- Problem Definition
When the project reach to final stage of construction and ready to be commissioning and start up, most likely a lot of issues will take place if we don’t have a proper transfer of information from the contractor to the client.
2. Identify the Feasible Alternative
The transfer/handover period can be a very stressful time for contractors ’staff, and building owners and occupants alike as spaces become occupied and operation of the facility starts. The commissioning and fine tuning operations during handover can impact heavily on core business of the Client if not managed in a structured manner.
3. Development of the Outcome for Alternative
Projects will require a dedicated project meeting to discuss the project handover process and to agree on requirements and outcomes. The meeting should be held no less than four weeks prior to the proposed project completion date.
The project manager will arrange this meeting with all stakeholders (architects, engineers, head contractor, major subcontractors and Property Services Facilities Manager or delegates).
- Selection of Criteria
The agenda for the meeting would include:
- Introduction and reason for the meeting.
- Plant and equipment asset detail collection.
- Maintenance manuals.
- Prescribed essential safety and health features and measures (PESHFM) maintenance.
- During the defects liability period (DLP) – Understanding and process development.
- Defects management and after-hours callouts.
- Connection and commissioning.
- Systems operational training planning.
- Licenses and certificates.
- Warranties and guarantees.
- Security systems (includes key handover process).
- Space use information verification.
- Analysis of the Alternative.
A ‘certificate of practical completion ‘shall not be issued and the project will not be handed over (for occupation and use) until the following five important ‘contracted’ activities have been undertaken or fulfilled:
- Connection and commissioning of all systems, plant and equipment shall be complete and all testing data and reports made available (as part of the maintenance manuals to be supplied).
- Licenses, certifications and registrations required by Workplace Standards, the Tasmanian Building Act or any other legislation shall be provided prior to taking occupancy or accepting the project as being handed over.
- Defect liability period (DLP) maintenance management processes shall be in place and confirmed by the University’s Property Services unit and the maintenance service provider.
- Training sessions will have been successfully held to the satisfaction of operational managers in each field of expertise.
- As-constructed or as-removed information must be supplied, at a minimum in draft prior to the project handover meeting.
- Selection of the Preferred Alternative.
The Policy Statements for the listed Five Activities in the previous section are:
- Connection and commissioning of all systems:
Specific testing and commissioning requirements and programs for individual projects will be those that are agreed at a pre-commissioning meeting attended by the contractor, project management, and Property Services staff. Connection testing and commissioning of all systems, plant and equipment shall be complete to the satisfaction of the Consulting Engineer/s.
All licenses, certifications and documentation required by Workplace Standards or by any other specialized legislation shall be provided prior to taking occupancy or accepting the project as being handed over.
- Defect liability period (DLP) maintenance management processes:
Maintenance does not include construction defect repairs. Defects are dealt with separately under the construction contract.
- Training sessions:
Successful operational, familiarization and maintenance training sessions will have been held to the satisfaction of Client managers in each field of expertise prior to handing over the works for occupation or use.
As-constructed information is required by the University to allow a smooth transition from project to actual use or occupation. As-constructed information includes schedules of equipment, technical data and manufacturer’s technical literature including performance information on individual plant and equipment; original software programs and all passwords; copies of certifications and warranties; all test results, maintenance schedules and completes as-built drawings in CAD format; list of suppliers; list of programmed operational time periods, thermostatic settings, etc.
7. Performance Monitoring and the Post Evaluation of Result.
The handover of a project to the client at the end of construction is a very important stage of the project procurement process and facility operation success. A well organized, efficient and effective transfer of information from project works to the University is essential.
- Presentation-Process. (2013, August). New Idea Power Point. Retrieved July 20, 2014, from http://www.presentation-process.com/new-idea-powerpoint-template.html.
- UTAS (2011, August). Project Handover Guidelines Retrieved August 10, 2014, from http://www.utas.edu.au/__data/assets/pdf_file/0009/159507/Project-Handover-Guidelines.pdf
- Cobalt PM (2013, December). The Keys to a Successful Project Handover. Retrieved August 10, 2014, from http://cobaltpm.com/keys-to-successful-project-handover/