GB/T 47134-2026Facility management - Development of a facility management strategy (English PDF)

0.1 General Provisions

Facilities management (FM) integrates multiple disciplines to impact the economic efficiency and productivity of society, communities, and organizations, while also affecting individuals.

The way people interact with the built environment has an impact. Facility management influences global societies and people through the services it manages and delivers.

Human health, well-being and quality of life (see ISO 41001).

Note 1.FM is defined as an organizational function that aims to improve people's quality of life and enhance core values by integrating people, places, and processes within the built environment.

Organizational functions aimed at improving business productivity (see 3.1.1 in ISO 41011:2017).

FM is of strategic importance because it directly supports the core business strategies of demanding organizations by managing secure, reliable, efficient, and [other technologies/services].

Cost-effective and sustainable facilities to achieve their set goals and plans.

Note 2.A demanding organization is an entity with the right to satisfy a demand by incurring costs (see 3.3.1.1 in ISO 41011:2017), such as facility owners.

Owner, operator,, tenant, or in some cases, a management agent representing the owner.

This document pertains to demand organizations and organizations responsible for FM (Factory Development) and facilities services. Due to the variability in how FM is organized, and the fact that facilities services are...

It is necessary to differentiate between services provided by personnel within the demand organization, external service providers, or a combination of both.

The guidelines in this document are primarily applicable to organizations responsible for facility management. In the absence of a formal FM organization, it is advisable to [take appropriate action].

Appoint an individual (or organization) to play an active role in developing FM strategy.

ISO 41001 references the FM strategy and places it within the context of an FM management system. The benefits of developing an FM strategy include.

--Enhance understanding of the goals, needs, and constraints of demand organizations, as well as appropriate approaches to FM and facility services;

--Reduce the likelihood of a mismatch between the organization's goals and needs and its supporting methods;

--FM requires synergy with the core business activities of the organization in need;

--Improve the overall management efficiency of FM, especially the efficiency of facility service delivery;

--Achieve consistent management practices through a methodology for developing transparent, repeatable, and measurable FM strategies;

--A baseline for measuring improvements in FM operational efficiency and its contribution to the core business of the demand organization;

--Contribution to the cost-effectiveness and competitiveness (where applicable) of the demand organization;

--Promoting sustainable development by making more efficient use of scarce resources.

The purpose of this document is to fill the current guidance gaps in order to determine the most appropriate FM and facility service methods. Its aim is to...

By providing strategic advice on decisions that affect facility management and/or the provision of facility services, we enhance awareness, capacity development, and expertise.

This document applies to any organization that has the following aspirations.

--Utilize methods to develop FM strategy.

-- Ensure that the FM strategy aligns with the core business strategy of the demand organization.

-- Demonstrate compliance with this document by providing the following.

- Make a self-evaluation and self-declaration;

- Seek confirmation of its compliance from relevant parties within the FM organization;

- Seek confirmation of your self-declaration from a party outside the FM organization.

This document provides guidance for internal or external audit programs. Users of this document can apply their FM strategy development practices to international standards.

Comparison with recognized benchmarks provides reasonable and reliable principles for the effective management of these practices.

0.2 Process Method

This document provides a common framework for understanding the factors that FM organizations should consider when developing their FM strategies. It advocates a methodology to coordinate...

FM organizations are helped to determine the most appropriate approach as a basis for subsequent implementation of tactical and operational FM requirements, supporting needs in the most suitable way.

An organization's core business is primarily its business activities.

This document emphasizes the importance of coordinating decision-making, activities, information, data, and stakeholders into a manageable process for developing an FM strategy.

The outline and its various stages, including.

--Understanding the needs of organizations. context, governance, risk management, and strategic alignment (see Chapter 4);

--Develop FM requirements. focus on facilities, FM maturity, stakeholders, priorities, functional requirements, services, and delivery options.

And sourcing (see Chapter 5);

--Developing an FM strategy. Developing the strategy, format and content, budget requirements, procurement, communication, feedback, and implementation (see Chapter 6);

--Performance Management. Monitoring and Control, Performance Indicators, Measurement, Review, Corrective Actions, and Lessons Learned (see Chapter 7);

--Improvement Results. Apply lessons learned, reassess outputs and objectives, and update strategies and policies (see Chapter 8).

When using a process-based approach to strategy development, it is helpful to consider these three phases. analysis, solution, and implementation. These are respectively in...

Chapters 4, 5, and 6 through 8.

This approach is designed to be scalable, meaning that the provisions of this document are applicable, in whole or in part, to any FM organization. Therefore, FM groups an organization can determine the objectives, needs, and constraints of its core business, as well as the type, size, complexity, conditions, and geographical location of its facilities, based on these factors.

This involves determining which regulations apply fully or partially to the development of the FM strategy.

Similarly, the responsibilities for analyzing, planning, and implementing the FM strategy will vary within an organization, depending on its structure and contracts.

Scope. The responsibility assignment matrix can be used to allocate roles across core business areas, FM organizations, and service providers to develop FM strategies.

Facility Management Facility Management Strategy Development

3.1 Terminology related to facility management

3.1.1

Facility management strategy the analysis of the organization's needs, the proposed facilities management solutions, and the implementation outline plan are presented.

3.1.2

facility management organization FM organization the entity responsible for facility management.

3.1.3

Integrator model

A single supply chain partner participates in, coordinates, and controls the arrangements of key service providers covering a range of business support functions.

3.1.4

Post-occupancy evaluation to assess whether the actual performance of a facility after completion and commissioning matches the required performance, and to obtain lessons learned.

Cheng (3.5.5).

3.1.5

serviced workspace

serviced workplace

Spaces that can be used immediately usually have flexible time and conditions.