Facilities Planning and Management Training Course

Duration 10 days 20 modules · 65 contact hours
Level Intermediate Certificate on completion
Who attends Facilities Managers, Estates Managers and others
Fee from USD 2,200 KSh 190,000 for Kenyan organisations
Where 52 cities + online See dates by city
Next start 9 Nov 2026 Course code SD-OM-037

Before you join: Participants should have practical exposure to facilities, maintenance, workplace, property, estates, building operations or related operational support work.

Dates & prices

Two start dates a month in every city, and live online on weekdays or weekends. Fees are per participant; classroom fees include tuition, materials, lunch and refreshments, and the certificate.

Suggest a date or city

Showing the next six months. Later dates, other cities and private deliveries for your team are available on request.

Course overview

Facilities teams are expected to provide safe, reliable, cost-controlled workplaces and operational sites while responding to changing occupancy, asset condition, energy use, regulation and service expectations. Poor facilities planning can produce overcrowded space, deferred maintenance, avoidable outages, unclear contractor responsibilities and capital requests that cannot be justified. Facilities managers need a disciplined way to translate organisational requirements into site, space, asset, service and investment decisions.

This course teaches participants to plan, operate and improve facilities using recognised facilities management, asset management and maintenance methods. Participants examine demand analysis, functional programming, space standards, site selection, lifecycle costing, planned preventive maintenance, service-level agreements, contractor control, energy management, workplace safety, business continuity and performance reporting. They learn to connect facilities plans with budgets, capital programmes, operational risks and user needs.

Instructor-led sessions combine short technical briefings with cases from office portfolios, hospitals, public buildings, industrial sites and service centres. Participants work with planning data, floor plans, asset registers, maintenance records, cost models and supplier performance reports. Group work, simulations and review discussions help participants test decisions against operational constraints. Each participant develops a facilities planning and management portfolio containing a facilities strategy, demand assessment, space plan, asset and maintenance plan, service model, budget priorities and performance measures.

The course suits professionals who already contribute to facilities, property, maintenance, workplace, estates or operational support services and now need stronger planning and management capability. It is also relevant to project and operations managers responsible for new sites, relocations, expansions, refurbishment programmes or outsourced facilities services.

What you will be able to do

  • Develop a facilities strategy aligned with organisational demand, service requirements and investment priorities
  • Produce a functional programme using demand data, adjacency analysis and space standards
  • Evaluate site, building and space options using weighted decision matrices and lifecycle costs
  • Create an asset management plan using asset criticality, condition data and maintenance strategies
  • Design planned preventive maintenance schedules using RCM logic and maintenance task analysis
  • Prepare service-level agreements, contractor scorecards and performance review arrangements
  • Build facilities budgets and capital priorities using total cost of ownership analysis
  • Present an integrated facilities planning and management plan for stakeholder approval

Benefits of attending

For you

  • Produce defensible facilities plans supported by operational demand and cost evidence
  • Prioritise maintenance and capital work using asset risk and lifecycle criteria
  • Lead more informed discussions with engineers, contractors, finance teams and senior managers
  • Assess outsourced facilities services through measurable service levels and scorecards
  • Build a reusable portfolio for site planning, annual budgeting and improvement proposals

For your organisation

  • Improved alignment between facilities capacity, service demand and business plans
  • Reduced disruption through risk-based maintenance and business continuity planning
  • Better capital allocation using condition, criticality and lifecycle cost evidence
  • Clearer contractor accountability through service levels, reporting and review routines
  • More efficient use of space, utilities, maintenance resources and operating budgets

Course modules

20 modules over 10 days

Participants can define facilities management scope, responsibilities and service boundaries for an operating organisation.

  • Facilities management scope defined through people, place, process and technology
  • ISO 41001 principles applied to facilities service management systems
  • Hard services and soft services distinguished through operating responsibilities
  • Facilities operating model mapped across internal teams and external providers
  • RACI matrix clarifies accountability for property, services, assets and compliance
  • Customer requirements translated into measurable facilities service expectations

Participants can develop a facilities strategy based on organisational demand and service priorities.

  • Strategic facilities plan links organisational objectives, capacity and service standards
  • Demand forecasting uses headcount, utilisation, operating hours and growth assumptions
  • Scenario planning tests expansion, consolidation, relocation and service alternatives
  • Stakeholder mapping identifies decision makers, users, funders and service partners
  • Service demand profile separates baseline requirements from peak-period demand
  • Planning assumptions register records dependencies, constraints, owners and review dates

Participants can convert user and operational needs into a functional facilities programme.

  • Requirements workshops capture operational workflows, user needs and compliance constraints
  • Functional programme defines activities, capacity, adjacencies and support requirements
  • Adjacency matrix identifies essential, desirable and prohibited space relationships
  • User journey mapping exposes service failures, waiting points and access barriers
  • Briefing documents distinguish mandatory requirements from design preferences clearly
  • Acceptance criteria specify measurable conditions for completed facilities and services

Participants can prepare a space plan using utilisation data, standards and adjacency needs.

  • Space inventory records area, function, occupancy, condition and ownership details
  • Utilisation studies compare assigned capacity with observed occupancy patterns
  • Space standards set area allowances for workstations, support and circulation
  • Blocking and stacking diagrams organise departments across floors and buildings
  • Test-fit plans assess capacity, adjacency and circulation before design commitment
  • Workplace zoning separates focused work, collaboration, support and public areas

Participants can assess site and property options using weighted operational and financial criteria.

  • Site selection criteria cover access, utilities, hazards, labour and expansion
  • Weighted decision matrix compares property options against agreed evaluation criteria
  • Due diligence review examines title, permits, utilities, access and constraints
  • Location risk assessment considers flooding, crime, transport disruption and neighbours
  • Lease versus buy analysis compares occupancy costs, flexibility and control
  • Option appraisal documents assumptions, sensitivities, recommendations and approval requirements

Participants can prepare lifecycle cost estimates and facilities budget priorities.

  • Total cost of ownership combines acquisition, operation, renewal and disposal
  • Lifecycle cost model estimates capital expenditure and recurring operating expenditure
  • Net present value compares long-term facilities investment alternatives consistently
  • Operating budget separates fixed costs, variable costs and demand-driven services
  • Capital planning prioritises renewals using condition, risk and service impact
  • Cost drivers identified for utilities, cleaning, security, maintenance and occupancy

Participants can structure asset information and lifecycle decisions using asset management principles.

  • ISO 55000 concepts connect asset value, risk, cost and performance
  • Asset hierarchy links site, building, system, equipment and component records
  • Asset register fields capture identification, location, age, condition and ownership
  • Criticality analysis ranks assets by safety, service, financial and environmental consequences
  • Condition assessment scales support consistent inspection and renewal decisions
  • Asset information requirements define data needed at handover and operation

Participants can select maintenance strategies based on asset criticality, failure modes and resources.

  • Reliability-centred maintenance selects tasks from functions, failures and consequences
  • Failure mode and effects analysis identifies causes, controls and detection methods
  • Planned preventive maintenance schedules define frequency, tasks, skills and materials
  • Corrective maintenance workflow records faults, response times, actions and closure
  • Maintenance backlog analysis separates urgent defects from planned work
  • Spare parts policy considers lead times, criticality, storage and obsolescence

Participants can control maintenance work through prioritised work orders and weekly schedules.

  • Work order classification distinguishes emergency, urgent, routine and planned tasks
  • Priority codes combine safety, service impact, asset risk and response targets
  • Weekly maintenance schedule balances labour availability, access windows and materials
  • Job plans specify task steps, permits, tools, parts and safety controls
  • Maintenance KPIs track backlog, schedule compliance, repeat faults and response
  • Computerised maintenance management system data supports planning and audit trails

Participants can identify utility reduction opportunities and manage environmental facilities obligations.

  • Energy baseline establishes consumption patterns from meter and occupancy data
  • Energy intensity metrics compare consumption by floor area, output or occupancy
  • ISO 50001 plan-do-check-act cycle structures energy management activities
  • Utility audits identify demand peaks, waste sources and metering gaps
  • Water balance maps supply, consumption, losses, reuse and discharge points
  • Waste management hierarchy prioritises prevention, reuse, recycling and compliant disposal

Participants can plan facilities compliance controls, inspections and corrective actions.

  • Compliance register lists applicable laws, permits, inspections and renewal dates
  • Risk assessment evaluates hazards through likelihood, consequence and control effectiveness
  • Permit-to-work systems control high-risk maintenance and contractor activities
  • Fire safety inspections verify egress, detection, suppression and emergency signage
  • Incident investigation uses five whys and corrective action tracking
  • Statutory inspection calendar assigns responsibilities, evidence and escalation points

Participants can establish proportionate security and resilience arrangements for facilities operations.

  • Physical security assessment reviews perimeter, access points, surveillance and guards
  • Access control matrix assigns permissions by role, location and time
  • Security post orders define patrols, incident response and reporting duties
  • Business impact analysis identifies critical services, recovery priorities and dependencies
  • Business continuity plans establish relocation, communication and recovery arrangements
  • Emergency response procedures coordinate facilities, security, occupants and external responders

Participants can specify workplace support services and monitor user-facing service quality.

  • Service catalogue defines cleaning, catering, reception, mailroom and support services
  • Cleaning specifications state frequencies, methods, quality criteria and consumables
  • Service level agreements set scope, response times, exclusions and reporting
  • Customer satisfaction surveys measure service experience and improvement priorities
  • Demand-based service schedules align staffing with occupancy and operating hours
  • Service recovery process records complaints, corrective actions and user communication

Participants can procure and govern outsourced facilities services through clear commercial controls.

  • Make-or-buy analysis compares internal delivery, outsourcing and hybrid service models
  • Scope of work defines outputs, interfaces, exclusions and client responsibilities
  • Prequalification assesses supplier capability, financial standing, safety and references
  • Bid evaluation matrix scores technical solution, price, capacity and risk
  • Contract mobilisation plan controls transition, staffing, assets and data handover
  • Supplier governance calendar schedules reviews, escalations, audits and improvement actions

Participants can design facilities dashboards that support operational decisions and supplier accountability.

  • Balanced scorecard links facilities measures with cost, service, risk and sustainability
  • KPI definitions specify formulas, sources, targets, owners and reporting frequency
  • Service performance dashboard presents trends, exceptions, actions and accountable owners
  • Root cause analysis investigates recurring failures and missed service targets
  • Monthly review packs combine financial, operational, safety and contractor evidence
  • Management reports distinguish leading indicators from lagging performance indicators

Participants can plan operational input, commissioning and handover for facilities projects.

  • Project brief aligns scope, budget, programme, quality and operational requirements
  • Stage-gate reviews confirm decisions before design, procurement and construction commitments
  • Commissioning plan verifies systems performance, documentation and operator readiness
  • Operational readiness checklist covers staffing, training, permits, assets and supplies
  • Snagging process records defects, responsibilities, deadlines and verification evidence
  • Handover pack includes as-built drawings, manuals, warranties and asset data

Participants can define useful facilities data, system controls and reporting arrangements.

  • CAFM system requirements cover space, assets, work orders and service requests
  • Data governance assigns ownership, validation rules, access rights and retention
  • Building information modelling data supports asset handover and maintenance planning
  • Document control manages drawings, manuals, certificates, revisions and approvals
  • Data quality checks identify duplicate assets, missing fields and outdated records
  • System integration maps data exchanges between finance, procurement and maintenance platforms

Participants can identify facilities risks and prepare prioritised improvement plans.

  • Facilities risk register records threats, controls, owners, ratings and actions
  • Bow-tie analysis connects threats, preventive controls, consequences and recovery controls
  • Risk heat map prioritises actions by likelihood, impact and control maturity
  • Improvement roadmap sequences quick wins, planned initiatives and capital projects
  • Benefits realisation plan defines expected results, measures, owners and review dates
  • Change control evaluates scope, cost, schedule and operational impacts

Participants can establish governance forums and communications for facilities planning decisions.

  • Governance structure defines decision rights, escalation routes and approval thresholds
  • Facilities steering committee terms set membership, agenda and decision records
  • Stakeholder communication plan matches messages, channels, timing and accountable owners
  • Business case format presents need, options, costs, risks and recommendations
  • Decision log records approvals, conditions, actions and unresolved issues
  • Consultation methods gather user input without losing operational decision discipline

Participants can build, review and present a complete facilities planning and management plan for a defined site or portfolio.

  • Facilities strategy integrates demand, space, assets, services and investment priorities
  • Planning portfolio assembles assumptions, analyses, plans, budgets and performance measures
  • Asset and maintenance priorities tested against risk, condition and service impacts
  • Service model aligns internal roles, suppliers, service levels and governance
  • Implementation roadmap sequences actions, dependencies, resources, milestones and approvals
  • Peer review challenges evidence, feasibility, risks and stakeholder communication
  • Executive presentation communicates recommendations, costs, benefits and decision requests

Exercises and examples are adapted to each cohort's sectors and roles.

What you take back to work

  1. Facilities strategy template
  2. Functional programme and adjacency matrix
  3. Space utilisation and test-fit plan
  4. Asset criticality and maintenance planning model
  5. Facilities service-level agreement and contractor scorecard
  6. Integrated facilities planning and management portfolio

Who should attend

  • Facilities Managers — need structured methods for planning services, assets and operating budgets
  • Estates Managers — need to coordinate property, maintenance and user requirements across sites
  • Maintenance Managers — need to connect asset criticality with maintenance priorities and resources
  • Workplace Managers — need to plan space, workplace services and occupancy changes
  • Operations Managers — need facilities decisions that protect service continuity and operating capacity
  • Project Managers — need to define operational requirements for new buildings and refurbishment projects

Skills and tools covered

Facilities strategy developmentSpace planningAsset lifecycle managementMaintenance planningContractor performance controlFacilities performance reporting

Tools and standards

ISO 41001, ISO 55000, ISO 50001, Reliability-Centred Maintenance

How the course runs

Training methodology

The course uses short instructor briefings followed by case work, group exercises, planning simulations and individual application planning. Participants interpret occupancy data, asset registers, maintenance histories, service reports, floor plans and budget information. Cases reflect office buildings, public facilities, hospitals, industrial sites and multi-site operations. Facilitated reviews test planning choices against safety, cost, service continuity and stakeholder expectations. Participants progressively assemble their own facilities planning and management portfolio, receiving instructor and peer feedback before the final presentation.

Requirements and prerequisites

Participants should have practical exposure to facilities, maintenance, workplace, property, estates, building operations or related operational support work. They should be comfortable reading basic budgets, service reports, asset lists and simple floor plans. Experience supervising suppliers, coordinating building services or contributing to site projects is helpful. No engineering qualification, architecture qualification, formal project management certification or specialist software expertise is required. The course explains technical concepts in management terms, while expecting participants to contribute examples from their own facilities or operating sites.

A typical training day

08:30 – 10:30First session
10:30 – 10:45Refreshment break
10:45 – 12:30Second session
12:30 – 13:30Lunch and networking
13:30 – 15:00Third session
15:00 – 15:15Refreshment break
15:15 – 16:30Workshop and daily review

Live online deliveries follow the same structure in East Africa Time, with shorter screen blocks and longer breaks.

What the fee includes

  • Instruction by a practitioner facilitator
  • Full course workbook and materials
  • Exercise files, templates and case studies
  • Refreshments and lunch on classroom deliveries
  • Certificate of completion
  • Post-course application plan

Frequently asked questions

Participants should have some practical exposure to facilities, maintenance, workplace, estates, property or operational support services. They do not need an engineering degree, architecture qualification or formal facilities certification.

Bring examples of your current facilities challenges, such as a floor plan, asset list, maintenance report, service contract or budget summary if organisational policy permits. Course templates and case materials are provided.

It is designed for facilities, estates, maintenance, workplace and operations professionals who plan or manage buildings, services and physical assets. Project managers involved in relocations, refurbishment or new-site delivery will also benefit.

Building maintenance courses concentrate mainly on technical maintenance delivery, while property management courses commonly focus on leases, tenants and property income. This course joins strategy, space, assets, services, suppliers, cost, risk and operational performance.

Participants can use the templates to assess demand, organise space data, prioritise assets, improve maintenance schedules and clarify supplier expectations. The final portfolio can be adapted for an annual facilities plan, relocation proposal or site improvement programme.

Each training day runs from 08:30 to 16:30 and provides about 6.5 contact hours. The first part develops planning foundations and working documents; the later sessions deepen asset, service, risk and performance methods before the final capstone presentation.

Questions about this course?

Ask about dates, fees, group bookings or running it for your team. Our training team replies by email.

Ask on WhatsApp info@skillsetdevelopment.com

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