1、BSI Standards PublicationBS 8892:2014Transition management offacility-related services Code of PracticePublishing and copyright informationThe BSI copyright notice displayed in this document indicates when the documentwas last issued. The British Standards Institution 2014Published by BSI Standards
2、Limited 2014ISBN 978 0 580 84104 0ICS 03.100.99The following BSI references relate to the work on this document:Committee reference FMW/1Draft for comment 14/30288922 DCPublication historyFirst published August 2014Amendments issued since publicationDate Text affectedBS 8892:2014 BRITISH STANDARDCon
3、tentsForeword iiIntroduction 11 Scope 12 Normative references 13 Terms, definitions and abbreviations 24 Transition planning 35 Stakeholder engagement 256 Transition implementation 29AnnexesAnnex A (informative) Checklist of actions 39Bibliography 46List of figuresFigure1Types of transition 8Figure
4、2 Gantt chart form of schedule illustrating the tasks involved intransition (example) 21List of tablesTable A.1 Actions checklist 39Summary of pagesThis document comprises a front cover, an inside front cover, pages i to ii,pages 1 to 46, an inside back cover and a back cover.BRITISH STANDARD BS 889
5、2:2014 The British Standards Institution 2014 iForewordPublishing informationThis British Standard is published by BSI Standards Limited, under licence fromThe British Standards Institution, and came into effect on 31 August 2014. It wasprepared by Technical Committee FMW/1, Facilities management. A
6、 list oforganizations represented on this committee can be obtained on request to itssecretary.Relationship with other publicationsThis British Standard is a new addition to an existing set of standards connectedwith facilities management and complements BS 8572.Use of this documentAs a code of prac
7、tice, this British Standard takes the form of guidance andrecommendations. It should not be quoted as if it were a specification andparticular care should be taken to ensure that claims of compliance are notmisleading.Any user claiming compliance with this British Standard is expected to be able toj
8、ustify any course of action that deviates from its recommendations.Presentational conventionsThe provisions of this standard are presented in roman (i.e. upright) type. Itsrecommendations are expressed in sentences in which the principal auxiliaryverb is “should”.Commentary, explanation and general
9、informative material is presented insmaller italic type, and does not constitute a normative element.The word “should” is used to express recommendations of this standard. Theword “may” is used in the text to express permissibility, e.g. as an alternative tothe primary recommendation of the clause.
10、The word “can” is used to expresspossibility, e.g. a consequence of an action or an event.Notes and commentaries are provided throughout the text of this standard.Notes give references and additional information that are important but do notform part of the recommendations. Commentaries give backgro
11、und information.Contractual and legal considerationsThis publication does not purport to include all the necessary provisions of acontract. Users are responsible for its correct application.Compliance with a British Standard cannot confer immunity from legalobligations.BRITISH STANDARDBS 8892:2014ii
12、 The British Standards Institution 2014IntroductionThe purpose of this British Standard, which complements BS 8572, is to giverecommendations and guidance on processes and procedures by which facilityowners, operators and tenants can manage the transition from onefacility-related service arrangement
13、 to another in an efficient and cost-effectivemanner and minimize exposure to risk and threat to business continuity.Transition management of facility-related services is the process of moving fromone service arrangement to another. This can cause unnecessary disruption toend-users of those services
14、 and incur additional indirect costs. The issues arisingfrom a change in an existing arrangement can be off-putting for facility owners,operators and tenants. The idea of moving from an established familiar situationto one that is unfamiliar can be unattractive, not least because of a lack ofunderst
15、anding of how to manage such an undertaking. In the absence ofguidance, facility owners, operators and tenants might be disinclined to breakwith an existing arrangement, despite some dissatisfaction with it. Transition hasto be planned and controlled over and above arrangements for theprocurement of
16、 facility-related services, where this applies, if it is not to impactnegatively on service delivery.1 ScopeThis British Standard provides facility owners, operators and tenants (andprofessional advisors on their behalf) with recommendations and guidance onmanaging changes to their existing sourcing
17、 arrangements and where there is amove between insourcing and outsourcing and vice versa. It is applicable to arange of situations from the replacement of one service provider by another, tobringing all services in-house following a lengthy period of outsourcing, andincorporates recommendations that
18、 allow the approach to be scaled to suit thedegree of complexity involved.NOTE For the purpose of this British Standard, the “organization” can be thefacility owner, an operator, a tenant or a professional advisor acting on their behalf.2 Normative referencesThe following documents, in whole or in p
19、art, are normatively referenced in thisdocument and are indispensable for its application. For dated references, onlythe edition cited applies. For undated references, the latest edition of thereferenced document (including any amendments) applies.BS 8572, Procurement of facility-related services Gu
20、ideBS 8587, Guide to facility information managementBS EN 15221-1, Facility management Part 1: Terms and definitionsBS EN 15221-2, Facility management Part 2: Guidance on how to preparefacility management agreementsBS EN 15221-5, Facility management Part 5: Guidance on facility managementprocessesPA
21、S 1192-3:2014, Specification for information management for the operationalphase of assets using building information modellingBRITISH STANDARD BS 8892:2014 The British Standards Institution 2014 13 Terms, definitions and abbreviations3.1 Terms and definitionsFor the purposes of this British Standar
22、d, the terms and definitions given inBS EN 15221-1 and BS EN 15221-2 and the following apply.3.1.1 contingency planningactivity designed to take account of conditions or events whose occurrence oreffect is uncertain and which would likely result in a change to the agreed plan3.1.2 controlcomparison
23、of actual performance with planned performance, analysingvariances and taking appropriate corrective and preventive action as neededSOURCE: BS ISO 21500:2012, 2.63.1.3 cost contingencysum added to a cost estimate to cover conditions or events whose occurrence oreffect is uncertain and which would li
24、kely result in additional cost3.1.4 critical pathlongest planned sequence of activities (or tasks) in a network3.1.5 flawless start-upfault-free commencement of operationsSOURCE: BS 8587:2012, 3.1.153.1.6 informed client functionindividual or group within an organization with expertise in procuremen
25、tdesignated to act as the client or customer in a procurement transactionSOURCE: BS 8572:2011, 3.1.10, modified3.1.7 insourcingdelivery of a service by one part of an organization to another3.1.8 manual of authoritiesdocument containing the authorities and authority holders within anorganization rel
26、ating to its business, functions and legal entitiesSOURCE: BS 8587:2012, 3.1.203.1.9 milestonepoint in a timeline, a time-plan or a schedule that indicates a significant event3.1.10 outsourcingbusiness model for the delivery of a product or service to an organization by athird party providerSOURCE:
27、BS ISO 375001), 2.93.1.11 precedence diagramgraphical network in which the nodes are activities or tasks and the linksbetween them define the logical sequence of events3.1.12 project management plandocument or collection of documents that define the execution, monitoring andcontrol of the project1)I
28、n preparationBRITISH STANDARDBS 8892:20142 The British Standards Institution 20143.1.13 risk and opportunity registerrecord of identified risks and opportunities, including results ofassessment/analysis and planned responses3.1.14 scheduleplan of tasks and their times with the resources required to
29、achieve definedobjectives3.1.15 schedule contingencytime added to a schedule to cover conditions or events whose occurrence oreffect is uncertain and which would likely result in delay3.1.16 stakeholderperson, group or organization that has interests in, or can affect, be affected by,or perceive its
30、elf to be affected by, any aspect of the projectSOURCE: BS ISO 21500:2012, 2.143.1.17 taskwork item in a scheduleNOTE The term “task” is used in this British Standard instead of “activity”, asdefined in BS ISO 21500:2012, to refer to a work item in a schedule. This distinctionis necessary to avoid p
31、ossible confusion when referring to work in an organizationaland business process context, where “activity” is the generally accepted term.3.1.18 time-plantasks placed in sequence along a timeline or against a timescale andincorporating phases, milestones and deadlines3.1.19 transitionactivities for
32、 migrating agreed upon knowledge, assets, liabilities, systems,processes and people from the client to the provider in order to create desireddelivery capability and the reverse situationSOURCE: BS ISO 375002), 2.24, modified3.1.20 transition managementprocess for accomplishing transition3.1.21 tran
33、sition planningactivity of preparing for transition3.2 AbbreviationsHSSE health, safety, security and environmental sustainability4 Transition planning4.1 GeneralA business case for transition, or statement of needs, should be prepared andused as a basis for transition planning. The starting point f
34、or transition shouldbe made explicit.2)In preparationBRITISH STANDARD BS 8892:2014 The British Standards Institution 2014 3NOTE The starting point for transition could be a decision relating to theorganizations operation of an individual facility or its facilities in general. Thisdecision needs to b
35、e documented, either as a business case for transition or within astatement of needs. The former is the more usual situation and occurs where achange to existing arrangements is necessary, perhaps in light of operationalexperiences. The latter would be appropriate when a facility is to be refurbishe
36、d andwhere a change to existing arrangements is required (see BS 8536).4.2 Transition process4.2.1 Transition as managed changeTransition is a process that involves change in the delivery of facility-relatedservices. For change to be managed effectively, transition should be supportedby a defined pl
37、an (see 4.2.3) that is based on the business case for transition orstatement of needs (see 4.1).4.2.2 Transition as a projectThe organization should adopt a project-based approach to transition in whichthe scope of services subject to transition, together with the tasks to beperformed, their times,
38、resources and cost, are defined and controlled within arisk-bound environment.NOTE Planning and scheduling the tasks necessary to achieve the organizationsobjectives form a significant activity when preparing for transition.4.2.3 Plan for transitionThe organization should prepare a plan for transiti
39、on to cover, as a minimum:a) objectives, including critical processes and activities affected (see 4.3.2.2),scope of services subject to transition (see 4.3.4) and criteria for measuringsuccess (see 4.3.6);b) impact on the business and end-user requirements (see 4.3), including HSSEprovisions (see 4
40、6.6), the needs of disabled people (see 5.3.4) and equalityobligations in general (see 5.4.3);c) governance, including assessment of the need for a board or equivalentbody for steering purposes, definition of roles, responsibilities andaccountabilities, internal approvals, applicable organizational
41、 structure andcontrols to be applied (see 4.6.2);d) external permissions and notices which might be required (see 4.6.3);e) stakeholders, including arrangements for assessing their interest and likelyimpact, engagement and communication (see 4.4 and Clause 5);f) risks, including identification and a
42、ssessment/analysis of downside riskevents and upside opportunities, responses to risk events and controls to beapplied (see 4.5);g) knowledge and supporting information and data to be acquired orexchanged in the course of transition (see 4.6.4);h) procurement strategy, policy and procedures for faci
43、lity-related services,where outsourcing is involved (see 4.6.5 and BS 8572);i) service definitions (see 4.6.5.2), service specifications (see 4.6.5.3) and servicelevels (see 4.6.5.4);j) existing arrangements in regard to agreements, contracts and employmentof personnel affected (see 4.6.7);k) time-p
44、lan and deadlines, or schedule, including critical tasks, milestones andcontrols to be applied (see 4.6.9 and 4.7);BRITISH STANDARDBS 8892:20144 The British Standards Institution 2014l) resources, including personnel, materials, equipment, temporary facilities orworks, and controls to be applied (se
45、e 4.8);m) costs and required budgets, including controls to be applied (see 4.9); andn) required contingency, including quantification of schedule (i.e. time)contingency and cost contingency (see 4.10).NOTE 1 Schedule contingency and cost contingency are not optional and arerequired. The extent of c
46、ontingency might not, however, be easy to gauge and so islikely to call for a qualitative risk assessment. In the case of large or complextransitions, a quantitative risk analysis is advisable (see 4.10.2 and 4.10.3).The plan should complement existing policies and procedures as far aspracticable.NO
47、TE 2 A plan for transition is analogous to a project management plan, which isa document, or collection of documents, defining how the project is to be executed,monitored and controlled (see 3.1.12 and 4.6). It is necessary to distil the essentialactions from the plan in order to focus on the tasks,
48、 decisions and key informationneeded in transition (see 4.6.1).4.2.4 Transition controlThe organization should adopt an integrated approach to the control oftransition. The scope of services subject to transition should be accompanied byand reflected in a time-plan (or schedule), resource plan and c
49、ost estimate (orbudget). Where any alteration is made to the scope, its impact on the time-plan(or schedule), resource plan and cost estimate (or budget) should be assessedbefore proceeding (see 4.5.2.6). Variances from the plan for transition should becontrolled so that the organizations objectives in regard to transition areachieved (see 6.4).4.3 Impact of transition4.3.1 GeneralAs transition involves change to the support for the organizations primaryprocesses and activities and therefore has the potential to impact end-users andthreaten
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