Capital projects typically waste time and effort during construction completions and commissioning due to inefficient project management processes that make it challenging for Project Managers to manage and coordinate the work.

Process tailoring of construction completion and commissioning CSU Frameworks is required to increase efficiency and allow project groups to collaboratively work together to get the job done.

If your projects do not follow standardized construction completion and commissioning frameworks, then I’m willing to bet:

• Productivity on your projects decreases as inthe stallation of each subsystem is finished
• Overlapping construction and commissioning activities make it difficult to manage the work since you’re still using paper and spreadsheets to manage completions
• It’s a scramble at the end of your projects to complete commissioning and meet your project in-service date

This is common on projects, the construction industry has been slow to adopt new ways to manage completions and commissioning with CSU Frameworks.

Outdated commissioning processes are likely impacting your ability to complete projects, and process tailoring may be required to adapt your completion processes to the new way of completing capital projects.

You can of course continue to ram a square peg into a round hole, and this will probably get you projects completed eventually. But this is hardly the most efficient way to get the job done. Your projects could benefit from process tailoring to make sure the round peg you have aligns perfectly with the round hole you are trying to achieve, giving you the smoothest path to complete your project as efficiently as possible. You may not even be aware of the solutions that exist, since you’ve been pounding the square peg into the round hole for decades – that’s just the way it’s always been done.

CSU Frameworks during all stages of projects give you the easy-fit solution to complete capital projects – no more banging your head against the wall during the last 25% of projects trying to make things fit.

There are 5 CSU Frameworks to incorporate into your project delivery:

CSU Frameworks in Contracts – technical and commercial completion requirements must be in engineering, construction, and equipment procurement contracts, specific to your project and industry. Miss any of these, and you’ll have expensive change orders and claims while completing your project.

CSU Frameworks in FEED – commissioning and operational input is required during preliminary and detailed design reviews, especially for control system and HMI user interfaces. When feedback is not provided, there are lots of delays when later groups are seeing design packages for the first time.

CSU Frameworks in Off-Site Testing – since these are the first physical tests of equipment, testing in the factory must align with on-site testing, particularly for control and protection systems. When testing doesn’t align, you get expensive delays while issues are addressed.

Construction Completions – the last 10% of any task is always the hardest, and robust processes are required to ensure systems are 100% complete and that nothing gets missed. Do a half-assed job with this, and commissioning suffers wifromxpensive delays.

CSU Completion Workflows – commissioning is fast-paced, and you need robust methods to manage all the details and keep pace with testing. Your customized spreadsheets are not getting it done efficiently.

All 5 CSU Frameworks are required – leave one or more of them out of your project delivery and your project will experience delays:

• Construction and commissioning groups will not be aligned (square peg, round hole), and both groups will be stuck in meetings talking about how to do the work rather than actually doing to work
• Details get missed that cause snags during commissioning
• Design and construction delays will require commissioning to be completed in half the time originally planned
• And you won’t be able to achieve your project in-service date

When Project Managers continue with outdated completion processes, and continue to ram a square peg in a round hole, projects are late and over-budget, which is the case for 9 out of 10 projects. Instead, process tailoring is required to update completion and commissioning project management processes to increase the efficiency of capital project completions.