EN ISO 41015:2023

SLOVENSKI STANDARD
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
2003-01.Slovenski inštitut za standardizacijo. Razmnoževanje celote ali delov tega standarda ni dovoljeno.

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.

Contents Page
European foreword . 3

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.

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 41015:2023(E)
© 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 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 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 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
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.
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;
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.
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.
ISO 41015:2023(E)
The influencer (i.e. the organization) 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 benefits, as applicable to the demand
organization and relevant interested parties.
The organization should identify and map relevant interested parties and other requirements that can
impact the demand organization’s ability to achieve its strategic goals. These can include, but are not
limited to:
— functional areas within the demand organization, including:
— leadership;
— finance;
— procurement;
— human resources;
— information technology (IT);
— risk management;
— environment and sustainability;
— public relations;
— legal and regulatory requirements;
— government and community officials;
— service providers;
— customers and clients.
The organization should focus on developing relationships with key interested parties to ensure that:
a) it understands the motivations and drivers of each interested party;
b) interested parties understand how the organization can support the achievement of shared goals.
These interested party relationships are 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 an interested party demonstrates a change in thinking and approach
to a situation 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 interested party.
The organization should consider, for example, the following:
— Can the desired outcome be achieved through automation? If so, this does not require action on
the part of the interested party. 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
ISO 41015:2023(E)
deterioration prompt individuals to maintain the desired state. Appropriate signage supports
wayfinding. Again, communicating the value of these initiatives increases the understanding of the
FM value among interested parties and, as a result, expands its ability to influence future change
efforts.
— Does achieving the desired outcome require a high level of engagement from the interested
party(ies)? In this case, a change management process can 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 parties. When the motivating factors are understood, the ability to alter the current situation
as part of a change management process is simplified.
Whether the change sought will be mandatory or optional can affect the form, timing and level of
engagement when planning and implementing a change.
5.5 Value drivers
5.5.1 General
Value drivers can be considered as factors that motivate or influence the demand organization and
associated interested party behaviour.
By aligning processes and practices with value drivers, the organization can increase its ability to
influence behaviour to achieve valuable objectives and desired outcomes. Being clear about value
drivers enables behavioural change to be focused on results, leading to the outcomes envisaged by the
demand organization.
This document suggests 15 value drivers for use by the organization to influence the demand
organization or interested parties, see Table 1.
Table 1 — Value drivers for organizational influence
Category Value driver Realization examples
1. Satisfaction Establishing and maintaining reliable, accessible, even-handed,
consistently applied, smoothly integrated, progressive, and objective
policies and processes.
2. Image Advancing positive perceptions, internal and external, among
interested parties, the public, the media and other organizations
including competitors and government.
3. Culture Demonstrating human-centred culture by encouraging knowledge,
proficiency, communication, collaboration, resilience, inclusion and
People
diversity. Preferring process analysis and improvement over politics
of blame. In interactions, communications and policies, emphasizing
knowledge, proficiency, collaboration, resilience, inclusion and
diversity. Utilizing analysis and process improvement to affect how
people experience the facility.
4. Wellness and safety in Establishing and maintaining active health and safety policies and
the workplace programmes responsive to staff, customers and contractors/
suppliers, and anchored in mission.
a
Product is synonymous with service.
NOTE  The value drivers are adapted from Reference [5].
ISO 41015:2023(E)
TTabablele 1 1 ((ccoonnttiinnueuedd))
Category Value driver Realization examples
5. Risk and compliance Recognizing, profiling and managing hazards as risks, prioritizing as
to likelihood and severity.
6. Productivity Establishing and maintaining smoothly integrated systems and
processes. Shepherding staff in the use of time and energy.
Encouraging collaboration.
7. Performance Substantially involving staff in process design and implementation,
especially leading indicators and due responses.
Process
8. Governance Establishing and maintaining practical, steady, fair, open and
and
transparent governance, conveniently engaged.
a
product
9. Quality Building a culture and capabilities of quality and reliability. Adopting
technical provisions and engaging staff across disciplines.
10. Agility/adaptability Maintaining active awareness of changing demands, circumstances,
priorities, opportunities, problems and challenges, within and outside
of FM and demand organizations.
11. Innovation and Encouraging individuals and collaborations that bring forward
creativity innovations and ideas. Tracking those implemented and the results.
12. Financial matters Managing all costs attentively, adjusting spending, evaluating present
options and informing budgeting.
Economy
13. Value of assets Calibrating all aspects of asset operations and maintenance (O&M)
against market values, depreciation, whether critical for business,
replacement cost and availability, and found reliability.
14. Sustainability Developing, managing, promoting and monitoring throughput of
energy and materials and sustainable practices. Communicating with
interested parties and maintaining liaison with the local community.
Society
15. Corporate social Becoming a prominent community member and demonstrating good
responsibility corporate citizenship with programmes, events and sponsorship.
a
Product is synonymous with service.
NOTE  The value drivers are adapted from Reference [5].
5.5.2 Working with value drivers
Demand organization strategic objectives represent aims and targets for the organization, guiding the
selection of value drivers to promote to the demand organization and associated interested parties
to influence behaviour. The organization should prioritize and determine the scope of initiatives for
improvement and change based on value drivers. (7.3 gives extensive FM examples.) Recognizing and
applying multiple value drivers furnish additional opportunities to influence behaviour.
The organization can determine the likelihood of success by identifying the critical success factors
(CSFs) and applying relevant and appropriate metrics, deriving key performance indicators (KPIs) and
adopting service level agreements (SLAs) stemming from value drivers.
5.6 Opportunities to influence
Working with value drivers, the organization should identify specific factors that can influence the
demand organization to take advantage of opportunities for positive outcomes. In aiming to achieve
the desired outcomes, the organization should manage expectations. In instances where individual
perspectives do not reflect the views of the organization, the organization can focus on aligning/
influencing user expectations towards the outcomes sought.
Opportunities to influence will be evident at one or more levels and should lead to planning by the
organization as follows:
— Strategic level: aligned with the key objectives and direction of the demand organization including
vision, mission, values, planning, guiding principles, objectives, policies and structures.
ISO 41015:2023(E)
— Tactical level: aligned with the organization’s strategy and the demand organization’s strategy for
operational performance.
— Operational level: aligned with the organization’s strategy and tactical levels and the methods used
to respond to interested party interests.
Organizational responsibilities vary widely by region, culture and other factors. The organization
should identify business functions within its influence, consider opportunities for improvements to
achieve the desired outcomes of the demand organization, and manage expectations for doing so.
When implementing change initiatives, the organization can make effective use of influence founded
upon value drivers and managing expectations for change outcomes.
6 Planning for change
6.1 General
Organizations should consider and develop an integrated and systematic approach to making changes
that will influence behaviour. Such changes should be supported by top management and encompass all
interested parties.
6.2 Change process
When behavioural change involves a high level of engagement from various interested parties, the
organization should adopt a process approach to planning, coordinating and controlling the change
process.
The approach should include:
— plans to communicate the need for the change and the anticipated goals;
— what changes will occur and when they will be made;
— how interested parties will be affected and how they will benefit from the change;
— what are the CSFs to achieve the desired change outcome(s);
— how the CSFs will be measured and what measurement targets will constitute success;
— how and to whom the change metrics will be reported;
— plans to sustain the change behaviour.
Consultation with interested parties is essential to reduce the risk that dissatisfaction erodes the
success of the change initiative. A clear plan should be established that identifies key points when
communication should occur. The communication content should be specific and relevant to interested
parties. A successful plan addresses the needs and concerns of potentially dissatisfied interested
parties.
6.3 Risks and opportunities encountered during changes
There can be multiple risks and opportunities in the process of changing to improve demand
organization outcomes associated with FM and facility use. The organization should identify the
potential risks and opportunities associated with the proposed changes by engaging relevant interested
parties to consider the impacts.
ISO 41015:2023(E)
6.4 Framework to support behavioural change
Once the need for change has been determined, perspective benefits evaluated, risks and opportunities
identified, and the likely cost and time to achieve the desired outcomes established, the organization
should develop a framework to plan the change effort and to sustain the outcomes obtained.
The framework should comprise definitions, processes, guidelines for desired behaviours, metrics to
track outcomes and a continuous improvement process, with KPIs established for each work process.
The framework should include:
— setting goals for:
— efficiency goals (efficiency of resources);
— effectiveness goals (user satisfaction, productivity, health and well-being);
— time frames;
— interested party experience focus (roadmap with touchpoints);
— communication plan;
— cost plan;
— risks and opportunities assessment, detailing the impact to the demand organization;
— risks and opportunities register, which should be maintained at all times;
— methods for monitoring, measuring, analysing and evaluation;
— how the outcome will be evaluated and reported.
Use metrics may:
— quantify the strategic objectives of the demand organization;
— consist of dynamic data sets that are agreed to by the demand organization.
The organization should readily inform the demand organization and interested parties about progress.
The organization should determine and deliver information on the level and content of feedback
matched to the needs and preferences of the demand organization and interested parties.
7 Aligning FM actions to strategic outcomes
7.1 General
Subclause 5.5 introduced value drivers as key to influencing demand organization and associated
interested party behaviour. This clause illustrates the role of value drivers in aligning organizational
outputs with outcomes sought by the demand organization.
7.2 Outputs and outcomes
The organization should target, implement and monitor outputs within its areas and levels of influence
to support the desired outcomes of the demand organization. Value drivers are a primary consideration
to drive target outputs.
7.3 Applying value drivers
Targeting which outputs to implement should take into consideration value drivers (see 5.5) to
influence behaviours that aid the outcomes intended by the demand organization. Value drivers inform
ISO 41015:2023(E)
behaviours at every stage, with emphasis shifting as a project or programme progresses. Table 2
illustrates important value drivers by the stage of a demand organization generic initiative (e.g.
renovation of an occupied building or upgrading O&M technology).
Table 2 — Effective value drivers in an FM engagement
Stage Facility management role as a Value drivers to emphasize
project or programme progresses (see Table 1)
Prior to demand Executing ongoing O&M, risk management, condition All (1 to 15)
organization assessment, and operational expense and capital
initiative expense projections. Responding to issues and
interests of FM customers and interested parties.
Applying continuous improvement. Maintaining
awareness o
...