Commissioning of Commissioning of Combined Heat and Power Plants: Combined Heat and Power Plants: Lessons Learned Lessons Learned July 1, 2008 Presented by Abbe Bjorklund, PE, LEED AP Sebesta Blomberg & Associates and Bruce Nicholson Cooperative Consulting Services, Inc.
Commissioning of Commissioning of Combined Heat and Power Plants:Combined Heat and Power Plants:
Lessons LearnedLessons LearnedJuly 1, 2008
Presented by Abbe Bjorklund, PE, LEED APSebesta Blomberg & Associates
andBruce Nicholson
Cooperative Consulting Services, Inc.
Topics Covered
• Beneficial commissioning processes• Roles and responsibilities• Benefits, costs and challenges of a formal
startup/commissioning process• Coordination and conflict between
construction startup/commissioning• OEM coordination issues and how to address
Presenter
Presentation Notes
Roles and Responsibilities through the design, construction, and startup/commissioning phases of the project. The benefits, costs, and challenges of a formal startup and commissioning process for a campus sized project. Coordination and conflicts between construction and startup/commissioning organizations. OEM coordination issues and how to address: From pre-purchase through construction and startup/commissioning. Beneficial Commissioning Processes from Construction through Systems Testing, Performance Testing, Environmental Testing, and Reliability Testing.
Beneficial Commissioning Processes Beneficial Commissioning Processes from Construction through Systems from Construction through Systems
Testing, Performance Testing, Testing, Performance Testing, Environmental Testing, and Reliability Environmental Testing, and Reliability
TestingTesting
Beneficial Commissioning Processes
• Design• Purchase• Install• Construct• Turnover to startup/commissioning• Equipment checkout• System testing/initial operation and system functional testing• Integrated system/plant functional testing• Performance testing• Environmental/compliance testing• Reliability/acceptance testing• Turnover to the Owners/plant final acceptance
Presenter
Presentation Notes
Design Purchase Install Construct Some testing takes place as construction completes equipment installation and the construction of a system. Pressure tests Insulation resistance test Some vendor testing Generally, if to perform the testing the system needs to be energized or if permanent plant equipment is placed in operation the system should be turned over to Startup/Commissioning before the testing takes place. System turnover packages should be assembled as each system is completed by Construction. Turnover to Startup/Commissioning Startup and the Commissioning Agent review the turnover packages. All documentation should be complete and in the package up to this point in time. Installation records Subcontractor records Vendor records Construction, Startup and the Commissioning Agent will walk down the system to verify it has been built per design and is complete enough to support startup/commissioning activities. The most likely will be outstanding issues/exceptions The number of exceptions need to be reviewed to ensure the system is ready for acceptance by Startup/Commissioning. Equipment checkout Each piece of plant equipment is tested or checked out. Typically checksheets and datasheets are completed, following general test procedures. The completed datasheets and checksheets are placed in the system turnover package. Most of the checkouts at this level of testing are static – the equipment is not in operation. System testing/initial operation and system functional testing. The controls, interlocks and protection for a given system is verified. The system is placed in initial operation and all of the equipment and design features are functionally checked. Generally a specific test procedure is used, written for the given system and followed step by step. There are typically sign-off blocks provided in the body of the procedure for major sections or steps which are signed as that section/step is completed. The procedure may also have checksheets and datasheets. The completed datasheets and checksheets remain with the test procedure. The completed test procedure is placed in the system turnover package. Integrated system/Plant functional testing Each system is tested and placed into operation. Eventually the plant or facility is placed into operation for functional testing of the plant as a whole. Performance testing The plant is tested to ensure it meets the contractual performance guarantees. Environmental/Compliance testing The plant is tested to ensure it meets the regulatory requirements. Reliability/Acceptance testing The plant is tested to ensure it meets the contractual guarantees for reliability. Turnover to the Owners/Plant Final Acceptance The Owners will review the turnover packages. All documentation should be complete and in the package at this point in time. Startup, the Commissioning Agent and the Owners will walk down the system to verify it has been built per design and is complete.
Roles and ResponsibilitiesRoles and Responsibilities
Roles and Responsibilities
• Clearly define roles and responsibilities through design, construction, startup/commissioning– Designer– Constructor– Independent Commissioning Authority/Agent– Startup Engineer– Owner
Presenter
Presentation Notes
The Roles and Responsibilities through the design, construction, and startup/commissioning phases of project need to be identified. Each organization has a different role. From project to project the roles and responsibilities will change. The project specific roles and responsibilities for each group must be clearly defined. Designer Constructor Independent Commissioning Authority/Agent Startup Engineer Owner Construction and Startup Where does Construction end? Where does Startup begin? Need to define formally for each project. Construction Testing vs. Startup Testing Startup and Commissioning Where does Startup end? Where does Commissioning begin? Need to define formally for each project Examples from typical projects Project Organization Chart Roles & Responsibilities by major phase Responsibility Matrix – Construction Phase Responsibility Matrix – Startup & Commissioning Phase
Roles and Responsibilities
• Construction and Startup– Where does construction end?– Where does startup begin?– Need to define formally for
each project– Construction testing vs.
Startup testing
Presenter
Presentation Notes
The Roles and Responsibilities through the design, construction, and startup/commissioning phases of project need to be identified. Each organization has a different role. From project to project the roles and responsibilities will change. The project specific roles and responsibilities for each group must be clearly defined. Designer Constructor Independent Commissioning Authority/Agent Startup Engineer Owner Construction and Startup Where does Construction end? Where does Startup begin? Need to define formally for each project. Construction Testing vs. Startup Testing Startup and Commissioning Where does Startup end? Where does Commissioning begin? Need to define formally for each project Examples from typical projects Project Organization Chart Roles & Responsibilities by major phase Responsibility Matrix – Construction Phase Responsibility Matrix – Startup & Commissioning Phase
Roles and Responsibilities
• Startup and Commissioning– Where does startup end?– Where does commissioning begin?– Need to define formally for each project
Presenter
Presentation Notes
The Roles and Responsibilities through the design, construction, and startup/commissioning phases of project need to be identified. Each organization has a different role. From project to project the roles and responsibilities will change. The project specific roles and responsibilities for each group must be clearly defined. Designer Constructor Independent Commissioning Authority/Agent Startup Engineer Owner Construction and Startup Where does Construction end? Where does Startup begin? Need to define formally for each project. Construction Testing vs. Startup Testing Startup and Commissioning Where does Startup end? Where does Commissioning begin? Need to define formally for each project Examples from typical projects Project Organization Chart Roles & Responsibilities by major phase Responsibility Matrix – Construction Phase Responsibility Matrix – Startup & Commissioning Phase
Roles and Responsibilities
• Examples from typical projects– Project Organization Chart– Roles & Responsibilities by Major Phase– Responsibility Matrix – Construction Phase– Responsibility Matrix – Startup & Commissioning
Phase
Example: Project Organization Chart
Example Roles & Responsibilities
Major Phases Design Phase Construction Phase Startup & Commissioning Phase Design Procure Install Construction
Completion Construction Testing
Turnover Package
Turnover to SU&C
Component Testing
System Testing
Plant Testing
Turnover to Owners
Engineering Engineer of record Commissioning Agent
Startup & Commissioning Management
Construction Manager
Construction Management
GTG Vendor Construction Startup & Commissioning Support HRSG Vendor Construction Startup & Commissioning Support General Contractor
Construction Startup & Commissioning Support
Inst & Controls Construction Startup & Commissioning Support Electrical Contractor
Construction Startup & Commissioning Support
Mechanical Contractor
Construction Startup & Commissioning Support
Piping Contractor
Construction Startup & Commissioning Support
Example Responsibility Matrix
Construction PhaseActivity SU&C CONSTRUCTION ORGANIZATION OWNER
Startup and Commissioning Program Development
CXing Agent
CM Mech Piping Elec I&C HRSG GTG Representative
Typically 50 to 75 items such as: Review systems turnover package list X X X X X X X X X Review scoped turnover package documents X X X X X X X X X Review Project Punchlist procedure X X X X X X X X X
Construction Completion Typically 20 to 30 items such as: Complete Required Data Sheets and Test Records X X X X X X X Prepare System Completion punchlists X X X X X X X Perform System As-Built X X X X X X X
Construction Testing
Typically 25 to 50 items such as: Perform Nondestructive Testing X X X X Perform Pressure Testing X X Verify Installation of Instruments and Controls X X Schedule Vendors Required for Construction Testing X Alignment of Rotating Equipment X X X Megger Cables and Equipment X X Verify Installation is in accordance with Design X X X X X X X Required Equipment Maintenance X X X X X X X Interface with Startup on Systems Ready for Turnover X X X X Assemble Initial Turnover Packages and records X X X X X X Perform Turnover Walkdown and Exception Lists X X X X X X X X X Initial System Turnover (to SU&C) X X X X X X X X X
Component Testing Typically 40 to 50 items such as: Administer Startup Safety Tagging Program X X Inspect, Test, and Calibrate Instruments and Loops X X X Test major Electrical Equipment X X Megger Testing, Motor Rotation X X System Testing Typically 10 to 20 items such as: Interface with local Utilities X X Lineup System for Operation X X X X X X X X Initial Energization of Power Supply Systems, X X Rotating Equipment Initial Run In X X X Functional checks of Controls, Equipment & Systems X X Plant Testing Typically 40 to 50 items such as: Perform Final HVAC Balancing X X Fine Tune Combustion Controls X X X Final Tuning of Instruments, Controls, and Valves X X Finalize controls & tuning settings, software X X X X X Execute System Functional Test Procedures X X X X X Performance, Emissions, Reliability Testing X X X X Project Completion Typically 20 to 40 items such as: Finalize System Turnover Packages X X X X X X X X Finalize Project Punchlist X Perform Turnover Walkdowns with Owners X X
Benefits, costs and challenges of a Benefits, costs and challenges of a formal startup and commissioning formal startup and commissioning
processprocess
Presenter
Presentation Notes
The benefits, costs, and challenges of a formal startup and commissioning process for a campus sized project. Benefits Typically a formal program will ensure that an organization with commissioning experience is put in place. A formal program will include: formal turnover process well-documented functional performance criteria O&M documentation Operator training program Able to track deliverables. The deliverables are identified early in the project. The deliverables are a part of the Contract Specifications The deliverables are formally tracked. Able to track progress of construction and commissioning with tools that are developed and implemented that allow for tracking the overall process easily. Master Tracking Matrix Notification schedule Deliverables list Integrated Construction and Startup/Commissioning schedule Project punchlist System turnover exceptions lists �Costs Turnover process may require an additional person to manage. Formal documentation of testing activities may require an additional amount of time. May take some additional time to develop formal test procedures, checklists and datasheets The actual manhours for testing are relatively the same May take some additional time to formally document test data and results Typical cost of a Startup & Commissioning Program is 2 to 5% of the overall project. Many of these costs would be incurred without a formal program Some of the costs may be assigned to the Construction budget Overall any increase in cost should be offset at the end of the project. By having a formal program with system turnover packages and documentation in place the review and acceptance of the project is streamlined. The plant and associated documentation can be walked down and reviewed on a system by system basis. The system boundaries are defined, each organization has the same understanding of the scope of each system. Owner's representatives can spot check the progress and results by reviewing documentation with less time spent actually witnessing testing in the field. With formal and complete documentation packages, at each major step in the process, warranty claims can be handled smoothly. Both during the startup/commissioning phase and after acceptance by the owners. Typically vendors will ask for test data such as: vibration analysis, meggar records, system cleaning records, lubrication records. With formal and complete documentation packages, troubleshooting can be performed more quickly and accurately. The controls system historian and test data can be used to help identify the root cause of a problem. �Challenges Developing a cxing plan early on in project that clearly defines roles and responsibilities and identifies holes that need to be filled. Being involved early enough in the process to develop detailed commissioning specifications that are included in the RFP. Getting all parties involved to accept/embrace a formal startup and commissioning program – and to fulfill their roles and responsibilities. Need an owner that emphasizes and fully supports a formal startup and commissioning program. Ensuring that when the General Contractor is developing purchase orders and equipment specifications the requirements for Startup & Commissioning are recognized by the equipment suppliers and installation contractors and are a part of the purchase order. Involvement of owner’s operators in the startup/cxing process This is the best on-the-job training Ensure they are ready to accept operation of the plant. Initial operation of equipment and testing on a campus Some activities are loud, some are sudden and may appear unusual. Activities may be assumed to be an accident The perception on campus may be that the plant will always look like and sound like it does during construction and startup/commissioning. Campus events can impact the activities of the project. A well thought out Startup/Commissioning plan and schedule will allow the general campus population to be forewarned of upcoming unusual/loud/sudden activities.
Benefits
• A formal program ensures that an organization with commissioning experience is put in place
• Formal program includes• Formal turnover process• Well-documented functional performance criteria• O&M documentation• Operator training program
Presenter
Presentation Notes
The benefits, costs, and challenges of a formal startup and commissioning process for a campus sized project. Benefits Typically a formal program will ensure that an organization with commissioning experience is put in place. A formal program will include: formal turnover process well-documented functional performance criteria O&M documentation Operator training program Able to track deliverables. The deliverables are identified early in the project. The deliverables are a part of the Contract Specifications The deliverables are formally tracked. Able to track progress of construction and commissioning with tools that are developed and implemented that allow for tracking the overall process easily. Master Tracking Matrix Notification schedule Deliverables list Integrated Construction and Startup/Commissioning schedule Project punchlist System turnover exceptions lists �Costs Turnover process may require an additional person to manage. Formal documentation of testing activities may require an additional amount of time. May take some additional time to develop formal test procedures, checklists and datasheets The actual manhours for testing are relatively the same May take some additional time to formally document test data and results Typical cost of a Startup & Commissioning Program is 2 to 5% of the overall project. Many of these costs would be incurred without a formal program Some of the costs may be assigned to the Construction budget Overall any increase in cost should be offset at the end of the project. By having a formal program with system turnover packages and documentation in place the review and acceptance of the project is streamlined. The plant and associated documentation can be walked down and reviewed on a system by system basis. The system boundaries are defined, each organization has the same understanding of the scope of each system. Owner's representatives can spot check the progress and results by reviewing documentation with less time spent actually witnessing testing in the field. With formal and complete documentation packages, at each major step in the process, warranty claims can be handled smoothly. Both during the startup/commissioning phase and after acceptance by the owners. Typically vendors will ask for test data such as: vibration analysis, meggar records, system cleaning records, lubrication records. With formal and complete documentation packages, troubleshooting can be performed more quickly and accurately. The controls system historian and test data can be used to help identify the root cause of a problem. �Challenges Developing a cxing plan early on in project that clearly defines roles and responsibilities and identifies holes that need to be filled. Being involved early enough in the process to develop detailed commissioning specifications that are included in the RFP. Getting all parties involved to accept/embrace a formal startup and commissioning program – and to fulfill their roles and responsibilities. Need an owner that emphasizes and fully supports a formal startup and commissioning program. Ensuring that when the General Contractor is developing purchase orders and equipment specifications the requirements for Startup & Commissioning are recognized by the equipment suppliers and installation contractors and are a part of the purchase order. Involvement of owner’s operators in the startup/cxing process This is the best on-the-job training Ensure they are ready to accept operation of the plant. Initial operation of equipment and testing on a campus Some activities are loud, some are sudden and may appear unusual. Activities may be assumed to be an accident The perception on campus may be that the plant will always look like and sound like it does during construction and startup/commissioning. Campus events can impact the activities of the project. A well thought out Startup/Commissioning plan and schedule will allow the general campus population to be forewarned of upcoming unusual/loud/sudden activities.
Benefits
• Track deliverables– Identified early in the project– Are a part of the Contract Specifications– Are formally tracked
Presenter
Presentation Notes
The benefits, costs, and challenges of a formal startup and commissioning process for a campus sized project. Benefits Typically a formal program will ensure that an organization with commissioning experience is put in place. A formal program will include: formal turnover process well-documented functional performance criteria O&M documentation Operator training program Able to track deliverables. The deliverables are identified early in the project. The deliverables are a part of the Contract Specifications The deliverables are formally tracked. Able to track progress of construction and commissioning with tools that are developed and implemented that allow for tracking the overall process easily. Master Tracking Matrix Notification schedule Deliverables list Integrated Construction and Startup/Commissioning schedule Project punchlist System turnover exceptions lists �Costs Turnover process may require an additional person to manage. Formal documentation of testing activities may require an additional amount of time. May take some additional time to develop formal test procedures, checklists and datasheets The actual manhours for testing are relatively the same May take some additional time to formally document test data and results Typical cost of a Startup & Commissioning Program is 2 to 5% of the overall project. Many of these costs would be incurred without a formal program Some of the costs may be assigned to the Construction budget Overall any increase in cost should be offset at the end of the project. By having a formal program with system turnover packages and documentation in place the review and acceptance of the project is streamlined. The plant and associated documentation can be walked down and reviewed on a system by system basis. The system boundaries are defined, each organization has the same understanding of the scope of each system. Owner's representatives can spot check the progress and results by reviewing documentation with less time spent actually witnessing testing in the field. With formal and complete documentation packages, at each major step in the process, warranty claims can be handled smoothly. Both during the startup/commissioning phase and after acceptance by the owners. Typically vendors will ask for test data such as: vibration analysis, meggar records, system cleaning records, lubrication records. With formal and complete documentation packages, troubleshooting can be performed more quickly and accurately. The controls system historian and test data can be used to help identify the root cause of a problem. �Challenges Developing a cxing plan early on in project that clearly defines roles and responsibilities and identifies holes that need to be filled. Being involved early enough in the process to develop detailed commissioning specifications that are included in the RFP. Getting all parties involved to accept/embrace a formal startup and commissioning program – and to fulfill their roles and responsibilities. Need an owner that emphasizes and fully supports a formal startup and commissioning program. Ensuring that when the General Contractor is developing purchase orders and equipment specifications the requirements for Startup & Commissioning are recognized by the equipment suppliers and installation contractors and are a part of the purchase order. Involvement of owner’s operators in the startup/cxing process This is the best on-the-job training Ensure they are ready to accept operation of the plant. Initial operation of equipment and testing on a campus Some activities are loud, some are sudden and may appear unusual. Activities may be assumed to be an accident The perception on campus may be that the plant will always look like and sound like it does during construction and startup/commissioning. Campus events can impact the activities of the project. A well thought out Startup/Commissioning plan and schedule will allow the general campus population to be forewarned of upcoming unusual/loud/sudden activities.
Benefits
• Track progress of construction and commissioning with tools developed and implemented which allow for easily tracking the overall process– Master Tracking Matrix– Notification schedule– Deliverables list– Integrated Construction and Startup/Commissioning
schedule– Project punchlist– System turnover exceptions lists
Presenter
Presentation Notes
The benefits, costs, and challenges of a formal startup and commissioning process for a campus sized project. Benefits Typically a formal program will ensure that an organization with commissioning experience is put in place. A formal program will include: formal turnover process well-documented functional performance criteria O&M documentation Operator training program Able to track deliverables. The deliverables are identified early in the project. The deliverables are a part of the Contract Specifications The deliverables are formally tracked. Able to track progress of construction and commissioning with tools that are developed and implemented that allow for tracking the overall process easily. Master Tracking Matrix Notification schedule Deliverables list Integrated Construction and Startup/Commissioning schedule Project punchlist System turnover exceptions lists �Costs Turnover process may require an additional person to manage. Formal documentation of testing activities may require an additional amount of time. May take some additional time to develop formal test procedures, checklists and datasheets The actual manhours for testing are relatively the same May take some additional time to formally document test data and results Typical cost of a Startup & Commissioning Program is 2 to 5% of the overall project. Many of these costs would be incurred without a formal program Some of the costs may be assigned to the Construction budget Overall any increase in cost should be offset at the end of the project. By having a formal program with system turnover packages and documentation in place the review and acceptance of the project is streamlined. The plant and associated documentation can be walked down and reviewed on a system by system basis. The system boundaries are defined, each organization has the same understanding of the scope of each system. Owner's representatives can spot check the progress and results by reviewing documentation with less time spent actually witnessing testing in the field. With formal and complete documentation packages, at each major step in the process, warranty claims can be handled smoothly. Both during the startup/commissioning phase and after acceptance by the owners. Typically vendors will ask for test data such as: vibration analysis, meggar records, system cleaning records, lubrication records. With formal and complete documentation packages, troubleshooting can be performed more quickly and accurately. The controls system historian and test data can be used to help identify the root cause of a problem. �Challenges Developing a cxing plan early on in project that clearly defines roles and responsibilities and identifies holes that need to be filled. Being involved early enough in the process to develop detailed commissioning specifications that are included in the RFP. Getting all parties involved to accept/embrace a formal startup and commissioning program – and to fulfill their roles and responsibilities. Need an owner that emphasizes and fully supports a formal startup and commissioning program. Ensuring that when the General Contractor is developing purchase orders and equipment specifications the requirements for Startup & Commissioning are recognized by the equipment suppliers and installation contractors and are a part of the purchase order. Involvement of owner’s operators in the startup/cxing process This is the best on-the-job training Ensure they are ready to accept operation of the plant. Initial operation of equipment and testing on a campus Some activities are loud, some are sudden and may appear unusual. Activities may be assumed to be an accident The perception on campus may be that the plant will always look like and sound like it does during construction and startup/commissioning. Campus events can impact the activities of the project. A well thought out Startup/Commissioning plan and schedule will allow the general campus population to be forewarned of upcoming unusual/loud/sudden activities.
Costs
• Turnover process may require an additional person to manage
• Formal documentation of testing activities – Time to develop formal test procedures, checklists
and datasheets– Staff hours for testing are relatively the same– Additional time to formally document test data and
results• Startup & Commissioning Program is typically
2 to 5% of the overall project.
Presenter
Presentation Notes
The benefits, costs, and challenges of a formal startup and commissioning process for a campus sized project. Benefits Typically a formal program will ensure that an organization with commissioning experience is put in place. A formal program will include: formal turnover process well-documented functional performance criteria O&M documentation Operator training program Able to track deliverables. The deliverables are identified early in the project. The deliverables are a part of the Contract Specifications The deliverables are formally tracked. Able to track progress of construction and commissioning with tools that are developed and implemented that allow for tracking the overall process easily. Master Tracking Matrix Notification schedule Deliverables list Integrated Construction and Startup/Commissioning schedule Project punchlist System turnover exceptions lists �Costs Turnover process may require an additional person to manage. Formal documentation of testing activities may require an additional amount of time. May take some additional time to develop formal test procedures, checklists and datasheets The actual manhours for testing are relatively the same May take some additional time to formally document test data and results Typical cost of a Startup & Commissioning Program is 2 to 5% of the overall project. Many of these costs would be incurred without a formal program Some of the costs may be assigned to the Construction budget Overall any increase in cost should be offset at the end of the project. By having a formal program with system turnover packages and documentation in place the review and acceptance of the project is streamlined. The plant and associated documentation can be walked down and reviewed on a system by system basis. The system boundaries are defined, each organization has the same understanding of the scope of each system. Owner's representatives can spot check the progress and results by reviewing documentation with less time spent actually witnessing testing in the field. With formal and complete documentation packages, at each major step in the process, warranty claims can be handled smoothly. Both during the startup/commissioning phase and after acceptance by the owners. Typically vendors will ask for test data such as: vibration analysis, meggar records, system cleaning records, lubrication records. With formal and complete documentation packages, troubleshooting can be performed more quickly and accurately. The controls system historian and test data can be used to help identify the root cause of a problem. �Challenges Developing a cxing plan early on in project that clearly defines roles and responsibilities and identifies holes that need to be filled. Being involved early enough in the process to develop detailed commissioning specifications that are included in the RFP. Getting all parties involved to accept/embrace a formal startup and commissioning program – and to fulfill their roles and responsibilities. Need an owner that emphasizes and fully supports a formal startup and commissioning program. Ensuring that when the General Contractor is developing purchase orders and equipment specifications the requirements for Startup & Commissioning are recognized by the equipment suppliers and installation contractors and are a part of the purchase order. Involvement of owner’s operators in the startup/cxing process This is the best on-the-job training Ensure they are ready to accept operation of the plant. Initial operation of equipment and testing on a campus Some activities are loud, some are sudden and may appear unusual. Activities may be assumed to be an accident The perception on campus may be that the plant will always look like and sound like it does during construction and startup/commissioning. Campus events can impact the activities of the project. A well thought out Startup/Commissioning plan and schedule will allow the general campus population to be forewarned of upcoming unusual/loud/sudden activities.
Costs
• Any cost increase should be offset at the end of the project– System turnover packages and documentation streamlines the
review and acceptance– Documentation can be reviewed on a system by system basis
• System boundaries are defined• Each organization has same understanding of the scope of each system.• Owner's representatives spot checks the progress and results
– Warranty claims can be handled smoothly both during the startup/commissioning phase and after acceptance by the owners
• Typically vendors will ask for test data such as:– vibration analysis, meggar records, system cleaning records, lubrication
records• Troubleshooting performed more quickly and accurately
– The controls system historian and test data used to help identify root cause
Challenges
• Proper planning early in the project with the right people– Cxing plan that clearly defines roles and responsibilities– Detailed commissioning specifications which are included in
the RFP– All parties embrace a formal startup and commissioning
program – and fulfill specified roles and responsibilities• Need an Owner that fully supports a formal startup and
commissioning program• General Contractor develops purchase orders and
equipment specifications that include requirements for startup & commissioning
Presenter
Presentation Notes
The benefits, costs, and challenges of a formal startup and commissioning process for a campus sized project. Benefits Typically a formal program will ensure that an organization with commissioning experience is put in place. A formal program will include: formal turnover process well-documented functional performance criteria O&M documentation Operator training program Able to track deliverables. The deliverables are identified early in the project. The deliverables are a part of the Contract Specifications The deliverables are formally tracked. Able to track progress of construction and commissioning with tools that are developed and implemented that allow for tracking the overall process easily. Master Tracking Matrix Notification schedule Deliverables list Integrated Construction and Startup/Commissioning schedule Project punchlist System turnover exceptions lists �Costs Turnover process may require an additional person to manage. Formal documentation of testing activities may require an additional amount of time. May take some additional time to develop formal test procedures, checklists and datasheets The actual manhours for testing are relatively the same May take some additional time to formally document test data and results Typical cost of a Startup & Commissioning Program is 2 to 5% of the overall project. Many of these costs would be incurred without a formal program Some of the costs may be assigned to the Construction budget Overall any increase in cost should be offset at the end of the project. By having a formal program with system turnover packages and documentation in place the review and acceptance of the project is streamlined. The plant and associated documentation can be walked down and reviewed on a system by system basis. The system boundaries are defined, each organization has the same understanding of the scope of each system. Owner's representatives can spot check the progress and results by reviewing documentation with less time spent actually witnessing testing in the field. With formal and complete documentation packages, at each major step in the process, warranty claims can be handled smoothly. Both during the startup/commissioning phase and after acceptance by the owners. Typically vendors will ask for test data such as: vibration analysis, meggar records, system cleaning records, lubrication records. With formal and complete documentation packages, troubleshooting can be performed more quickly and accurately. The controls system historian and test data can be used to help identify the root cause of a problem. �Challenges Developing a cxing plan early on in project that clearly defines roles and responsibilities and identifies holes that need to be filled. Being involved early enough in the process to develop detailed commissioning specifications that are included in the RFP. Getting all parties involved to accept/embrace a formal startup and commissioning program – and to fulfill their roles and responsibilities. Need an owner that emphasizes and fully supports a formal startup and commissioning program. Ensuring that when the General Contractor is developing purchase orders and equipment specifications the requirements for Startup & Commissioning are recognized by the equipment suppliers and installation contractors and are a part of the purchase order. Involvement of owner’s operators in the startup/cxing process This is the best on-the-job training Ensure they are ready to accept operation of the plant. Initial operation of equipment and testing on a campus Some activities are loud, some are sudden and may appear unusual. Activities may be assumed to be an accident The perception on campus may be that the plant will always look like and sound like it does during construction and startup/commissioning. Campus events can impact the activities of the project. A well thought out Startup/Commissioning plan and schedule will allow the general campus population to be forewarned of upcoming unusual/loud/sudden activities.
Challenges
• Involvement of Owner’s operators in the startup/cxing process
• Initial operation of equipment and testing on a campus– Some activities are loud, some are sudden and may appear
unusual.– Campus events can impact the activities of the project– Communicate a well thought out startup/commissioning
plan and schedule to the general campus population
Coordination and conflicts between Coordination and conflicts between construction and construction and
• Startup Engineer/Cxing entity should report directly to the Project Manager– The Startup & Commissioning team should be a
peer of the Construction team– Each group has a direct line to the Project Manager
• Detailed specifications issued with the RFP help minimize conflicts later– Detailed lists of deliverables and tracking
mechanisms
Presenter
Presentation Notes
Coordination and conflicts between construction and startup/commissioning organizations. Startup Engineer/Cxing entity should report directly to the Project Manager. The Startup & Commissioning team should be a peer of the Construction team. Each group has a direct line to the Project Manager. Detailed specifications that are issued with the Request for Proposal help to minimize conflicts later on in the project. Including detailed lists of deliverables and tracking mechanisms in the specifications
OEM coordination issues OEM coordination issues and how to addressand how to address
OEM Coordination Issues
• From pre-purchase through construction and startup/commissioning:– Need to coordinate vendors for
startup/commissioning– Must work as a team– Startup Manager must be able to coordinate and
direct the OEMs
Presenter
Presentation Notes
OEM coordination issues and how to address. From pre-purchase through construction and startup/commissioning: Need to have vendors coordinated for startup/commissioning. Have to work together as a team Construction may own the contract, but the Startup Manager has to be able to coordinate and direct the OEMs
Beneficial Commissioning Processes
• Design• Purchase• Install• Construct• Turnover to startup/commissioning• Equipment checkout• System testing/initial operation and system functional testing• Integrated system/plant functional testing• Performance testing• Environmental/compliance testing• Reliability/acceptance testing• Turnover to the Owners/plant final acceptance
Presenter
Presentation Notes
Design Purchase Install Construct Some testing takes place as construction completes equipment installation and the construction of a system. Pressure tests Insulation resistance test Some vendor testing Generally, if to perform the testing the system needs to be energized or if permanent plant equipment is placed in operation the system should be turned over to Startup/Commissioning before the testing takes place. System turnover packages should be assembled as each system is completed by Construction. Turnover to Startup/Commissioning Startup and the Commissioning Agent review the turnover packages. All documentation should be complete and in the package up to this point in time. Installation records Subcontractor records Vendor records Construction, Startup and the Commissioning Agent will walk down the system to verify it has been built per design and is complete enough to support startup/commissioning activities. The most likely will be outstanding issues/exceptions The number of exceptions need to be reviewed to ensure the system is ready for acceptance by Startup/Commissioning. Equipment checkout Each piece of plant equipment is tested or checked out. Typically checksheets and datasheets are completed, following general test procedures. The completed datasheets and checksheets are placed in the system turnover package. Most of the checkouts at this level of testing are static – the equipment is not in operation. System testing/initial operation and system functional testing. The controls, interlocks and protection for a given system is verified. The system is placed in initial operation and all of the equipment and design features are functionally checked. Generally a specific test procedure is used, written for the given system and followed step by step. There are typically sign-off blocks provided in the body of the procedure for major sections or steps which are signed as that section/step is completed. The procedure may also have checksheets and datasheets. The completed datasheets and checksheets remain with the test procedure. The completed test procedure is placed in the system turnover package. Integrated system/Plant functional testing Each system is tested and placed into operation. Eventually the plant or facility is placed into operation for functional testing of the plant as a whole. Performance testing The plant is tested to ensure it meets the contractual performance guarantees. Environmental/Compliance testing The plant is tested to ensure it meets the regulatory requirements. Reliability/Acceptance testing The plant is tested to ensure it meets the contractual guarantees for reliability. Turnover to the Owners/Plant Final Acceptance The Owners will review the turnover packages. All documentation should be complete and in the package at this point in time. Startup, the Commissioning Agent and the Owners will walk down the system to verify it has been built per design and is complete.
