, Republic of North Macedonia, Romania, Serbia, Slovakia, Slovenia, Spain, Sweden, Switzerland, Türkiye and
United Kingdom.
EUROPEAN COMMITTEE FOR STANDARDIZATION
COMITÉ EUROPÉEN DE NORMALISATION
EUROPÄISCHES KOMITEE FÜR NORMUNG
CEN-CENELEC Management Centre: Rue de la Science 23, B-1040 Brussels
© 2023 CEN All rights of exploitation in any form and by any means reserved Ref. No. EN ISO 41015:2023 E
worldwide for CEN national Members.
---------------------- Page: 3 ----------------------
SIST EN ISO 41015:2023
EN ISO 41015:2023 (E)
Contents Page
European foreword . 3
2
---------------------- Page: 4 ----------------------
SIST EN ISO 41015:2023
EN ISO 41015:2023 (E)
European foreword
This document (EN ISO 41015:2023) has been prepared by Technical Committee ISO/TC 267 "Facility
management" in collaboration with Technical Committee CEN/TC 348 “Facility Management” the
secretariat of which is held by SN.
This European Standard shall be given the status of a national standard, either by publication of an
identical text or by endorsement, at the latest by October 2023, and conflicting national standards shall
be withdrawn at the latest by October 2023.
Attention is drawn to the possibility that some of the elements of this document may be the subject of
patent rights. CEN shall not be held responsible for identifying any or all such patent rights.
Any feedback and questions on this document should be directed to the users’ national standards
body/national committee. A complete listing of these bodies can be found on the CEN website.
According to the CEN-CENELEC Internal Regulations, the national standards organizations of the
following countries are bound to implement this European Standard: Austria, Belgium, Bulgaria,
Croatia, Cyprus, Czech Republic, Denmark, Estonia, Finland, France, Germany, Greece, Hungary, Iceland,
Ireland, Italy, Latvia, Lithuania, Luxembourg, Malta, Netherlands, Norway, Poland, Portugal, Republic of
North Macedonia, Romania, Serbia, Slovakia, Slovenia, Spain, Sweden, Switzerland, Türkiye and the
United Kingdom.
Endorsement notice
The text of ISO 41015:2023 has been approved by CEN as EN ISO 41015:2023 without any modification.
3
---------------------- Page: 5 ----------------------
SIST EN ISO 41015:2023
---------------------- Page: 6 ----------------------
SIST EN ISO 41015:2023
INTERNATIONAL ISO
STANDARD 41015
First edition
2023-03
Facility management — Influencing
organizational behaviours for
improved facility outcomes
Facility management — Influencer les comportements
organisationnels pour obtenir de meilleurs résultats en matière
d’installations
Reference number
ISO 41015:2023(E)
© ISO 2023
---------------------- Page: 7 ----------------------
SIST EN ISO 41015:2023
ISO 41015:2023(E)
COPYRIGHT PROTECTED DOCUMENT
© ISO 2023
All rights reserved. Unless otherwise specified, or required in the context of its implementation, no part of this publication may
be reproduced or utilized otherwise in any form or by any means, electronic or mechanical, including photocopying, or posting on
the internet or an intranet, without prior written permission. Permission can be requested from either ISO at the address below
or ISO’s member body in the country of the requester.
ISO copyright office
CP 401 • Ch. de Blandonnet 8
CH-1214 Vernier, Geneva
Phone: +41 22 749 01 11
Email: copyright@iso.org
Website: www.iso.org
Published in Switzerland
ii
© ISO 2023 – All rights reserved
---------------------- Page: 8 ----------------------
SIST EN ISO 41015:2023
ISO 41015:2023(E)
Contents Page
Foreword .iv
Introduction .v
1 Scope . 1
2 Normative references . 1
3 Terms and definitions . 1
4 Context of the organization .2
4.1 General . 2
4.2 Understanding the organization . 2
4.3 Identifying organizational strategic goals and objectives . 3
4.3.1 General . 3
4.3.2 Aligning with organizational goals . 3
4.4 Demonstrating and communicating value . 4
5 Influencing behaviour .4
5.1 General . 4
5.2 Ability to influence. 4
5.3 Developing key relationships . 4
5.4 Behavioural change . 5
5.5 Value drivers . 6
5.5.1 General . 6
5.5.2 Working with value drivers . 7
5.6 Opportunities to influence . 7
6 Planning for change .8
6.1 General . 8
6.2 Change process . . 8
6.3 Risks and opportunities encountered during changes . 8
6.4 Framework to support behavioural change . 9
7 Aligning FM actions to strategic outcomes . 9
7.1 General . 9
7.2 Outputs and outcomes . 9
7.3 Applying value drivers . 9
7.4 Target outputs . 10
8 Performance evaluation .11
8.1 General . 11
8.2 Outcome evaluation . 11
8.3 Performance indicators . 11
8.3.1 General . 11
8.3.2 Focus . 11
8.3.3 Attributes . 12
8.4 Evaluation .12
8.4.1 General .12
8.4.2 Evaluation attributes . . .12
8.4.3 Indicators of success .12
8.4.4 Evaluation methodologies .12
9 Improvement .13
9.1 General .13
9.2 Continual improvement .13
9.3 Demonstrating improvement .13
Annex A (informative) Guidance .14
Bibliography .24
iii
© ISO 2023 – All rights reserved
---------------------- Page: 9 ----------------------
SIST EN ISO 41015:2023
ISO 41015:2023(E)
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, in collaboration
with the European Committee for Standardization (CEN) Technical Committee CEN/TC 348, Facility
Management, in accordance with the Agreement on technical cooperation between ISO and CEN (Vienna
Agreement).
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.
iv
© ISO 2023 – All rights reserved
---------------------- Page: 10 ----------------------
SIST EN ISO 41015:2023
ISO 41015:2023(E)
Introduction
This document is intended for owners, operators and service providers (internal and/or external)
at a facility. It identifies the different ways in which facility improvements can positively influence
behaviours which can increase the contribution of the facility to the demand organization. While
behaviours are subjective, guidance on how these can be clearly specified and measured will enable
a collective, collaborative and common objective to be reached by all parties. Influencing behaviour
should be seen in the context of the ways in which individuals act or conduct themselves.
Efficient and effective facility management (FM) will ultimately fulfil the demand organization’s
requirement for optimal performance and allow for a more agile organizational approach. The
organization should be able to determine the potential impact that its approaches have on meeting the
demand organization’s mission so that the organization can align and deliver its services accordingly.
This document provides guidance on the appropriate operation of the facility so that its contribution to
meeting the demand organization’s mission and goals can be clearly specified and measured.
Annex A provides examples and more guidance related to the specific clauses.
v
© ISO 2023 – All rights reserved
---------------------- Page: 11 ----------------------
SIST EN ISO 41015:2023
---------------------- Page: 12 ----------------------
SIST EN ISO 41015:2023
INTERNATIONAL STANDARD ISO 41015:2023(E)
Facility management — Influencing organizational
behaviours for improved facility outcomes
1 Scope
This document gives guidance on the ways in which a facility management (FM) organization can
influence organizational behaviours to achieve improved facility outcomes, including how it can
engage, empower and influence users, service providers and other interested parties with one another
for improved outcomes and user experience while interfacing with the built environment.
Consequently, and simultaneously, these behaviours can be harnessed to contribute to the achievement
of the demand organization’s objectives and goals in an organizational sense, regardless of the type of
organization or built environment involved. This is the fundamental link to the role of FM as defined in
ISO 41001.
This document is intended to build upon the requirements in ISO 41001, which adheres to the Plan-Do-
Check-Act methodology.
This document is applicable to organizations both large and small.
NOTE 1 For the purposes of this document, the term “organization” refers to the FM organization unless
otherwise stated.
NOTE 2 The terms “facility management” and “facilities management” can be used interchangeably.
2 Normative references
The following documents are referred to in the text in such a way that some or all of their content
constitutes requirements 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.
ISO 41011, Facility management — Vocabulary
3 Terms and definitions
For the purposes of this document, the terms and definitions given in ISO 41011 and the following apply.
ISO and IEC maintain terminology databases for use in standardization at the following addresses:
— ISO Online browsing platform: available at https:// www .iso .org/ obp
— IEC Electropedia: available at https:// www .electropedia .org/
3.1
organizational behaviour
result of how interested parties interact with one another and the built environment within a demand
organization
Note 1 to entry: These interactions subsequently influence how the demand organization itself behaves and how
well it performs.
3.2
outcome
final result or consequence of an output (3.3)
Note 1 to entry: Outcomes and outputs may affect each other through a circular process.
1
© ISO 2023 – All rights reserved
---------------------- Page: 13 ----------------------
SIST EN ISO 41015:2023
ISO 41015:2023(E)
3.3
output
end product or service of a process
Note 1 to entry: Outputs and outcomes (3.2) may affect each other through a circular process.
3.4
value driver
factor that has perceived worth to the demand organization or interested party
4 Context of the organization
4.1 General
The organization supports the demand organization in circumstances determined substantially by
behaviours in the demand organization. To deliver value to the demand organization, the organization
should identify, align with and give prompt priority to demand organization needs and initiatives.
These may arise from external or internal issues.
4.2 Understanding the organization
The organization has a direct role in the delivery of outputs supporting the core business of the
demand organization. It also contributes to the outcomes and competitive advantage of the demand
organization. The organization is situated to influence demand organization behaviours, actions and
decisions that can affect the achievement of demand organization goals in areas such as economy,
productivity, resilience and reputation.
The organization should determine the potential impact that FM processes and activities have in
carrying out the mission of the demand organization. It should recommend policies and processes that
have potential for successful performance within the constraints of the demand organization context,
and consistent with demand organization culture.
The organization should communicate to the demand organization the context in which it operates and
its FM strategy, and the FM impact on elements such as:
— mission;
— vision;
— values;
— infrastructure;
— workspace;
— processes;
— marketing relationship;
— attracting and retaining talent;
— people development;
— communication;
— sustainability;
— health and safety;
— finance;
2
© ISO 2023 – All rights reserved
---------------------- Page: 14 ----------------------
SIST EN ISO 41015:2023
ISO 41015:2023(E)
— risks and opportunities;
— compliance;
— performance;
— executive team;
— productivity;
— culture;
— technology;
— quality;
— geopolitics;
— innovation.
In addition, the organization should map the external and internal issues that can impact or influence
the demand organization. These factors can include the following:
— External context: economic, social, spatial and environmental issues, as experienced by end users at
present and in the foreseeable future.
— Internal context: people (user experience, organizational culture), place (image, collaboration,
flexibility, cost) and process (productivity, reliability, innovation) issues.
To map the external and internal issues that apply to FM and the impact outcomes sought by the demand
organization, the organization should remain aware of current demand organization principles,
policies, strategies and initiatives
The organization should periodically identify how external and internal issues impact and influence
demand organization behaviours and actions, and facility user experiences and outcomes, throughout
the facility life cycle and across strategic and tactical levels of operation.
4.3 Identifying organizational strategic goals and objectives
4.3.1 General
The organization should identify the demand organization goals and objectives that can be influenced
to achieve positive outcomes and user experiences. The organization should determine goals, objectives
and targets, including factors critical to success, their measurement and the environment for achieving
them. To do so, the organization should remain familiar with and align with demand organization
goals and objectives, and the interested parties affected. The demand organization should support the
organization with information pertaining to its goals and objectives.
4.3.2 Aligning with organizational goals
In preparation for influencing behaviour, the organization should map how its business approaches,
activities and practices can affect the achievement of demand organization goals and objectives. It
should then recommend changes, as necessary, to ensure that FM can provide effective support.
Changes to organizational policies, processes or procedures should be considered whenever a
misalignment between goals and anticipated results becomes evident. The organization should also
consider incidental impacts on existing outputs when proposing a change. The effectiveness of this
provision can be enhanced by the use of scheduled reviews.
3
© ISO 2023 – All rights reserved
---------------------- Page: 15 ----------------------
SIST EN ISO 41015:2023
ISO 41015:2023(E)
When working with goals, objectives, operating principles and approaches, the organization should
adopt the same business terminology as used by the demand organization. This also applies to
subsequent control, planning and monitoring activities.
4.4 Demonstrating and communicating value
Before the organization can influence organizational behaviour, it should demonstrate its value as a key
interested party to the demand organization.
The organization may demonstrate value as a key interested party by:
— aligning outputs and outcomes achieved with organizational goals, targets and objectives;
— negating, mitigating or transferring organizational risk;
— reducing direct costs;
— improving efficiency and productivity;
— delivering intangible or indirect value by enhancing reputation through facility appearance,
business conduct and interactions with the community.
5 Influencing behaviour
5.1 General
The organization should align itself with the demand organization’s goals.
The organization should acquire and maintain a clear and thorough understanding of demand
organization needs and expectations. Then, it can identify how to influence behaviour to meet them.
5.2 Ability to influence
Changes in conditions, processes, provisions, policies and attendant behaviours are often involved in
reaching objectives at all levels. When a need for change is identified, the organization should carefully
consider how to approach implementation. Methodologies should be appropriate in scale to the desired
change and should facilitate the ability to adopt the desired behaviour. Clause 6 discusses planning for
change in more detail.
The organization should recognize that influence is founded upon:
— how the organizational culture shapes decision-making and behaviour;
— professional attitudes, motivations and skills;
— the level of maturity of the organization;
— the relationship of the FM staff with facility users and others with a stake in facility operation.
The organization should self-assess to identify its level of maturity and competence to influence
interested parties. Principal areas to develop are key relationships (see 5.3), principles of behavioural
change (see 5.4), perception of value (see 5.5) and identifying opportunities to influence (see 5.6).
5.3 Developing key relationships
Often, the ability to influence behaviour is dependent on the relationship between the influencer and the
interested party. This relationship determines the degree to which interested parties can be influenced
and the extent to which the behavioural change can be achieved.
4
© ISO 2023 – All rights reserved
---------------------- Page: 16 ---------
...
SLOVENSKI STANDARD
oSIST prEN ISO 41015:2022
01-september-2022
Upravljanje objektov in storitev - Vplivanje na organizacijsko vedenje za
izboljšanje rezultatov objektov (ISO/DIS 41015:2022)
Facility management - Influencing organizational behaviours for improved facility
outcomes (ISO/DIS 41015:2022)
Facility Management - Beeinflussung des Verhaltens zur Verbesserung der Ergebnisse
von Einrichtungen und der Benutzererfahrung (ISO/DIS 41015:2022)
Facility management - Influencer les comportements organisationnels pour obtenir de
meilleurs résultats en matière d’installations (ISO/DIS 41015:2022)
Ta slovenski standard je istoveten z: prEN ISO 41015
ICS:
03.080.10 Vzdrževalne storitve. Maintenance services.
Upravljanje objektov Facilities management
oSIST prEN ISO 41015:2022 en,fr,de
2003-01.Slovenski inštitut za standardizacijo. Razmnoževanje celote ali delov tega standarda ni dovoljeno.
---------------------- Page: 1 ----------------------
oSIST prEN ISO 41015:2022
---------------------- Page: 2 ----------------------
oSIST prEN ISO 41015:2022
DRAFT INTERNATIONAL STANDARD
ISO/DIS 41015
ISO/TC 267 Secretariat: BSI
Voting begins on: Voting terminates on:
2022-07-05 2022-09-27
Facility management — Influencing organizational
behaviours for improved facility outcomes
ICS: 03.080.10
This document is circulated as received from the committee secretariat.
THIS DOCUMENT IS A DRAFT CIRCULATED
FOR COMMENT AND APPROVAL. IT IS
ISO/CEN PARALLEL PROCESSING
THEREFORE SUBJECT TO CHANGE AND MAY
NOT BE REFERRED TO AS AN INTERNATIONAL
STANDARD UNTIL PUBLISHED AS SUCH.
IN ADDITION TO THEIR EVALUATION AS
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 41015:2022(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 2022
---------------------- Page: 3 ----------------------
oSIST prEN ISO 41015:2022
ISO/DIS 41015:2022(E)
DRAFT INTERNATIONAL STANDARD
ISO/DIS 41015
ISO/TC 267 Secretariat: BSI
Voting begins on: Voting terminates on:
Facility management — Influencing organizational
behaviours for improved facility outcomes
ICS: 03.080.10
This document is circulated as received from the committee secretariat.
COPYRIGHT PROTECTED DOCUMENT
THIS DOCUMENT IS A DRAFT CIRCULATED
FOR COMMENT AND APPROVAL. IT IS
© ISO 2022
ISO/CEN PARALLEL PROCESSING
THEREFORE SUBJECT TO CHANGE AND MAY
All rights reserved. Unless otherwise specified, or required in the context of its implementation, no part of this publication may
NOT BE REFERRED TO AS AN INTERNATIONAL
be reproduced or utilized otherwise in any form or by any means, electronic or mechanical, including photocopying, or posting on STANDARD UNTIL PUBLISHED AS SUCH.
the internet or an intranet, without prior written permission. Permission can be requested from either ISO at the address below
IN ADDITION TO THEIR EVALUATION AS
or ISO’s member body in the country of the requester. BEING ACCEPTABLE FOR INDUSTRIAL,
TECHNOLOGICAL, COMMERCIAL AND
ISO copyright office
USER PURPOSES, DRAFT INTERNATIONAL
CP 401 • Ch. de Blandonnet 8
STANDARDS MAY ON OCCASION HAVE TO
BE CONSIDERED IN THE LIGHT OF THEIR
CH-1214 Vernier, Geneva
POTENTIAL TO BECOME STANDARDS TO
Phone: +41 22 749 01 11
WHICH REFERENCE MAY BE MADE IN
Reference number
Email: copyright@iso.org
NATIONAL REGULATIONS.
Website: www.iso.org ISO/DIS 41015:2022(E)
RECIPIENTS OF THIS DRAFT ARE INVITED
Published in Switzerland
TO SUBMIT, WITH THEIR COMMENTS,
NOTIFICATION OF ANY RELEVANT PATENT
RIGHTS OF WHICH THEY ARE AWARE AND TO
ii
© ISO 2022 – All rights reserved
PROVIDE SUPPORTING DOCUMENTATION. © ISO 2022
---------------------- Page: 4 ----------------------
oSIST prEN ISO 41015:2022
ISO/DIS 41015:2022(E)
Contents Page
Foreword .iv
Introduction .v
1 Scope . 1
2 Normative references . 1
3 Terms and definitions . 1
4 Context of the organization .2
4.1 General . 2
4.2 Understanding the organization . 2
4.3 Identifying organizational goals and objectives . 3
4.3.1 Aligning with organizational goals . 3
4.4 Demonstrating and communicating value . 3
5 Influencing behaviour .4
5.1 General . 4
5.2 Ability to influence. 4
5.3 Developing key relationships . 4
5.4 Behavioural change . 5
5.5 Value drivers . 5
5.5.1 Working with value drivers . 7
5.6 Opportunities to influence . 7
6 P lanning for change .7
6.1 General . 7
6.2 Change process . . 7
6.3 Risks and opportunities encountered during changes . 8
6.4 Framework to support behavioural change . 8
7 Aligning FM actions to strategic outcomes . 9
7.1 General . 9
7.2 Outputs and outcomes . 9
7.3 Applying Value Drivers . 9
7.4 Target outputs . 10
8 P erformance evaluation .10
8.1 General . 10
8.2 Outcome evaluation . 10
8.3 Performance indicators . 10
8.3.1 Focus . 10
8.3.2 Attributes . 11
8.4 Evaluation . 11
8.4.1 Evaluation attributes . . . 11
8.4.2 Indicators of success . 11
8.4.3 Evaluation methodologies . 11
9 Improvement .12
9.1 General .12
9.2 Continual improvement .12
9.3 Demonstrating improvement .12
Annex A Guidance .13
iii
© ISO 2022 – All rights reserved
---------------------- Page: 5 ----------------------
oSIST prEN ISO 41015:2022
ISO/DIS 41015:2022(E)
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.
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.
iv
© ISO 2022 – All rights reserved
---------------------- Page: 6 ----------------------
oSIST prEN ISO 41015:2022
ISO/DIS 41015:2022(E)
Introduction
The International Standards on facility management (FM) developed by ISO/TC 267 describe the
characteristics of facility management and are intended for use in both the private and public sectors.
NOTE The terms “facility management” and “facilities management” can be used interchangeably.
International cooperation in the preparation of these International Standards has identified common
practices that can be applied across a wide variety of market sectors, organizational types, process
activities and geographies, and their implementation will help to:
— improve user experience quality, productivity and performance.
— promote and enhance sustainability and reduce negative environmental impact.
— develop functional, inclusive and motivating work environments.
— maintain regulatory compliance and provide safe workplaces.
— optimize asset life cycle performance.
— improve resilience and relevance.
— manage expectations and demands of end users and other interested parties.
— project an organization’s identity and image more successfully.
This standard is intended for owners, operators, and service providers (internal and/or external)
at a facility. The aim is to identify the different ways facility improvements can positively influence
behaviours to improve the contribution that the facility makes to the demand organization. Whilst
behaviours are subjective, the recommendations and guidance on how these can be clearly defined
and measured will enable a collective, collaborative and common objective to be reached by all parties.
Influencing behaviour should be seen in the context of the ways in which individuals act or conduct
themselves.
Efficient and effective facility management will ultimately fulfil the demand organization’s requirement
for optimal performance and allow for a more agile organizational approach. The organization should be
able to determine the potential impact that its approaches have on meeting the demand organization’s
mission so that the organization aligns and delivers its services accordingly. The aim is to provide
recommendations and guidance on the appropriate operation of the facility so that its contribution to
meeting the demand organization’s mission and goals can be clearly defined and measured.
v
© ISO 2022 – All rights reserved
---------------------- Page: 7 ----------------------
oSIST prEN ISO 41015:2022
---------------------- Page: 8 ----------------------
oSIST prEN ISO 41015:2022
DRAFT INTERNATIONAL STANDARD ISO/DIS 41015:2022(E)
Facility management — Influencing organizational
behaviours for improved facility outcomes
1 Scope
The standard provides guidance on the ways the organization can:
— Engage, empower, and influence facility managers, users, and other interested parties for improved
outcomes and user experience; and
— Contribute to the performance of the demand organization objectives and goals.
2 Normative references
The following documents are referred to in the text in such a way that some or all of their content
constitutes requirements 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.
ISO 41001:2018, Facility management — Management systems — Requirements with guidance for use
ISO 41011:2017, Facility management — Vocabulary
ISO 41012:2017, Facility management — Guidance on strategic sourcing and the development of agreements
ISO 41014:2020, Facility management — Development of a facility management strategy
ISO 41018:2022, Facility management – Development of a facility management policy
3 Terms and definitions
For the purposes of this document, the terms and definitions given in ISO 41011:2017 – Facility
management – Vocabulary and the following apply.
ISO and IEC maintain terminological databases for use in standardization at the following addresses:
— ISO Online browsing platform: available at https:// www .iso .org/ obp
— IEC Electropedia: available at https:// www .electropedia .org/
NOTE For the purposes of this document, the term “organization” will refer to the FM organization unless
otherwise stated.
3.1
output
end product or service of a process
Note 1 to entry: The outputs and outcomes may affect each other through a circular process.
3.2
outcome
final result or consequence of the output
Note 1 to entry: The outputs and outcomes may affect each other through a circular process.
1
© ISO 2022 – All rights reserved
---------------------- Page: 9 ----------------------
oSIST prEN ISO 41015:2022
ISO/DIS 41015:2022(E)
4 Context of the organization
4.1 General
The organization supports the demand organization in circumstances determined substantially by
behaviours in the demand organization. To deliver value to the demand organization, the organization
should be recognized for knowing, aligning with, and giving prompt priority to demand organization
needs and initiatives. These may arise from internal or external factors.
4.2 Understanding the organization
The organization has a direct role in delivery of outputs supporting the core business and contributes to
the outcomes and competitive advantage of the demand organization. The organization is well situated
to influence demand organization behaviours, actions, and decisions that can affect achievement of
demand organization goals in areas such as economy, productivity, resilience, and reputation.
The organization should determine the potential impact that FM processes and activities can have
in carrying out the mission of the demand organization and recommend policies and processes with
consideration of potential for successful performance within the constraints of the demand organization
context, consistent with demand organization culture.
It is key for the demand organization to appreciate the context under which the FM strategy and the
organization itself have developed, and FM impact on elements, such as:
— mission
— vision
— values
— infrastructure
— workspace
— processes
— marketing relationship
— attracting and retaining talent
— people development
— communication
— sustainability
— health and safety
— finance
— risk & opportunities
— compliance
— performance
— executive team
— productivity
— culture
— technology
2
© ISO 2022 – All rights reserved
---------------------- Page: 10 ----------------------
oSIST prEN ISO 41015:2022
ISO/DIS 41015:2022(E)
— quality
— innovation
In addition, the organization should map the external and internal factors that could impact or influence
the demand organization. These factors could include:
— External context: economic, social, spatial, environmental, as experienced by end users at present
and in the foreseeable future.
— Internal context: people (user experience, organizational culture), place (image, collaboration,
flexibility, cost), and process (productivity, reliability, innovation)
To map the internal and external contexts that apply to FM and impact outcomes sought by the demand
organization, it is critical for the organization to remain aware of current demand organization
principles, policies, strategies, and initiatives
The organization should periodically identify how elements of context impact and influence demand
organization behaviours, actions, and facility user experiences and outcomes throughout the facility
lifecycle and across strategic and tactical levels of operation.
4.3 Identifying organizational goals and objectives
The organization should identify demand organization goals and objectives that can be influenced to
achieve positive outcomes and user experiences. The organization will determine goals, objectives, and
targets, including factors critical to success, their measurement, and the environment for achieving
them. To do so, the organization must remain familiar with and align with demand organization goals,
objectives, and stakeholders affected. The demand organization should support the organization with
information pertaining to its goals and objectives.
4.3.1 Aligning with organizational goals
In preparation for influencing behaviour, the organization should map how its business approaches,
activities, and practices can affect the achievement of demand organization goals and objectives, then
recommend change, as necessary, to ensure that FM can provide effective support.
Change to organization policies, processes, or procedures should be considered whenever a
misalignment between goals and anticipated results becomes evident. The organization should also
consider incidental impacts on existing outputs when proposing a change. The effectiveness of this
provision can be enhanced by use of scheduled reviews.
When working with goals, objectives, operating principles, and approaches it is important for the
organization to adopt the same business terminology as used by the demand organization. This applies
as well to subsequent control, planning, and monitoring activities.
4.4 Demonstrating and communicating value
Before the organization can influence organizational behaviour, it should demonstrate its value as a key
stakeholder to the demand organization.
The organization may demonstrate value as a key stakeholder by:
— Aligning outputs and outcomes achieved with organizational goals, targets, and objectives
— Negating, mitigating, or transferring organizational risk
— Reducing direct cost
— Improving efficiency and productivity
— Delivering intangible or indirect value through reputation or other tactics
3
© ISO 2022 – All rights reserved
---------------------- Page: 11 ----------------------
oSIST prEN ISO 41015:2022
ISO/DIS 41015:2022(E)
5 Influencing behaviour
5.1 General
With the demand organization context understood, the organization can and should align with demand
organization goals. It remains to influence demand organization behaviour to ensure that the actions of
the organization are utilized to best effect by the demand organization.
To deliver value to the demand organization, FM must acquire and maintain a clear and thorough
understanding of demand organization expectations and needs. The organization can then identify
how the needs and expectations of the demand organization to meet the needs of stakeholders can be
met and the role of influencing behaviour in doing so.
5.2 Ability to influence
Changes in conditions, processes, provisions, policies, and attendant behaviours will often be involved
in reaching objectives at all levels. When the need for change is identified, the organization should
carefully consider how to approach implementation. Methodologies considered should be appropriate
in scale to the desired change and should facilitate stakeholder ability to adopt the desired behaviour. A
later section will discuss change planning in detail.
The organization should recognize that influence is founded upon:
— How the organizational culture shapes decision making and behaviour,
— Professional attitudes, motivations, and skills
— The level of maturity of the organization
— The relationship of the FM staff with facility users and others with a stake in facility operation
The organization should self-assess to identify its level of maturity and competence to influence
stakeholders. Principal areas to develop are key relationships, principles of behaviour change, tools and
processes, perception of value, and identifying opportunities to influence.
5.3 Developing key relationships
Often, the ability to influence behaviour is dependent on the relationship between the influencer and
the stakeholder. This relationship will determine the degree to which stakeholders can be influenced
and the extent to which the behavioural change can be achieved.
The influencer should be perceived as authentic, trustworthy, reliable, responsive, relatable and
knowledgeable.
Information and communication are key to developing relationships of influence. The information
should communicate the purpose, desired outcomes and the benefits, as applicable to the demand
organization and relevant stakeholders.
The organization should identify and map relevant stakeholders, and other requirements that can
impact the demand organization’s ability to achieve its strategic goals. These include, but are not limited
to:
— Functional areas with the demand organization:
— Leadership
— Finance
— Procurement
— Human resources
4
© ISO 2022 – All rights reserved
---------------------- Page: 12 ----------------------
oSIST prEN ISO 41015:2022
ISO/DIS 41015:2022(E)
— IT
— Risk management
— Environment & sustainability
— Public relations
— Legal and Regulatory
— Government and community officials
— Service providers
— Customers and clients
The organization should focus on developing relationships with key stakeholders to ensure that 1) it
understands the motivations and drivers of each stakeholder and that 2) stakeholders understands
how the organization can support the achievement of shared goals.
These stakeholder relationships will be key to achieving behavioural change when a higher level of
engagement is necessary to achieve the desired outcome.
5.4 Behavioural change
Behavioural change occurs when a stakeholder demonstrates a change in thinking and approach to a
situation in order to achieve a different outcome.
The organization should consider how its own business approaches and practices can facilitate the
adoption of desired behaviours. By doing so, the organization can ensure that it is not placing undue
burden for change on the stakeholder.
The organization should consider, for example:
— Can the desired outcome be achieved through automation? If so, this does not require action on the
part of the stakeholder. However, the organization should communicate the value to the demand
organization as a result of the processes.
— Can the desired outcome be achieved by changes to the physical environment? Even subtle changes
can influence individuals to act in a desired manner. Environments free of debris and signs of
deterioration will prompt individuals to maintain the desired state. Appropriate signage will support
wayfinding. Again, communicating the value of these initiatives will increase the understanding of
the FM value among stakeholders and, as a result, expand its ability to influence future change
efforts.
— Does achieving the desired outcome require a high level of engagement from the stakeholder(s)?
in this case, a change management process may be necessary. The organization should assess its
competency in this area.
The change management process should consider what motivates the behaviour of end users and other
interested stakeholders. When the motivating factors are understood, the ability to alter the current
situation as part of a
...
Questions, Comments and Discussion
Ask us and Technical Secretary will try to provide an answer. You can facilitate discussion about the standard in here.