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Transcript of Commissioning
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CommissioningCommissioning
Sioux Falls ASHRAE
Sioux Falls South Dakota
April 17, 2008
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Session 1Session 1
Meet the Commissioning Team
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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
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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
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Session 2Session 2
What’s a Basis of
Design and Why do we
need one?
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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
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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.”
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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
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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
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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
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Why do we need a Basis of Design?Why do we need a Basis of Design?
CONSTRUCTION
Convey designer’s vision in words
Improves understanding of system construction
Provides level of quality/features expected
Better defines construction limits
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Why do we need a Basis of Design?Why do we need a Basis of Design?
OPERATION
Defines limits of system operation
Conveys vision of operation
Minimizes time to optimize systems
Invaluable during occupancy changes and system renovation
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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
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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
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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
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Developing the Basis of DesignDeveloping the Basis of Design
What should be included as the Basis of Design:
- Give some ideas and your thoughts
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Session Two (A)Session Two (A)
Commissioning for LEED
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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.
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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.
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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.)
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Session ThreeSession Three
Helping the Design Team Deliver Quality
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Learning ObjectivesLearning Objectives
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
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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
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CHECKLISTS FOR DIFFERENT STAGES OF DESIGN
Initial schematic
Selection of system options
Design development
Design ChecklistDesign Checklist
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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
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BENEFITS
Higher Quality Design
• Assured that design meets owner’s intent
• Documented design procedures
• Fewer questions and RFI’s later
Design ChecklistDesign Checklist
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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.
Design ChecklistDesign Checklist
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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
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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
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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
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General Drawing Quality Questions
Verify general quality of drawings
Consistent terminology & room numbers
Accuracy of information
Legibility
Continuation of items
Design Checklist IssuesDesign Checklist Issues
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Design Checklist IssuesDesign Checklist Issues
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
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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)
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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
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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
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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
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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.
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Design Review Process Design Review Process
FOUR DISTINCT PHASES
General Review
Coordination Review
Discipline Specific Review
Specification Review
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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
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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
Design Review Process: Step 2Design Review Process: Step 2
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DISCIPLINE SPECIFIC REVIEW
Accomplish Detailed Statistical Review
Document Concerns
Review Drawing Review Procedure
Design Review Process: Step 3Design Review Process: Step 3
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Design Review Process: Step 4Design Review Process: Step 4
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
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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
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Session FourSession Four
Preparing for the
Construction Phase
Verification Checklist
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Learning ObjectivesLearning Objectives
Understand the purpose and benefits of verification checking using construction checklist
Learn how to prepare construction checklist
Learn how checklists are used
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Learning ObjectivesLearning Objectives
For LEED Projects: Prerequisite #1: CxA shall develop
and implement a Commissioning Plan.
EA Credit #3: same as for the Prerequisite.
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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
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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
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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
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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
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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)
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Important Considerations for Checklist DevelopmentImportant Considerations for Checklist Development
Different type for systems versus components
Checklist divided by phase for component
• General
• Pre-Installation
• Installation
Each subsection must be a defined task
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Important Considerations for Checklist DevelopmentImportant Considerations for Checklist Development
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”
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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
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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
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Session FiveSession Five
Requesting, Reviewing, and Using Submittals
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Learning ObjectivesLearning Objectives
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
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Learning ObjectivesLearning Objectives
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.
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Submittals OptionsSubmittals Options
Cx submittals sections
Integrated Cx submittals requirements
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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
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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
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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
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Requesting SubmittalsRequesting Submittals
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
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Requesting SubmittalsRequesting Submittals
Types
• Schedules
• Equipment performance information
• Test Results
• Record Drawings
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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
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Reviewing SubmittalsReviewing Submittals
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
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Reviewing SubmittalsReviewing Submittals
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
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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
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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)
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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
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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
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Session 6Session 6
Team Meeting and Conflict Resolution
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Learning ObjectivesLearning Objectives
Learn how to plan a Cx Team meeting
Learn methods for avoiding and resolving project conflicts
Understand the importance of avoiding and resolving conflicts
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Planning a Team MeetingPlanning a Team Meeting
Why schedule?
When to schedule?
Selecting Topics
Be prepared!
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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
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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
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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
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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
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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
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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
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ConflictsConflicts
Resolution
• Maintain professionalism
• Focus on desired outcome
• Document everything
• Resolution reduces costs
• Resolution reduces risks
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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
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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
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Session 7Session 7
Performing Test Procedures
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Learning ObjectivesLearning Objectives
Learn how to prepare for a successful functional test
Lean how to execute a successful functional test.
Learn to prepare for unexpected failures
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Learning ObjectivesLearning Objectives
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
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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
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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
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How do you successfully execute test procedures?How do you successfully execute test procedures?
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
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How do you successfully execute test procedures?How do you successfully execute test procedures?
Step 3 - Double check instrument calibration:
• Tools must be reliable and accurate
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How do you successfully execute test procedures?How do you successfully execute test procedures?
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
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How do you successfully execute test procedures?How do you successfully execute test procedures?
Step 5: Accomplish testing
• Focus on the desired outcome for each test (design intent criteria)
• Three possibilities
PASS
FAIL
INCOMPLETE
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Test ResultsTest Results
Pass
• Desired results but…
• Always think critically about the results and how confident you are that the results are accurate
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TestTest
Fail
• Identify results
• Look at all systems
Quick fix or retest later
Can criteria be met or does intent have to be changed
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Test ResultsTest Results
INCOMPLETE
• Could not get adequate loads
• Inconclusive results
• Unrelated system failures
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Always be prepared for any resultAlways be prepared for any result
“What if” scenarios:
What if the room temperature is not maintained?
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Always be prepared for any resultAlways be prepared for any result
“What if” scenarios:
What if the chiller efficiency is not met?
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Always be prepared for any resultAlways be prepared for any result
“What if” scenarios:
What if the light levels are too low?
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Always be prepared for any resultAlways be prepared for any result
“What if” scenarios
What if the noise levels are too high?
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Session 8Session 8
Reporting Techniques
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Purpose of ReportingPurpose of Reporting
Track and resolve issues
Identify process problems
Document decisions made
Track project progress
Provide communication structure
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BenefitsBenefits
Project record/history
Item don’t “slip through the cracks”
Documents avoided costs
Formalize milestones
Formalize communication structure
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Reporting MethodsReporting Methods
Effective techniques
• Databases
• Word processor
• Paper
Frequency and organization of reports
• Weekly
• When a change is made
• Keep it simple
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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
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Design Intent/Basis of DesignDesign Intent/Basis of Design
When a change is required, document:
• Current criteria
• New criteria
• Background/reasoning for change
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Site Visit NotesSite Visit Notes
Intent:
• Document what reviewed
• Detail issues
• Document personal discussions and or direction
• Identify follow-up item
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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
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Example Reports FormatsExample Reports Formats
Design intent
Basis of design
Site visit notes
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Meeting Notes IntentMeeting Notes Intent
Act as initial agenda
Detail discussions and decisions made during meetings
Document outstanding issues
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Meeting Notes FormatMeeting Notes Format
Purpose
Location
Attendees
Agenda
Notes
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Design Review Report IntentDesign Review Report Intent
Document procedures used
Document issues
Identify follow-up issues
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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
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Example Report FormatsExample Report Formats
Meeting notes
Design review
RFI’s/Change orders
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Submittal Review ReportSubmittal Review Report
Document quality of submittal
Identify concerns with variances in submittals
Track submittal completion
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Schedule ReportSchedule Report
On-going review of the schedule for accuracy
Identify items that will delay functional performance testing
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Issues LogIssues Log
What’s in a name?
• Issues
• Deficiencies
Which one would you choose?
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Issues Log IntentIssues Log Intent
Document all Cx related issues
Identify
• Issue
• Date identified
• Person responsible
• Response date
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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
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Example Report FormatsExample Report Formats
Submittal Review
Schedule Report
Issues Report
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Example IssuesExample Issues
Hands-on testing
• How would you record the issues discovered
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Session 9Session 9
Assuring Quality O & M Documentation and Training
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Learning ObjectivesLearning Objectives
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
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Learning ObjectivesLearning Objectives
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.
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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
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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
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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
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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
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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
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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
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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
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O & M TrainingO & M Training
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.
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O & M TrainingO & M Training
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
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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
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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
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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
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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
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Improving the Training ProcessImproving the Training Process
Group discussion period
• Brainstorming creative ways to improve the training process
• What training has been ineffective
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Improving the Training ProcessImproving the Training Process
Group discussion period:
• What training has been effective
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Improving the Training ProcessImproving the Training Process
Group discussion period:
• Who should be trained
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Improving the Training ProcessImproving the Training Process
Group discussion period:
• How do you figure out current O & M knowledge level
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Session 10Session 10
Occupancy and 1st Year of Operation
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Learning ObjectivesLearning Objectives
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
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Learning ObjectivesLearning Objectives
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.
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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
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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
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Common Issues During OccupancyCommon Issues During Occupancy
Project is not completed upon occupancy
One area always complains of comfort problems
What would you do?
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Common Issues During OccupancyCommon Issues During Occupancy
O&M staff are sources of problems
Ceiling tile becomes stained
What would you do?
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Common Issues During OccupancyCommon Issues During Occupancy
Utility Bills are higher than projected
Space is always cold in the morning
What would you do?
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Common Issues During OccupancyCommon Issues During Occupancy
Use of space changes
TAB report is never accepted
What would you do?
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Common Issues During OccupancyCommon Issues During Occupancy
Contractors don’t respond to request
There are no complaints
What would you do?
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Session 11Session 11
Continuous Commissioning
vs.
Recommissioning
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Learning ObjectivesLearning Objectives
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)
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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
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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
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Implementing Continuous CommissioningImplementing Continuous Commissioning
Upkeep of project records
Record drawings
O&M and systems manuals
Occupant complaints
Maintenance
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Implementing Continuous CommissioningImplementing Continuous Commissioning
Optimize system operation – control systems
Selective use of alarms
Analysis of it
Institute self diagnosis of systems
Ongoing calibration of controls
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Implementing Continuous CommissioningImplementing Continuous Commissioning
Optimize system operation – comfort
• Comfort surveys
• Quarterly physical verification
• On-line compliant system
• Independent evaluations
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Implementing Continuous CommissioningImplementing Continuous Commissioning
Optimize systems operation – efficiency
• Benchmark comparisons
• Utility bills
• Sub-metering
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Implementing Continuous CommissioningImplementing Continuous Commissioning
System maintenance
• Tracking
• Preventive
• Diagnostic
• Avoid getting into “fire fighting”
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Implementing Continuous CommissioningImplementing Continuous Commissioning
Training
• Seasonal/periods
• New Technicians
• New occupants
• Changes in use/systems
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Implementing Continuous CommissioningImplementing Continuous Commissioning
Peer Review
• CxA
• Contractors
• A/E
• Occupants in another facility
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Benefits of Continuous CommissioningBenefits of Continuous Commissioning
Lower life cycle cost
Maintain owner’s design intent
Better communications
Systems documentation
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Barriers to Continuous CommissioningBarriers to Continuous Commissioning
Paradigm shift
• Something new
Continuous training
Occupant responsibilities
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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
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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”
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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
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Implementing Re-CommissioningImplementing Re-Commissioning
Assume documentation was not maintained
Must fill in missing info
Verify design intent
Verify basis of design
Modify systems
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Implementing Re-CommissioningImplementing Re-Commissioning
Verify Design Intent
• Review original design intent
• Verify all changes
• Update portions of design
• Workshop
• Interviews
• Surveys
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Implementing Re-CommissioningImplementing Re-Commissioning
Verify Basis of Design
• Identify changes
• Work orders
• O&M of systems
• Review purchase orders
• Performance testing
• Update basis of design
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Implementing Re-Commissioning Implementing Re-Commissioning
Modify systems
• Disconnects between design intent and basis of design
• Change systems (basis of design)
• Change Design intent
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Benefits of Re-CommissioningBenefits of Re-Commissioning
Less perceived cost
Reduces O&M staff role
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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
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Session 12Session 12
What is Retro-Commissioning?
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Learning ObjectivesLearning Objectives
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)
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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
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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
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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
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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
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Retro-Cx ProcessRetro-Cx Process
Develop design intent
• Workshop, interviews or surveys
• Focus on ideal design intent not on original design intent
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Retro-Cx ProcessRetro-Cx Process
Document basis of design
• Review systems manual
Drawings
O&M and systems manuals
Submittals
Work orders
Determine performance characteristics
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Retro-Cx ProcessRetro-Cx Process
Develop systems modifications
• Modify basis of design
• Modify design intent
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Retro-Cx ProcessRetro-Cx Process
Develop systems documentation
Record drawing
O&M and systems manual
Design intent
Basis of design
Training
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Retro-Cx ProcessRetro-Cx Process
Accomplish training
• Determine needs
• Develop training material
• Accomplish training
• Evaluate training
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Retro-Cx ProcessRetro-Cx Process
Commissioning modifications
• Design
• Construction
• Turnover
• Operation
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Session 13Session 13
Final Question and Answer Session
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1. Questions?
2. Concerns?
3. Suggestions?
Where will you go from here?
How will you implement commissioning?
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Thank you very much
Carl Lawson
Hanson Professional Service
West Palm Beach, Florida 33406
561-471-9370
Email: [email protected]