Operational

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
specific issues such as post occupancy energy
performance, reducing operational costs and
delivering better outcomes, have long been
recognised. Yet historically design teams have tended
to focus on construction activity and utilised specialist
contractors as part of this process to create the
operation and maintenance guidance for the client.
Despite being responsible for the operation of the
building, facilities management professionals were
often far removed from the process.
The RIBA Plan of Work launched in 2013 aligned to
the new Building Information Modelling (BIM) process
model. This presented a new opportunity for facilities
management with the stages 0 and 7. Stage 7
recognised the building occupation and in use period,
providing the opportunity for new post occupancy
services that will help to ensure that a building is running
as intended and effectively for the user.
It is this emphasis on the full lifetime occupancy,
relevance and effectiveness that has firmly placed
facilities management at the heart of the building
life cycle. The outcomes from stage 7 feed into stage
0 creating a virtuous circle focussed on full lifetime
performance. Stage 0 uses feedback from previous
projects allows a proposed project to be defined and
ratified before a detailed brief is prepared during Stage 1.
This guide draws upon the RIBA Plan of Work 2013,
referencing each RIBA stage. It is the Plan of Work that
leads the design process and unites professionals from
across the built environment and the end user in the
design and construction process. Each stage is also
aligned to the BIM process. Therefore each member
of the project team can focus, from the outset of
a project, on delivering high quality data which
can be incorporated into Computer Aided Facilities
Management (CAFM) systems.
As an Institute, BIFM wants to ensure that FM
professionals have the skills and tools in place to
embrace these new opportunities and deliver greater
value to the organisations and businesses occupying
these buildings. The guidance set out within this
document will provide practical insight of the roles and
responsibilities of the FM function at each stage of the
process. By doing so, it aims to support FM professionals
in breaking down a long history of professional
tradition and practice within the building, design
and construction professions and promote greater
collaboration and integration at each key stage.
After all, BIM is not solely a technology; it is a new way
of working that integrates the design, construction
and facilities management communities into one.
CONTENTS
This BIFM Operational
Readiness Guide has been
formed around the RIBA
Plan of Work 2013 which
organises the process
of briefing, designing,
constructing, maintaining,
operating and using building
projects into a number of key
stages. The content of stages
may vary or overlap to suit
specific project requirements.
The RIBA Plan of Work 2013
should be used solely as
guidance for the preparation
of detailed professional
services contracts and
building contracts.
For further information on the
RIBA Plan of Work 2013, visit:
www.ribaplanofwork.com
Image RIBA,
Plan of Work 2013
OPERATIONAL READINESS GUIDE
INTRODUCTION
STAGE 0 STRATEGIC DEFINITION
4
STAGE 1 PREPARATION AND BRIEF 8
STAGE 2 CONCEPT DESIGN 12
STAGE 3 DEVELOPED DESIGN 16
STAGE 4 TECHNICAL DESIGN 18
STAGE 5 CONSTRUCTION 20
STAGE 6 HANDOVER & CLOSE OUT 24
STAGE 7 IN USE 27
REFERENCES 30
ABBREVIATIONS 34
ISBN: 978-1-909761-22-3 BIFM
Edition: First Number One Building
The Causeway
Date: April 2016 Bishops Stortford
Price: 29.99 Hertfordshire CM23 2ER
T: +44 (0) 1279 712620
Authors: E: membership@bifm.org.uk
Stephen Beadle, Senior Technical Manager, FES Group www.bifm.org.uk
Jason Clark, Director, UBS GCS (Global Corporate Services)
Hugh Henderson, Independent Facilities Management
Consultant
Greg Kemp, Associate, Arup
Mike Packham, Partner, FM Consultancy, Bernard Williams
Associates
Paul Thomas, Bid Manager, Robertson Facilities
Management
This guide is published by the British Institute
Jacqueline Walpole, Company Product Manager, FSI (FM
of Facilities Management (BIFM). All rights
Solutions) Ltd
Roy Whitaker, Director, Centre for Facilities Management reserved. This publication may not be reproduced,
(C4FM), Leeds Beckett University transmitted or stored in any print or electronic
format, including but not limited to any online
service, any database or any part of the internet,
Peer Reviewers: or in any other format in whole or in part in any
Simon Ashworth, Academic Lecturer and Researcher, media whatsoever, without the prior written
Liverpool John Moores University andZurich University of permission of the publisher. While all due care is
Applied Sciences (ZHAW) taken in writing and producing this Guide, BIFM
John Sands, Principal Consultant, Sustainable Buildings does not accept any liability for the accuracy of
Group, BSRIA Ltd the contents or any opinions expressed herein.
 INTRODUCTION

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.

Users of this guide should familiarise themselves with

the various guidelines and documents that have been
published by BSRIA, RIBA and CIC. These are supported
by various industry standards; a list of these can be
found within the reference section on page 30.

Image RIBA,
Plan of Work 2013

Page 4 BIFM - Operational Readiness Guide

 INTRODUCTION

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.

BIFM - Operational Readiness Guide Introduction Page 5

 STAGE 0 STRATEGIC DEFINITION
Strategic Definition, is described by
Royal Institute of British Architects
(RIBA) as the point in the project
where the consultants work in
collaboration with the client to
define the scope of the development.
The FM as the representative of the end user of
the building with a detailed understanding of
their key (core business) requirements, has the
opportunity to ensure that the clients business
case and the strategic brief are fully considered
from a facilities management perspective at this
initial point.
Image RIBA,
Plan of Work 2013
Page 6
COMPLIANCE INTRODUCTION
The FM should identify and stipulate operational
facilities management outcomes that refer to all related
objectives identified in the clients strategic brief. Where
STAGE 0:
possible, best practice should be adopted to ensure
Strategic
compliance, optimum space utilisation and operating
Definition
efficiency for all hard and soft services. High-level
measurable targets should be set for all key objectives
STAGE 1:
and services. These targets set the standards against Preparation
which the buildings performance will be judged. and Brief
PEOPLE STAGE 2:
Concept Design
The client should establish the Facilities Management
project team. This entails identifying leadership roles,
STAGE 3:
specialist areas, management reporting lines, levels Developed Design
of responsibility and accountability as well as ensuring
adequate representation from all interested groups/ STAGE 4:
Technical
stakeholders, including end users if possible. These roles Design
may be filled by in-house or outsourced specialists.
STAGE 5:
Construction
A Soft Landings champion should also be nominated;
this may be an internal or an external advisor (ideally STAGE 6:
one on the client side and one on the project team side) Handover
and Close Out
who can remain with the project, regardless of other key
members leaving or joining the process. This individual, STAGE 7:
whose role should be clearly defined and documented, In Use
will be involved throughout the development process,
ensuring that Building Information Modelling (BIM) is
*Note: For the purposes of this
implemented as effectively as possible and will monitor document the term FM or FMs
performance standards when the building is in use. (plural) refers to a professional
who manages FM services.
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.
The communication plan is a living document that
will change and develop throughout each Stage of the
project as further information is added. The change
management strategy must also evolve and adapt to
changing influences throughout project development.
BIFM - Operational Readiness Guide Strategic Definition
 STAGE 0 STRATEGIC DEFINITION

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 where performance can be improved. The analysis Examples:

STAGE 2:
should incorporate post-occupancy evaluations from will staff be able to use a form of electronic access Concept Design
other projects. that will record their presence in the building for
evacuation purposes, how are cards /fob codes used
STAGE 3:
FM should contribute to the project execution plans by who and where? Developed Design

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

The FM should similarly develop and issue a Facilities times?

Management design guide to specify items the FM or any external light timers, sensors? STAGE 5:
Construction
client would prefer to include; also to identify any items requirement for occupancy sensors, for lighting or
they do not want incorporated in the new premises. counting people in spaces STAGE 6:
remote or on site monitoring of the building for fire Handover
and Close Out
It is important that the FM contributes to the production and intruder alarms, monitoring of CCTV
of the Employers Information Requirements (EIR) on STAGE 7:
behalf of the client. However, this should only be from In Use

the FM perspective as there will be other EIRs deriving

from other members of the supply chain.

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

BIFM - Operational Readiness Guide Strategic Definition Page 7

 STAGE 1 PREPARATION AND BRIEF
The FM input into Stage 1 of the RIBA
Plan of Work is aimed at defining
the projects objectives. Clear goals
need to be established for outcomes
such as sustainability levels, budget
constraints and service quality.
To achieve this, the FM should help develop
the initial project brief, and provide input
to any feasibility studies and reviews of site
information that are required. The FM should
also contribute to developing the construction
project plans, suggest changes to plans and the
Government Soft Landings (GSL) process.
By the end of Stage 1, the FMs input will have
helped clarify and define the initial operational
requirements. As a result, the client, end-users
and the core design/construction team will
understand how these requirements align with
the ultimate objectives for the project.
Image RIBA,
Plan of Work 2013
Page 8
COMPLIANCE INTRODUCTION
The FM should examine the level of sustainability and
total carbon footprint the premises are designed to
achieve, and assess how this should be measured. This STAGE 0:
Strategic Definition
entails examining the premisess intended performance
in relation to energy, water, waste and any other
environmental aspects. The FM should take into STAGE 1:
account whether a sustainability standard or design and Preparation
assessment method such as BREEAM (Building Research and Brief
Establishment Environmental Assessment Methodology)
or LEED (Leadership in Energy and Environmental Design)
STAGE 2:
has been stipulated.
Concept Design
The FM can provide input and background data to
STAGE 3:
inform the environmental operational targets for the Developed Design
project.
STAGE 4:
Technical
The setting of environmental and energy targets Design
(whether with some financial value or not) raises a
STAGE 5:
number of issues that need consideration:
operational times for the building, i.e. when heating
Construction
or cooling is required; STAGE 6:
location and local weather conditions; Handover
and Close Out
rules about installation and use of air conditioning;
sub metering requirements; STAGE 7:
details of any benchmarks being used In Use
The design solution should offer building environmental
*Note: For the purposes of this
controls that are capable of being monitored and document the term FM or FMs
adjusted by end users. (plural) refers to a professional
who manages FM services.
There is likely to be a greater dependency on an effective
and correctly installed Building Energy Management
System (BEMS).
The FM should ensure that the operational team has the
skills and expertise to maintain and control the internal
environment. The individuals who will take over the
installed systems should be involved and consulted as
appropriate.
BIFM - Operational Readiness Guide Preparation and Brief
 STAGE 1 PREPARATION AND BRIEF

PEOPLE PROCESS INTRODUCTION

The FM should develop the initial service implementation
plan for the new facility. This should cover key
milestones and dates for handover and occupation. The
implementation plan should be explained to all project
team members so they understand the objectives, key
stages, milestones and gateways for the project.
The implementation plan should identify:
stages and gateways in the process;
activities within stages and their sequence;
sources of information and data to be used in
activities;
individuals and organisations to be involved in
activities and their roles;
For BIM projects, the FM should understand the BIM
Strategy and have a major input to the Employers
Information Requirements (EIR). This requires clarification STAGE 0:
Strategic Definition
of the Clients Organisational Information Requirements
(OIR) and Asset Information Requirements (AIR).
STAGE 1:
The EIR is the pre-tender document setting out; the Preparation
information to be delivered, in what format, at what and Brief
stage in the process and the standards and processes
to be adopted by suppliers as part of the BIM project
STAGE 2:
delivery process. Concept Design
The OIR describes the information required by an
STAGE 3:
organisation to support asset management systems and Developed Design

other stakeholders who might be involved or other organisational functions.

consulted; STAGE 4:
Technical
deliverables at each stage and gateway and the form The AIR sets out the information required to create Design

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 clients major business units along with key members
of the project team including architects, project
manager, construction manager and the FM.
The FM needs to be clear about what information they
would like imported. For example, is information about
who made the steel frame required (in most cases
probably not) but information about who installed the
heating system, what inhibitor should be used and any
warranty requirements, is a must.

Asset naming diagram

FACILITY

ZONES FLOOR TYPE SYSTEMS

SPACE COMPONENT

BIFM - Operational Readiness Guide Preparation and Brief Page 9

 STAGE 1 PREPARATION AND BRIEF

Process (continued) INTRODUCTION

The design team should also be informed of the details
relating to the capture and presentation of asset
information (including the information required at the
relevant Construction Operations Building Information
Exchange (COBie) drop points from an end users
perspective). The COBie format is typically an Excel
spreadsheet. The purpose of COBie is to ensure that all
the key information of a project is held and updated in
one place and shared amongst the construction team at
defined stages in a project.
Where the project involves existing premises, the
FM should collate all information and associated
documents describing the existing property and
Having established the facilities management
service delivery strategy at Stage 0, the planning and
preparation will include the development of high-level STAGE 0:
Strategic Definition
operating statements for each of the hard and soft
services for the new facility. These statements will specify
the performance objectives of each service and should STAGE 1:
be the basis for future specification and procurement. Preparation
and Brief
The FM should consider more general business
performance measurement targets including but not
STAGE 2:
limited to productivity levels, absenteeism, profitability, Concept Design
and churn.
STAGE 3:
A risk and opportunity register should be established Developed Design

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

commissioning or handover and start-up of operations.

The Facilities Management project brief should include a: Risks are factors that can have a potentially negative STAGE 5:
Construction
statement of needs, that embodies the clients impact on the project. Opportunities are factors that can
objectives and the extent to which they are likely to add value to the outcome. STAGE 6:
be satisfied by the building; Handover
and Close Out
functional brief that is a defined scope of work as a For risks, actions should be taken to mitigate their
basis for design. potential impact and monitor outcomes. For STAGE 7:
opportunities, actions should be taken to identify In Use

The FM should provide guidance to the design team
on the quality objectives. These are what the client
and end users expect from the building in terms of the
operational standards of build quality, finishes, services
and functionality of both the building and equipment.
efficiencies and improvements of desired outcomes; this
may include a cost benefit analysis.
*Note: For the purposes of this
document the term FM or FMs
(plural) refers to a professional
who manages FM services.

Image RIBA,
Plan of Work 2013

Page 10 BIFM - Operational Readiness Guide Preparation and Brief

 STAGE 1 PREPARATION AND BRIEF

PROCUREMENT & FINANCE SPACE INTRODUCTION

Following the identification and agreement of the
appropriate facilities management service delivery
strategy, the FM should develop an initial operating
budget based on the estimated management and
service delivery costs. This initial budget should take
account of the facilities management organisational
costs, sinking fund costs/life cycle replacement,
estimated utilities costs and any additional costs
such as training, accreditations, tools, equipment
and consumables. The sinking fund will establish an
estimated annual charge that will create a fund for
meeting the future cost of replacement of major assets
and equipment in the building as they come to the end
of their useful life.
The FM should work with the designers to develop the
initial design considerations and requirements. The FM
should participate in design workshops to identify overall STAGE 0:
Strategic Definition
requirements based on any previous experience of the
client. This may include drawing on experience from
other reference sites if no past information is available STAGE 1:
from the client. From this, the design/construction team Preparation
will be able to develop room data sheets (RDS) for each and Brief
key room and functional area. The FM should ensure that
sufficient space is included for FM service operations -
STAGE 2:
workshops, stores, restrooms etc. Concept Design
STAGE 3:
Developed Design

Linked to the sinking fund the development of an STAGE 4:

Technical
initial life cycle cost model for the project requires a Design

methodology for the systematic evaluation of life cycle

costs over an agreed period of analysis. This typically STAGE 5:
Construction
covers a period of at least 25 years, and may cover the
entire life of the facility. Specialist external support from STAGE 6:
a life cycle modeller may be required for this. Handover
and Close Out

STAGE 7:
In Use

BIFM - Operational Readiness Guide Preparation and Brief Page 11

 STAGE 2 CONCEPT DESIGN
This stage sees the start of the
development of the Brief (from Stage
1) into the detailed/technical design;
many of the associated activities will
repeat through Stages 3 and 4 - albeit
at an increasingly more detailed level.
During this process the FM role should be to
ensure that the clients/end users operational
and occupational requirements for the
premises are considered and incorporated into
the developing design proposals and in the
main construction contracts (if required). The
FM should therefore be involved in reviewing
on an on-going basis, drawings, specifications
etc. as they are produced by the design/
construction team.
Image RIBA,
Plan of Work 2013
Page 12
COMPLIANCE INTRODUCTION
The FM should comment on and have input into the
Health and Safety Executive (HSE) strategy as this is
developed by the clients HSE advisor/s. STAGE 0:
Strategic Definition
In reviewing the water supply, the FM should consider
the use of recycled water including storage requirements
and maintenance of associated installations. When
STAGE 1:
Preparation
and Brief
reviewing the waste handling, the FM should consider:
clean/dirty waste handling routes; segregation of
different waste types and how to store them; power STAGE 2:
supply to and maintenance of any mechanical plant Concept
(compactors, shredders, etc.). Design
PEOPLE STAGE 3:
In order that stakeholders can assess any physical Developed Design
restrictions that may affect how the premises will be
occupied and operated, site visits or for new builds, STAGE 4:
Technical
viewings of the BIM model should be arranged. Design
For refurbishments and alterations the FM should ensure STAGE 5:
Construction
that the arrangements for on-going maintenance of
existing services are in place and that associated roles STAGE 6:
and responsibilities are defined. (This should be further Handover
and Close Out
developed through Stages 3, 4 & 5).
STAGE 7:
The FM should assess the training needs of both the In Use
Facilities Management service delivery team and the end
users of the completed premises.
*Note: For the purposes of this
document the term FM or FMs
The FM should oversee and have input into carrying (plural) refers to a professional
out, as necessary, occupancy surveys by the design/ who manages FM services.
construction team. The FM should ensure any significant
findings are built into the concept design proposals.
The FM should utilise the Stage 0 communication plan to
provide all stakeholders (end users, design/construction
team and FM service providers) with key information
throughout the project.
BIFM - Operational Readiness Guide Concept Design
 STAGE 2 CONCEPT DESIGN

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

whether the services are to be provided in-house or

contracted out or a combination; In conjunction with the design/construction team, STAGE 4:
Technical
respective roles and responsibilities; the FM should undertake and regularly review risk 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

be delivered, risks or opportunities associated with

them and the likely costs. Depending on the proposed
service delivery regime, there may be a requirement
to develop interface schedules defining the respective
roles and responsibilities of individual service providers.
The schedules should take into account intelligence
gathering, risk/opportunity tracking, dependencies and
any associated actions.
The FM should contribute to and comment on the:
design/construction teams Project Execution Plan,
ensuring that appropriate FM-related activities and
associated timescales are set out in the plan
final Project Brief as it is developed by the client and
design/construction team
project strategies as they are developed to ensure
they are compatible with the needs of the buildings
occupiers. This should include the fire strategy, and
possibly security, catering, cleaning, M&E, energy,
waste management and landscaping if these have
not been developed in other parts of the process

BIFM - Operational Readiness Guide Concept Design Page 13

 STAGE 2 CONCEPT DESIGN

PROCESS (CONTINUED) PROCUREMENT & FINANCE INTRODUCTION

Whilst not required until Stage 6 the design/construction Linked to the Facilities Management Service delivery
team should be developing the commissioning plan and strategy, the FM should create a detailed service
the building handover activity to ensure that sufficient procurement plan that covers each individual FM service. STAGE 0:
Strategic Definition
time is allowed for facilities management involvement
in testing and commissioning the building fabric and The plan will set out: STAGE 1:
services installations, plus training in the operation of development of specification/service level Preparation
and Brief
installations. agreement;
selection of contract, for example, NEC3 TSC option
The FM should set out how spares and warranties are to A; STAGE 2:
be handled, taking into account storage and how items development of performance metrics/payment Concept
will be stored and moved around the site, dependent on mechanisms (if required); Design
size, weight and space required. Any need for enhanced development of tender packages (are these going to
warranties should be identified. be produced by an internal team, consultant or off
STAGE 3:
the shelf); Developed Design

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

Regular meetings with the design/construction team will

be needed to review potential project efficiencies that
could be created through value engineering.
The aim should be to ensure that all the required
*Note: For the purposes of this
facilities management services are fully mobilised in document the term FM or FMs
advance of their respective go-live dates. (NB. This is (plural) refers to a professional
preparation for tender action and not the tender process who manages FM services.

itself). The final details of the assets for maintenance will

be provided later in the process to support going to the
market.

Image RIBA,
Plan of Work 2013

Page 14 BIFM - Operational Readiness Guide Concept Design

 STAGE 2 CONCEPT DESIGN

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

cupboards, shelving and the like.

STAGE 5:

TECHNICAL
Construction

The design/construction team will expect the FM to STAGE 6:

issue information as required by the design responsibility Handover
and Close Out
matrix. This will incorporate information exchanges
in accordance with the design programme, i.e., the STAGE 7:
exchange of information following BS 1192-4:2014 In Use

Collaborative production of information. Part 4: Fulfilling

employers information requirements using COBie.

The FM should contribute to and comment on the

Mechanical, Electrical and Plumbing (MEP) designers
recommendations for the development of the service
installations operating and maintenance strategy. The
FM should always lead on topics where the facilities
management team have the knowledge and experience.

The FM should identify specific management

information reporting requirements in terms of type of
report; purpose; frequency; data to be included, etc.

BIFM - Operational Readiness Guide Concept Design Page 15

 STAGE 3 DEVELOPED DESIGN

During this stage, the FM role is COMPLIANCE INTRODUCTION

to continue to ensure that the The FM should contribute to and comment on the
clients/end users operational and Health and Safety Executive (HSE) strategy as this is
occupational requirements for developed by the clients HSE advisor/s. STAGE 0:
Strategic Definition
the premises are appropriately
PEOPLE
considered and incorporated into The FM should liaise with members of the design/
STAGE 1:
Preparation
the developing design proposals. construction team as the developed design progresses,
and Brief

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

drawings and specifications as

The FM should participate in stakeholder/end user
they are produced by the design/ STAGE 3:
engagement workshops as deemed appropriate.
construction team. Developed
Design
Information exchange between the various PROCESS
design/construction team members is likely to The FM should provide facilities management input into:
value engineering exercises (i.e. alternative design STAGE 4:
increase substantially during this stage. Technical
options, sometimes also called optioneering) as Design

they relate to the operation of the premises and

should also contribute to associated life cycle cost STAGE 5:
Construction
analysis. This may entail arranging and, if necessary,
participating in visits to potential suppliers; STAGE 6:
the development of the project execution plan. Handover
and Close Out
For example, this could include the procurement
of the services providers, and identifying when STAGE 7:
commissioning and testing is to start; In Use

the developed design proposals as they progress. For

example, the FM may give a considered view on the
*Note: For the purposes of this
practicality of the storage provided for the FM team; document the term FM or FMs
any proposed design changes submitted by the (plural) refers to a professional
design/construction team. For example, the FM will who manages FM services.

have views on different cladding systems and how

they can be maintained and cleaned;
up-dated design/construction risk assessments from
a facilities management perspective see BIFM Good
Practice Guide - Risk Management

As the developed design progresses, the Facilities

Management service delivery strategy should be
updated as required.

Page 16 BIFM - Operational Readiness Guide Developed Design

 STAGE 3 DEVELOPED 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

and space for spares.

The FM should review room data sheets (RDS) as they
STAGE 3:
are progressed for compatibility with the developing If available the FM should review the MEP specifications
Developed
Facilities Management Service Delivery strategy. This will and:
Design
cover matters such as the first-aid room and whether understand from a building operational perspective,
it is properly equipped with stretcher and couch, plus the specifications and plant and equipment
other specialist equipment, as well as the responsibility schedules; STAGE 4:
Technical
for the provision and installation of equipment. The RDS check that the asset register format and as-built 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

The format for the O&M manuals (hard and/or soft

copy), should be prepared along with the operation If not already stated, the FM should specify BMS
and maintenance manual template (for completion by requirements to the specialist.
others) and the as-built drawing requirements.

Continuing from Stage 1, the life cycle and operational

cost models need to be updated to reflect the
developed design to ensure capital costs and
operational costs are clearly defined and understood and
avoid attempts to transfer build costs to the operational
budget or to the life cycle costs. Also the FM should
ensure that full due diligence surveys of any equipment/
systems to be retained are undertaken. These surveys
may be undertaken by the FM or specialists, depending
on complexity.

BIFM - Operational Readiness Guide Developed Design Page 17

 STAGE 4 TECHNICAL DESIGN
During this stage the technical
design for the project is produced
including architectural, structural,
building services and specialist
systems design.
The FM role is to:
continue to ensure that the clients/
end users operational and occupational
requirements for the premises are
appropriately considered and incorporated
into the technical design proposals;
provide input as necessary to the design/
construction team;
develop plans for the handover of the
project;
work with the design/construction team
to confirm the scope and content of
handover information such as operating and
maintenance manuals, drawings, building
user guides etc.
review and confirm strategies for the
operation and maintenance of the premises
following handover;
consider the plans for the future operational
delivery;
review the strategy for procurement of the
facilities management services.
Image RIBA,
Plan of Work 2013
Page 18
PEOPLE INTRODUCTION
The FM should maintain the relationship with the design/
construction leads, liaising as required and attending
project meetings, providing input/information/comment STAGE 0:
Strategic Definition
as required. (The frequency of this activity will vary from
project to project depending on timescale, complexity STAGE 1:
and stage). Preparation
and Brief
The FM should maintain regular communications STAGE 2:
with all stakeholders, to keep them engaged with the Concept Design
project throughout. This should include meetings with
STAGE 3:
the building end-users change management team
Developed
to outline the project, timetable, and deliverables. Design
Following the meeting, the communication plan drawn
up at Stage 0 should be updated with any relevant STAGE 4:
details relating specifically to this current phase of the Technical
project. Design
The FM should continue to review the design and
comment on any potential incompatibility or other
conflict issues. This process should involve all of the STAGE 5:
Construction
known FMSPs and any specialist consultants.
STAGE 6:
The FM should ensure regular up-dates on construction Handover
and Close Out
schedule changes. The FM should also organise
personal protective equipment (PPE) for the Facilities
STAGE 7:
In Use
Management team when visiting site during the
construction phase (this may require construction skills
certificate scheme (CSCS) cards.
*Note: For the purposes of this
document the term FM or FMs
(plural) refers to a professional
PROCESS who manages FM services.
During or following the design/construction team
meetings the FM should risk assess the design, and
record and discuss any observations with the main
stakeholders.
The FM should work with the design/construction team
and other stakeholders to ensure that the construction
contract includes appropriate provision detailing the
data and documentation requirements at handover.
The FM should review and update the Facilities
Management service delivery strategy from Stage 3 -
and ensure that it aligns with the brief.
BIFM - Operational Readiness Guide Technical Design
 STAGE 4 TECHNICAL DESIGN

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

BG26/2011. Typical items for review will include the

descriptions of operation for the various systems and the The FM should confirm the requirements for prototypes, STAGE 4:
format and content of the asset register. mock-ups and material testing specific to the future Technical
operation of the premises; for example, noise reduction Design
During the construction phase, the FM should agree a technology/systems for confidential meeting rooms,
formal handover process for the assets and services. The reception desks, flooring etc.
process should confirm maintenance responsibilities of STAGE 5:
Construction
contractors, building owner, in-house delivery team and
outsourced FMSP. This should reiterate the asset coding PROCUREMENT STAGE 6:
methodology agreed and stipulated in Stage 1 (EIR and The FM should review, evaluate and comment on tender Handover
and Close Out
AIM). This will ensure that the assets are correctly coded documentation, attend tender interviews and ensure bid
within the CAFM system and correctly tagged at the clarification and verification, in the context of facilities STAGE 7:
asset to match the CAFM asset code. (Note the codes management related issues. In Use

can be included in COBie where used, which will ensure

that when data is transferred to the CAFM it already has
the correct reference number assuming the building TECHNICAL
has a CAFM system). The FM should record observations from the review
of room data sheets and the like and liaise with main
The FM should also agree a defects schedule to record stakeholders if required.
and track any defects to existing equipment and assets
and whether any remedial works are to be carried out
to these assets and equipment during the construction
period. It is important that fully detailed records of any
such agreements are made.

BIFM - Operational Readiness Guide Technical Design Page 19

 STAGE 5 CONSTRUCTION
During this stage when changes
occur the FM should ensure that the
operational impact is considered and
that the operational team is ready to
take over the building.
The FM input to Stage 5 of the RIBA plan of work
is to check:
that all plant and equipment incorporated
into the building can be safely maintained
in compliance with current legislation. This
should have been checked at earlier stages,
but in case of changes or the FM joining the
project late it needs to be checked again
during the construction stage;
that any changes to the design are confirmed
with the client and that the impact on FM
operations are considered;
there is a plan for the commissioning that will
be carried out in the handover phase;
the FM operational team is ready to receive
the building in Stage 6 handover.
the service contracts have been tendered
and SLAs and KPIs are in place.
a full manual of FM procedures has
been prepared in order to instruct the
operational team on their specific roles and
responsibilities.
Image RIBA,
Plan of Work 2013
Page 20
PEOPLE INTRODUCTION
The FM should respond to all queries within an agreed
time. Often the questions will be related to the impact
of a new design or change of material. The questions STAGE 0:
Strategic Definition
will require a quick response from the FM; if there is a
delay the construction will go ahead without the change STAGE 1:
included. It is important that the FM is aware of the Preparation
and Brief
guidance in the FM design guide and calls on previous
experience to advise against installing or fitting any STAGE 2:
features or material that are not considered suitable. Concept Design
STAGE 3:
The FM should attend design team meetings as
Developed
appropriate. At these meetings each design team Design
member will present proposals concerning their groups
work, and raise any concerns or changes, in relation to STAGE 4:
Technical Design
operational activities, life cycle costs and risks. In order
to be effective and respond to any issues the FM should
be aware of the operational requirements of systems,
STAGE 5:
equipment, controls and user interfaces. Information
Construction
from these meetings should to be cascaded to relevant
stakeholders.
STAGE 6:
If access is possible, the FM should walk the clients team Handover
and Close Out
around the site. This is useful as part of the change
management process. The walk round allows team
STAGE 7:
In Use
members to look at their future working environment
and gives them an opportunity to raise any concerns
that they have about the new arrangements. For
maximum benefit a team walk is preferable, however if *Note: For the purposes of this
document the term FM or FMs
team walk rounds are not practical, it may be possible (plural) refers to a professional
for one person to walk the site and record the route, or who manages FM services.
alternatively a virtual tour via BIM data may be an option.
Personal Protective Equipment (PPE) may be required
and should be available for all site walk rounds.
BIFM - Operational Readiness Guide Construction
 STAGE 5 CONSTRUCTION

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

BIFM - Operational Readiness Guide Construction Page 21

 STAGE 5 CONSTRUCTION
PROCESS
The construction team should further develop the
handover strategy that will be delivered in Stage 6.
If there have been delays in the construction process,
there may be pressure to reduce the handover time.
The FM needs to monitor the plan so that the handover
programme complies with that agreed, and is not
unrealistic. Take into account that the construction
team, and in particular the mechanical and electrical
installation team, will be very familiar with systems and
how the building works, so what may be obvious to
them may not be clear to the FM operational team.
Do not assume that training and instruction will be
passed on by the specialists; the FM should put in place
measures to accurately record how to operate the
building post-handover.
The plan should include specific training during the
handover process. This should cover how to operate
the building, including items such as how to isolate the
water and gas, and more complicated mechanical and
electrical systems such as how the building ventilation
system works, or what electrical circuits are connected to
the generators or uninterruptible power supplies (UPS).
The FM should also be aware of the details of any
seasonal-related commissioning that will be required.
Image RIBA,
Plan of Work 2013
Page 22
INTRODUCTION
The FM should check construction information about
the planned installation of assets. Where specialist
equipment is fitted, this allows time to set up STAGE 0:
Strategic Definition
maintenance contracts and to book training on the
equipment with the installation team. STAGE 1:
Preparation
and Brief
The FM should review and update the Facilities
Management service delivery strategy to incorporate STAGE 2:
any changes since Stage 4. Also check whether the Concept Design
FMSP and internal team are ready to deliver the strategy,
STAGE 3:
depending on whether or not they have been procured Developed
at this stage. Design
STAGE 4:
If the project is an alteration to a current building, the Technical Design
construction team will need a detailed list of the installed
assets with information about condition required at
the end of the construction phase. For example, if the
STAGE 5:
heating system is remaining, this list should contain
Construction
details of the current system, location controls, and
calculations to show that it can to be extended or is
suitable for the refurbished building. STAGE 6:
Handover
and Close Out
The FM should provide information outlined in the
design responsibility matrix as requested and on time. STAGE 7:
In Use
The initial life cycle will have been based on general life
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.
cycle model to match the selection of products. As an
example, the floor covering could be carpet with a life
expectancy of six years or timber with a life expectancy
of 20 years.
The FM should be present for on and off site testing.
The FM should arrange for photographs to be taken
of all ceiling voids to show cabling and fire stopping.
The photographs are evidence that the ceiling void fire
stopping is correct and displays what equipment is in
the void.
BIFM - Operational Readiness Guide Construction
 STAGE 5 CONSTRUCTION

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

PROCUREMENT & FINANCE

The FM should assess whether the Furniture, Fixtures
and Equipment (FF&E) requirements have changed and
consider the lead time for ordering. Check that the
items will fit into the building, and consider how to get
them out and the replacement in, when they have to be
replaced.

As part of the tendering process for third party

contractors, the FM may need to arrange access for
tenderers to walk the site in order to understand the
surfaces and the assets to be maintained.

If not completed in Stage 4 the FM should procure the

operational team in time for them to participate in the
handover process.

BIFM - Operational Readiness Guide Construction Page 23

 STAGE 6 HANDOVER AND CLOSE OUT

At this stage the preparations COMPLIANCE INTRODUCTION

for handover and services The FM should identify all relevant asset data and facility
commencement begin, along with information required for compliance from the design/
the production of the detailed construction team in line with the specified O&M and STAGE 0:
Strategic Definition
the building user guide contents. The source of this
training and commissioning
information may include:
programme. Market testing information
STAGE 1:
Preparation
and Brief
Within this stage, a number of processes take National Building Specification (NBS), or similar
place: Health and Safety file STAGE 2:
BIM Data File/s Concept Design
pre-commissioning (PC) and dead testing of
the M&E system;
production of the building-user guide (BUG)
PEOPLE STAGE 3:
Developed
Begin planning for the first user-satisfaction survey. The Design
that is aimed at all building users. This should FM should look to produce this ready for circulation as
contain general information about, for part of the post occupation evaluation (POE). STAGE 4:
Technical Design
example, travel, car parking, access, specialist
systems, and what to do if working early or If the FM has not been involved with the project to date
STAGE 5:
late; and is only engaged at the handover stage, the FM Construction

installation works near completion and the
pre-handover checks are carried out;
the final draft health and safety file, the O&M
manuals, and the BIM model are all handed
over for review.
should confirm if Soft Landings champions are present
on the project. (Ideally Soft Landings champions
should have been established at Stage 0). If there is a STAGE 6:
Soft Landing champion discuss the FM activities in this Handover and
guide with the champion. If no champion is in place Close Out
discuss the FM activities in this guide with the design/
construction team lead. STAGE 7:
In Use

The facilities management operational team including

FMSP should receive all necessary and specified specialist
*Note: For the purposes of this
training during the pre-handover commissioning and document the term FM or FMs
training period. (plural) refers to a professional
who manages FM services.

The FM should finalise end-user guides for simple

operational processes and minor change requirements.
These should be available in the construction O&M and
building user guide and may also be complemented by
the building log book

Image RIBA,
Plan of Work 2013

Page 24 BIFM - Operational Readiness Guide Handover and Close Out

 STAGE 6 HANDOVER AND CLOSE OUT

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

As it becomes available, the FM should check the as

STAGE 3:
built information for completeness and accuracy; this In line with the agreed training programme, the FM Developed
should include consideration of issues such as: should agree a schedule of presentations to train and/ 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

The handover from design/construction team to

client (or facilities management operator) should be
monitored by the FM in accordance with the projects
commissioning/training strategy.

BIFM - Operational Readiness Guide Handover and Close Out Page 25

 STAGE 6 HANDOVER AND CLOSE OUT

PROCUREMENT TECHNICAL INTRODUCTION

The FM should ensure that service delivery contracts are At formal handover the FM should receive:
agreed and that Service Level Agreements (SLAs) and final commissioning / training report detailing
Key Performance Indicators (KPIs) reflect the operational the results of the commissioning/training and STAGE 0:
Strategic Definition
standards required. commenting on the performance of systems, signed
by a competent person from the design/construction STAGE 1:
SPACE team Preparation
and Brief
Provide space for a central and visible home base schedule of all spare parts required for the works
for the aftercare team if set out in the EIR. If the including recommendations of any others not stated STAGE 2:
construction contractor has proposed an on-site in the specification Concept Design

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

own on-site facilities, then this needs to be identified. If as-built BIM

STAGE 4:
properly co-ordinated then these requirements can be set of drawings, the installation drawings should be Technical Design
translated into the same temporary space. found in the construction O&M and building-user
guide or may be hosted on the project CDE.
STAGE 5:
log book(s) in accordance with the requirements of Construction
the specification and the Building Regulations
complete set of operation and maintenance
information in accordance with the specified STAGE 6:
requirements Handover and
Close Out
The FM should interrogate the BIM data and ensure the
level of asset information is as agreed within the EIR, OIR STAGE 7:
and AIR documentation developed as part of Stage 1. In Use

Detailed training and operational guides will be required

*Note: For the purposes of this
to ensure a complete understanding and knowledge document the term FM or FMs
transfer of the detailed building management system (plural) refers to a professional
(BMS) point schedules, wiring schematics, control panel who manages FM services.

labelling details and equipment schedules for complete

works. These may be hosted on the project CDE.

Image RIBA,
Plan of Work 2013

Page 26 BIFM - Operational Readiness Guide Handover and Close Out

 STAGE 7 IN USE

The FM should co-ordinate the post- PEOPLE INTRODUCTION

handover aftercare period to ensure
the building operates and where
necessary, adapts in accordance with
the design intent and operational
demands.
Ideally prior to handover, the aftercare team will
have already been introduced to the building
occupier/manager and the content of the
building user guide (BUG) will have already been
outlined, as set out in Stage 5. If not, this should
take place as soon as possible.
A full schedule of meetings/workshops and training
sessions should be arranged with the different interested
parties; for example, the occupant management
team, facilities management service teams of different
disciplines (for detailed familiarisation with building
systems and maintenance or cleaning processes
required) and building users (for optimal usage of the
building and its systems). Some of this training may
already have taken place during Stages 5 and 6.
Theoretically, all mechanisms and systems should be in
place by this Stage so that the only remaining actions
required are to monitor progress, review success
criteria and record lessons learned for ongoing process
improvements.
The FM may be required to manage the internal fit-out
of new buildings following handover. The FM should
manage and control any fit-out operations to ensure
they do not put the building or base build systems at
risk. This will require a clear understanding of the fit-out
project plan and methodologies so that disruption to
other building users is kept to a minimum and that
there are no unnecessary risks to health and safety and
building operations.
The FM should monitor site progress, and liaise and
communicate regularly with the design/construction
team lead. Handover snagging will continue to be STAGE 0:
Strategic Definition
progressed and will need to be monitored. This can
cause disruption to the building occupants, so the FM
will need to co-ordinate these works.
STAGE 1:
Preparation
and Brief
Arrangements should be made for the aftercare team STAGE 2:
to be on-site for an agreed amount of time, normally Concept Design
the first eight weeks after the buildings occupiers arrive,
STAGE 3:
however, this timescale will vary according to complexity.
Developed
The communication strategy for explaining to the Design
facilitys occupiers what they need to know about the
STAGE 4:
buildings operations will have been arranged in advance Technical Design
and needs to be followed through by the FM.
STAGE 5:
All documentation to go in the O&M manuals and BUG Construction
will have been prepared during the handover stage. With
specific reference to Stage 7 it will include: STAGE 6:
Handover and
all health and safety information regarding fire and Close Out
evacuation procedures and signage
permanent way signage
usage instructions for facilities (for example, STAGE 7:
kitchenettes, gym, changing rooms, washroom In Use
facilities, temperature and lighting controls, audio
visual equipment) and function-related systems
(from telephones to function specifics related to
specialist facilities roles such as healthcare, transport,
education, security, etc.)
temporary way signage and mobilisation instructions
that are required for the occupiers until they are
familiar with the new building.
(continued overleaf)

Image RIBA,
Plan of Work

BIFM - Operational Readiness Guide In Use Page 27

 STAGE 7 IN USE
Building Regulations stipulate that all new buildings
should have a log book. BSRIA suggests that the delivery
team produces two: a building manual and a building
user guide. Existing buildings that are being refurbished/
developed would also benefit from these documents,
however, as previously stated, these should be prepared
and issued by the design/construction team at handover.
The building manual is a comprehensive guide for
the operator of the building, covering its design and
operational needs plus future changes and annual
energy use and maintenance work. The building user
guide is a simple, easy to read guide to the building in its
everyday operations.
BSRIA has produced a useful guide for building
operators which suggests standard methods of
capturing information about their buildings. For further
information please reference; Building Manuals and
Building User Guides - Guidance and worked examples
(BG 26/2011).
Throughout the occupation, the FM should hold regular
meetings with users of the facility to review its operation.
These meetings should discuss how successfully the
users needs are being met, and whether any new needs
have emerged that require action.
In order to learn lessons to improve for the future, the
FM should set up a workshop to discuss learnings from
the project, attended by the design/construction team,
significant specialist contractors and the FM team.
Image RIBA,
Plan of Work 2013
Page 28
PROCESS INTRODUCTION
The FM should review all tasks listed in the handover plan
(started on Stage 1 and agreed at Stage 4) and plan,
resource, action, record and report on progress. STAGE 0:
Strategic Definition
The FM should monitor the buildings handover, and help STAGE 1:
with any communication requirements. This process Preparation
and Brief
will conclude any ongoing handover activities that were
begun at Stage 6. STAGE 2:
Concept Design
The FM should ensure that systems are in place and
STAGE 3:
licences are transferred/procured for the ongoing Developed
storage and use and distribution of the project Design
information during the occupancy of the facility. This
STAGE 4:
information includes project information models (PIM/ Technical Design
BIMs), design, commissioning and O&M information
and documentation. This should already be stored in
STAGE 5:
and accessible from the common data environment Construction
(CDE); Consideration should be given to either continue
the licensing of this or transfer the information into a STAGE 6:
Handover and
preferred system. The receipt of information should be Close Out
monitored to check the level of detail and its accuracy.
Any shortfalls should be flagged up and brought to the
relevant partys attention. STAGE 7:
In Use
The FM should arrange for a post-occupancy analysis,
covering the performance of the new workplace in
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
The buildings performance should be reviewed in (plural) refers to a professional
accordance with an agreed strategy, methodology and who manages FM services.
parameters.
Automated, manual or remote monitoring should be
put in place to allow the relevant information to be
captured for analysis. Dashboards and reports should
be commissioned/designed for straightforward display
of this information to give the facility operators early
warning of any issues and to drill down to identify any
potential concerns. If the building is to be used for
activities that were not part of the original plan, this
should be taken into consideration and monitored too.
BIFM - Operational Readiness Guide In use
 STAGE 7 IN USE

On-going assessment, monitoring and recording of
fit-for-purpose assessments for example, energy
performance - should be carried out by the FM to feed
into end-of-year reviews and lessons learned workshops.
The FM should receive a commission/snagging defects
list from the design/construction team showing all the
defects that have been identified during handover.
Whilst the FM is unlikely to be responsible for rectifying
INTRODUCTION
If the POE has identified ways that the building and its
performance could be improved, the FM should look at
ways to rectify the shortcomings, otherwise known as STAGE 0:
Strategic Definition
optimisation changes. These shortcomings should be
evaluated against the management strategy, and any STAGE 1:
changes should be undertaken in accordance with the Preparation
and Brief
agreed change control process at the end of Year 1.
STAGE 2:
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

as-built model and record drawings incorporating any

STAGE 4:
Any feedback on the rectifications should be reviewed/ changes resulting from subsequent years aftercare. Technical Design
monitored/audited to ensure accurate recording.
Ongoing collaborative tools which are accessed via TECHNICAL STAGE 5:
the CDE - can assist in this process of approval and Seasonal commissioning activities will be completed Construction
acceptance for change control purposes. This should be over a minimum 12 month period once the building
carried out during the defect liability period. becomes substantially occupied. The FM should ensure: STAGE 6:
Handover and
that processes are in place and all actions are carried Close Out
The FM should ensure that a strategy for change out to safeguard ongoing statutory compliance and
control of the as-built model and drawings is agreed safety.
and implemented for updates, approval and publishing that contract documents include relevant facilities STAGE 7:
(that is, the agreed version put on line). Record drawings management requirements. In Use
may be extracted from the updated model if this detail
has been correctly incorporated. This should be carried
out at the end of every year.

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.

The FM should carry out an evaluation after the

buildings first year of use. The POE methodology
and scope must be agreed in advance of handover.
It will cover quantitative and qualitative assessment
and systems should be put in place to capture and
record these assessments. The findings should to be
disseminated as agreed to all interested parties.

BIFM - Operational Readiness Guide In use Page 29

APPENDIX 1
REFERENCES

Stage Stage Stage Stage Stage Stage Stage Stage

Reference documentation
0 1 2 3 4 5 6 7

BS 8536-1:2015 Briefing for design and

construction Part 1: Code of practice

for facilities management (buildings
infrastructure)

BS 8210:2012 Guide to facilities maintenance

management

BS ISO 55000: Asset management - overview,

principles and terminology

RICS Guidance Note: Strategic facilities

management

BICSc Guides

CIBSE Guide M: Maintenance, Engineering and

Management 2014

BS 7958:2015 Closed circuit television (CCTV)

management and operation code of
practice

BIFM Good Practice Guide - Space Planning

and Management

BS ISO 55001 Energy management

BS ISO 15686 Life cycle costing Part 5

BSRIA Soft Landings

BIFM Soft Landings Fast Facts

BIFM Good Practice Guide - Asset

Management Surveying Practice

PAS 1192-3 2014 Specification for information

management for the operational phase of
assets using building information modelling

Page 30 BIFM - Operational Readiness Guide References

APPENDIX 1
REFERENCES

Stage Stage Stage Stage Stage Stage Stage Stage

Reference documentation
0 1 2 3 4 5 6 7

PAS 1192-5:2015 Specification for security-

minded building information modelling,

digital built environments and smart asset
management

BIFM Good Practice Guide - Selecting FM

Software

PAS 11922 2013. Specification for

information management for the capital/

delivery phase of construction projects using
building information modelling

British Council for Offices guide to post-

occupancy evaluation

BS 1192:2007 Collaborative production of

architectural, engineering and construction
information - code of practice

CIBSE AM 12: 2013 Combined heat and

power for buildings

CIBSE Guide B Heating, ventilating, air

conditioning and refrigeration

BS 7543:2015 Guide to durability of buildings

and building elements, products and
components

BS 8544:2013 Guide for life cycle costing of

maintenance during the in- use phases of
buildings

BIFM Good Practice Guide - Benchmarking

The Construction (Design and Management)

Regulations 2015

Dependent on location: BS 7858:2012

Security screening of individuals employed in
a security environment code of practice

BIFM Good Practice Guide FM Procurement

BIFM - Operational Readiness Guide References Page 31

APPENDIX 1
REFERENCES

Stage Stage Stage Stage Stage Stage Stage Stage

Reference documentation
0 1 2 3 4 5 6 7

BS 1192-4:2014: Collaborative production of

information. Fulfulling employer's information exchange
requirements using COBie. Code of practice

BIFM Good Practice Guide - Risk Management

BS 8587:2012 Guide to facility information

management

BSRIA Illustrated guide to electrical services

BSRIA Illustrated guide to mechanical services

BS ISO/IEC 27000:2014 Information

technology, overview and vocabulary

BS ISO/IEC 27001:2013 Information

technology, Requirements

BS ISO/IEC 27003:2010 Information

technology, Implementation guidance

BSRIA BG1/2007

BSRIA BG26/2011

BSRIA BG3/2008

BS4884 (BS EN 82079 - 1: 2012)

BIFM Good Practice Guide Running and

Procuring Cleaning Contracts

BIFM Sustainability Survey

BIFM Good Practice Guide - Business

Continuity

Page 32 BIFM - Operational Readiness Guide References

APPENDIX 1
REFERENCES

Stage Stage Stage Stage Stage Stage Stage Stage

Reference documentation
0 1 2 3 4 5 6 7

BS ISO 22301:2012 Business continuity

management systems Requirements

BS ISO 22313:2012 Business continuity

management systems Guidance

BIFM Good Practice Guide Inclusive Access,

Disability & the Equality Act

BS EN 15221-5:2011 Facility Management

guidance on facility management processes

CIBSE TM31-2006

BSRIA Technical note TN 6/98

BSRIA Building Manuals and Building User

Guides - Guidance and worked examples
(BG26/2011)

BSRIA Maintaining Facilities Guide Set (M1)

BIFM Good Practice Guide - Energy Audits

BSRIA Guide Seasonal Commissioning BG

44/2013

BIFM - Operational Readiness Guide References Page 33

APPENDIX 2
ABBREVIATIONS

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

Page 34 BIFM - Operational Readiness Guide Abbreviations

APPENDIX 2
ABBREVIATIONS

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

The Guide relates to a number of professional standards.

Full details of the FM Professional Standards can be found at
www.bifm.org.uk/FMStandards.

Qualification reference
This guide can also help support those studying BIFM qualifications
and is particularly appropriate to those studying:

Level 3 qualifications, specifically units 3.01, 3.02, 3.04, 3.06, 3.07,

3.09, 3.10, 3.11, 3.13, 3.14
Level 4 qualifications, specifically units 4.01, 4.04, 4.06, 4.07, 4.10,
4.11, 4.12, 4.16, 4.17, 4.18, 4.19, 4.20, 4.21
Level 5 qualifications, specifically units 5.01, 5.02, 5.05, 5.08,
5.10, 5.11, 5.12, 5.16, 5.17, 5.18, 5.19, 5.20, 5.21

For more information on BIFM qualifications,

visit www.bifm.org.uk/qualifications

BIFM - Operational Readiness Guide Abbreviations Page 35

About BIFM

The British Institute of Facilities Management (BIFM) is the

professional body for facilities management (FM). Founded in
1993, we promote excellence in facilities management for the
benefit of practitioners, the economy and society. Supporting and
representing over 16,500 members around the world, both individual
FM professionals and organisations, and thousands more through
qualifications and training.

We promote and embed professional standards in facilities

management. Committed to advancing the facilities management
profession we provide a suite of membership, qualifications, training
and networking services designed to support facilities management
practitioners in performing to the best of their ability.

BIFM
Number One Building
The Causeway
Bishops Stortford
Hertfordshire CM23 2ER

T: +44 (0) 1279 712620

E: membership@bifm.org.uk
www.bifm.org.uk

ISBN: 978-1-909761-22-3

Price: 29.99