Commissioning professionals, myself included, have always advocated the delay of systems acceptance by and turnover to the owner until the commissioning process is complete. In this sense, “complete” means the systems pass their functional performance tests and the owner’s operations staff has been properly trained.
Integrated Project Delivery (IPD) is a collaborative process that has been applied more and more frequently to building design and construction projects. Although it is implemented in slightly different ways from project to project, it is always about involving all project team members in intense planning and coordination, starting very early in design and extending through construction and facility turnover.
Continuing last month’s topic of commissioning action lists (a.k.a. master issues logs, a.k.a. corrective action lists), I would like to focus on the items in those documents that deal with construction phase or acceptance testing “deficiencies.”
Whether one calls it a commissioning action list, a master issues log, a deficiency list, a corrective action list, etc., every commissioning project includes a matrix of items needing attention by someone on the project team. This table is the responsibility of the commissioning professional to create, maintain, and share with the team.
From a missing pipe hanger three floors down to steam traps past their prime, these stories show how steam system problems can originate inside the boiler room or far beyond it. Read more in February issue.