Things To Check Out

Tail Wagging the Pet dog

According to ASHRAE, center operations accounts for nearly half of the lifecycle costs of a building, while preliminary construction costs weighs in at just 11 % - so why is it that preliminary expenses drive most projects? Appears like the tail is wagging the pet dog.
Fortunately ideas such as Total Cost of Ownership (TCO) and Life Cycle Costing (LCC) are capturing on, as they look beyond initial costs to drive better design, building, and operations choices; but initial expenses, building schedule, and misnomers, such as "value engineering", are still the short-sighted limo drivers of numerous jobs. How do we, as facility managers, get management and others to look beyond the trees (or should we say "costs") to see the forest?

We ought to promote the Total Cost of Ownership and Life Cycle Costing concepts. As their names infer, these analyses take into account initial design, operational, replacement, and salvage costs of numerous choices - basically from cradle to grave. Furthermore, make sure criteria other than expenses are considered in the comparison.

Second, I strongly encourage any organization that is embarking on new design or a significant restoration to focus on outcomes not just the inputs or parameters, such as budget and schedule. This, obviously, indicates that you have to understand exactly what you want; so, do your homework. Plainly define the job intent and performance requirements with the stakeholders. Then cater the specifications and ultimately the contract to guarantee such requirements are fulfilled. To accomplish this you may want to think about a design-build technique where the D/B specialist is the one that is held accountable for meeting efficiency, expenses, and schedule demands - make them guarantee it.

Third, a commissioning agent (CxA) must be worked with by the Owner to make sure that job outcomes do align with task intent. The CxA must be a full-time CxA with depth of personnel and know-how. I extremely suggest that you obtain the help of the CxA to assist with the development of emergency, upkeep, and basic operating procedures, as they are very familiar with the series of operations and failover scenarios.

Getting precise as-built, handbooks, etc. need to be an offered, however hardly ever takes place; put the demands of such in the contract with payment/penalty implications (have the professional put their money where their mouth is ...). Don't forget to consist of the advancement of treatments, setup of equipment records and upkeep schedules in your CMMS/ CAFM, establishment of service contracts, and personnel training in the building files and expenses.

I know you are believing this all noises great (he should be an engineer - looks excellent on paper ... ), but this never ever takes place ... And you would be best on both accounts - or least mainly right; however, we can get the pet to wag the tail, however it requires us to get way ahead of the game and be forward thinking. We need to work with our management and stakeholders to prove the value of the above ideas and to plainly define efficiency requirements and expectations.