business case strategies for integrating comissioning with construction and program management...

Integrating Building and System Commissioning with CM services;Integrating Building and System Integrating Building and System Commissioning with CM services;Commissioning with CM services;

Strategies for Projects and Business PlanningStrategies for Projects and Business Planning

Presenter: Mike BenedettoPresenter: Mike Benedetto

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Opening premiseOpening premise

Why would a firm perform Commissioning services,Why would a firm perform Commissioning services,

and and

How does a firm integrate Commissioning into their How does a firm integrate Commissioning into their projects and Business Plans and what are the projects and Business Plans and what are the benefits/risks?benefits/risks?

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Presentation GoalsPresentation GoalsPresentation Goals

• Provide an understanding of the basic theories and methods used during commissioning.

• Provide strategies for execution of commissioning requirements by project teams.

• Utilize real world examples and lessons learned as backdrop for discussions around setting up and organizing project teams for success.

• Demonstrate commissioning as a value-added service to augment project and business unit financial performance and increase competiveness.

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Background/OverviewBackground/OverviewBackground/Overview

•What are the objectives of Commissioning?

• Design verification

• Installation verification

• Performance verification

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Definition of CommissioningDefinition of Commissioning

A well planned, documented and managed engineering approach to the start up and turnover of facilities, systems, and equipment to the end-user that results in a safe and functional environment that meets established design requirements and stakeholders’ expectations.

ISPE Baseline Guide 1st Ed. March 2001

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•• Definition of CommissioningDefinition of Commissioning• A well planned, documented and managed engineering approach to the

start up and turnover of facilities, systems, and equipment to the end-user that results in a safe and functional environment that meets established design requirements and stakeholders’ expectations.

• Key points - Documented• Commissioning needs to be documented. Minimum requirements are:• Documentation of Plan and guidelines• Documentation of testing and verification• Documentation of key decisions and ultimate acceptance by end user

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•• Key points Key points -- Start up and turnover

Includes concept of start up and turnover from the delivering groupCM is now responsible for the performance and operation of the

equipment.

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•• Key points Key points -- established design requirements and stakeholders’ expectations

• Established design requirements means contained within the contract documents (plans and specifications)

• Are stakeholder requirements identified in contract documents? How are changes in stakeholder requirements/expectations captured?

• User groups are usually have different expectations from business or procurement groups.

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Why Commission Buildings and Systems? -View from CM/PM perspective

Why Commission Buildings and Systems? Why Commission Buildings and Systems? --View from CM/PM perspectiveView from CM/PM perspective

• Market trends are demanding integration in project delivery

• Improved project acceptance and close out by documenting system status

• Documents quality and provides incremental acceptance of buildings and components.

• Opportunity to add value in support of Owners business case. Makes good business sense

• Owners resources are stretched, have not been trained on the equipment, or are late to staff up. Augments and confirms CM Quality

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Why Commission Buildings and System? -View from Owner’s perspective?

Why Commission Buildings and System? -View from Owner’s perspective?

• Provides smooth transition from construction to Owners operations

• Best possible source of training for Owner staff

• Verification of project building/systems. Owner can proceed into operation phase of project with less risk to his operations.

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State of Industry; Current TrendsState of Industry; Current TrendsState of Industry; Current Trends

•• Industry and market forces continue to demand faster, more Industry and market forces continue to demand faster, more efficient, project delivery. efficient, project delivery.

•• Increase in Performance based building and system Increase in Performance based building and system deliverables. deliverables.

• Design-Build• Vendor engineered components• EPC/EPCMV• Design-Build-Operate

•• All these strategies require construction service providers to All these strategies require construction service providers to verify verify operational attributes of building systems. attributes of building systems.

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State of Industry, Current TrendsState of Industry, Current TrendsState of Industry, Current Trends

• LEED Green Initiatives require verification of design intent

• Utilization of Six Sigma techniques will increase. Commissioning provides a baseline for analysis

• Increased cost of energy and financial demands for efficiency.

• Need to demonstrate and document energy efficiency

• What will the effect be on CM service providers?

Ok, I’m sold, how do we do this?Ok, IOk, I’’m sold, how do we do this?m sold, how do we do this?

Executing Building CommissioningExecuting Building CommissioningExecuting Building Commissioning

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Background/Overview -Where is commissioning utilized? ApplicationsBackground/Overview Background/Overview --Where is commissioning utilized? ApplicationsWhere is commissioning utilized? Applications

Building typesBuilding types• Laboratory• Research• Multi Use buildings• Hospitals• Medical Office Buildings• Commercial space• Commercial kitchens• Industrial• Bio-Pharmaceutical• Food Processing

Project typesProject types• New• Renovations• Additions/expansion

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Types of Commissioning ActivitiesTypes of Commissioning ActivitiesTypes of Commissioning Activities

• Equipment Inspection• At Vendors site• Upon receipt

• Equipment Acceptance Testing

• Factory FAT• Site SAT

• Installation Inspection• P&ID Walk downs• Physically complete

• Documentation & Signoff• Testing verification• Third party verification

• Start up• Introduce fluids into system• Energize equipment/gear• Regulation, balancing, and

adjustment

• Operational Testing• Alarms & Reporting• Interlocks & Sequencing

• Performance Testing• Demonstrate Design

Parameters• Verify extreme conditions• Verify inter-system

relationships

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Executing Building CommissioningExecuting Building CommissioningExecuting Building Commissioning

• Bottom Line: Successful execution must be planned, commissioning execution can NOT be left to chance!

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Successful Commissioning Execution Requires:Successful Commissioning Execution Requires:Successful Commissioning Execution Requires:

• Right Commissioning Team

• Right Commissioning Plan• Plan has to contain both Strategy and Tactics

• Documentation and signoffs

"Strategy without tactics is the slowest route to victory. Tactics without strategy is the noise before defeat."

- Sun Tzu ~500 B.C.E.

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Successful Commissioning Requires or Commissioning Execution Requires:Successful Commissioning Requires or Successful Commissioning Requires or Commissioning Execution Requires:Commissioning Execution Requires:

• Strategy determines Tactics

• Strategy + Tactics = Plan

• Right team executing Right plan Success

Strategies for Project ExecutionStrategies for Project ExecutionStrategies for Project Execution

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Strategies for Project ExecutionStrategies for Project ExecutionStrategies for Project Execution

• Incorporating commissioning into Project requires advance planning;

• Define Roles & Responsibilities upfront• Determine acceptable level of documentation• Develop Impact Assessments; which systems are critical to

Owners operations.

• Can’t easily recreate documentation or testing after the fact

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Commissioning Strategies -specificsCommissioning Strategies Commissioning Strategies --specificsspecifics

• Project Execution Planning

– Expected milestones and dates (refer to system chart)

– Who, when, and how do the commissioning protocols get written

– Funding and resource strategy, how many, where from, who funds

– Project Controls Strategy

– Identify impacts to existing operations

– Phase startup approach

– Project team make up

– Critical constraints or issues

– Level of Documentation required; Leveraging subcontractor/vendor documentation

– Incorporate Good Documentation Practices; GDP,

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Tactical Concepts for Project ExecutionTactical Concepts for Project ExecutionTactical Concepts for Project Execution

• Dedicated Tri-Party Team Owner, CM, Cx• System hierarchy defined• System boundaries identified• Team Accountability assigned by system• Right mix of resources, protocols writers vs. technicians • Need correct skill sets to operate specific equipment• Commissioning Execution requires discipline

• Wall closures forms requires discipline.• Signature requirements can be specific and need to be

maintained during verification

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Commissioning Plan -DefinitionCommissioning Plan Commissioning Plan --DefinitionDefinition

a written, approved document which will outline in clear and concise terms, the intention, philosophy, methods and approach of a commissioning program. It is a road map which will be used to guide the project through the commissioning process. The document is dynamic in nature and is updated on given intervals to reflect changes in the program.

ISPE Washington Conference June 2002

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Attributes of Commissioning PlanAttributes of Commissioning PlanAttributes of Commissioning Plan

• Initial plan determines the level of effort (risk based) •100% verification or percentage•verification of weld inspections, will pressure tests be witnessed or just completed and documented.

• Integrated with and ties to overall project quality plan.

• Determine which systems require early acceptance, E.g. Using building systems for temp heat, when can owner’s operations commence

• Develop system boundaries. Boundaries will affect sequencing and how commissioning is done.

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• Outlines results of system and component impact assessment

• Provides details for major commissioning strategies and defines requirements for turnover/acceptance

• Mechanical completion• Loop checks & calibrations• Safety checks• System walkdowns• Verification of punchlist items• Turnover package documentation review• Describes precise level of documentation required for acceptance.

Will subcontractor test reports be accepted? What is the reliance/use of third party verification, duct testing, pressure testing

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• Commissioning requirements need to be defined in design specs in order that they be included in vendor and subcontract packages.

• Need to determine what testing is required and the best source.

• Vendor vs. field test

– Example: Cooling towers: very little to check on the tower itself, fans and interlocks, pumps are not on tower. Vendor test documents could be utilized almost exclusively

– Example: Bioreactors: BioRx are 90% self contained and fully factory tested. Equipment checkouts are only really checking site utility connections and software interface

System overview and integration is required for an effective plan.

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• How commissioning requirements effect construction execution– Pipe inspections prior to flushing testing insulations Will In-service tests

be acceptable as verification?

– What is the extent of leveraging subcontractor tests and check sheets?

– Will FAT documents be leveraged, and what is scope of Site Acceptance testing (SAT) Plan?

– Include commissioning requirements during procurement stage. – E.g. What level of instrument calibration is required/will be

acceptable for verification purposes?

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Commissioning TeamCommissioning TeamCommissioning Team

• Project Team Concepts• Project Team Organization• Project Communications

– Meetings

• Responsible to, and interface with:– Vendors– Construction Manager– Owner – Architect/Engineer– Commissioning Agent

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Commissioning Team - Project Team ConceptsCommissioning Team Commissioning Team -- Project Team ConceptsProject Team Concepts

• Effective, efficient, integrated commissioning requires a stronghighly functional team.

–Projects are multi-disciplinary

–High level of inter-dependency among activities and deliverables

–Even a simple project involve several individuals representing various functions

–Communication and coordination is vital

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Commissioning Team -Project Team OrganizationCommissioning Team Commissioning Team -Project Team Organization

• Based on scope, resource requirements, and stakeholders

• Level of involvement will vary at each phase of the project

• Identify and Involve key members early in project. Manager and key system leads.

• Various groups and firms will be represented, not all required to participate full time

–As a result, integrated management approach toward project is vital to success. Entire project team participation is required, Owner, A/E, CM, Sub contractors, vendors, Commissioning Agent, OPM

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Commissioning Team -ResponsibilitiesCommissioning TeamCommissioning Team --Responsibilities

• Vendors• Equipment vendors• Software/Automation vendors

• Construction Manager• Staff team• Conduct daily status and

coordination mtgs• Execute protocols developed

by others

• Owner Project Team• End User expectations

• Witness commissioning effort

• Define acceptance criteria clearly and in advance of any setting of GMP, buyout of trade and vendor packages

• Staff up for acceptance systems and equipment

• Include early operation of• boilers, water pretreatment, electrical

gear,& waste treatment utilities systems,

• Provide preventative maintenance

• Provide accurate and timely protocols to Cxteam Supply staff to run equipment

• Approve TOP’s

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Commissioning Team -Cooperation & CommunicationCommissioning Team Commissioning Team --Cooperation & Communication

• Meetings need to be held often, Key decisions occur on a daily basis. Status reporting to management is critical.

• Interface with Construction, and Owners team is critical

• Need strong leadership to avoid competing agendas

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DocumentationDocumentationDocumentation

• Documents need to be accurate at time of walkdown. Doc’s need to be maintained under change control.

• System baseline needs to be identified for use during walkdowns. Verification occurs by comparing Schematic level documents to actual work in field.

• Types of Baseline documents: Equip shop drawing; valve spec’s, instrument data sheet or PO, UFD’s PFD’s PID’s, Riser diagrams, and One-lines.

• Witnessing of testing (with all appropriate signatures) will signify completion and acceptance.

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Tactics for project ExecutionTactics for project ExecutionTactics for project Execution

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Tactics for Project Execution - Pre-commissioning PhaseTactics for Project ExecutionTactics for Project Execution -- Pre-commissioning Phase

• System hierarchy and dependencies need to be determined prior to execution

• Define system boundaries to determine sequence of component and system completion in written system description

– P&ID, PFD, UDD, UFD– Electrical, Control and Network Drawings– 3D Model – Identify segments that may be tested downstream or at a later date

• Need to show system boundaries and completion in construction schedule

• Review Inspections and testing in accordance with project specifications using established procedures

• Documented• Utilize primarily trade contractor and vendor during planning• Need to align construction execution with Commissioning sequence and plan

• Controls and checkpoints– Right inspections at performed at right time– Material receipts reports– Special Inspections, 3rd party, A/E, or AHJ

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Tactics for Project Execution - Construction PhaseTactics for Project Execution Tactics for Project Execution -- Construction Phase

• Traditional building sequence is driven by areas and finishes

• Commissioned building sequence will be driven by completion of MEP systems, with geographical areas and finishes taking a back seat to the MEP systems

• Alternate types of Execution strategies are required; Build by geography/trade, Commission by system

• Example: HVAC Air Flow diagrams determine the order and sequence of how areas are architecturally completed.

• Need to institute a Build-to-test sequence for construction.

• System hierarchy and dependencies will determine installation priorities and sequences.

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Relationship of Air Flow Zones to Architecture

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Tactics for Project Execution – System hierarchyTactics for Project ExecutionTactics for Project Execution –– System hierarchySystem hierarchy

• Incoming source utilities• Power

• In some cases will include steam & chilled water

• Waste stream treatment• Process• Building

• Fire Water• Domestic Water• Fuels• Communications

• Fire alarm• Tel/data

• Primary utilities In Situ Generation• Steam/Condensate• Soft water• Hot water• Chilled water• Plant/Instrument air• Nitrogen

• Secondary specialty utilities• Chilled glycol• WFI• Clean steam• Laboratory Gases• Medical Gases• Look at system charts

• Specialty equipment• Autoclaves• Biosafety Cabinets• Fume Hoods• Laminar Flow Booths• Check misc lab equip

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System Hierarchy Central UtilitiesSystem Hierarchy Central Utilities

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System Hierarchy ManufacturingSystem Hierarchy Manufacturing

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Tactics for Project Execution -Commissioning PhaseTactics for Project Execution Tactics for Project Execution --Commissioning Phase

• Protocol Execution•Guides the commissioning effort including, start-up, adjustments, and initial functional testing

•May be expanded to include more detailed performance testing, crash testing

•Special Procedures or limit testing

• Staffing for success, utilize CM and Cx teams, paired with Owner personnel.

• Tri-party teams perform walkdowns, punchlist generation, and issue resolution. Responsible for individual system completion and acceptance.

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Tactics for Project Execution - System Completion and Start UpTactics for Project Execution Tactics for Project Execution -- System Completion and Start Up

• Need to plan for Start Up resources and materials.

• Post PO vendor involvement, on site start up support

• Commercial implications of subcontracted scope, when is the sub complete and eligible for final payment? Union requirements will remain until acceptance by the Owner.

• Owner’s early acceptance of completed systems

• Trade support during operation and startup

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Tactics for Project Execution - Pre-start up reviewsTactics for Project Execution Tactics for Project Execution -- Pre-start up reviews

• Equipment Commissioning

• Determine level of Vendor support

• Start Up spares and consumables will require budgeting and additional purchasing effort

• Chemicals• Gaskets, elastomerics, membranes• Start up spare parts

• Is this included as part of CM scope? Owner or A/E purchased equipment

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Tactics for Project Execution - Daily Start up meetingsTactics for Project Execution Tactics for Project Execution -- Daily Start up meetings

•Include scheduler and management (at least weekly)

•Provide a forum for coordination

•Provide a forum for lessons learned, need to communicate

•Need Owner representation

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Tactics for Project Execution - Turn Over and Closeout PhaseTactics for Project Execution Tactics for Project Execution -- Turn Over and Closeout PhaseTurn Over and Closeout Phase

• Commissioning protocols successfully executed

• Vendor and contractor training of Owner staff complete and documented

• Turnover package accepted

• Closeout of punchlist items

• Commencement of warranties

• Training is then scheduled and documented

Case Studies and Lessons LearnedCase Studies and Lessons LearnedCase Studies and Lessons Learned

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Case Studies and Examples - ProcurementCase Studies and ExamplesCase Studies and Examples -- ProcurementProcurement

Incomplete procurement, lack of coordination between A/E, Owner and CM. A/E purchased equipment on behalf of Owner. Incomplete commissioning scope purchased.

• Example• CM controlled incomplete scope procured Chilled Water System• Procurement: “We Got it Covered!”• Procurement buys “Start-up” associated with Chillers and trade support

from the installing contractor.• However, what was bought is start-up at component level, the chiller, not

a chilled water system level….scope gaps created• Burden placed on Mechanical contractor or “defaults” to Controls

Contractor or System Integrator to perform system start-up…not totally carried in scope. Schedule and cost bust!

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Case Studies and Examples -System InterdependenciesCase Studies and Examples Case Studies and Examples --System InterdependenciesSystem Interdependencies

Lack of system understanding system relationships caused delays in checkout, turnover, and acceptance of systems. Relationships of primary utility generating equipment were not fully understood by the Commissioning team.

• Example

• Water cooled Air Compressors. This utility requires the operation of the cooling towers, however, the cooling towers require instrument air to operate.

• Steam driven desiccant dryers for Air compressors. Steam generation required to complete check out and achieve air quality.

• Waste stream pumps are another area requiring early operation. Soft water is also a early utility system. Need to understand relationships between utilities.

• Need to fully understand relationships prior to the start of Commissioning to avoid delays

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Case Studies and Examples - CQV time gets compressedCase Studies and Examples Case Studies and Examples -- CQV time gets compressed

• Project Plan•Fixed Construction end date•Commissioning time (likely understated)•Fixed date for Owner requirements (start production runs or tenant occupancy)

• Project Reality•Construction completes 2 months behind schedule•Commissioning time becomes compressed due to committed or fixed Owner requirements

• Project Result•Maximum effort required•Strain on resources•Inefficient execution•Costs Increase•Project reputation diminishes

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Lessons LearnedLessons LearnedLessons Learned

• Lack of ownership for systems• Lack of Owner participation• Start up or Testing Scope not defined• Vendor and trade interface not identified during startup• System integration scope components don’t talk to each other• Lack of accountability/leadership• Inexperience of field staff, not familiar with equipment or process• “we got it covered”• Level of testing effort not identified -Validated vs, non-validated• Systems not ready, construction/punchlist not complete• Testing not witnessed “doesn’t count”• Documents not adequately maintained during construction period• Owner changes late in construction period have disportionate effect

on cos, schedule, and number of resources

Best PracticesBest PracticesBest Practices

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Best Practices: Phased Execution/Team approachBest Practices:Best Practices: Phased Execution/Team approachPhased Execution/Team approach

• Early involvement of Commissioning Manager

• Part of Senior Project leadership and participates in executive meetings

• Phased approach will overlap with construction activities

• Requires separate component acceptance on distributed systems

• Integrated test, boilers running, chillers running, cooling towers running, AHU’s running, do all components work as system

• Add time in Project schedule for system approval• Include time in the schedule for Owner training• Including scheduling vendor team and coordination of start up materials

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Best Practices: Phased Execution/Team approachBest Practices:Best Practices: Phased Execution/Team approachPhased Execution/Team approach

• Partial turnover/early Owner acceptance– Cost savings to Owner -relief of trade requirements– Accept equipment at component level – Running equipment for construction purposes

• Elevators• Temp heat• Waste streams for removal and treatment of flush & test water.

TSP can’t go down the drain• Environmental monitoring of effluent streams

• Constraints to this approach• Executing tests while other parts of facility are under construction• Utility outages (may impact reliability, proving systems)• How to say a test has been successfully completed when “controls

overlap” BAS

How to Implement Commissioning into Business Plans: Benefits, Strategies, and Business models

How to Implement Commissioning into How to Implement Commissioning into Business Plans: Benefits, Strategies, and Business Plans: Benefits, Strategies, and Business modelsBusiness models

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Benefits Benefits Benefits

• Business goal is client satisfaction to increase repeat business

• Increased Owner involvement, stronger teaming results in quicker project closeout, less conflict at turn over.

• Better retainage reduction, improved cash flow, stronger payment positions with subs. Early and accurate identification of warranty issues.

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BenefitsBenefitsBenefits

• Reduced Liability by providing documentation of system operation.

• Documentation of functioning state of Life Safety and other critical systems. Deviations identified, corrective action noted, and items closed out

• Establishes baseline for protection against later modifications

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Benchmarking

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StrategiesStrategiesStrategies

• Separate Cx from main project, Commissioning should be priced as a separate project. Different cost model, different fee structure

• Do not perform Commissioning on Lump sum

• Consider buying protocols from service or engineer

• CM needs to be involved in the equipment procurement phase. CM should not be responsible if the Owner doesn’t buy full scope. This will only push problems into the field that are better handled up front

• Participate in factory check out of equipment (FAT)

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StrategiesStrategiesStrategies

• Typically Owner’s are responsible for providing protocols, usually buying generation from the engineer or third party.

• Be careful offering to provide protocols. Generating protocols is labor intensive on stick built systems

• On large, multi-year projects need to factor wage escalation into personnel rates

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Business ModelsBusiness ModelsBusiness Models

• Self perform• Diff teams different skill sets; A good construction PM may not be good

Cx PM• Building team may be burned out and ready to move on. • Requires staff with heavy MEP background and experience• Technicians that have experience in operating equipment

• Third party• Choose wisely• Initiate early to perform commissioning review• Will require well defined scope of services

• Blended team• Augment team with outside experts• Most flexibility platform• Opportunity for in-house staff to play larger role while learning

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Business Models - choosing Commissioning firmBusiness Models Business Models -- choosing Commissioning firm

• Not more that 30% of firms team or capability

• Relevant experience Don’t pay for learning curve costly and timely to figure this out for the first time

• Able to develop strong working relationship, how easy to work with, will they just point out engineering discrepancies.

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Key Success Factors; KSF’sKey Success Factors; Key Success Factors; KSFKSF’’ss

• Need design Intent document to know what you are measuring against. Defines User Expectations

• Temp RH spec’s, recovery times, gpm, BTU requirements, PSF loading manufacturing tools, concurrent manufacturing, number of lab hoods, occupancy loads

• Need comprehensive commissioning plan• Describes in detail what you are doing and why. (provides basis and

reference point for decision making

• Commissioning team in place early on

• Start document control early

• Determine who signs off ahead of time

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Key Success Factors; KSF’sKey Success Factors; Key Success Factors; KSFKSF’’ss

• Retain control of the plan regardless of the level of execution.Proceed very carefully if you give up control over the level of effort

• System Owners representatives from Cm, Cx, and Owner

• Good Punchlist documentation and punchlist management

• Walkdowns against drawings/updated current drawings need to be maintained. Documents need to be redlined and issued as part of the TOP

• Incorporate standardization of protocol templates

• Track review and approval times in project schedule

Summary/ConclusionsSummary/ConclusionsSummary/Conclusions

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• Market forces will require integration of backend project delivery

• Market forces will drive an increase in demand for Commissioning services

• Commissioning activities should be considered as part of an overall risk mitigation plan

• Benefits are significant and will strengthen a firm’s offerings by:

• Position firm as a market leader, and provider of value added services• Supports integrated project team approach

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• Incorporating Commissioning strategies requires modified approach to building execution

• Project Team make up will require different skill sets• Executing commissioning will require a higher level of pre-planning

• Strategy + Tactics = Plan

• High performing, cross functional teams are required

• Right Team executing Right Plan = Success

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• Commissioning services needs to be considered as a separate project• Several business models are available

• Including Commissioning services will position CM firm as an innovator and ahead of the curve

• Supporting Owner’s business objectives increases Owner satisfaction and is good business

• Market leaders are better positioned for increased financial performance and project success

• Commissioning should be strongly considered as part of a CM’s plan for projects and business strategies

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ReferencesReferencesReferences

• ASHREA Guideline: The Commissioning Process American Society of Heating, Refrigeration, and Air-Conditioning Engineers 2006 Atlanta, GA

• ISPE Baseline Guide Volume 5 Commissioning & Qualification March 2001• US Green Building Council New Construction & Major Renovation Guide V 2.2 3rd Edition October 2007• “The Cost-Effectiveness of Commissioning New and Existing Commercial Buildings: Lessons from 224

Buildings” Evan Mills, Hannah Friedman, Tehesia Powell, Norman Bouressa, Tudi, Haasl,Mary Ann Piette, David Claridge, National Conference on Building Commissioning, May 4-6, 2005

Mike Benedetto

[email protected]

Mike BenedettoMike Benedetto

[email protected]@skanska.com

business case strategies for integrating comissioning with construction and program management...

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