Presentation delivered at National CMAA Conference. Presentation outline considerations and business drivers supporting the integration of comissioning and qualification as part of project delivery strategy.

1. Integrating Building and System
Commissioning with CM services;
Strategies for Projects and Business Planning
Presenter: Mike Benedetto

2. Opening premise
Why would a firm perform Commissioning services,
and
How does a firm integrate Commissioning into their
projects and Business Plans and what are the
benefits/risks?
2

3. Presentation 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.
3

4. Background/Overview
• What are the objectives of Commissioning?
• Design verification
• Installation verification
• Performance verification
4

5. Background/Overview
Definition 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
5

6. Background/Overview
• Definition 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
6

7. Background/Overview
• Definition 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 - Start up and turnover
Includes concept of start up and turnover from the delivering group
CM is now responsible for the performance and operation of the
equipment.
7

8. Background/Overview
• Definition 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 - 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.
8

9. Why Commission Buildings and Systems?
-View from CM/PM perspective
-View
• 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
9

10. 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.
10

11. State of Industry; Current Trends
• Industry and market forces continue to demand faster, more
efficient, project delivery.
• Increase in Performance based building and system
deliverables.
• Design-Build
• Vendor engineered components
• EPC/EPCMV
• Design-Build-Operate
• All these strategies require construction service providers to
verify operational attributes of building systems.
11

12. State 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?
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13. Ok, I’m sold, how do we do this?
I’m

14. Executing Building Commissioning

15. Background/Overview --Where is commissioning utilized?
Where is commissioning utilized? Applications
Applications
Building types Project types
• Laboratory • New
• Research • Renovations
• Multi Use buildings • Additions/expansion
• Hospitals
• Medical Office Buildings
• Commercial space
• Commercial kitchens
• Industrial
• Bio-Pharmaceutical
• Food Processing
15

16. Types of Commissioning Activities
• Equipment Inspection • Start up
• At Vendors site • Introduce fluids into system
• Upon receipt • Energize equipment/gear
• Regulation, balancing, and
adjustment
• Equipment Acceptance
Testing
• Factory FAT • Operational Testing
• Site SAT • Alarms & Reporting
• Interlocks & Sequencing
• Installation Inspection
• P&ID Walk downs • Performance Testing
• Physically complete • Demonstrate Design
Parameters
• Verify extreme conditions
• Documentation & Signoff • Verify inter-system
• Testing verification relationships
• Third party verification
16

17. Executing Building Commissioning
• Bottom Line: Successful execution must be
planned, commissioning execution can NOT be left
to chance!
17

18. 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.
18

19. Successful Commissioning Requires or
Commissioning Execution Requires:
• Strategy determines Tactics
• Strategy + Tactics = Plan
• Right team executing Right plan  Success
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20. Strategies for Project Execution

21. Strategies 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
21

22. Commissioning Strategies -specifics
-specifics
• 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,
22

23. Tactical 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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24. Commissioning Plan -Definition
-Definition
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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25. Attributes 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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26. Attributes of Commissioning Plan
• 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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27. Attributes of Commissioning Plan
• 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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28. Attributes of Commissioning Plan
• 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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29. Commissioning Team
• Project Team Concepts
• Project Team Organization
• Project Communications
– Meetings
• Responsible to, and interface with:
– Vendors
– Construction Manager
– Owner
– Architect/Engineer
– Commissioning Agent
29

30. Commissioning Team - Project Team Concepts
• Effective, efficient, integrated commissioning requires a strong
highly 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
30

31. 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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32. Commissioning Team -Responsibilities
• Vendors • Owner Project Team
• Equipment vendors • End User expectations
• Software/Automation vendors
• Witness commissioning effort
• Construction Manager
• Staff team • Define acceptance criteria clearly and in
• Conduct daily status and advance of any setting of GMP, buyout of
coordination mtgs trade and vendor packages
• Execute protocols developed
by others • 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 Cx
team Supply staff to run equipment
• Approve TOP’s
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33. 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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34. Documentation
• 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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35. Tactics for project Execution
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36. Tactics 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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37. 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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38. Relationship of Air Flow Zones to Architecture
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39. Tactics for Project Execution – System hierarchy
• Incoming source utilities • Secondary specialty utilities
• Chilled glycol
• Power
• WFI
• In some cases will include steam & • Clean steam
chilled water • Laboratory Gases
• Waste stream treatment • Medical Gases
• Process • Look at system charts
• Building
• Fire Water • Specialty equipment
• Domestic Water • Autoclaves
• Biosafety Cabinets
• Fuels
• Fume Hoods
• Communications • Laminar Flow Booths
• Fire alarm • Check misc lab equip
• Tel/data
• Primary utilities In Situ Generation
• Steam/Condensate
• Soft water
• Hot water
• Chilled water
• Plant/Instrument air
• Nitrogen
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40. System Hierarchy Central Utilities
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41. System Hierarchy Manufacturing
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42. 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.
42

43. 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
43

44. 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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45. 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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46. Tactics for Project Execution - Turn 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
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47. Case Studies and Lessons Learned

48. Case Studies and Examples - Procurement
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!
48

49. Case Studies and Examples -System 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
49

50. 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
50

51. Lessons 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
51

52. Best Practices

53. Best Practices: Phased 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
53

54. Best Practices: Phased 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
54

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

56. 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.
56

57. Benefits
• 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
57

58. Benchmarking
58

59. Strategies
• 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)
59

60. Strategies
• 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
60

61. Business 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
61

62. 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.
62

63. Key Success Factors; KSF’s
KSF’s
• 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
63

64. Key Success Factors; KSF’s
KSF’s
• 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
64

65. Summary/Conclusions

66. Summary/Conclusions
• 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
66

67. Summary/Conclusions
• 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
67

68. Summary/Conclusions
• 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
68

69. References
• 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
69

70. Mike Benedetto
michael.benedetto@skanska.com