In the beginning, the goal is to enable the operations and maintenance staff to work with the system to give it the best chance to perform as designed. Later, the vision is a culture of continuous improvement that can withstand changes in technology and personnel. In between? Plenty of opportunity for thoughtful operations and standardized routines.
Modern buildings are truly amazing structures, with highly complex and integrated building systems that are energy-efficient and sustainable. Whereas many owners, developers, and builders prefer to focus on the external/visual appeal of the building, it is often the “internals” that determine whether the building works for tenants and their customers. To meet this challenge, it is not uncommon to utilize a host of engineering specialty services including HVAC, electrical, plumbing, lighting, fire protection, fire alarm, security, data/communications, and audio/visual to provide the environment and features required.
While a great deal of effort is often expended in the design and construction of smart buildings, the transition to ongoing O&M can leave a gap that can be very difficult and expensive to close. The purpose of this article is to provide some guidelines that can help close this gap, ease the transition when the design/construction teams leave, and develop an environment of continuous improvement that is sustainable.