Commissioning

CommissioningCommissioning

Sioux Falls ASHRAE

Sioux Falls South Dakota

April 17, 2008

Session 1Session 1

Meet the Commissioning Team

Meet the Cx TeamMeet the Cx Team

Set up a meeting for self introductions

Outline their respective responsibilities

Discuss with them their fee for they are entitled to a fee for their involvement

Discuss the responsibilities of the various contractors

Discuss with them the Commissioning specifications and the importance of this process

Discuss the responsibility of the owner

Meet the Cx TeamMeet the Cx Team

Discuss the meeting process

Give them information on the deficiency/issues log and how it is used.

Discuss the submittal review them

Discuss your involvement with RFI’s and change orders

Speak to the pay request issue

Discuss the rolling punch list and how it to be used

Session 2Session 2

What’s a Basis of

Design and Why do we

need one?

Learning ObjectivesLearning Objectives

Understand the purpose of Basis of Design

Be able to explain the BOD to designers

Understand what must be included in the BOD

What is a Basis of DesignWhat is a Basis of Design

ASHRAE defines the Basis of Design as:

“…All information necessary to accomplish the design intent, including weather data, interior environmental criteria, other pertinent design assumptions, cost goals and references to applicable codes, standards, regulations, and guidelines.”

What is a Basis of DesignWhat is a Basis of Design

It is how designers transform the owner’s design intent into a physical building

Most of the information required is being recorded currently, just not provided to the owner

Why do we need a Basis of Design?Why do we need a Basis of Design?

PURPOSE OF DOCUMENT

Understand reasoning for system/component selection

Document limits of the systems/components

Understand other requirements

Verify that design intent is being met

Eliminate misunderstandings and confusion

Documents made for life of facility

Why do we need a Basis of DesignWhy do we need a Basis of Design

VALUE AT VARIOUS PROJECT STAGES

Design

Simplifies design by eliminating unneeded components

Easily incorporates current owner’s guidelines

Improves design review process


CONSTRUCTION

Convey designer’s vision in words

Improves understanding of system construction

Provides level of quality/features expected

Better defines construction limits


OPERATION

Defines limits of system operation

Conveys vision of operation

Minimizes time to optimize systems

Invaluable during occupancy changes and system renovation

Role of the CxA in Creating a Basis of DesignRole of the CxA in Creating a Basis of Design

CxA ROLE

Provide guidance to design team

Review submittals and identify missing information

Compare design intent and Basis of Design

Check that documents are updated for changes

Verify coordination between basis of design, documents, drawings and specifications

Role of the design team in the creating the Basis of DesignRole of the design team in the creating the Basis of Design

DESIGN TEAM ROLE

Document all assumptions

Document system/component selection reasoning

Use CxA format for guide

Include basis of design information on drawings and in specifications

Provide copies of all calculations

Basis of Design Example Format and ContentBasis of Design Example Format and Content

Systems Components – description of components and reason for selection

Maintainability – how maintainability issues were addressed

Codes and Standards – description of codes and standards followed in design

Fire and Life Safety – description of Fire and Life/Safety systems and reasons for selection

Assumptions – table listing all assumptions for each system

Appendix – attach manufacturer information showing equipment performance characteristics

Developing the Basis of DesignDeveloping the Basis of Design

What should be included as the Basis of Design:

- Give some ideas and your thoughts

Session Two (A)Session Two (A)

Commissioning for LEED

Session Two A – Cx for LEEDSession Two A – Cx for LEED

Prerequisite #1 CxA must have documented experience on

at lease 2 projects. CxA shall be independent of the design

team and construction management although may be employed by the same firms; may be qualified employee or consultant of the Owner.

CxA shall report results, findings and recommendations directly to the Owner.

For projects less that 50k SF, CxA may include qualified person on the design or construction team with required experience.

Session Two A – Cx for LEEDSession Two A – Cx for LEED LEED Credit EA #3:

Meet requirements of Prerequisite #1 plus additional tasks.

Prior to start of construction documents designate an independent CxA to lead, review, and oversee the completion of all commissioning process activities.

CxA must be independent of the design and construction teams; not an employee of the design firm, but may be contracted through them; not an employee of contracted through a contractor or CM; may be a qualified employee or consultant of the Owner.

CxA shall report directly to the Owner. There is no deviation for project size.

Session Two A – Cx for LEEDSession Two A – Cx for LEED

Systems to be commissioned: LEED prescribes that the following energy-related systems to be commissioned: Heating, Ventilating, Air conditioning,

and refrigeration systems (mechanical and passive) and associated controls.

Lighting and day lighting controls. Domestic Hot Water Systems Renewable Energy Systems (wind,

solar, etc.)

Session ThreeSession Three

Helping the Design Team Deliver Quality


Be able to develop a design checklist

Understand the purpose of a design review

Understand the benefits of the review process to the design team

Design ChecklistsDesign Checklists

CREATED TO:

Summarize the owner requirements for designers- Memory Tickler

Document the procedures used by the designer

Ensure that basis of design is documented

They are not

Additional paperwork to keep the designers busy

CHECKLISTS FOR DIFFERENT STAGES OF DESIGN

Initial schematic

Selection of system options

Design development

Design ChecklistDesign Checklist


WHAT DOES THE DESIGNER DO WITH THE CHECKLISTS:

Completes and submits with package at major design milestones

CxA review, provides comments to designer

CxA keeps on final for final Cx report

BENEFITS

Higher Quality Design

• Assured that design meets owner’s intent

• Documented design procedures

• Fewer questions and RFI’s later


BENEFITS (CONT.)

Basis of Design

• Is easier to create, provide guidance

• Designer remembers to create as design progresses, not after design is completed

• Reduces review time by specifying expected quality level.


FORMAT

One for each discipline

Simple YES/NO questions

Questions should address:

• Design intent

• Basis of design

• Calculations

• Specifications

• General drawing quality

• Coordination

Developing Design ChecklistDeveloping Design Checklist

Design Intent Questions – verify design intent has been met, is updated with decisions made during the design process, and is on the drawings

Basis of design Questions – Verify basis of design is thoroughly documented and is included in the drawings and in the specification

Designing Checklist IssuesDesigning Checklist Issues

Calculations Questions – verify calculations are complete & included for review, and assumptions added to the basis of design

Specifications Questions – verify specifications match drawings, verify manufacturer name and models meet design intent and basis of design, and verify Cx requirements are integrated into the specifications

Design Checklist IssuesDesign Checklist Issues

General Drawing Quality Questions

Verify general quality of drawings

Consistent terminology & room numbers

Accuracy of information

Legibility

Continuation of items



Coordination Questions – verify that the various disciplines within the A/E have coordinated their work and that issues of accessibility and maintainability have been resolved

Tracking Design ChecklistTracking Design Checklist

Initial Schematic

Systems Concept

• Specify systems, such as envelop, HVAC, security, fire alarm, power, & power quality

25% completion (SD)

50% completion (DD)

95% completion (CD)

100% completion (bid phase)

Tracking Design ChecklistTracking Design Checklist

PURPOSE OF TRACKING

Verifies progress of design

• Checklist was completed and received on time

• CxA has reviewed checklist

• Conflicts are resolved

Methods - Database, spreadsheet, list of items received

WHAT IS DESIGN REVIEW?

Method to verify the level of quality being delivered by the design team

Detailed verification check of a statistical sampling (5-20%) of the whole design

It is NOT a peer review (re-design or re-analysis), 100% inspection or designer work, used to embarrass or point fingers at the designer

Design ReviewDesign Review

Goals of Design ReviewGoals of Design Review

Verify that design meets the documented design

Verify coordination between disciplines

Help the design team identify and fix problems on paper, not during construction

Provide feedback to designer for quality improvement opportunities

Goals of Design ReviewGoals of Design Review

For LEED Projects: The CxA must… Prerequisite #1: review OPR and

BOD for clarity and completeness.

EA Credit #3: review OPR, BOD, and design documents prior to mid-construction document phase and back-check review comments at subsequent submittals.

Design Review Process Design Review Process

FOUR DISTINCT PHASES

General Review

Coordination Review

Discipline Specific Review

Specification Review

GENERAL REVIEW

Review the Design Intent

Document the General Review Criteria

• Continuation of items

• Labeling

• Legibility

• Design intent/basis of design included

• Accomplish quick general review

Design Review Process: Step 1Design Review Process: Step 1

COORDINATION REVIEW

Determine Sampling areas

Select Review samples of drawings

Accomplish coordination review

• Placement of multiple pieces of equipment

• Accessibility

• Consistent Technology

• Trade duties clearly Identified


DISCIPLINE SPECIFIC REVIEW

Accomplish Detailed Statistical Review

Document Concerns

Review Drawing Review Procedure



SPECIFICATION REVIEW

Determine the Review Sampling Procedure

Accomplish General Review

• Useless Sections

• Manufacturer Basis of Design Verified

• Don’t use of “or as equal”

• Directions are Clear and Concise

Develop Summary of Review

Design Review ConclusionsDesign Review Conclusions

Need to maintain good team relationships

Should provide feedback to designer

• Only Designer can provide a quality project

Review design checklist after project to determine ways to improve them

Session FourSession Four

Preparing for the

Construction Phase

Verification Checklist


Understand the purpose and benefits of verification checking using construction checklist

Learn how to prepare construction checklist

Learn how checklists are used


For LEED Projects: Prerequisite #1: CxA shall develop

and implement a Commissioning Plan.

EA Credit #3: same as for the Prerequisite.

Construction is about to beginConstruction is about to begin

Plan properly during the design phase for a smooth and successful project!

• Need to get requirements to individual workers

• Need to track construction progress

• Need to verify contractor’s quality process

• Need to document systems start-up

Purpose of Verification Checks Using Construction ChecklistPurpose of Verification Checks Using Construction Checklist

Do work right “the first time”

Ensue all components/systems properly installed

Provide feedback on installation progress to the team

Identify and resolve potential problems early

Construction Checklists are:Construction Checklists are:

A tool for the contractor

A way for the CxA to easily verify contractors quality

A record of system installation

Who uses the Checklists?Who uses the Checklists?

Individual workers complete the checklists

Supervisors track completion of checklist

CxA verifies proper completion and documentation

O & M personnel use to verify installation accessibility & maintainability requirements

Important Considerations for Checklist DevelopmentImportant Considerations for Checklist Development

Use available information – not all info about specific equipment is available (pre-submittals)

Checklist are updated before actual use (after receiving submittals)


Different type for systems versus components

Checklist divided by phase for component

• General

• Pre-Installation

• Installation

Each subsection must be a defined task


Wording – straightforward, not open to interpretation

Should be simple YES/NO responses or a specific value

Focus on helping individual

• Meet design intent

• Do work right the “first time”

Keep as short and simple as possible “KISS Method”

How do you develop a checklist?How do you develop a checklist?

Use information currently available

• Design Intent

• Basis of Design

• Manufacturer Information

• O & M experts for a specific technology

Contact experts for a specific technology

How do you develop a checklist?How do you develop a checklist? 6 step process

1. Determine if system or components based

2. Identify key material characteristics

3. Identify key installation requirements

4. Identify start-up requirements

5. Compare to design intent/basis of design

6. Develop checklist

Session FiveSession Five

Requesting, Reviewing, and Using Submittals


Understand why CxA review of submittals is important

Know how to request submittal for Cx Purposes

Understand how to evaluate a submittal from the Cx standpoint


For LEED Projects: Prerequisite #1: no review required.

EA Credit #3: CxA shall review submittals applicable to systems to be commissioned for compliance with OPR & BOD; and shall be concurrent with A/E reviews and submitted to the design team and Owner.

Submittals OptionsSubmittals Options

Cx submittals sections

Integrated Cx submittals requirements

Cx Submittals vs. Integrated SubmittalsCx Submittals vs. Integrated Submittals

COMMISSIONING SUBMITTALS

Separate submittal process, in addition to submittal to architect

• Pro: May be easier when CxA is brought on before specs are completed

• Con: Viewed as creating extra work

• Con: Cx seen as an “Add on” service

• Con: No incentive to provide – seen as close out documents

Cx Submittals vs. Integrated Submittals (cont.)Cx Submittals vs. Integrated Submittals (cont.)

Integrated Submittals

• Cx requirements are integrated into specifications for regular submittals

• Pro: Cx Submittals = Regular Submittal, no extra work

• Con: May be impossible if CxA is brought on after specs are completed

Requesting SubmittalsRequesting Submittals

Maintain A/E, owner, and Cx review times

Get to know the contractors

Be available to answer questions

Provide gentle reminders

Be forceful when necessary

• Must be included in specifications


Include key milestones in specifications

• All submittals due 45 days from contract award

• O & M systems manuals sections due 45 days after submittals approved

• Control software due 60 days after submittal approval

• Training materials due 60 days prior to any training


Types

• Schedules

• Equipment performance information

• Test Results

• Record Drawings

Reviewing SubmittalsReviewing Submittals

How?

• Review design intent and specification requirements

• Review sampling or submittals, take notes

• Verify percentages of submittals in great detail

• Looking for quality and completeness of submittals

How is operation affected


What to look for:

• Is design intent being met?

• Basis of design changes?

• Are specifications being met?

• Can equipment provide design conditions and set points?

• Interactions between equipment

• Maintainability and accessibility

• Options


Write a letter or have a meeting if necessary

• Be clear

• Don’t be adversarial – be professional

• Set deadline for responses

Send letter to architect, owner or contractor (depending on project)

Follow up on issues raised in letter

What if...?What if...?

Information not included

• Do not approve until information received

• Document deficiencies in a letter

• Sit down with architect, contactor and/or manufacturer rep

• Determine why is not included

• Provide 1-3 weeks to resolve

• Withhold all pay applications

What if…?What if…?

Submittal is of poor quality

• Document concerns in a letter

• Sit down with architect and/or contractor if necessary

• Determine how to resolve

• May approve with caveats (i.e., can order, but cannot install until submittal approved)

What if...?What if...?

Equipment changes during construction due to a change order or manufacturing changes

• Must resubmit

• Use same condensed milestones

• Does not change the process or expected level of quality

Where Submittal Data is UsedWhere Submittal Data is Used Construction Checklists

• List specifications & submitted product data

• Manufacturer's Requirements

Access space, installation process, sensor locations

Functional Performance Test

Performance data to verify

O & M and Systems Manual

Training

Session 6Session 6

Team Meeting and Conflict Resolution


Learn how to plan a Cx Team meeting

Learn methods for avoiding and resolving project conflicts

Understand the importance of avoiding and resolving conflicts

Planning a Team MeetingPlanning a Team Meeting

Why schedule?

When to schedule?

Selecting Topics

Be prepared!

Why Schedule?Why Schedule?

Build rapport between team players

Focus the team on the project

Reinforce individual responsibilities

Meeting provide central medium to express comments, problems, concerns, and ideas

When to ScheduleWhen to Schedule

Schedule from the early stages of a project as the team begins to form

Every 1 -2 weeks greater frequency to discuss critical issues

Make schedule day and time consistent

Selecting TopicsSelecting Topics

Discuss topics relevant to all team players

Reserve specific topics for specially scheduled focus meeting

Critical issues get the first priority

Solicit topics of concern from members of the team

Be PreparedBe Prepared

Be punctual

Be prepared to address issues concerning your area of expertise

Take notes during meetings

Read previous meeting minutes and ask questions where necessary

Take initiative to discuss key issues in greater detail after the meeting, time prevailing

Definition of ConflictDefinition of Conflict

“CONFLICT IS THE COMPETITION BETWEEN INTERDEPEDENT PARTIES WHO PRECEIVE THAT THEY HAVE INCOMPATIBLE NEEDS, GOALS, DESIRES, OR IDEAS. It is a situation in which people cannot agree or create harmony with one another.”

Erik J . Van Slyke

Effective CommunicationEffective Communication

Communication is a 2-way street

Set the climate

Give and accept timely feedback

Choose appropriate timing & setting

Make an agenda

Follow established protocol

ConflictsConflicts

Resolution

• Maintain professionalism

• Focus on desired outcome

• Document everything

• Resolution reduces costs

• Resolution reduces risks

Document EverythingDocument Everything

Record the birth of a potential issue

Track problem development via issues database

Document action items with corresponding responsible party

Keep accurate meeting minutes

Resolution Reduces CostResolution Reduces Cost

Cost Factors

• Wasted time

• Reduced decision quality

• Loss of skilled employees

• Restructuring

• Sabotage/theft/damage

• Lowered job motivation

• Lost work time

• Health cost

Session 7Session 7

Performing Test Procedures


Learn how to prepare for a successful functional test

Lean how to execute a successful functional test.

Learn to prepare for unexpected failures


For LEED Projects: Prerequisite #1: CxA shall verify the

installation and performance of the systems to be commissioned.

EA Credit #3: Same as Prerequisite #1

Reality CheckReality Check

Before beginning functional testing:

• Components and systems should be fully installed and started up

• TAB should be complete

• CxA verification (construction checklist) are complete

• Ideally, testing takes place before occupancy

How do you successfully execute test procedures?How do you successfully execute test procedures?

Step 1 - Review the current status:

• Are all checklist finished

• Is TAB complete?

• Verify that systems are ready for testing


Step 2 - Schedule the test:

• Schedule with project manager and general contractor

• Give advance notice to team

• Avoid project slow downs if possible

• Schedule prior to occupancy if possible


Step 3 - Double check instrument calibration:

• Tools must be reliable and accurate


Step 4 - Finalize test procedure:

• Review procedure developed back during design, update for clarify as necessary

Obtain test conditions

Identify changes to systems

Identify contractors concerns


Step 5: Accomplish testing

• Focus on the desired outcome for each test (design intent criteria)

• Three possibilities

PASS

FAIL

INCOMPLETE

Test ResultsTest Results

Pass

• Desired results but…

• Always think critically about the results and how confident you are that the results are accurate

TestTest

Fail

• Identify results

• Look at all systems

Quick fix or retest later

Can criteria be met or does intent have to be changed

Test ResultsTest Results

INCOMPLETE

• Could not get adequate loads

• Inconclusive results

• Unrelated system failures

Always be prepared for any resultAlways be prepared for any result

“What if” scenarios:

What if the room temperature is not maintained?



What if the chiller efficiency is not met?



What if the light levels are too low?


“What if” scenarios

What if the noise levels are too high?

Session 8Session 8

Reporting Techniques

Purpose of ReportingPurpose of Reporting

Track and resolve issues

Identify process problems

Document decisions made

Track project progress

Provide communication structure

BenefitsBenefits

Project record/history

Item don’t “slip through the cracks”

Documents avoided costs

Formalize milestones

Formalize communication structure

Reporting MethodsReporting Methods

Effective techniques

• Databases

• Word processor

• Paper

Frequency and organization of reports

• Weekly

• When a change is made

• Keep it simple

What Reports?What Reports?

Design intent

Basis of design

Site visit notes

Meeting notes

Design review

RFI’s/Change orders

Submittal Review

Schedule

Issues Log

Design Intent/Basis of DesignDesign Intent/Basis of Design

When a change is required, document:

• Current criteria

• New criteria

• Background/reasoning for change

Site Visit NotesSite Visit Notes

Intent:

• Document what reviewed

• Detail issues

• Document personal discussions and or direction

• Identify follow-up item

Site Visit Note FormatSite Visit Note Format

Master listing

• Summary of site visits

• If used, which sampling procedures

Individual reports

• Linked to issues log

• Linked to photos

• Copied to team members

Example Reports FormatsExample Reports Formats

Design intent

Basis of design

Site visit notes

Meeting Notes IntentMeeting Notes Intent

Act as initial agenda

Detail discussions and decisions made during meetings

Document outstanding issues

Meeting Notes FormatMeeting Notes Format

Purpose

Location

Attendees

Agenda

Notes

Design Review Report IntentDesign Review Report Intent

Document procedures used

Document issues

Identify follow-up issues

RFI/Change Order ReportRFI/Change Order Report

Typically maintained by Architect of General Contractor

Track Status and detail of RFI’s and change orders

Help maintain schedule/budget

Example Report FormatsExample Report Formats

Meeting notes

Design review

RFI’s/Change orders

Submittal Review ReportSubmittal Review Report

Document quality of submittal

Identify concerns with variances in submittals

Track submittal completion

Schedule ReportSchedule Report

On-going review of the schedule for accuracy

Identify items that will delay functional performance testing

Issues LogIssues Log

What’s in a name?

• Issues

• Deficiencies

Which one would you choose?

Issues Log IntentIssues Log Intent

Document all Cx related issues

Identify

• Issue

• Date identified

• Person responsible

• Response date

Issues Log IntentIssues Log Intent

Track progress issues resolution

Cost or avoided cost by team members

Start during planning through life of facility

Anyone can submit an issue

Example Report FormatsExample Report Formats

Submittal Review

Schedule Report

Issues Report

Example IssuesExample Issues

Hands-on testing

• How would you record the issues discovered

Session 9Session 9

Assuring Quality O & M Documentation and Training


Learn to identify the elements of quality documentation

Learn the meaning of quality O & M training

Learn to think creatively about improving O&M training


For LEED Projects: Prerequisite #1 and EA Credit #3:

CxA shall complete a Summary Commissioning Report.

Prerequisite #1: no requirements.

EA Credit #3: CxA or other team members shall develop a systems manual.

O & M and Systems ManualsO & M and Systems Manuals

Data can easily be found. Features of high quality O & M and Systems Manual:

• Are neat and well organized (table of contents, use tab dividers, in a binder, not hand written)

• Are not excessively huge, so needed

O & M and Systems ManualsO & M and Systems Manuals

Feature of high quality O & M and Systems Manuals:

• Relate only to installed equipment

• Contain simple checklists for preventive maintenance

• Contain emergency procedures and contacts

Importance of Quality O & M and Systems ManualsImportance of Quality O & M and Systems Manuals

O & M staff need to know what to do and when

• If not documented, preventive maintenance not is performed

They need to train new O & M staff throughout life of building

Importance of Quality O & M and Systems ManualsImportance of Quality O & M and Systems Manuals

Need a reference guide for troubleshooting

If equipment is maintained and used properly, it should last as long as intended

Successful maintenance = reduced energy use

Obtaining Quality O & M and Systems ManualsObtaining Quality O & M and Systems Manuals

Determine owner’s requirements during the planning stage

• Workshop

• Interviews

Clearly state format and information to include in specification

Obtaining Quality O & M and Systems ManualsObtaining Quality O & M and Systems Manuals

Require manuals be submitted within 60 days after submittals returned to contractors and, not as final turn over documents

Carefully review and provide feedback

O & M TrainingO & M Training

Features of high quality O & M training

• All building systems (especially controls) are functioning and O&M staff understands

• Uses O & M and systems manual

• Have handouts and hands-on activities


For LEED Projects:• Prerequisite #1: no training

verification required.

• EA Credit #3: CxA or other team members to verify training requirements for operating personnel and occupants.


Feature of high quality O & M training

• Provides interaction between O&M staff, designer, contractor and mfg’s representatives

• Provide additional training during first season switchover and follow-up questions

• Videotape for future reference and new employees

Importance of Quality O&M TrainingImportance of Quality O&M Training

Staff knows how to operate systems

Staff knows how to efficiently and properly maintain equipment and systems

• Less time figuring our procedures, more time maintaining

• O&M staff can focus on preventative maintenance, rather than fixing equipment failures

Importance of Quality O&M TrainingImportance of Quality O&M Training

Proper maintenance results in:

• Longer equipment life

• Reduced energy costs

• Reduces maintenance costs

• Maintenance staff being properly trained

• Fewer occupant complaints

Obtaining Quality TrainingObtaining Quality Training

Identify owner’s needs during planning stage

Clearly state training format, topics and session lengths in specifications

Review training agenda and materials prior to training sessions provide feedback

Obtaining Quality TrainingObtaining Quality Training

Schedule training throughout construction and first year of operation

• OPR/BoD training

• Equipment placement training

• Sectionalized system training

Ensure enough time is allowed in the construction schedule

Improving the Training ProcessImproving the Training Process

Group discussion period

• Brainstorming creative ways to improve the training process

• What training has been ineffective


Group discussion period:

• What training has been effective



• Who should be trained



• How do you figure out current O & M knowledge level

Session 10Session 10

Occupancy and 1st Year of Operation


Be aware of the obligations of the CxA during this period

Know what to expect during the 1st year of building occupancy

Be able to address issues that arise


For LEED Projects: Prerequisite #1: no occupancy

requirements.

EA Credit #3: CxA shall review building operation within 10 months after substantial completion with O&M staff and occupants. CxA shall provide a plan for the resolution of outstanding commissioning related issues.

Commissioning Authority’s RoleCommissioning Authority’s Role

Maintain involvement with the project

Duties

• Point of contact on problems

• System optimization guidance

• System documentation upkeep review

• Seasonal training and testing

• Occupant satisfaction

• Commissioning report

• Lessons learned meeting

During OccupancyDuring Occupancy

Carry owner’s design intent to the O&M staff and occupants for implementation

Help resolve problems at all levels

Occupant

O&M Staff

Owner

Contractor

Designer

Common Issues During OccupancyCommon Issues During Occupancy

Project is not completed upon occupancy

One area always complains of comfort problems

What would you do?


O&M staff are sources of problems

Ceiling tile becomes stained

What would you do?


Utility Bills are higher than projected

Space is always cold in the morning

What would you do?


Use of space changes

TAB report is never accepted

What would you do?


Contractors don’t respond to request

There are no complaints

What would you do?


Continuous Commissioning

vs.

Recommissioning


Understand the difference between continuous Commissioning and Re-Commissioning

Understand the pros and cons and be able to explain them to other (i.e. The client, contractor and the A/E)

What is Continuous Commissioning?What is Continuous Commissioning?

Adoption of the commissioning process for ongoing operation of the building

Focus is on:

• Ongoing systems operation

• Systems maintenance

• Training

• Peer review

Implementing Continuous CommissioningImplementing Continuous Commissioning

Maintaining system documentation

Use design intent and basis of design

Evaluate complaints

Exceed design intent

Changes in space use

Evaluating utility rates


Upkeep of project records

Record drawings

O&M and systems manuals

Occupant complaints

Maintenance


Optimize system operation – control systems

Selective use of alarms

Analysis of it

Institute self diagnosis of systems

Ongoing calibration of controls


Optimize system operation – comfort

• Comfort surveys

• Quarterly physical verification

• On-line compliant system

• Independent evaluations


Optimize systems operation – efficiency

• Benchmark comparisons

• Utility bills

• Sub-metering


System maintenance

• Tracking

• Preventive

• Diagnostic

• Avoid getting into “fire fighting”


Training

• Seasonal/periods

• New Technicians

• New occupants

• Changes in use/systems


Peer Review

• CxA

• Contractors

• A/E

• Occupants in another facility

Benefits of Continuous CommissioningBenefits of Continuous Commissioning

Lower life cycle cost

Maintain owner’s design intent

Better communications

Systems documentation

Barriers to Continuous CommissioningBarriers to Continuous Commissioning

Paradigm shift

• Something new

Continuous training

Occupant responsibilities

What is Re-Commissioning (Re-Cx)?What is Re-Commissioning (Re-Cx)?

Is used for buildings that were originally commissioned

• Verify systems documentation

• Verify systems operation

• Verify training

• Verify Cx report

• “A sporadic” Cx process

What is Re-Commissioning?What is Re-Commissioning?

Typically accomplished due to change in the building

• Occupancy

• Equipment

• Personnel

“Focus is on getting system back to the original state”

What is Re-Commissioning?What is Re-Commissioning?

Typically accomplished do to HVAC problems

• IAQ problems

• High O&M cost

• High utility cost

• Inappropriate original equipment

Implementing Re-CommissioningImplementing Re-Commissioning

Assume documentation was not maintained

Must fill in missing info

Verify design intent

Verify basis of design

Modify systems


Verify Design Intent

• Review original design intent

• Verify all changes

• Update portions of design

• Workshop

• Interviews

• Surveys


Verify Basis of Design

• Identify changes

• Work orders

• O&M of systems

• Review purchase orders

• Performance testing

• Update basis of design

Implementing Re-Commissioning Implementing Re-Commissioning

Modify systems

• Disconnects between design intent and basis of design

• Change systems (basis of design)

• Change Design intent

Benefits of Re-CommissioningBenefits of Re-Commissioning

Less perceived cost

Reduces O&M staff role

Drawbacks of Re-CommissioningDrawbacks of Re-Commissioning

Removes responsibility of O&M staff

Increased occupant complaints and

and loss of productivity

Back in “fire fighting mode”

Increases O&M cost


What is Retro-Commissioning?


Learn the meaning of retro-Cx

Understand the difference between retro-Cx and other types of Cx

Be able to explain the concepts of retro-Cx to others (i.e. a client)

Retro-CommissioningRetro-Commissioning

Accomplished on buildings that were never commissioned

Process to identify O&M improvements in existing buildings

A one time project

Possible task include

• Bringing building systems back to original design

• Identification of possible retrofits

GoalsGoals

Optimize building performance

Solve operation and comfort problems

Reduce energy and operation cost

• Optimize equipment

• Improve effectiveness of O&M program

Provide O&M training

Improve building documentation

Goals (Cont.)Goals (Cont.)

Maintain or increase building worth

Fully exploit building management systems (BAS)

Ensure proper operation of equipment despite alterations in space conditions and use

Provide a safe and healthy facility

Promote owner satisfaction

How do you approach a Retro Cx Project?How do you approach a Retro Cx Project?

Same general process as Cx

• Develop design intent

• Document basis of design

• Develop system modifications

• Develop systems documentation

• Accomplish training

• Commission modifications

Retro-Cx ProcessRetro-Cx Process

Develop design intent

• Workshop, interviews or surveys

• Focus on ideal design intent not on original design intent


Document basis of design

• Review systems manual

Drawings

O&M and systems manuals

Submittals

Work orders

Determine performance characteristics


Develop systems modifications

• Modify basis of design

• Modify design intent


Develop systems documentation

Record drawing

O&M and systems manual

Design intent

Basis of design

Training


Accomplish training

• Determine needs

• Develop training material

• Accomplish training

• Evaluate training


Commissioning modifications

• Design

• Construction

• Turnover

• Operation


Final Question and Answer Session

1. Questions?

2. Concerns?

3. Suggestions?

Where will you go from here?

How will you implement commissioning?

Thank you very much

Carl Lawson

Hanson Professional Service

West Palm Beach, Florida 33406

561-471-9370

Email: [email protected]

Date post:	04-Jan-2016
Category:	Documents
Upload:	vaughan-stokes
View:	18 times
Download:	0 times