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The article offers information on one-to-one relationship between a system and its functional performance test (FPT). It mentions that normal electrical power system is invariably the first system to be tested in a new construction project. It states that commissioning scheduling needs to be customized for each project and its unique collection of systems to achieve a balance of efficiency, effectiveness, and coordination with the contractor's installation and start-up sequencing.

The article offers information on the Owner's Project Requirements document (OPR). Topics include granting approval for Leadership in Energy and Environmental Design (LEED) projects; closing the communication loop between owner and designer before construction; and providing target cooling and heating space temperatures and ventilation for various space types.

The article offers the author's insights on the post-construction functional performance tests. Topics discussed include the building design and construction, the project management, and the responsibility of the construction team for corrective actions on failure to meet the construction project requirements. Also mentioned are the design engineering services and the design failures management.

The article explores the reason why commissioning action lists (CALs) are difficult to control as well as examines what should commissioning professional do about it. It outlines the goal of the commissioning process to have the time to understand the owner's system performance requirements and the intentions of designers how the systems will achieve those requirements. The need for the contractors to review the test procedures and agree or disagree with the acceptance criteria is also tackled.

The article provides information on the role of the commissioning professional in an unrealistic construction schedule. It mentions that the commissioning professional can be an active voice of reason on what can be anticipated if there is not enough time scheduled at construction's end for startup, quality control and controls completion. The schedule feedback of the commissioning professional is most effective early during construction phase when it is easiest in adjusting the schedule.

The article provides information on the need for building owners to be proactive when it comes to maintaining and safeguarding systems. It mentions that a representative of the owner has to know what preventive maintenance tasks are needed for all of the control devices, sensors and equipment in the building. It states that the key to successfully outsourcing building systems maintenance and operation is the representative of an owner who implements the terms of the service agreement.

The article offers the author's insights on how building owners can provide training to their intended service contractors. The author says that owners should provide system-level training to the first service contractor at the end of construction. She notes that the key elements of system training should be compiled into a Systems Manual including as-built construction drawings, schematic diagrams of each system, and control system sequences of operation.

The article presents the author's views on why building owners accept unfinished construction projects as complete which she deems detrimental to the efficiency and success of the commissioning process and long-term operation of the building. She explores the importance of discussing the details of the project before the contract is awarded, however most owners rush to get things done. She also reflects on how commissioning professionals will help ensure that the project is cost-effective.

The article offers the author's insights on securing building projects to be substantially complete. The author defines substantial completion as the point in which building owners can have beneficial occupancy of the facility. She adds that the owners should require a clearly defined building commissioning before issuing substantial completion.

The article focuses on the integration or commissioning of building systems. It notes the cost-effectiveness of the building systems for construction projects. It explains that building pressure cannot successfully/easily be accomplished by the individual rooftop units (RTU) when there are many RTUs. It expects individual RTU control loops to have different output signals to their return fans even though RTUs control through the same building pressure sensor and setpoint.

The article discusses the importance of data integration during building construction in the U.S. It mentions the role of project teams to decide which points are worth acknowledging and which are needed to be ignored. It adds that the issue has been a major challenge in the commissioning process as commissioning professional often ends up playing the role in the course of obtaining answers to questions regarding how the systems will work and what the user interface will be.

The author describes the issue disclosed through analysis of the trend graph included in her May 2012 "Commissioning column, followed by a wrap-up summary on trend logs and new construction commissioning. She explains that the trend log analysis is not a substitute for field functional performance testing during new construction commissioning. However, she recommends analyzing trend logs and addressing performance issues identified through trend logging as a pre-test commissioning activity.

The author reflects on the importance of commissioning in a construction project to ensure the accessibility and control of the needed components. She cites the need for owner/operator of the project to make sure that reasonable equipment accessibility is part of the requirements to have proper coordination and control between among users. The author also points out the important role of the commissioning professional to observe and document accessibility issues in the construction process.

The article presents the author's views regarding the commissioning process in the construction industry. It notes that the uncertain outcome during commissioning is when the systems design does not meet with the facilities operators' approval. Moreover, it suggests that before arriving to the end of construction, the issues must be first resolved to the owner's satisfaction.

The article presents the third part of the Building Commissioning Association's (BCxA) eleven Essential Attributes of Building Commissioning in the U.S. It notes the Essential Attribute Number 5 where it recommends that the commissioning roles and scope of the design and construction members be defined in contracts and specifications. Moreover, it mentions Attribute Number 6 where each project is commissioned with a written commissioning plan.

The article offers information related to building commissioning. It highlights the development of the essential attributes of building commissioning by the Building Commissioning Association (BCxA). It states that the Commissioning Authority (CA) is in charge of the commissioning process and makes the final recommendations concerning the functional performance of the commissioned building.

The author discusses aspects of building commissioning in relation to timely control system design. She states that the control contractor's design should be finished at the same time with the mechanical contractor's design. She stresses that it is vital for building owners' project managers to estimate project delivery method during the procurement of design engineering services.

In this article the author offers her opinion about commissioning and energy conservation in construction projects. She believes that energy model should be reviewed by commissioning professionals as a part of the commissioning design reviews. The author suggests that minimum energy performance prerequisite should be a construction submission instead of a design submission. The verification of commissioning professional's responsibilities is also proposed.

The author discusses the design documents being issued for construction before the completion of its design. She notes that designers are responsible for preparing complete and intensive construction documents. Moreover, she suggests that commissioning can play an important role on behalf of the owner in order to monitor the construction of the project until it is completed.

The article focuses on remedies to deal with situations when the project owner does note have any one to represent the long-term Operations and Maintenance (O&M) perspective during design and construction. It notes the recommendation of high-level equipment and systems orientation for the service contractor and a detailed list of equipment, standard, and O&M manuals. It also evaluates the value of hiring people such as the mechanical and electrical supervisors before the operation starts up.

The article focuses on the significance of ongoing systems optimization in order to help prepare the owner's future measurement, verification, and optimization. According to the author, there are few areas of post-construction operational which should appear during the design phase of a new project. Therefore, it is required that the building owner or operator plan for the ongoing operations, optimization program in line with the engineers designing the systems.

The article examines the benefits associated with the commissioning process during the construction design phase. It also investigates how the remaining balance of the fee is typically burst between the other phases of a project, specifically the early construction phase, the testing and training phase and the post-occupancy phase. Additionally, several tables are presented illustrating the distribution of total fees for projects one and two.

The article focuses on the difference between design-bid-build (D-B-B) and design-build (D-B) in commissioning processes. It explores the ways of handling equipment shop drawing and submittal reviews by commissioning professionals in both D-B and D-B-B projects. It also offers recommendations in managing with the projects.

The article focuses on the amount of time the commissioning professional is expected to be on-site during construction. There is a point of diminishing return when being on site too much can lead to three possible outcomes. First, there is a risk of doing the contractors' work for them. Next is the potential for the commissioning professional to become too friendly with the contractors. Third, there is temptation on the contractor's part to take a casual approach to scheduling commissioning activities.

Focuses on some of the decisions facility owners need to make when procuring professional commissioning services. Responsibility of construction manager and general contractor for both the budget and the schedule; Importance of the owner's support to the success of commissioning; Identification of the conflict of interest that needs to be addressed.

In this article the author outlines the importance of a facility owner defining the scope of commissioning to prospective provider firms in order to obtain apples-to-apples fee proposals from which to select a commissioning firm for each project. According to the author, the commissioning provider is an owner's technical representative to the project, and it is important that the owner feel comfortable with the team he is selecting to provide that representation. That all-important "chemistry" between the owner and his consultants needs to be a part of the commissioning provider selection. Interviews are required in order lo understand how people present themselves, to explore their approaches to conflict resolution, and to judge comfort and support for the owner's philosophies. Another important benefit of commissioning a project is the opportunity to involve the future system operators in the process as early as possible.

Explores the applicability of commissioning in retail. Short- and long-term benefits of commissioning; Responsibility of store owners to define what the performance requirements are when contracting with the design-builder; Possibility of incorporating commissioning activities into the standard design and construction policies.

Details steps involved in selling commissioning (cx) for a design-construction project. Prediction of benefit from commissioning; Challenges facing the Cx community includes documentation of a track record of commissioning; Recording of number of change-orders executed and number of deficiencies discovered; Evaluation of the results of the Cx effort.

Presents tips for conducting verification tests in a construction project. Prerequisites for verification testing; Participation in hands-on verification; Analysis of deficiency.