COMMISSIONING MANAGEMENT · The Commissioning Management is a quality-oriented process for...

Converting Energy to Synergy

COMMISSIONING MANAGEMENT

ROLE, PROCESS AND IMPACT

OUTLINE

ABOUT CSI, WHO WE ARE

WHAT IS COMMISSIONING, WHY IS IT NEEDED?

COMMISSIONING MANAGEMENT TOOLS, VIDENTIUM REVEALED

ADDED VALUE FOR COMMISSIONING MANAGEMENT, WHAT TO EXPECT

COMMISSIONING STAGES AND PROCESS, WHEN TO GET INVOLVED

ENERGY CONSUMPTION IMPACT, IT WORTHS

CONCLUSION, SO WHAT SHOULD WE DO?!

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ABOUT CSI, WHO WE ARE

THE IDEA, HOW CSI STARTED

• Established and based in Istanbul, Turkey in 2004 asthe small commissioning department of its MEPmother company MEGA MEP.

• It was in 2010 when the new founders met working together in New Doha International Airport project that the ambitious idea and dream of an engineering company dedicated to MEP Commissioning Management with high caliber staff emerged.

• After multiple plans and attempts for businessdevelopment, CSI had its breakthrough in 2015 withfirst awarded project in Qatar and Turkey.

• By end of 2018, CSI reached total manpower in alloperations of 200 staff

• Qatari branch office was made under the name CSICommissioning Services in October 2018 withdedicated core staff of 40 staff.

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CSI CONTACTS, WHERE TO FIND CSI

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CSI MANPOWER

Technicians

100

Senior and Field Engineers

120

Projects Mangers and Commissioning

Mangers

20

Management and Admin Team

20

CSI has a massive directly employed manpower of about 260 staff members. The managerial and senior staff members, number of 20, and 240 total dedicated to Testing and Commissioning, TAB and Energy Auditing ranging from 6 to 22 years of experience.

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CSI BOARD OF DIRECTORS

Over 40 years of experience in the MEP construction field, with wide experience in Mega prestigious projects in MENA and Europe. Mr. Tuncer Selim is the Founder and Chairman of MEGA MEP, one of the leading MEP companies in Turkey and the backbone co-founder of CSI.

CSI Managing Director and Co-founder , Yuksel Caglar has over 25 years of MEP construction experience working for Mega projects in MENA and Europe. Yuksel has an extensive experience in managing MEP works and is leading CSI management team from its base in Warsaw, Poland.

CSI General Manager and Co-founder with more than 15 years of dedicated experience in the TAB and Commissioning field. Holding Project Management Diploma from American University in Cairo when at 25, gaining strategic planning for new markets experience Ahmed is managing the executive part of CSI business planning and operation.

CSI Operations Manager and Co-founder, with more than 14 years of experience in the field of testing and commissioning in mega projects in GCC and Turkey. Mustafa is the dynamic heart of the company with his experience in leading the growing number of staff and client

CSI Business Development Manager and Co-founder, EfeSelim worked in two mega projects of Hamad & Abu Dhabi International Airport developing 10 years of experience in IT & Business Development. Efe is leading the continuous development of CSI software VIDENTIUM and its branched applications.

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CSI KEY MANAGEMENT PERSONS

CSI Technical Manager, Mohammed Ghannam is CEM, CMVP certified and experienced technical engineer with over 7 years of experience in energy management and commissioning field.Mohamed is developing CSI internal processes among the departments to enable a smooth company operation.

CSI Technical Office Manager and CSI Egypt Co-Founder and General Manager, Mahmoud Saleh is NEBB Certified with over 13 Years experience in TAB Service and completed over 100 project . With his Station in Cairo Mahmoud is also devlopongthe training of new recruited staff technical abilities

CSI Qatar Operations Manager who joined CSI team in January 2018, Ibrahim spent all his professional life in Dar Al Hadasah for extensive 8 years in supervising and commissioning big projects. Ibrahim is leading Qatar assigned staff of 40 staff members and providing the quality control of the contractual obligations of CSI to its clients.

CSI Egypt Operations Manager, Hany is a big added value to CSI team since joining CSI team in August 2016. With his extensive field experience in electrical testing, Hany managed to deliver mega projects works operational to clients and developed the hands on skills of CSI staff.

CSI Projects Manager and acting as Jordan Operations Manager, Zaid has extensive 12 years of experience in contracting field running his own private business in Jordan.Since joining CSI team in September 2016, he played a key role in helping establishing CSI Operations in Jordan and managing the projects in Jordan, Turkey and currently in Abu Dhabi.

CSI Projects Manager and acting as Saudi Arabia Operations Manager, Mohammed is NEBB Certified with 10 years of experience in TAB and Commissioning fields in GCC and Central Asia.Sincejoining CSI in Februay 2017, Mohammed has shown great skills in managing projects,deliveringon time all the targets with the highest performance leading his teams.

CSI Projects Manager and acting as Turkey and Central Asia Operations Manager, Nasser is NEBB Certified with 8 years of experience in the fields of TAB and Commissioning in GCC, Central Asia and Turkey.Nasser joined CSI in April 2016 and became one of the first pillars on which CSI build its plans on. He had a great influence finishing the works in Emaar Mall in Istanbul project and currently managing the operation in Central Asia, Kazakhstan.

CSI Operation Technical and Development Manager, Mohamed is NEBB CertifiedProfessional Reg. No 24211 Since March 2018 with over 10 years of experience in TABand Commissioning Services completing and managing over 150 projects.Mohammed is providing technical support and quality control to the whole CSI operationsto ensure the standard procedures are followed through the entire commissioningprocesses.

CSI commissioning Professional with two valid certificates from NEBB (NEBB BSC CxP and NEB CxPP) and demonstrated history of working in the construction industry. Skilled in Whole Building Systems Technical Commissioning, Commissioning Management, and Energy efficiency. Highly knowledgeable & experienced in USACE / NAVFAC / USAF projects as well as high-rise building projects and LEED requirements.

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CSI SERVICES, WHAT WE DO

• The idea of CSI Board of Directors wasalways to fill the gap between theconstruction team and owners’representatives and cover the handingover process needs.

• The approach is applied by leading theCommissioning Management and applythe process with the team members aspartners not witnesses, to deliver thesystems following the standard template

• Software(s) were created by longexperienced staff tailored to the needs ofeach project. Hence, CSI become the focalpoint of contact of the CommissioningTeam(s) in each level CSI is involved in

CSI BUSINESS APPROACH

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SELECTED PROJECTS

Scope Of Work : MEP Commissioning Management ,TAB Service and Facility Management

Abu Dhabi Airport ( Medfield Terminal Project ) UAE – Abu Dhabi

Scope Of Work : Commissioning Management

Doha Metro – Red Line South Elevated StationsQatar – Doha

Scope Of Work : Handing Over Documents

Preparation and Compilation

Msherib Downtown Doha – Phase 1C, Phase 3Qatar – Doha


Doha Metro – Red Line South DepotQatar – Doha

Scope Of Work : MEP Systems Commissioning Close

Out Management

Doha Metro – Msheireb Central StationQatar – Doha


New Doha Port Project Doha – Qatar

Scope Of Work : Commissioning Management and Electrical Testing


Almaza City Center MallEgypt – Cairo

Emaar Square Development Istanbul – Turkey

Scope Of Work : Commissioning Management, TAB Service and Electrical Testing

Abu Dhabi Plaza Astana – Kazakhstan

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https://www.google.ae/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=2ahUKEwiIkPiak-naAhXMXhQKHdimBtMQjRx6BAgBEAU&url=http://www.constructionweekonline.com/article-33343-qatari-pm-visits-doha-metro-red-line-north-project/&psig=AOvVaw1TzAPcYN43UQ1vGOXRORUb&ust=1525423405957196https://www.google.ae/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=2ahUKEwiIkPiak-naAhXMXhQKHdimBtMQjRx6BAgBEAU&url=http://www.constructionweekonline.com/article-33343-qatari-pm-visits-doha-metro-red-line-north-project/&psig=AOvVaw1TzAPcYN43UQ1vGOXRORUb&ust=1525423405957196https://www.google.ae/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=2ahUKEwi50uualunaAhUGSBQKHQCzAAQQjRx6BAgBEAU&url=https://www.airport-technology.com/projects/bahrain-airport/attachment/bahrain-airport1/&psig=AOvVaw3N8-D77Tx6l3QtJ1zPDKN2&ust=1525424220824993https://www.google.ae/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=2ahUKEwi50uualunaAhUGSBQKHQCzAAQQjRx6BAgBEAU&url=https://www.airport-technology.com/projects/bahrain-airport/attachment/bahrain-airport1/&psig=AOvVaw3N8-D77Tx6l3QtJ1zPDKN2&ust=1525424220824993https://www.google.ae/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=2ahUKEwiIkPiak-naAhXMXhQKHdimBtMQjRx6BAgBEAU&url=http://www.constructionweekonline.com/article-33343-qatari-pm-visits-doha-metro-red-line-north-project/&psig=AOvVaw1TzAPcYN43UQ1vGOXRORUb&ust=1525423405957196https://www.google.ae/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=2ahUKEwiIkPiak-naAhXMXhQKHdimBtMQjRx6BAgBEAU&url=http://www.constructionweekonline.com/article-33343-qatari-pm-visits-doha-metro-red-line-north-project/&psig=AOvVaw1TzAPcYN43UQ1vGOXRORUb&ust=1525423405957196https://www.google.ae/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=2ahUKEwiIkPiak-naAhXMXhQKHdimBtMQjRx6BAgBEAU&url=http://www.constructionweekonline.com/article-33343-qatari-pm-visits-doha-metro-red-line-north-project/&psig=AOvVaw1TzAPcYN43UQ1vGOXRORUb&ust=1525423405957196https://www.google.ae/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=2ahUKEwiIkPiak-naAhXMXhQKHdimBtMQjRx6BAgBEAU&url=http://www.constructionweekonline.com/article-33343-qatari-pm-visits-doha-metro-red-line-north-project/&psig=AOvVaw1TzAPcYN43UQ1vGOXRORUb&ust=1525423405957196https://www.google.jo/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0ahUKEwifxcuC5MLXAhUQ66QKHWUpDFUQjRwIBw&url=https://www.pinterest.com/pin/366199013432562005/&psig=AOvVaw1NEwxrKO3fBXWa5OakzmS_&ust=1510910941991057https://www.google.jo/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0ahUKEwifxcuC5MLXAhUQ66QKHWUpDFUQjRwIBw&url=https://www.pinterest.com/pin/366199013432562005/&psig=AOvVaw1NEwxrKO3fBXWa5OakzmS_&ust=1510910941991057

WHAT IS COMMISSIONING?WHY IS IT NEEDED?

• COMMISSIONING MANAGEMENT AND

PROCESS AS A DEFINITION

WHAT IS COMMISSIONING, WHY IS IT NEEDED?

• HOW IT WORKED BEFORE COMMISSIONING?

• THE SPECIALIST PERSPECTIVE “SECOND EYE” CONCEPT

• HOW THE NEED FOR COMMISSIONING WAS DEVELOPED

• ASSIGNMENT APPROACHES “CASE STUDY”

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COMMISSIONING MANAGEMENT AND PROCESS AS A DEFINITION

The Commissioning Management is a quality-oriented process for achieving, verifying anddocumenting that the performance of facilities, systems and assemblies meets definedobjectives and criteria. (1)

Commissioning process and its assignedmanagement team are not separated from theconstruction and project management team(s).The Commissioning Management team areinteractive within the project managementteam(s) to ensure the smooth flow chart till thehanding over of the process is completed.

The Commissioning Process is a quality-basedmethod that is adapted by an Owner to achievesuccessful construction projects. It is not anadditional layer of construction or projectmanagement. In fact, its purpose is to reduce thecost of delivering construction projects andincrease value to owners, occupants, and users. (1)

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• Basic organization with mixed responsibilities

• No focal specialist point for systems readiness, commissioning and handing over

• No clear tracking for commissioning processes and activities

• Wide spectrum of knowledge required to cover all the activities needs.

HOW IT WORKED BEFORE COMMISSIONING?

Client

ConsultantContractor

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• The more sophisticated the systems get, thegreater the need for commissioning managementspecialist.

• The rapid development of new guidelines andstandards to cover the new technologies testingand commissioning requirements.

• The volume of the project is such a crucial factorto hire a dedicated commissioning managementexpert(s)

• The need to assign clear responsibilitiesaccording to responsibility matrix

HOW THE NEED WAS DEVELOPED

16

• Different fresh perspective from the commissioning-abilitypoint of view

• Filling the gap between design and constructionperspectives

THE SPECIALIST PERSPECTIVE “SECOND EYE” CONCEPT

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The Commissioning Management and process add a tangible value to the project and its effect could be easily realized/evaluated by the various stakeholders

The following shows the benefits of commissioning management asmeasured during the observation of the five case study projects. Thecase studies can be classified by the contractual arrangements of thecommissioning management: (2)

• Project A: Commissioning management organization employed by the project management company (2)

• Project B: No commissioning management organization employed (2)

• Project C: Commissioning management staff employed by the design and management contractor (2)

• Project D: Commissioning management organization employed directly by the client (2)

• Project E: Commissioning manager employed directly by the M&E installing contractor. (2)

ASSIGNEMENT APPROACH – CASE STUDY

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Project A: Commissioning management organizationemployed by the project management company

Commissioning Arrangements

The commissioning management organization was independent, produced a detailedcommission-ability design review, and had a positive input throughout installation,commissioning, proving and post-handover.

However, the nature of the design and build contract meant that the M&E installer couldignore this input at their own risk until final proving. This meant that severalmodifications identified early on by the commissioning management organization had tobe carried out after handover, when it would have been more cost effective to makethem prior to or during installation.

Results

The commissioning management organization did not have as much influence as theywould have liked, but fed information to the project management company and theclient. Overall the project was a success, was handed over on time with few minordefects, and the client was satisfied.

Conclusion

The independence of the commissioning management organization is of paramountimportance but this can be undermined if their advice is ignored. Failure to act uponadvice received from the commission-ability design review resulted in post-handoversystem modifications needing to be carried out. That problem apart, it can be concludedthat the overall effect of the involvement of a commissioning management organizationwas highly beneficial to the project.

7.5

8

P LA NNED A CTUA L

MONTHS

Months


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Project B: No commissioning management organizationEmployed


Project B did not use a commissioning management organization. This resource was cut out due to a cost saving exercise, and the project management company took on the responsibility for managing the commissioning process. A commissioning-abilty design review was not carried out, and there was no co-ordination of the commissioning program. Installation was delayed by three months, and the hands-on commissioning engineers spent two months snagging the installation when they first arrived on site.

Results

Overall the project was not a success, it was handed over five months late, with over 3000 snags. The majority of snags were due to incomplete installation of the BMS and electrical systems. Six months after handover 300 snags were still to be resolved, several claims were outstanding and the client was not satisfied.

Conclusion

The project management company took on responsibility for the commissioning management activities, but did not have the time or assigned teams to plan and co-ordinate them. The delays and installation problems were compounded by the lack of a commission-ability review and coordinated planning and control.Without the input from an experienced commissioning managementresource to oversee these activities, the project was unsuccessful.

2.3

5

P LA NNED A CTUA L

MONTHS

Months

(2)


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Project C: Commissioning management staffemployed by the design and management contractor


A commissioning-ability design review was carried out, and a detailed commissioning program was drawn up. The design review was taken on board, but the program was soon superseded following delays to the construction and installation.

The commissioning management organization was not given authority or status with the M&E installers to highlight and guide them towards resolving problems, but instead were treated as just another sub-contractor.

Results

The project was handed over four and a half months late, with several outstanding items. Five months after handover, the design and management contractor still had a presence on site to resolve problems.Overall, the project was a success (if late), and the client was satisfied.

Conclusion

The commissioning management process could have been more effective and prevented some of the delays if the commissioning management organization had been given more independence and real authority.

4.5

7.5

P LA NNED A CTUA L

MONTHS

Months

(2)


21

Project D: Commissioning management organizationemployed directly by the client


The commissioning management organization was fully independent and a commission-ability design review was carried out as was a detailed commissioning program. Both were fully taken on board by all parties, and the commissioning program was drawn up early enough to directly influence the M&E installation program. The M&E installers followed both programs, and installation and commissioning were carried out on time. The commissioning manager had the authority and status with the M&E installers to highlight and guide them towards resolving problems

Results

The project was handed over on time with few minor defects. Overall it was a great success, and the client was satisfied. The only minor problem was that a fit-out contract for part of the project was outside the control of the commissioning management, which caused some delays.

Conclusion

The timely handover and success of the project was largely a result of the high level of influence given to the commissioning management team. The full benefits of commissioning management were realised, and made possible by the procurement route.

4.5

4.5

P LA NNED A CTUA L

MONTHS

Months(2)


22

Project E: Commissioning manager employed directly bythe m&e installing contractor


The commissioning manager was appointed too late to influence the design, but was responsible for planning the commissioning program. The design review was carried out by the project management company, and most of the points were acted upon by the design and build M&E installer. The commissioning manager had authority over the installers and the hands-on commissioning engineers, but was not truly independent due to the nature of the procurement.

Results

Installation and commissioning went largely to program and the project was handed over on time, with few minor defects. Overall this simple project was a success, and the client was satisfied.

Conclusion

The project benefited from a dedicated resource to oversee the commissioning process. However, his influence was limited by thedesign and build contract and the needs of the M&E installingcontractor, and was never truly independent.

3.2

3.8

P LA NNED A CTUA L

MONTHS

Months(2)


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Title JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC JAN FEB

Acctual

Project A

Project B

Project C

Project D

Project E

Planed

The below chart shows the summary for the previous five examples and the value of the commissioning over the projects time schedule and execution

(2)

ADDED VALUE FOR COMMISSIONING

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Project Case Study

Type Of Commissioning Management Issue Solution Result

Project A Commissioning management organization employed by the project management company

The commissioning management organization did not have as much influence as it should have been

The commissioning management organization should have the authority to influence the project team

Overall the project was a success,was handed over on time with few minor defects, and the client wassatisfied.

Project B No commissioning management organization employed

Commissioning-abilty design review was not carried out, and there was no co-ordination of the commissioning Programme.

commissioning management should be hired

Overall the project was not a success, it was handed over five months late, with over 3000 snags

Project C Commissioning management organization employed by the design and management contractor

was not giventhe authority over the m&e installers to chase them and resolve problems,

commissioningmanagement organisation had been given more independence and realauthority

The project was handed over four and a half months late, with severaloutstanding items.

Project D Commissioning management organisationemployed directly by the client

The only minorproblem was that a fit-out contract for part of the project was outsidethe control of the commissioning management, which caused somedelays.

The project was handed over on time with few minor defects.

Project E Commissioning manager employed directlyby the m&e installing contractor.

The commissioning manager hadauthority over the installers and the hands-on commissioningengineers, but was not truly independent due to the nature of theprocurement.

The project benefited from a dedicated resource to oversee thecommissioning process. However, his influence was limited by thedesign and build contract and the needs of the m&e installingcontractor,

Installation and commissioning went largely to programme and theproject was handed over on time, with few minor defects.


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ADDED VALUE OF COMMISSIONING MANAGEMENT, WHAT TO EXPECT

• COMMISSIONING MANAGEMENT SHOWCASE

ADDED VALUE OF COMMISSIONING MANAGEMENT, WHAT TO EXPECT

• FOCAL POINT ON THE ASSIGNED TEAM

• RESPONSIBILITIES AND LIABILITIES SHARING

• QUALIFIED STAFF AND PROJECTS CERTIFICATION

• GUIDANCE TO SPECIFY TESTING AND COMMISSIONING REQUIREMENTS

• CERTIFICATION TYPES AND POWER

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• One reference for the CommissioningActivities progress and weightage

• Easier tracking of the pending works andapproach to cover

• Linking other teams works into one unifiedapproach towards complete handing over

• The Commissioning team becomes theobserver, reference and keeper of theprogress percentages.

FOCAL POINT ON THE ASSIGNED TEAM

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• During the project period, the flow of theworks should be based on team work

• Assignment of responsibilities andliabilities should go along with thecontractual obligations

• Building the works responsibilities matrixmakes the default detection easier.

• Easier to replace the responsible for thedelays without affecting other activities.

• Distribution of activities and tasksresponsibilities are part of the major riskmanagement plan of any project.

RESPONSIBILITIES AND LIABILITIES ASSIGNMENT

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• After the completion of the projectworks, the contractual liabilitiestowards each task will still be borne byits acting party.

• Commissioning team liability will alwaysbe referenced to by the facilitymanagement teams and end users.

RESPONSIBILITIES AND LIABILITIES SHARING

• Huge technical responsibility sharing when the Commissioning team is assignedat the early design stages of the project.

• Commissioning Plans and Commissioning-ability studies becoming part of thecontracts documents.

• Sharing the liability leads to enhancement of the service and extra guaranteesto the quality of the works handed over to the clients/owners.

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• Having qualified specialized staff assignedto the Commissioning activities ensuresgetting special buildings certifications asper codes.

• Certain experiences is an essentialprerequisites to enter into LEEDrequirements (LEED GuidelinesFundamentals)

• Certain experience are required to obtainranks/points as per LEED Guidelines(Enhanced Commissioning Credits)

• Qualified staff assignment gives moreguarantees to the owners and clientsabout quality of the works.

• More efficient handing over process tofacilities management teams is assured.

QUALIFIED STAFF AND PROJECTS CERTIFICATIONS

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• Projects specifications should specifythe qualification of the Testing andCommissioning team

• Depending on the size and complexityof the project, the Testing andCommissioning to be decided if it canbe by inhouse assigned qualified team,a third party and/or a specializedcompany

GUIDANCE TO SPECIFY TESTING AND COMMISSIONING REQUIREMENTS

• Specifications should mention the certificates required, years of provendedicated experience and the level of engagement to the project activities.

• Specifications should mention the list of deliverables required by theTesting and Commissioning team.

• Specifications should mention the time of engagement and assignment ofthe Testing and Commissioning team to the project.

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• There are various organizations such asASHRAE, NEBB , AABC (USA), CIBSE,CSA, BSRIA (UK) the differentspecifications are referring to.

• It worth saying that USA organizationsare certifying the firms and individualsin different discipline, however, theBritish organizations are offering eithera membership or qualifying theindividuals and the firms such as CSA

• USA based specifications requirecertified people and firms plus“stamping” final reports.

• UK based specifications requireadherence to CIBSE codes.


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• The client is best protected when hiringa certified company from an entity suchas NEBB or AABC.

• Such organizations are trying tomaintain the quality of the providedservices by its certified companiesimposing a system called QAP (QualityAssurance Program).

• The client could easily contact NEBB inany event when the provided servicesby the NEBB certified firm weren’t asper the procedural standard.


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STAFF CERTIFICATIONS TYPES AND POWERS

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36


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• Issue in brief: In a prestigious Library Building, an Air Handling Unit (AHU) wasassigned to serve three different areas and applications.

1- Rare Books Storage Area with sensitive humidity control requirements (20-25 RH).It was getting about 20% of the total system demand. The area was not Variable AirVolume controlled.2- Reading Area getting almost 20% of the total system demand. No VAV control.3- Offices Areas getting about 60% of the total system demand and the offices wereequipped with VAV boxes for control.• In partial operation, the uncontrolled areas will be pressure relief points that will

make the AHU sensor not feeling back pressure.• VSD will always run at full speed of 50 Hz• Pressure relief uncontrolled areas will have high noise• Rare Books controls will be affected with the excess air• Overall disturbance to the AHU performance

COMMISSIONING MANAGEMENT SHOWCASE

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• Action taken: Design review and Commissioning-ability studies were presentedduring the construction of the system as the Commissioning and TAB teams werenot involved in the early design stages.

• Further Action and Response: The MEP Contractor technical office raised theissue to the designer without pushing too hard. Designer response was aninstruction to “stick to the design”.

• Result: Works proceeded without considering the Commissioning and TABconcerns and remarks. Upon the completion of the works and while theintegration tests were applied in partial load, the scenario presented by theCommissioning and TAB teams was made into reality.

• The system performance was rejected by end supervision consultant and enduser. System was demolished and a separate AHU was assigned to the RareBooks Storage Area with high cost and time delays implications.

• Conclusion: Commissioning and TAB team should be early involved and theircommissioning-ability studies should be seriously considered. Rectifying aproblem in early stages saves time, money and reputation of building owners andinvestors.


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COMMISSIONING STAGES AND PROCESS, WHEN TO GET INVOLVED

TESTING & BALANCING (TAB) SCOPE OF SERVICE.

• TAB works are basically related to HVAC systemonly, where the air and water systems have to betested, adjusted and balanced.

• Testing and balancing as a scope of work is a partof whole MEP testing and commissioningactivities, it represents the hands on works that isrequired to be carried out on the HVAC system.

• TAB contractor is usually a member of the Testingand Commissioning team which also includes:

• Engineer representative , Contractor,Independent Commissioning Management Firm


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• The major difference between TAB worksand Testing and commissioning lies withinthe responsibilities, the below exampleshould clear up the confusion:

• For a chilled water system, TAB contractoris the one who carry out the requiredmeasurement for chillers, pumps andvalves in pursuit of achieving the designparameters to hand over the performanceand balancing reports to the engineer,thus, TAB contractor responsibilities arelimited to test, adjust and balance the airand water flow rates. However, achieving afully operational and efficient HVAC systemlies within the commissioningmanagement firm’s responsibilities


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COMMISSIONING STAGES AND COMMISSIONING PROCESSES

D

C

B

A

Pre-Commissioning and Construction Snagging

Commissioning

Handing Over

Planning

To achieve a smooth commissioning

process the commissioning and

handover activities should be

divided into four main stages each

stage is crucial to move to the next

stage and these stages will

intersect with each others along the

project timeline

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COMMISSIONING STAGES AND PROCESS

Testing & Commissioning Plan

Testing and Commissioning Procedures

Commissioning Program

02

01

03

Planning Stage

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COMMISSIONING STAGES AND PROCESSPLANNING STAGE

The planning stage starts before the construction completion with a limited team to prepare the commissioning program, plans, and Procedures that will ensure a smooth work flow throughout the whole commissioning processes

MA

N P

OW

ER

TIME

Construction Work Commissioning Work

Commissioning Planning and Core Team

Document Preparation 45


Del

iver

able

s o

f th

e P

lan

nin

gCommissioning Plan

Scope of Works

Responsibilities & Responsibility Matrix

Program & Progress Reporting Template

System Descriptions

Testing & Commissioning Procedures List

Interfaces and Interlocked Systems

Method Statement Templates

Test Sheet Templates

O&M Manual Templates

Commissioning ProcedureHVAC System and Equipment

Firefighting System and Equipment

Plumbing System and Equipment

Low voltage System and Equipment

ELV System and Equipment

Special systems such as kitchen, laundry, elevators,....

Commissioning ProgramSystem Mapping and Interface

Commissioning Logic Diagram

Dependency Matrix

Commissioning Activity Schedule & Tracker

Manpower Histogram

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In order to create the right sequence for commissioning process, the interfaces between the systems and its linking with mechanical, electrical, and ELV systems have to be identified

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• Create the commissioning flow charts and logic diagrams (Sample)

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Air System (AHU) Commissioning Process

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Documentation Start Up Testing &

Balancing Functional Test

Final Commissioning

ReportPre-Functional

Ag

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ncti

on

al T

est

Review

Specifications

AHU Pre-

Functional

Test

Final TAB

Report

Final AHU

Cx Report

Review

MCC Pre-

Functional

Test

Issu

e F

inal

Ap

pro

val

Fin

al

Syste

m In

sp

ec

tio

n

Final MCC

Cx Report

MCC Cx

Procedure

Air System

TAB Work

TAB

Procedure

Init

ial S

yste

m In

sp

ecti

on

AHU Start

Up

Progressive Supervision

MCC

Functional

Test

AHU Cx

Procedure

DCC Cx

Procedure

DCC Pre-

Functional

Test

DCC

Functional

Test

Final DCC

Cx Report

48


• Create the commissioning systems dependency matrix

Systems Dependency Matrix

Building Systems Dependency

Structural Architectural Electrical Mechanical

Stru

ctu

ral w

ork

co

mp

lete

d

Co

nst

ruct

ion

of

pad

s

Blo

ck w

ork

s C

om

ple

ted

Bu

ildin

g En

velo

pe

seal

ed

Pla

ster

wo

rks

Wal

l pai

nti

ng

Flo

or

pai

nti

ng

Do

or

inst

alle

d a

nd

R

oo

m lo

cked

Cei

ling

inst

alle

d a

nd

co

mp

lete

d

Tile

wo

rk c

om

ple

ted

Lan

d s

cap

ing

Cle

an E

nvi

rom

ent

(Du

st

Free

)

Furn

itu

re In

stal

led

Po

wer

ava

ilab

le

CB

S a

vaila

ble

Ne

two

rk r

ead

y (A

ctiv

e N

etw

ork

)

Co

ole

d A

ir A

vaila

ble

Ch

illed

Wat

er A

vaila

ble

Domestic Water Filtration System

Air Handling Unit

Blower Coil Unit

BMS Server

Booster Pump

Chemical Flushing

Chilled Water Balancing & Demonstration

Chilled Water Pump

Condensate Pumps

Condensing Unit

Constant Air Volume

CRAC Units

DDC Panels

Distribution Panel - AHU

Domestic Electric Water Heater

Domestic Water Storage Tank

Door Curtain Units

Drinking Fountain

DX Units

External Lift Dry Pit Sump Pump

External Lifting Station Pump

Extract Fans

Fan Coil Unit

Fire Pump

Fire Smoke Damper

Foam Deluge Fire Suppression System

Fusible link Fire Damper

Gas fire suppression system

HOISTWAY EXHAUST

Hot Water Circulating Pump

49


• Develop the commissioning schedule and Histogram according to the current project status and the construction schedule

Project Schedule

Type Equipment Decription Jun-17 Jul-17 Aug-17 Sep-17 Oct-17 Nov-17 Dec-17 Jan-18 Feb-18 Mar-18 Apr-18 May-18 Jun-18 Jul-18 Aug-18 Sep-18 Oct-18

Plumbing Domestic Water Filtration System 0 0 0 0 0 0 0 0 0 0 63.25 28.75 0 0 0 0 0

HVAC Air Handling Unit 3.743989 0.08 36 348.4654 166.0013 418.5333 1451.648 1272.352 1531.6 2501.067 3421.788 2337.545 1862.067 2113.799 2279.023 981.111 0

HVAC Blower Coil Unit 0 0 0 747 2096 150 1604 1715.5 258 5134.646 1164.354 1955.571 2915.36 2338.569 0 0 0

ELV BMS Server 0 0 0 0 0 0 0 51.34884 84.63049 84.63049 84.63049 62.75969 0 0 0 0 0

Plumbing Booster Pump 0 0 3 24.5 0 0 0 0 0 0 0 0 0 0 0 0 0

HVAC Chemical Flushing 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

HVAC Chilled Water Balancing & Demonstration 0 0 1648 0 0 0 0 0 0 0 1236 0 0 412 412 348.6154 402.6787

HVAC Chilled Water Pump 0 0 476.5 0 0 0 0 0 0 0 0 0 0 0 0 0 0

HVAC Condensate Pumps 0 0 0 0 0 0 54 0 0 0 0 0 0 0 0 0 0

HVAC Condensing Unit 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

HVAC Constant Air Volume 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

HVAC CRAC Units 28.6791 34.6791 0.940299 0 180 0 0 0 45 0 0 0 0 0 0 0 0

Electrical DDC Panels 283 32.5 648.5 1609 977.5 1144.125 592.875 1559 1789.5 1465 979 747.5 357.5 956 195 146.25 243.75

Electrical Distribution Panel - AHU 23 23 195.5 1000 613 632 348.5 609 869 621.5 455 325 65 0 0 0 0

Plumbing Domestic Electric Water Heater 0 0 128 0 0 0 0 0 0 800 0 1616 0 1459.556 716.4444 0 0

Plumbing Domestic Water Storage Tank 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

HVAC Door Curtain Units 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Plumbing Drinking Fountain 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

HVAC DX Units 0 0 0 0 0 0 0 0 0 105 0 0 332.5 0 0 0 0

Plumbing External Lift Dry Pit Sump Pump 0 0 0 96 96 96 0 0 0 0 0 0 0 0 0 0 0

Plumbing External Lifting Station Pump 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

HVAC Extract Fans 0 0 2 84 154 0 168 466 298 508 310 565.6 430.4 378 325.5 304.5 84

HVAC Fan Coil Unit 0 0 0 340.1667 462.8333 198.3 949.0594 1577.641 332.5 3364 607.5 1509.5 2535.351 3586.549 2053.1 105 0

Fire Fire Pump 0 0 0 0 135 5 0 20 50 0 0 0 0 0 0 0 0

HVAC Fire Smoke Damper 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Fire Foam Deluge Fire Suppression System 0 0 0 69.3 7.7 77 0 115.5 77 115.5 0 0 0 0 0 0 0

HVAC Fusible link Fire Damper 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Fire Gas fire suppression system 0 0 199.95 85.69286 1105.714 1053.91 873.7958 421.9375 129 0 0 0 0 0 0 0 0

HVAC HOISTWAY EXHAUST 0 0 0 78 0 0 0 0 0 195 117 0 78 78 0 0 0

Plumbing Hot Water Circulating Pump 0 0 0 0 0 0 0 0 0 0 49 0 0 73.5 0 0 0

Plumbing Irrigation Water Storage Tank 0 0 0 0 0 0 0 0 0 0 0 24.5 0 0 0 0 0

HVAC Jet Fans (Tunnel Ventilation) 0 0 0 0 210 0 0 0 0 0 70 0 210 210 0 0 0

HVAC Kitchen Extract Fans 0 0 0 0 0 0 0 0 42 0 0 0 126 109.2 198.8 112 0

HVAC LIFTING STATIONS Fan 0 0 0 0 0 42 0 0 0 126 0 63 21 0 0 0 0

HVAC Motorized Damper 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

HVAC PCA Air Handling Units 0 0 0 0 126 344.4 666.6 924 84 588 756 756 504 0 0 0 0

Fire Pre-Action Fire Suppression System 0 0 231 38.5 0 0 115.5 115.5 319 2200 335.5 726 1182.5 1331 992.75 805.75 38.5

Plumbing Sanitary Fixtures (PR Station wise) 0 0 0 0 0 0 0 4.5 72 49.5 45 36 222 192 324 81 139.5

Electrical SMOKE CONTROL PANEL 0 0 16.84375 60.15625 0 0 0 0 0 0 0 0 0 0 0 0 0

HVAC Smoke Damper 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

HVAC Smoke Exhaust Fan 0 0 0 0 0 0 126 84 126 0 207 0 84 252 84 916.5 160.5

50


Factory Acceptance Test (FAT)

Installation Test (IT)

Site Readiness and Construction Completion

Pre-commissioning

02

01

03

04

Construction and Pre-Commissioning Stage

05

Start Up

51

COMMISSIONING STAGES AND PROCESSPRE-COMMISSIONING STAGE

• The Pre-Commissioning process is the presentation of the completion of construction stage and the system delivery to the commissioning team.

• During this stage construction team and commissioning team collaborate towards clearing installation issues representing the snags in order to have the systems ready for the next stage

MA

N P

OW

ER

TIME



Pre- Commissioning Team

Contractor Snagging Team

Document Preparation

FAT Test

Installation Test

52


Installation Test (IT)

• The Construction Team will arrange with the Quality Assurance / Quality Control Team visual

inspections of all the equipment within the identified commissioning lot

• the Construction Team will ensure all installations are checked prior to the inspection, and

that they are as per the project requirements

Factory Acceptance test (FAT)

The Commissioning Manager will make sure that the test was conducted and its

proof documents were submitted as requested in the owner’s project requirement

and basis of design documents

53


Site Readiness and Construction Completion

The installation section of the Checklist is utilized to verify and track the proper installation. It

focuses on the ability of the installation to meet the commissioning requirement. For

equipment, this section focuses on the physical installation and the completion of the full

system to be commissioned

Pre-Commissioning Test

By finishing this test commissioning team confirms that the equipment or sub-system is pre-

commissioned and can move to the next step.

Start Up

The commissioning team will invite the equipment supplier to visit the site and start up the

equipment’s, during this visit the commissioning team will make sure that the supplier

checklist is used following the manufacturer recommendations and that the results are

documented for future use in the handing over stage.

54


Functional Test

System Integration Tests (SIT)

System Integration Tests (SIT)

02

01

Commissioning Stage

55

COMMISSIONING STAGES AND PROCESSCOMMISSIONING STAGE

Once the commissioning activities started, the testing and commissioning teams shall be increased to supervise and control the whole commissioning activities.

The commissioning activities will be tracked down and reported using the Commissioning Activity tracker and look ahead report.

MA

N P

OW

ER

TIME





Commissioning Team


FAT Test

Installation Test

56


Commissioning Activity Tracker (Summary Charts)

A summary report categorized per equipment/system/zone/building showing the current status of the project

57


Look Ahead Report

To provide a weekly look ahead report as per the commissioning program and the actual site readiness

58


Functional Tests

Functional tests start directly after the units start up, and it is performed to make sure that the design parameters are achieved for the whole system

TAB (Testing adjusting and Balancing) is one example of those tests where the TAB contractor will make sure that the HVAC system. is achieving the design parameters.

Another example is BMS point to point components tests prior to the system integration.

59


Integration Tests

After finishing the previous activities the building systems will be ready to interact with each other. The commissioning team will verify the communication between systems by testing the operation scenarios which already prepared in the test procedures, below are some examples:

• Fire Scenario sequence of operation (Cause and Effect)• AHU unit Start Up faults and alarms• Power Shedding procedures during the high consumption periods.

60


02

03

04

01

Testing and Commissioning Reports

Operation and Maintenance Manuals

Training Manuals

Asset Registers and Spare Part Lists

Handover Stage

61

COMMISSIONING STAGES AND PROCESSHANDING OVER STAGE

MA

N P

OW

ER

TIME





Within the handing over stage, Commissioning team starts compiling and preparing the close-out documents and proceeds with handing it over to the client

The hand over phase starts during the construction phase and it lasts till the complete handing over to the building operator

Commissioning Team

Handing Over Team


FAT Test

Installation Test

62

COMMISSIONING STAGES AND PROCESSD

eliv

erab

les

of

the

Han

din

g o

ver

Stag

eTesting and commissioning Final Report

Operation and Maintenance Manual

Training Manual

Asset Registers

Spare Part Lists

Client Training

63

COMMISSIONING MANAGEMENT TOOLS, VIDENTIUM REVEALED

VIDENTIUM

• VIDENTIUM is an online application with mobile support• Developed by CSI Software team with the technical input and enhancements of CSI

Technical experiences• Supportive tools for construction & commissioning teams to record, follow, report

and manage all site activities.

• VIDENTIUM is designed to be compact, adaptable, modular, user friendly, live and less time-consuming.

• CSI is able to use VIDENTIUM to have full live control and knowledge about project stages.

65

VIDENTIUM• The whole application data is stored online on dedicated CSI Server• More secure, easy to synchronize, reachable for all parties (sub-contractor, main

contractor, client etc.)• Collecting data from all parties, and guiding to the right response

66

VIDENTIUMConstruction data updating became easy with VIDENTIUM

• Easy to create the project (Excel Sheets Based)• Very fast to add project references and equipment (3 Seconds Maximum for Update)• Adaptable to any ongoing project in any stage• Flexible for checklist creation and follow up• Able to follow planning schedules and milestone requirements

67

VIDENTIUMUploading data to VIDENTIUM• VIDENTIUM allows importing data from Excel files, then converting them to SQL

database information.• Required Information: Equipment & location references, System Checklists

Category Sample Checklist Sample

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VIDENTIUMUploading data to VIDENTIUM

VIDENTIUM allows importing bulk information of the equipment in fast response time.

69

VIDENTIUMUploading Checklist data to VIDENTIUM

VIDENTIUM allows to importing bulk check list information of the equipment for ongoing projects in fast response time.

70

VIDENTIUMUploading data to VIDENTIUMIt is very easy and fast via web interface to create category, add equipment and update bulk checklists

71

VIDENTIUMTracking stages, equipment with VIDENTIUM

VIDENTIUM is proving very rich and user friendly web base tracker, with this tracking interface, users are able to filter data, export to Excel, download or send an email the detailed site observations.

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VIDENTIUMAdvance filtering on Tracker

Users are able to filter any single detail as per their references.

73

VIDENTIUMTracking stages, equipment with VIDENTIUMAny single equipment information and stage progress with checklist details can be shown on web base or download as a pdf file.

74

VIDENTIUMReporting on VIDENTIUM Dashboard

Dashboard has many options to create reports to show required systems and equipment progress and status.

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All progresses are calculated as per work completion and equipment weight.

Over All, and Stages Progress report sample

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Listing Equipment as per type with stage completion percentage.

Stage Progress report sample as per Equipment Type

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Equipment charts are available as per quantity or weightage.

Chart Report Sample

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Monitoring each type of equipment completion Report: all stages are should be completed to shown in this report.

Equipment Report Sample

79

VIDENTIUMAndroid Application

It is available for any android phone or tablet to used by site teams to monitor, report, record all site activities.

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VIDENTIUMAndroid ApplicationApp is providing opportunities to download all project data to use offline while users are on site and with implemented QR Code scanner, users are able to reach equipment information and check list more faster and also with electronic signature, they are able to sign checklists if it is required.

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VIDENTIUMAndroid Application

Users are able to update checklists, take site notes with pictures, and upload the system any time when they have internet connection.

82

VIDENTIUMBenefits & Conclusion

• VIDENTIUM is a complete online solution to observe and monitor work flow and manage reporting problems during construction phases of projects.

• VIDENTIUM has an advantage as it can be fully customized according to actual needs.

• VIDENTIUM combination between offline storage with online storage makes working anywherepossible. Data can be gathered from construction site where there is no Internet Access, yet it can be synchronized when access is granted with only 1 click.

• VIDENTIUM is not a for sales package application created once and never gets updated. It’ll be always updated as the time and technology goes on.

83

ENERGY CONSUMPTION IMPACT, IT WORTHS!

Construction Cost 20%

Operation Cost 80%

BUILDING LIFE CYCLE COST

WHERE ARE WE NOW

Buildings account for 40% of the world's primary energy consumption

Buildings account for 42% of the world's water consumption and about 50% of raw materials

Qatar is now consuming more energy per capita than other industrial countries including US and UK

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LEED V4

LEED Rating system went through major updates in its recent version, and most of the energy related updates were in the commissioning section:

Extending the scope to cover Plumbing and electrical systems in detail.

Monitoring-based commissioning from design through post construction and occupancy.

Building Envelope Commissioning during design and construction phases

86

• Earlier review design documents for energy related items can improve the energy performance of the building.

• The Energy Review can save the time and operation costs and can increase the human comfort in the building.

TOOLS, ENERGY REVIEW

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TOOLS, ENERGY MODELING

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TOOLS, ENERGY AUDIT

• Energy Audit: is a survey focused on finding out how a building is using it’s energy. This information is analyzed.

• The energy related improvements are then prioritized according to the cost effectiveness.

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Infrared inspection or Thermography, is used throughout industry as a key diagnostic tool for finding problems. Infrared inspections are a non-destructive, non-contact and a cost effective way to detect and document defects.

TOOLS, THERMAL IMAGING

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TOOLS, BUILDING TIGHTNESS TEST

‘Build tight – Ventilate right’.• Air leakage is the uncontrolled flow of air through gaps and cracks (often referred to as infiltration) , it leads to unnecessary heat loss and discomfort for the occupants

• Air leakage test (Also known as blower door test) can be used to assess the building construction and compare to other building performance

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Lighting30%

office Equipment

10%

Cataring5%

Cooling & Pumping Plant

17%

Other HVAC Plant38%

Energy Consuption

For the Large air conditioned office buildings the HAVC plant may typically accounts for 55% of the total energy cost

A proper Testing Adjusting and Balancing for the system may reduce the HVAC energy consumption.

(3)

TOOLS, HVAC SYSTEM PERFORMANCE RETEST

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• Commissioning Process and Management areessential scope of work that should not be cost cut

• Commissioning is not an end of the line handingover scope, it is a live process that is implementedin each stage of the project.

• Building and installing a system is a step, putting itto work is a different process.

• Testing and Commissioning should be specified tobe carried out by dedicated team/organizationassigned in early design stages with given authorityand responsibilities.

• Testing and Commissioning team should hold therequired certificates proving its capabilities.

• Commissioning Management team deliverablesshould be considered by all parties in all stages.


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LIST OF REFERENCES

1. ASHRAE Guideline 0-2005 The Commissioning Process2. BSRIA APPLICATION GUIDE 5/2002 Commissioning Management3. BSRIA Guidance Note 11/97 4. CIBSE TM 23/2000

LIST OF REFERENCES

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THANK YOU

COMMISSIONING MANAGEMENT · The Commissioning Management is a quality-oriented process for...

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