Handover of subsystems from the construction team to the commissioning team can be one of the most challenging aspects of commissioning if not meticulously planned for in advance.  It goes without saying that the construction plan needs to be completely aligned with the commissioning plan in order that portions of the project are available when needed to support the overall commissioning and startup sequence of the new systems.

Roles & Responsibilities

The project team will be eager to get started with the work and may assume that everyone understands their role.  But it is important to reaffirm roles so that all groups understand what is expected of them on the project.  This can be challenging when large teams are involved.  When the project is structured, it is commonly planned to have a third party or independent commissioning team confirming that the systems meet the performance requirements of the project.  It is not ideal to have the engineering group review the performance of their design, or to have the QC/QA group review the quality and performance of their installation – a separate group (the commissioning team) is required to act independently from these two groups to confirm that the systems meet the owner’s performance requirements prior to being placed into service.

With this, it is important to clearly define the handover point from the construction team to the commissioning team.  This is done using a formal mechanical completion for each handover.

Quality Management

A properly implemented Quality Management System (QMS) during construction is paramount to achieving success during commissioning.  While not the commissioning team’s responsibility, this needs to be reviewed with the construction team to ensure the proper activities are taking place.  Preparation of Inspection and Test Plans (ITPs) defines the checks to be completed by the construction team as part of the QMS, and the commissioning team will want to review these to ensure that the proper level of checks are taking place.  A poorly implemented QMS, or worse no quality control at all, will make commissioning extremely challenging and add significant delays to the project.

Mechanical Completion

A formal mechanical completion is required for each handover from the construction groups to the commissioning team.  Each mechanical completion defines the scope of each handover, including the equipment that is part of the handover (making up a subsystem), the scope of checks completed, and the documentation that accompanies each handover. Read more about Mechanical Completion, Substantial Completion, Final Completion

With regards to the scope of checks performed on each installation, this is defined in the ITPs.  Several ITPs will be completed by the construction team to confirm correct installation and quality requirements are being met.  A list of ITPs is included in each mechanical completion, and these will be reviewed during signoff of each mechanical completion to confirm all prerequisites have been met.

With regards to documentation, an important aspect to ensure is included in each mechanical completion are an accurate set of red-line drawings.  These marked up drawings show the as-installed state of the equipment in the field, which is important to the commissioning team so they know what they are testing and so that they can safely operate and work with the equipment.

The project is systematized during the early stages of the project.  A mechanical completion will accompany each subsystem or system that is defined during systematization.  The commissioning team will then determine the sequence of when each subsystem is required to support the overall commissioning and startup sequence.

It is critical that the project is systematized and mechanical completions defined early in the project, with due dates defined by the commissioning team, learn the 9 CSU (Commissioning and Startup) Critical Success Factors. These critical milestones to support the commissioning sequence provide direction to the construction team of what is included in each subsystem and when each subsystem is required within the commissioning sequence. These mechanical completion due dates will then be included in the integrated construction and commissioning schedule.

Integrated Construction and Commissioning Schedule

By defining each mechanical completion early in the project when it is systematized, an integrated construction and commissioning schedule can be created.  The list of milestones for each mechanical completion forms the critical handover dates required for each subsystem.  This list of milestones provides guidance to the construction team of how to sequence the work and plan construction activities.  Any milestone dates that cannot be achieved need to be identified by the construction team well in advance so that options can be discussed with the commissioning team to determine how to best plan the work.

The integrated construction and commissioning schedule is reviewed frequently, maybe monthly at the beginning of construction, and increasing in frequency as mechanical completion milestone dates are approaching.  Any delays to construction activities need to be closely monitored to determine if there will be impacts to the commissioning sequence, and if so, how can delays be mitigated.

When separate construction and commissioning schedules are maintained, this collaborative discussion becomes much more difficult.  Without an understanding of impacts of construction delays on the commissioning sequence, the project team has no ability to evaluate mitigation options.  This list of critical handover milestone dates needs to be closely monitored regularly.

Pre-Commissioning Activities

It may be advantageous to have the construction team perform some of the pre-commissioning activities, particularly on mechanical systems.  Any pre-commissioning activities to be completed by the construction team will be included in the ITPs.

For mechanical systems, the construction team is best to perform flushing of mechanical pipes, leak testing, and pressure testing.  That way if there are problems with the pipes, the group that installed them can rectify the issue.  Some of the flushing activities logically take place as the piping is being installed.  For example, flushing is completed prior to final permanent endpoints being installed, meaning the flushing needs to be completed prior to the final installation.  The construction team can include these activities in the mechanical ITPs.

For electrical systems, the commissioning team is best to perform pre-commissioning activities, since these tests can require more specialized testing equipment that the commissioning team will have.  Once the mechanical completion is complete with all ITPs, the commissioning team can mobilize and start the pre-commissioning activities.  Depending on your contract, it may be desirable to have the construction team perform the initial basic electrical pre-commissioning checks such as point-to-point and megger checks.  These can be included in ITPs if this is the best arrangement for your project.

The important thing is that the ITPs and mechanical completions are defined well in advance so that the commissioning team knows what they are receiving.  There needs to be documentation defining the scope of construction versus the scope of commissioning.  For example, if the commissioning team was expecting the construction team to do point-to-point checks, but at mechanical completion it is discovered this was not done, this will cause project delays to have to then go do the pre-commissioning checks on cables.

Construction and Commissioning Work Coordination

Construction and commissioning activities are likely to overlap on most large projects.  It is unlikely that all construction is 100% complete and the construction team has demobilized from site prior to the commissioning team becoming involved on site.  Some systems will start being tested by the commissioning team while other subsystems are still under construction.

Work in this situation needs to be closely coordinated.  It would be unsafe to have one group energizing systems for the first time while another group is still installing it.  Formal mechanical completion and handover documents signify the transfer of care/custody/control of a subsystem from one group to another.  And this is important to identify which group is responsible for determining the daily activities to be taking place on a particular subsystem.

Once a subsystem has been handed over to the commissioning team, they will identify the boundary isolations that need to be established and the LOTO requirements that need to be in place.  The LOTO and PTW processes established on site need to be followed by all groups.  And the construction team will need to work within the established boundary isolations to ensure they stay clear of any pre-commissioning and commissioning activities on an adjacent subsystem.  Any changes to boundary isolations need to be communicated and coordinated in advance to ensure all groups are aware of what work can take place safely. Safety During Commissioning will provide ample of helpful ideas when it comes to safety.

Conclusion

If not planned for in advance, the construction to commissioning handover process can be quite challenging.  There are lots of details to determine so that the handover process goes smoothly, starting with a properly implemented QMS.  Don’t assume that the details will just be figured out at the time of handover – any items that are figured out at handover will cause delays to the project, unsafe working conditions, or incomplete systems.  The construction team and commissioning team need to work closely together to plan for and execute a smooth handover from one group to the other.