Professional Documents
Culture Documents
PROJECT MANAGEMENT
HANDBOOK FOR
BUILDING SERVICES
Compiled by
C. Parsloe
L. J. Wild
Application Guide AG 11/98
PROJECT MANAGEMENT
HANDBOOK FOR
BUILDING SERVICES
Compiled by
C. Parsloe
L. J. Wild
ISBN 086022 502 X Printed by Oakdale Printing Co ©BSRIA 79060/1 June 1998
ACKNOWLEDGEMENTS]
ACKNOWLEDGEMENTS
BSRIA would like to thank the following sponsors for their contribution
which has led to the production of this Application Guide:
The research project was undertaken under the guidance of the CIBSE
Project Management Group. The contributors were:
PREFACE
ABBREVIATIONS
CONTENTS
1 INTRODUCTION 1
1.1 OBJECTIVES 1
1.2 WHAT IS PROJECT MANAGEMENT? 1
1.3 HOW TO USE THIS HANDBOOK 3
2 PLAN OF WORK 5
2.1 RIBA PLAN OF WORK 5
2.2 PROCESS PROTOCOL 7
3 DESIGN TEAM APPOINTMENT : 9
3.1 MAIN OPTIONS FOR DESIGN TEAM SELECTION 9
3.2 FEE TENDER APPOINTMENT OF DESIGN TEAM 10
3.3 ACCEPTING THE APPOINTMENT 17
3.4 ALLOCATION OF DESIGN RESPONSIBILITIES 18
4 INCEPTION TO OUTLINE PROPOSALS 24
4.1 BRIEFING 24
4.2 MANAGING THE BRIEF 28
4.3 VALUE MANAGEMENT AS AN AID TO BRIEFING 30
4.4 PROCUREMENT PLANNING 32
4.5 PARTNERING 38
5 OUTLINE PROPOSALS TO DETAILED DESIGN 43
5.1 SCOPE 43
5.2 ROLES AND RESPONSIBILITIES 46
5.3 DESIGN PLANNING 50
5.4 CDM REGULATIONS 52
5.5 DESIGN PROCESS MANAGEMENT 58
5.6 PROJECT COST PLANNING 68
5.7 VALUE MANAGEMENT AS AN AID TO SYSTEM SELECTION 70
5.8 VALUE ENGINEERING AS AN AID TO COMPONENT SELECTION 72
6 TENDER PROCESS 74
6.1 PREPARATION OF TENDER ENQUIRY DOCUMENTATION 75
6.2 SELECTING THE METHOD OF TENDERING.. 79
6.3 SELECTING THE TENDERERS 80
6.4 EVALUATION OF TENDERS 83
6.5 RESPONDING TO TENDER ENQUIRIES 84
7 CONSTRUCTION 87
7.1 QUALITY AND ENVIRONMENTAL PLANS 87
7.2 HEALTH AND SAFETY 90
7.3 DELIVERY OF INFORMATION 94
7.4 PLANNING AND PROGRAMMING 98
7.5 SUPERVISION AND INSPECTION 104
7.6 ASSESSING AND REPORTING CONSTRUCTION PROGRESS 112
8 COMMISSIONING 116
8.1 COMMISSIONING MANAGEMENT 116
8.2 PROVING PERFORMANCE 122
9 HANDOVER... . 125
9.1 FINAL INSPECTIONS 125
9.2 PRE-HANDOVER ACTIVITIES 128
9.3 HANDOVER INFORMATION 131
9.4 PRACTICAL COMPLETION 135
9.5 POST-HANDOVER 135
9.6 FEEDBACK 139
10 BIBLIOGRAPHY 142
10.1 REFERENCED MATERIAL 142
10.2 BACKGROUND MATERIAL 144
INDEX 215
TOOLBOX
PRO FORMA
APPENDICES
TABLES
FIGURES
1 INTRODUCTION
The aim has been to make the handbook relevant to both individual
engineers who are responsible for managing their own activities, and
engineers in an overall management role who have responsibility for
managing the activities of others.
1.1 OBJECTIVES The main objectives of the handbook are to provide practical guidance
on:
1.2 WHAT IS Project management differs from other management principles in that it
PROJECT concentrates on a project with a finite life span, carried out to meet
MANAGEMENT? specific goals within time, cost and quality objectives.
All projects undergo the following stages:
conceiving and defining the project
planning the project
implementing the plan
completing and evaluating the project.
There are three basic parameters to all projects: quality, cost and time.
The aim is to complete the project to the specified level of quality on or
before the deadline and within budget.
The following list indicates the range of typical duties which might be
required of a construction project manager:
1.3 HOW TO USE Most sections of the handbook cover stand-alone subjects so that
THIS HANDBOOK readers can dip in to specific topics without needing to read all of the
preceding material. Sections are frequently cross-referenced to each
other to illustrate where there are links between different activities.
lists/check-lists
actions/responsibilities
rules/watchpoints
reference material
2 PLAN OF WORK
At the outset of any project it is essential that the client's project team
define an overall plan of work within which individual activities can be
placed. This will help to focus the team on the activities required and
the order in which they must be completed.
2.1 RlBA PLAN OF The main stages of the construction process are defined in a framework
WORK developed by the RIB A known as the RIBA Plan of Work. This is the
most commonly quoted basis for defining the stages of a construction
project. The ACE conditions of Engagement (1995) under which many
building services designers are appointed reflects the main stages in the
RIBA Plan of Work. Indeed, this handbook for building services
engineers is roughly structured on the RIBA framework, although with
separate stages for commissioning and handover, these being critical
aspects of building services installation.
Although the design stages of the RIB A Plan of Work fit well with
architectural design, they are not always well matched to building
services design appointments. For example, for the architect, briefing
proceeds through the scheme design stage concluding with a
consolidated brief. This then forms the basis for detailed design before
going out to tender. However, for many building services design
appointments, design activities may end after the scheme design,
detailed design being carried out by the installing contractor when
appointed. It is therefore essential that the relative roles of individual
organisations within the plan of work are clearly understood.
SECTION
Figure 2.1 Example plan of work based on RIBA Plan of Work
Project Management Handbook for Building Services
SOFT GATE
HARD GATE
HARD GATE
SOFT GATE
SOFT GATE
SOFT GATE
SOFT GATE
SOFT GATE
SOFT GATE
Activity
Zone
Value Prepare Revise Revise Revise Revise Revise Revise Finalise Implement handover
manage- outline business business business business business business business plan
DEVELOPMENT
ment business case case case cast case case case
MANAGEMENT (see 4..3) case
Agree and accept Briefing (see 4.2) Briefing (see 4.2) Value engineering Value engineering
DESIGN Post handover
design appointment (see 5.8) (see 9.5)
MANAGEMENT
(see 3.3) Prepare design
Design process Dssign process Design process
management & Value management management (see management management Feedback (see 9.6)
quality plane (see 5.7) 5.5)
(see 5.3 and 5.5)
Handover information
(see 9.3)
HEALTH A N D SAFETY,
PLAN OF WORK
Prepare pre-tender Prepare contractor's Prepare h&s file
©BSRIA AG 11/98
STATUTORY AND LEGAL h&s plan and h&s file h&s plan (see 7.2)
MANAGEMENT (see 5.4)
PROCESS Prepare plan of Revise plan of work Revise plan of work Revise plan of work Revise plan of work Finalise plan of work
Revise plan of work Revise plan of work
MANAGEMENT work (see 2.0)
-VM report -schedule of design -strategic brief & -project brief (see 4.1.3) -VE report -consolidated or -consolidated brief -tender documentation -programmes -O&M manuals
-plan of work responsibilities project execution VM report design brief brief (see 4.1.5) -co-ordination drawings -project plan -h&s file
DELIVERABLES -client brief plan (see 4.1.2) -feasiblity & cost studies (see 4.1.4) -detailed design specification -plant schedules
(4.1.1) -design -cost plan (see 5.6) -revised cost plan drawings -commissioning specification -builders' work
management and -pretender h&s plan -specification (NB building services design -working drawings
quality plans and file -commissioning deliverables depend on type -method statements
specification of design appointment) -test & inspection plans
(see 7.4 for all of above)
PLAN OF WORK SECTION 2
2.2 PROCESS The Generic Design and Construction Process Protocol was funded by
PROTOCOL EPSRC and developed by Salford University. It represents the result of
collaborative research involving a number of leading UK construction
companies and clients.
The main features and advice associated with the Process Protocol
(which might equally be applied to any other process) are as follows:
SECTION 2
Figure 2.2 Example plan of work based on Process Protocol Map
Pre-project phases Pre-construction phases Construction phases Post-completion phase
DEMONSTRATING CONCEPTION OF OUTLINE SUBSTANTIVE OUTLINE FULL CO-ORDINATED DESIGN, PRODUCTION CONSTRUCTION OPERATION &
Hard gate
Hard gate
Hard gate
Hard gate
Soft gate
Soft gate
Soft gate
Soft gate
Soft gate
THE NEED NEED FEASIBILITY FEASIBILITY STUDY CONCEPTUAL CONCEPTUAL PROCUREMENT & FULL INFORMATION MAINTENANCE
& OUTLINE DESIGN DESIGN FINANCIAL AUTHORITY
FINANCIAL AUTHORITY
Activity zone:
Value Prepare Revise Revise Revise Revise Revise Revise Finalise Implement handover
DEVELOPMENT manage - outline business business business business business business business plan
ment business case case case case case case case
MANAGEMENT
(see 4.3) case
Prepare order of Prepare Revise cost plan Revise cost plan Finalise cost plan
Cost
cost estimate cost plan
studies
(see 5.6)
DESIGN Briefing (see 4.2) Briefing (see 4.2) Briefing (see 4.2) Value engineering Design process Design process Post handover (see 9.5)
(see 5.9) management management
MANAGEMENT
Prepare design
management & Design process
Agree and accept Value management Feedback (see 9.6)
quality plans management (see
design appointment (see 5.7) 5.5)
(see 5.3 and 5.5)
(see 3.3)
Prepare quality and
Contr ibute to value environmental plans Supervision and
PRODUCTION engineering Respond to tender (see 7.1) inspection (see 7.5)
enquiry (see 6.5)
MANAGEMENT Construction planning
& programming Assessing and reporting
(see 7.4) progress (see 7.6)
Corrrnissioning (see 8. 0)
FACILITIES Final inspections
(see 6.1)
MANAGEMENT
Pre-handover (see 9.2)
Handover information
(see 9.3)
PLAN OF WORK
©BSRIA AG 11/98
MANAGEMENT
Prepare plan of
PROCESS work (see 2.0) Revise plan of work Revise plan of work Revise plan of work Revise plan of work Revise plan of work Revise plan of work F inalise plan of work
MANAGEMENT
-strategic brief & protect brief - VM report -VE report consolidated -revised detailed design -programmes -O&M manuals -in-house appraisals
-VM report project execution see 4.1.3) brief (see 4.1.5) drawings or co-ordination -project plan
-feasibility & cost studies -revised cost plan (see 9.6.1)
DELIVERABLES -plan of work plan (see 4.1.2) -feasibility studies drawings -plant schedules -h&s file
-cost plan (see 5.6)
-client brief -project handbook -cost studies -specification -builders' work -close out reports
-design brief (see 4.1.4)
(4.1.1) -schedule of design -commissioning specification -working drawings (see 9.6.3)
-pre-tender h&s plan and file
-responsibilities -method statements
-post occupancy
-cost estimate -test & inspection plans evaluations (see 9.6.4)
(see 7.4 for all of above
DESIGN TEAM APPOINTMENT SECTION 3
Fee tender, whereby the designer is selected based solely on the fee
quoted for a given project brief and description of service required.
Whatever the route chosen, all projects will benefit from the
appointment and involvement of the building services designer at the
earliest stages of briefing. Many projects suffer from the appointment
of the building services designer at a stage which is too late for them to
influence key decisions which will impact on the cost and performance
of the services.
3.2 FEE TENDER The use of competitive tendering for design services has increased in
APPOINTMENT recent years. If this method is to be successful, the process needs to be
OF DESIGN TEAM managed carefully.
Establishment of
the quality/price
mechanism
Figure 3.1
Preparation Issue of
Process of fee tender Preparation Evaluation Performance
of the tender
of the brief and award evaluation
appointment tender list documents
Preparation
of the tender
documents
For the purpose of obtaining competitive bids, the project brief needs to
be fairly well established and should provide the most detailed possible
information on the following:
years in business
experience on similar projects
labour resources
qualifications of key staff and years of experience
areas of specialist expertise relevant to project
specialist out-sourcing
current workload
financial standing
quality systems
house style
computer aided design systems
professional indemnity insurance cover
internal management.
taking up references
examining previous work
visiting completed projects
interview and/or presentation
visits to designers' offices.
a letter of invitation
dates by which tenders should be returned
the programme for award
rules regarding validity and acceptability of submissions
a statement of any confidentiality requirements relating to issued
information
the information tenderers should provide
the project brief (as described in section 3.2.2)
the designer's brief (as described in section 3.2.3)
proposed terms of engagement
insurance requirements
the basis of the competition
the criteria to be used for evaluation
the relative priorities of the evaluation criteria.
a list of enclosures
the number of tenderers
details of how and when the result will be notified
an offer to debrief if unsuccessful.
Technical:
technical proficiency
willingness to innovate
design skills
relevant experience.
Management:
quality management system in place
ability to achieve objectives
ability to work to programme
ability to work to budget
ability to work with others.
Method:
proposals tor undertaking the work
staffing
skills, qualifications, previous experience of staff who will be
working on the project
facilities
availability of relevant facilities.
In order to obtain a fair comparison between the values quoted, each fee
proposal should be compared taking into account:
Very low tenders should be reviewed to ensure that the tenderer has
fully understood the requirements.
notify the winner as soon as possible to ensure that the named team
are still available
advise all other tenderers
provide de-briefing to all tenderers advising the range of fees
submitted.
ensure that the terms of the invitation are fair and equitable
ensure that the information provided is sufficient to permit
preparation of realistic, comprehensive and comparable bids
ensure that the level of service quoted is within the scope of the
stated requirements.
3.4 ALLOCATION OF One of the most important considerations before agreeing any form
DESIGN of design appointment is to ensure that design responsibilities are
RESPONSIBILITIES clearly defined and allocated, and that all participants to the project
understand their relative duties within a comprehensive framework
of activities. Without this understanding gaps can appear where no
party accepts responsibility and the whole design and construction
process begins to break down.
This report identifies that for building services design most confusion
arises over the following issues:
For projects where detailed design has been done by the installing
contractor in the course of producing "installation drawings", then they
should carry responsibility for spatial co-ordination. Where there are
several installing contractors, one of them should be identified as the
lead contractor and made responsible for co-ordinating the work of the
others.
The designer should interpret the client brief and establish the
maintenance priorities and options best suited for the client's
purposes.
The designer should specify the precise scope and content of the
operating and maintenance manuals and record drawings.
The designer, client representative and installing contractor should
monitor the production of the handover information, establishing
target dates for production of information, programming the drawing
process, and checking the draft manuals and drawings.
Source: BSR1A TN 21/97 The Allocation of Design Responsibilities for Building Engineering Services
4.1 BRIEFING A brief is everything the design team need to know about the building
the client requires. The briefing process extends throughout the design
stages of a building project. It is an iterative process involving regular
feedback from clients, advisers design team and end users.
Good briefing is essential to ensure that the client's needs are met and
that best value for money is obtained. All projects will benefit from the
involvement of a building services designer at the earliest stages of
briefing.
Within these publications, the briefing process and the main stages
involved are described, sometimes using different terminology and with
the activities in a different order. In particular, BSRIA Application
Guide AG1/90 is written with assumption that the building services
engineer will enter the briefing process at a stage when many of the
basic decisions about the proposed building have already been made.
The content of the client brief may be used to decide on the need to
appoint a project manager or other professional adviser to help the client
with the subsequent stages of briefing.
Furthermore, the client brief will form the basis for deciding whether
there is a need to carry out a detailed appraisal of the project options
available to the client. This may be essential if it is apparent that the
client does not fully understand his own requirements, or is unaware of
the options open to him. A particularly good methodology for carrying
out this type of appraisal is the use of value management techniques as
explained in section 4.3.
The project brief might contain all of the basic information contained in
the client brief and strategic brief, as listed above, plus specific details
of the project team and proposed building design solutions in so far as
these have been decided, including:
details of the project team, ie names and contact details for:
clients
end users
architect
planning supervisor
building services consultant
quantity surveyor
structural engineer
specialist consultants (eg acoustic, fire engineering etc)
project manager
construction manager
details of other related groups:
local authority
cost consultant
quantity surveyor
utility suppliers
fire officer
a project description
a description of the proposed building functions
site location and access details
details of constraints arising from legislation or other factors
total floor areas of proposed buildings
building layouts
The project brief will form the basis for the outline design proposals in
which initial layouts and drawings are prepared. It is therefore crucial
that the information contained in it is as comprehensive as possible and
has the full agreement of the client. Any changes of mind from this
point on can be extremely costly.
4.2 MANAGING THE In order to manage the client and other team members through the
BRIEF briefing process a clear strategy must be adopted. The following sub-
sections provide general guidance notes to help prepare managers.
4.2.2 Programming
For the briefing process it is important to invest the most time in the
early stages. The cost of changes later on can be more expensive.
4.2.4 Activities
The following actions are required of the briefing committee
4.3 VALUE Value management can be an invaluable tool to help clients put their
MANAGEMENT AS requirements and intentions into context and to help the designer to
AN AID TO fully appreciate those requirements and their order of priority.
BRIEFING
One definition of value management is as follows:
A structured approach to defining what value means to a
client in meeting a perceived need by clearly defining and
agreeing the project objectives and how they can be
achieved.
In all cases it should never be assumed that the client understands what
he is asking for. The designer has a duty of care to explain the
consequences of certain client requests in terms of installed and life
cycle costs, programme or complexity. It may be that a much simpler
solution is available which the client is unaware of.
Mission Statement: The prolect is Required as part of the Client's on going business objective in the field of Property Management/lnvestment. A return on investment is
required within 15 years, therefore the building must be completed/let as soon and as cheaply as possible.
Attract tenants
Aesthetically Comfortable Environmentally
pleasing Flexible Future proof
en vironment friendly
Maximise
floor area
Small Small riser
footprint voids
Open
A.S.A.P
Good Prefabrication
buildability potential
Maximise Minimise
investment construction
Minimum slab Minimum
height distribution
Minimise
running costs
Good
Low energy maintainability
Constraints Identified: The Building Services must comply with the Building Regulations. CIBSE Lighting Guides and Health & Safety at Work Act.
Site Location/lnfrastructure.
Tick Participants:
Structural Building Project Cost Sub- Sub- Specify Others
Client Architect Facilitator Contractor
Engineer Services Eng. Manager Consultant Contractor Contractor
4.4 PROCUREMENT A procurement strategy must be selected which is most likely to achieve
PLANNING the client's objectives. The choice made is very likely to influence the
outcome of the project in terms of its cost, quality and construction
period. Furthermore, the choice will have a bearing on how much
control and flexibility the client gets, and how much risk he is exposed
to.
This section brings together the main check-lists and tools described in
these publications as an aid to managers assisting the client in the
selection process.
timescale
cost
quality
complexity
flexibility
control
risk
responsibility.
It may be that under each of these criteria there are a number of issues
that are relevant to a particular client and need to be addressed. For
example the following questions should be put to the client.
Timescale:
Cost:
Quality:
Flexibility:
Do you foresee the need to alter the project in any way after agreeing
the design brief?
Do you foresee the need to leave decisions on internal layout and
phased handover as late as possible, perhaps during construction?
Risk:
Responsibility:
At early stages of the project, the timing information used will be based
on the project team's previous experience of similar construction
projects. As the project develops, more detailed programmes can be
developed with input from the relevant contractors and sub-traders.
Further explanation of the master programme and its relation with other
types of programme is given in section 7.4.2.
Very • • •
How important is timescale? Average • • • •
Not very •
Tlmescale Must the building be in use by a Yes • • •
certain date? No •
Do you wish to minimise the Yes • • •
construction phase of the project? No •
Weighting: 20 Scores: 0 20 20 20
Is there a strict cost limit? Yes • • •
No •
Do you need a firm price for Yes • • •
construction before giving a No •
Cost commitment to proceed?
How important are future running Very • • • •
costs? Average • • • •
Not very •
Are there any restrictions on the Yes • •
timing or availability of funding? No • •
Weighting: 25 Scores: 12.5 18.7 12.5 18.7
How important is the appearance Very • • •
of the building? Average • • • •
Not very •
How important is the reliability of Very • • •
the building and services? Average • • • •
Quality Not very •
Very • • •
How important is life expectancy? Average • • • •
Not very •
Does your building need to be Yes • • •
technically advanced or highly No • • •
serviced?
Weighting: 15 Scores: 11.2 11.2 15 15
Do you foresee the need to alter Yes • •
Flexibility the project in any way after No • •
agreeing the design brief?
Weighting: 10 Scores: 10 10 0 0
Do you want the builder to carry Yes •
the risk of cost slippage? No • • •
Risk Do you want the design team to Yes •
carry all risk for design? No • • •
Weighting: 20 Scores: 0 20 0 0
Do you wish to have a direct Yes •
responsibility for the management No • • • •
Respons- of the project?
ibility Do you wish responsibility to be Yes • • •
allocated to one organisation (or No • •
split between a number of different
parties)?
Weighting: 10 Scores: 10 5 10 5
Totals: 43.7 84.4 57.5 58.7
KEY:
1 Traditional general contracting (designer led) 3 Management contracting
2 Design and build 4 Construction management
Prepare comparative
programmes for
different design and
construction options
Prepare comparative
programmes for
different procurement
options
Yes
Figure 4.3 Review / modify?
Planning and
preparation of
a project master No
programme
Agree procurement No
method with client?
Yes
Agree outline
programme with
client
Prepare outline
construction programme
Prepare outline
procurement
programme
The initial workshop should typically last two days and should include
the following activities:
an introduction to partnering
an introduction by each of the team members including
a description of their roles and requirements
a list of their perceived success factors
the agreement of a mission statement for the project
the agreement of project objectives and their priorities (possibly
identified previously at a value management workshop)
the agreement of communication methods between the parties
team building exercises
the identification of problem areas and areas of conflicting interests
technical
managerial
political.
The flow chart shown in Figure 4.4 indicates the problem resolution
process recommended.
At the political level a wider view of the long term interests of the
parties should be taken into account.
If no solution has been agreed at the end of this procedure, then some
form of adjudication must be considered. However, this would be
damaging to the partnering agreement so every effort must be made to
achieve a solution through this process.
Propose solutions
No
Problem resolved?
Yes
Agreement
• co-operation
• motivation
• quality improvement
• value improvement
• achievement of mutual goals.
5.1 SCOPE The activities to be carried out by the design team and the project
manager, and proposed methods by which they may be managed are
described in the following publications:
For the design team, the output of the outline proposals stage will be:
The main design activities to be carried out during the outline proposals
stage are as follows:
review the project brief to ensure that the client's objectives are still
valid
develop outline proposals
check proposals against brief, budget and programme issue
preliminary plans and specification
finalise the outline proposals
present proposals to client for approval.
assess design office resources needed and ensure that they are
adequate and available
review the project quality plan (as described in section 5.3.1)
monitor progress against design timetable
monitor design cost against job cost allocation
monitor project cost against cost allocation.
At the outline proposals stage it is important that the design team leader
ensures that the client fully understands the design proposals and
formally agrees that they meet his objectives. The designer's proposals
must therefore be in a format which the client can easily understand.
For the design team, the scheme design stage usually involves the
preparation of:
The main design activities to be carried out during the scheme design
stage are as follows:
assess office resources needed and ensure that they are adequate and
available
review the project quality plan
monitor progress against design timetable
monitor design costs against job cost allocation
monitor project costs against cost allocation.
The scope of work involved in the scheme design stage may vary
depending on how much preparation was done in preceding stages. The
overlap between outline design and scheme design may also be blurred.
However, keeping a closely defined distinction between the two may be
important if there is a doubt that the project may not proceed beyond
outline proposals.
For building services designers the scheme design output may often
form the basis for tender enquiry to prospective installers.
The main activities to be carried out at detailed design stage include the
following:
check whether the client has accepted the scheme design proposals
review the consolidated brief to ensure that the client's objectives are
still valid
develop detailed designs
issue preliminary drawings and draft specification
check detailed designs against brief, budget and programme
finalise the detailed design
present the detailed design to the client for approval
prepare tender documentation.
5.2 ROLES AND The relationships between project management functions and design
RESPONSIBILITIES management functions are shown in Figure 5.1.
Client Other
Firm 1 Firm 2 Firm 3
sources
Figure 5.1
Design team
organisation
Specialists
Design team leader Design unit leader Design unit leader Design unit leader
and advisors
(see 5.2.2) (see 5.2.3)
Design team
=> to ensure that the design management plan (as described in section
5.3.2) is being complied with
=> to ensure that the requirements of the consolidated brief are being
met
=> to produce, together with the design team, an integrated programme
for the activities of all design team members
=> to develop the design programme to include dates for the submission
and consideration of outstanding reports affecting design issues
=> to commission any additional reports required
=> to draw attention to the design team's duties under the CDM
Regulations (see section 5.4)
=> to obtain, on behalf of the design team, information and decisions
relevant to the design from the client
=> to submit, with the design team, preliminary design proposals to the
client for approval
=> to obtain regular cost reports, monitor the cost plan and secure client
approvals at agreed stages.
=> to clarify responsibilities between the design team and specialist
contractors or manufacturers who may contribute to the design
=> to review project control procedures and amend the project handbook
as required (see section 5.3.3)
=> to review and if necessary amplify the consolidated brief for each
design unit
=> to co-ordinate client and design team activities
=> to prepare with the design team a detailed design and production
information programme defining tasks and allocating responsibilities
=> to establish key dates for delivery of information for cost checking,
client approval, and tender preparation purposes
=> to liaise between client, design team and statutory bodies
=> to prepare and collate design progress reports
=> to obtain client approval for detailed design.
liaising with the design team leader, and other members of the
project team
obtaining the necessary approvals from the project team or design
team leader
participating in briefing
advising on the design resources needed to complete the design
planning the design programme
agreeing channels of communication
identifying the need for specialist design input from other
organisations
identifying sources of design data and methodologies
ensuring that the design is completed
controlling design cost, programme and quality of output
appraising design inputs from others
attending site (post tender) as required.
It follows that a design unit leader is responsible to both the design team
leader and the design facility manager and it is essential that these two
duties do not conflict. This is best achieved by ensuring that design
appointments and responsibilities are clearly defined and mutually
compatible.
5.3 DESIGN The planning of design activities throughout the duration of the project
PLANNING should be given careful consideration by the project team, and
documented in the form of quality plans, design management plans and
project handbooks.
There may also be a need for specific "quality plans" describing how
the quality system is to be applied to particular projects. A project
quality plan should describe how things should be carried out for the
project in question. It should be a dynamic document and should be
reviewed at the commencement of each stage of the plan of work to
ensure that the procedures are applicable to the tasks ahead.
5.4 CDM Under the Construction (Design and Management) (CDM) Regulations
REGULATIONS 1994, designers have a duty to consider health and safety issues during
the design process, and to minimise risk. In order to comply with the
Regulations, health and safety needs to be considered along with other
design issues.
identify any significant health and safety hazards associated with the
construction and maintenance of the design
select design options that entail as few as possible foreseeable risks
(within the limits of what is reasonably practicable)
look for ways of reducing and controlling the risks that remain.
To ensure that risks to health and safety are fully considered in the
design process designers should:
Guidance on the planning supervisor's role and duties are provided in:
The pre-tender health and safety plan is developed during the design,
and forms part of the tender documents. It is likely that the design team
will provide most of the information. Its scope may include details of:
the client
Specific guidance regarding the health and safety file is provided in:
These publications suggest that the health and safety file can be treated
as a composite part of handover information as described in section 9.3.
In its simplest form the health and safety file may comprise a contents
indicating the location of list of information relevant to health and
safety contained in other handover documents such as the O&M
manuals or record drawings.
agree with the client the scope of the health and safety
requirements
establish a budget for health and safety activities
identify and take into account any existing health and safety
information relevant to the project
agree with the client the format and structure in which information
is to be presented for the health and safety plan and file
establish the method of compiling the health and safety plan and
file
define responsibilities and authorities with regard to the
preparation of health and safety information
define staged activities and required outputs
identify milestones for the delivery of health and safety
information and ensure these are identified in project programmes
ensure that designers specify what is expected of contractors,
equipment suppliers, commissioning engineers etc regarding the
preparation of their health and safety plans and input to the health
and safety file
specify the requirements for the health and safety file (refer to
BSRIA Technical Note TN9/97)
procure resources for the preparation of the documentation (eg
external authors)
brief the persons responsible for producing documentation
manage the process for compiling the information.
5.5 DESIGN A full list of the design duties and the main design activities should
PROCESS have been agreed on appointment of the design team and further
MANAGEMENT detailed within the project documentation described under section 5.3.
The following sections explain how some of these activities might best
be managed and co-ordinated to ensure the success of the process.
Furthermore, it has been shown that many of the problems which occur
on building sites are the result of poor project information. Every effort
should be made to ensure that information is:
complete
delivered on time
accurate in terms of description, reference and dimension
sufficiently detailed to suit its purpose (whether for pricing or
construction)
feasible, ie buildable or installable
relevant
clearly expressed and unambiguous
firm (as opposed to provisional)
consistently arranged and structured
not conflicting (with itself or other information).
A complete set of pro forma matrix sheets covering all of the building
services items listed under CAWS are included as Pro forma section P3.
A design brief change procedure must be agreed for the project and
included in each party's project quality plan (see section 5.3.1). The
procedure must provide clear instructions on how and when to record a
change to the brief, including its effect on the project objectives.
An example pro forma sheet for a design change control form is shown
as Figure 5.4.
The procedures for design change control will change after the
appointment of the contractor. Post-tender design changes may give rise
to variation claims. Some project managers may therefore develop
specific change assessment procedures to evaluate the impact of design
changes.
Description:
Reviews within a design unit or within the project design team are likely
to involve properly structured meetings with an agenda which addresses
the following developments since the last review meeting:
For each design work package there are five stages of planning:
The determination of earliest and latest start times are best determined
by charting the process in a Gantt chart or for large complex projects, a
PERT diagram. These techniques are described in their simplest forms
in Toolbox sections T3 and T4. Reference should be made to standard
project management text books for greater detail on their application.
These dates would feed into the project master programme and be
monitored by the design team leader or project manager.
The cost of the design process will largely be made up from the labour
cost associated with each work package, although overheads, materials,
equipment hire and management costs may need to be added. Each
design unit will need to monitor and control its own costs.
focused on a deliverable
unambiguous
measurable
few in number (around eight across the course of the design process)
at useful intervals.
Based on man hour estimates for each work package, the cost of each
package can be determined, and hence a target cost expenditure to
coincide with each of the agreed milestones can be established.
At regular design review meetings, the design unit leader can report the
estimated earned value of the work relative to the milestones. The
earned value is calculated as:
This principle is illustrated in Figure 5.5. It can be seen that for the
imaginary project illustrated, £10,000 has been spent out of a total
budget of £30,000 ie 33% of the total. However, in work terms around
40% of the work has been completed suggesting a fairly healthy
situation.
It can be seen that by plotting the planned costs against the design
programme timescale an overview of the design process is created.
Since most expenditure tends to occur in the middle stages of a process
this curve is usually S shaped. Plotting expenditure and earned value on
the same graph provides an indication of how well the design is
progressing against budget and programme.
£ £
£
C
Earned value
Earned value Expenditure
Expenditure Control cost
Control cost
now Time
now Time
5.6 PROJECT COST Accepted definitions for budget and cost planning are as follows:
PLANNING
• budget - the total expenditure authorised by the client which is
within the responsibility of the design team
• cost planning - the technique by which the budget is allocated to the
various elements of an intended building project to provide the
design team with a balanced cost framework within which to produce
a successful design.
Because terminology can vary, each project should adopt agreed
common terms.
If there is any uncertainty, whenever called upon to comment on the
budget, cost plan or their equivalents, the building services designer
should:
=> request the basis upon which the allowances were made
=> request the degree of accuracy of the figures presented.
A confusion can also arise over the interpretation of cost data provided
to building services designers by quantity surveyors. Gross cost values
for components which incorporate installation costs are of little use to
the designer selecting the component. To ensure that cost targets are
achieved the designer requires the nett cost of the component itself so
that a selection can be made which is within the quantity surveyor's
allowance.
The methods used to forecast costs will vary at different stages of the
design. As design work progresses more accurate forecasts of
construction cost can be made. The design team leader and client
should agree at what stages forecasts should be made. Forecasts should
be presented in an agreed format using recognised methods of
measurement and cost data.
The client should be made aware of the factors likely to cause the actual
construction cost to vary from the cost forecast during design. If the
design team leader feels that the client's budget must be exceeded a
written request should be made giving:
If preceding cost control has been carried out effectively, the pre-tender
estimate should comply with the latest cost appraisal.
5.7 VALUE Following on from the value management exercise carried out at
MANAGEMENT AS inception stage (as described in section 4.3) a second value management
AN AID TO workshop is useful to help decide best value design solutions.
SYSTEM
SELECTION
More detailed guidance on value management is given in:
verify that the previously established project objectives are still valid
ensure that the choice of outline design proposals is made in
accordance with the appropriate value criteria
achieve a group consensus in favour of a single option
ensure the decision making process is accountable.
The participants to the workshop are likely to be those that attended the
concept stage value management workshop described in section 4.3.1,
plus any other stakeholders who may have emerged.
The main stages of the outline proposals stage workshop are as follows:
Cost/value reconciliation: - the first cost and life cycle cost of each
option is now considered. Final selection may be based on the ratio
of the proposal's rating to projected cost. Alternatively, the proposal
with the highest rating could be chosen as long as it does not exceed
the budget.
5.8 VALUE Value engineering differs from value management in that attention now
ENGINEERING AS switches to the functions of different systems or components. The
AN AID TO intention is to determine whether the same function can be achieved at
COMPONENT
lower cost.
SELECTION
Cools air
Removes Reduce s
heat temperatur e
Heats ai r
Adds Increase s
heat temperature
De-humidifies ai r
Removes Reduce s
moistur e spec. enthalpy
Condition s
Humidifies ai r
spac e Adds Increase s
moistur e spec. enthalp y
Cleans ai r
Filters
pollutants
Provide s
ai r movement
Discharges Provide s press
ai r gradients
Provides
fresh air
Intake s
ai r
6 TENDER PROCESS
Compilation
Response
of preliminary
Advertise from
list of
interested
tenders
contractors
Late tenders
Rejected invitations
Arrangements for tender
Queries directed to
Receipt of tenders Tender opening
Invite tenders tender nominee
Accompanied site
Prepare tender packages, inspections
including health and safety plan
Tender appraisal
Communication
with tenderers Awarding the contract
Qualified
tenderers Letters of regret
Source: The Chartered Institute of Building. Code of Practice for Project Management for Construction and
Development
• a letter of invitation
• an explanation of the scope of works
• an explanation of the tender method
• instructions to tenderers
• the information tenderers should provide
• dates by which tenders should be returned
• the programme for award
• rules regarding validity and acceptability of submissions
• proposed forms of contract with all relevant information entered
• information for inclusion in contracts, eg option clauses and special
or amended clauses
• special requirements for insurance, warranty or guarantee bonds
• a declaration of non-collusion
• the basis of the competition
• the general criteria to be used for evaluation
Lead management
Project: E x a m p l e - Multi-service design on a construction management projec
collation
Req'd No. of Date Date
Document Source Drafted Typed Checked Printed Comment
copies required received
Declaration of
QS
non-collusion
Performance bond
Warranty QS
Parent company
CM
guarantee
Other documents (listed): CM
Environmental policy CM
Quality policy
CM/
DUL
If the advice in section 3.4 has been followed, the designer will have
confirmed with the client, before his appointment, the scope of his terms
of engagement in the form of a list of responsibilities regarding each of
these potential problem areas. In order to minimise the risk of
confusion to tendering contractors, this same information should be
passed to them. Pro forma sheets for allocating design responsibilities
are included as Pro forma section P1.
In any event, where there is a clear intent to pass some responsibility for
design to a subcontractor or supplier, this must always be done with the
prior knowledge and consent of the client.
6.2 SELECTING THE The method of tendering should be agreed with the client and other
METHOD OF members of the project team. Specific guidance on the alternative
TENDERING methods of tendering, and the situations in which they might be
appropriate are given in the following NJCC publications:
Furthermore,
6.3 SELECTING THE For selective tendering, a list of contractors must be prepared. It is
TENDERERS essential that, for building services installation, tenderers are chosen by
managers who have some knowledge of building services. This will
help to ensure that companies are chosen who can handle the technical
and managerial complexity of a particular project, and that the selected
firms are generally comparable in size and ability.
6.3.1 Pre-qualification
Stage one selection of contractors may be based on any or all of the
following sources:
the client project manager's or design team leader's own contact list
reputation or recommendation
advice from professional bodies
public advertisement.
check whether the client has any preferences regarding the choice
of contractor or whether he keeps a list of approved contractors
check whether the selection procedure needs to take account of
specific client objectives (eg a client who places a high priority on
environmental issues may wish to employ contractors with
established environmental management systems in place)
identify the essential features and expertise required from
prospective tenderers
brief selected firms regarding the nature of the project and the
method of procurement
obtain views from firms on the proposed scope of works, form of
contract, tender and construction periods (NB concern that contract
conditions are risky is likely to reflect in higher tender prices)
check whether labour would be direct employed, self-employed or
subcontract
obtain confirmation from firms of their intention to respond
recommend to the project team appropriate firms for interview
together with other members of the project team, conduct
interviews with prospective tenderers (see section 6.3.2)
prepare a final tender list for client approval
arrange for selected tenderers to visit and inspect the project site.
pre-construction expectations
site administration
setting out and dimensional control
materials handling and control
supervision and on-site representation (a visit to an existing site
should be requested)
labour relations
quality management
environmental management
the health and safety plan
partnering arrangements.
6.4 EVALUATION OF Tenders should be retained unopened until the return deadline. They
TENDERS should then be opened in compliance with any set project procedure.
The contractor should be told in advance what the main focus of the
meeting will be to enable them to nominate their most appropriate
representatives for attendance.
Any contractor queries should be raised and various actions and dates
for their resolution set.
6.5 RESPONDING TO For contractors on the receiving end of a tender enquiry, care must be
TENDER taken to plan and programme their response.
ENQUIRIES
Concerns regarding any of these issues should be raised during the pre-
qualification interview. If any of these aspects are considered
unsatisfactory, the contractor may wish to decline to tender at this point
rather than waste time and effort on a potentially high risk contract.
Assuming the contractor is happy with the proposed project and tender
process, steps must be taken to plan and programme his tender response.
The contractor should:
clarify the scope of the tender bid and the bid documentation
required
estimate the number of hours to be allocated for bid preparation
(based on an estimate of the likely contract value and
documentation required)
allocate staff to resource the preparation of the bid
identify any deviations from the standard contract conditions
which might incur additional risk
assess the areas of risk associated with the contract and decide a
strategy for dealing with them
identify packages for sub-letting to specialist contractors
identify non-standard items of plant equipment or materials and
decide how to obtain prices for these
prepare a management strategy and organisation diagram for the
project (as described in sections 6.5.1 and 6.5.2).
With regard to the post tender interview, the contractor should assess in
advance (or ask for guidance from the interview organiser) which
members of his team should be present at this meeting, ie a director with
an estimator, site manager or design leader. This will very much depend
on whether the main focus of the meeting is to be technical, managerial
or cost related. Attendance by inappropriate members of staff could
leave the contractor at a severe disadvantage if decisions can't be made
at the interview and further negotiations are required before the award
of a contract.
Off site
Director
Project manager *
On site
Departments
7 CONSTRUCTION
7.1 QUALITY AND Contractors will have to prepare quality and environmental plans
ENVIRONMENTAL possibly as a need to meet:
PLANS
. specified requirements, or
. a contractor's enquiry conditions, or
. their own company systems.
Construction work should not proceed until these plans have been
prepared and approved by the project team.
• an authority statement
• details of controls governing the contents of the quality plan and its
issue
• quality auditing procedures
• a quality statement for the project
• the management organisation (on-site and off-site)
• the allocation of responsibilities
• controls over documentation
• programming and method statements
• procurement procedures
• control of off-site manufacturing, testing and fabrication
• procedures for packaging, delivery and storage on-site
• systems for product identification and traceability
• procedures for supervision and inspection of installations
• procedures for testing of installations
• procedures for commissioning
• methods of protecting the works
• procedures for calibrating instruments on-site
• procedures leading to handover
• schedules of standing instructions, project procedures and work
instructions
• schedules of standard forms.
The contractor's quality plan should eventually include input from sub-
traders' quality plans. These may become available over a period of
time meaning that a staged approval process needs to be set up, possibly
starting with the plans submitted at tender stage but extending until all
sub-traders are appointed. Individual companies' quality plans will
usually be based on their own quality management system, modified or
extended to suit the particular project requirements. For example off-
site fabricators may need to amend their quality procedures to cover
testing, commissioning, protection during transport, off-loading and any
associated acceptance or witnessing checks during these stages.
In particular, the content of the quality plan will form the basis for
checks on sub-contractor activities. If the quality plan states that a
certain activity will take place, it is legitimate to establish whether it is
happening and, if not, why not.
• the client
• the design team
7.2 HEALTH AND There is a variety of health and safety legislation which is relevant to
SAFETY construction, most of which comes under the umbrella of the Health and
Safety at Work Act, etc 1974. The legislation requires employers to
have regard for the health and safety of their employees, and to ensure,
as far as reasonably practical, that contractors, visitors, and members of
the public are not exposed to health and safety risks. Employees must
also take reasonable care of their own safety and that of others who may
be affected by their actions.
• develop and implement the health and safety plan (as defined in
section 7.2.2)
• satisfy themselves that contractors carrying out works are competent
and have made adequate provision for health and safety
• obtain and check safety method statements from contractors
• ensure the co-ordination and co-operation of contractors
• ensure training for health and safety is carried out
In preparing the health and safety plan, the principal contractor needs to
identify the hazards and assess the risks associated with each of the
main stages of the construction process. To do this properly, method
statements may be required from each of the contractors working on the
project. Where there is a significant risk which is common to a number
of contractors, the principal contractor should take a positive role in
ensuring that the risks are controlled and managed.
It is likely that information for the health and safety plan will become
available over a period of time, so the plan should be reviewed and up-
dated as information is made available. Furthermore, design changes
arising during construction may necessitate additional risks being taken
into account and entail the involvement of the planning supervisor. It is
vital that all such changes are notified to all parties working on-site who
will be affected.
• the health and safety standards to which the project will be earned
out
• procedures for ensuring that contractors are competent and will make
adequate provision for health and safety, eg
- requesting contractors' safety instructions and method statements
- defining in advance the safety information required from each
contractor
- requesting safety information on materials to be used by
contractors
- requesting details of machinery or tools to be used by contractors,
and the training given
• arrangements for management meetings and initiatives to promote
safety
• arrangements for dealing with design work carried out during the
construction phase
• procedures for safety inspections, checks and audits to ensure
compliance with:
- legal requirements
- health and safety rules developed by the principal contractor
- the safety standards set for the project
• arrangements for checking that everyone on site has been provided
with:
- details of the project, planning supervisor, principal contractor etc
- the relevant parts of the health and safety plan
- the appropriate health and safety training
• arrangements for obtaining and considering the views of workers on
health and safety
• arrangements for the identification and management of risk to health
and safety, including details of risk assessments to be carried out and
details of safety method statements to be completed in relation to
issues such as:
- materials storage and handling
- the movement of vehicles on-site
- the disposal of waste
- common access and work areas
- temporary services eg electricity
- temporary structures
- commissioning
• emergency arrangements in the case of injuries, fire etc
• arrangements for informing the principal contractor about accidents,
ill-health and dangerous occurrences which need to be notified to
HSE under the Reporting of Injuries, Diseases, and Dangerous
Occurrences Regulations (RIDDOR) 1985
• arrangements for the provision and maintenance of welfare facilities
• site rules, arrangements for making site rules and arrangements for
bringing them to the attention of those affected
• arrangements for passing on information for the health and safety file
• details and locations of statutory registers and accident books
• descriptions of safety equipment to be available on-site, its purpose,
use and control
• proposals for safety training, for whom, when to be given, and how
to be recorded
• programmes for review, amendment and re-issue of safety plan.
The legal status of the health and safety file now means that a building
services installer who does not provide O&M manuals and record
drawings will jeopardise the issue of the practical completion certificate
and, possibly, handover of the project.
ensure that construction work does not start until the principal
contractor has prepared a suitable health and safety plan
set up a team to prepare the health and safety plan based on the
resources identified at pre-tender stage
check compliance with health and safety legislation where the
client's work activities may be affected by the construction work
ensure that nominated contractors are competent and are aware of
their requirements under the health and safety plan
ensure that tender documentation for sub-contractor appointments
includes the relevant parts of the health and safety plan, eg codes
to be complied with, site rules and procedures to be followed
check health and safety information provided in sub-contractor
tenders and confirm that proposed contractors are competent
regarding health and safety issues
check contractors' safety method statements to ensure that all risks
have been assessed and that adequate arrangements have been
specified in compliance with the health and safety plan
consider the programming of different contractors' works to ensure
that the activity of one will not create a hazard for another.
• manufacturer's drawings
• manufacturer's certified drawings
• builders' work drawings
• specialist drawings.
Initially, the building services installer will need to prepare a list of the
working drawings he intends to produce. The full list may be
provisional until more precise details are available from suppliers and
sub-traders.
For those drawings under his direct control a resourced person day
allocated programme for their production must be prepared. The
procedure for managing and monitoring the production of drawings can
be the same as described for the production of the design (see sections
5.5.11 and 5.5.12). The timeliness of delivery of drawings is essential if
the master programme is to be achieved.
• lightning protection
• substation and HV switchgear
• lifts and escalators
• security systems
• data systems
• telecommunications
• fire detection and prevention
• kitchens and cold rooms
• electric generators
• UPS systems
• BMS
• commissioning
• commissioning management.
• materials
• samples
• mock-ups
• trial site assemblies
• workmanship.
The contractor must prepare a list of all the T&I plans that need to be
produced, including those required from his sub-traders, and should
prepare a programme or date schedule for the release of T&I plans for
approval. As in the case of method statements, the contractor may
initially only be able to give approximate dates for the delivery of T&I
plans to be prepared by sub-traders not yet appointed.
Where relevant, T & I plans should also identify "hold points", ie stages
beyond which work shall not proceed until the preceding stage has been
checked for compliance with the specified requirements.
• chillers
• boilers
• air handling units
• high voltage switchgear
• generators
• lifts
• terminal units
• control panels
• prefabricated plant rooms, risers, modules etc.
° Gantt charts
° PERT diagrams
° network analysis techniques
° critical path analysis
° resource analysis.
Gantt charts and PERT diagrams are described in their simplest forms in
Toolbox sections T3 and T4. For more detailed guidance on their
application and the other forms of analysis, reference should be made to
standard project management text books.
The main problem is that under many forms of contract, the lead
contractor is required to produce a master programme which must
typically be submitted within 21 days of accepting of the tender. This
has the disadvantage that input from sub-contractors, including the
building services installer, may not be available in time to be
incorporated.
programme before the lead contractor places the order with a building
services sub-contractor.
Durations should be added to each activity using the working day as the
unit of time.
* installation in areas which include plant rooms does not start until
they are weather tight
* priority is given to installing the electrical supplies to motor control
centres and outstations so that power supplies to fans and pumps are
available in time to prepare for commissioning
* electricity, gas, water, drainage, telephones and data utilities are
installed and enlivened in time for commissioning
* commissioning activities, tests and demonstrations are divided into
logical stages and dates, each of which are checked for feasibility
given the state of completion of the building and other activities
* dates for client or tenant training are agreed with them in advance
* the preparation of record drawings and operation and maintenance
manuals is scheduled to ensure delivery in advance of handover and
makes allowance for at least two approval cycles lasting four weeks
each.
* absenteeism
* overtime working.
manager and design team are frequently left uncertain. The contractor
may need to ask for clarification regarding what site inspections they
intend to make and the inspection procedures anticipated. Depending
on the scope of inspections anticipated, it may be beneficial to have an
inspection harmonisation meeting between contractors and the parties
responsible for carrying out inspections.
Prior to and during the course of construction, the lead contractor and
building services installer would be required to:
The role of the clerk of works is to point out defects and by implication
of this, to give instructions for corrective actions. Clerks of works who
have no building services knowledge can effectively slow down the
installation by constantly seeking explanation of the contractor's
actions. It is therefore essential to ensure that, if appointed, the clerk of
works is adequately qualified to oversee building services installation.
Inspectors and officers of the local authorities will include the following
individuals:
• building inspector
• sanitary inspector
• H&S inspector
• building control officer
• fire control officer
• environmental health officer.
7.5.2 Instructions
Most of the instructions generated during a project come from the client,
project manager or design team and are issued, under the conditions of
the contract, to the lead contractor. These are then passed on to the lead
contractor's sub-traders and from them to their sub-traders.
7.5.3 Variations
Variations are a particular form of instruction which can change the
scope and content of the works for which the building services installer
has received an order. They may therefore have an impact on cost and
programme. In general, individual variations of whatever size do not
represent the greatest management problem. Management procedures
are most strained when large numbers of variations are issued at a time
when construction activities are at their peak.
Clarify client
Client change
requirements
requested
Compile report on
consequences of
change
Review and
modify
Issue variation
order
7.5.4 Inspections
Each contractor has a requirement to deliver the works on time, to the
tendered cost and to the specified standards. Compliance with these
requirements is confirmed through the process of inspections.
The building services contractor must plan and resource the inspections
which apply to his work and that of his sub-traders. These are issues for
The activities which require inspection will vary from project to project.
The inspection of building services under construction will normally
cover visual inspection of:
• plant and equipment
- under manufacture
- in storage
- when delivered to site
• distribution systems
• terminals.
7.5.5 Defects
A defect can be defined as an unacceptable deviation from specified
requirements.
7 days
yes/
14 days
28 days
Name:
Signed:
Title:
Date:
Distribution: 1.
2.
3.
4.
1 Access to valve
Where some deficiency of the design is the possible cause of the defect,
the initial response should be an informal discussion of the problem
accompanied by the issue of a "request for information" sheet to the
designer. This might ask for clarification or an instruction for remedial
action. However, there may sometimes be an issue of responsibility to
resolve, particularly at the so-called "fuzzy edge" between separately
appointed building services designers and installers.
7.6 ASSESSING AND Construction progress is controlled by setting realistic targets and
REPORTING monitoring performance against those targets. Any deviation in
CONSTRUCTION performance must be scrutinised and corrective action taken where
PROGRESS necessary. If sub-contractors slip behind their agreed sectional
programmes, then they have a greater obligation to help find solutions
which bring the project back on programme.
• commissioning
• handover documentation
• client training and instruction
• final inspection and clearance of defects
• handover procedures.
Safety may also be dealt with at separate dedicated site safety meetings.
• marked up programmes
• progress status sheets
• marked up drawings.
8 COMMISSIONING
General duties:
• assess progress
• resolve clashes of priority between contractors.
The requirements for system proving must be decided and agreed at the
design stage. The building services designer should therefore describe
these requirements in the commissioning management specification,
together with the proposed contractual arrangement under which the
works will be completed. Similarly, commissioning logic diagrams and
programmes prepared by the commissioning manager or installing
contractor should make proper allowance for system proving activities.
Building users often benefit from some fine tuning during their first year
of operation. The project management team must, in consultation with
the client and designer:
• assess the need for fine tuning of the building services
• ensure that requirements for fine tuning are incorporated in the
commissioning specification
• ensure that fine tuning activities are programmed and planned in
advance
• arrange that the relevant parties are retained and appointed to provide
input to fine tuning activities
• ensure that fine tuning activities are planned with regard to the health
and safety of occupants and such that any disturbance to them is
minimised
• arrange a mechanism by which building occupants can provide
feedback on the performance of the building both before and after
fine tuning.
Meetings to deal with issues arising from fine tuning of the services
should be held on a regular basis (typically monthly) between the
designer, client representative, facilities manager, commissioning
manager etc. The previously appointed commissioning manager should
be retained under a new agreement to provide input.
9 HANDOVER
9.1 FINAL A final round of inspections will be carried out by the contractor's
INSPECTIONS representative and the design team.
Defect status report for: Mechanical services Contractor: Mechelec Report issue date: 7/11/97
No Inspect Zone Level Room Element Description Category Clearance dates:
Date ref. Cleared Inspected
01 20/10/97 West 3 Office Insulation Torn insulation on plenum boxes dam 17/11/97 20/11/97
02 20/10/97 West 3 Office Ductwork No access to dampers spec 17/11/97 20/11/97
03 20/10/97 West 1 Lobby Ductwork Duct access door blocked by pipes spec 15/11/97 20/11/97
04 20/10/97 West 1 Lobby Pipework Regulating valve missing inc 15/11/97 20/11/97
05 20/10/97 West 1 Lobby Pipework Isolating valve doesn't shut off spec 15/11/97 20/11/97
06 20/10/97 West 1 Plant Pipework Strainer fitted wrong way round inc 21/11/97 25/11/97
07 20/10/97 West 1 Plant Labels Lagging to ducting incomplete inc 21/11/97 25/11/97
Key:
spec non-compliance with specified requirements
dam site damaged
Inc incomplete work
var incomplete due to late variation
There is no ideal time for the initial inspection to occur and this activity
is likely to coincide with the final stages of commissioning or during the
training of the end user's staff.
Care must be taken to ensure that phased handover does not prevent the
completion of works required under the contract or interfere with the
operation of building services systems.
• fire systems and those affecting escape routes, eg smoke extract and
emergency lighting
• security systems
• building safety, eg guard rails, notices etc
• public health systems
• environmental systems (HVAC, lighting, acoustics etc)
• process services and sensitive areas
• visual defects.
The reducing number of inspection and defect clearance sheets from the
installer, lead contractor and client team should culminate with the issue
of a practical completion certificate and a short list of non-critical
outstanding defects.
9.2 PRE-HANDOVER The main events leading up to practical completion include the
following:
• the required scope, content and format for the O&M manuals is
agreed between design team and client at concept design stage
• the requirement for record drawings is agreed at the concept design
stage
• responsibilities for the preparation of handover information are
clearly identified pre-tender (see section 9.2.2)
• a programme is prepared for preparation and delivery of handover
information
• systems are in place for change control to deal with changes to the
installation design during construction
• a procedure is in place for checking O&M information
• a definition is given of the degree of deficiency which would be
considered serious enough to delay completion
• operator instruction and training requirements are established
• maintenance responsibilities are established
• the requirements for extended warranties are decided.
Since many of the instruction and training activities will need to take
place on-site, prior to handover, the process should be integrated into
individual contractors' sectional programmes and the project master
programme.
9.2.5 Spares
Spares and tools to be provided for on-going maintenance must be
agreed and planned for in advance. This should ideally have been
considered by the designer and specified at tender stage. If there is any
uncertainty on the part of the contractor clarification should be
requested from the designer.
9.2.6 Keys
Early in the handover process the building services installer should
create key schedules. These should cover their availability on site,
identification, usage for access control and final handover. Keys
provided for the set up and adjustment of special equipment should be
included on the schedule.
9.2.7 Tools
Where designers are unaware of the specialist tools used for the erection
of plant and equipment, or required for its maintenance, they should
specify that the building services installer will provide and identify in
the handover information, whatever tools are required for the
maintenance of the building services. To ensure the availability of the
appropriate tools at handover, a schedule of tools should be drawn up by
the installer at an early stage.
9.2.8 Replacements
Stock levels of replacement oils, greases, chemicals, filters etc should be
agreed during design and specified at the tender stage. Clarification
should be sought if there is any uncertainty in the requirement.
• usage
• replacement during commissioning
• replacement after handover.
9.3 HANDOVER Specific details on the options for format, content and delivery of
INFORMATION handover information are given in:
If not specified, the provider of O&M manuals must also agree the
format of their presentation, eg font styles, type of cover, internal layout
etc.
The health and safety file must be produced in compliance with the
Construction (Design and Management) Regulations regardless of the
requirements of the designer's specification. A detailed check-list of the
certificates and test records relevant to building services which might be
contained in the health and safety file is provided in BSRIA Technical
Note TNI5/95 Handover Information for Building Services.
• the drawing should be to a scale not less than that of the installation
drawings
• the drawings should have marked upon them positions of access
points for operating and maintenance purposes
• the drawing should not be dimensioned unless the inclusion of a
dimension is considered necessary for location.
SECTION 9
Figure 9.2 Example document issue control sheet
Project: Example | Document: Health and Safety file Contractor: Mechelec Date: 15/11/98
FIRST DRAFT SECOND DRAFT FINAL ISSUE
Building Handover Installer Issue to Issue to Design Comment Final Issue to Issue to Design Comment Issue to Contractor Issue to
date info. to lead design team passed to installer lead design team passed to lead /design client
author contractor team comment author info, to contractor team comment author contractor team
author checks
A 6/11/98 21/8/98 4/9/98 7/9/98 21/9/98 23/9/98 2/10/98 16/10/98 19/10/98 22/10/98 23/10/98 2/11/98 4/11/98 6/11/98
22/8/98 4/9/98 7/9/98 21/9/98 23/9/98 3/10/98 16/10/98 20/10/98 22/10/98 23/10/98 2/11/98 5/11/98 9/11/98
B 6/11/98 21/8/98 4/9/98 7/9/98 21/9/98 23/9/98 2/10/98 16/10/98 19/10/98 22/10/98 23/10/98 2/11/98 4/11/98 6/11/98
22/8/98 4/9/98 7/9/98 21/9/98 23/9/98 3/10/98 16/10/98 20/10/98 22/10/98 23/10/98 2/11/98 5/11/98 9/11/98
c 27/11/98 11/9/98 25/9/98 29/9/98 13/10/98 15/10/98 23/10/98 6/11/98 10/11/98 12/11/98 13/11/98 23/11/98 25/11/98 27/11/98
11/9/98 25/9/98 29/9/98 13/10/98 15/10/98 23/10/98 8/11/98 12/11/98 12/11/98 15/11/98
D 27/11/98 11/9/98 25/9/98 29/9/98 13/10/98 15/10/98 23/10/98 6/11/98 10/11/98 12/11/98 13/11/98 23/11/98 25/11/98 27/11/98
11/9/98 25/9/98 29/9/98 13/10/98 15/10/98 24/10/98 8/11/98
© BSRIA AG 11/98
HANDOVER
HANDOVER SECTION 9
9.4 PRACTICAL Before practical completion, the project manager and planning
COMPLETION supervisor should ensure that:
At handover:
9.5 POST-HANDOVER After the project has been handed over, the building services installer
may retain an involvement in the following activities:
Table 9.1
Information to be retained by designers and installers
Designer Installer
Brief * *
Enquiry documents/drawings * *
Tender/fee bid proposals * *
Feasibility studies * *
Contract/terms of engagement * *
Building Regulation approvals including fire, licensing etc * *
Specifications * *
Calculations * *
Planning approvals * *
Programmes * *
Drawings * *
Record drawings *
Commissioning results * *
O&M manuals - spares/parts listings * *
Records of training/instruction for owner/operator staff/operatives * *
Comment/approvals drawings - particularly for design development * *
Contract information (including prequalification meeting notes, tender
documents, order, progress records, minutes of meetings etc) * *
Copy invoices * *
Test and inspection (T&l) documents (including plans, approval of samples,
* *
holdpoint ie witnessing approvals)
Insurance policies *
Insurance certification records eg lifts, sprinklers, pressure vessels etc *
Accident book - and associated records *
Photographs - negatives if possible, including any video cassettes
Completion, notification of handover certificates and records (sectional, partial
possession, practical)
Final accounts and fee settlement statements * *
Invoices supporting final account and fee settlement *
Making good defect records/certificates * *
All general correspondence * *
Minutes of principal contractor, design construction *
Progress and commissioning meetings etc * *
Minutes of specialist and sub-trader meetings *
Information request sheets and responses * *
Defects schedules * *
Principal Contractor's instructions and directions *
Instructions and directions to specialist and sub traders
Quality plans/procedures etc * *
Quality audits/reviews * *
Method statements * *
Health and safety plans, information passed to planning supervision,
* *
notifications minutes of meetings etc
COSSH assessment documents *
Industrial relations returns *
Reports from specialists and sub-traders *
Reports to principal contractor, eg pre-site meeting *
Progress reports *
Ad hoc reports, eg for special situations * *
Further defects may come to light during the defects liability period.
These should be added to the list of defects and handled in the same
way.
9.6 FEEDBACK Feedback involves the acquisition analysis and dissemination of lessons
learned from the project.
9.6.2 Debrief
It may be a requirement of the contract that a debrief meeting is held to
which members of the project team are invited. It is essential that such
meetings are given clear objectives and held with the full co-operation
of all of the parties. A "no-blame" policy must be agreed to ensure the
most open possible discussion of the problems and difficulties
encountered.
The debrief can address any aspect of the project design, construction,
and management including:
Typical contents lists for close out reports which might be produced by
building services designers and installers are included as Appendix A9.
10 BIBLIOGRAPHY
10.1 REFERENCED The following publications are referenced within the main text of this
MATERIAL guide as the principal sources of information.
Tender process
TOOLBOX
TOOLBOX
TOOLBOX T1
reflect the project priorities.
Each tender return would be assessed against, say, four quality criteria,
each of which has a different level of importance as reflected by a
percentage score allocated to each criterion.
Tender prices would be scored on the basis that the lowest price scores
100 points and that one point is deducted from each of the other tenders
for each percentage point their price is above the lowest.
Price criterion:
Tender price £55,000
Price score 92 (ie 8% above lowest)
Overall assessment:
Quality weighting x quality score 80% x 68 = 54.4
Price weighting x price score 20% x 92 = 18.4
Overall score: 72.8
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TOOLBOX T2
TOOLBOX T2 Brainstorming
ideas from others which in turn leads to more ideas from the one who
initiated the original idea.
State the rules: The participants should know the rules of the
brainstorming session before it commences, ie
The first step is to eliminate any ideas which are obviously unworkable
or which don't achieve the objectives and functions agreed at the outset.
Next, refine the list further by considering for each option in turn:
Once each idea has been subjected to the above analysis the end result
should be a list of workable alternatives. These alternatives can be
given a category agreed by all the participants. These categories could
be as follows:
TOOLBOX T2
Category B For possible development in the medium term
Category C Not to be pursued.
Each of the thinking hats has a colour: white, red, black, yellow, green,
blue. The colours provide names for the hats.
White Hat White is neutral and objective. The white hat is concerned
with objective facts and figures.
Red Hat Red suggests anger (seeing red), rage and emotions, The red
hat gives the emotional view.
Black Hat Black is gloomy and negative. The black hat covers the
negative aspects - why it cannot be done
Yellow Hat Yellow is sunny and positive. The yellow hat is optimistic
and covers hope and positive thinking.
Green Hat Green is grass, vegetation and abundant, fertile growth. The
green hat indicates creativity and new ideas.
Blue Hat Blue is cool, and it is also the colour of the sky, which is
above everything else. The blue hat is concerned with control and the
organisation of the thinking process. Also the use of the other hats.
In practice the hats are always referred to by their colour and never by
their function. There is good reason for this. If you ask someone to
give their emotional reaction to something, you are unlikely to get an
honest answer because people think it wrong to be emotional. But the
term red hat is neutral. You can ask someone to "take off the black hat
for a moment" more easily than you can ask that person to stop being so
TOOLBOX T2
TOOLBOX T3
an estimate of the time required for each step. A completed Gantt chart
will indicate the minimum total time for the project, the proper
sequence of events, and which activities can be under way at the same
time. When there is flexibility in the timing of a step this is indicated
by a broken bar indicating slack time into which the activity could
move without affecting the overall programme.
components:
A non-activity between two events indicates that the two events are
dependent on one another although there is no specific activity linking
the two.
The most sophisticated PERT diagrams are drawn on a time scale, with
the horizontal projection of connecting arrows indicating the amount of
time required for each activity. As for Gantt charts, slack time is
indicated by a broken arrow.
3 5
1 4 7 8
2 6
0 1 2 3 4 5 6 7 8 9 10 day
TOOLBOX T5
The following rankings may be used
Map out the level of risk on a grid of likelihood versus severity (see
Figure T5.1).
RISK UNACCEPTABLE
4
ALARP
3
2 ALARP
1 RISK TOLERABLE
1 2 3 4 5 6 7
LIKELIHOOD
• cannot be tolerated
• must be reduced as much as reasonably practicable
• may be safely left.
PRO FORMA
PRO FORMA
PRO FORMA P1
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Project: | Design unit leader: l Date:
1. GENERAL DESIGN ACTIVITIES
Responsibility:
Ref Design Activity Des Inst Oth Additional explanation:
1.1 Production of Drawings
Sketch drawings
Schematic drawings
Detailed design drawings
Co-ordination drawing
Installation drawings
Installation wiring drawings
Shop drawings
Manufacturer's drawings
Manufacturer's certified drawings
Record drawings
Builders' work drawings
Specialist drawings
© BSRIA
Project: | Design unit leader: | Date:
2. SELECTION OF PLANT AND EQUIPMENT
Responsibility:
Ref Design Activity Des Inst Oth Additional explanation:
2.10 Prepare a report in consideration of any
alternative plant selections proposed
subsequent to the issue of the tender
documents. Advise whether the alternative
complies with the selection criteria established
from duties 2.1-2.4.
Other (oth):
© BSRIA
Project: | Design unit leader: | Date:
3. SELECTION AND APPOINTMENT OF SPECIALIST DESIGNERS
Responsibility:
Ref Design Activity Des Inst Oth Additional explanation:
PRO FORMA P1
Prepare tender documentation defining the
design work required from the specialist.
Carry out pre-qualification. Invite and
obtain tenders, report on tenders received
and arrange appointment of specialist.
© BSRIA
Project: | Design unit leader: | Date:
3. SELECTION AND APPOINTMENT OF SPECIALIST DESIGNERS
Responsibility:
Ref Design Activity Des Inst Oth Additional explanation:
3.10 Advise the contractor within the main
tender documents of the time required to
review submissions from specialist
companies in order to fulfil dutv 3.13.
MANAGEMENT
4.5 Produce a commissioning method
statement and logic diagram for integration
into the building contractor's construction
and finishes programmes.
4.28
Accept completed systems.
PRO FORMA PI
5.17 Modify the record drawings as the works
progress so that all alterations from the
installation drawings are recorded as work
proceeds.
5.20
Prior to handover, make recommendations
for the commencement and carrying out of
operation and maintenance during and
after the Defects Liability Period.
Value Engineering Proposal Estimated Estimated Proposal Evaluating Proposals Cost savings Cost
Item System/component Age of approved implemented achieved
(if available please show sketch. cost cost of cost savings
FAST Diagram and Decision Matrix) savings evaluation incurred to date to go
Agreed Action
Tick Participants:
Client Architect
Structural Building Project Cost
Facilitator Contractor
Sub- Sub- Specify Others:
Engineer Services Eng. Manager Consultant Contractor Contractor
PRO FORMA P2
PRO FORMA P2
Mission Statement:
Constraints Identified:
Tick Participants:
Structural Building Project Cost Sub- Sub- Specify Others:
Client Architect Facilitator Contractor
Engineer Services Eng. Manager Consultant Contractor Contractor
B3 PRIORITY MATRIX/IMPORTANCE WEIGHTING FORM
Client: Project:
Value Management Stage: Facilitator: Date:
Please tick objectives being weighted Second Order Third Order
If third order objectives are being weighted state branch they come from (i.e. second order objective):
Objectives:
a) b) c)
d) e) f)
g) h) i)
Scores: 1 = Equal or not as important. 2 = Slightly more important. 3 = Moderately more important. 4 = Considerably more important
Comments:
Tick Participants:
Structural Building Project Cost Sub- Sub- Specify Others:
Client Architect Facilitator Contractor
Engineer Services Eng. Manager Consultant Contractor contractor
PRO FORMA P2
PRO FORMA P2
Second Order Objectives Weighting Third Order Objectives Weighting Overall Weighting
Comments:
Tick Participants:
Structural Building Project Cost Sub- Sub- Specify Others:
Client Architect Facilitator Contractor
Engineer Services Eng. Manager Consultant Contractor Contractor
B5 DECISION MATRIX AND COST/WEIGHTED COMPARISON FORM
Client: Project:
Value Management Stage: Facilitator: Date:
Overall
Weighting %
Design Option 1
Design Option 2
Design Option 3
Design Option 4
Design Option 5
Design Option 6
Agreed Action:
b) h) 2.
c) i) 3.
d) i) 4.
e) k) 5.
f) l) 6.
Tick Participants: m)
Structural Building Project Cost Sub- Sub- Specify Others:
Client Architect Facilitator Contractor
Engineer Services Eng. Manager Consultant Contractor Contractor
PRO FORMA P2
PRO FORMA P2
How Why
APPENDICES
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APPENDIX A1
The drawing will not indicate the precise position of services, but
it should nevertheless be feasible to install the services within the
general routes indicated. It should be possible to produce co-
ordination drawings or installation drawings without major re-
routing of the services.
The drawing should indicate the space available for major service
routing in both horizontal and vertical planes.
The spaces between pipe and duct runs shown on the drawing should
make allowance for the service at its widest point. Insulation,
standard fitting dimensions and joint widths should therefore have
been allowed for on the drawing.
The drawing should make allowance for those plant items specified
by the designer and identified in the design specification.
Installation drawing
• The spaces between pipe and duct runs shown on the drawing
should make allowance for the service at its widest point.
Insulation, standard fitting dimensions and joint widths should
therefore have been allowed for on the drawing.
Shop drawing
Manufacturer's drawing
Record drawing
The drawings should provide a record of the locations of all the systems
and components installed including pumps, fans, valves, strainers,
terminals, electrical switchgear, distribution and components.
Specialist drawing
Tender drawing
APPENDIX A1
• Are there any activities within the building which require special
security arrangements?
Building structure
Environmental control
• Are there areas of the building which require close control, and if
so within what limits?
• Are there areas of the building which require direct control by the
occupants?
• Will there be vegetation/plants in the building which require
particular temperature control?
Drainage
Special areas
• Will there be any of the following special areas:
- kitchens
- conference facilities
- computer rooms
- clean rooms?
Electrical Services
Data cabling
• Taking into account future requirements, details are required for the
extent of data cabling to each work place, and the space allowances
necessary for trunking and cable management.
Stand-by Power
Fire Services
Maintenance
Miscellaneous
• Are there any special design standards to conform to?
• Is there a limit on the maximum chimney height for boiler flues?
=> Record the system, platform and version number used by each
project participant noting any upgrades in the course of the project.
Essential Preparation
Set-up a working directory for the project on your hard disk.
Record all CAD system native file formats that will be used.
Naming conventions
Drawing conventions
Is there a definitive datum point?
Record the significance of the thickness of lines, line styles, and text
fonts used on the project in the CAD Drawing Project Manual.
Agree the sample control block and drawing border with the project
manager.
Are media used for data exchange adequately labelled and write
protected?
List the files recorded on the media indicating time, date, and file
size.
Copy this list as a READ.ME file onto the media used for the data
exchange.
Send a copy of this list along with the hard-copy drawings to all
recipients of the digital media.
Quality considerations
Ensure that all CAD files exchanged are supplied as:
"native CAD system format" used to originate the drawing
conformance tested neutral file format specified
hard-copy.
=> Are only conformance tested neutral file format translators being
used?
RECORDS
HVAC DESIGN
1 COMMENCE DESIGN (ARCH DESIGN ISSUE)
2 ISSUE DESIGN BRIEF FOR HVAC PRINCIPLES
3 ZONAL DRAWING
4 DEFINE DESIGN PARAMETERS
5 FABRIC ANALYSIS THIS MODEL PROGRAMME HAS
6 AGREE ISSUE PDN BEEN DRAWN ESSENTIALLY FOR
DETAILED DESIGN BUT CAN
CHEMISTRY - ZONE A APPLY TO ANY STAGE
7 INITIAL SCHEMATIC DESIGN OF PROJECT
8 INITIAL SCHEMATIC DRAWING
9 FINAL SCHEMATIC DESIGN
10 FINAL SCHEMATIC DRAWING
11 PART 1 SPECIFICATION TWO TYPICAL ZONES
REPEAT FOR EACH
12 EQUIPMENT SIZING/SELECTION/SCHEDULES ZONE
BIOLOGY - ZONE B
13 INITIAL SCHEMATIC DESIGN
14 INITIAL SCHEMATIC DRAWING
15 FINAL SCHEMATIC DESIGN EACH LINE REPRESENTS
ONLY ONE PERSON AND
16 FINAL SCHEMATIC DRAWING NO MORE THAN 2 WEEKS WORK
17 PART I SPECIFICATION (IDEALLY LESS THAN 1)
THE INTENT MUST BE
18 EQUIPMENT SIZING/SELECTION/SCHEDULES THAT ALL SCHEMATICS ARE
SIGNED OFF PRIOR TO
BSL MODELLING
19 CLIENT SIGN OFF HVAC SCHEMATICS
20 BLOCK PLAN OF PLANTROOM
21 COORDINATE STRATEGY LAYOUT
49
DRAWINGS
7 PRODUCE PLANS
8 PRODUCE SECTIONS
9 PRODUCE DETAILS
SPECIFICATION
10 COLLATE PART IS
11 PRODUCE PART 2 & 3 S IDEALLY, ONE DRAWING PER LINE,
BUT IF THIS IS IMPRACTICAL THEN
12 FINALISE SCHEDULES KEEP TO A SMALL NUMBER THAT
CAN BE EASILY MONITORED FOR
PROGRESS I.E. 2 - 4
INFO TO OTHER DISCIPLINES
ARCHITECT
13 PLANTROOM SIZE
14 CONDENSATION CHECKS
15 VOID/RISER SIZES DATES TO BE MUTUALLY AGREED
BY BOTH DISCIPLINES. TO DO THIS
16 DISTRIBUTION ZONES IT MAYBE NECESSARY TO ISSUE
17 BOILERHOUSE REQUIREMENTS PRELIMINARY THEN FINAL
INFORMATION AT A LATER DATE
18 LOUVRE SIZES
19 STRUCTURAL PENETRATIONS
20 SPRINKLER HEADS
21 FIRE WATER MAIN
22 SMOKE EXTRACT
23 PIPED GASES
CIVILS
24 PLANT LOADINGS
25 WATER TANK LOCATIONS
26 BUILDERS WORK DETAILS
27 DUCT ROUTES/SERVICE HOLES
APPENDIX A4
28 UNDERGROUND DRAINAGE OUTLETS
29 DRAINAGE OUTLETS
30 STEAM ANCHOR POINTS
ELECTRICAL
31 ELECTRICAL LOADINGS
32 MOTOR DETAILS
33 ELECTRICAL SOURCES
34 PIPED SERVICE ROUTES
35 ANTICIPATED DIVERSITY
36 PLANT LAYOUT
37 TRACE HEATING REQUIREMENTS
38 POWER ENTRY LOCATIONS
39 CONTROL SENSOR LOCATIONS
PROCESS
40 SERVICES AVAILABLE
CONTROLS
41 DUCT ROUTES
42 PIPED SERVICES
43 PLANT ROOM LAYOUT
44 INTERFACE WITH BMS
KEY MILESTONES
27 DESIGN REVIEWS
28 DESIGN FREEZE DATES
29 DESIGN ISSUE DATES
DESIGN REVIEWS ARE CRUCIAL &
30 PACKAGE REVIEWS DATES MUST BE PLANNED ALONG THE
DESIGN PERIOD. THE SUBJECTS BEING
31 CDM REVIEW APPROPRIATE TO THE STAGE OF
32 RISK ASSESSMENT REVIEW THE PROJECT
Watchpoints:
• Working with the design team leader the services designer and
installer will develop the designs and prepare an "open book" stage 2
tender. This can be prepared sequentially for groups of services or
systems.
PROJECT
CONTRACT FOR
We will summarise all specified requirements for the above and produce
programmes showing dates, including those for approval.
APPENDIX A6
5. THE CONTROL OF WORK THROUGH CONTRACT SUPERVISION AND
INSPECTION
We will agree a suitable format for reporting to you prior to each site
progress/commissioning meeting.
DECLARATION OF COMMITMENT
BS CONTRACTOR. ...
SIGNED BY
ST ATUS.
DATE.
APPENDIX A6
5.2 CDM, Risk assessments & Health & Safety 10d 06/04/98 21/04/98
APPENDIX A7
APPENDIX A7
Page2 of 5
CODEM for Heery BSRIA SAMPLE PRE-CONSTRUCTION PROGRAMME DETAIL
ary March April May June July August
ID Task Name Dur Start Finish 16 23 02 09 16 23 30 06 13 20 27 04 11 18 25 01 08 15 22 29 06 13 20 27 03 10 17 24 31
9.2 Electrical plant Testing & Commissioning - Works & S 10d 01/06/98 12/06/98
9.3 Mechanical plant Testing & Commissioning - Works & 10d 01/06/98 12/06/98
11.3 Mechanical Supply Air & Extract schematic 10d 22/04/98 06/05/98
11.8 Fire Alarm detection & Cause & Effect schematic 5d 14/05/98 20/05/98
13.6 Roof level electrical services power & lighting 5d 28/05/98 03/06/98
13.8 1 st floor under floor electrical services (small pwr) 7d 10/06/98 18/06/98
13.9 Ground floor high level electrical services (lighting) 7d 10/06/98 18/06/98
APPENDIX A7
APPENDIX A7
Page4 of 5
CODEM for Heery BSRIA SAMPLE PRE-CONSTRUCTION PROGRAMME DETAIL
ary March April May June July August
ID Task Name Dur Start Finish 16 23 02 09 16 23 30 06 13 20 27 04 11 18 25 01 08 15 22 29 06 13 20 27 03 10 17 24 31
13.10 Ground floor underfloor electrical services (small pwr) 7d 19/06/98 29/06/98
17.4 appointed
Pumps & Valves & Radiators 0d 09/06/98 09/06/98
17.16 Fire Alarm Panel, Heads, Sounders & Breakglass 0d 11/06/98 11/06/98
APPENDIX A7
APPENDIX A8
DEFINITIONS
Commissioning The advancement of an installation from the
stage of static completion to working order to
specified requirements.
4. Does the Client consider the final services brief was met? If not,
why not?
APPENDIX A9
• Commencement date and duration - original and final
• Original and final services contract values
Summarise performance
10. Create performance marking matrix for specialists and sub traders
in the areas of item 9 above.
APPENDIX A9
INDEX
Founded over 40 years ago, BSRIA now has a staff of 120 and
operates from two well equipped laboratories and office premises in
Bracknell and Crowthorne. As a member-based organisation we also
provide a focus for cooperative research, offering a partnership
between industry and government.