CONSTRUCTION INDUSTRY DEVELOPMENT BOARD MALAYSIA

Facilities Management Training Module – Level 5

FACILITIES
MANAGEMENT - L5
LP06 - Communication
Planning
Table of Contents

1.0 MAIN CONTENT ............................................................................................................................. 3

1.1 Purpose ................................................................................................................................. 3
1.2 Introduction ........................................................................................................................ 3
1.3 Occupational Definition .................................................................................................. 4
1.4 Roles and Responsibility ................................................................................................ 4
1.5 Learning Outcome ............................................................................................................. 4
1.6 Assessment .......................................................................................................................... 4
2.0 PREPARE FM COMMUNICATIONS PLAN ............................................................................... 5
2.1 Identify Stakeholders....................................................................................................... 6
2.1.1 Internal Stakeholders .................................................................................................... 6
2.1.2 External Stakeholders ................................................................................................... 6
2.2 Interpret Reporting Hierarchy ..................................................................................... 7
2.3 Prepare FM Communications Plan .............................................................................. 9
2.4 Monitor FM Communications Plan ........................................................................... 12
2.5 Review FM Communications Plan ............................................................................ 12
3.0 PERFORM CORRESPONDENCE MANAGEMENT................................................................ 13
3.1 Identify Format of Correspondence......................................................................... 13
3.2 Identify Type of Correspondence ............................................................................. 14
3.3 Monitor Correspondence Response Timeline ..................................................... 14
4.0 MONITOR PROJECT MEETINGS............................................................................................. 15
4.1 Identify Project Meeting Objective........................................................................... 15
4.2 Project Meeting Schedule ............................................................................................ 15
4.3 Minutes of Meeting ........................................................................................................ 16
5.0 PREPARE PROJECT PRESENTATIONS ................................................................................. 17
5.1 Presentation Objective ................................................................................................. 17
5.2 Presentation Audience ................................................................................................. 17
5.3 Preparing Presentation................................................................................................ 17
 Learning
COMMUNICATION
PLANNING
Package

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1.0 MAIN CONTENT

Abbreviation

CIDB – Construction Industrial Development Board

FM – Facilities Management

MAFM – Malaysia Association of Facility Management

1.1 Purpose

This document serves as practical guidelines to develop and certify contractors in Facility
Management (FM) industry. It encompasses specific skills set in management and
coordination works of demand and supply of facilities and services within public and private
organizations.

The outcome of this communication monitoring competency is to ensure critical information

is effectively relayed to the relevant and respective party in a timely manner.

1.2 Introduction

Communication Planning is a competency with regards to the ability of carrying out planning
and execution of communication processes and exchanging of information that takes place
between project team and stakeholders.

The communication planning competency includes the ability to plan an effective FM

Communications plan that will be use by the whole FM team for various activities involving
relevant stakeholders and the ability to manage project meeting requirements.

The FM Manager who is competent shall be able to prepare effective FM communications

plan, perform actual correspondence management, monitor project meetings and prepare
project presentations.

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1.3 Occupational Definition

This Learning Package is suitable for Level 5 work force in FM, which is the FM Manager
whom will be responsible to plan and ensure effective implementation of the FM
communication plan.

1.4 Roles and Responsibility

The roles and responsibilities of FM Manager in relation to this learning package have been
focused mainly on preparing an effective FM Communication Plan, execute and ensure the
effectiveness of each day-to-day communications and projects handling.

1.5 Learning Outcome

The objectives of this Learning Package are to ensure the trained FM Managers are
competent and be able to:

a. Prepare FM communications plan.

b. Perform correspondence management

c. Monitor project meetings.

d. Prepare project presentations

1.6 Assessment

Assessment for this competency shall be by the following method:

a. Knowledge Assessment

Knowledge assessment is carried out to assess participant’s knowledge on

communication planning competencies as stated in the FM Monitoring Competency
Standard using the Knowledge Assessment Sheet (KAS).

b. Practical Assessment

Practical assessment is carried out to assess participant’s ability to produce a

communication plan and ensure critical information is relayed to the relevant and
respective party in a timely manner using the Practical Assessment Sheet (PAS).

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2.0 PREPARE FM COMMUNICATIONS PLAN
A proactive and comprehensive FM communications plan is critical to the success of the FM
service delivery. As a service industry focusing continuously on providing services that
seeks for customer satisfaction, communication is essentially between stakeholders, both
internal and external. The mode of communication can be written, verbal or non-verbal
method. Each of this mode or medium has its benefits and uses.

Communication is a two way process of providing and receiving information through

various channels and method. Regardless of the communication style or method, FM
Managers must know and warrant the following basic principles to be considered to ensure
the intended communication are effective:

• Know the intended audience

• Know the purpose

• Know the topic

• Anticipate objections

• Present a rounded picture (message is clearly spelt out)

• Achieve credibility with your audience

• Follow through on what being said

• Communicate just sufficient info at a time

• Design feedbacks (listening) option

• Embark multiple communication styles or techniques

The goal of communication between a sender and a receiver is to ensure understanding of

the message being sent. Anything that interferes with this can be referred to as ‘noise’.
Communication noise can influence the interpretation of messages and significantly affect
the perception of interactions with the stake holders. Another important factor to ensure a
good communication is the organization’s competency in interpersonal communication
skill. Developing competence in communication requires ongoing practice with designed
trainings and effective guidelines on preparing the organization’s FM communication plan.

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2.1 Identify Stakeholders

An important concept in conducting planning for the FM communication plan is to

determine who the stakeholder groups are. Stakeholders should be identified at the start of
the FM project and their interest in the facility should be assessed in terms of their likely
impact on the FM services delivery success. Essentially, any individual or group with a
legitimate interest in the facility management contract is a stakeholder. They can be
thought of as individuals and groups that are internal or external to it. Examples of the
internal and external stakeholders are as follows:

2.1.1 Internal Stakeholders

• FM company owners and shareholders

• FM company directors and non-executive directors

• FM company heads of departments and senior managers

• Other personnel

2.1.2 External Stakeholders

• Facility owners/ Customers

• Owner’s representatives/ supervising officers/ contract managers

• Investors

• Facility resident users

• Service providers

• Suppliers

• Utility companies

• General public

• Local/public authorities

• Building control body (joint management body)

• Fire authority

• Police authority

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 • Bankers

• Insurers

• Community groups

• Environmental interest groups

2.2 Interpret Reporting Hierarchy

Reporting structure is best described by a laid out in an organisation structure. Hierarchy

lines that linked subordinates to their superior represent the chain of command that
usually moves up and ends with the top manager or executive who leads the organisation.
This chain of commands would not only address authority but also as a means of effective
organisational communication and decisions channel. Thus, establishment of an
organisation chart is a common practice and considered as an effective way to officiate a
command or reporting line.

Overall FM service delivery reporting hierarchy can be interpreted from FM project

organisation structure that not only describe the FM service team, but also includes all
stakeholders of the FM project. Based on this structure, responsibility for taking account of
the interests of users of the facility, as well as stakeholders in general, should be
determined and made explicit.

A responsibility assignment matrix (RASCI chart) can be a useful way of bringing clarity to
who does what as well as reducing the likelihood of omitting to involve one or more
stakeholders in a crucial communication process. Information must be communicated to
the right person, at the right time and in the right format. RASCI (sometimes RASIC) is an
acronym from the initial letters of words:

R - Responsible – refers to individuals who are responsible for carrying out the
entrusted task. Responsibility can at times be shared.

A - Accountable (also Approver) – refers to individuals who are responsible for the
whole task and who are liable for the results. The overall responsibility should
only be one person.

S - Support – refers to individuals who provide support during the implementation of

the services / processes / activities

C - Consulted (also counsel) – refers to individuals who can provide valuable advice or
consultation for the task.

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 I - Informed – refers to individuals who should be informed about the task progress or
the decisions in the task.

RASCI chart can be planned by adopting the following steps:

• Identify the tasks or deliverables that must be completed in order for the result
to be achieved.

• Identify the stakeholders by list of roles or names to be assigned the

responsibility.

• Specify the responsibility level of each role that indicates the responsibility level
of that role in achieving the task.

• Review and ensure that all tasks and roles have been considered and the parties
identified with the responsibility level is true

• Update RASCI chart as necessary.

Communication Stakeholders Communication Medium

R Responsible
A Accountable

Mobile Applications
Facility Technician
Facility Supervisor
Facility Engineer

Contract Verifier
Facility Manager

S Supports
Facility Owner

Verbal update
Facility User

C Consulted
Meeting
I Informed
E-mail
Portal

Letter

Deliverables
Task 1 A R S S I C x x x x x x
Task 2 C A R S I C C x x x x
Task 3 R S S A C I x x x x
Task 4 A S R S I C I x x x x
Task 5 C R S A x x x

Figure 1: Example of RASCI Chart used to Identified Crucial Communication Stakeholder

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2.3 Prepare FM Communications Plan

Communications in FM is about keeping every stakeholder in the loop. The FM

communications planning process concerns defining the types of information you will
deliver, who will receive it, the format for communicating it, and the timing of its release
and distribution. Most of the time, an FM manager’s successful deliveries will rely on
effective communication so it’s important to make sure everybody gets the right message at
the right time.

The first step in defining your communication plan is figuring out what kind of
communication your stakeholders need from the FM project so they can make good
decisions. This is called the communications requirements analysis. Your FM project will
produce a lot of information; you don’t want to overwhelm your stakeholders with all of it.
Your job is to figure out what they feel is valuable and necessary to have. Communicating
valuable information doesn’t mean you always paint a rosy picture. Communications to
stakeholders may consist of either good news or bad news. The point is that you don’t want
to bury stakeholders in too much information but you do want to give them enough so that
they’re informed and can make appropriate decisions.

These analysed communication requirements should be documented in the communication

plan and should be inclusive of types of information needs the stakeholders have, when the
information should be distributed, and how the information will be delivered. The types of
information to communicate will typically include but not limited to the followings:

• FM project status and day to day activities concerning the stakeholder

• FM project scope statements, work progress and updates,

• Risks and action items associated to the facility

• FM performance measures and reporting

• FM project meeting agendas and minutes

• Related stakeholder’s in-house business communications,

• Notifications and addressing house rules /policies etc.

It’s important that the information needs of the stakeholders be determined as early in the
planning phase of the FM project as possible so that as you the FM Manager and your FM
team develop the planning documents, you already know who should receive copies of
them and how they should be delivered.

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The next step is considering the method of information transfer. Methods of communicating
can take many forms, such as written reports, conversations, email, formal status reports,
meetings, online databases, online schedules, and FM project websites. Communications
technology also has a major impact on how you keep people in the loop. Apart from typical
communication tools like walkie-talkie and CMMS application, resent social media mobile
applications such WhatsApp, Telegram and Facebook are also being used effectively for
communication.

Consider several factors before deciding what methods to choose to transfer information.

1. The timing of the information exchange or need for updates. Will it be a normal
process or an emergency situation?

2. How you will keep everyone notified of FM project status and issues.

3. Is there a need to procure new technology or systems for communication, or are

there systems already in place that will work?

4. Stakeholder’s preference of communication method

5. The duration of the FM project. Will the technology you’re choosing work
throughout the life of the FM project or will it have to be upgraded or updated at
some point?

6. The FM project environment. How does the FM project team function? Are they
located together and easily to communicate through regular meetings or spread
out across several zones or at distant locations that must rely primarily on
electronic communication?

In summary, a FM communication plan is created by:

1. Identify your stakeholders (to whom)

2. Identify stakeholder expectations (why)

3. Identify communication necessary to satisfy stakeholder expectations and keep

them informed (what)

4. Identify time-frame and/or frequency of communication messages (when)

5. Identify how the message will be communicated (the stakeholder’s preferred

method) (how)

6. Identify who will communication each message (who)

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 7. Document items – templates, formats, or documents the FM project must use for
communicating.

A communication plan template (Figure 2) can be used to effectively list the FM project’s
objectives. The template also provides a status column for tracking communication
progress. Adopting the 5 W’s and H plan, this communication plan template ties an
audience to a message point and the medium the communication will be delivered on.

Completed communication plans must be followed accordingly to ensure that stakeholder’s

needs are being met.

FM Communication Plan
FM Contract Name: FM Contract Start Date:
Facility Owner: FM Contract End Date:
Facility Manager:
Planning
Objective and key communication points:
•
•
Stakeholders (target communication audience) list:
•
•
•
Communication Outline
Timeline Team Member Target Communication Message Status
(date) (responsible for Communication Tool (medium for key points (done,
communication) Audience communication ongoing,
delivery) cancelled)

Figure 2: FM Communication Plan Template Example

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2.4 Monitor FM Communications Plan

The FM communication plan is a work in progress throughout the project lifecycle. In its
early stage of implementation, regular monitoring may be set as frequent as daily
monitoring. This is to ensure immediate recognition of issues and address it promptly. As
the plan matures, monitoring can be made less frequent.

Monitor and evaluate your FM communication plan regularly. Ask your stakeholders if the
FM communication they’re receiving is sufficient. If it’s not, ask how it could be improved
and improve it! An effective way to achieve this is through a questionnaire survey.

2.5 Review FM Communications Plan

The FM communications plan should be treated as a live document and should be reviewed
regularly to ensure stakeholder’s needs changes are reacted accordingly thus operations
effectiveness achieved. Updates should be made to existing established plans and the
communication plan progress must be monitored according to FM operations activity to
avoid miscommunication, last minute conflicts, changes, or complaints that will eventually
affect the FM project service deliveries.

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3.0 PERFORM CORRESPONDENCE MANAGEMENT
Correspondence management is the process of receiving, recording/logging, appropriately
processing and responding to and creating an audit trail of correspondence received.

The objective of correspondence management is to prescribe uniform standards for the

management and preparation of correspondence throughout the FM organisation.
Procedures or standard operating procedure (SOP) established for correspondence
management should as a minimum address the following functions:

1. Systematic dispatch, receipt and filing of communication materials

2. Systematic and retrievable storage of communication materials

3. Disposition of communication records.

3.1 Identify Format of Correspondence

Format of correspondence is identified based on FM project reporting requirements that

may be grouped into the followings:

1. Daily activities and service deliveries related communications such as mails,

letters, emails, messages, memos, notifications, electronic messages etc.

2. Daily, weekly or monthly work progress reporting such as work order reports,
work performance reporting, incident reporting, and work forecast reporting
etc.

3. Annual services review reporting, performance reporting, budget planning and

etc.

Other than these related FM project reporting, correspondence may also be in the form of
public or media inquiries, individual or organisation surveys and etc. It is the
responsibilities of the facility manager to ensure that:

1. Correspondence is screened, controlled, reviewed, and answered accordingly.

2. Correspondence practices are reviewed periodically to improve communication

method and procedures.

3. The most economical communications media and techniques available are used.

4. Only essential correspondence is produced.

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3.2 Identify Type of Correspondence

Types of correspondence may include messages, official letters and endorsements,

memoranda, and even electronic correspondence. Types of correspondence to be
drafted may be checked according to established SOP to get the proper format and any
special instructions that may apply. Properly written correspondence that clearly and
succinctly establishes a position, correctly and completely answers questions, and conveys
the right message would ensures effective FM operations.

3.3 Monitor Correspondence Response Timeline

When replying correspondence, always observed and comply with the reply due date
requirements. When sending correspondence that requires a response or has action for the
recipient, put a “reply by” due date in the letter only when there is a compelling reason to
receive a response back by that date. When choosing the due date, allow time for the letter
to make its way up the authorised person to be signed, time for it to reach the people who
will take action, time for them to gather information and prepare a response, and time for
the response to make it back to you. Monitor all correspondence response timelines
according to stipulated timeframe.

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4.0 MONITOR PROJECT MEETINGS
Every project requires periodic meetings where the stakeholders get together to discuss
the project’s goals, assigned tasks, and monitor service delivery progress. Regular progress
reporting or weekly/monthly meetings are an effective way to help you in the monitoring
of the FM project delivery performance. Project meeting also serves as a way to align the
team’s understanding of the project goals with actual plans and procedures.

4.1 Identify Project Meeting Objective

The first step to running an effective meeting is to plan it well. This means understanding
and being clear to others about the purpose or the objective of the meeting, and doing all
the necessary preparation, including setting an agenda. Usually, the project meeting
objective is identified based on project progress update activity main requirement.

4.2 Project Meeting Schedule

Project meeting schedule is planned according to the FM project deliveries or activity

requirements. Meetings may be either on fixed regular schedule such as weekly or monthly
progress or performance monitoring meetings. It can be also be on sudden arising needs or
ad-hoc meeting that was called for a special purpose such as emergency or incident
meetings.

Regardless of the type of meeting, scheduling a meeting requires detail planning to ensure
that the objectives of the meeting are achieved. Meeting needs to be schedule with the
availability of the critical person or parties that needs to attend. When arranging your
meeting, decide who the key stakeholders are, who are the required attendees and those
who are optional.

Circulate the agenda in advance. Include any information that needs to be reviewed ahead
of time for discussion and decision making. Construct the agenda and times to achieve the
desired objectives. It is best, if possible to allow for ample time to discuss all the details in
the meeting agendas.

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4.3 Minutes of Meeting

Meeting documentation should be brief and to the point. In most cases there is no need to
keep details of all of the discussions. List the project team members, their roles and overall
responsibilities, their daytime telephone numbers, and e-mail addresses. Record the
meeting objectives in the minutes.

Record the decisions that the group makes follow-up action plans of what will be done by
whom, and when and how these activities will be measured. Record list of ideas and add
new tasks to the master plan for future reference.

Once the minutes have been reviewed and approved, circulate the document to all meeting
members and relevant stakeholders immediately.

Minutes of Meeting
FM Contract Name: Date:
Meeting Name: Reference Number:
Meeting Objectives:
Attendance Record
Attendees list:
•
•
•
Absentees list:
•
•
•
Meeting Minutes
Item. Area of Issues Action Plan Action By Target Date Status
Discussion (WHAT) (HOW) (WHO) (WHEN)

Next Meeting Schedule:

Prepared By: Reviewed & Approved By:

Figure 3: Minutes of Meeting Template Example

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5.0 PREPARE PROJECT PRESENTATIONS
Project presentation is a critical part of FM project service delivery. Whether gaining
stakeholder commitment or updating clients and operations staff in regular progress
update meetings, success depends on your ability to effectively present it. An effective
presentation need to take full consideration of the audience’s needs in order to capture
their interest, develop their understanding, inspire their confidence and achieve the
presenter’s objectives. A good presentation will acknowledge and address each of the
following:

• Objectives

• Audience

• Schedule and Venue

5.1 Presentation Objective

The objective of the presentation is usually identified based on the meeting purposes itself.
Before embarking on preparing the presentation material, ask yourself why you are making
the presentation? Bear in mind what you want to achieve and what you want your audience
to take away with them. Once all these have been clarified, you are in a much better
position to make strategic decisions about the design and tone of your presentation.

5.2 Presentation Audience

Audiences are made up of people and therefore come in many varieties of different
experiences, interests and levels of knowledge. You must be able to determine the type of
audience and then identify the best strategy for being able to relate to them most
effectively. Make sure to prepare appropriate presentation contents that suit the types of
audience. If your presentation objective is to obtain an approval or decision-making, it is
important that the presentation to have ample information to ensure that you have
targeted your material at the right level for their decision-making needs.

5.3 Preparing Presentation

Project presentation material should always being prepared and tailored to address the
meeting objectives. Careful planning of the presentation is essential so that all important
aspects of the meeting purposes are being addressed.

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In preparing for your presentation, the first consideration is determining the type of
presentation that you will be presenting. This decision is usually dependent on the type of
the meeting, the size of the audience, the venue and the expected outcome as a result of the
presentation.

Choose suitable presentation format based on the type of meeting and type of audience
expected in the meeting. Avoid complex project documentation when presenting projects.
Instead use project visuals that are easy for non-project audiences to understand. Ensure all
critical tasks and important milestones are presented with clarity and addressing the
minutes of meeting details. Observe the allocated presentation time so that the
presentation is neither too short nor too long.

Your conclusion is another important stage in your presentation. You can use it to remind
your audience of your main points. Once you have prepared your presentation make sure
that you review its content. Check the following:

• does the presentation meet your objectives?

• is it logically structured?

• have you targeted the material at the right level for your audience?

• is the presentation too long or too short?

As an example, a typical FM manager’s presentation in a monthly progress meeting would

consist of the followings:

• Meeting agenda

• Meeting objective

• Highlights on previous meeting discussion & status of each action items

• Service delivery reporting

o KPI achievement

o Penalty and deductions

o Manpower report

o Reporting on completion status of work orders

o Reporting on completion status of planned/scheduled maintenance

work

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 o Reporting on issues arising and actions taken to investigate, correct,
prevent & improve

o Reporting on safety & security incidents and actions taken to

investigate, correct, prevent & improve

o Warranty Management

o Event and activities

• Highlights on next months forecasted workload

• Highlights on value added and service improvements

• Recommendations

• Conclusion

Finally, before the actual presentation meeting, review the logistic preparations elements
such as the planning of the meeting time, date, location, room setup, and equipment
required have been discussed, approved and in place prior to the event. When audio-visual
equipment is going to be used, a test run is imperative. Always remember to assign your
technical team to check the electrical connections, lighting, sound, and room temperature
before the meeting starts.

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