The Life-Cycle of Commissioning for New Construction

Transcription

1 The Life-Cycle of Commissioning for New Construction A Case Study at NGA Campus East Owner/Facility Manager: Dan Kailey and Matt Burkholder National Geospatial-Intelligence Agency (NGA) Commissioning Service Provider: Mike Luffred Eaton Energy Solutions, Inc. (Eaton) Design Professional: Charlie Rowland RTKL/KlingStubbins, Joint Venture (JV) Construction Manager: Mike Lloyd Clark Balfour Beatty Construction - NCE, A Joint Venture (CBB)

2 Agenda NCE Project Scope NCE Commissioning Scope Commissioning Process Perspectives from Owner Facility Manager Design Professional General Contractor Commissioning Provider

3 NGA Campus East (NCE) Project Scope New headquarters facility for the National Geospatial-Intelligence Agency Fort Belvoir North Area Located in Springfield, Virginia Largest BRAC 2005 building project 2.4 million ft 2 - $1.7 billion Largest U.S. Government LEED 2.2 Gold project Eaton was Commissioning Authority (CxA) for all phases Design through warranty LEED 2.2 Enhanced Cx Also provided third party QA

4 NGA Campus East (NCE) Project Scope Main Office Building (MOB) Visitor Control Center (VCC) Central Utility Plant (CUP) Parking Garage Tech Center (TECH) Remote Inspection Facility (RIF))

5 NCE Commissioning Scope Commissioning Scope of work Commissioning Authority (CxA) for Campus Main Office Building Central Utility Plant Technology Center Parking Garage Visitor Control Center Remote Inspection Facility Water Feature Pump House

6 NCE Commissioning Scope Cx Scope of work (continued) Implemented ASHRAE Guideline Commissioning In pursuit of LEED 2.2 Credits EA 3.1 (Enhanced Cx) Services Covered Mechanical, Electrical and Plumbing Building Automation & Power Management Systems Building Envelope Systems Life Safety Systems Elevators / Escalators Data / Voice Systems Acoustical

7 How well have we done? Commissioning Definitions LEED Requirements How the Cx Project Leadership Team (PLT) worked within the project s governance Phases of Commissioning Use of Metrics and Macro Schedule tools to manage expectations of senior leaders not familiar with the black box of the Cx process Successes and Challenges

8 Definition of Commissioning The Commissioning Process is a qualityoriented process for achieving, verifying, and documenting that the performance of facilities, systems, and assemblies meets defined objectives and criteria. - ASHRAE Guideline The process is performed specifically to ensure that the finished facility operates in accordance with the Owner s Project Requirements (OPR) and the construction documents. To be successful the commissioning process must be integrated into all phases and major elements of the project

9 LEED for New Construction v 2.2 LEED Enhanced (before construction) LEED Fundamental (during construction) LEED Enhanced (after construction) Prerequisite Fundamental Cx required for LEED Review owner s requirements, develop plan, create final report Verify performance and incorporate Cx into construction documents Counts for Energy and Atmosphere Prerequisite 1 Point Credit Enhanced Cx Before Construction: Conduct design review, review submittals After Construction: Verify training of O&M staff, review operations after turnover Counts for Energy and Atmosphere Credit 3

10 Project governance Program Board Stakeholders Represented at each level: USACE, NGA, DPW, Designer, Builder, IT, Security, Deployment, Facility Ops Executive Leadership Team Project Leadership Team: Site Project Leadership Team: CUP/Tech Project Leadership Team: Main Bldg Project Leadership Team: Commissioning Project Leadership Team: Infrastructure Project Leadership Team: Ops/Deployment Project Leadership Team: Turnover The Commissioning project leadership team (PLT) was comprised of a cross section of members from several other PLT s and successfully integrated the Cx process into all major project facilities and elements through the resources provided by the independent third Party Commissioning Authority.

11 Commissioning PLT

12 Commissioning Process Flow

13 Commissioning Phases

14 Levels of Inspection & Testing Pre Functional Inspections & Tests CONSTRUCTION TESTING Participants Level 1 Factory Witness Tests - Where called for in Specifications JV, QC, QA, CxA, NGA Level 2a On-Site Equipment Delivery Inspections QC, QA Level 2b Installed Equipment Inspections (PFC) JV, CxA, QA, QC Acronyms: AE Design Professional CxA Eaton QA U.S. Army Corps of Engineers Quality Assurance QC CBB Quality Control and Commissioning Coordinator Level 2c Prior to Energy or Fluid Connection Inspections CxA, QA, QC Level 2d Manufacturers Factory Start-up and Inspections CxA, QA, QC Level 2e As required for mechanical systems complete TAB and TAB Verification JV, CxA, QA, QC Functional Participants ACCEPTANCE TESTING Performance Tests Level 3 Functional Performance Tests - With Loads CxA, QA, QC, NGA Level 3 Functional Performance Tests - Controls and External Monitoring Inspections CxA, QA, QC, NGA Integrated Systems Testing INTEGRATED SYSTEM TESTING Participants Level 4 Identify reliability constraints that result from normal and adverse operation All Parties tests. Level 4 Prove the Engineer's design for capacity and failover. All Parties Level 4a Enhanced testing to verify monitoring and control system accuracy All Parties

15 Main Office Building Sequence Constructed, Commissioned & turned over by Segment C North Bar J K L South Bar F

16 Revised 4/14/2011 Mechanical H G F E D * C * Ellipse * B* A * Projected U&P Dates Complete 4/22/2011 4/29/2011 5/6/2011 Segment TAB Work Completed Complete 4/21/2011 4/22/2011 Segment TAB Report Completed by CBB/Pierce Complete 4/26/2011 5/3/2011 Segment TAB Report Submitted to USACE 3/9/2010 4/9/ /25/ /27/2010 1/14/2011 3/2/2011 4/4/2011 4/27/2011 5/4/2011 RTU PFCs Completed by CBB/Pierce Complete 4/13/2011 4/8/2011 4/22/2011 4/22/2011 U&P RTU PFCs Submitted to USACE 7/15/2010 7/23/2010 9/3/ /1/2010 3/25/2011 4/15/2011 4/10/2011 4/24/2011 4/24/2011 RTU PFCs Approved Complete 4/1/2011 4/22/2011 4/17/2011 5/1/2011 5/1/2011 BAS Pre PVT Completed by CBB/Pierce/Siemens Complete 4/12/2011 4/15/2011 4/8/2011 4/20/2011 4/20/2011 BAS Pre PVT Submitted 7/8/2010 7/23/2010 2/1/2011 2/1/2011 4/14/2011 4/17/2011 4/10/2011 4/22/2011 4/22/2011 BAS Pre PVT Approved Complete 4/21/2011 4/24/2011 4/17/2011 4/29/2011 4/29/2011 FPT Start 5/15/2010 7/13/ /5/ /8/ /15/ /23/2010 2/21/2011 2/11/2011 4/11/2011 FPT RTU Start Date Complete 4/4/2011 4/25/2011 4/19/2011 4/29/2011 5/2/2011 Sub. Comp. FPT Floor Level Completion (VAVs) 9/3/2010 9/3/2010 9/3/2010 9/3/2010 2/18/2011 2/27/2011 4/8/2011 4/15/2011 4/22/2011 FPT Completion RTU 4/29/2011 4/29/2011 4/29/2011 4/29/2011 4/29/2011 5/20/2011 5/14/2011 5/24/2011 5/27/2011 BAS PVT Completion 2/23/2011 2/23/2011 4/29/2011 4/29/2011 5/6/2011 5/27/2011 5/21/2011 5/31/2011 6/3/2011 **Deferred Start Date Deferred Water TAB & Verification Complete 44 0 system 4/27/2011 4/27/2011 4/27/2011 4/27/2011 4/27/2011 4/27/2011 4/27/2011 4/27/2011 4/27/2011 3/28/20011 Deferred Deferred Water TAB & Verification Complete Hot Water system 4/30/2011 4/30/2011 4/30/2011 4/30/2011 4/30/2011 4/30/2011 4/30/2011 4/30/2011 4/30/2011 4/12/2011 Deferred Water TAB & Verfi cation Complete 52 0 system 7/8/2011 7/8/2011 7/8/2011 7/8/2011 7/8/2011 7/8/2011 7/8/2011 7/8/2011 7/8/2011 5/2/2011 Deferred Air TAB Verification Complete 5/16/2011 5/23/2011 5/30/2011 6/6/2011 6/13/2011 6/20/2011 5/27/2011 6/3/2011 6/10/2011 5/9/2011 Electrical U&P PFCs Approved 10/1/2010 9/14/ /1/ /1/2010 9/23/2010 9/23/2010 9/23/ /7/2010 9/23/2010 FPT Completion (less lighting) 10/5/ /5/ /11/ /12/ /12/ /10/ /12/ /6/ /12/2010 Sub. Comp. PMS PVT Complete 1/12/2010 1/13/2010 7/23/2010 8/6/ /23/ /23/ /23/ /23/ /23/2010 S. Bar Cx Completion vs. APT E Float: 105 APT E 1/14/2011 S. Bar Cx Complete 4/29/2011 Completion N. Bar Cx Completion vs. APT F Float: 63 APT F 4/1/2011 N. Bar Cx Complete 6/3/2011 Deferred Cx Completion vs. APT F Float: 98 Deferred Cx Complete 7/8/2011 General Notes 1. Deferred water TAB is expected to be completed by 4/29/2011 in the CUP and 7/8/2011 in the MOB (~100 work days) 2. Deferred Wa ter TAB Verifi cati on will be completed immediately following Deferred TAB of each individual system. 3. **Start Date for Deferred air TAB Validation and Rooftop Unit FPTs is based upon the removal of ALL partitions in the MOB on approximately 5/9/2011 after fire alarm testing is completed. 4. Deferred air TAB consists of rooftop AHUs, toilet exhaust, stairwell pressurization fans, miscellaneous exhaust; 5 work days per segment. 5. Deferred FPT Requirements (rooftop AHUs, toilet exhaust, miscellaneous exhaust) will most likely occur during off hours; 5 work days per segment. 6. RTU FPTs are projected to take about 5 weeks to complete per segment minus deferred items. 7. First floor of the North Bar along with the ellipse may not be completed and turned over until 4/25/2011; this will impact completion of first floor TAB, Mechanical FPTs and Mechanical PVTs. 8. PFCs will be tra cked as completed once they are signed off by both EMC and USACE. 9. *The dates shown above for the north bar compl eti on do NOT include the work associated with the amenities areas on the 1st floor. LEGEND WORKING ITEM U&P Deferred COMPLETE Sub. Comp. Metrics and Macro Schedule Tools Helped manage senior leader expectations of progress for functional (acceptance) testing Used during Construction Phase of Cx Tracking Mechanisms Evolved Macro schedule included both electrical and mechanical functional testing activities Metrics included deferred testing Cx PLT wrote two simple Cx fact sheets targeted to senior leadership providing updates of the NCE Commissioning Program MOB Commissioning Schedule Segment Deferred Air FPT Requirements Complete 5/23/2011 5/30/2011 6/6/2011 6/13/2011 6/20/2011 6/27/2011 6/3/2011 6/10/2011 6/17/2011 5/16/2011

17 Successes & Challenges Successes Complied with LEED v2.2 Cx Credits Independent 3 rd Party CxA: Helped lead a fully integrated project team to ensured the Cx process was integrated into all major project facilities and elements Enforced compliance of acceptance testing Developed clear metrics for functional and integrated system testing which helped managed expectations of owner Captured lessons learned Was contracted to provide post construction Cx services during warranty period Challenges Phased construction presented several challenges Operations contractor not fully mobilized during first major project turnover Major facilities were not functionally tested under load and permanent power before turnover Final TAB report not yet complete CxA was not selected until middesign phase Final Report not yet completed

18 Owner Perspective Design & Construction Successes Provided valuable experience and lessons learned for application in future construction projects Thorough testing of missioncritical power and cooling systems provided a very high level of confidence in their reliability (subsequently proved by unexpected utility power losses June 2012 Derecho) Provided a treasure trove of information for ongoing O&M of the Facility Challenges Had to overcome USACE s concern of managing a third party CxA not their typical approach Speed and complexity of the project created inevitable schedule crunch commissioning wasn t on the construction contractor s schedule in enough detail The last 5% of a project takes 95% of the effort we re not quite finished yet

19 Owner Perspective Operations & Maintenance Successes Base operations support contractor attained invaluable training and experience through participation in Cx activities Provided opportunity to move into continuous CX Challenges How do we take the mountain of data provided from the Construction CX task and translate that into a Continuous CX process? The delay in completing CX makes the transition to continuous CX more challenging

20 Design Professional Perspective Successes Innovative Systems Chilled Beams Dual Temperature Chilled Water System Pond Standby Water Storage ETFE Roof System False Loading Modified boiler/chiller systems Challenges Phased Turnover Balancing Issues System Turndown Issues Late Changes to the Program

21 General Contractor Perspectives Requirements for Successful Commissioning Schedule Early development of construction schedule Must incorporate ALL Cx activities with realistic durations Need to know the scope of the Cx process Must have all the test scripts early Use the schedule to manage the commissioning process Review and update the schedule weekly

22 General Contractor Perspectives Requirements for Successful Commissioning Early Involvement of All Stakeholders Owner, Design Team, Construction Manager, General Contractor, Subcontractors, Commissioning Authority Clearly defined roles and responsibilities» Who documents the process» Who has authority to make changes» Who has authority to sign off on items Accountability between stakeholders Develop relationships with all stakeholders» Know each members goals and risks

23 General Contractor Perspectives Requirements for Successful Commissioning Subcontractor Management Demand a dedicated commissioning team from appropriate subcontractors Meet regularly with principals of the subcontractors Hold each sub accountable for their responsibilities Listen to their ideas and welcome their input

24 General Contractor Perspectives Requirements for Successful Commissioning Staffing Incorporate appropriate staffing into all budgets and cost proposals Evaluate the requirements for each staff position Select the Right person for each position Delicate balance between project management, field supervision, and engineering

25 General Contractor Perspectives Takeaways Commissioning begins prior to proposal submission Early collaboration of all stakeholders Develop a realistic construction schedule that incorporates all commissioning activities Manage the subcontractors and hold them accountable Drive the schedule

26 Commissioning Provider Perspective Successes Many Potential Show Stoppers Issues were Identified Early Warranty Issues Seem Minimal Results of Post Construction Occupancy Survey Favorable BRAC Mission was Accomplished Challenges Security Requirements Multiple Tracking Tools Used Scale of Project Overcoming Contractors Preconceived Notions of Cx

27 Wrapping Up Lessons Learned Cx is a defined process that needs to be followed. Clearly defined Cx expectations early to all. In particular the definition of DONE. Cx is only as effective as the commitment of the owner s representative. UFGS master specs need to be updated to reflect current Cx standards. Increase facility management engineering capabilities to address increase in complexity of facilities. Partnering works. Quality is a victim of schedule.

28 Questions

29 References ASHRAE Guideline The Commissioning Process USGBC LEED for New Construction & Major Renovations version 2.2 October 2005

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