Transfer to Operation

Including commissioning

The interface between construction and subsequent delivery and commissioning

In the construction industry, more attention has been paid in recent years to the interface between construction and subsequent delivery and commissioning. For example, the commissioning concept has been adopted from the shipping industry, which requires a proactive dialogue and quality management process focusing on the overall economics of the project and the interaction of the facilities.

In this context, there are two special aspects that give rise to considerations.

  • The responsibility of the contractor in connection with the construction phase expires, and therefore the responsibility for the further progress of the entire construction process lies exclusively with the building owner.
  • The construction phase is complete and the building owner must manage the phase transition between construction and operation of the building.

These two aspects help to complicate the building owner’s responsibilities. Here are some of the factors involved:

1) Transfer of responsibility in complex construction

Among other things, the concept of complex construction is not just about obtaining a key to the finished construction, which can be operated from day one. Although the starting point is an optimal construction that fully complies with the agreements, there will still be a multitude of aspects and tasks to be completed by the owner to ensure further progress. Parts of these tasks can be controlled by creating a commissioning process for the entire project. This forms the framework for dialogue and quality management with regard to the interaction and takeover of the installations. Nevertheless, obligations related to commissioning activities are only part of the total resource requirements of the owners. Therefore, it may be difficult to sufficiently recognize the need. Owners are often aware that there is an increasing need for resources for the transfer business and collection, but they are rarely able to cover them. As a result, he will not be able to find/release sufficient resources to fulfill all obligations. Tasks of the owners include:

  • Obtaining relevant permits (e.g. for a hospital building more than 15 different permits must be obtained from authorities)
  • Planning and managing access issues, security personnel, staff training, system delivery control, operations start-up, new IT system implementation, cleaning, waste management, emergency procedures, and more.
  • Technical follow-up of the commissioning process (including system deliveries)
  • Relocation (both inventory and equipment as well as daily operation) from existing buildings

2) Project management in a phase transition

Besides the above considerations, it is worth noting that it is project management in one of the most important phase transitions of the project. Phase-transition project management includes: completing and documenting the previous phase (including receiving the design), fixing delays and deviations, planning and starting the next phase, and performing several other stand-alone and recurring tasks. Regardless of how the project organization of the project is constructed, the phase transition requires a clear overview of the customer.

In addition, complex constructions are a unique building project that needs to be adapted and therefore can not be solved / planned with standard solutions. There is no checklist that contains a complete list of tasks for the owner. In many cases, therefore, the task begins by determining what the duties of the owner are.

With EXIGO as a consultant, we go beyond the construction phase and cover the entire construction project from start to finish. In this way, we can effectively help the client, among other things, during phase transitions of the project.

EXIGO can be helpful in the following contexts, among others

  • Preparation/quality assurance of the “scope of delivery” of the client
  • Detailed planning of the scope of delivery of the client i.V.m. commissioning activities
  • Personnel resource analysis, process and delivery description of the clients
  • Plant planning, process and delivery description
    • Overview/device grouping
    • Quality assurance of the device overview
    • Phase planning (assembly/move-in)
    • Location-specific equipment plan
    • Procurement and purchasing planning
    • Tracking/Reporting (App)
    • Progress overview (BI dashboard)

Exigo supported DNV-Gødstrup

Michael Hyllegaard is satisfied with the result of the risk analysis and says:

“Now I have a really good overview of the resources and the schedule. We were good in time, which allowed us to respond to the analysis. Now we can break down the sub-element overview to provide detailed time and resource management for the scope of services. It makes sense for me to continue working on the site-based planning methodology. It was a really good experience to commission Exigo to optimize the project’s schedules and resources based on the site-based methodology. Exigo is very skilled, they know how to get acquainted with customer needs and deliver them!