Commissioning management
CIBSE Commissioning Code M: 2003
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retrieval system or transmitted in any form or by any means
without the prior permission of the Institution.
© June 2003 The Chartered Institution of Building Services
Engineers London
Registered charity number 278104
ISBN 1 903287 33 2
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the time of publication. However no responsibility of any
kind for any injury, death, loss, damage or delay however
caused resulting from the use of these recommendations can
be accepted by the Chartered Institution of Building Services
Engineers, the authors or others involved in its publication.
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Typeset by CIBSE Publications Department
Printed in Great Britain by Page Bros. (Norwich) Ltd.,
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Note from the publisher
This publication is primarily intended to provide guidance to those responsible for the
design, installation, commissioning, operation and maintenance of building services. It is
not intended to be exhaustive or definitive and it will be necessary for users of the guidance
given to exercise their own professional judgement when deciding whether to abide by or
depart from it.
Printed on 100% recycled paper comprising at least 80%
post-consumer waste
Contents
M0
M1
M2
M3
M4
Introduction
1
M0.1
Scope
1
M0.2
Purpose
1
M0.3
Summary of commissioning requirements
1
M0.4
The importance of commissioning
1
M0.5
Other guidance
2
M0.6
Commissioning definitions
2
M0.7
Commissioning records
4
M0.8
Responsibility
4
Legislation
4
M1.1
Safety requirements
4
M1.2
Statutory regulations
4
General considerations
5
M2.1
Commissioning management
5
M2.2
Selection and appointment of a commissioning management
organisation (CMO)
5
M2.3
Communications
5
Design for commissionability
6
M3.1
Inherent commissionability
6
M3.2
Design responsibility
6
M3.3
Ease of access
6
M3.4
Design requirements
7
Programming and co-ordination of the commissioning process
7
M4.1
General considerations
7
M4.2
Specifying requirements for commissioning
7
M5
Installation quality assurance
7
M6
Pre-commissioning
8
M6.1
Risk analysis
8
M6.2
Plant ready for commissioning
8
M6.3
Control system requirements for commissioning
9
M7
M8
M9
Commissioning
9
M7.1
Commissioning certification
9
M7.2
Phased completion
9
M7.3
BMS as a commissioning tool
9
Witnessing compliance
9
M8.1
Objective
9
M8.2
Witnessing arrangements
10
M8.3
Witnessing duties
10
Building log book
10
M10
System handover
11
References
11
Appendix MA1: Guidance documents on commissioning specific
building services
13
Appendix MA2: Example responsibility matrix
14
Appendix MA3: Designer’s checklist for commissionability
16
Appendix MA4: Example certificate of readiness
17
Index
18
1
Commissioning management
M0
Introduction
The main objective of commissioning management is to
manage the overall commissioning activities, including
programming, to achieve the project completion date.
The commissioning programmes produced by building
services installers and their sub-contractors are frequently
over-optimistic and unco-ordinated. They assume that
others will co-operate in providing water, gas and electric
supplies, a weather-tight building, unobstructed access
and a dust-free environment. A risk of project overrun will
exist unless the interdependencies of all the building
services systems and plant are identified, together with
their integration with on-going construction activities.
This complex, often highly fragmented part of the
construction process demands good management.
M0.1
Scope
This Code provides an overview of the management
arrangements required to ensure that building services
systems are commissioned to meet the objectives of Part L
of the Building Regulations (1–3). The Code represents
standards of good practice which are presented in the form
of recommendations and guidance for the building
services industry.
—
a guide for all members of the project team to enable
commissioning to be achieved in partnership
—
a guide to provide an understanding of commissioning management procedures; detailed
information on procedures for particular types of
installation are provided in other CIBSE
Commissioning Codes.
It is not intended that contracts or specifications should
refer to this Code in its entirety, rather that direct
references be made to specific sections of the Code when
specifying requirements for systems commissioning.
M0.3
Summary of commissioning
requirements
Building services plant and control systems should be
inherently commissionable. This is most likely to be
achieved if the requirement is in the brief from the outset,
and specialist commissioning advice sought early in the
design process. The requirement may be compromised by
overdesign.
The following summarises the key requirements for
successfully commissioned building services systems:
—
The contractor and client should allow sufficient
time for the complete commissioning process and
ensure integration into the overall programme.
—
A commissioning management team should be
formed.
—
Maximum use should be made of off-site precommissioning activities.
—
Manufacturers of equipment should be involved in
the commissioning process.
—
Compliance with this Code should satisfy building control
officers that the commissioning requirements of Part L of
the Building Regulations(1–3) have been met.
Thorough commissioning procedures should be
adopted.
—
Documentary evidence that the requirements of
the Building Regulations have been met should be
provided.
Compliance with the Code does not confer immunity from
relevant statutory and legal requirements.
—
User feedback should be obtained to confirm the
performance of the system(s) and the attainment of
required internal environmental conditions.
It is applicable to the management of commissioning of all
building services systems, particularly those covered by
the commissioning requirement of Part L(1–3), including
new-build and retrofit applications, for example following
major maintenance or replacement of components.
Commissioning of specific systems is addressed by other
CIBSE Commissioning Codes (see Appendix MA1,
including Table MA1.1).
M0.2
Purpose
The Code is intended to be used as:
—
a guide to good practice of the commissioning
management of building services systems
—
a tool to assist the definition of commissioning
management procedures
—
a basis for the preparation of commissioning
specifications
M 0.4
The importance of
commissioning
The proper commissioning of building services is crucial
to ensure the correct operation of the system and its
associated building services plant. Part L of the Building
Regulations(1–3) requires that all controlled services that
fall within the scope of the regulations will be
commissioned. Evidence will be required from a suitably
2
Commissioning management
qualified person that all services have been commissioned
and are operating correctly.
The building owner or his/her agent has a statutory duty to
ensure compliance with the requirements of Part L(1–3). It
is therefore essential that they ensure that the construction
programme incorporates a sufficient time element to
enable commissioning to be completed prior to handover.
Failure to do so may delay completion and handover of the
building. Early involvement of a commissioning
management organisation ( CMO ) will facilitate the
provision of adequate time in the programme.
All works approved under Part L of the Building
Regulations (1–3) are required to be commissioned in
accordance with the design intent.
Note: for domestic buildings this applies to heating,
ventilation, hot water and external lighting; for nondomestic buildings this applies to heating, ventilation,
cooling/refrigeration, lighting, controls and water.
—
dissatisfied building occupants, possibly affecting
their productive capacity and causing excessive
energy consumption.
Recommended comfort criteria for specific applications are
given in CIBSE Guide A: Environmental design(4), Table 1.1.
M0.5
Other guidance
Guidance concerning the commissioning of building
services systems is contained in CIBSE Commissioning
Codes and other sources, such as those published by the
Building Services Research and Information Association
(BSRIA) and the Commissioning Specialists Association
(CSA). Details of these publications are given in Appendix
MA1.
M0.6
Commissioning definitions
Balancing
The following main factors are influenced by the
commissioning of the services:
—
plant operation within the design parameters
specified for the installation, including internal
and external design conditions
—
maintenance of internal design parameters within
defined tolerances at all load conditions
—
minimising the energy consumption of the
equipment
—
future maintenance requirements.
The process of adjusting the flow rates of a fluid in a
distribution system to achieve the design flow rates within
the specified tolerances.
Calibration of controls
The adjustment of control devices to meet the
performance requirements of the system specification.
Commissionable system
A poorly commissioned system has the potential to
compromise the safety of building occupants and
maintenance personnel.
A system designed, installed and prepared to specified
requirements in such a manner as to enable satisfactory
commissioning to be carried out.
M0.4.1
Commissioning
Energy consumption
Building services systems that are set up and controlled
properly use less energy. This requires that the set-up and
operation of the component plant and control systems are
checked. Incorrectly commissioned building services
systems can use excessive energy due to:
(a)
unnecessary periods of plant operation
(b)
poor control to set points.
The advancement of an installation from the state of static
completion to full working order to the specified
requirements. It includes the setting to work of an
installation, the regulation of the system and the fine
tuning of the system.
Commissionability
The ability of a system to be commissioned satisfactorily.
M0.4.2
Indoor environmental conditions
The achievement of satisfactory indoor environmental
conditions is crucial in order to provide a healthy and
comfortable working environment. A poorly commissioned
control system can result in:
—
failure to achieve desired levels of internal air
temperature and humidity
—
inadequate levels of ventilation
—
levels of air movement that are too high or too low
—
excessive noise due to plant cycling
—
inappropriate lighting levels
—
unsafe electrical installation
Commissioning
The advancement of an installation from the stage of static
completion to full working order to specified requirements.
Commissioning completion certificate
A document to confirm that commissioning has been
completed.
Commissioning engineer
The person undertaking the commissioning procedure.
Introduction
3
Commissioning management
Operation and maintenance manual
The planning, organisation, co-ordination and control of
commissioning activities.
A series of documents detailing the design, mode of
operation and maintenance requirements of building
services systems.
Commissioning management organisation
The firm or person appointed to manage the commissioning process, being responsible for overall planning,
supervision and witnessing of the results of the integrated
commissioning of all installed building services systems.
Performance testing
The testing of a system, or a grouping of systems, to
determine if certain performance criteria are met.
Commissioning plan or timetable
Portable or test instrument
A time schedule for the various works required to
complete commissioning.
This means an instrument not permanently connected to
the installation and which, where appropriate, is recalibrated at required intervals by an approved, independent
authority e.g. a laboratory accredited by the National
Measurement Accreditation Service (a service of the
National Physical Laboratory).
Commissioning specialist
The firm (or person) appointed to carry out specified
duties in connection with commissioning engineering
services in accordance with a commissioning specification.
Commissioning specification
The document which prescribes the detailed requirements
with which the various commissioning services have to
comply. Note: the specification should refer to drawings,
schedules and relevant parts of the Code, manuals, guides
and other standards.
Design criteria
The specified numerical quantity together with allowable
tolerances.
Energy sources
Pre-commissioning
Specified systematic checking of a completed installation
to confirm its state of readiness for commissioning.
Pressure and leakage testing
The measurement and recording of a specified pressure
retention or loss within a system or system component.
Regulation
The process of adjusting the rates of fluid flow and heat
transfer in a distribution system, to achieve specified
values within specified tolerances.
All fuels and forms of motive power supplied to the system.
Setting to work
Fine tuning
The process of setting a static system into operation.
Local adjustment to the system where usage and system
proving have shown such a need. This may also include
the re-assessment of control set points and values to
achieve optimum performance.
Specification
Installation
The document that prescribes the system design and
requirements for commissioning by reference to drawings,
information schedules and relevant codes, manuals, guides
and standards.
A system placed in position as required by the design or
specification.
Static completion
Log book
The permanent record of calibration settings and
performance test result that is initiated by commissioning
engineers and maintained thereafter by responsible
persons.
Operating levels
The set points of all control devices under operating
conditions.
The state of a system when it is installed in accordance
with the specification, i.e. clean and ready for setting to
work. In the case of water systems this includes flushing,
cleaning, pressure testing, filling and venting.
System
A set of connected components for heating, cooling,
ventilation or air conditioning consisting of plant,
distribution ducting, piping and terminal units and
arrangements to control their operation.
4
Commissioning management
System proving
Measuring, recording, evaluating and reporting on the
seasonal performance of the system against design criteria.
Testing
The measurement and recording of system parameters to
assess specification compliance.
M0.7
Commissioning records
It is essential that the results of all checks and measurements are recorded in writing by the commissioning
engineer as commissioning proceeds, together with any
appropriate comments. Breaks in the continuity of
commissioning operations are likely and proper records
will show the state of progress at any particular stage.
Good records should include anecdotal comment from the
commissioning engineer setting up the system as well as
details of the actual system performance
The provision of commissioning records is an essential
part of the handover information for the building user.
Knowledge of the way a system has been set up is a
necessary base when considering the scope for any
improvements or modifications, including fine tuning. It
is recommended that a pro forma for these records be
compiled from the relevant Commissioning Code for each
particular type of installation.
Records of all commissioning activities should include
details of tests undertaken and results achieved. It is
recommended that the format of record sheets should be
agreed before testing and commissioning commences.
Record sheets should be completed once only (i.e. not
subsequently transcribed by typing since this can lead to
errors being introduced). Where hand written records are
subsequently transcribed into typed format there should be
a formal checking process to validate their accuracy. Records
should also include calibration certificates for all
instruments used during the commissioning process.
Availability of these records will help to demonstrate
compliance with the Building Regulations(1–3).
M0.8
Responsibility
The objective of the particular Commissioning Codes is to
prescribe all the procedures entailed in bringing a system
into full working order. Requirements for commissioning
a particular system will be included in the commissioning
specification for the project. Logical areas of involvement
for the design engineer, the installation engineer, the
specialist or manufacturer and the commissioning
engineer are indicated in the particular Codes based on
typical practices. An example overall responsibility matrix
is shown in Appendix MA2, in this instance based on a
management contract.
It is stressed, however, that the attribution of responsibility
is a contractual matter and that parties involved in any
works must comply with the relevant contract requirements.
The various tasks included in the Codes are arranged in a
deliberate sequence which has been found to be
advantageous based on wide, general experience. It is
therefore recommended that this sequence be followed. In
some cases, where the sequence is of exceptional importance, attention is drawn in the text of the particular
Commissioning Code to the need for some tasks to be
preceded by others.
Some equipment and its operation calls for specialist
knowledge. For this reason the design, installation and,
particularly, the commissioning of such equipment will
generally be required to be carried out by the manufacturer’s
specialist personnel, or in close association with them.
A number of different skills will be involved and strict
attention to formal co-ordination between those involved
should be defined in the contract documentation.
However, it is recommended that the control of the entire
commissioning procedure be vested in a single authority.
BSRIA TM 1/88: Commissioning HVAC systems — division of
responsibilities (5) suggests appropriate arrangements for
projects where a commissioning specialist is to be
appointed.
M1
Legislation
M1.1
Safety requirements
The principal contractor, as defined in the Construction
(Design and Management) Regulations 1994(6), has the
lead responsibility for ensuring safety during the
construction process, which includes commissioning. The
commissioning manager should support this role and
review the commissioning plan to monitor safety aspects.
Any areas of concern will need to be raised with the
commissioning engineer and agreed with the principal
contractor prior to the work being carried out.
M1.2
Statutory regulations
Applicable legislation includes, but is not limited to, the
following:
—
Building Regulations 2000(1–3)
—
Health and Safety at Work etc. Act 1974(7)
—
Management of Health and Safety at Work
Regulations 1999(8)
—
Construction (Design
Regulations 1994(6)
—
Construction (Head Protection) Regulations1989(9)
—
Construction (Health, Safety and Welfare)
Regulations 1996(10)
—
Confined Spaces Regulations 1997(11)
—
Workplace (Health, Safety and Welfare) Regulations
1992(12)
—
Working Time Regulations 1999(13)
—
Electricity at Work Regulations 1989(14)
and
Management)
4
Commissioning management
System proving
Measuring, recording, evaluating and reporting on the
seasonal performance of the system against design criteria.
Testing
The measurement and recording of system parameters to
assess specification compliance.
M0.7
Commissioning records
It is essential that the results of all checks and measurements are recorded in writing by the commissioning
engineer as commissioning proceeds, together with any
appropriate comments. Breaks in the continuity of
commissioning operations are likely and proper records
will show the state of progress at any particular stage.
Good records should include anecdotal comment from the
commissioning engineer setting up the system as well as
details of the actual system performance
The provision of commissioning records is an essential
part of the handover information for the building user.
Knowledge of the way a system has been set up is a
necessary base when considering the scope for any
improvements or modifications, including fine tuning. It
is recommended that a pro forma for these records be
compiled from the relevant Commissioning Code for each
particular type of installation.
Records of all commissioning activities should include
details of tests undertaken and results achieved. It is
recommended that the format of record sheets should be
agreed before testing and commissioning commences.
Record sheets should be completed once only (i.e. not
subsequently transcribed by typing since this can lead to
errors being introduced). Where hand written records are
subsequently transcribed into typed format there should be
a formal checking process to validate their accuracy. Records
should also include calibration certificates for all
instruments used during the commissioning process.
Availability of these records will help to demonstrate
compliance with the Building Regulations(1–3).
M0.8
Responsibility
The objective of the particular Commissioning Codes is to
prescribe all the procedures entailed in bringing a system
into full working order. Requirements for commissioning
a particular system will be included in the commissioning
specification for the project. Logical areas of involvement
for the design engineer, the installation engineer, the
specialist or manufacturer and the commissioning
engineer are indicated in the particular Codes based on
typical practices. An example overall responsibility matrix
is shown in Appendix MA2, in this instance based on a
management contract.
It is stressed, however, that the attribution of responsibility
is a contractual matter and that parties involved in any
works must comply with the relevant contract requirements.
The various tasks included in the Codes are arranged in a
deliberate sequence which has been found to be
advantageous based on wide, general experience. It is
therefore recommended that this sequence be followed. In
some cases, where the sequence is of exceptional importance, attention is drawn in the text of the particular
Commissioning Code to the need for some tasks to be
preceded by others.
Some equipment and its operation calls for specialist
knowledge. For this reason the design, installation and,
particularly, the commissioning of such equipment will
generally be required to be carried out by the manufacturer’s
specialist personnel, or in close association with them.
A number of different skills will be involved and strict
attention to formal co-ordination between those involved
should be defined in the contract documentation.
However, it is recommended that the control of the entire
commissioning procedure be vested in a single authority.
BSRIA TM 1/88: Commissioning HVAC systems — division of
responsibilities (5) suggests appropriate arrangements for
projects where a commissioning specialist is to be
appointed.
M1
Legislation
M1.1
Safety requirements
The principal contractor, as defined in the Construction
(Design and Management) Regulations 1994(6), has the
lead responsibility for ensuring safety during the
construction process, which includes commissioning. The
commissioning manager should support this role and
review the commissioning plan to monitor safety aspects.
Any areas of concern will need to be raised with the
commissioning engineer and agreed with the principal
contractor prior to the work being carried out.
M1.2
Statutory regulations
Applicable legislation includes, but is not limited to, the
following:
—
Building Regulations 2000(1–3)
—
Health and Safety at Work etc. Act 1974(7)
—
Management of Health and Safety at Work
Regulations 1999(8)
—
Construction (Design
Regulations 1994(6)
—
Construction (Head Protection) Regulations1989(9)
—
Construction (Health, Safety and Welfare)
Regulations 1996(10)
—
Confined Spaces Regulations 1997(11)
—
Workplace (Health, Safety and Welfare) Regulations
1992(12)
—
Working Time Regulations 1999(13)
—
Electricity at Work Regulations 1989(14)
and
Management)
Legislation
5
—
Gas Safety (Installation and Use) Regulations
1994(15)
—
Personal Protective Equipment at Work
Regulations 1992(16)
—
Health and Safety (Display Screen Equipment)
Regulations 1992(17)
—
Provision and Use of Equipment at Work
Regulations 1998(18)
—
Pressure Systems Safety Regulations 2000(19)
—
Noise at Work Regulations 1989(20)
—
Notification of Cooling Towers and Evaporative
Condensers Regulations 1992(21)
—
Control of Substances Hazardous to Health
Regulations 1999(22)
—
Water Supply (Water Fittings) Regulations
1999(23)
The Commissioning Codes for specific systems include
legislation relevant to particular system components.
M2
General considerations
M2.1
Commissioning management
All projects should be assessed to see if there is
justification for appointing a commissioning manager.
The responsibilities of the commissioning manager can be
extensive and various depending on how early the person
is appointed and the extent of the brief. If appointed early
enough, the commissioning manager’s input at the design
stage can make a significant contribution to ensuring the
success and timely completion of a project. See BSRIA
AG5/2002 (24) , section 6.1, for details of the potential
responsibilities which can be placed on the commissioning manager.
The calibre of the resources appointed to carry out
commissioning management is critical. The detailed
knowledge and past experience of competent commissioning management practitioners should include:
(a)
commissioning procedures for main systems and
components
(b)
the logical sequencing of installation and
commissioning activities
(c)
programming skills and critical path analysis
techniques
(d)
resource planning
(e)
report writing and administrative skills
(f)
communication skills
(g)
pragmatic leadership skills
(h)
services design principles
(i)
Commissioning Specialist Association (CSA)
level 6 qualifications, or equivalent engineering
experience.
M2.2
Selection and appointment of
a commissioning management
organisation (CMO)
Commissioning management in the context of this Code is
a contracted-for activity in which a specialist company or
individual manages the commissioning process. The term
commissioning management organisation (CMO) has been
adopted in this Code for the organisation providing this
role.
Selection of the CMO will depend on the nature and size of
the project. Options include competitive tender or
interview. They should be assessed by their relevant
knowledge and experience The assessment should also
include how they would tailor their services to meet the
activities listed on the responsibility matrix.
The role of the CMO and its relationship with the employer
and other members of the construction team can be many
and varied, depending on how the contract has been
established. The contractual relationship of the CMO is
very important since it will define its authority and
responsibility and, hence, its ability to have an effect.
Research in this area has indicated that the structure
illustrated in Figure 1 can provide an effective position for
the CMO . In this example the CMO is appointed by the
principal/main contractor and is part of the project
management team. However, each contract will need to
define the particular relationships of the parties involved.
M2.3
Communications
The objective of a CMO is to co-ordinate and oversee the
commissioning process. For projects with relatively
simple engineering services, the formation of a full
commissioning management team may not be appropriate.
It is still advisable to use the procedures described in this
Code to ensure that commissioning is accomplished in the
correct order to ensure certainty of project delivery. If a
specialist CMO is not appointed, then it is important that
the tasks outlined in this Code are specifically assigned to
others within an agreed timetable.
Communications between the various parties is vital and it
is important that all members of the project team meet at
appropriate intervals convened by the CMO. This will enable
the installation contractor and commissioning engineers to
programme their work and co-ordinate with other
activities. Where a CMO has not been appointed, it is
important to ensure that communication routes are
established and meetings convened on an appropriate basis.
The following procedures should be followed:
(a)
At the start of a project, the various parties should
agree on communication routes for commissioning
aspects.
(b)
A framework for a communication network should
be drawn up to aid the smooth flow of information.
Figure 1 shows an example contractual relationship and
communications route in a commissioning situation
where a CMO has been appointed.
Legislation
5
—
Gas Safety (Installation and Use) Regulations
1994(15)
—
Personal Protective Equipment at Work
Regulations 1992(16)
—
Health and Safety (Display Screen Equipment)
Regulations 1992(17)
—
Provision and Use of Equipment at Work
Regulations 1998(18)
—
Pressure Systems Safety Regulations 2000(19)
—
Noise at Work Regulations 1989(20)
—
Notification of Cooling Towers and Evaporative
Condensers Regulations 1992(21)
—
Control of Substances Hazardous to Health
Regulations 1999(22)
—
Water Supply (Water Fittings) Regulations
1999(23)
The Commissioning Codes for specific systems include
legislation relevant to particular system components.
M2
General considerations
M2.1
Commissioning management
All projects should be assessed to see if there is
justification for appointing a commissioning manager.
The responsibilities of the commissioning manager can be
extensive and various depending on how early the person
is appointed and the extent of the brief. If appointed early
enough, the commissioning manager’s input at the design
stage can make a significant contribution to ensuring the
success and timely completion of a project. See BSRIA
AG5/2002 (24) , section 6.1, for details of the potential
responsibilities which can be placed on the commissioning manager.
The calibre of the resources appointed to carry out
commissioning management is critical. The detailed
knowledge and past experience of competent commissioning management practitioners should include:
(a)
commissioning procedures for main systems and
components
(b)
the logical sequencing of installation and
commissioning activities
(c)
programming skills and critical path analysis
techniques
(d)
resource planning
(e)
report writing and administrative skills
(f)
communication skills
(g)
pragmatic leadership skills
(h)
services design principles
(i)
Commissioning Specialist Association (CSA)
level 6 qualifications, or equivalent engineering
experience.
M2.2
Selection and appointment of
a commissioning management
organisation (CMO)
Commissioning management in the context of this Code is
a contracted-for activity in which a specialist company or
individual manages the commissioning process. The term
commissioning management organisation (CMO) has been
adopted in this Code for the organisation providing this
role.
Selection of the CMO will depend on the nature and size of
the project. Options include competitive tender or
interview. They should be assessed by their relevant
knowledge and experience The assessment should also
include how they would tailor their services to meet the
activities listed on the responsibility matrix.
The role of the CMO and its relationship with the employer
and other members of the construction team can be many
and varied, depending on how the contract has been
established. The contractual relationship of the CMO is
very important since it will define its authority and
responsibility and, hence, its ability to have an effect.
Research in this area has indicated that the structure
illustrated in Figure 1 can provide an effective position for
the CMO . In this example the CMO is appointed by the
principal/main contractor and is part of the project
management team. However, each contract will need to
define the particular relationships of the parties involved.
M2.3
Communications
The objective of a CMO is to co-ordinate and oversee the
commissioning process. For projects with relatively
simple engineering services, the formation of a full
commissioning management team may not be appropriate.
It is still advisable to use the procedures described in this
Code to ensure that commissioning is accomplished in the
correct order to ensure certainty of project delivery. If a
specialist CMO is not appointed, then it is important that
the tasks outlined in this Code are specifically assigned to
others within an agreed timetable.
Communications between the various parties is vital and it
is important that all members of the project team meet at
appropriate intervals convened by the CMO. This will enable
the installation contractor and commissioning engineers to
programme their work and co-ordinate with other
activities. Where a CMO has not been appointed, it is
important to ensure that communication routes are
established and meetings convened on an appropriate basis.
The following procedures should be followed:
(a)
At the start of a project, the various parties should
agree on communication routes for commissioning
aspects.
(b)
A framework for a communication network should
be drawn up to aid the smooth flow of information.
Figure 1 shows an example contractual relationship and
communications route in a commissioning situation
where a CMO has been appointed.
6
Commissioning management
Figure 1 Possible contractual
relationships and
communications routes
Client
Project manager
(if appointed)
Design team
Principal/main contractor
Commissioning management
organisation
M&E installing contractor
Commissioning
supervisor/engineer
Specialist suppliers
communication route
contractual connection
M3
Design for
commissionability
Appendix MA3 provides a designer’s checklist for
commissionability
M3.1
Inherent commissionability
It is important that all those responsible for the design
and specification of building services systems are aware of
the requirements to ensure that the building services
systems are inherently commissionable. Otherwise, it may
not be possible to balance and commission systems in
accordance with the CIBSE Commissioning Codes. The
involvement of a specialist in commissioning at the design
stage should be considered, particularly where in-house
experience is not sufficiently comprehensive.
Further details concerning design for commissionability
are provided in Appendix CA1 of CIBSE Commissioning
Code C(25).
M3.2
Design responsibility
Commissioning is not an optional requirement. The
designer must accept the implications of the commissioning procedures to which the system will be subjected. To
ensure proper commissioning, the designer must provide a
particular and definitive commissioning specification
setting out clearly what is expected of the commissioning
specialist. It should include tolerances on all commissioning parameters. Adequate safety controls and interlocks
need to be provided to protect the equipment and personnel during the commissioning process and throughout
subsequent operation. The system and equipment should
be designed and installed with all necessary components
and facilities and with adequate access to permit the
required commissioning procedures to be properly carried
out. It is the designer’s responsibility to specify not only
these components and facilities in detail, but also their
precise location in the system to enable them to function
as required.
Information from the designer should be given either on
drawings or in the design specification. The latter should
always include a clear description of how it is intended
that the system should operate and the design parameters.
It is particularly important that the system capacity,
controls and safety devices permit stable operation over
the specified range of load conditions. The designer
should also produce ‘cause and effect’ sheets showing how
the design is intended to operate.
The success and feasibility of the commissioning
procedures will be influenced by the facilities afforded by
the design. In the context of the CIBSE Commissioning
Codes, the design objective must be to provide a system
which is, in all respects, properly matched to the
installation as a whole. Oversizing should be avoided and
stand-by arrangements should be consistent with the
design risk.
Design responsibilities for specialist plant such as major
refrigeration equipment generally rest with the
manufacturer.
Design responsibilities for systems rest with the
manufacturer, or consultant, or contractor, depending
upon the overall contractual arrangements.
In the context of this Code the term ‘designer’ applies to
the person or organisation having responsibility for the
system or for the building engineering services system of
which this forms a part.
M3.3
Ease of access
The design engineer must ensure that safe access is
specified to all pressure test points, flow measuring
devices, double-regulating valves and concealed items of
equipment requiring adjustment during commissioning
and maintenance.
6
Commissioning management
Figure 1 Possible contractual
relationships and
communications routes
Client
Project manager
(if appointed)
Design team
Principal/main contractor
Commissioning management
organisation
M&E installing contractor
Commissioning
supervisor/engineer
Specialist suppliers
communication route
contractual connection
M3
Design for
commissionability
Appendix MA3 provides a designer’s checklist for
commissionability
M3.1
Inherent commissionability
It is important that all those responsible for the design
and specification of building services systems are aware of
the requirements to ensure that the building services
systems are inherently commissionable. Otherwise, it may
not be possible to balance and commission systems in
accordance with the CIBSE Commissioning Codes. The
involvement of a specialist in commissioning at the design
stage should be considered, particularly where in-house
experience is not sufficiently comprehensive.
Further details concerning design for commissionability
are provided in Appendix CA1 of CIBSE Commissioning
Code C(25).
M3.2
Design responsibility
Commissioning is not an optional requirement. The
designer must accept the implications of the commissioning procedures to which the system will be subjected. To
ensure proper commissioning, the designer must provide a
particular and definitive commissioning specification
setting out clearly what is expected of the commissioning
specialist. It should include tolerances on all commissioning parameters. Adequate safety controls and interlocks
need to be provided to protect the equipment and personnel during the commissioning process and throughout
subsequent operation. The system and equipment should
be designed and installed with all necessary components
and facilities and with adequate access to permit the
required commissioning procedures to be properly carried
out. It is the designer’s responsibility to specify not only
these components and facilities in detail, but also their
precise location in the system to enable them to function
as required.
Information from the designer should be given either on
drawings or in the design specification. The latter should
always include a clear description of how it is intended
that the system should operate and the design parameters.
It is particularly important that the system capacity,
controls and safety devices permit stable operation over
the specified range of load conditions. The designer
should also produce ‘cause and effect’ sheets showing how
the design is intended to operate.
The success and feasibility of the commissioning
procedures will be influenced by the facilities afforded by
the design. In the context of the CIBSE Commissioning
Codes, the design objective must be to provide a system
which is, in all respects, properly matched to the
installation as a whole. Oversizing should be avoided and
stand-by arrangements should be consistent with the
design risk.
Design responsibilities for specialist plant such as major
refrigeration equipment generally rest with the
manufacturer.
Design responsibilities for systems rest with the
manufacturer, or consultant, or contractor, depending
upon the overall contractual arrangements.
In the context of this Code the term ‘designer’ applies to
the person or organisation having responsibility for the
system or for the building engineering services system of
which this forms a part.
M3.3
Ease of access
The design engineer must ensure that safe access is
specified to all pressure test points, flow measuring
devices, double-regulating valves and concealed items of
equipment requiring adjustment during commissioning
and maintenance.
Design for commissionability
M3.4
7
ensure that commissioning/testing actions are
performed correctly and not repeated unnecessarily.
Design requirements
Efficient operation of any system will depend on effective
commissioning in accordance with the commissioning
specification.
(e)
An important design objective is to ensure that balancing
requirements are considered fully at the conceptual stage.
To facilitate this, design engineers are recommended to
ensure that these requirements are taken into account and
an unequivocal specification is provided so that
satisfactory balancing and commissioning are assured.
Early discussions with the commissioning specialist will
assist the design engineer.
All parties involved in the commissioning process
must have documentation procedures for dealing
with variations to contract. A change control
mechanism should be set up which includes
documentary records of what has been changed,
how it has been changed, and why.
(f)
A unique numbering system and use of
mnemonics should be used to identify individual
work items. (This applies particularly to control
system items and devices.)
M4
Programming and
co-ordination of the
commissioning process
M4.2
Specifying requirements
for commissioning
Where possible, the following should be included in the
commissioning specification:
The main objective of commissioning management is to
manage the overall commissioning activities, including
programming, to achieve the project completion date.
Commissioning activities should therefore be calculated
back from the planned completion date. By so doing,
clashes of priority with the construction programme can
be highlighted and resolved.
(a)
a clear description of the divisions of responsibility between the various parties
(b)
pre-commissioning procedures (off-site and onsite)
(c)
commissioning procedures (on-site)
(d)
requirements for any point-by-point verification of
correct operation
M4.1
(e)
requirements for evaluation of control loop
performance/loop tuning
General considerations
In order properly to commission a building services
system, the commissioning engineer must be provided
with comprehensive details relating to its design and
specification. In addition, commissioning must be clearly
specified and the needs of the commissioning process
addressed during initial design to ensure that the
commissioning of the system can be performed correctly.
Specialist commissioning input at this stage will be
beneficial to the process.
(f)
requirements for the control system (BMS operator
workstation), to be used to assist in the
commissioning of plant
(g)
arrangements for management of delays
(h)
phased completion requirements
(i)
requirements for demonstration/witness testing to
be identified; the witnessing requirements should
include the identification of those responsible
The following commissioning management actions and
considerations should be observed:
(j)
requirements for witness testing of controls on the
basis of a percentage of points or on a point-bypoint basis (it may be appropriate to define
witnessing on a controlled plant-by-plant basis);
the witnessing requirements should include the
identification of those responsible
(k)
involvement in any complete system and subsystem performance testing
(l)
system documentation
(m)
operator training requirements before and during
the commissioning period (there may also be a
requirement for post handover operator training)
(n)
post occupancy checks.
(a)
A commissioning programme should be compiled.
This should be co-ordinated with the design and
installation programme of the main contractor,
who will need to agree the programme as part of
the contract conditions
(b)
The detailed commissioning programme should be
prepared as early as possible to allow comment by
all interested parties.
(c)
Appropriate health and safety risk assessments and
method statements for the tasks should be completed and submitted to the planning supervisor.
(d)
A means of monitoring the progress of the
commissioning should be established and
integrated into the commissioning contractor’s
quality management system. Checklists are
essential for monitoring the progress of the
commissioning. A checklist should be used to
record how the job will be commissioned and to
monitor progress. Source information for such
checklists is provided in Appendix MA1. Proper
progress monitoring procedures will help to
M5
Installation quality
assurance
Commissioning does not replace the process of inspection,
which should be carried out during manufacture and
construction as part of normal, good engineering practice.
Design for commissionability
M3.4
7
ensure that commissioning/testing actions are
performed correctly and not repeated unnecessarily.
Design requirements
Efficient operation of any system will depend on effective
commissioning in accordance with the commissioning
specification.
(e)
An important design objective is to ensure that balancing
requirements are considered fully at the conceptual stage.
To facilitate this, design engineers are recommended to
ensure that these requirements are taken into account and
an unequivocal specification is provided so that
satisfactory balancing and commissioning are assured.
Early discussions with the commissioning specialist will
assist the design engineer.
All parties involved in the commissioning process
must have documentation procedures for dealing
with variations to contract. A change control
mechanism should be set up which includes
documentary records of what has been changed,
how it has been changed, and why.
(f)
A unique numbering system and use of
mnemonics should be used to identify individual
work items. (This applies particularly to control
system items and devices.)
M4
Programming and
co-ordination of the
commissioning process
M4.2
Specifying requirements
for commissioning
Where possible, the following should be included in the
commissioning specification:
The main objective of commissioning management is to
manage the overall commissioning activities, including
programming, to achieve the project completion date.
Commissioning activities should therefore be calculated
back from the planned completion date. By so doing,
clashes of priority with the construction programme can
be highlighted and resolved.
(a)
a clear description of the divisions of responsibility between the various parties
(b)
pre-commissioning procedures (off-site and onsite)
(c)
commissioning procedures (on-site)
(d)
requirements for any point-by-point verification of
correct operation
M4.1
(e)
requirements for evaluation of control loop
performance/loop tuning
General considerations
In order properly to commission a building services
system, the commissioning engineer must be provided
with comprehensive details relating to its design and
specification. In addition, commissioning must be clearly
specified and the needs of the commissioning process
addressed during initial design to ensure that the
commissioning of the system can be performed correctly.
Specialist commissioning input at this stage will be
beneficial to the process.
(f)
requirements for the control system (BMS operator
workstation), to be used to assist in the
commissioning of plant
(g)
arrangements for management of delays
(h)
phased completion requirements
(i)
requirements for demonstration/witness testing to
be identified; the witnessing requirements should
include the identification of those responsible
The following commissioning management actions and
considerations should be observed:
(j)
requirements for witness testing of controls on the
basis of a percentage of points or on a point-bypoint basis (it may be appropriate to define
witnessing on a controlled plant-by-plant basis);
the witnessing requirements should include the
identification of those responsible
(k)
involvement in any complete system and subsystem performance testing
(l)
system documentation
(m)
operator training requirements before and during
the commissioning period (there may also be a
requirement for post handover operator training)
(n)
post occupancy checks.
(a)
A commissioning programme should be compiled.
This should be co-ordinated with the design and
installation programme of the main contractor,
who will need to agree the programme as part of
the contract conditions
(b)
The detailed commissioning programme should be
prepared as early as possible to allow comment by
all interested parties.
(c)
Appropriate health and safety risk assessments and
method statements for the tasks should be completed and submitted to the planning supervisor.
(d)
A means of monitoring the progress of the
commissioning should be established and
integrated into the commissioning contractor’s
quality management system. Checklists are
essential for monitoring the progress of the
commissioning. A checklist should be used to
record how the job will be commissioned and to
monitor progress. Source information for such
checklists is provided in Appendix MA1. Proper
progress monitoring procedures will help to
M5
Installation quality
assurance
Commissioning does not replace the process of inspection,
which should be carried out during manufacture and
construction as part of normal, good engineering practice.
Design for commissionability
M3.4
7
ensure that commissioning/testing actions are
performed correctly and not repeated unnecessarily.
Design requirements
Efficient operation of any system will depend on effective
commissioning in accordance with the commissioning
specification.
(e)
An important design objective is to ensure that balancing
requirements are considered fully at the conceptual stage.
To facilitate this, design engineers are recommended to
ensure that these requirements are taken into account and
an unequivocal specification is provided so that
satisfactory balancing and commissioning are assured.
Early discussions with the commissioning specialist will
assist the design engineer.
All parties involved in the commissioning process
must have documentation procedures for dealing
with variations to contract. A change control
mechanism should be set up which includes
documentary records of what has been changed,
how it has been changed, and why.
(f)
A unique numbering system and use of
mnemonics should be used to identify individual
work items. (This applies particularly to control
system items and devices.)
M4
Programming and
co-ordination of the
commissioning process
M4.2
Specifying requirements
for commissioning
Where possible, the following should be included in the
commissioning specification:
The main objective of commissioning management is to
manage the overall commissioning activities, including
programming, to achieve the project completion date.
Commissioning activities should therefore be calculated
back from the planned completion date. By so doing,
clashes of priority with the construction programme can
be highlighted and resolved.
(a)
a clear description of the divisions of responsibility between the various parties
(b)
pre-commissioning procedures (off-site and onsite)
(c)
commissioning procedures (on-site)
(d)
requirements for any point-by-point verification of
correct operation
M4.1
(e)
requirements for evaluation of control loop
performance/loop tuning
General considerations
In order properly to commission a building services
system, the commissioning engineer must be provided
with comprehensive details relating to its design and
specification. In addition, commissioning must be clearly
specified and the needs of the commissioning process
addressed during initial design to ensure that the
commissioning of the system can be performed correctly.
Specialist commissioning input at this stage will be
beneficial to the process.
(f)
requirements for the control system (BMS operator
workstation), to be used to assist in the
commissioning of plant
(g)
arrangements for management of delays
(h)
phased completion requirements
(i)
requirements for demonstration/witness testing to
be identified; the witnessing requirements should
include the identification of those responsible
The following commissioning management actions and
considerations should be observed:
(j)
requirements for witness testing of controls on the
basis of a percentage of points or on a point-bypoint basis (it may be appropriate to define
witnessing on a controlled plant-by-plant basis);
the witnessing requirements should include the
identification of those responsible
(k)
involvement in any complete system and subsystem performance testing
(l)
system documentation
(m)
operator training requirements before and during
the commissioning period (there may also be a
requirement for post handover operator training)
(n)
post occupancy checks.
(a)
A commissioning programme should be compiled.
This should be co-ordinated with the design and
installation programme of the main contractor,
who will need to agree the programme as part of
the contract conditions
(b)
The detailed commissioning programme should be
prepared as early as possible to allow comment by
all interested parties.
(c)
Appropriate health and safety risk assessments and
method statements for the tasks should be completed and submitted to the planning supervisor.
(d)
A means of monitoring the progress of the
commissioning should be established and
integrated into the commissioning contractor’s
quality management system. Checklists are
essential for monitoring the progress of the
commissioning. A checklist should be used to
record how the job will be commissioned and to
monitor progress. Source information for such
checklists is provided in Appendix MA1. Proper
progress monitoring procedures will help to
M5
Installation quality
assurance
Commissioning does not replace the process of inspection,
which should be carried out during manufacture and
construction as part of normal, good engineering practice.
8
Commissioning management
An important role of commissioning management is to
ensure that all relevant inspection requirements,
including the responsible organisation, are identified in
the commissioning plan and included in the overall
construction programme. Commissioning management
should also ensure that all inspections are carried out to an
acceptable standard.
Before commissioning major plant, the CMO should ensure
the following:
(a)
Water systems:
(i)
Systems have been cleaned and flushed to
remove any debris, appropriate debris
collectors and flushing facilities are
incorporated. This is essential before
commissioning commences.
(ii)
all plant items are in accordance with the design
drawings, specifications and, where applicable, the
manufacturers’ instructions
A pressure test certificate for the installation is completed.
(iii)
All regulating, isolating and control valves
are in place and operating correctly.
(b)
correct installation procedures are being followed
(iv)
(c)
standards of installation and site cleanliness are
acceptable.
Flow measuring devices are in place and in
the correct location for accurate measurement (including pressure tappings).
(v)
The system is vented.
(vi)
Pump flow rate is adjusted to provide the
specified flow rate.
(vii)
(Where appropriate, completion of proportional balancing to obtain the branch flow
rates in the correct ratio (or through the
use and setting of self-balancing valves).)
The installer should carry out progress inspections in the
course of installation to ensure that:
(a)
Commissioning management should be involved in the
benchmarking and establishing standards for site and
installation cleanliness.
M6
Pre-commissioning
(b)
M6.1
Risk analysis
A risk analysis of the commissioning procedures is an
important part of commissioning management and should
be obtained from all the parties involved in the
commissioning process before any on-site commissioning
activities commence.
The risk analysis will identify areas of possible risk,
degree of risk and potential impact. Where the degree of
risk is assessed as significant, method statements of how
the work is to be carried out will be required. These need
to define step-by-step the specific stages to be undertaken
during the commissioning process. They should be
obtained from those undertaking the commissioning
activities. Generic method statements are unlikely to be
suitable, particularly for large and complex installations.
The discipline of preparing method statements will help
to minimise any risk associated with the commissioning
process.
M6.2
Air systems:
(i)
Ductwork air leakage testing, where
specified, is performed and certificates
issued (see HVCA DW/144(26)).
(ii)
Systems are cleaned and blown through to
remove any debris; appropriate cleaning
and inspection facilities are incorporated.
This is essential before commissioning
commences (see HVCA TM2 (27) and
TR17(28)).
(iii)
Dampers are in the correct location and
fully functional.
(iv)
Fire/smoke dampers are open.
(v)
Test holes are drilled and sealed with
removable plugs.
(vi)
In situ flow measuring devices (e.g. Wilson
Flow Grid) are installed, where specified.
(vii)
Regulation of the fan(s) to provide the
specified flow rate.
(viii)
(Where appropriate, completion of proportional balancing of regulating dampers so
that terminals share the air flow in the
correct proportions.)
Plant ready for commissioning
At this stage a report (including a pre-commissioning
checklist) should be obtained, confirming that the system
design is commissionable and that all pre-commissioning
checks have been completed. This should state that the
system as installed is complete and ready for commissioning. It should also be confirmed that the specified level of
cleanliness has been achieved.
Building services plant (e.g. heating and ventilation
installations) should ideally be installed and properly
commissioned before starting the commissioning of major
capital plant (e.g. boilers and refrigeration plant). Many
items of pre-commissioning can be performed before the
plant is fully commissioned.
(c)
Packaged equipment:
(i)
Plant and controls are fully commissioned
and functional, ready for integration with
other plant/systems.
(ii)
Control equipment inputs/outputs are in
the specified format for connection to the
main control system.
(iii)
Support services such as power and
balanced water supplies are provided.
Full details relating to the commissioning of air and water
systems are provided in the CIBSE and BSRIA commissioning publications, which are listed in Appendix MA1.
Pre-commissioning
M6.3
Control system requirements
for plant commissioning
As a minimum, the control system should be precommissioned to allow the building services plant to
operate under ‘manual’ running conditions.
Issues concerning the use of control systems as a plant
commissioning tool are outlined in CIBSE Commissioning
Code C(24).
M7
Commissioning
Guidance concerning the commissioning of building
services systems is contained in CIBSE Commissioning
Codes and other sources, such as those published by
BSRIA and the Commissioning Specialists Association.
Further details of these are provided in Appendix MA1.
M7.1
Commissioning certification
When the commissioning procedures have been
satisfactorily completed, the commissioning specialist
should certify that the system has been commissioned in
accordance with the project specification and the relevant
commissioning codes. The certificate should be
countersigned by the designer, the CMO and the accepting
authority who may be the contractor, design engineer,
client or some other witnessing authority.
The certificate should be accompanied by the appropriate
supporting documentation, together with copies of the
static completion certificates.
The design of pro forma record sheets for the various
requirements for commissioning records and certification
is a matter for agreement between parties and is outside
the scope of this Code. However, as a minimum, the basic
information stated in the specific CIBSE Commissioning
Codes should be detailed.
M7.2
Phased completion
Phased completion may be a requirement of the contract
where a large and/or complex building services installation is to be commissioned. Phased completion will need
the checking and handover procedures to be broken down
into manageable packages. The approach to phased
completion will depend on the nature of the building and
its engineering services. Where installed, a BMS can act as
a commissioning aid when phased completion is adopted,
however the availability of the BMS for use during the
commissioning process is likely to be determined by the
terms of the contract, and not be a matter of choice by the
commissioning management organisation.
Where there is the possibility of phased completion being
required, it is important that, as early as possible in the
contract, all the systems to be completed and commissioned early and ready for the employer’s use are
identified and agreed with the employer.
9
It is therefore essential to identify which systems are to be
operational to allow phased completion and also how to
prove them as complete and ready for operation as
independent entities.
A ‘certificate of readiness for employer’ (COR) can be a
useful tool as part of this process. The COR is a series of
documents that gather together all of the submittal data,
tests reports, snag lists etc. and present them in such a way
as to show that a particular system is complete and ready
to be set to work as designed and specified.
The COR is designed to enable all parties to identify a
particular mechanical or electrical system that is essential
for operation of the project and may need early completion
but which either contractually or logically cannot be
identified as complete before the issue of a certificate of
(partial) completion.
One example of where such a document could be applied
is on a shell and core contract. Here the M&E systems have
to be handed over to another contractor to enable the fitout work to be completed. It may be only after the end of
the defects liability period that the M&E systems are fully
commissioned and running.
An example format for a certificate of readiness for
employer is shown in Appendix MA4.
M7.3
BMS as a commissioning tool
Where the control system is a BMS , it can provide a
monitoring facility which can help the commissioning
process. In particular, a BMS can demonstrate that the
controls are working correctly, by logging their
performance and producing real-time data.
In this role, and once correctly set up and approved, the
data logging and display functions of a correctly
functioning BMS can be used to monitor and record the
operation of the building services plant. In particular the
BMS can:
(a)
monitor plant operating conditions, e.g. display
sensor readings by using trend logs and dynamic
trending
(b)
indicate whether items of plant are operating
correctly
(c)
record and document test results.
M8
Witnessing compliance
M8.1
Objective
The objective is formally to witness, on behalf of the client
or his/her representative, the degree to which the
requirements of the commissioning specification have
been met. The commissioning management programme
prepared by the CMO should establish check points when
witnessing will occur; for example, when sections of an
installation are deemed complete and suitable for
witnessing, attendance at plant and system demonstrations, signing off certificates of completion.
Pre-commissioning
M6.3
Control system requirements
for plant commissioning
As a minimum, the control system should be precommissioned to allow the building services plant to
operate under ‘manual’ running conditions.
Issues concerning the use of control systems as a plant
commissioning tool are outlined in CIBSE Commissioning
Code C(24).
M7
Commissioning
Guidance concerning the commissioning of building
services systems is contained in CIBSE Commissioning
Codes and other sources, such as those published by
BSRIA and the Commissioning Specialists Association.
Further details of these are provided in Appendix MA1.
M7.1
Commissioning certification
When the commissioning procedures have been
satisfactorily completed, the commissioning specialist
should certify that the system has been commissioned in
accordance with the project specification and the relevant
commissioning codes. The certificate should be
countersigned by the designer, the CMO and the accepting
authority who may be the contractor, design engineer,
client or some other witnessing authority.
The certificate should be accompanied by the appropriate
supporting documentation, together with copies of the
static completion certificates.
The design of pro forma record sheets for the various
requirements for commissioning records and certification
is a matter for agreement between parties and is outside
the scope of this Code. However, as a minimum, the basic
information stated in the specific CIBSE Commissioning
Codes should be detailed.
M7.2
Phased completion
Phased completion may be a requirement of the contract
where a large and/or complex building services installation is to be commissioned. Phased completion will need
the checking and handover procedures to be broken down
into manageable packages. The approach to phased
completion will depend on the nature of the building and
its engineering services. Where installed, a BMS can act as
a commissioning aid when phased completion is adopted,
however the availability of the BMS for use during the
commissioning process is likely to be determined by the
terms of the contract, and not be a matter of choice by the
commissioning management organisation.
Where there is the possibility of phased completion being
required, it is important that, as early as possible in the
contract, all the systems to be completed and commissioned early and ready for the employer’s use are
identified and agreed with the employer.
9
It is therefore essential to identify which systems are to be
operational to allow phased completion and also how to
prove them as complete and ready for operation as
independent entities.
A ‘certificate of readiness for employer’ (COR) can be a
useful tool as part of this process. The COR is a series of
documents that gather together all of the submittal data,
tests reports, snag lists etc. and present them in such a way
as to show that a particular system is complete and ready
to be set to work as designed and specified.
The COR is designed to enable all parties to identify a
particular mechanical or electrical system that is essential
for operation of the project and may need early completion
but which either contractually or logically cannot be
identified as complete before the issue of a certificate of
(partial) completion.
One example of where such a document could be applied
is on a shell and core contract. Here the M&E systems have
to be handed over to another contractor to enable the fitout work to be completed. It may be only after the end of
the defects liability period that the M&E systems are fully
commissioned and running.
An example format for a certificate of readiness for
employer is shown in Appendix MA4.
M7.3
BMS as a commissioning tool
Where the control system is a BMS , it can provide a
monitoring facility which can help the commissioning
process. In particular, a BMS can demonstrate that the
controls are working correctly, by logging their
performance and producing real-time data.
In this role, and once correctly set up and approved, the
data logging and display functions of a correctly
functioning BMS can be used to monitor and record the
operation of the building services plant. In particular the
BMS can:
(a)
monitor plant operating conditions, e.g. display
sensor readings by using trend logs and dynamic
trending
(b)
indicate whether items of plant are operating
correctly
(c)
record and document test results.
M8
Witnessing compliance
M8.1
Objective
The objective is formally to witness, on behalf of the client
or his/her representative, the degree to which the
requirements of the commissioning specification have
been met. The commissioning management programme
prepared by the CMO should establish check points when
witnessing will occur; for example, when sections of an
installation are deemed complete and suitable for
witnessing, attendance at plant and system demonstrations, signing off certificates of completion.
10
Commissioning management
It should be noted that under Part L of the Building
Regulations(1) there is a requirement for demonstrations to
be planned and witnessed.
M8.2
Witnessing arrangements
M8.2.1
Witnessing period
In deciding the detailed requirements for witnessing
commissioning, the interaction of various aspects of an
installation in determining its overall performance must
be borne in mind. For example, the commissioning of a
water distribution system might be witnessed against the
requirements of CIBSE Commissioning Code W(29) and
the project specification. However, witnessing the
performance of heat exchangers connected to the water
distribution systems would interact with the commissioning of air distribution and automatic control systems as
well as of boiler and refrigeration plant. Witnessing is thus
an all-embracing and interactive task and this must be
reflected in the agreed written format.
Particular arrangements for
witnessing
The following are essential arrangements for witnessing:
(a)
the provision of a definitive statement of the site
attendance availability of the witnessing agent
(b)
the standards required
(c)
the extent of witnessing which will be performed
(d)
additional requirements in the event of defaults
(e.g. the number of additional items which must
be witnessed for every one which fails to comply).
M8.2.4
(a)
be satisfied that, throughout the installation and
balancing process, the requirements of the
commissioning specification and the appropriate
commissioning code have been met
(b)
check the flow rate at any selected flow measurement
point using a similar instrument and compare with
the data recorded by the commissioning engineer
and with the designer’s requirements, which should
include any permitted tolerance
(c)
check performance of all plant and systems
(d)
visually inspect any part of the system covered by
this section to ensure that certification is correct
(e)
countersign and endorse as necessary the certificate
of the appointed commissioning specialist verifying
that systems have been balanced in accordance with
the specification requirements
(f)
where required, complete a separate witnessing
certificate confirming satisfaction, one copy of
which is handed to the commissioning specialist
(g)
check correct operation of the control system
(h)
check the correct operation of life safety systems.
(a)
the means to be used to demonstrate that fluid
mass or volume flow rates are within the specified
tolerances
(b)
co-ordination requirements where the performance aspects to be witnessed interact with other
systems or equipment
the running and monitoring period of the
prove its functionality.
M9
Building log book
In accordance with Building Regulations Approved
Document L2(3), the owner/occupier ‘should be provided
with a log book giving details of the installed building
services plant and controls, their method of operation and
maintenance, and other details that collectively enable
energy consumption to be monitored and controlled.’
The requirement to produce a building log book needs to
be set out in the design specification. Responsibility for
its preparation and for ensuring its completion by a
specified period within the contract programme should
be included in the commissioning specification. The CMO
is well placed to ensure that a satisfactory building log
book, that complies with the requirements of Part L of
the Building Regulations(1).
The contents of a building log book could include:
Witnessing liaison
The witnessing agent should liaise in detail with the
installer and the commissioning specialist, as necessary,
with regard to:
(c)
Witnessing duties may be undertaken by the CMO or other
organisation appointed by the client.
Witnessing requirements
All requirements for witnessing should be expressed in an
agreed written format, copies of which should be made
available to the commissioning specialist. This format
must contain full details of the tolerances applicable to all
parameters. Similarly, consideration should be given to
permissible tolerances on repeatability of measurement
readings.
M8.2.3
Witnessing duties
The witnessing agent should:
A specific period of time for client witnessing should be
indicated in the initial project programme, with a written
contingency allowance.
M8.2.2
M8.3
BMS
to
(a)
a description of the building, including its
intended use
(b)
a schedule of the floor areas of each zone
categorised by environmental service type
(c)
the purpose of the individual building services
systems
(d)
the location of the relevant plant and equipment
(e)
the installed capacities (input power and output
rating) of the services plant
(f)
simple descriptions of the operational and control
strategies of the energy consuming services
10
Commissioning management
It should be noted that under Part L of the Building
Regulations(1) there is a requirement for demonstrations to
be planned and witnessed.
M8.2
Witnessing arrangements
M8.2.1
Witnessing period
In deciding the detailed requirements for witnessing
commissioning, the interaction of various aspects of an
installation in determining its overall performance must
be borne in mind. For example, the commissioning of a
water distribution system might be witnessed against the
requirements of CIBSE Commissioning Code W(29) and
the project specification. However, witnessing the
performance of heat exchangers connected to the water
distribution systems would interact with the commissioning of air distribution and automatic control systems as
well as of boiler and refrigeration plant. Witnessing is thus
an all-embracing and interactive task and this must be
reflected in the agreed written format.
Particular arrangements for
witnessing
The following are essential arrangements for witnessing:
(a)
the provision of a definitive statement of the site
attendance availability of the witnessing agent
(b)
the standards required
(c)
the extent of witnessing which will be performed
(d)
additional requirements in the event of defaults
(e.g. the number of additional items which must
be witnessed for every one which fails to comply).
M8.2.4
(a)
be satisfied that, throughout the installation and
balancing process, the requirements of the
commissioning specification and the appropriate
commissioning code have been met
(b)
check the flow rate at any selected flow measurement
point using a similar instrument and compare with
the data recorded by the commissioning engineer
and with the designer’s requirements, which should
include any permitted tolerance
(c)
check performance of all plant and systems
(d)
visually inspect any part of the system covered by
this section to ensure that certification is correct
(e)
countersign and endorse as necessary the certificate
of the appointed commissioning specialist verifying
that systems have been balanced in accordance with
the specification requirements
(f)
where required, complete a separate witnessing
certificate confirming satisfaction, one copy of
which is handed to the commissioning specialist
(g)
check correct operation of the control system
(h)
check the correct operation of life safety systems.
(a)
the means to be used to demonstrate that fluid
mass or volume flow rates are within the specified
tolerances
(b)
co-ordination requirements where the performance aspects to be witnessed interact with other
systems or equipment
the running and monitoring period of the
prove its functionality.
M9
Building log book
In accordance with Building Regulations Approved
Document L2(3), the owner/occupier ‘should be provided
with a log book giving details of the installed building
services plant and controls, their method of operation and
maintenance, and other details that collectively enable
energy consumption to be monitored and controlled.’
The requirement to produce a building log book needs to
be set out in the design specification. Responsibility for
its preparation and for ensuring its completion by a
specified period within the contract programme should
be included in the commissioning specification. The CMO
is well placed to ensure that a satisfactory building log
book, that complies with the requirements of Part L of
the Building Regulations(1).
The contents of a building log book could include:
Witnessing liaison
The witnessing agent should liaise in detail with the
installer and the commissioning specialist, as necessary,
with regard to:
(c)
Witnessing duties may be undertaken by the CMO or other
organisation appointed by the client.
Witnessing requirements
All requirements for witnessing should be expressed in an
agreed written format, copies of which should be made
available to the commissioning specialist. This format
must contain full details of the tolerances applicable to all
parameters. Similarly, consideration should be given to
permissible tolerances on repeatability of measurement
readings.
M8.2.3
Witnessing duties
The witnessing agent should:
A specific period of time for client witnessing should be
indicated in the initial project programme, with a written
contingency allowance.
M8.2.2
M8.3
BMS
to
(a)
a description of the building, including its
intended use
(b)
a schedule of the floor areas of each zone
categorised by environmental service type
(c)
the purpose of the individual building services
systems
(d)
the location of the relevant plant and equipment
(e)
the installed capacities (input power and output
rating) of the services plant
(f)
simple descriptions of the operational and control
strategies of the energy consuming services
Building log book
(g)
a copy of the report confirming that the building
services have been satisfactorily commissioned
(h)
operating and maintenance instructions including
provisions enabling the specified performance to
be sustained during occupation
(i)
11
References
1
Building Regulations 2000 Statutory Instruments 2000 No. 440
as amended by the Building (Amendment) Regulations 2001
Statutory Instruments 2001 No. 3335 (London: The Stationery
Office) (2000/2001)
a schedule of building’s energy supply meters
including fuel type, location, identification and
description
2
Conservation of fuel and power in dwellings Building Regulations
2000 Approved Document L1 (London: The Stationery Office)
(2001)
(j)
a design assessment of the carbon emissions and
comparable performance benchmarks
3
Conservation of fuel and power in buildings other than dwellings
Building Regulations 2000 Approved Document L2 (London:
Stationery Office) (2001)
(k)
the measured air permeability of the building.
4
Environmental design CIBSE Guide A (London: Chartered
Institution of Building Services Engineers) (1999)
5
Commissioning of HVAC systems — division of responsibilities BSRIA
TM1/88 (Bracknell: Building Services Research and
Information Association) (1988)
System handover is the point where, to all intents and
purposes, the engineering systems are determined to be
complete and ready for the client. Once completion has
been certified, the client takes over responsibility for the
systems.
6
Construction (Design and Management) Regulations 1994
Statutory Instruments 1994 No. 3140 (London: The Stationery
Office) (1994)
7
Health and Safety at Work etc. Act 1974 (London: The
Stationery Office) (1974)
The CMO can play a key role at this stage by co-ordinating
the activities needed to be achieved to reach this point, in
accordance with the commissioning programme. The
careful planning, organisation, co-ordination and control
of the commissioning activities alongside other project
processes are the key functions of the CMO. This role has
been identified as an essential function that needs to be
made the specific responsibility of a designated party, e.g.
the CMO, to ensure certainty of delivery of the project,
particularly where it is large and complex.
8
Management of Health and Safety at Work Regulations 1999
Statutory Instruments 1999 No. 3242 (London: Her Majesty’s
Stationery Office) (1999)
9
Construction (Head Protection) Regulations 1989 Statutory
Instrument 1989 No. 2209 (London: The Stationery Office)
(1989)
10
Construction (Health, Safety and Welfare) Regulations 1996
Statutory Instruments 1996 No. 1592 (London: The Stationery
Office) (1996)
11
Confined Spaces Regulations 1997 Statutory Instruments 1997
No. 1713 (London: The Stationery Office) (1997)
12
Workplace (Health, Safety and Welfare) Regulations 1992
Statutory Instruments 1992 No. 3004 (London: The Stationery
Office) (1992)
13
Working Time Regulations 1999 Statutory Instruments 1999
No. 3372 (London: The Stationery Office) (1999)
14
Electricity at Work Regulations 1989 Statutory Instruments
1989 No. 635 (London: The Stationery Office) (1989)
15
Gas Safety (Installation and Use) Regulations 1994 Statutory
Instruments 1994 No. 1886 (London: The Stationery Office)
(1994)
16
Personal Protective Equipment at Work Regulations 1992
Statutory Instruments 1992 No. 2966 (London: The Stationery
Office) (1992)
17
Health and Safety (Display Screen Equipment) Regulations
1992 Statutory Instruments 1992 No. 2792 (London: The
Stationery Office)
18
Provision and Use of Equipment at Work Regulations 1998
Statutory Instruments 1998 No. 2306 (London: The Stationery
Office) (1998)
19
Pressure Systems Safety Regulations 2000 Statutory Instruments
2000 No. 128 (London: The Stationery Office) (2000)
M10
System handover
The CMO may also co-ordinate the training of client and
other personnel in the operation and maintenance of the
installed systems as part of the handover process. It has
been found beneficial to support this with a report to the
client on the effectiveness of the training provided.
A further role of the CMO, which has been found to be
beneficial to the client, is for the CMO to maintain a
presence on site for a period (e.g. six months) after
handover, possibly on a part time basis. This is to resolve
any issues which may arise after handover and to provide a
focal point to ensure liaison continues to take place
between all parties involved in the construction process
Detailed information on responsibilities of parties during
the handover process are given in BSRIA TN15/95:
Handover information for building services(30).
After handover there are several areas where a CMO can be
called upon. Examples include:
—
recommissioning of the building services during
subsequent stages of the life of the building
—
following major changes or adaptations
—
periodic validation of control system settings,
particularly where occupation or use has changed
20
Noise at Work Regulations 1989 Statutory Instruments 1989
No. 1790 (London: The Stationery Office) (1999)
—
periodic building checks as required
21
—
decommissioning of the building or specific
services
Notification of Cooling Towers and Evaporative Condensers
Regulations 1992 Statutory Instruments 1992 No. 2225
(London: The Stationery Office) (1992)
22
—
mothballing the building prior to a period when
the building is out of use.
Control of Substances Hazardous to Health Regulations 1999
Statutory Instruments 1999 No. 437 (London: The Stationery
Office) (1999)
Building log book
(g)
a copy of the report confirming that the building
services have been satisfactorily commissioned
(h)
operating and maintenance instructions including
provisions enabling the specified performance to
be sustained during occupation
(i)
11
References
1
Building Regulations 2000 Statutory Instruments 2000 No. 440
as amended by the Building (Amendment) Regulations 2001
Statutory Instruments 2001 No. 3335 (London: The Stationery
Office) (2000/2001)
a schedule of building’s energy supply meters
including fuel type, location, identification and
description
2
Conservation of fuel and power in dwellings Building Regulations
2000 Approved Document L1 (London: The Stationery Office)
(2001)
(j)
a design assessment of the carbon emissions and
comparable performance benchmarks
3
Conservation of fuel and power in buildings other than dwellings
Building Regulations 2000 Approved Document L2 (London:
Stationery Office) (2001)
(k)
the measured air permeability of the building.
4
Environmental design CIBSE Guide A (London: Chartered
Institution of Building Services Engineers) (1999)
5
Commissioning of HVAC systems — division of responsibilities BSRIA
TM1/88 (Bracknell: Building Services Research and
Information Association) (1988)
System handover is the point where, to all intents and
purposes, the engineering systems are determined to be
complete and ready for the client. Once completion has
been certified, the client takes over responsibility for the
systems.
6
Construction (Design and Management) Regulations 1994
Statutory Instruments 1994 No. 3140 (London: The Stationery
Office) (1994)
7
Health and Safety at Work etc. Act 1974 (London: The
Stationery Office) (1974)
The CMO can play a key role at this stage by co-ordinating
the activities needed to be achieved to reach this point, in
accordance with the commissioning programme. The
careful planning, organisation, co-ordination and control
of the commissioning activities alongside other project
processes are the key functions of the CMO. This role has
been identified as an essential function that needs to be
made the specific responsibility of a designated party, e.g.
the CMO, to ensure certainty of delivery of the project,
particularly where it is large and complex.
8
Management of Health and Safety at Work Regulations 1999
Statutory Instruments 1999 No. 3242 (London: Her Majesty’s
Stationery Office) (1999)
9
Construction (Head Protection) Regulations 1989 Statutory
Instrument 1989 No. 2209 (London: The Stationery Office)
(1989)
10
Construction (Health, Safety and Welfare) Regulations 1996
Statutory Instruments 1996 No. 1592 (London: The Stationery
Office) (1996)
11
Confined Spaces Regulations 1997 Statutory Instruments 1997
No. 1713 (London: The Stationery Office) (1997)
12
Workplace (Health, Safety and Welfare) Regulations 1992
Statutory Instruments 1992 No. 3004 (London: The Stationery
Office) (1992)
13
Working Time Regulations 1999 Statutory Instruments 1999
No. 3372 (London: The Stationery Office) (1999)
14
Electricity at Work Regulations 1989 Statutory Instruments
1989 No. 635 (London: The Stationery Office) (1989)
15
Gas Safety (Installation and Use) Regulations 1994 Statutory
Instruments 1994 No. 1886 (London: The Stationery Office)
(1994)
16
Personal Protective Equipment at Work Regulations 1992
Statutory Instruments 1992 No. 2966 (London: The Stationery
Office) (1992)
17
Health and Safety (Display Screen Equipment) Regulations
1992 Statutory Instruments 1992 No. 2792 (London: The
Stationery Office)
18
Provision and Use of Equipment at Work Regulations 1998
Statutory Instruments 1998 No. 2306 (London: The Stationery
Office) (1998)
19
Pressure Systems Safety Regulations 2000 Statutory Instruments
2000 No. 128 (London: The Stationery Office) (2000)
M10
System handover
The CMO may also co-ordinate the training of client and
other personnel in the operation and maintenance of the
installed systems as part of the handover process. It has
been found beneficial to support this with a report to the
client on the effectiveness of the training provided.
A further role of the CMO, which has been found to be
beneficial to the client, is for the CMO to maintain a
presence on site for a period (e.g. six months) after
handover, possibly on a part time basis. This is to resolve
any issues which may arise after handover and to provide a
focal point to ensure liaison continues to take place
between all parties involved in the construction process
Detailed information on responsibilities of parties during
the handover process are given in BSRIA TN15/95:
Handover information for building services(30).
After handover there are several areas where a CMO can be
called upon. Examples include:
—
recommissioning of the building services during
subsequent stages of the life of the building
—
following major changes or adaptations
—
periodic validation of control system settings,
particularly where occupation or use has changed
20
Noise at Work Regulations 1989 Statutory Instruments 1989
No. 1790 (London: The Stationery Office) (1999)
—
periodic building checks as required
21
—
decommissioning of the building or specific
services
Notification of Cooling Towers and Evaporative Condensers
Regulations 1992 Statutory Instruments 1992 No. 2225
(London: The Stationery Office) (1992)
22
—
mothballing the building prior to a period when
the building is out of use.
Control of Substances Hazardous to Health Regulations 1999
Statutory Instruments 1999 No. 437 (London: The Stationery
Office) (1999)
Building log book
(g)
a copy of the report confirming that the building
services have been satisfactorily commissioned
(h)
operating and maintenance instructions including
provisions enabling the specified performance to
be sustained during occupation
(i)
11
References
1
Building Regulations 2000 Statutory Instruments 2000 No. 440
as amended by the Building (Amendment) Regulations 2001
Statutory Instruments 2001 No. 3335 (London: The Stationery
Office) (2000/2001)
a schedule of building’s energy supply meters
including fuel type, location, identification and
description
2
Conservation of fuel and power in dwellings Building Regulations
2000 Approved Document L1 (London: The Stationery Office)
(2001)
(j)
a design assessment of the carbon emissions and
comparable performance benchmarks
3
Conservation of fuel and power in buildings other than dwellings
Building Regulations 2000 Approved Document L2 (London:
Stationery Office) (2001)
(k)
the measured air permeability of the building.
4
Environmental design CIBSE Guide A (London: Chartered
Institution of Building Services Engineers) (1999)
5
Commissioning of HVAC systems — division of responsibilities BSRIA
TM1/88 (Bracknell: Building Services Research and
Information Association) (1988)
System handover is the point where, to all intents and
purposes, the engineering systems are determined to be
complete and ready for the client. Once completion has
been certified, the client takes over responsibility for the
systems.
6
Construction (Design and Management) Regulations 1994
Statutory Instruments 1994 No. 3140 (London: The Stationery
Office) (1994)
7
Health and Safety at Work etc. Act 1974 (London: The
Stationery Office) (1974)
The CMO can play a key role at this stage by co-ordinating
the activities needed to be achieved to reach this point, in
accordance with the commissioning programme. The
careful planning, organisation, co-ordination and control
of the commissioning activities alongside other project
processes are the key functions of the CMO. This role has
been identified as an essential function that needs to be
made the specific responsibility of a designated party, e.g.
the CMO, to ensure certainty of delivery of the project,
particularly where it is large and complex.
8
Management of Health and Safety at Work Regulations 1999
Statutory Instruments 1999 No. 3242 (London: Her Majesty’s
Stationery Office) (1999)
9
Construction (Head Protection) Regulations 1989 Statutory
Instrument 1989 No. 2209 (London: The Stationery Office)
(1989)
10
Construction (Health, Safety and Welfare) Regulations 1996
Statutory Instruments 1996 No. 1592 (London: The Stationery
Office) (1996)
11
Confined Spaces Regulations 1997 Statutory Instruments 1997
No. 1713 (London: The Stationery Office) (1997)
12
Workplace (Health, Safety and Welfare) Regulations 1992
Statutory Instruments 1992 No. 3004 (London: The Stationery
Office) (1992)
13
Working Time Regulations 1999 Statutory Instruments 1999
No. 3372 (London: The Stationery Office) (1999)
14
Electricity at Work Regulations 1989 Statutory Instruments
1989 No. 635 (London: The Stationery Office) (1989)
15
Gas Safety (Installation and Use) Regulations 1994 Statutory
Instruments 1994 No. 1886 (London: The Stationery Office)
(1994)
16
Personal Protective Equipment at Work Regulations 1992
Statutory Instruments 1992 No. 2966 (London: The Stationery
Office) (1992)
17
Health and Safety (Display Screen Equipment) Regulations
1992 Statutory Instruments 1992 No. 2792 (London: The
Stationery Office)
18
Provision and Use of Equipment at Work Regulations 1998
Statutory Instruments 1998 No. 2306 (London: The Stationery
Office) (1998)
19
Pressure Systems Safety Regulations 2000 Statutory Instruments
2000 No. 128 (London: The Stationery Office) (2000)
M10
System handover
The CMO may also co-ordinate the training of client and
other personnel in the operation and maintenance of the
installed systems as part of the handover process. It has
been found beneficial to support this with a report to the
client on the effectiveness of the training provided.
A further role of the CMO, which has been found to be
beneficial to the client, is for the CMO to maintain a
presence on site for a period (e.g. six months) after
handover, possibly on a part time basis. This is to resolve
any issues which may arise after handover and to provide a
focal point to ensure liaison continues to take place
between all parties involved in the construction process
Detailed information on responsibilities of parties during
the handover process are given in BSRIA TN15/95:
Handover information for building services(30).
After handover there are several areas where a CMO can be
called upon. Examples include:
—
recommissioning of the building services during
subsequent stages of the life of the building
—
following major changes or adaptations
—
periodic validation of control system settings,
particularly where occupation or use has changed
20
Noise at Work Regulations 1989 Statutory Instruments 1989
No. 1790 (London: The Stationery Office) (1999)
—
periodic building checks as required
21
—
decommissioning of the building or specific
services
Notification of Cooling Towers and Evaporative Condensers
Regulations 1992 Statutory Instruments 1992 No. 2225
(London: The Stationery Office) (1992)
22
—
mothballing the building prior to a period when
the building is out of use.
Control of Substances Hazardous to Health Regulations 1999
Statutory Instruments 1999 No. 437 (London: The Stationery
Office) (1999)
12
Commissioning management
23
Water Supply (Water Fittings) Regulations 1999 Statutory
Instruments 1999 No. 1148 (London: The Stationery Office)
(1999)
35
Commissioning of water systems in buildings BSRIA AG2/89.2
(Bracknell: Building Services Research and Information
Association) (1998)
24
Automatic control systems CIBSE Commissioning Code C
(London: Chartered Institution of Building Services Engineers)
(2001)
36
Commissioning of air systems in buildings BSRIA AG3/89.2
(Bracknell: Building Services Research and Information
Association) (1998)
25
Dicks M Commissioning Management: How to achieve a fully
functioning building BSRIA AG 5/2002 (Bracknell: Building
Services Research and Information Association) (2002)
37
Commissioning of pipework systems — design considerations BSRIA
AG20/95 (Bracknell: Building Services Research and
Information Association) (1996)
26
Specification for sheet metal ductwork — low, medium and high
pressure/velocity systems HVCA DW/144 (London: Heating and
Ventilating Contractors Association) (1998)
38
Commissioning of VAV systems in buildings BSRIA AG1/91
(Bracknell: Building Services Research and Information
Association) (1991)
27
Guide to good practice — internal cleanliness of new ductwork
installations HVCA TM2 (London: Heating and Ventilating
Contractors Association) (1991)
39
Pre-commissioning cleaning of water systems BSRIA AG 8/91
(Bracknell: Building Services Research and Information
Association) (1991)
28
Cleanliness of ventilation systems — guide to good practice HVCA
TR17 (London: Heating and Ventilating Contractors
Association) (1998)
40
White water balancing CSA Guidance Note GN/1 (Horsham:
Commissioning Specialists Association)
29
Water distribution systems CIBSE Commissioning Code W
(London: Chartered Institution of Building Services
Engineers) (2003)
41
Automatic balancing devices CSA Guidance Note GN/2
(Horsham: Commissioning Specialists Association)
42
Variable volume water systems CSA Guidance Note GN/3
(Horsham: Commissioning Specialists Association)
43
Bacteria within closed circuit/pipework systems CSA Guidance Note
GN/4 (Horsham: Commissioning Specialists Association)
44
Standard specification for the commissioning of mechanical engineering
services installations for buildings CSA Technical Memorandum
TM/1 (Horsham: Commissioning Specialists Association)
45
Health and safety legislation affecting commissioning CSA
Technical Memorandum TM/5 (Horsham: Commissioning
Specialists Association)
46
Water treatment and the commissioning engineer CSA Technical
Memorandum TM/9 (Horsham: Commissioning Specialists
Association)
30
Handover information for building services BSRIA TN15/95
(Bracknell: Building Services Research and Information
Association) (1995)
31
Air distribution systems CIBSE Commissioning Code A
(London: Chartered Institution of Building Services
Engineers) (2002)
32
Boilers CIBSE Commissioning Code B (London: Chartered
Institution of Building Services Engineers) (2002)
33
Lighting CIBSE Commissioning Code L (London: Chartered
Institution of Building Services Engineers) (2003)
34
Refrigerating systems CIBSE Commissioning Code R (London:
Chartered Institution of Building Services Engineers) (2002)
Appendix MA1: Guidance documents on commissioning specific building services
13
Appendix MA1: Guidance documents on commissioning specific building
services
CIBSE Commissioning Codes:
—
Code A: Air distribution systems(31)
—
AG8/91: Pre-commission cleaning of water systems(39)
—
AG5/2002: Commissioning management — how to
achieve a fully functioning building(24)
Boilers(32)
—
Code B:
—
Code C: Automatic controls(25)
—
Code L:
Lighting(33)
—
Code R: Refrigerating systems(34)
—
GN/1: White water balancing(40)
—
Code W: Water distribution systems(29)
—
GN/2: Automatic balancing devices(41)
—
GN/3: Variable volume water systems(42)
—
GN/4: Bacteria within closed circuit/pipework
systems(43)
The Commissioning Specialists Association publishes the
following Guidance Notes and Technical Memoranda:
Further commissioning guidance is provided in the
following BSRIA publications:
—
AG2/89.2: The commissioning of water systems in
buildings(35)
—
—
AG3/89.2: The commissioning of air systems in
buildings(36)
TM/1: Standard specification for commissioning and
commissioning management(44)
—
TM1/88: Commissioning
responsibilities(5)
TM/5: Health and safety legislation affecting
commissioning(45)
—
TM/9: Water treatment and the commissioning
engineer(46)
—
HVAC
systems — division of
—
AG20/95: Commissioning of pipework systems —
design considerations(37)
—
AG1/91: Commissioning of VAV systems in buildings(38)
The scope and relationships between these various
publications is set out in Table MA1.
Table MA1.1 Building services commissioning: summary of codes and guidance
Subject
Publication title
Commissioning management
CIBSE Commissioning Code M: Commissioning management
BSRIA AG5/2002: Commissioning management — how to achieve a fully functioning building(24)
CSA TM/1: Standard specification for commissioning and commissioning management(44)
CSA TM/5: Health and safety legislation affecting commissioning(45)
Air systems
CIBSE Commissioning Code A: Air distribution systems(31)
BSRIA AG3/89.2: The commissioning of air systems in buildings(36)
BSRIA TM1/88: Commissioning of HVAC systems — division of responsibilities(5)
BSRIA AG1/91: Commissioning of VAV systems in buildings(38)
Boilers
CIBSE Commissioning Code B: Boilers(32)
Controls
CIBSE Commissioning Code C: Automatic controls(25)
Lighting
CIBSE Commissioning Code L: Lighting(33)
Refrigeration
CIBSE Commissioning Code R: Refrigerating systems(34)
Water systems
CIBSE Commissioning Code W: Water distribution systems(29)
BSRIA AG8/91: Pre-commission cleaning of water systems(39)
BSRIA AG20/95: Commissioning of pipework systems — design considerations(37)
BSRIA AG2/89.2: The commissioning of water systems in buildings(35)
CSA GN/1: White water balancing(40)
CSA GN/2: Automatic balancing devices(41)
CSA GN/3: Variable volume water systems(42)
CSA GN/4: Bacteria within closed circuit/pipework systems(43)
CSA TM/9: Water treatment and the commissioning engineer(46)
14
Commissioning management
Appendix MA2: Example responsibility matrix
Activity
number
Activity description
Commissioning
Building services
management organisation
contractor (BSC)
(CMO)
Action, and advise CE.
Advise MC of any
Coordinate any comments comments.
from BSC and MC.
Main contractor (MC)
Consulting engineer (CE)
1
Review design drawings
and specifications for
commissioning
requirements.
2
Review installation
drawings and technical
submissions from BSC for
commissioning
requirements.
3
Review installations with Supervise inspection of
respect to compliance with installations, and issue
specifications and drawing reports to MC.
intent for commissioning.
4
Production of detailed
Procure information from Submit information, and
coordinated commission- BSC. Prepare programme, liaise with CMO.
ing programme, including discuss with MC, and issue
revisions and updating.
to all parties for comment.
5
Production of detailed
Guide and assist in their
Discuss format and
Receive, review and
commissioning method
production. Review and
content with CMO. Produce approve. Liaise with
statements, including pre- accept content. Liaise with method statements.
CE/CMO.
commissioning, setting to MC/CE.
work, and interface tests.
Review, comment and
accept.
6
Testing and preProcure procedures from
commissioning, including BSC and suppliers for
off-site works testing. (As approval. Witness and
requested)
validate tests and results.
Review/comment and
approve. Carry out spot
checks.
Review, comment and
accept. Spot check as
required.
7
Production of project
specific test sheets.
Prepare and issue pro
Liaise with CMO.
forma sheets, including
interface and performance
tests.
Receive, review and
approve.
Review, comment and
accept.
8
Monitor and report on
commissioning progress.
Prepare spreadsheets to be Assist CMO during
used to monitor all
monitoring process.
progress. Issue and update
at regular intervals.
Receive and review reports, Review and comment.
and circulate. Monitor
progress, and manage any
programme changes.
9
Progressive installation
Monitor, witness, and
Implement testing, prepare Monitor progress. Carry
tests and pre-commission. ensure accurate recording records, and demonstrate. out spot checks.
of all results, in accordance
with method statements.
Review, comment and
accept. Spot checks as
required.
10
Pipework system flushing, Monitor, witness, and
Implement activities,
cleaning and dosing.
ensure accurate recording prepare records, and issue
of all results, in accordance analysis reports.
with method statements.
Monitor progress. Carry
out spot checks.
Review, comment and
accept. Spot checks as
required.
11
Setting to work of plant
and systems, commissioning and performance
testing in accordance with
programme.
Monitor progress. Witness Carry out spot checks, and
as required.
witness activities on a
selective basis.
12
Prepare testing and
Action and submit to MC.
commissioning reports,
incorporating all plant and
system test results.
Liaise with MC and supply Monitor progress. Issue
all relevant documendirectives/instructions to
tation. Action adjustments BSC as appropriate.
to system performance as
advised or instructed by
MC.
Review, comment, and
accept. Issue directives to
MC as appropriate.
13
Prepare ‘models’ for record
documents/drawings, and
O&M manual format.
Statutory demonstrations
Monitor preparation, and
comment on submissions
via MC.
Manage and coordinate the
demonstration of all life
safety systems as required,
to the statutory authorities.
Submit information, and
liaise with CMO.
Monitor progress. Liaise
with client. Issue directives
to BSC as appropriate.
Monitor progress. Attend
demonstrations.
Review, comment and
accept.
Prepare final record
documents
Receive, collate, and com- Submit record documents
ment on submissions by
for approval, and liaise
BSC. Advise on CDM issues. with MC. Update to suit
comments.
Issue to client, and
coordinate all comments
with BSC.
Review, comment and
accept.
14
15
Action, and advise MC/CE.
Direct BSC, giving guidance
as necessary. Witness
activities, and ensure
accurate recording of
results.
Liaise and assist all parties. Review comments and
action as appropriate.
Prepare and submit for
Coordinate, supervise and
review. Action any
direct/instruct as
comments as instructed by appropriate.
MC.
Receive CMO reports, and
action as necessary.
Submit information and
liaise with CMO. Complete
outstanding works
schedules.
Execute all planned
activities. Demonstrate
selected items to MC/CE as
directed.
Execute all planned
activities in conjunction
with the MC.
Review, comment and
issue directives to MC if
applicable.
Coordinate, supervise, and Review, comment and
direct/instruct as
issue directives to MC if
appropriate.
applicable.
Review programme with
Review, comment and
regard to impact on
accept.
construction process. Issue
comments and approve.
Review, comment and
attend demonstrations.
Appendix MA2: Example responsibility matrix
Activity
number
Activity description
16
Client/end user awareness
and liaison
17
Client/end user training
programme.
Commissioning
management organisation
(CMO)
Coordinate activities, and
advise the client of all
potential operational
implications.
Coordinate and manage
BSC contractual
obligations. Prepare
programme.
15
Building services
contractor (BSC)
Main contractor (MC)
Consulting engineer (CE)
Liaise with MC, and be
responsive to the
client/end user’s needs.
Liaise with the client/end
user.
Monitor status.
Liaise with CMO. Coordinate the activities of
specialist suppliers.
Monitor progress and
participate. Liaise with
client/end user.
Review, comment and
accept. Participate as
required.
16
Commissioning management
Appendix MA3: Designer’s checklist for commissionability
The following checklist is applicable to all sizes of
installations:
(a)
Has the appointment of a CMO been considered?
(b)
Has the appointment of a commissioning specialist
been considered?
(c)
Can the system be commissioned in accordance
with the specification and CIBSE Commissioning
Codes?
(d)
Can the installed services be adequately and safely
maintained after handover?
(e)
Have validation checks at manufacturers’ works
been allowed for on the major plant items?
(f)
Have patented systems been checked or tested
rather than assumed to be working?
(g)
Has sufficient detail design information been
provided especially in respect of control regimes,
including set-points, system flow rates and plant
capacities?
Issues which impinge upon the commissionability of
building services systems include the following:
(a)
Appropriate control strategies and set points: control
strategies must be appropriate for the building
services systems and intended application.
(b)
Packaged systems: ideally, as much use as possible
should be made of ‘packaged’ systems which use
pre-configured and pre-commissioned control
equipment and are suitable for use in the intended
climatic conditions.
(c)
Interaction with existing or other control equipment:
most instances of integration involve the use of
gateways. It is important that any gateway is fully
developed and appropriate for the intended
control and/or monitoring application. The impact
of the complexity and timescale of the integration
on the overall commissioning process should be
carefully considered.
(d)
Fire alarm system: any interaction with fire alarm
systems will require the approval of a fire officer or
building control officer. The overall impact of this
on building occupation should be considered. In
practice, most fire or building control officers will
only accept interaction with an autonomous fire
alarm system, i.e. where the fire alarm system continues to operate as normal should the integration
with the building control system fail.
(h)
Is the specification definitive in its content of the
commissioning responsibilities, acceptance criteria
and tolerances?
(i)
Is the specification adequately detailed in respect
of protection of plant and equipment during
transportation, installation, commissioning and
testing?
(e)
Has a feedback procedure been implemented to
recognise and address design problems that
manifest during commissioning and testing in
order to prevent repetition on future projects?
Sensor type and location: it is important that the
correct type and accuracy of sensor is used for the
intended application(10). Advice should be sought
from sensor manufacturers concerning application
and installation issues.
(f)
Access to control equipment: adequate access to
control equipment must be provided. This should
include access to field control devices which may
be installed in control cabinets, air handling units
and terminal devices. Adequate access should also
be allowed for the checking and removal of sensors
and actuators.
(g)
Adequate control system specification details: these are
essential for the commissioning process. Further
information on the necessary documentation are
provided in CIBSE Commissioning Code C (25),
section C3.2.
(j)
The following can simplify system commissioning.
(a)
provide correct design information to allow the
selection of appropriate devices
(b)
design for self balancing wherever possible
(c)
balance pressure drops across sub-branches and
terminal units
(d)
avoid using different terminal units on the same
branch
(e)
use reverse return pipework layouts
(f)
use automatic balancing valves
(g)
use variable speed drives for fan and pump
regulation where appropriate
(h)
use computer analysis to determine settings for
pre-set valves.
In addition to the above issues, which directly relate to
control systems, it is essential that the building services
systems are inherently controllable in terms of their
fundamental design, sizing and commissioning. The
commissioning of the control system can be simplified if
the commissioning of the building services systems are
simplified.
Appendix MA4: Example certificate of readiness
17
Appendix MA4: Example certificate of readiness
READY FOR EMPLOYER’S USE
Certificate number:
Job number:
Project:
Floor:
Building:
Zone area:
System:
Base shop drawing:
Rev:
Date:
See attached A4-size copy of relevant part of drawing and system schematic
Activity
Checked
1
Water pipe hydraulic tests
2
Water pipe cleaned and treated
3
Duct pressure tests
4
Ductwork cleaned
5
Electrical cable insulation tests
6
Switchgear/starter functions
7
Air balance and volume checks
8
Water balance and volume checks
9
Base system pre-commissioning complete
10
Building automation system proved
11
Fire alarm system proved
12
Building security system proved
13
Commissioning complete (If necessary with simulated thermal conditions)
14
Architectural snagging complete
15
Mechanical snagging complete
16
Electrical snagging complete
Date
The system detailed in this certificate has been completed satisfactorily, tested in accordance with the inspection procedure
attached and is ready for use for the purpose for which it was designed and as described in the contractual documents
Remarks:
Signed:
for trade contractor
Date:
Signed:
for consultant
Date:
Signed:
for commissioning manager
Date:
INDEX
Index Terms
Section
Links
M3.3
6
MA3
16
Air leakage testing
M6.2
8
Air systems
M6.2
8
definition
M0.6
2
design for commissionability
M3.4
7
MA2
14
pre-commissioning
M6.2
8
witnessing duties
M8.3
10
M4.2
7
M7.3
9
M8.2
10
M2.1
5
M0.8
4
M10
11
M4.2
7
M7.3
9
M8.2
10
M0.1
1
M0.4
1–2
M0.7
4
M0.1
1
M0.4
1–2
M0.7
4
A
Access
B
Balancing
BMS (building management systems)
BSRIA AG 5/2002: Commissioning management
BSRIA TM 1/88: Commissioning HVAC systems:
division of responsibilities
BSRIA TN 15/95: Handover information for building
services
Building management systems (BMS)
Building Regulations 2000: Approved Document L1
Building Regulations 2000: Approved Document L2
log books
M9
10
witnessing
M8.1
10
M6.2
8
Building services plant
commissioning
This page has been reformatted by Knovel to provide easier navigation.
Index Terms
Section
Links
M0.6
2
M0.7
4
air leakage tests
M6.2
8
calibration
M0.7
4
completion
M0.6
2
M7.1
9
pressure tests
M6.2
8
readiness for employer
M7.2
9
MA3
15
static completion
M7.1
9
witnessing
M8.3
10
Change control mechanisms
M4.1
7
Checklists
M4.1
7
M6.2
8
MA2
14
M3.1
6
M6.3
9
M8.2
10
CIBSE Guide A: Environmental design
M0.4
2
Cleaning
M6.2
8
checklists
MA2
14
definition
M0.6
2
design for
M3
6
C
Calibration
definition
Calibration certificates
Certificates
CIBSE Commissioning Code C: Automatic controls
CIBSE Commissioning Code W: Water distribution
systems
CMO— see Commissioning management organisation
Commissionability
MA2
14
M0.3
1
M0.6
2
M7
9
building services plant
M6.2
8
definition
M0.6
2
importance of
M0.4
1–2
programming and co-ordination
M4
7
M0.6
2
M7.1
9
M0.6
2
requirement for
Commissionable system
definition
Commissioning
Commissioning completion certificates
Commissioning engineer
definition
This page has been reformatted by Knovel to provide easier navigation.
Index Terms
Commissioning management
contractual relationship
Section
Links
M0
1
M2.2
5–6
M2.3
6
definition
M0.6
3
quality assurance
M5
7–8
Commissioning management organisation
definition
M0.6
3
handover
M10
11
log books
M9
10
pre-commissioning
M6.2
8
selection and appointment
M2.2
5
witnessing duties
M8.3
10
Commissioning manager
M2.1
5
Commissioning plan
M0.6
3
M5
8
M0
1
M4.1
7
M10
11
M8.1
9
M8.2
10
M0.6
3
M0.6
3
M4.2
7
MA2
14
M3.2
6
M3.4
6
Commissioning programmes
witnessing
Commissioning records — see Documentation
Commissioning specialist
definition
Commissioning specification
designers’ duties
log books
M9
10
witnessing duties
M8.3
10
Communications
M2.3
5–6
Completion certificates
M0.6
2
M7.1
9
M1.1
4
Contract variations
M4.1
7
Contractual relationships
M2.2
5–6
M2.3
6
MA2
14
Commissioning timetable — see Commissioning plan;
Commissioning programmes
Construction (Design and Management)
Regulations 1994
Control strategies
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Index Terms
Section
Links
Control systems
M6.3
9
commissioning specification
M4.2
7
specification
MA2
14
witnessing duties
M8.3
10
M6.2
8
M6.2
8
M0.6
3
M3
6
see also Building management systems (BMS)
Control valves
D
Dampers
Design criteria
definition
Design for commissionability
MA3
16
M3.2
6
Designers’ checklist
MA2
14
Documentation
M0.3
1
M0.7
4
contract variations
M4.1
7
design
M3.2
6
witnessing requirements
M8.2
10
M6.2
8
M0.4
2
M0.6
3
M6.2
8
M0.6
3
Fire alarm systems
MA2
14
Fire dampers
M6.2
8
Flow measurement devices
M6.2
8
Flow rates
M6.2
8
M8.2
10
M8.3
10
M6.2
8
Designer
definition
see also Certificates; Checklists; Guidance
documents
Ductwork
E
Energy consumption
Energy sources
definition
F
Fans
Fine tuning
definition
Flushing
This page has been reformatted by Knovel to provide easier navigation.
Index Terms
Section
Links
Gateways
MA2
14
Guidance documents
MA1
13
M0.7
4
M10
11
Indoor environmental conditions
M0.4
2
Inspections
M5
G
H
Handover
Health and safety — see Safety
I
7–8
Installations
definition
M0.6
quality assurance
M5
Isolating valves
3
7–8
M6.2
8
M0.6
3
L
Leakage testing
definition
Legislation
M1
4–5
Life safety — see Safety
Log books
M0.6
M9
3
10–11
M
Maintenance manual
definition
Method statements
Monitoring
M0.6
3
M4.1
7
M6.1
8
M4.1
7
M7.3
9
M0.6
3
M0.6
3
O
Operating levels
definition
Operation and maintenance manual
definition
This page has been reformatted by Knovel to provide easier navigation.
Index Terms
Section
Links
M6.2
8
MA2
14
M0.6
3
M4.2
7
M7.2
9
M0.6
3
M0.3
1
M4.2
7
M0.3
1
M6
8
checklists
M6.2
8
control systems
M6.3
9
definition
M0.6
3
in commissioning specification
M4.2
7
M6.2
8
M0.6
3
M4
7
M10
11
M6.2
8
P
Packaged equipment
Performance testing
definition
Phased completion
Portable instrument
definition
Post-occupancy checks
Pre-commissioning
Pressure test certificates
Pressure testing
definition
Programming and co-ordination
Proportional balancing — see Balancing
Pump flow rates
Q
Quality assurance
M5
7–8
R
Records — see Documentation
Regulating valves
M6.2
8
M0.6
3
M6.2
8
M0.8
4
MA4
16–17
M2.1
5
M5
8
M10
11
M3.2
6
M4.2
7
Regulation
definition
Reports
pre-commissioning
Responsibilities
commissioning managers’
designers’
specification
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Index Terms
Section
Links
Risk assessments
M4.1
7
M6.1
8
S
Safety
M1
4–5
M4.1
7
designers’ duties
M3.2
6
witnessing duties
M8.3
10
MA2
14
definition
M0.6
3
Smoke dampers
M6.2
8
M0.6
3
M0.6
3
M7.1
9
M0.6
3
M0.7
4
M10
11
M0.6
4
M6.2
8
M0.6
3
M0.6
4
M0.7
4
M3.2
6
M8.2
10
M10
11
Valves
M6.2
8
Venting
M6.2
8
Sensors
Setting to work
Specification
definition
see also Commissioning specification
Static completion
definition
Static completion certificates
System
definition
see also Commissionable system
definition
System handover
System proving
definition
T
Test holes
Test instrument
definition
Testing
Tolerances
Training
V
This page has been reformatted by Knovel to provide easier navigation.
Index Terms
Section
Links
Water systems
M6.2
8
Witnessing
M4.2
7
W
M8
9–10
This page has been reformatted by Knovel to provide easier navigation.