Critical Facilities Operations Process: Explanations and illustrative examples. For training videos, please visit https://m.youtube.com/channel/UCYw2fG4p7buyhJD0EYHahuQ

1. Coromatic Academy
Open Compute Project, Critical Facilities Operations Framework
Functions: Integration
Rev 2020-08-10
Information classification: Public

2. Contents
• Overview of functions
• Lessons learned / customer experiences
• Final notes

3. INTEGRATION
OCP Critical Facilities Operations Framework

4. Site Operations
Integration
Terms &
Conditions
OCP CFOPS Delivery model
Incidents
Work Orders & Projects
On-site Access
Service Levels
Organization
KPI Monitoring
& Reporting
Lifecycle &
Financial
Mgmt
On-site
services
Security &
Access
Maintenance
In / outdoor
FM
Site
assistance
Site Inspection
Audits and
Compliance
Site Management
Delivery Support
Service Level
Mgmt
Lifecycle &
Financial
Mgmt
WO & Project
Mgmt
Monitoring &
Reporting
Governance
and BCP
Advisory and
Benchmarking
Supply Chain
and Sourcing
Service Desk
24/7
Incident Mgmt
Team &
Suppliers
Capacity
Mgmt &
Optimization
Document
Mgmt
Compliance
Mgmt
Service
Improvements
Asset List
Border List
Customer
Managed
Operating
Center
Source: OCP CFOPS 2019 v1.4

5. Integration
MindMap Overview Summary
Integration of processes and governance through Transition
The delivery requires integration of the parties’ processes and governance structures to
minimize risks and to secure continuous improvements.
During the transition phase, the customer and the supplier align and integrate their
processes, functions, systems and organizations to enable efficient operations.
The starting point should be the current site strategy set by the customer.
Transition project
To ensure transparency and minimized risks, the transition should be run as a clearly
defined project that is led and quality assured by highly skilled and experienced transition
specialists.
In some instances, team members from the previous customer organization join a new
supplier, while in other situations the organizations are kept as-is.
Risk-based approach to ensure commonly understood Statement of Work
Through a risk-based transition methodology the parties collaborate and ensure there is a
commonly understood Statement of Work (SOW) which clarifies what services are
included in the baseline and what services are available via separate service requests.
Based on: OCP CFOPS 2019 v1.4

6. Lessons learned / Customer experiences
Based on: OCP CFOPS 2019 v1.4

7. Integration
MindMap Overview Summary
Integration of processes and governance through Transition
The delivery requires integration of the parties’ processes and governance structures to
minimize risks and to secure continuous improvements.
During the transition phase, the customer and the supplier align and integrate their
processes, functions, systems and organizations to enable efficient operations.
The starting point should be the current site strategy set by the customer.
Transition project
To ensure transparency and minimized risks, the transition should be run as a clearly
defined project that is led and quality assured by highly skilled and experienced transition
specialists.
In some instances, team members from the previous customer organization join a new
supplier, while in other situations the organizations are kept as-is.
Risk-based approach to ensure commonly understood Statement of Work
Through a risk-based transition methodology the parties collaborate and ensure there is a
commonly understood Statement of Work (SOW) which clarifies what services are
included in the baseline and what services are available via separate service requests.
Based on: OCP CFOPS 2019 v1.4

8. Output Comment
Statement of Work incl. service levels with penalties for Site Services
(SOW with SLA)
This is the main document clarifying scope and expectations for the Services Agreement.
The SOW has a focus on services and technologies in scope, but also covers other topics, e.g. pricing, duration. It can cover
anything from pure play Site Management to a full-blown Site Operations – or anything in between.
Service levels are defined to ensure a proper prioritization of efforts. These should reflect the Site Strategy to ensure alignment
with customer needs. The service levels to be managed can be any combination of KPIs and they may address the commitments
by Site Management or by other stakeholders, depending on roles and responsibilities.
The SOW should have appendices or refer to separate documentation for Border Lists, Asset Lists, Service Levels, Organization
(demand and supply) and refer to what Terms & Conditions apply.
It is approved by both the Customer and the supplier and handled through the Document Management. It is stored in the
Reference Library (“Agreements incl. Border lists”).
Asset Lists for in-scope site supply systems (AL)
Current Asset Lists for in-scope supply systems should be produced and validated by both parties to ensure it matches the
planned scope of the SOW and to minimize risks of stakeholder expectation gaps.
It is handled through the Document Management process and stored in the Reference Library (“Asset lists incl. EOL”).
Border Lists for in-scope site services (BL)
Current Border Lists for in-scope services should be produced and validated by both parties to ensure it matches the planned
scope of the SOW and to minimize risks of stakeholder expectation gaps.
It is handled through the Document Management process and stored in the Reference Library (“Agreements incl. Border lists”).
Organization with roles, meeting frequencies and templates etc.
This is part of the Document Management repository for Site Policies, where Organization including third party stakeholder
dependencies are used to capture demand and supply of services via an operating model and a governance model.
It is handled through the Document Management process and stored in the Site Policies (“Organization”).
Terms & Conditions that regulate the SOW (T&C)
The SOW relies on being part of a larger context. This could be generally accepted standard agreement in the market or directly
negotiated terms and conditions between the parties (with or without an underlying Framework Agreement).
Handled in Document Mgmt process and stored in Reference Library (“Agreements incl. Border lists”).
SOW: Key outputs
Based on: OCP CFOPS 2019 v1.4

9. Integration
MindMap Overview Summary
Integration of processes and governance through Transition
The delivery requires integration of the parties’ processes and governance structures to
minimize risks and to secure continuous improvements.
During the transition phase, the customer and the supplier align and integrate their
processes, functions, systems and organizations to enable efficient operations.
The starting point should be the current site strategy set by the customer.
Transition project
To ensure transparency and minimized risks, the transition should be run as a clearly
defined project that is led and quality assured by highly skilled and experienced transition
specialists.
In some instances, team members from the previous customer organization join a new
supplier, while in other situations the organizations are kept as-is.
Risk-based approach to ensure commonly understood Statement of Work
Through a risk-based transition methodology the parties collaborate and ensure there is a
commonly understood Statement of Work (SOW) which clarifies what services are
included in the baseline and what services are available via separate service requests.
Based on: OCP CFOPS 2019 v1.4

10. Processes and site systems: Key outputs
Based on: OCP CFOPS 2019 v1.4
Output Comment
Incident Management It is critical that Incident Management is handled correctly between all involved stakeholders, including third parties.
Work Orders & Project Management
To ensure that Border List accountabilities are fulfilled by the process to order and approve site works it needs to be integrated and documented
between the stakeholders involved.
Monitoring & Reporting with standard KPI reports
The process and its supporting systems (automated or manual) should be in place to collect, share and report relevant data in a timely manner.
This also includes frequency and contents for recurring operational level meetings and reports
Lifecycle & Financial Management
By ensuring that Site Systems Lifecycle Management, Financial Management and Tender & Selection sub-processes are integrated between
demand and supply, the general cost levels and quality KPIs get identified.
Parts of Security & Access: Authorize &
Authenticate for On-site Access
The activities of authentication and authorization should not be confused when integrating access control to sites in scope:
 Authorization is to decide who has permit to access to a site. (provided by the customer)
 Authentication confirms a person’s identity
(provided by customer, Supplier or a third party)
 Access to site is only allowed for authenticated authorized persons
(provided by customer, Supplier or a third party)
Other access controls exist, e.g. against items not allowed on site, etc.
Supporting systems for the processes Site systems, e.g. technical alarms, and other systems required to enable the processes.

11. Lessons learned / Customer experiences
“We have led transition projects for critical facilities
in multiple countries during the past five years.
Our biggest lesson we have learnt is never to expect
a transition project to be run for a shorter period
than four months.
If you are forced to run it for a shorter period than
that, you should also plan for a second project to
sort out unresolved issues within 12 months…”

12. Final notes
Critical Success Factors during Transition
1. Customer must be willing to invest in transition
– Secure true stakeholder commitment
– Close collaboration between parties – full transparency under NDA
2. Plan based on actual current state, not “expected current state”
– Risk-based approach for prioritization of processes and activities – be honest!
– Weekly updates and risk/issue resolution meetings
3. Use expert knowledge to minimize risk
– Transition Manager skilled in Transition and Operations
– Keep experience and site knowledge in handover
4. Allow for time – but be fierce on meeting project deadlines
– 1-3 months to plan*
– 3-9 months to execute*
* N.B. For up to 10 sites and takeover of employees

13. Questions?
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