Beruflich Dokumente
Kultur Dokumente
Readiness Guide
A guide to ensuring long term effectiveness
in the design and construction process
FOREWORD
Creating a building that has the end
user in mind is key and should be the
starting point for any construction
project whether it is a new build or a
major refurbishment
The benefits of recognising the need to address This guide draws upon the RIBA Plan of Work 2013,
specific issues such as post occupancy energy referencing each RIBA stage. It is the Plan of Work that
performance, reducing operational costs and leads the design process and unites professionals from
delivering better outcomes, have long been across the built environment and the end user in the
recognised. Yet historically design teams have tended design and construction process. Each stage is also
to focus on construction activity and utilised specialist aligned to the BIM process. Therefore each member
contractors as part of this process to create the of the project team can focus, from the outset of
operation and maintenance guidance for the client. a project, on delivering high quality data which
Despite being responsible for the operation of the can be incorporated into Computer Aided Facilities
building, facilities management professionals were Management (CAFM) systems.
often far removed from the process.
As an Institute, BIFM wants to ensure that FM
The RIBA Plan of Work launched in 2013 aligned to professionals have the skills and tools in place to
the new Building Information Modelling (BIM) process embrace these new opportunities and deliver greater
model. This presented a new opportunity for facilities value to the organisations and businesses occupying
management with the stages 0 and 7. Stage 7 these buildings. The guidance set out within this
recognised the building occupation and in use period, document will provide practical insight of the roles and
providing the opportunity for new post occupancy responsibilities of the FM function at each stage of the
services that will help to ensure that a building is running process. By doing so, it aims to support FM professionals
as intended and effectively for the user. in breaking down a long history of professional
tradition and practice within the building, design
It is this emphasis on the full lifetime occupancy, and construction professions and promote greater
relevance and effectiveness that has firmly placed collaboration and integration at each key stage.
facilities management at the heart of the building
life cycle. The outcomes from stage 7 feed into stage After all, BIM is not solely a technology; it is a new way
0 creating a virtuous circle focussed on full lifetime of working that integrates the design, construction
performance. Stage 0 uses feedback from previous and facilities management communities into one.
projects allows a proposed project to be defined and
ratified before a detailed brief is prepared during Stage 1.
CONTENTS OPERATIONAL READINESS GUIDE
INTRODUCTION
STAGE 5 CONSTRUCTION 20
STAGE 7 IN USE 27
REFERENCES 30
ABBREVIATIONS 34
This guide is intended to aid FMs (FM professionals) in their role as a key stakeholder
in the design and construction process. It aims to provide the perspective of the
operational end user and offers advice on the processes, activities, tools and INTRODUCTION
frameworks applied to deliver and operate buildings that are fit for purpose,
operate optimally and provide a high level of occupant satisfaction.
STAGE 0:
Strategic Definition
Facilities Management (FM)* as a profession is defined in FMs recognise the need for greater collaboration and
BS EN 15221-1:2006 Facilities Management: Part 1 Terms feedback in order to design, construct and deliver STAGE 1:
Preparation
and definitions as: buildings that meet the needs of operators, owners and Brief
Integration of processes within an organisation and occupiers. There is great demand for buildings that
to maintain and develop the agreed services are not only sustainable and energy efficient but also STAGE 2:
Concept Design
which support and improve the effectiveness provide a work environment that maximises productivity
of its primary activities. of the occupants and lowers operational expenditure.
STAGE 3:
Irrespective of the function of a building, the lessons of Developed Design
Building Information Modelling (BIM) and Government the past also show there is a clear need to close the gaps
Soft Landings (GSL) have engendered a strong focus between building design and building performance. STAGE 4:
Technical
on the need to capture and manage data related to Design
the built environment and promote collaboration Design and construction professionals have responded
between every stakeholder engaged throughout the in recent years by developing tools and frameworks to STAGE 5:
Construction
process. This commitment begins at the inception improve data retention and accuracy, support greater
of a project and is reinforced by the industry plans of collaboration and ensure that lessons are learnt.
STAGE 6:
works which are supported by groups and professional Handover
and Close Out
bodies such as BIM4FM, RIBA (Royal Institute of British To deliver value for money and ensure that owners and
Architects), CIC (Construction Industry Council) and BSRIA designers intentions are aligned there is a need for FMs
STAGE 7:
(Building Services Research and Information Association) to be engaged from the very start of the design and In Use
respectively. Even where the end user of a building is construction process. There is also a need for designers
unknown, clients should be advised to engage an FM and contractors to learn from the experiences of the
*Note: For the purposes of this
consultant to support the design team and thus ensure operators and to ensure that post occupancy evaluations document the term FM or FMs
that the end product is fit for purpose. are undertaken to measure building performance. (plural) refers to a professional
who manages FM services.
Image RIBA,
Plan of Work 2013
INTRODUCTION
STAGE 0:
Strategic Definition
This Operational Readiness guide is produced under the The RIBA Plan of Work 2013 itself is not a contractual
direction of BIFM and academics. It has been developed document: it directs readers to various tools and STAGE 1:
Preparation
by practitioners in the Facilities Management industry supplementary core documents used by a project team, and Brief
and provides an FM checklist of activities to support including documents relating to professional services
design, construction, operational readiness and post contracts, Schedules of Services and project protocols, STAGE 2:
Concept Design
occupancy evaluation (POE). It is structured around which may or may not be contractual, and to the various
the RIBA digital plan of work and comprises eight forms of commonly used Building Contracts. Excerpts
STAGE 3:
work Stages, the facilities management contents of from the RIBA Plan of Work 2013 reproduced with the Developed Design
which may vary or overlap to suit FM specific project permission of the Royal Institute of British Architects.
requirements. STAGE 4:
Technical
Points to consider prior to reading this guide: Design
The RIBA Plan of Work 2013 organises the process of The role to be played by FM will vary for each RIBA
briefing, designing, constructing, maintaining, operating stage dependent on the nature of the project and STAGE 5:
Construction
and using building projects into a number of key stages. the requirements of the client organisation. Thus
It details the tasks and outputs required at each stage some flexibility about when specific activities are to
STAGE 6:
which may vary or overlap to suit specific project be undertaken is to be anticipated. Handover
and Close Out
requirements.
STAGE 7:
The RIBA Plan of Work 2013: In Use
acts across the full range of sectors and project sizes
provides straightforward mapping for all forms of
procurement
integrates sustainable design processes
maps Building Information Modelling (BIM) processes,
and
provides flexibility in relation to (town) planning
procedures.
PROCESS
A communication and change management strategy
should be drafted that sets out how and when
information is to be exchanged and with whom.
The strategy should document the overall project
objectives and the principles of planning. The detailed
communication plan should cover everyone involved
in the project, including key stakeholders and should
explain that it is critical for accurate information to be
given in timely fashion to those who need to know.
Image RIBA,
Plan of Work 2013
TECHNICAL INTRODUCTION
A feature of Government Soft Landings (GSL) is for the Based on the requirements of the core business and
stakeholders to identify and learn from similar projects in the needs of the FM operational teams, the FM in
the past. These may be projects that teams have worked consultation with other stakeholders should draft an
STAGE 0:
on or projects shared by network groups, for example intelligent building strategy and set out the buildings
Strategic
universities, hospitals, local authorities. The data and FM requirements. This covers how the building needs
Definition
information can be obtained from both routine and to perform and its links to security systems, building
formal audits, such as building management systems management system (BMS), reporting and monitoring
STAGE 1:
and post occupancy evaluations. Stakeholders can mechanisms, etc. Preparation
learn from what went well and should be replicated, and Brief
and establish a system for recording, documenting and does the BMS control the windows and lights or will
tracking FM related activities. staff have control? STAGE 4:
Technical
is there automatic locking of the building at set Design
PROCUREMENT
The FM should be involved in the development of
strategies for the most effective delivery model for
facilities management services to meet the clients
operational requirements. This strategy should clarify
what the organisation considers are the core facilities
management services for the new premises. Services to
be considered may include:
cleaning
catering
post
IT
grounds maintenance
security
fabric maintenance
M&E maintenance
front of house
project plans, suggest changes to plans and the The FM can provide input and background data to
STAGE 3:
Government Soft Landings (GSL) process. inform the environmental operational targets for the Developed Design
Image RIBA,
Plan of Work 2013
they are to take. an Asset Information Model (AIM), that will be used by
the operational teams to store and use the data and STAGE 5:
Construction
A Soft Landings/operational readiness departmental information about the assets in the building.
representative group should be formed to support the STAGE 6:
communication and change-management strategy. This information should be imported into the AIM by the Handover
and Close Out
This should establish which stakeholders are to be design/construction team from the Project Information
communicated with, about what, and how regularly. Model (PIM). STAGE 7:
In Use
The working group should include representatives from The FM needs to be clear about what information they
the clients major business units along with key members would like imported. For example, is information about
of the project team including architects, project who made the steel frame required (in most cases
manager, construction manager and the FM. probably not) but information about who installed the
heating system, what inhibitor should be used and any
warranty requirements, is a must.
FACILITY
SPACE COMPONENT
services in their current state (if appropriate). This and regularly reviewed in relation to any facilities
should include any as-existing OIR, AIR, models, management factor that could have an impact STAGE 4:
Technical
drawings, asset registers or manuals. on design, construction, installation, testing and Design
The FM should provide guidance to the design team efficiencies and improvements of desired outcomes; this
on the quality objectives. These are what the client may include a cost benefit analysis.
*Note: For the purposes of this
and end users expect from the building in terms of the document the term FM or FMs
operational standards of build quality, finishes, services (plural) refers to a professional
and functionality of both the building and equipment. who manages FM services.
Image RIBA,
Plan of Work 2013
STAGE 7:
In Use
Image RIBA,
Plan of Work 2013
PROCESS INTRODUCTION
The FM should further develop the Facilities For all activities the FM should ensure that facilities
Management Service delivery strategy started in Stage management related requirements are appropriately
0 to ensure that it aligns with the concept design incorporated. For example, the design/construction STAGE 0:
Strategic Definition
proposals. It should be fully compliant with any statutory team to reduce cost may be recommending a mix of
requirements. plastic and low carbon steel pipework for the heating STAGE 1:
system, the FM may have experienced problems Preparation
and Brief
In developing the Facilities Management service delivery elsewhere with this mix and have a view based on
strategy outline from Stage 0, the FM should also assess reducing risk and full life cycle costs.
the facilities management requirements when the STAGE 2:
facility is operational. If analysis identifies gaps in future As a key part of the Government Soft Landings (GSL) Concept
capability, they should be addressed now. process is learning from experience, the FM should work Design
with the design/construction team to agree detailed
Additional details should set out: targets for the buildings performance in the post-
STAGE 3:
what services are required and to what service level; occupancy review. Developed Design
service agreement and delivery structure; assessments of operational related issues arising
resourcing levels; from the: STAGE 5:
Construction
cost structure. design;
operation of the facility; STAGE 6:
The FM should use the Facilities Management service end-of-life state, and Handover
and Close Out
delivery strategy to develop operational plans for technology employed.
all the facilities management services that will be STAGE 7:
required. This should consider what services are to (continued overleaf) In Use
Using the developed Facilities Management Service does Official Journal of the European Union (OJEU)
delivery strategy as a basis, the FM should map out the apply; STAGE 4:
Technical
required operational processes to be employed and engagement with the FM market; Design
check that these are compatible with the new premises long/short listing of prospective tenderers;
and its associated installations. Any clashes should be tender period; STAGE 5:
Construction
identified and the process re-engineered accordingly. tender evaluation;
tender approval, what gateways or board approvals STAGE 6:
A high-level list of typical FM procedures should be used are required and what are the target dates for board Handover
and Close Out
as the basis for a project specific FM manual, which sets papers;
out the methods for delivering all the FM facilities. contract drafting/signature; STAGE 7:
mobilisation/ transition period. In Use
Image RIBA,
Plan of Work 2013
INTRODUCTION
To establish the total Facilities Management service The FM should decide if a computer-aided FM (CAFM) or
delivery costs, the FM should draw up detailed cost plans an integrated workplace management system (IWMS) is
for each of the required services. These should be based required. If so, the FM should develop the specifications STAGE 0:
Strategic Definition
on the respective costs of services and their underlying and ensure that procurement of the system is included
resource drivers, i.e. the supplier costs, such as cleaners within the FM procurement plan and the cost included STAGE 1:
etc. This will in turn derive from the physical constraints within the FM cost plan. Preparation
and Brief
imposed by the new premises and the associated
organisational requirements in terms of service level. The FM should collaborate with the technical team,
The projected costs derived from this exercise should suppliers and the construction team to ensure that any STAGE 2:
be checked against open market and/or best practice seasonal issues are factored into the design. Concept
benchmarks as a means of establishing value for money. The FM should list what equipment the FM team requires Design
to be:
SPACE installed as part of the building by the constructor;
STAGE 3:
The FM should assess all FM support space requirements provided as loose items in the building, (supplied by Developed Design
- not only in terms of areas but also with regards to the FM Service Provider, client);
location, means of access, servicing requirements such transferred from another building. STAGE 4:
Technical
as lighting and power, and requirements for lockable Design
TECHNICAL
Construction
The FM should therefore be involved attend review meetings as necessary and communicate STAGE 2:
in reviewing on an on-going basis developments to the FM supply chain and end users. Concept Design
INTRODUCTION
The FM should continue to provide facilities Any proposed operational strategies and processes
management related information as set out in the should be modified so that they accord with the
design responsibility matrix and in accordance with the developed design as it progresses. STAGE 0:
Strategic Definition
design/construction programme. This will be dictated to
some extent by how the facilities management function TECHNICAL STAGE 1:
fits into the matrix, but amongst other things should The FM should review - in the drawings or the BIM model Preparation
and Brief
consider the adequacy of storage for suppliers, access - the areas, methodologies and plant size and weight in
to services, waste management, welfare facilities, and relation to future plant removal and replacement. This STAGE 2:
functional space for each service etc. review should factor in regular maintenance activities Concept Design
should be specifically reviewed to ensure it is clear which information requirements are included;
organisation is contractually responsible for the provision consider the proposed dimensions of all M&E plant STAGE 5:
Construction
and installation of different types of fixtures and fittings and equipment so as to ensure that cable entry and
and equipment (e.g. Whiteboards, AV, IT, furniture etc.). other installation requirements are acceptable in STAGE 6:
This is important because any ambiguity may lead to the selected location, and that safe operating and Handover
and Close Out
items not being provided or costed to a party that was maintenance clearances are provided. This should be
not expecting the liability. carried out in accordance with supplier/manufacturer STAGE 7:
recommendations. In Use
Image RIBA,
Plan of Work 2013
INTRODUCTION
The design responsibility matrix will stipulate any The FM should begin planning for the migration of
information that the FM is responsible for providing. operations and occupiers into the new/refurbished
The FM should continue to work with the design/ premises. STAGE 0:
Strategic Definition
construction team to provide the required information in
a timely manner. In conjunction with the building end-users change STAGE 1:
management team the FM should develop a logistics Preparation
and Brief
The FM should review the construction contract plan for moving the operation into the new/refurbished
specification details of the proposed operation and premises. Considerations should include: what STAGE 2:
maintenance (O&M) manuals. The O&M manuals equipment/furnishings will need to be relocated from Concept Design
content and level of detail will depend upon the the existing premises to the new, when and how? And
STAGE 3:
complexity of the building and the installed services and how any business-critical services will be maintained Developed
should generally comply with CIBSE Guide M and BSRIA throughout the move? Design
Image RIBA,
Plan of Work 2013
INTRODUCTION
Started in Stage 0 and further developed in Stages arranging crates, labels and movements and
1 and 2, the FM should have developed the Facilities checking that no extra items are moved or lost
Management service delivery strategy. Dependent on ensuring information to be transferred at STAGE 0:
Strategic Definition
the structure of the delivery team, the FM should now handover into the CAFM is agreed, managed and
consider mobilising some additional team members for demonstrated with the FM STAGE 1:
the in-house service. To establish if this is necessary, the printers and multifunctional devices Preparation
and Brief
FM should assess if the current team has the required reception
skills and knowledge to manage the new location. If the security STAGE 2:
current team does not have the competence to deliver storage Concept Design
the service, the FM should assess if this can be gained by telephones, voice over internet protocol, retention
STAGE 3:
training the current team or by additional recruitment. of current numbers or set up new, allocation of Developed
Consideration should be given to any of the current numbers, how the system follows users if they move Design
facilities management roles that will not be required in location in the new building, how to use, order
STAGE 4:
the new facility and if so, what is the future for these handsets Technical Design
staff? It is important to plan for the staff required to be waste management of items not required from old
in place on day one of occupation and the potential location and how the process will work day to day in
impact if they are not. the new location
STAGE 5:
Construction
The FM should begin making a detailed plan of activities In order to prepare for the delivery of services the FM
to support initial occupation. This plan should consider should arrange for dry runs and simulated operations
who will lead the following activities: activities to be carried out. The FM should book trainers STAGE 6:
allocation of car parking spaces and arrange the training locations, then allocate FM Handover
and Close Out
catering, main restaurant and refreshment points team members to their respective training sessions, in
cleaning as flexible and responsive a manner as possible to fit STAGE 7:
furniture reuse or new with other demands on their time. Where the project In Use
health and safety fire safety instructions and tests, is a BIM project, the dry run should cover how the BIM
risk assessment, method statements for building models will be viewed, managed and maintained.
users and maintenance team
insurance
IT management and co-ordination
moving items from the old location to the new
location
PROCESS INTRODUCTION
The construction team should further develop the The FM should check construction information about
handover strategy that will be delivered in Stage 6. the planned installation of assets. Where specialist
If there have been delays in the construction process, equipment is fitted, this allows time to set up STAGE 0:
Strategic Definition
there may be pressure to reduce the handover time. maintenance contracts and to book training on the
The FM needs to monitor the plan so that the handover equipment with the installation team. STAGE 1:
programme complies with that agreed, and is not Preparation
and Brief
unrealistic. Take into account that the construction The FM should review and update the Facilities
team, and in particular the mechanical and electrical Management service delivery strategy to incorporate STAGE 2:
installation team, will be very familiar with systems and any changes since Stage 4. Also check whether the Concept Design
how the building works, so what may be obvious to FMSP and internal team are ready to deliver the strategy,
STAGE 3:
them may not be clear to the FM operational team. depending on whether or not they have been procured Developed
at this stage. Design
The FM should also be aware of the details of any The initial life cycle will have been based on general life
seasonal-related commissioning that will be required. cycle assumptions. For example, floor coverings life cycle
*Note: For the purposes of this
may have been given as a general average of 10 years. document the term FM or FMs
But as detailed information about the installed assets (plural) refers to a professional
becomes available, it may be possible to refine the life who manages FM services.
Image RIBA,
Plan of Work 2013
SPACE INTRODUCTION
Regular newsletters or updates with progress of the build The design brief will set the space requirements for each
should be considered to keep the facilities management space, team or department in the building. As there may
team and other stakeholders up to date and engaged. have been a delay since the creation of the room data STAGE 0:
Strategic Definition
The FM should review and comment on the draft sheets (RDS), the FM should check that these are still
O&M manuals. Points to be considered are whether all correct. STAGE 1:
items are covered, and whether there is any additional Preparation
and Brief
maintenance that will need to be added to the planned
preventative maintenance (PPM) list. TECHNICAL STAGE 2:
When reviewing technical submissions from contractors, Concept Design
The BIFM Good Practice Guide - Business Continuity the FM should check them against the FM design guide
STAGE 3:
should be followed to help develop the Business developed in Stage 0. If the design deviates from the Developed
Continuity Plan (BCP). As it will not be possible to FM design guide the FM needs to consider the impact Design
carry-out any exercise to test the Business Continuity on the facilities management operational activities
STAGE 4:
Management (BCM)/BCP, the FM should consider holding and calculate the changes to the operational cost. This Technical Design
BCM/BCP desk top exercises, with all the main parties change in cost (could be positive or negative) needs to
present, to consider possible incidents and solutions to be built into the life cycle cost of the building.
incidents, adjust the plans and follow a plan, do, check
STAGE 5:
and act cycle.
Construction
If the client has ISO 14001 there will be a requirement
to ensure that the construction team complies with STAGE 6:
ISO 14001 standards. This includes the reduction and Handover
and Close Out
control of waste during the construction phase as well as
preventing pollution. STAGE 7:
In Use
installation works near completion and the should confirm if Soft Landings champions are present
pre-handover checks are carried out; on the project. (Ideally Soft Landings champions
should have been established at Stage 0). If there is a STAGE 6:
the final draft health and safety file, the O&M
Soft Landing champion discuss the FM activities in this Handover and
manuals, and the BIM model are all handed
guide with the champion. If no champion is in place Close Out
over for review.
discuss the FM activities in this guide with the design/
construction team lead. STAGE 7:
In Use
Image RIBA,
Plan of Work 2013
PROCESS INTRODUCTION
If new to the project the FM should review the project The FM should receive all utility readings when the
information and design detail developed during Stages works are completed, as set out in the construction
3, 4 and 5. commissioning/training programme. STAGE 0:
Strategic Definition
The arrangements for defect handling will be defined in If it is a requirement of the Facilities Management STAGE 1:
the contractual agreement; the FM should ensure that Services, all relevant and as-built information on controls Preparation
and Brief
the respective parties are in agreement on the process and energy and water saving procedures should be
for defect rectification. clearly identified in the construction O&M and building- STAGE 2:
user guide. Concept Design
identification of the asset data required to populate or transfer information about the use of the building
STAGE 4:
the computer-aided FM (CAFM) (should be contained services to the facilities management team and the Technical Design
within the AIM developed as part of Stage 1) system - building occupiers
assuming the building has this;
STAGE 5:
requirements, for and attendance at all testing and The hand-back of any existing assets should be governed Construction
commissioning; by the construction commissioning /training programme
staffing, plant, tools and IT requirements; and will conclude pre Practical Completion. The FM
all specialist service partners related to the ongoing should ensure that existing assets and services are STAGE 6:
maintenance; properly handed back and accepted from the party Handover and
servicing responsibilities of installers; taking responsibility for maintenance and repairs during Close Out
all warranty conditions; the construction period.
availability of attic stock and spares STAGE 7:
The FM should issue operational team members with In Use
This information will support the development of: a detailed guide about alarms, energy centre, and
annual and five-yearly planned maintenance planners specialist cleaning etc. so they understand both standard
(as appropriate) operational and emergency procedures.
agreed reporting timescale/s and content of reports (continued overleaf)
business continuity and disaster recovery plan/s
full risk assessment and method statement (RAMS)
document suite for quality and safety plan purposes
the helpdesk facility (as appropriate)
contract service level standards and response times
building user guide and/or welcome pack
future procurement programme/process
presence post completion, then a specific area should schedule of all tools required for the works including
STAGE 3:
be identified for this. If the FM provider has requested a recommendations of any others not stated in the Developed
usable space for the initial aftercare service without his specification Design
Image RIBA,
Plan of Work 2013
Image RIBA,
Plan of Work
PROCESS INTRODUCTION
Building Regulations stipulate that all new buildings The FM should review all tasks listed in the handover plan
should have a log book. BSRIA suggests that the delivery (started on Stage 1 and agreed at Stage 4) and plan,
team produces two: a building manual and a building resource, action, record and report on progress. STAGE 0:
Strategic Definition
user guide. Existing buildings that are being refurbished/
developed would also benefit from these documents, The FM should monitor the buildings handover, and help STAGE 1:
however, as previously stated, these should be prepared with any communication requirements. This process Preparation
and Brief
and issued by the design/construction team at handover. will conclude any ongoing handover activities that were
begun at Stage 6. STAGE 2:
The building manual is a comprehensive guide for Concept Design
the operator of the building, covering its design and The FM should ensure that systems are in place and
STAGE 3:
operational needs plus future changes and annual licences are transferred/procured for the ongoing Developed
energy use and maintenance work. The building user storage and use and distribution of the project Design
guide is a simple, easy to read guide to the building in its information during the occupancy of the facility. This
STAGE 4:
everyday operations. information includes project information models (PIM/ Technical Design
BIMs), design, commissioning and O&M information
BSRIA has produced a useful guide for building and documentation. This should already be stored in
STAGE 5:
operators which suggests standard methods of and accessible from the common data environment Construction
capturing information about their buildings. For further (CDE); Consideration should be given to either continue
information please reference; Building Manuals and the licensing of this or transfer the information into a STAGE 6:
Handover and
Building User Guides - Guidance and worked examples preferred system. The receipt of information should be Close Out
(BG 26/2011). monitored to check the level of detail and its accuracy.
Any shortfalls should be flagged up and brought to the
Throughout the occupation, the FM should hold regular relevant partys attention. STAGE 7:
meetings with users of the facility to review its operation. In Use
These meetings should discuss how successfully the The FM should arrange for a post-occupancy analysis,
users needs are being met, and whether any new needs covering the performance of the new workplace in
have emerged that require action. relation to environmental performance, space utilisation,
*Note: For the purposes of this
accessibility, overall productivity of the workplace etc. document the term FM or FMs
In order to learn lessons to improve for the future, the The buildings performance should be reviewed in (plural) refers to a professional
FM should set up a workshop to discuss learnings from accordance with an agreed strategy, methodology and who manages FM services.
Image RIBA,
Plan of Work 2013
INTRODUCTION
On-going assessment, monitoring and recording of If the POE has identified ways that the building and its
fit-for-purpose assessments for example, energy performance could be improved, the FM should look at
performance - should be carried out by the FM to feed ways to rectify the shortcomings, otherwise known as STAGE 0:
Strategic Definition
into end-of-year reviews and lessons learned workshops. optimisation changes. These shortcomings should be
evaluated against the management strategy, and any STAGE 1:
The FM should receive a commission/snagging defects changes should be undertaken in accordance with the Preparation
and Brief
list from the design/construction team showing all the agreed change control process at the end of Year 1.
defects that have been identified during handover. STAGE 2:
Whilst the FM is unlikely to be responsible for rectifying As well as the first POE study, the FM should set up an Concept Design
them the FM should ensure that they are put right, ongoing post-occupancy analysis system. This will consist
STAGE 3:
either by the original project team or others, as required mainly of workplace performance studies and utilisation Developed
by the contract documentation. studies but will also include the provision of updated Design
Note also that BSRIA Soft Landings asks for the record
drawings to be updated but that if these drawings
are simply being extracted from the model, then a
strategy for updating the model, and therefore ongoing
accessibility to produce accurate record drawings, needs
to be defined.
BICSc Guides
BSRIA BG1/2007
BSRIA BG26/2011
BSRIA BG3/2008
CIBSE TM31-2006
AIM CSCS
Asset Information Model Construction Skills Certification Scheme
AIR EAMS
Asset Information Requirements Enterprise asset management system
BCM EIR
Business Continuity Management Employers Information Requirements
BCP FF&E
Business Continuity Plan Furniture, Fixtures and Equipment
BEMS FMSP
Building Energy Management System Facility Management Service Provider
BEP FM
BIM Execution Plan Facility Manager (or Facilities Manager)
BIM HSE
Building Information Modelling Health and Safety Executive
BUG IWMS
Building Users Guide Integrated Workplace Management System
BREEAM KPI
B uilding Research Establishment Environmental Assessment Key Performance Indicator
Methodology
LCC
CAFM Life cycle costs
Computer-aided facilities management
LEED
CAMS Leadership in Energy and Environmental Design
Computer-aided management system
MEP
CDE Mechanical, Electrical and Plumbing
Common data environment
OIR
CHP Organisation Information Requirements
Combined heat and power
OJEU
COBie Official Journal of the European Union
Construction Operations Building information exchange
O&M
CR Operation and Maintenance
Client requirements
PEP PPM
Project execution plan Planned preventative maintenance
PIM RAMS
Project information model Risk assessment and method statement
POE SLA
Post-occupation evaluation Service Level Agreement
PPE TFM
Personal protective equipment Total Facilities Management
FM Professional Standards
Qualification reference
This guide can also help support those studying BIFM qualifications
and is particularly appropriate to those studying:
BIFM
Number One Building
The Causeway
Bishops Stortford
Hertfordshire CM23 2ER
ISBN: 978-1-909761-22-3
Price: 29.99