PSPC Commissioning Manual (CP.1)

Chapter 1: General requirements

• 1.1 Introduction
• 1.2 Commissioning
• 1.3 Commissioning Requirements
• 1.4 Objectives of commissioning
• 1.5 Risks of inadequate commissioning
• 1.6 Benefits of commissioning
• 1.7 Extent of commissioning
• 1.8 Costs of commissioning
• 1.9 Commissioning of a facility
• 1.10 Project teams
• 1.11 Roles and responsibilities - General comments
• 1.12 Roles and responsibilities - Traditional design capital construction projects
• 1.13 Roles and responsibilities - Smaller design-construction projects
• 1.14 Roles and responsibilities - Design-build projects
• 1.15 Roles and responsibilities - AFD-managed facilities - Projects over $200K

1.1 Introduction

This manual is for the use of the Public Services and Procurement Canada (PSPC) Project Leader, Project Manager, Commissioning Manager and designers in order to give them a clear understanding of commissioning and to provide guidance in the implementation of commissioning to all PSPC projects.

In addition, this manual will assist members of the Project Team and personnel from client departments representing the occupants' interests in applying the principles of commissioning as described in this manual.

In addition to this manual, there are various commissioning guidelines for the implementation of commissioning. These guidelines are referenced in the preface to this document.

The PSPC Commissioning Manual provides detailed information on commissioning as an integral part of the National Project Management System (NPMS) and outlines a clear and consistent approach to commissioning for all members of the Project Team in all stages of NPMS.

Commissioning applies to all PSPC projects including new projects and renovations, leased premises, AFD-managed facilities, Design-build projects and fit-ups.

1.2 Commissioning (Cx)

Commissioning is a planned program of activities that advances built works from the earliest phases of the project identification stage to a condition of full operation, meeting all objectives of commissioning as defined herein. The commissioning process starts in NPMS project identification stage with the production of the investment analysis report (IAR) and ends when the delivered, fully occupied facility has been proven to operate satisfactorily under all weather and occupancy conditions and the Evaluation Report has been written and accepted. Commissioning addresses not only technical systems requirements and the functional and operational needs of the occupants and the Owner including health and safety, security, comfort, and cost effectiveness of operations and maintenance but also protection of the architectural character of new buildings and the heritage character of historical buildings.

Much like the commissioning of ships, commissioning of buildings ensures that when the built works are handed over to its owner occupant or operator as an operating entity it will meet all requirements as described in the Request for proposal (RFP) or the project brief. It requires coordinated efforts on the part of the Project Planning Team, the Design Team, the Commissioning Team, the Construction Team and the Project Management Team.

During construction, commissioning applies to the implementation phase of the NPMS project delivery stage in which system and environmental performances are verified, and the project is moved from a static form to a dynamic state and the facility is accepted for occupancy. Commissioning:

• provides a bridge between construction activities and ongoing operation and maintenance,
• provides the necessary technology transfer (training) tools for O&M activities to be performed properly for the entire service life of the facility,
• focuses on the operation of all systems as an integrated whole and verifies the performance and interaction of all systems operating together under a full range of operating conditions with simulated full occupancy.

1.3 Commissioning requirements

All PSPC construction projects shall undergo a commissioning process as outlined in this manual.

1.4 Objectives of commissioning

The objectives of commissioning are to:

1. document the design intent of the overall project, including the architectural characteristics (in the case of new buildings), protection of the heritage features and character (in the case of historical buildings) and the proposed building systems and components and to verify and demonstrate that all functional and operational requirements have been correctly interpreted in the design solution,
2. minimize O&M costs through the careful selection of design solutions (for economy, reliability, durability, accessibility, maintainability, etc.), construction materials, installation practices and performance verification procedures,
3. verify that selected design solutions and the resultant built works protect the safety, health, welfare and comfort of occupants and O&M personnel,
4. define responsibility areas for meeting these operational requirements in the contract documents and include a process to demonstrate compliance,
5. demonstrate that the client's and the department's requirements are meet during the project implementation and commissioning phases of the project and to support quality management of construction and installation through verification of building components, systems and environments,
6. verify and demonstrate that all systems operate consistently at peak efficiencies, under all normal load conditions, and within the specified energy budget,
7. provide comprehensive documentation of the operational, maintenance and building management,
8. implement a comprehensive training program,
9. transfer the completed works to qualified and trained facility operators.

1.5 Risks of inadequate commissioning

There is an inherent risk that certain penalties are likely to result from a poorly commissioned facility. The Owner/Investor, represented by the Project Leader, must weigh the costs of good commissioning practices against the risks of inadequate commissioning. Such risks and penalties might include:

Expensive corrective measures: High costs and/or major difficulties in retrofitting so as to correct problems which could have been small (or avoided altogether) if addressed during planning or design.

High O&M costs: Inadequate training of O&M staff, poor system documentation or limited performance verification procedures may result in higher utility and O&M costs over the life of the facility (a factor of significant proportions to the Property Manager).

Impact on heritage character of historical buildings: Inadequate training and information could result in inadequate attention to protection of heritage character and design intent.

Inappropriate maintenance practices: Maintenance is likely to be inappropriate when O&M staff have not been fully involved in commissioning activities, resulting in under- or over-maintenance. Either of these will cause unnecessary higher life-cycle costs.

Possible injury: Insufficient protection of system components, not revealed in thorough commissioning, could expose O&M personnel to unnecessary danger.

Unclear design criteria and design intents: These lead to inability to meet project and client requirements and failure to meet federal government objectives.

User discontent: Facility occupants may suffer discomfort or inconvenience as a result of inadequate commissioning. This can lead to complaints to the Owner/Investor, costly remedial measures or loss of clientele.

1.6 Benefits of commissioning

Protection of heritage character: The training and documentation provided and involvement of O&M staff in commissioning is the basis for informed maintenance that is sensitive to the needs of heritage materials and assemblies.

Reduced life-cycle costs: In the long term, the projected life-cycle costs of buildings and facilities will be reduced as a result of the integrated efforts of the Designer and the building operators to meet commissioning requirements. When building quality is translated into higher productivity and reduced absenteeism of the occupants, the overall savings become even more significant.

More cost-effective maintenance: Involvement of O&M staff in commissioning, plus the training and documentation provided, is the basis for more effective operation, maintenance and management throughout the life of the facility.

Knowledge transfer:

1. Systematic development of commissioning documentation facilitates knowledge transfer from one phase of delivery to the next and from the delivery process to the ensuing ongoing operation of the facility.
2. Feedback through project management and report mechanisms can provide benefits to other projects by reporting on experience gained through the Validation and Acceptance Process.

Occupant satisfaction: The primary and immediate beneficiaries of a properly designed, constructed and commissioned facility are the occupants. They will enjoy the advantages of living or working in comfortable, safe, pleasant and properly functioning surroundings that meet their everyday needs. Further benefits will accrue to the Owner/Investor as a result of having satisfied tenants in a quality building that complies with the requirements of the investment plan.

Quality assurance: The Owner/Investor is assured that a quality facility and a "surprise-free" product/environment have been provided. This will be achieved by ensuring that:

1. the contract documents include all commissioning specifications,
2. the requirements of these specifications will be met.

Fully documented tests and inspections will prevent minor errors from developing into serious operational flaws.

System documentation: Provision of accurate and useful historical records is assured. Such records provide important data for O&M efforts as well as for future renovations, upgrades or repairs. Technical reports and other commissioning documents serve as benchmarks for future system testing, re-commissioning and for maintenance or renovation activities.

System performance verification: Commissioning extends into the project delivery stage, close-out phase, in order to verify performance under a full range of operating conditions. This practice aims to provide a "no-surprises" operation cycle for both Owners and O&M staff. A thorough process will help to avoid unforeseen or hidden O&M expenses later.

LEED and BREEAM certification: Commissioning as performed in accordance with the PSPC Commissioning Manual (CP.1) and its associated PSPC Commissioning Guidelines will meet or exceed the fundamental and additional requirements of various programs such as Leadership in Environmental and Energy Design (LEED), Building Research Establishment Environmental Assessment Method (BREEAM), Quality Guideline C2000 and enable the project to obtain the appropriate certification.

1.7 Extent of commissioning

The extent of commissioning is determined through discussions among all stakeholders such as the Project Leader, Project Manager and Commissioning Manager and is then defined in the Commissioning Brief and the Request for proposal (RFP) document.

On the other hand, there is a cost associated with insufficient commissioning (refer to 1.5 "Risks of Inadequate Commissioning", above.

A detailed guideline relating to the extent of commissioning is contained in CP.11: "Guide to the preparation of Commissioning Briefs".

1.8 Costs of commissioning

Many commissioning activities detailed in this manual and the supporting documentation are already being performed as normal standard practice and do not constitute extra costs. Other commissioning activities, traditionally not provided by the design and construction industry, represent additional responsibilities for the Project Manager, Designer and Contractor.

In balance, there will undoubtedly be some additional initial costs to carrying out commissioning procedures. These will depend upon the degree of risk of non-compliance with the occupant's requirements or the life-cycle quality and cost plan the Owner is prepared to undertake. Experience to date indicates that full commissioning adds between 1% and 4% to the mechanical and electrical construction cost of projects. These extra costs can be attributed to the provision of services not usually included in design and construction projects, such as consultations between design and property management personnel; more intensive site services; more extensive systems documentation; and enhanced O&M documentation and training.

It has often been observed that O&M costs during the first year of operation are 50% to 150% higher than during following years. Experience, however, also indicates that the cost of commissioning is more than recovered through reduced O&M costs during this initial year of operation.

Increases in project costs attributable to commissioning may be summarized as follows:

1. Costs due to the Designer's involvement in:
   1. Preparation of a Commissioning Plan,
   2. Preparation of enhanced O&M documentation,
   3. Preparation of test protocols for inclusion in project specification,
   4. Increased involvement in site inspections and testing during construction,
   5. Greater involvement in commissioning,
   6. Responsibilities for, and involvement in, training,
   7. Prolongation of involvement during the warranty period.
2. Costs due to the involvement of PSPC Design Quality Review Team and the PSPC Project Commissioning Team in:
   1. Activities related to preparation and review of commissioning briefs,
   2. Review of Commissioning Plan,
   3. O&M design reviews,
   4. Review of commissioning specifications,
   5. Installation and commissioning inspections,
   6. Performance verification testing,
   7. Review of Building Management Manual and other commissioning documentation,
   8. Commissioning.
3. Costs to the Contractor due to:
   1. Refinement of Commissioning Plan and preparation of Commissioning Schedule,
   2. Greater involvement in training of O&M personnel,
   3. Temporary instrumentation for commissioning,
   4. More intensive involvement in performance verification for commissioning,
   5. The hiring of a qualified Commissioning Agent,
   6. Prolongation of involvement during the Warranty Period.

The exact amount will depend on a variety of factors such as the size, location and complexity of the facility and its systems and the extent of commissioning required. For instance, a research laboratory with stringent air quality and ventilation requirements will necessitate more extensive and costly commissioning than a general-purpose warehouse. Early involvement of the Commissioning Manager to help prepare the Commissioning Plan and Budget will be instrumental in achieving control over the costs of commissioning.

1.9 Commissioning of a facility

An operational facility can be regarded as the architectural building (including, if necessary, its heritage characteristics) a number of integrated systems, each of which delivers a functional environment such as indoor air, visual environment, operational services, security, or emergency services. Each integrated system and its resultant environment is achieved through the proper operation of systems, subsystems, equipment and components which, together, form the integrated system.

The functional environment referred to in Figure 1 below should include any special environmental goals such as those required by Heritage buildings.

The interaction of the system hierarchies is illustrated in Figure 1.

Text description of Figure 1 is available on a separate page.

1.10 Project teams

The team structure for a typical moderate to large project may be comprised of the following project teams.

The make-up of each team varies according to the type, size and complexity of the project. Project team members may participate in one or more teams.

1. The Project Planning Team is assembled for the purpose of developing an investment analysis report (IAR) and consists of the Project Leader, Project Manager and others involved in the preparation of the IAR.
2. The Project Design Team consists of the Design Coordinator, the PSPC Design Quality Review Team, the Commissioning Manager and Architectural, Structural, Mechanical and Electrical Designers. The PSPC Design Quality Review Team consists of engineers and specialists from all disciplines within PSPC and is selected by the Project Manager. The Project Design Team is usually engaged by the Project Manager through business agreements, usually (but not always) at the end of the NPMS project identification stage, and usually continues to work as a team until the end of the project delivery stage, close out phase.
3. The Project Commissioning Team consists of (as appropriate during project delivery) the Project Design Team, the Project Construction Team, the Property Management Team and the Commissioning Manager. The Project Commissioning Team is usually represented by the Commissioning Manager starting during the project identification stage, analysis phase, or, the project delivery stage, planning phase. As design and construction proceeds, other players form part of the team insofar as their responsibilities relate to commissioning. The Project Commissioning Team reaches peak involvement at the project delivery stage, implementation phase.
4. The Project Construction Team consists of the Contractor, sub-trades, manufacturers and suppliers. The Project Construction Team is usually engaged following successful bidding on the project and being awarded the construction contract. This team usually completes its work at the end of the project delivery stage, implementation phase, when the completed project is passed to the Property Management Team for operation. The services of the Project Construction Team is required during the project delivery stage, close out phase for post- construction commissioning and to address all deficiencies.
5. The Property Management Team receives the facility and operates it throughout its useful life, consists of (as appropriate during project delivery) the Property Manager, the O&M staff, Service Contractors, the Project Design Team, the Project Construction Team and the Commissioning Manager.
6. The Evaluation Team, is assembled for the purpose of conducting post-ocupancy evaluation as defined in the project delivery stage, close out phase, and shall include, but not necessarily be limited to the Project Leader, the Project Manager and the Commissioning Manager.

1.11 Roles and responsibilities - General comments

Commissioning is an integrated team effort among all parties involved in the project. It demands full cooperation in all stages of planning, design, construction, installation, activation and performance verification and operation. It also requires clear communications among all parties to achieve understanding of all requirements. This includes full documentation of major decisions and activities.

Successful delivery of a satisfactory project will be achieved only by a well-informed project management group. Similarly, successful delivery of accommodation satisfying User needs can only be achieved by a properly trained property management team that has all the tools to operate and maintain the facility.

The following paragraphs provide roles and responsibilities for the four major types of construction projects used by PSPC:

^{Footnote **} 1.12

Roles and responsibilities - Traditional Design Capital Construction Projects

^{Footnote **} 1.13

Roles and responsibilities - Smaller Design Construction Projects

1.14

Roles and responsibilities - Design-Build Projects

1.15

Roles and responsibilities - AFD Managed Facilities - Projects over $200K.

1.12 Roles and responsibilities - Traditional design capital construction projects

Definition:

Traditional Design Capital Construction Projects may be defined as new projects, renovations and fit-ups for the installation of components, equipment, subsystems, systems and/or integrated systems which are complex and large in scope.

The Project Leader is responsible for initiating the project on behalf of the Owner/Investor, for accepting the facility from the Project Manager and for handing it over to the Property Manager for operation. The Project Leader is also responsible to securing approved project funding.

The Project Manager has overall responsibility for managing the project, and for demonstrating to the Project Leader that the installed systems and overall facility meet the requirements defined in the project brief.

PSPC Design Quality Review Team: reviews all aspects of design from development of the RFP to Conceptual Design Report, agreement with proposed design solutions, quality assurance, quality control, quality management, detailed design, working documents, and the final evaluation including value for money, adherence to standards.

PSPC QA Commissioning Manager: provides planning and technical advice on O&M matters, coordinates commissioning activities from project identification to close out phase; ensures O&M concerns are addressed, provides quality assurance and reviews commissioning documentation at all stages of project delivery including accuracy of Product Information (PI), Performance Verification (PV) and commissioning reports. Communications between the Commissioning Manager, the Designer and the Contractor is through the Project Manager. The Project Manager may delegate authority to the Commissioning Manager in matters relating to commissioning, while retaining overall responsibility for the project.

Consultant (Designer): refers to the private sector consultant with its internal commissioning resources or a firm having experience in commissioning and to in-house designers. The Consultant develops the Commissioning Plan, design intent, proposed design solutions, prepares commissioning specifications, building management manual, and other commissioning documentation, develops training plan, witnesses and certifies performance of all commissioning activities and organizes and monitors all activities as per the Contract Agreement, and is responsible for its contractual design, construction, and warranty-related commitments. The appointment of a Commissioning Manager does not permit the Consultant to abrogate traditional contracted professional responsibilities (e.g site supervision and ensuring that construction conforms to the design intent).

The Contractor/Commissioning Agent: carries out many start-up and performance verification activities and carries out demonstrations and acceptance tests and related procedures. He acts as a coordinator only in matters relating to commissioning, refines the Commissioning Plan develops the Commissioning Schedule, coordinates all commissioning activities in accordance with contract documents, including all tests for equipment, systems and integrated systems and provides required documentation. The Contractor identifies both the site coordinator and the Commissioning Agent.

The Property Manager represents the Operator and is responsible for the day-to-day management and operation of the completed facility after it has been accepted from the Project Leader. During commissioning, he consults with the Project Manager on the acceptability of the facility, including training and documentation, before accepting the project for operation.

Sample 1

Commissioning services - Traditional Design Capital Construction Projects

Designer may be either in-house Designer or private sector Consultant with their own commissioning resource person

NPMS project identification stage - Analysis Phase

• Deliverables
  • IAR
  • Commissioning Budget

NPMS project delivery stage - Planning Phase

• Deliverables
  • Request for proposal (RFP)
  • Project brief

NPMS project delivery stage - Design Phase

• Deliverables
  • Design Criteria, Functional Requirements, Operational Requirements
  • Preliminary O & M budget
  • Design Energy Budget
  • Conceptual Design Report
  • Preliminary Commissioning Plan

NPMS project delivery stage - Implementation Phase - Working Documents

• Deliverables
  • Working documents
  • Commissioning specifications
  • PI and PV Report forms
  • Installation/Start-up Checklists
  • Commissioning specifications added to construction specifications
  • Training Plan
  • 90% completed Building Management Manual
  • Updated Commissioning Plan
  • Detailed O&M Budget
  • Updated Design Energy Budget
  • Updated Commissioning Budget

NPMS project delivery stage - Implementation Phase - Construction

• Deliverables
  • Commissioning Schedule
  • Accepted shop drawings
  • Completed PI report forms
  • Installation/Start-up Checklists
  • Approved TAB Reports

NPMS project delivery stage - Implementation Phase - Commissioning

• Deliverables
  • Completed Building Management Manual (BMM)
  • Approved system and integrated system PV reports
  • "As-Built" plans and specifications
  • Certificate of Interim Completion (Note: Successful completion of commissioning (except for deferred commissioning, fine-tuning, trend logging and adjustment of ventilation rates to promote good IAQ is a requirement for issuance of the Interim Certificate)
  • Final Commissioning documentation
  • Final Certificate of Completion

NPMS project delivery stage - Close-out Phase

• Deliverables
  • Deferred commissioning test reports
  • Systems and Environmental Checks Report
  • Final Commissioning Report
  • Final Evaluation Report

Systems found to be uncommissionable due to design errors and/or omissions shall be redesigned by the designer and re-commissioned at their own expense.

1.13 Roles and responsibilities - Smaller design construction projects

Definition:

Smaller Design Construction Projects may be defined as projects for the installation of equipment, subsystems, systems and/or integrated systems having a limited scope and complexity. It also includes renovations and fit-ups.

The scope of commissioning is identified by the stakeholders on a project-by-project basis.

The Project Leader is responsible for initiating the project on behalf of the Owner/Investor, for accepting the facility from the Project Manager and for handing it over to the Property Manager for operation. The Project Leader is also responsible to securing approved project funding.

The Project Manager has overall responsibility for managing the project after PDS Phase 1, and for demonstrating to the Client that the installed systems and overall facility meet the requirements defined in the project brief.

PSPC Design Quality Review Team: reviews all aspects of design from development of the RFP to detailed design documents, agreement with proposed design solutions, quality assurance, quality control, quality management, and the final evaluation including value for money and adherence to standards.

PSPC QA Commissioning Manager: provides planning and technical advice on O&M matters, coordinates commissioning activities from project identification to close out phases, ensures O&M concerns are addressed, provides quality assurance and reviews commissioning documentation at all stages of project delivery including accuracy of Product Information (PI), Performance Verification (PV) and commissioning reports. Communications between the Commissioning Manager, the Designer and the Contractor is through the Project Manager. The Project Manager may delegate authority to the Commissioning Manager in matters relating to commissioning, while retaining overall responsibility for the project.

Consultant (Designer): refers to private sector consultant with its internal commissioning resources and to in-house designers. Develops Commissioning Plan, design intent and proposed design solutions, prepares commissioning specifications and other commissioning documentation, develop the Training Plan, witnesses and certifies performance of all commissioning activities, organizes and monitors all activities as per the Contract Agreement, and is responsible for its contractual design, construction, and warranty- related commitments. The appointment of a Commissioning Manager does not permit the Consultant (Designer) to abrogate traditional responsibilities (e.g. site supervision and ensuring that construction conforms to the design intent).

Contractor/Commissioning Agent carries out many start-up and performance verification activities, and carries out demonstrations and acceptance tests and related procedures. He acts as a coordinator only in matters relating to commissioning, refines the Commissioning Plan, develops the Commissioning Schedule, coordinates all commissioning activities in accordance with contract documents, including all tests for equipment, systems and integrated systems, and provides required documentation. The Contractor shall identify both the coordinator and the Commissioning Agent.

The Property Manager represents the Operator and is responsible for the day-to-day management and operation of the completed facility after it has been accepted from the Project Leader. During commissioning, he consults with the Project Manager on the acceptability of the facility, including training and documentation, before accepting the project for operation.

Sample 2

Commissioning services - Ssmaller Design Construction Projects

Designer may be either in-house Designer or private sector Consultant with their own commissioning resource person

NPMS project identification stage - Analysis Phase

• Deliverables -
  • Commissioning Budget

NPMS project delivery stage - Planning Phase

• Deliverables -
  • Scope of Work document or Terms of Reference

NPMS project delivery stage - Design Phase

• Deliverables -
  • Design criteria
  • Functional and operational requirements
  • Design Energy Budget if required
  • Conceptual Design Report
  • Preliminary Commissioning Plan

NPMS project delivery stage - Implementation Phase - Working Documents

• Deliverables -
  • Working documents
  • PI and PV Report forms
  • Training Plan
  • Updated Commissioning Plan
  • Updated Building Management Manual
  • O&M Budget

NPMS project delivery stage - Implementation Phase - Construction

• Deliverables -
  • Commissioning Schedule
  • Accepted Shop Drawings
  • Completed PI forms
  • Approved TAB reports

NPMS project delivery stage - Implementation Phase - Commissioning

• Deliverables -
  • Approved PV reports
  • Approved Operating and Maintenance Manual
  • Approved system and integrated system test reports
  • "As-Built" plans and specifications
  • Certificate of Interim Acceptance (Note: Successful completion of commissioning (except for deferred commissioning, fine-tuning, trend logging and adjustment of ventilation rates to promote good IAQ is a requirement for issuance of the Interim Certificate)
  • Final Certificate of Completion

NPMS project delivery stage - Close-out Phase

• Deliverables -
  • Final Commissioning Report
  • Evaluation Report

Systems found to be uncommissionable due to design errors and/or omissions shall be redesigned by the designer and re-commissioned at their own expense.

1.14 Roles and responsibilities - Design-build projects

The Project Leader is responsible for initiating the project on behalf of the Owner/Investor, for accepting the project from the Project Manager and for handing it over to the Property Manager for operation. The Project Leader is also responsible for securing approved project funding.

The Project Manager has overall responsibility for managing the project, and for demonstrating to the Project Leader that the installed systems and overall facility meet the requirements defined in the project brief.

PSPC Design Quality Review Team: reviews all aspects of design from development of the RFP to Conceptual Design Report, agreement with proposed design solutions, quality assurance, quality control, quality management, detailed design, working documents, and the final evaluation including value for money and adherence to standards.

PSPC QA Commissioning Manager: provides planning and technical advice on O&M matters, coordinates commissioning activities from project identification to close out phase, ensures O&M concerns are addressed, provides quality assurance and reviews commissioning documentation at all stages of project delivery including accuracy of PV and commissioning reports. Communications between the Commissioning Manager, the Designer and the Contractor is through the Project Manager. The Project Manager may delegate authority to the Commissioning Manager in matters relating to commissioning, while retaining overall responsibility for the project.

Designer-Builder (Developer): is responsible to develop design solutions meeting the requirements of the Client, prepare commissioning specifications and other commissioning documentation and to develop the Training Plan. As the Builder: is responsible for the construction / installation of the project and for all commissioning activities including witnessing of performance testing.

Design-Builder's Commissioning Agent: is responsible to fulfill the commissioning program, prepare and submit a Commissioning Plan, develop Commissioning Schedules, for detailed coordination of commissioning activities, executing all commissioning activities in accordance with the contract documents, providing direction for all matter relating to commissioning including tests of systems, integrated systems and equipment and providing all required documentation. The Design-Builder's Commissioning Agent acts as a coordinator in all matters relating to commissioning. He coordinates all commissioning activities, making sure that commissioning activities are implemented in accordance with the Commissioning Schedule. On major projects, the Contractor shall identify both the coordinator and the Commissioning Agent.

The Property Manager represents the Operator and is responsible for the day-to-day management and operation of the completed facility after it has been accepted from the Project Leader. During commissioning, he consults with the Project Manager on the acceptability of the facility, including training and documentation, before accepting the project for operation.

Sample 3

Commissioning services - Design-Build Projects

Designer may be either in-house Designer or private sector Consultant with their own commissioning resource person

NPMS project identification stage - Analysis Phase

• Deliverables -
  • IAR
  • Commissioning Budget

NPMS project delivery stage - Planning Phase

• Deliverables -
  • Request for proposal (RFP)
  • Design-Build specifications

NPMS project delivery stage - Design Phase

• Deliverables -
  • Design Criteria
  • Functional and Operational requirements
  • O & M Budget
  • Design Energy Budget
  • Conceptual Design Report
  • Preliminary Commissioning Plan

NPMS project delivery stage - Implementation Phase - Working Documents

• Deliverables -
  • Working documents
  • Commissioning specifications
  • PI & PV Report Form and Checklists
  • Updated Commissioning Plan
  • Training Plan
  • Building Management Manual
  • Detailed O&M Budget
  • Updated Design Energy Budget
  • Updated Commissioning Budget

NPMS project delivery stage - Implementation Phase - Construction

• Deliverables -
  • Commissioning Schedule
  • Approved shop drawings
  • Completed PI Forms
  • Installation / Start-up Checklists
  • Approved TAB Reports

NPMS project delivery stage - Implementation Phase - Commissioning

• Deliverables -
  • Completed PV reports
  • Completed Building Management Manual
  • Approved System and Integrated system test reports
  • Certificate of Interim Acceptance (Note: Successful completion of commissioning (except for deferred commissioning, fine-tuning, trend logging and adjustment of ventilation rates to promote good IAQ is a requirement for issuance of the Interim Certificate)
  • Final Commissioning documentation
  • Final Certificate of Completion

NPMS project delivery stage - Close-out Phase

• Deliverables -
  • Deferred Commissioning reports
  • Systems and Environmental Checks Report
  • Final Commissioning Report
  • Evaluation Report

Systems found to be uncommissionable due to design errors and/or omissions shall be redesigned by the designer and re-commissioned at their own expense.

1.15 Roles and responsibilities - AFD managed facilities - Projects over $200K

1 General

The contractual and information movement organizational chart and all information regarding the participants to commissioning shall be in full accordance with the "AFD Management Handbook - Standard Operating Procedures for Commissioning Projects over $200K in AFD Managed Buildings" - latest edition.

2 Commissioning services

Commissioning Services for projects in AFD - Managed facilities shall be in accordance with Table 1 forming part of the "AFD Management Handbook - Standard Operating Procedures for Commissioning Projects over $200K in AFD Managed Buildings" (latest edition).

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