Ashrae Qatar Presentation - 23 March 19

COMMISSIONING MANAGEMENT
ROLE, PROCESS AND IMPACT
Converting Energy to Synergy

OUTLINE
ABOUT CSI, WHO WE ARE
WHAT IS COMMISSIONING, WHY IS IT NEEDED?
ADDED VALUE FOR COMMISSIONING MANAGEMENT, WHAT TO EXPECT
COMMISSIONING STAGES AND PROCESS, WHEN TO GET INVOLVED
COMMISSIONING MANAGEMENT TOOLS, VIDENTIUM REVEALED
ENERGY CONSUMPTION IMPACT, IT WORTHS
CONCLUSION, SO WHAT SHOULD WE DO?!
2
ABOUT CSI, WHO WE ARE
THE IDEA, HOW CSI STARTED
• Established and based in Istanbul, Turkey in 2004 as

the small commissioning department of its MEP
mother company MEGA MEP.
• It was in 2010 when the new founders met working
together in New Doha International Airport project
that the ambitious idea and dream of an engineering
company dedicated to MEP Commissioning
Management with high caliber staff emerged.
• After multiple plans and attempts for business
development, CSI had its breakthrough in 2015 with
first awarded project in Qatar and Turkey.
• By end of 2018, CSI reached total manpower in all
operations of 200 staff
• Qatari branch office was made under the name CSI
Commissioning Services in October 2018 with
dedicated core staff of 40 staff.
4
CSI CONTACTS, WHERE TO FIND CSI
5
CSI MANPOWER
CSI has a massive directly employed manpower of about 260 staff members. The
managerial and senior staff members, number of 20, and 240 total dedicated to
Testing and Commissioning, TAB and Energy Auditing ranging from 6 to 22 years of
experience.
120 100
Senior and Field Technicians
Engineers
20
Management and
Admin Team
20
Projects Mangers and
Commissioning
Mangers
6
CSI BOARD OF DIRECTORS
CSI General CSI Operations CSI Business

Over 40 years of CSI Managing
Manager and Co- Manager and Co- Development Manager
experience in the Director and Co-
founder with more founder, with more and Co-founder, Efe
MEP construction founder , Yuksel
than 15 years of than 14 years of Selim worked in two
field, with wide Caglar has over 25
dedicated experience in the mega projects of
experience in Mega years of MEP
experience in the field of testing and Hamad & Abu Dhabi
prestigious projects construction
TAB and commissioning in International Airport
in MENA and experience working
Commissioning mega projects in developing 10 years of
Europe. for Mega projects in
field. GCC and Turkey. experience in IT &
Mr. Tuncer Selim is MENA and Europe.
Holding Project Mustafa is the Business Development.
the Founder and Yuksel has an
Management dynamic heart of Efe is leading the
Chairman of MEGA extensive
Diploma from the company with continuous
MEP, one of the experience in
American University his experience in development of CSI
leading MEP managing MEP
in Cairo when at 25, leading the growing software VIDENTIUM
companies in Turkey works and is leading
gaining strategic number of staff and and its branched
and the backbone CSI management
planning for new client applications.
co-founder of CSI. team from its base
markets experience
in Warsaw, Poland.
Ahmed is managing
the executive part
of CSI business
planning and
operation.
7
CSI KEY MANAGEMENT PERSONS
CSI Technical CSI Operation CSI Technical CSI Qatar CSI Egypt CSI Projects CSI Projects CSI Projects CSI commissioning
Manager, Technical and Office Manager Operations Operations Manager and Manager and Manager and Professional with
Mohammed Development and CSI Egypt Co- Manager who Manager, Hany is acting as Jordan acting as Saudi acting as Turkey two valid
Ghannam is CEM, Manager, Founder and joined CSI team in a big added value Operations Arabia Operations and Central Asia certificates from
CMVP certified Mohamed is NEBB General Manager, January 2018, to CSI team since Manager, Zaid has Manager, Operations NEBB (NEBB BSC
and experienced Certified Mahmoud Saleh is Ibrahim spent all joining CSI team in extensive 12 years Mohammed is Manager, Nasser CxP and NEB
technical engineer Professional Reg. NEBB Certified his professional August 2016. of experience in NEBB Certified is NEBB Certified CxPP) and
with over 7 years No 24211 Since with over 13 Years life in Dar Al With his contracting field with 10 years of with 8 years of demonstrated
of experience in March 2018 with experience in TAB Hadasah for extensive field running his own experience in TAB experience in the history of working
energy over 10 years of Service and extensive 8 years experience in private business in and fields of TAB and in the
management and experience in TAB completed over in supervising and electrical testing, Jordan. Commissioning Commissioning in construction
commissioning and Commissioning 100 project . commissioning big Hany managed to Since joining CSI fields in GCC and GCC, Central Asia industry.
field. Services completing With his Station in projects. Ibrahim deliver mega team in Central Asia.Since and Turkey. Skilled in Whole
Mohamed is and managing over Cairo Mahmoud is is leading Qatar projects works September 2016, joining CSI in Nasser joined CSI Building Systems
developing CSI 150 projects. also devlopong assigned staff of operational to he played a key Februay 2017, in April 2016 and Technical
internal processes Mohammed is the training of 40 staff members clients and role in helping Mohammed has became one of Commissioning,
among the providing technical new recruited and providing the developed the establishing CSI shown great skills the first pillars on Commissioning
departments to support and quality staff technical quality control of hands on skills of Operations in in managing which CSI build its Management, and
enable a smooth control to the abilities the contractual CSI staff. Jordan and projects,delivering plans on. He had a Energy efficiency.
company whole CSI obligations of CSI managing the on time all the great influence Highly
operation. operations to its clients. projects in Jordan, targets with the finishing the knowledgeable &
to ensure the Turkey and highest works in Emaar experienced in
standard currently in Abu performance Mall in Istanbul USACE / NAVFAC /
procedures are Dhabi. leading his teams. project and USAF projects as
followed through currently well as high-rise
the entire managing the building
commissioning operation in projects and LEED
processes. Central Asia, requirements.
Kazakhstan.
8
CSI SERVICES, WHAT WE DO
9
CSI BUSINESS APPROACH
• The idea of CSI Board of Directors was
always to fill the gap between the
construction team and owners’
representatives and cover the handing
over process needs.
• The approach is applied by leading the
Commissioning Management and apply
the process with the team members as
partners not witnesses, to deliver the
systems following the standard template
• Software(s) were created by long
experienced staff tailored to the needs of
each project. Hence, CSI become the focal
point of contact of the Commissioning
Team(s) in each level CSI is involved in
10
SELECTED PROJECTS
New Doha Port Project Doha Metro – Red Line South Depot Almaza City Center Mall
Doha – Qatar Qatar – Doha Egypt – Cairo
Scope Of Work : Commissioning Management Scope Of Work : Commissioning Management and

Scope Of Work : Commissioning Management
Electrical Testing
Doha Metro – Red Line South Elevated Stations Doha Metro – Msheireb Central Station Emaar Square Development
Qatar – Doha Qatar – Doha Istanbul – Turkey
Scope Of Work : Commissioning Management Scope Of Work : MEP Systems Commissioning Close
Scope Of Work : Commissioning Management
Out Management
Msherib Downtown Doha – Phase 1C, Phase 3 Abu Dhabi Airport ( Medfield Terminal Project ) Abu Dhabi Plaza
Qatar – Doha UAE – Abu Dhabi Astana – Kazakhstan
Scope Of Work : Handing Over Documents Scope Of Work : Commissioning Management, TAB
Preparation and Compilation
Scope Of Work : MEP Commissioning Management
Service and Electrical Testing
11
,TAB Service and Facility Management
WHAT IS COMMISSIONING?
WHY IS IT NEEDED?
WHAT IS COMMISSIONING, WHY IS IT
NEEDED?
• COMMISSIONING MANAGEMENT AND
PROCESS AS A DEFINITION
• HOW IT WORKED BEFORE

COMMISSIONING?
• HOW THE NEED FOR COMMISSIONING

WAS DEVELOPED
• THE SPECIALIST PERSPECTIVE

“SECOND EYE” CONCEPT
• ASSIGNMENT APPROACHES “CASE

STUDY”
13
COMMISSIONING MANAGEMENT AND
PROCESS AS A DEFINITION
The Commissioning Management is a quality-oriented process for achieving, verifying and
documenting that the performance of facilities, systems and assemblies meets defined
objectives and criteria.
(1)
The Commissioning Process is a quality-based

method that is adapted by an Owner to achieve
successful construction projects. It is not an
additional layer of construction or project
management. In fact, its purpose is to reduce the
cost of delivering construction projects and
increase value to owners, occupants, and users.
(1)
Commissioning process and its assigned

management team are not separated from the
construction and project management team(s).
The Commissioning Management team are
interactive within the project management
team(s) to ensure the smooth flow chart till the
handing over of the process is completed.
14
HOW IT WORKED BEFORE
COMMISSIONING?
• Basic organization with mixed responsibilities
• No focal specialist point for systems readiness, commissioning and handing over
• No clear tracking for commissioning processes and activities
• Wide spectrum of knowledge required to cover all the activities needs.
Client
Contractor Consultant
15
HOW THE NEED WAS DEVELOPED
• The more sophisticated the systems get, the

greater the need for commissioning management
specialist.
• The rapid development of new guidelines and
standards to cover the new technologies testing
and commissioning requirements.
• The volume of the project is such a crucial factor
to hire a dedicated commissioning management
expert(s)
• The need to assign clear responsibilities
according to responsibility matrix
16
THE SPECIALIST PERSPECTIVE “SECOND
EYE” CONCEPT
• Different fresh perspective from the commissioning-ability

point of view
• Filling the gap between design and construction
perspectives
17
ASSIGNEMENT APPROACH – CASE STUDY
The Commissioning Management and process add a tangible value to the project and its
effect could be easily realized/evaluated by the various stakeholders
The following shows the benefits of commissioning management as

measured during the observation of the five case study projects. The
case studies can be classified by the contractual arrangements of the
commissioning management: (2)
• Project A: Commissioning management organization

employed by the project management company (2)
• Project B: No commissioning management organization
employed (2)
• Project C: Commissioning management staff employed
by the design and management contractor (2)
• Project D: Commissioning management organization
employed directly by the client (2)
• Project E: Commissioning manager employed directly
by the M&E installing contractor. (2)
18
Project A: Commissioning management organization
employed by the project management company MONTHS
Commissioning Arrangements Months
The commissioning management organization was independent, produced a detailed

commission-ability design review, and had a positive input throughout installation,
commissioning, proving and post-handover.
8
7.5
However, the nature of the design and build contract meant that the M&E installer could
ignore this input at their own risk until final proving. This meant that several
modifications identified early on by the commissioning management organization had to
be carried out after handover, when it would have been more cost effective to make
them prior to or during installation.
Results
The commissioning management organization did not have as much influence as they
would have liked, but fed information to the project management company and the
client. Overall the project was a success, was handed over on time with few minor
defects, and the client was satisfied.
Conclusion
The independence of the commissioning management organization is of paramount

importance but this can be undermined if their advice is ignored. Failure to act upon
advice received from the commission-ability design review resulted in post-handover
system modifications needing to be carried out. That problem apart, it can be concluded PLANNED ACTUAL
that the overall effect of the involvement of a commissioning management organization
19
was highly beneficial to the project.
Project B: No commissioning management organization

Employed (2)
MONTHS
Months
Commissioning Arrangements
Project B did not use a commissioning management organization. This resource was cut
out due to a cost saving exercise, and the project management company took on the
responsibility for managing the commissioning process. A commissioning-abilty design
review was not carried out, and there was no co-ordination of the commissioning
program. Installation was delayed by three months, and the hands-on commissioning
engineers spent two months snagging the installation when they first arrived on site.
Results
Overall the project was not a success, it was handed over five months late, with over
5
3000 snags. The majority of snags were due to incomplete installation of the BMS and
electrical systems. Six months after handover 300 snags were still to be resolved, several
claims were outstanding and the client was not satisfied.
Conclusion
2.3
The project management company took on responsibility for the commissioning
management activities, but did not have the time or assigned teams to plan and co-
ordinate them. The delays and installation problems were compounded by the lack of a
commission-ability review and coordinated planning and control.
Without the input from an experienced commissioning management
resource to oversee these activities, the project was unsuccessful.
PLANNED ACTUAL
20
Project C: Commissioning management staff

employed by the design and management contractor (2) MONTHS
Months
A commissioning-ability design review was carried out, and a detailed commissioning

program was drawn up. The design review was taken on board, but the program was soon
superseded following delays to the construction and installation.
7.5
The commissioning management organization was not given authority or status with the
M&E installers to highlight and guide them towards resolving problems, but instead were
treated as just another sub-contractor.
Results
The project was handed over four and a half months late, with several outstanding items.
4.5
Five months after handover, the design and management contractor still had a presence
on site to resolve problems.
Overall, the project was a success (if late), and the client was satisfied.
Conclusion
The commissioning management process could have been more effective and prevented
some of the delays if the commissioning management organization had been given more
independence and real authority.
PLANNED ACTUAL
21
Project D: Commissioning management organization MONTHS

employed directly by the client (2)
Months
The commissioning management organization was fully independent and a commission-

ability design review was carried out as was a detailed commissioning program. Both were
fully taken on board by all parties, and the commissioning program was drawn up early
enough to directly influence the M&E installation program. The M&E installers followed
both programs, and installation and commissioning were carried out on time. The
commissioning manager had the authority and status with the M&E installers to highlight
and guide them towards resolving problems
Results
4.5
4.5
The project was handed over on time with few minor defects. Overall it was a great
success, and the client was satisfied. The only minor problem was that a fit-out contract
for part of the project was outside the control of the commissioning management, which
caused some delays.
Conclusion
The timely handover and success of the project was largely a result of the high level of
influence given to the commissioning management team. The full benefits of
commissioning management were realised, and made possible by the procurement route.
PLANNED ACTUAL
22
Project E: Commissioning manager employed directly by MONTHS

the m&e installing contractor (2)
Months
The commissioning manager was appointed too late to influence the design, but was
responsible for planning the commissioning program. The design review was carried out
by the project management company, and most of the points were acted upon by the
design and build M&E installer. The commissioning manager had authority over the
installers and the hands-on commissioning engineers, but was not truly independent due
to the nature of the procurement.
Results
Installation and commissioning went largely to program and the project was handed over
on time, with few minor defects. Overall this simple project was a success, and the client
was satisfied.
3.8
3.2
Conclusion
The project benefited from a dedicated resource to oversee the commissioning process.
However, his influence was limited by the
design and build contract and the needs of the M&E installing
contractor, and was never truly independent.
PLANNED ACTUAL
23
ADDED VALUE FOR COMMISSIONING
The below chart shows the summary for the previous five examples
(2) and the value of the
commissioning over the projects time schedule and execution
Title JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC JAN FEB
Project A
Project B
Project C
Project D
Project E
Planed
Acctual
24
Project Case Type Of Commissioning Management Issue Solution Result
Study
Project A Commissioning management The commissioning management The commissioning management Overall the project was a success,
organization employed by the project organization did not have as much organization should have the was handed over on time with few minor
management company influence as it should have been authority to influence the project defects, and the client was
team satisfied.
Project B No commissioning management Commissioning-abilty design review commissioning management Overall the project was not a success, it was
organization employed was not carried out, and there was no should be hired handed over five months late, with over 3000
co-ordination of the commissioning snags
Programme.
Project C Commissioning management was not giventhe authority over the commissioning The project was handed over four and a half
organization employed by the design m&e installers to chase them and management organisation had months late, with several
and management contractor resolve problems, been given more independence outstanding items.
and real
authority
Project D Commissioning management The only minor The project was handed over on time with few
organisation problem was that a fit-out contract for minor defects.
employed directly by the client part of the project was outside
the control of the commissioning
management, which caused some
delays.
Project E Commissioning manager employed The commissioning manager had The project benefited from a Installation and commissioning went largely to
directly authority over the installers and the dedicated resource to oversee the programme and the
by the m&e installing contractor. hands-on commissioning commissioning process. However, project was handed over on time, with few
engineers, but was not truly his influence was limited by the minor defects.
independent due to the nature of the design and build contract and the
procurement. needs of the m&e installing
contractor,
25
ADDED VALUE OF COMMISSIONING
MANAGEMENT, WHAT TO EXPECT
ADDED VALUE OF COMMISSIONING
MANAGEMENT, WHAT TO EXPECT
• FOCAL POINT ON THE ASSIGNED TEAM
• RESPONSIBILITIES AND LIABILITIES

SHARING
• QUALIFIED STAFF AND PROJECTS

CERTIFICATION
• GUIDANCE TO SPECIFY TESTING AND

COMMISSIONING REQUIREMENTS
• CERTIFICATION TYPES AND POWER
• COMMISSIONING MANAGEMENT
SHOWCASE 27
FOCAL POINT ON THE ASSIGNED TEAM
• One reference for the Commissioning

Activities progress and weightage
• Easier tracking of the pending works and
approach to cover
• Linking other teams works into one unified
approach towards complete handing over
• The Commissioning team becomes the
observer, reference and keeper of the
progress percentages.
28
RESPONSIBILITIES AND LIABILITIES
ASSIGNMENT
• During the project period, the flow of the

works should be based on team work
• Assignment of responsibilities and
liabilities should go along with the
contractual obligations
• Building the works responsibilities matrix
makes the default detection easier.
• Easier to replace the responsible for the
delays without affecting other activities.
• Distribution of activities and tasks
responsibilities are part of the major risk
management plan of any project.
29
RESPONSIBILITIES AND LIABILITIES
SHARING
• After the completion of the project

works, the contractual liabilities
towards each task will still be borne by
its acting party.
• Commissioning team liability will always
be referenced to by the facility
management teams and end users.
• Huge technical responsibility sharing when the Commissioning team is assigned

at the early design stages of the project.
• Commissioning Plans and Commissioning-ability studies becoming part of the
contracts documents.
• Sharing the liability leads to enhancement of the service and extra guarantees
to the quality of the works handed over to the clients/owners.
30
QUALIFIED STAFF AND PROJECTS
CERTIFICATIONS
• Having qualified specialized staff assigned

to the Commissioning activities ensures
getting special buildings certifications as
per codes.
• Certain experiences is an essential
prerequisites to enter into LEED
requirements (LEED Guidelines
Fundamentals)
• Certain experience are required to obtain
ranks/points as per LEED Guidelines
(Enhanced Commissioning Credits)
• Qualified staff assignment gives more
guarantees to the owners and clients
about quality of the works.
• More efficient handing over process to
facilities management teams is assured.
31
GUIDANCE TO SPECIFY TESTING AND
• Projects specifications should specify

the qualification of the Testing and
Commissioning team
• Depending on the size and complexity
of the project, the Testing and
Commissioning to be decided if it can
be by inhouse assigned qualified team,
a third party and/or a specialized
company
• Specifications should mention the certificates required, years of proven
dedicated experience and the level of engagement to the project activities.
• Specifications should mention the list of deliverables required by the
Testing and Commissioning team.
• Specifications should mention the time of engagement and assignment of
the Testing and Commissioning team to the project.
32
• There are various organizations such as
ASHRAE, NEBB , AABC (USA), CIBSE,
CSA, BSRIA (UK) the different
specifications are referring to.
• It worth saying that USA organizations

are certifying the firms and individuals
in different discipline, however, the
British organizations are offering either
a membership or qualifying the
individuals and the firms such as CSA
• USA based specifications require

certified people and firms plus
“stamping” final reports.
• UK based specifications require

adherence to CIBSE codes. 33
• The client is best protected when hiring

a certified company from an entity such
as NEBB or AABC.
• Such organizations are trying to

maintain the quality of the provided
services by its certified companies
imposing a system called QAP (Quality
Assurance Program).
• The client could easily contact NEBB in

any event when the provided services
by the NEBB certified firm weren’t as
per the procedural standard.
34
STAFF CERTIFICATIONS TYPES AND
POWERS
35
POWERS
36
POWERS
37
SHOWCASE
• Issue in brief: In a prestigious Library Building, an Air Handling Unit (AHU) was
assigned to serve three different areas and applications.
1- Rare Books Storage Area with sensitive humidity control requirements (20-25 RH).
It was getting about 20% of the total system demand. The area was not Variable Air
Volume controlled.
2- Reading Area getting almost 20% of the total system demand. No VAV control.
3- Offices Areas getting about 60% of the total system demand and the offices were
equipped with VAV boxes for control.
• In partial operation, the uncontrolled areas will be pressure relief points that will
make the AHU sensor not feeling back pressure.
• VSD will always run at full speed of 50 Hz
• Pressure relief uncontrolled areas will have high noise
• Rare Books controls will be affected with the excess air
• Overall disturbance to the AHU performance
38
SHOWCASE
• Action taken: Design review and Commissioning-ability studies were presented

during the construction of the system as the Commissioning and TAB teams were
not involved in the early design stages.
• Further Action and Response: The MEP Contractor technical office raised the
issue to the designer without pushing too hard. Designer response was an
instruction to “stick to the design”.
• Result: Works proceeded without considering the Commissioning and TAB
concerns and remarks. Upon the completion of the works and while the
integration tests were applied in partial load, the scenario presented by the
Commissioning and TAB teams was made into reality.
• The system performance was rejected by end supervision consultant and end
user. System was demolished and a separate AHU was assigned to the Rare
Books Storage Area with high cost and time delays implications.
• Conclusion: Commissioning and TAB team should be early involved and their
commissioning-ability studies should be seriously considered. Rectifying a
problem in early stages saves time, money and reputation of building owners and
investors. 39
COMMISSIONING STAGES AND PROCESS,
WHEN TO GET INVOLVED
SHOWCASE
TESTING & BALANCING (TAB) SCOPE OF SERVICE.
• TAB works are basically related to HVAC system

only, where the air and water systems have to be
tested, adjusted and balanced.
• Testing and balancing as a scope of work is a part

of whole MEP testing and commissioning
activities, it represents the hands on works that is
required to be carried out on the HVAC system.
• TAB contractor is usually a member of the Testing

and Commissioning team which also includes:
• Engineer representative , Contractor,
Independent Commissioning Management Firm
41
SHOWCASE
• The major difference between TAB works

and Testing and commissioning lies within
the responsibilities, the below example
should clear up the confusion:
• For a chilled water system, TAB contractor

is the one who carry out the required
measurement for chillers, pumps and
valves in pursuit of achieving the design
parameters to hand over the performance
and balancing reports to the engineer,
thus, TAB contractor responsibilities are
limited to test, adjust and balance the air
and water flow rates. However, achieving a
fully operational and efficient HVAC system
lies within the commissioning
management firm’s responsibilities
42
COMMISSIONING STAGES AND
COMMISSIONING PROCESSES
To achieve a smooth commissioning D Handing Over

process the commissioning and
handover activities should be C Commissioning
divided into four main stages each
stage is crucial to move to the next Pre-Commissioning
B and Construction
stage and these stages will
Snagging
intersect with each others along the
project timeline A Planning
43
COMMISSIONING STAGES AND PROCESS
Planning Stage
01
Testing & Commissioning Plan
02 Testing and Commissioning Procedures
Commissioning Program
03
44
PLANNING STAGE
The planning stage starts before the construction completion with a limited team to
prepare the commissioning program, plans, and Procedures that will ensure a smooth
work flow throughout the whole commissioning processes
Construction Work Commissioning Work

MAN POWER
Commissioning Planning and Core Team

TIME
Document Preparation
45
PLANNING STAGE
Scope of Works
Commissioning Plan Responsibilities & Responsibility Matrix
Program & Progress Reporting Template
Deliverables of the Planning
System Descriptions
Testing & Commissioning Procedures List
Interfaces and Interlocked Systems
Method Statement Templates
Test Sheet Templates
O&M Manual Templates
HVAC System and Equipment

Commissioning Procedure
Firefighting System and Equipment
Plumbing System and Equipment
Low voltage System and Equipment
ELV System and Equipment
Special systems such as kitchen, laundry, elevators,....
System Mapping and Interface

Commissioning Program Commissioning Logic Diagram
Dependency Matrix
Commissioning Activity Schedule & Tracker
Manpower Histogram
46
PLANNING STAGE
In order to create the right

sequence for commissioning
process, the interfaces between
the systems and its linking with
mechanical, electrical, and ELV
systems have to be identified
47
PLANNING STAGE
• Create the commissioning flow charts and logic diagrams (Sample)
Air System (AHU) Commissioning Process
Testing & Final Commissioning
Documentation Pre-Functional Start Up Functional Test
Balancing Report
Commissioning
DCC Pre- DCC

DCC Cx
Functional Functional Final DCC
Electrical
Procedure
Test Test Cx Report
Team
`
MCC Cx MCC Pre- MCC
Air System Functional Test

Final MCC
Procedure Functional Functional
Cx Report
Test Test
TAB Contractor
TAB Air System Final TAB

Procedure
Progressive Supervision TAB Work Report
Agree Acceptance Criteria
Final System Inspection
Issue Final Approval

Commissioning
HVAC
AHU Pre-
Team
AHU Cx AHU Start Final AHU

Functional
Procedure Up Cx Report
Test
Main Contractor
Commissioning Commissioning
Initial System Inspection

Team
Review
Engineer/
Authority
Review
Specifications
48
PLANNING STAGE
• Create the commissioning systems dependency matrix
Systems Dependency Matrix
Structural Architectural Electrical Mechanical
Clean Enviroment (Dust
Chilled Water Available

Block works Completed
Network ready (Active

Construction of pads
Tile work completed

Ceiling installed and
Cooled Air Available

Door installed and
Furniture Installed
Building Envelope
Building Systems Dependency
Power available
Structural work
Floor painting
CBS available
Plaster works
Wall painting
Room locked
Land scaping
completed
completed
Network)
sealed
Free)
Domestic Water Filtration System
Air Handling Unit
Blower Coil Unit
BMS Server
Booster Pump
Chemical Flushing
Chilled Water Balancing & Demonstration

Chilled Water Pump
Condensate Pumps
Condensing Unit
Constant Air Volume
CRAC Units
DDC Panels
Distribution Panel - AHU
Domestic Electric Water Heater
Domestic Water Storage Tank
Door Curtain Units
Drinking Fountain
DX Units
External Lift Dry Pit Sump Pump
External Lifting Station Pump
Extract Fans
Fan Coil Unit
Fire Pump
Fire Smoke Damper
Foam Deluge Fire Suppression System
Fusible link Fire Damper
Gas fire suppression system
HOISTWAY EXHAUST 49
Hot Water Circulating Pump
PLANNING STAGE
• Develop the commissioning schedule and Histogram according to the current
project status and the construction schedule
Project Schedule
Type Equipment Decription Jun-17 Jul-17 Aug-17 Sep-17 Oct-17 Nov-17 Dec-17 Jan-18 Feb-18 Mar-18 Apr-18 May-18 Jun-18 Jul-18 Aug-18 Sep-18 Oct-18
Plumbing Domestic Water Filtration System 0 0 0 0 0 0 0 0 0 0 63.25 28.75 0 0 0 0 0
HVAC Air Handling Unit 3.743989 0.08 36 348.4654 166.0013 418.5333 1451.648 1272.352 1531.6 2501.067 3421.788 2337.545 1862.067 2113.799 2279.023 981.111 0
HVAC Blower Coil Unit 0 0 0 747 2096 150 1604 1715.5 258 5134.646 1164.354 1955.571 2915.36 2338.569 0 0 0
ELV BMS Server 0 0 0 0 0 0 0 51.34884 84.63049 84.63049 84.63049 62.75969 0 0 0 0 0
Plumbing Booster Pump 0 0 3 24.5 0 0 0 0 0 0 0 0 0 0 0 0 0
HVAC Chemical Flushing 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
HVAC Chilled Water Balancing & Demonstration 0 0 1648 0 0 0 0 0 0 0 1236 0 0 412 412 348.6154 402.6787
HVAC Chilled Water Pump 0 0 476.5 0 0 0 0 0 0 0 0 0 0 0 0 0 0
HVAC Condensate Pumps 0 0 0 0 0 0 54 0 0 0 0 0 0 0 0 0 0
HVAC Condensing Unit 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
HVAC Constant Air Volume 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
HVAC CRAC Units 28.6791 34.6791 0.940299 0 180 0 0 0 45 0 0 0 0 0 0 0 0
Electrical DDC Panels 283 32.5 648.5 1609 977.5 1144.125 592.875 1559 1789.5 1465 979 747.5 357.5 956 195 146.25 243.75
Electrical Distribution Panel - AHU 23 23 195.5 1000 613 632 348.5 609 869 621.5 455 325 65 0 0 0 0
Plumbing Domestic Electric Water Heater 0 0 128 0 0 0 0 0 0 800 0 1616 0 1459.556 716.4444 0 0
Plumbing Domestic Water Storage Tank 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
HVAC Door Curtain Units 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Plumbing Drinking Fountain 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
HVAC DX Units 0 0 0 0 0 0 0 0 0 105 0 0 332.5 0 0 0 0
Plumbing External Lift Dry Pit Sump Pump 0 0 0 96 96 96 0 0 0 0 0 0 0 0 0 0 0
Plumbing External Lifting Station Pump 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
HVAC Extract Fans 0 0 2 84 154 0 168 466 298 508 310 565.6 430.4 378 325.5 304.5 84
HVAC Fan Coil Unit 0 0 0 340.1667 462.8333 198.3 949.0594 1577.641 332.5 3364 607.5 1509.5 2535.351 3586.549 2053.1 105 0
Fire Fire Pump 0 0 0 0 135 5 0 20 50 0 0 0 0 0 0 0 0
HVAC Fire Smoke Damper 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Fire Foam Deluge Fire Suppression System 0 0 0 69.3 7.7 77 0 115.5 77 115.5 0 0 0 0 0 0 0
HVAC Fusible link Fire Damper 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Fire Gas fire suppression system 0 0 199.95 85.69286 1105.714 1053.91 873.7958 421.9375 129 0 0 0 0 0 0 0 0
HVAC HOISTWAY EXHAUST 0 0 0 78 0 0 0 0 0 195 117 0 78 78 0 0 0
Plumbing Hot Water Circulating Pump 0 0 0 0 0 0 0 0 0 0 49 0 0 73.5 0 0 0
Plumbing Irrigation Water Storage Tank 0 0 0 0 0 0 0 0 0 0 0 24.5 0 0 0 0 0
HVAC Jet Fans (Tunnel Ventilation) 0 0 0 0 210 0 0 0 0 0 70 0 210 210 0 0 0
HVAC Kitchen Extract Fans 0 0 0 0 0 0 0 0 42 0 0 0 126 109.2 198.8 112 0
HVAC LIFTING STATIONS Fan 0 0 0 0 0 42 0 0 0 126 0 63 21 0 0 0 0
HVAC Motorized Damper 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
HVAC PCA Air Handling Units 0 0 0 0 126 344.4 666.6 924 84 588 756 756 504 0 0 0 0
Fire Pre-Action Fire Suppression System 0 0 231 38.5 0 0 115.5 115.5 319 2200 335.5 726 1182.5 1331 992.75 805.75 38.5
Plumbing Sanitary Fixtures (PR Station wise) 0 0 0 0 0 0 0 4.5 72 49.5 45 36 222 192 324 81 139.5
Electrical SMOKE CONTROL PANEL 0 0 16.84375 60.15625 0 0 0 0 0 0 0 0 0 0 0 0 0
HVAC Smoke Damper 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 50
HVAC Smoke Exhaust Fan 0 0 0 0 0 0 126 84 126 0 207 0 84 252 84 916.5 160.5
Construction and Pre-Commissioning Stage
01
Factory Acceptance Test (FAT)
02 Installation Test (IT)
Site Readiness and Construction Completion

03
Pre-commissioning
04 Start Up
05
51
PRE-COMMISSIONING STAGE
• The Pre-Commissioning process is the presentation of the completion of construction stage and
the system delivery to the commissioning team.
• During this stage construction team and commissioning team collaborate towards clearing
installation issues representing the snags in order to have the systems ready for the next stage
Installation Test
MAN POWER
FAT Test
Contractor Snagging Team
Pre- Commissioning Team

TIME
Document Preparation
52
Factory Acceptance test (FAT)

The Commissioning Manager will make sure that the test was conducted and its
proof documents were submitted as requested in the owner’s project requirement
and basis of design documents
Installation Test (IT)

• The Construction Team will arrange with the Quality Assurance / Quality Control Team visual
inspections of all the equipment within the identified commissioning lot
• the Construction Team will ensure all installations are checked prior to the inspection, and
that they are as per the project requirements
53
Site Readiness and Construction Completion

The installation section of the Checklist is utilized to verify and track the proper installation. It
focuses on the ability of the installation to meet the commissioning requirement. For
equipment, this section focuses on the physical installation and the completion of the full
system to be commissioned
Pre-Commissioning Test
By finishing this test commissioning team confirms that the equipment or sub-system is pre-
commissioned and can move to the next step.
Start Up
The commissioning team will invite the equipment supplier to visit the site and start up the
equipment’s, during this visit the commissioning team will make sure that the supplier
checklist is used following the manufacturer recommendations and that the results are
documented for future use in the handing over stage.
54
Commissioning Stage
01
Functional Test
02 System Integration Tests (SIT)
System Integration Tests (SIT)
55
COMMISSIONING STAGE
Once the commissioning activities started, the testing and commissioning teams shall
be increased to supervise and control the whole commissioning activities.
The commissioning activities will be tracked down and reported using the
Commissioning Activity tracker and look ahead report.
Installation Test
Commissioning
MAN POWER
FAT Test
Team
Pre- Commissioning Team

TIME
Document Preparation 56
COMMISSIONING STAGE
Commissioning Activity Tracker (Summary Charts)
A summary report categorized per equipment/system/zone/building showing the current status of

the project
57
COMMISSIONING STAGE
Look Ahead Report
To provide a weekly look ahead report as per the commissioning program and the actual site
readiness
58
COMMISSIONING STAGE
Functional Tests
Functional tests start directly after the units start up, and it is performed to make sure that the
design parameters are achieved for the whole system
TAB (Testing adjusting and Balancing) is one example of those tests where the TAB contractor
will make sure that the HVAC system. is achieving the design parameters.
Another example is BMS point to point components tests prior to the system integration.
59
COMMISSIONING STAGE
Integration Tests
After finishing the previous activities the building systems will be ready to interact with each
other.
The commissioning team will verify the communication between systems by testing the
operation scenarios which already prepared in the test procedures, below are some examples:
• Fire Scenario sequence of operation (Cause and Effect)

• AHU unit Start Up faults and alarms
• Power Shedding procedures during the high consumption periods.
60
Handover Stage
01
Testing and Commissioning Reports
02 Operation and Maintenance Manuals
Training Manuals
03
Asset Registers and Spare Part Lists
04
61
HANDING OVER STAGE
Within the handing over stage, Commissioning team starts compiling and preparing the
close-out documents and proceeds with handing it over to the client
The hand over phase starts during the construction phase and it lasts till the complete
handing over to the building operator
Installation Test
Commissioning
MAN POWER
FAT Test
Team

Handing
Pre- Commissioning Team Over Team

TIME
Document Preparation 62
Deliverables of the Handing over
Testing and commissioning Final Report
Operation and Maintenance Manual
Training Manual
Stage
Asset Registers
Spare Part Lists
Client Training
63
TOOLS, VIDENTIUM REVEALED
VIDENTIUM
• VIDENTIUM is an online application with mobile support
• Developed by CSI Software team with the technical input and enhancements of CSI
Technical experiences
• Supportive tools for construction & commissioning teams to record, follow, report
and manage all site activities.
• VIDENTIUM is designed to be compact, adaptable,

modular, user friendly, live and less time-
consuming.
• CSI is able to use VIDENTIUM to have full live
control and knowledge about project stages.
65
VIDENTIUM
• The whole application data is stored online on dedicated CSI Server
• More secure, easy to synchronize, reachable for all parties (sub-contractor, main
contractor, client etc.)
• Collecting data from all parties, and guiding to the right response
66
VIDENTIUM
Construction data updating became easy with VIDENTIUM
• Easy to create the project (Excel Sheets Based)

• Very fast to add project references and equipment (3 Seconds Maximum for Update)
• Adaptable to any ongoing project in any stage
• Flexible for checklist creation and follow up
• Able to follow planning schedules and milestone requirements
67
VIDENTIUM
Uploading data to VIDENTIUM
• VIDENTIUM allows importing data from Excel files, then converting them to SQL
database information.
• Required Information: Equipment & location references, System Checklists
Category Sample Checklist Sample
68
VIDENTIUM
VIDENTIUM allows importing bulk information of the equipment in fast response time.
69
VIDENTIUM
Uploading Checklist data to VIDENTIUM
VIDENTIUM allows to importing bulk check list information of the equipment for ongoing projects in
fast response time.
70
VIDENTIUM
It is very easy and fast via web interface to create category, add equipment and update bulk checklists
71
VIDENTIUM
Tracking stages, equipment with VIDENTIUM
VIDENTIUM is proving very rich and user friendly web base tracker, with this tracking interface, users
are able to filter data, export to Excel, download or send an email the detailed site observations.
72
VIDENTIUM
Advance filtering on Tracker
Users are able to filter any single detail as per their references.
73
VIDENTIUM
Tracking stages, equipment with VIDENTIUM
Any single equipment information and stage progress with checklist details can be shown on web
base or download as a pdf file.
74
VIDENTIUM
Reporting on VIDENTIUM Dashboard
Dashboard has many options to create reports to show required systems and equipment progress
and status.
75
VIDENTIUM
All progresses are calculated as per work completion and equipment weight.
Over All, and Stages Progress report sample
76
VIDENTIUM
Listing Equipment as per type with stage completion percentage.
Stage Progress report sample as per Equipment Type
77
VIDENTIUM
Equipment charts are available as per quantity or weightage.
Chart Report Sample
78
VIDENTIUM
Monitoring each type of equipment completion Report: all stages are should be completed to shown
in this report.
Equipment Report Sample
79
VIDENTIUM
Android Application
It is available for any android phone or tablet to used by site teams to monitor, report, record all site
activities.
80
VIDENTIUM
Android Application
App is providing opportunities to download all project data to use offline while users are on site and
with implemented QR Code scanner, users are able to reach equipment information and check list
more faster and also with electronic signature, they are able to sign checklists if it is required.
81
VIDENTIUM
Android Application
Users are able to update checklists, take site notes with pictures, and upload the system any time
when they have internet connection.
82
VIDENTIUM
Benefits & Conclusion
• VIDENTIUM is a complete online solution to observe and monitor work flow and manage
reporting problems during construction phases of projects.
• VIDENTIUM has an advantage as it can be fully customized according to actual needs.
• VIDENTIUM combination between offline storage with online storage makes working anywhere
possible. Data can be gathered from construction site where there is no Internet Access, yet it
can be synchronized when access is granted with only 1 click.
• VIDENTIUM is not a for sales package application created once and never gets updated. It’ll be
always updated as the time and technology goes on.
83
ENERGY CONSUMPTION IMPACT,
IT WORTHS!
WHERE ARE WE NOW
BUILDING LIFE CYCLE COST
 Buildings account for 40% of the
Construction
Cost world's primary energy
20% consumption
 Buildings account for 42% of the
world's water consumption and
about 50% of raw materials
 Qatar is now consuming more
energy per capita than other
industrial countries including US
and UK
Operation
Cost
80%
85
LEED V4
LEED Rating system went through major updates in its recent version, and most of the
energy related updates were in the commissioning section:
 Extending the scope to cover Plumbing and electrical systems in detail.

 Monitoring-based commissioning from design through post construction and
occupancy.
 Building Envelope Commissioning during design and construction phases
86
TOOLS, ENERGY REVIEW
• Earlier review design documents for energy related items can improve the
energy performance of the building.
• The Energy Review can save the time and operation costs and can increase the
human comfort in the building.
87
TOOLS, ENERGY MODELING
88
TOOLS, ENERGY AUDIT
• Energy Audit: is a survey focused

on finding out how a building is
using it’s energy. This information is
analyzed.
• The energy related improvements

are then prioritized according to
the cost effectiveness.
89
TOOLS, THERMAL IMAGING
Infrared inspection or Thermography, is used throughout industry as a key
diagnostic tool for finding problems. Infrared inspections are a non-destructive,
non-contact and a cost effective way to detect and document defects.
90
TOOLS, BUILDING TIGHTNESS TEST
• Air leakage is the uncontrolled flow ‘Build tight – Ventilate right’.
of air through gaps and cracks
(often referred to as infiltration) , it
leads to unnecessary heat loss and
discomfort for the occupants
• Air leakage test (Also known as
blower door test) can be used to
assess the building construction
and compare to other building
performance
91
TOOLS, HVAC SYSTEM PERFORMANCE
RETEST
For the Large air conditioned office buildings the HAVC plant may typically
accounts for 55% of the total energy cost
A proper Testing Adjusting and
Balancing for the system may reduce Energy Consuption
the HVAC energy consumption.
Lighting
30%
Other HVAC Plant
38%
Cooling &
Pumping Plant
17% office
Equipment
10%
Cataring
(3) 5%
92
CONCLUSION, SO WHAT
SHOULD WE DO?!
CONCLUSION, SO WHAT SHOULD WE DO?!
• Commissioning Process and Management are

essential scope of work that should not be cost cut
• Commissioning is not an end of the line handing
over scope, it is a live process that is implemented
in each stage of the project.
• Building and installing a system is a step, putting it
to work is a different process.
• Testing and Commissioning should be specified to
be carried out by dedicated team/organization
assigned in early design stages with given authority
and responsibilities.
• Testing and Commissioning team should hold the
required certificates proving its capabilities.
• Commissioning Management team deliverables
should be considered by all parties in all stages.
94
LIST OF REFERENCES
LIST OF REFERENCES
1. ASHRAE Guideline 0-2005 The Commissioning Process
2. BSRIA APPLICATION GUIDE 5/2002 Commissioning Management
3. BSRIA Guidance Note 11/97
4. CIBSE TM 23/2000
96
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COMMISSIONING MANAGEMENT

ROLE, PROCESS AND IMPACT

Converting Energy to Synergy

ABOUT CSI, WHO WE ARE

WHAT IS COMMISSIONING, WHY IS IT NEEDED?

ADDED VALUE FOR COMMISSIONING MANAGEMENT, WHAT TO EXPECT

COMMISSIONING STAGES AND PROCESS, WHEN TO GET INVOLVED

COMMISSIONING MANAGEMENT TOOLS, VIDENTIUM REVEALED

ENERGY CONSUMPTION IMPACT, IT WORTHS

CONCLUSION, SO WHAT SHOULD WE DO?!

• Established and based in Istanbul, Turkey in 2004 as

CSI General CSI Operations CSI Business

Scope Of Work : Commissioning Management Scope Of Work : Commissioning Management and

• HOW IT WORKED BEFORE

• HOW THE NEED FOR COMMISSIONING

• THE SPECIALIST PERSPECTIVE

• ASSIGNMENT APPROACHES “CASE

The Commissioning Process is a quality-based

Commissioning process and its assigned

• The more sophisticated the systems get, the

• Different fresh perspective from the commissioning-ability

The following shows the benefits of commissioning management as

• Project A: Commissioning management organization

The commissioning management organization was independent, produced a detailed

The independence of the commissioning management organization is of paramount

Project B: No commissioning management organization

Project C: Commissioning management staff

A commissioning-ability design review was carried out, and a detailed commissioning

Project D: Commissioning management organization MONTHS

The commissioning management organization was fully independent and a commission-

Project E: Commissioning manager employed directly by MONTHS

• FOCAL POINT ON THE ASSIGNED TEAM

• RESPONSIBILITIES AND LIABILITIES

• QUALIFIED STAFF AND PROJECTS

• GUIDANCE TO SPECIFY TESTING AND

• CERTIFICATION TYPES AND POWER

• One reference for the Commissioning

• During the project period, the flow of the

• After the completion of the project

• Huge technical responsibility sharing when the Commissioning team is assigned

• Having qualified specialized staff assigned

• Projects specifications should specify

• It worth saying that USA organizations

• USA based specifications require

• UK based specifications require

• The client is best protected when hiring

• Such organizations are trying to

• The client could easily contact NEBB in

• Action taken: Design review and Commissioning-ability studies were presented

• TAB works are basically related to HVAC system

• Testing and balancing as a scope of work is a part

• TAB contractor is usually a member of the Testing

• The major difference between TAB works

• For a chilled water system, TAB contractor

To achieve a smooth commissioning D Handing Over

02 Testing and Commissioning Procedures

Construction Work Commissioning Work

Commissioning Planning and Core Team

HVAC System and Equipment

Plumbing System and Equipment

Low voltage System and Equipment

ELV System and Equipment

Special systems such as kitchen, laundry, elevators,....