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There has been general recognition within the construction industry that there is a discrepancy between the amount of energy that buildings actually use and what designers considered that they should use. This phenomenon is termed “The Performance Gap” and is normally associated with new buildings. However, existing and older buildings contribute a greater amount of operational carbon. In response to the Performance Gap, CIBSE have developed the TM54 process which is aimed at improving energy estimates at design stage. This paper considers how the TM54 process can also be used to develop energy management procedures for existing buildings. The paper describes an exercise carried out for a university workshop building in which design energy use has been compared with the actual building energy use and standard benchmarks. Moreover, a sensitivity assessment has been carried out using different scenarios based on operation hours of building/equipment, boiler efficiency and impact of climate change. The analysis of these results showed high uncertainty in estimates of energy consumption. If carbon challenges are to be met then improved energy management techniques will require a more systematic approach so that facilities managers can identify energy streams and pinpoint problems, particularly where they have assumed responsibility for existing buildings which often have a legacy of poorly metered fuel consumption. [ABSTRACT FROM AUTHOR]

• New building development projects underperform often. • Underperformance leads to increased energy consumption and CO 2 emissions in building operation. • The paper links building project development and building operational performance. • Two simulation methods are combined in a multi methodology framework in the paper. • The paper explores the implications of project partner collaboration for operational building performance in the case of a recent building project. The "performance gap" in the United Kingdom construction industry is a persistent problem as new building development projects underperform more often than not. The "performance gap" is partially attributed to the number of stages involved in building project development and the coordination difficulties of partners with different incentives. The project outcome is important for energy consumption, carbon emissions and occupant well-being. Thus, it is important to study the project management process in terms of the standard time, cost and quality parameters, but also in terms of project partner incentives and coordination, and the subsequent energy performance and resultant indoor environmental conditions. A system dynamics model of project management processes is developed to explore the implications of partner coordination for building quality. The system dynamics model is coupled to a building performance simulation model to explore building energy consumption and Indoor Environmental Quality, and apply this on a recent building project case study. Results show that greater project partner alignment can reduce annual energy consumption up to 12% and CO 2 emissions up to 37%, with greater emphasis in the design stage of the project subject to resource availability. The trade-offs involved on value appropriation are considered and discussion of results points to possible ways for improvement. [ABSTRACT FROM AUTHOR]