Commissioning Sioux Falls ASHRAE Sioux Falls South Dakota

Commissioning Sioux Falls ASHRAE Sioux Falls South Dakota April 17, 2008

Session 1 Meet the Commissioning Team

Meet the Cx Team n Set up a meeting for self introductions n Outline their respective responsibilities n Discuss with them their fee for they are entitled to a fee for their involvement n Discuss the responsibilities of the various contractors n Discuss with them the Commissioning specifications and the importance of this process n Discuss the responsibility of the owner

Meet the Cx Team n Discuss the meeting process n Give them information on the deficiency/issues log and how it is used. n Discuss the submittal review them n Discuss your involvement with RFI’s and change orders n Speak to the pay request issue n Discuss the rolling punch list and how it to be used

Session 2 What’s a Basis of Design and Why do we need one?

Learning Objectives n Understand the purpose of Basis of Design n Be able to explain the BOD to designers n Understand what must be included in the BOD

What is a Basis of Design ASHRAE defines the Basis of Design as: “…All information necessary to accomplish the design intent, including weather data, interior environmental criteria, other pertinent design assumptions, cost goals and references to applicable codes, standards, regulations, and guidelines. ”

What is a Basis of Design n It is how designers transform the owner’s design intent into a physical building n Most of the information required is being recorded currently, just not provided to the owner

Why do we need a Basis of Design? PURPOSE OF DOCUMENT n Understand reasoning for system/component selection n Document limits of the systems/components n Understand other requirements n Verify that design intent is being met n Eliminate misunderstandings and confusion n Documents made for life of facility

Why do we need a Basis of Design VALUE AT VARIOUS PROJECT STAGES n Design n Simplifies design by eliminating unneeded components n Easily incorporates current owner’s guidelines n Improves design review process

Why do we need a Basis of Design? CONSTRUCTION n Convey designer’s vision in words n Improves understanding of system construction n Provides level of quality/features expected n Better defines construction limits

Why do we need a Basis of Design? OPERATION n Defines limits of system operation n Conveys vision of operation n Minimizes time to optimize systems n Invaluable during occupancy changes and system renovation

Role of the Cx. A in Creating a Basis of Design Cx. A ROLE n Provide guidance to design team n Review submittals and identify missing information n Compare design intent and Basis of Design n Check that documents are updated for changes n Verify coordination between basis of design, documents, drawings and specifications

Role of the design team in the creating the Basis of Design DESIGN TEAM ROLE n Document all assumptions n Document system/component selection reasoning n Use Cx. A format for guide n Include basis of design information on drawings and in specifications n Provide copies of all calculations

Basis of Design Example Format and Content n Systems Components – description of components and reason for selection n Maintainability – how maintainability issues were addressed n Codes and Standards – description of codes and standards followed in design n Fire and Life Safety – description of Fire and Life/Safety systems and reasons for selection n Assumptions – table listing all assumptions for each system n Appendix – attach manufacturer information showing equipment performance characteristics

Developing the Basis of Design What should be included as the Basis of Design: - Give some ideas and your thoughts

Session Two (A) Commissioning for LEED

Session Two A – Cx for LEED n Prerequisite #1 u u Cx. A must have documented experience on at lease 2 projects. Cx. A 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. Cx. A shall report results, findings and recommendations directly to the Owner. For projects less that 50 k SF, Cx. A may include qualified person on the design or construction team with required experience.

Session Two A – Cx for LEED n LEED Credit EA #3: u u u Meet requirements of Prerequisite #1 plus additional tasks. Prior to start of construction documents designate an independent Cx. A to lead, review, and oversee the completion of all commissioning process activities. Cx. A 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. u Cx. A shall report directly to the Owner. u There is no deviation for project size.

Session Two A – Cx for LEED n Systems to be commissioned: LEED prescribes that the following energyrelated systems to be commissioned: u Heating, Ventilating, Air conditioning, and refrigeration systems (mechanical and passive) and associated controls. u Lighting and day lighting controls. u Domestic Hot Water Systems u Renewable Energy Systems (wind, solar, etc. )

Session Three Helping the Design Team Deliver Quality

Learning Objectives n Be able to develop a design checklist n Understand the purpose of a design review n Understand the benefits of the review process to the design team

Design Checklists CREATED TO: n Summarize the owner requirements for designers- Memory Tickler n Document the procedures used by the designer n Ensure that basis of design is documented n They are not n Additional paperwork to keep the designers busy

Design Checklist CHECKLISTS FOR DIFFERENT STAGES OF DESIGN n Initial schematic n Selection of system options n Design development

Design Checklist WHAT DOES THE DESIGNER DO WITH THE CHECKLISTS: n Completes and submits with package at major design milestones n Cx. A review, provides comments to designer n Cx. A keeps on final for final Cx report

Design Checklist BENEFITS n Higher Quality Design • Assured that design meets owner’s intent • Documented design procedures • Fewer questions and RFI’s later

Design Checklist BENEFITS (CONT. ) n 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.

Developing Design Checklist FORMAT n One for each discipline n Simple YES/NO questions n Questions should address: • Design intent • Basis of design • Calculations • Specifications • General drawing quality • Coordination

Designing Checklist Issues n Design Intent Questions – verify design intent has been met, is updated with decisions made during the design process, and is on the drawings n Basis of design Questions – Verify basis of design is thoroughly documented and is included in the drawings and in the specification

Design Checklist Issues n Calculations Questions – verify calculations are complete & included for review, and assumptions added to the basis of design n 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 Issues General Drawing Quality Questions n Verify general quality of drawings n Consistent terminology & room numbers n Accuracy of information n Legibility n Continuation of items

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

Tracking Design Checklist n Initial Schematic n Systems Concept • Specify systems, such as envelop, HVAC, security, fire alarm, power, & power quality n 25% completion (SD) n 50% completion (DD) n 95% completion (CD) n 100% completion (bid phase)

Tracking Design Checklist PURPOSE OF TRACKING n Verifies progress of design • Checklist was completed and received on time • Cx. A has reviewed checklist • Conflicts are resolved Methods - Database, spreadsheet, list of items received

Design Review WHAT IS DESIGN REVIEW? n Method to verify the level of quality being delivered by the design team n Detailed verification check of a statistical sampling (5 -20%) of the whole design n It is NOT a peer review (re-design or reanalysis), 100% inspection or designer work, used to embarrass or point fingers at the designer

Goals of Design Review n Verify that design meets the documented design n Verify coordination between disciplines n Help the design team identify and fix problems on paper, not during construction n Provide feedback to designer for quality improvement opportunities

Goals of Design Review n For LEED Projects: The Cx. A must… u u Prerequisite #1: review OPR and BOD for clarity and completeness. EA Credit #3: review OPR, BOD, and design documents prior to midconstruction document phase and backcheck review comments at subsequent submittals.

Design Review Process FOUR DISTINCT PHASES n General Review n Coordination Review n Discipline Specific Review n Specification Review

Design Review Process: Step 1 GENERAL REVIEW n Review the Design Intent n Document the General Review Criteria • Continuation of items • Labeling • Legibility • Design intent/basis of design included • Accomplish quick general review

Design Review Process: Step 2 COORDINATION REVIEW n Determine Sampling areas n Select Review samples of drawings n Accomplish coordination review • Placement of multiple pieces of equipment • Accessibility • Consistent Technology • Trade duties clearly Identified

Design Review Process: Step 3 DISCIPLINE SPECIFIC REVIEW n Accomplish Detailed Statistical Review n Document Concerns n Review Drawing Review Procedure

Design Review Process: Step 4 SPECIFICATION REVIEW n Determine the Review Sampling Procedure n Accomplish General Review n • Useless Sections • Manufacturer Basis of Design Verified • Don’t use of “or as equal” • Directions are Clear and Concise Develop Summary of Review

Design Review Conclusions n Need to maintain good team relationships n Should provide feedback to designer • n Only Designer can provide a quality project Review design checklist after project to determine ways to improve them

Session Four Preparing for the Construction Phase Verification Checklist

Learning Objectives n Understand the purpose and benefits of verification checking using construction checklist n Learn how to prepare construction checklist n Learn how checklists are used

Learning Objectives n For LEED Projects: u u Prerequisite #1: Cx. A shall develop and implement a Commissioning Plan. EA Credit #3: same as for the Prerequisite.

Construction is about to begin n Plan properly during the design phase for a smooth and successful project! • Need to get requirements to individual workers • Need to track construction progress • Need to verify contractor’s quality process • Need to document systems start-up

Purpose of Verification Checks Using Construction Checklist n Do work right “the first time” n Ensue all components/systems properly installed n Provide feedback on installation progress to the team n Identify and resolve potential problems early

Construction Checklists are: n A tool for the contractor n A way for the Cx. A to easily verify contractors quality n A record of system installation

Who uses the Checklists? n Individual workers complete the checklists n Supervisors track completion of checklist n Cx. A verifies proper completion and documentation n O & M personnel use to verify installation accessibility & maintainability requirements

Important Considerations for Checklist Development n Use available information – not all info about specific equipment is available (presubmittals) n Checklist are updated before actual use (after receiving submittals)

Important Considerations for Checklist Development n Different type for systems versus components n Checklist divided by phase for component n • General • Pre-Installation • Installation Each subsection must be a defined task

Important Considerations for Checklist Development n Wording – straightforward, not open to interpretation n Should be simple YES/NO responses or a specific value n Focus on helping individual n • Meet design intent • Do work right the “first time” Keep as short and simple as possible “KISS Method”

How do you develop a checklist? n n Use information currently available • Design Intent • Basis of Design • Manufacturer Information • O & M experts for a specific technology Contact experts for a specific technology

How do you develop a checklist? n 6 step process 1. Determine if system or components based 2. Identify key material characteristics 3. Identify key installation requirements 4. Identify start-up requirements 5. Compare to design intent/basis of design 6. Develop checklist

Session Five Requesting, Reviewing, and Using Submittals

Learning Objectives n Understand why Cx. A review of submittals is important n Know how to request submittal for Cx Purposes n Understand how to evaluate a submittal from the Cx standpoint

Learning Objectives n For LEED Projects: u u Prerequisite #1: no review required. EA Credit #3: Cx. A shall review submittals applicable to systems to be commissioned for compliance with OPR & BOD; and shall be concurrent with A/E reviews and submitted to the design team and Owner.

Submittals Options n Cx submittals sections n Integrated Cx submittals requirements

Cx Submittals vs. Integrated Submittals COMMISSIONING SUBMITTALS n Separate submittal process, in addition to submittal to architect • Pro: May be easier when Cx. A is brought on before specs are completed • Con: Viewed as creating extra work • Con: Cx seen as an “Add on” service • Con: No incentive to provide – seen as close out documents

Cx Submittals vs. Integrated Submittals (cont. ) n Integrated Submittals • Cx requirements are integrated into specifications for regular submittals • Pro: Cx Submittals = Regular Submittal, no extra work • Con: May be impossible if Cx. A is brought on after specs are completed

Requesting Submittals n Maintain A/E, owner, and Cx review times n Get to know the contractors n Be available to answer questions n Provide gentle reminders n Be forceful when necessary • Must be included in specifications

Requesting Submittals n 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

Requesting Submittals n Types • Schedules • Equipment performance information • Test Results • Record Drawings

Reviewing Submittals n 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 t How is operation affected

Reviewing Submittals n 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

Reviewing Submittals n Write a letter or have a meeting if necessary • Be clear • Don’t be adversarial – be professional • Set deadline for responses n Send letter to architect, owner or contractor (depending on project) n Follow up on issues raised in letter

What if. . . ? n Information not included • Do not approve until information received • Document deficiencies in a letter • Sit down with architect, contactor and/or manufacturer rep • Determine why is not included • Provide 1 -3 weeks to resolve • Withhold all pay applications

What if…? n Submittal is of poor quality • Document concerns in a letter • Sit down with architect and/or contractor if necessary • Determine how to resolve • May approve with caveats (i. e. , can order, but cannot install until submittal approved)

What if. . . ? n Equipment changes during construction due to a change order or manufacturing changes • Must resubmit • Use same condensed milestones • Does not change the process or expected level of quality

Where Submittal Data is Used n Construction Checklists • List specifications & submitted product data • Manufacturer's Requirements t n Access space, installation process, sensor locations Functional Performance Test t Performance data to verify n O & M and Systems Manual n Training

Session 6 Team Meeting and Conflict Resolution

Learning Objectives n Learn how to plan a Cx Team meeting n Learn methods for avoiding and resolving project conflicts n Understand the importance of avoiding and resolving conflicts

Planning a Team Meeting n Why schedule? n When to schedule? n Selecting Topics n Be prepared!

Why Schedule? n Build rapport between team players n Focus the team on the project n Reinforce individual responsibilities n Meeting provide central medium to express comments, problems, concerns, and ideas

When to Schedule n Schedule from the early stages of a project as the team begins to form n Every 1 -2 weeks greater frequency to discuss critical issues n Make schedule day and time consistent

Selecting Topics n Discuss topics relevant to all team players n Reserve specific topics for specially scheduled focus meeting n Critical issues get the first priority n Solicit topics of concern from members of the team

Be Prepared n Be punctual n Be prepared to address issues concerning your area of expertise n Take notes during meetings n Read previous meeting minutes and ask questions where necessary n Take initiative to discuss key issues in greater detail after the meeting, time prevailing

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

Effective Communication n Communication is a 2 -way street n Set the climate n Give and accept timely feedback n Choose appropriate timing & setting n Make an agenda n Follow established protocol

Conflicts n Resolution • Maintain professionalism • Focus on desired outcome • Document everything • Resolution reduces costs • Resolution reduces risks

Document Everything n Record the birth of a potential issue n Track problem development via issues database n Document action items with corresponding responsible party n Keep accurate meeting minutes

Resolution Reduces Cost n Cost Factors • Wasted time • Reduced decision quality • Loss of skilled employees • Restructuring • Sabotage/theft/damage • Lowered job motivation • Lost work time • Health cost

Session 7 Performing Test Procedures

Learning Objectives n Learn how to prepare for a successful functional test n Lean how to execute a successful functional test. n Learn to prepare for unexpected failures

Learning Objectives n For LEED Projects: u u Prerequisite #1: Cx. A shall verify the installation and performance of the systems to be commissioned. EA Credit #3: Same as Prerequisite #1

Reality Check n Before beginning functional testing: • Components and systems should be fully installed and started up • TAB should be complete • Cx. A verification (construction checklist) are complete • Ideally, testing takes place before occupancy

How do you successfully execute test procedures? n Step 1 - Review the current status: • Are all checklist finished • Is TAB complete? • Verify that systems are ready for testing

How do you successfully execute test procedures? n 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

How do you successfully execute test procedures? n Step 3 - Double check instrument calibration: • Tools must be reliable and accurate

How do you successfully execute test procedures? n Step 4 - Finalize test procedure: • Review procedure developed back during design, update for clarify as necessary t Obtain test conditions t Identify changes to systems t Identify contractors concerns

How do you successfully execute test procedures? n Step 5: Accomplish testing • Focus on the desired outcome for each test (design intent criteria) • Three possibilities t PASS t FAIL t INCOMPLETE

Test Results n Pass • Desired results but… • Always think critically about the results and how confident you are that the results are accurate

Test n Fail • Identify results • Look at all systems n Quick fix or retest later n Can criteria be met or does intent have to be changed

Test Results n INCOMPLETE • Could not get adequate loads • Inconclusive results • Unrelated system failures

Always be prepared for any result n “What if” scenarios: What if the room temperature is not maintained?

Always be prepared for any result n “What if” scenarios: What if the chiller efficiency is not met?

Always be prepared for any result n “What if” scenarios: What if the light levels are too low?

Always be prepared for any result n “What if” scenarios n What if the noise levels are too high?

Session 8 Reporting Techniques

Purpose of Reporting n Track and resolve issues n Identify process problems n Document decisions made n Track project progress n Provide communication structure

Benefits n Project record/history n Item don’t “slip through the cracks” n Documents avoided costs n Formalize milestones n Formalize communication structure

Reporting Methods n n Effective techniques • Databases • Word processor • Paper Frequency and organization of reports • Weekly • When a change is made • Keep it simple

What Reports? n Design intent n Basis of design n Site visit notes n Meeting notes n Design review n RFI’s/Change orders n Submittal Review n Schedule n Issues Log

Design Intent/Basis of Design n When a change is required, document: • Current criteria • New criteria • Background/reasoning for change

Site Visit Notes n Intent: • Document what reviewed • Detail issues • Document personal discussions and or direction • Identify follow-up item

Site Visit Note Format n n Master listing • Summary of site visits • If used, which sampling procedures Individual reports • Linked to issues log • Linked to photos • Copied to team members

Example Reports Formats n Design intent n Basis of design n Site visit notes

Meeting Notes Intent n Act as initial agenda n Detail discussions and decisions made during meetings n Document outstanding issues

Meeting Notes Format n Purpose n Location n Attendees n Agenda n Notes

Design Review Report Intent n Document procedures used n Document issues n Identify follow-up issues

RFI/Change Order Report n Typically maintained by Architect of General Contractor n Track Status and detail of RFI’s and change orders n Help maintain schedule/budget

Example Report Formats n Meeting notes n Design review n RFI’s/Change orders

Submittal Review Report n Document quality of submittal n Identify concerns with variances in submittals n Track submittal completion

Schedule Report n On-going review of the schedule for accuracy n Identify items that will delay functional performance testing

Issues Log n n What’s in a name? • Issues • Deficiencies Which one would you choose?

Issues Log Intent n Document all Cx related issues n Identify • Issue • Date identified • Person responsible • Response date

Issues Log Intent n Track progress issues resolution n Cost or avoided cost by team members n Start during planning through life of facility n Anyone can submit an issue

Example Report Formats n Submittal Review n Schedule Report n Issues Report

Example Issues n Hands-on testing • How would you record the issues discovered

Session 9 Assuring Quality O & M Documentation and Training

Learning Objectives n Learn to identify the elements of quality documentation n Learn the meaning of quality O & M training n Learn to think creatively about improving O&M training

Learning Objectives n For LEED Projects: u u u Prerequisite #1 and EA Credit #3: Cx. A shall complete a Summary Commissioning Report. Prerequisite #1: no requirements. EA Credit #3: Cx. A or other team members shall develop a systems manual.

O & M and Systems Manuals n Data can easily be found. Features of high quality O & M and Systems Manual: • Are neat and well organized (table of contents, use tab dividers, in a binder, not hand written) • Are not excessively huge, so needed

O & M and Systems Manuals n Feature of high quality O & M and Systems Manuals: • Relate only to installed equipment • Contain simple checklists for preventive maintenance • Contain emergency procedures and contacts

Importance of Quality O & M and Systems Manuals n O & M staff need to know what to do and when • n If not documented, preventive maintenance not is performed They need to train new O & M staff throughout life of building

Importance of Quality O & M and Systems Manuals n Need a reference guide for troubleshooting n If equipment is maintained and used properly, it should last as long as intended n Successful maintenance = reduced energy use

Obtaining Quality O & M and Systems Manuals n n Determine owner’s requirements during the planning stage • Workshop • Interviews Clearly state format and information to include in specification

Obtaining Quality O & M and Systems Manuals n Require manuals be submitted within 60 days after submittals returned to contractors and, not as final turn over documents n Carefully review and provide feedback

O & M Training n 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

O & M Training n For LEED Projects: • Prerequisite #1: no training verification required. • EA Credit #3: Cx. A or other team members to verify training requirements for operating personnel and occupants.

O & M Training n Feature of high quality O & M training • Provides interaction between O&M staff, designer, contractor and mfg’s representatives • Provide additional training during first season switchover and follow-up questions • Videotape for future reference and new employees

Importance of Quality O&M Training n Staff knows how to operate systems n Staff knows how to efficiently and properly maintain equipment and systems • Less time figuring our procedures, more time maintaining • O&M staff can focus on preventative maintenance, rather than fixing equipment failures

Importance of Quality O&M Training n Proper maintenance results in: • Longer equipment life • Reduced energy costs • Reduces maintenance costs • Maintenance staff being properly trained • Fewer occupant complaints

Obtaining Quality Training n Identify owner’s needs during planning stage n Clearly state training format, topics and session lengths in specifications n Review training agenda and materials prior to training sessions provide feedback

Obtaining Quality Training n n Schedule training throughout construction and first year of operation • OPR/Bo. D training • Equipment placement training • Sectionalized system training Ensure enough time is allowed in the construction schedule

Improving the Training Process n Group discussion period • Brainstorming creative ways to improve the training process • What training has been ineffective

Improving the Training Process n Group discussion period: • What training has been effective

Improving the Training Process n Group discussion period: • Who should be trained

Improving the Training Process n Group discussion period: • How do you figure out current O & M knowledge level

Session 10 Occupancy and 1 st Year of Operation

Learning Objectives n Be aware of the obligations of the Cx. A during this period n Know what to expect during the 1 st year of building occupancy n Be able to address issues that arise

Learning Objectives n For LEED Projects: u u Prerequisite #1: no occupancy requirements. EA Credit #3: Cx. A shall review building operation within 10 months after substantial completion with O&M staff and occupants. Cx. A shall provide a plan for the resolution of outstanding commissioning related issues.

Commissioning Authority’s Role n Maintain involvement with the project n Duties • Point of contact on problems • System optimization guidance • System documentation upkeep review • Seasonal training and testing • Occupant satisfaction • Commissioning report • Lessons learned meeting

During Occupancy n Carry owner’s design intent to the O&M staff and occupants for implementation n Help resolve problems at all levels n Occupant n O&M Staff n Owner n Contractor n Designer

Common Issues During Occupancy n Project is not completed upon occupancy n One area always complains of comfort problems What would you do?

Common Issues During Occupancy n O&M staff are sources of problems n Ceiling tile becomes stained n What would you do?

Common Issues During Occupancy n Utility Bills are higher than projected n Space is always cold in the morning n What would you do?

Common Issues During Occupancy n Use of space changes n TAB report is never accepted What would you do?

Common Issues During Occupancy n Contractors don’t respond to request n There are no complaints What would you do?

Session 11 Continuous Commissioning vs. Recommissioning

Learning Objectives n Understand the difference between continuous Commissioning and Re. Commissioning n Understand the pros and cons and be able to explain them to other (i. e. The client, contractor and the A/E)

What is Continuous Commissioning? n Adoption of the commissioning process for ongoing operation of the building n Focus is on: • Ongoing systems operation • Systems maintenance • Training • Peer review

Implementing Continuous Commissioning n Maintaining system documentation n Use design intent and basis of design n Evaluate complaints n Exceed design intent n Changes in space use n Evaluating utility rates

Implementing Continuous Commissioning n Upkeep of project records n Record drawings n O&M and systems manuals n Occupant complaints n Maintenance

Implementing Continuous Commissioning n Optimize system operation – control systems n Selective use of alarms n Analysis of it n Institute self diagnosis of systems n Ongoing calibration of controls

Implementing Continuous Commissioning n Optimize system operation – comfort • Comfort surveys • Quarterly physical verification • On-line compliant system • Independent evaluations

Implementing Continuous Commissioning n Optimize systems operation – efficiency • Benchmark comparisons • Utility bills • Sub-metering

Implementing Continuous Commissioning n System maintenance • Tracking • Preventive • Diagnostic • Avoid getting into “fire fighting”

Implementing Continuous Commissioning n Training • Seasonal/periods • New Technicians • New occupants • Changes in use/systems

Implementing Continuous Commissioning n Peer Review • Cx. A • Contractors • A/E • Occupants in another facility

Benefits of Continuous Commissioning n Lower life cycle cost n Maintain owner’s design intent n Better communications n Systems documentation

Barriers to Continuous Commissioning n Paradigm shift • Something new n Continuous training n Occupant responsibilities

What is Re-Commissioning (Re-Cx)? n Is used for buildings that were originally commissioned • Verify systems documentation • Verify systems operation • Verify training • Verify Cx report • “A sporadic” Cx process

What is Re-Commissioning? n Typically accomplished due to change in the building • Occupancy • Equipment • Personnel “Focus is on getting system back to the original state”

What is Re-Commissioning? n Typically accomplished do to HVAC problems • IAQ problems • High O&M cost • High utility cost • Inappropriate original equipment

Implementing Re-Commissioning n Assume documentation was not maintained n Must fill in missing info n Verify design intent n Verify basis of design n Modify systems

Implementing Re-Commissioning n Verify Design Intent • Review original design intent • Verify all changes • Update portions of design • Workshop • Interviews • Surveys

Implementing Re-Commissioning n Verify Basis of Design • Identify changes • Work orders • O&M of systems • Review purchase orders • Performance testing • Update basis of design

Implementing Re-Commissioning n Modify systems • Disconnects between design intent and basis of design • Change systems (basis of design) • Change Design intent

Benefits of Re-Commissioning n Less perceived cost n Reduces O&M staff role

Drawbacks of Re-Commissioning n Removes responsibility of O&M staff n Increased occupant complaints and loss of productivity n Back in “fire fighting mode” n Increases O&M cost

Session 12 What is Retro-Commissioning?

Learning Objectives n Learn the meaning of retro-Cx n Understand the difference between retro-Cx and other types of Cx n Be able to explain the concepts of retro-Cx to others (i. e. a client)

Retro-Commissioning n Accomplished on buildings that were never commissioned n Process to identify O&M improvements in existing buildings n A one time project n Possible task include • Bringing building systems back to original design • Identification of possible retrofits

Goals n Optimize building performance n Solve operation and comfort problems n Reduce energy and operation cost • Optimize equipment • Improve effectiveness of O&M program n Provide O&M training n Improve building documentation

Goals (Cont. ) n Maintain or increase building worth n Fully exploit building management systems (BAS) n Ensure properation of equipment despite alterations in space conditions and use n Provide a safe and healthy facility n Promote owner satisfaction

How do you approach a Retro Cx Project? n Same general process as Cx • Develop design intent • Document basis of design • Develop system modifications • Develop systems documentation • Accomplish training • Commission modifications

Retro-Cx Process n Develop design intent • Workshop, interviews or surveys • Focus on ideal design intent not on original design intent

Retro-Cx Process n Document basis of design • n Review systems manual t Drawings t O&M and systems manuals t Submittals t Work orders Determine performance characteristics

Retro-Cx Process n Develop systems modifications • Modify basis of design • Modify design intent

Retro-Cx Process n Develop systems documentation u Record drawing u O&M and systems manual u Design intent u Basis of design u Training

Retro-Cx Process n Accomplish training • Determine needs • Develop training material • Accomplish training • Evaluate training

Retro-Cx Process n Commissioning modifications • Design • Construction • Turnover • Operation

Session 13 Final Question and Answer Session

1. Questions? 2. Concerns? 3. Suggestions? Where will you go from here? How will you implement commissioning?

Thank you very much Carl Lawson Hanson Professional Service West Palm Beach, Florida 33406 561 -471 -9370 Email: clawson@hanson-inc. com