Construction Management Portfolio - Case Study Example

Construction Management Portfolio The report submitted by to insert the here) CONTENTS Particulars Page no Part Introduction 3 Part 2 - Health, safety and environmental management 6 Part 3 - Quality management system 12 Part 4 - Financial and commercial management system 15 Part 5 - Human resource management 19 Part 6 - Document control process 25 Part 7 - New business proposal - A summary 28 References 32 Annexure I 35 PART 1 INTRODUCTION Example Chosen : M/S Larson & Toubro The constructions projects consists of highly complex and heterogeneous set of activities operated within the specified set of allocated resources like time and money. The size of the projects and the diverse nature of activities have resulted in specific set of operations management. This is necessary to have effective monitoring and control of the project activities also. Some of the management processes are limited to the activities with in the project site but a few of them span wildly extending to the factors not within in the direct influence of the projects. The report present here consists of detailed explanation on key management portfolios that are necessary in a large sized construction management operations. The key domains covered in the report are Health, safety and environment management, Quality management system, financial and commercial management, human resource management and document control process. Each of the portfolios is explained with reference to a particular project. The detailed account of the activities practised in each segment is also analysed with the standard set of practices or methods. This would help to understand the limitations and other obstacles the industry faces. Also, in some cases where the specialised sets of activities are not present, different set of examples have been chosen. Thus this report would help to get comprehensive information on the different managerial operations that are very vital to any construction management operation. In order to explain the operations suitable examples have also been incorporated. The Also, the limitations and problems faced by managers are also explained. The example selected for analysis : Larson & Toubro Larson and Toubro is one of the most respected companies in the South Asian region having expertise in the domains of technology, engineering, construction and manufacturing (Larson and Toubro, n.d.). Its activities across the last seven decades clearly exhibit the customer focus the organization has in addition to the organizational culture to quest for the quality. Its operations are spread across India and China, two fast growing economies that require huge infrastructural expansion. Its business is driven by clear strategic vision supported by wide marketing and customer support network. Commitment to society and protection of environment are the integrated well into the corporate vision (Larson and Toubro. n.d.). PART 2 HEALTH , SAFTEY & ENVIRONMENT MANAGEMENT Example : Larson & Toubro. A brief about this section: The health, safety and environmental regulations would help to ensure the implementation of civil engineering projects by building them safely, using them safely and also maintaining them safely along with effective interventions to ensure lesser impact on the environment (HSE, 2007). Such initiatives would also help to reduce the overall cost of the project in along run by reducing any potential problems that could emerge during the life cycle of the project. The identifying the potential risk in various operations would help the client to plan appropriate strategies in the implementation process. This could be greater attention to the tasks that have higher risks associated with it while lesser attention to the tasks that have lower risk. The detailed management steps involved in the health, safety and environment management procedures in the construction programme is presented here using the example from actual feld conditions. The example used in the preparation of the report is from the HSE initiatives practised at one the largest construction project companies Larson & Toubro Ltd . Various aspects of health and safety like using personal protection devices, accident control measures etc are discussed. Also, the environmental management measures the company adopts is also explained clearly. HSEM policies in Construction management : Case analysis of M/S Larson & Toubro. HSEM Policies at Larson and Toubro ( L & T) Ltd (Larson and Toubro. n.d.).. The important HSE policies practised at Larson and Toubro are (I) Safety induction programme : Every new employee has to go through the one week safety induction programme to give comprehensive understanding of safety policies at L& T. The use of personal protection devices (PPD), fire safety requirements, alarm locations, ambulance and paramedical support are the key information delivered during this session. (II) Employing the right competence for the right task: The primary responsibility of the Safety Manager is to ensure the competence of people given the responsibility of designing and building operation. This would be undertaken by the safety manager by direct personal inspection, discussion with the personal managers or activity reports generated within the company. (III) Ensuring the proper awareness of the safety guidelines among all the project staff: The warnings and severe punitive actions are taken against violation of the safety guidelines by the employees at site. Any serious violation would lead to the enrolment of the employee in the safety refresher programme conducted within the company. Repetitive violation of safety guidelines could even result in the downgrading the responsibility level of the employee which adversely affects the career growth within the company. (IV) Mock drill session: Regular mock drills are conducted especially in the high hazard area projects. Abstinence from these drill sessions are considered as one of the serious offences in the company. Figure 1 : Instruction for safe ladder use at construction sites (Source : http://www.osha.gov/SLTC/etools/construction/falls/4ladders.html) Environment is considered as one of the thrust area in the project management operations of the company. The company follows ISO 180001 guidelines in this connection. Every project proposal has an environmental impact statement and also the mitigation measures that are taken to reduce the gravity of damage. The reuse philosophy that the company promotes has also helped it achieve huge business success in the building materials sector. The product division of the L & T have produced large quantities of fly ash and slag cement which consumes huge quantities of the fly ash waste from the thermal power plants and slag waste from the steel plants. Initiatives to protect the wild life and the natural resources are another set of activities that the company emphasises in its care towards the environment. In order to protect the biodiversity the initiative by the company to display the information on the possible damages that are possible to be caused for each particular site is instructed. Also, where ever high rainfall exists, the environmental management division at L & T have proposed very cost effective and efficient water recharge units that could augment the resource management initiatives. Figure 2 : The illustration to highlight potential damage that mechanisation would cause to local biodiversity and wildlife (Source : CIRIA, 2004). Also, most of the construction activities undertaken are highly mechanized. The use of machines would certainly cause disturbance to the neighborhood area . The mangers are advices and trained to take care of the local disturbance or ecological sensitiveness and take appropriate measures to reduce the impact to the life of the people. Figure 1 is a typical illustration to show why the construction companies need to take necessary care to ensure sustainability and ecological harmony existing at the locations. These information are also given to the machine operators and also contractors who would be involved in the filed operations or preparatory exercises. All the project sites operated by the company too would have a information boards that communicates to any outsider on the potential environmental threats in that regions and also the precautions taken to avoid or reduce them. Thus spreading the message of environmental sustainability is also one of the key business objectives of Larson & Toubro. PART 3 QUALITY MANAGEMENT SYSTEM Example : M/S Larson & Tourbro. A brief introduction on this part : Case analysis of M/S Larson & Toubro. With very high competition prevailing in the market to get the projects, it has become necessary for all the business enterprises to establish their quality management systems. The quality management usually adopted consist of a set of polices that ensure systematic and error free processes and operations. At L & T , the quality management systems adopted are ISO 9001 for their operations quality and ISO 180001 for the ensuring the quality of health, safety and environmental practices. This section of the report gives comprehensive information on the various aspects of these quality management systems being practised at L & T (Larson and Toubro. n.d.). The detailed discussions are given for technical management, project management and operations management. Figure 3 : Projects that need high level of quality management (Source : http://pmbook.ce.cmu.edu/09_Construction_Planning.html_) Quality management practices at L & T The quality control group ensures both the quality of materials and the construction quality at the sites. The materials quality is ensured by proper sampling and analysis of the materials used in the construction operation. The quality of the construction process is undertaken by having routine test in the field wherever possible on the materials prepared onsite. The supervisory efficiency is also being monitored closely to avoid any serious damages to the structure or the component. Every project engineer is given the charge of quality control at the respective sites. The proper documentation of the events and activities prepared by the engineers on site forms the basis of all quality statement released by the project management. Larson and Toubro being one of the largest infrastructure promotion group in the South Asian region has very strong emphasis on the quality management systems (Larson and Toubro. n.d.). The project management operations are undertaken with the help of proper scheduling and monitoring process undertaken from the project office using project management software like Primavera. The work plans are issued to every site engineer and the work report on daily basis shall be sent to the monitoring cell. The field engineer is expected to update the monitoring cell on any expected uncertainty and hence help them to incorporate the changes in the work plan appropriately. On Operations management, the supply chains and inventory management are the key functions that are monitored. The stock position is managed well to ensure that dead stock is not piled up in one location. PART 4 FINANCIAL AND COMMERCIAL MANAGEMENT SYSTEMS Example : M/S Larson & Toubro A brief introduction on this section : Case analysis - M/S Larson & Toubro. The financial and commercial management systems are the backbone of any business operation. The report contains the details of the roles undertaken by the financial and commercial management divisions of M/S Larson and Toubro. The importance the company gives in diversification of its activities into other domains of engineering is also included. The marketing and sales division of the company which undertakes the commercial operation and expanding its project market is also explained. With large scale operations and continuously maintaining high profit margins makes one of the major infrastructure companies that have enjoyed higher preference in the equity market. This section of the report explains the salient features of both financial and commercial management operations at L & T (Larson and Toubro. n.d.). Financial & Commercial Management at L & T The proper budgeting, ensuring the availability of funds, monitoring the cash flows, implementing proper accounting practices, release of audited statements, proper disbursement of shareholders return are the important activities are monitored by the financial management group of M/S Larson & Toubro. The financial management systems at L & T consist of the team to look into the financial matters of the company. This includes activities to explore all the financial transactions in the organisation and also fixation of wages and salaries of he employees. A sound financial planning is observed in most of the projects handled and hence they are able to manage the financial resources with out any serious problems. The commercial division of the company usually undertakes the generation of business, client interaction, analysing diversification and other business growth strategies. The major projects it had undertaken in different countries are the best examples for this. And on the commercial systems, its presence in diverse projects from commercial structures, bridges, special structures like thermal power plants, telecommunication systems and offshore engineering projects highlights its capability. The strong marketing and customer relationship network is helps L & T to get projects that are diverse in nature. Figure 2 and 3 gives the details of some of the projects that company has executed in the middle east. Figure 2 : Oil rig project undertaken by L & T at Abu Dhabi (Source : http://www.lntenc.com/lntenc/9wpp/) Figure 2 : Oil Rig block in Qatar (Source : http://www.lntenc.com/lntenc/moq/) PART 5 HUMAN RESOURCE MANAGEMENT Example : M/S Larson & Toubro A brief introduction to this section - Case analysis of M/S Larson & Toubro. Human resource management teams in any construction company need to be competent to handle different type of issues. The industry employees highly heterogeneous group in huge numbers which varies from unskilled labors to high paying executives. Thus the capability of this team to undertake recruitment, planning of various career advancement training programmes and designing of employee remuneration would result in the retention of the most talented set of people. Larson and Toubro have set benchmarks in the process of human resource management. The details presented here under human resource management explains various initiatives that is being practiced at Larson and Toubro (Larson & Toubro, n.d.). The HR initiatives at L & T. The important human resource management programmes carried out at M/S Larson and Toubro are as follows: Conducting regular training programmes : Construction related training programmes are very essential for the creating an informed and efficient workforce and also to enable the organizations to meet its objective most effectively. As most the employees might have different job responsibilities, their perception towards performance need not be uniform. Hence, training initiatives must have the flexibility to accommodate the needs of all individuals in the group. At Larson and Toubro it is the organizational mission to set clear milestones of progress for the human resources employed in the projects. This would result in the assessment of individual learning and evolving a profile need well in advance. These exercises have created a sense of necessity to enhance their individual capabilities and have made them realize the responsibility to contribute effectively for the organizational growth. Several attempts made in the past in these lines have ensured significant advantage for both the organization and also the employees, which the other organizations across the world have also experienced (Allen, 1994). (ii) Special emphasis programme on interpersonal relationships. The necessity of training in various attributes related to interpersonal relationship across the employees in organizations gives a very vital strength (Seymour and Sandiford, 2005). The experience at Larson and Toubro on these aspects also consolidates these facts. The training programmes usually conducted are broadly of two types. One which is targeted for leadership development in order to train the leaders with in the industry and the other one is intended to bring a cooperation and teamwork among the employees. But often human resource mangers are not able to conduct them effectively due to due to lesser priority for such events and often human resource managers tend to give lack of time for the organizing such sessions. Due to the lack of interests from the part of managers these events often turns out to be mundane and repetitive annual activity which seldom brings any improvement in majority of the employees. This observation has been made from the personal discussion made with the chief human resource manager of L & T. It is understood that 80 percent of the executive management positions are filled the separate recruitment process as the number of employees who often get elevated is still very low. Thus more proactive programmes need to be evolved by the HR division which besides the competence improvement achieved would also result in an atmosphere of teamwork among all the members and increases the retention rate of the employees. (iii) Scholarships for young engineers. Larson & Toubro is one of the few construction companies who sincerely tries to build a strong team of competent engineers to undertake their project operations. The early talent search undertaken by them by offering a few scholarships for the post graduate programmes in Construction Management is the example for this. The students selected for this programme would have to work for L & T for a minimum period of 5 years. This is a unique exercise which has helped them to attract highly talented young engineering graduates. (iv) Career management plan for employees. It is the primary policy of the company to have s specific career management plan for every employee of the organization, particularly those employed as executives and supervisors. Career management must be seen as a systematic and planned initiative undertaken to ensure personal growth and improvement in the individual capability of employees in any organization. The organization sees this as a very essential component to ensure long term organizational excellence. These initiatives have been taken on the philosophy that managing the career in organizations often helps an individual to cope with the workplace demands in decision making, transitions experienced in the various stages of ones life , stress management etc (ICI, n.d.) . Though these are mostly individual level issues the effective intervention from the organization is have proved to be successful for ensuring a productive contribution to the growth of the organization. This very vital considering the nature of operation of construction companies. These are mostly project based as every employee need to adapt to the newer situation in the shortest possible time. Also, identification of core skills in individuals and creating avenues for utilizing them in a better way is also very essential to ensure a better career mobility of the employees in the organizations. As most of the supervisory level employees in any construction company might have joined at the entry level in the organization as a field supervisor or as a engineer trainee. Larson and Toubro considers that to make these employees as a career aspirant would be more advantageous for the organization rather allowing them to remain as job performers considering the long term growth plans. Thus the mangers tasks are to identify the skills that requires training them appropriately to undertake more complex functions, identify suitable profile if unable to bring out the best in them and also imparting necessary inter-personal skills for creating a team based effort in organizations. PART 6 DOCUMENT CONTROL PROCESS Introduction to the section. The documents that are very vital for the construction industry are the project plan which includes the technical specification, working plan , the cost estimates and also the project implementation document. In addition the different activities in a project would be handled by different set of contractors who may not be directly linked to the main project implementing agency. In such type of situations, proper contract document or the terms of reference must be prepared properly as all the future relationship and the work transfer would be based on these terms agreed upon in the contract document. On the construction plan document , the planner must be able to weigh the costs and reliability of various options with in the feasibility limits of technical options. The construction plans need special care for the reason that they are not static documents. They keep changing with different stages of construction (Civil engineer link, 2008). Different construction stages would have different needs and hence the resource requirement too would be different .Also, the physical facilities required at the site too change with respect to the time and progress of the construction. This section explains the details of construction document control at L & T. The document control process at L & T The project estimate proposed by the planners becomes the basis the contactors operation on the site. Besides winning the bid for the work, the interest of the contractor would be to complete the tasks awarded with the highest level of profit. It is the duty of the planners to ensure that the contractors stick to their commitment and also adhere to the time -cost combination of the project activities. It is understood that as the planned costs seldom matches with the actual incurred on the site , the estimates shall be prepared based on the outcomes of the succeeding activities and not restricting to the present ones. Thus the construction manager is given the responsibility to keep a close watch on the progress of the project by tracking the activity duration and the project costs. After the completion of every stage the planner is supplied the next plan necessary for the subsequent stage in the construction process. During this process the planner is able to assess the proposed estimate with the actual figures obtained from the site. During the planning phase, the planner uses a small degree of uncertainty and the impact of the uncertainty is known when comparison is made with the actual results. This would help the project planner in the company to understand the constrains and corresponding adjustments would applied in the future exercises, if necessary (Larson & Toubro, n.d.). Annexure1 gives a sample document based control form usually used in the construction projects. PART 7 NEW BUSINESS PROPOSAL : A SUMMARY New business proposal: A Summary The detailed analysis of the cases related to the project operations in the construction sector show that it is very difficult to have organizations have developed competence in all the domains of construction management. Thus different operations undertaken by Larson & Toubro have given a varied picture on the project management operations and hence to evolve an ideal operational system for project implementation. Based on the information collected from the analysis of the operations at Larson and Toubro Ltd, I would prefer to have in a similar type of business enterprise the following details. The company would be total project Management Company capable to deliver the construction projects of any size. It would have separate divisions for operations management like health safety and environment division, human resource management, financial management and business development group. The key aspect that would be emphasized in the organization is development of core competence group in theses disciplines. Thus besides the capability to undertake the projects functions quite successfully, these groups would be groomed into model performing units that would set benchmarks in the respective disciplines. In addition, on the human resource management programmes specialized programmes on the enhanced interchange ability of jobs would also be encouraged. This could help me to create multifunctional teams thus be able to expand the project operations to different locations. These teams would help to reduce the overhead charges as I would need only a minimal number of competent teams to be involved in the project. The remaining requirement would be met from the respective locations, who could be made to operate under the key project staff . These locally recruited could be given a contractual employment and the more talented ones could be incorporated into the core segment. Thus a wider pool of talent could be created for the company. The company would also emphasize on the new initiatives for energy and environmental management. The important interventions that could be built into the project operations are adopting energy efficient construction, better reuse of construction materials, promoting the concept of efficient building fabric and initiating resource conservation measures. The health and safety team would be trained to take the safety audits of various operations to ensure the safe operations at the project sites. These audits though necessary is hardly practiced at the construction project sites. An audit report from the safety manager would help me to assess the situations prevailing at the sites and take necessary corrective steps. Also, regular on site training would be conducted for all the team members to ensure the safety at construction sites. Also an opportunity would be given to the employees to report any unsafe working conditions to which they are forced to perform. This could be made as a habit in the organization to give better working condition rather than initiating any punitive action. Also, on the environment management, though the company would have environmental management programmes in its vision and mission document , it may not be adequate to create an atmosphere of environmental friendliness among all members. Hence, a particular day would be treated as Company Environment which could be same as World environment day to give a chance to creatively involve in the conservation initiatives. By providing of good network of buses and good transportation system , the employees would urged to depend on them which finally results in reduced congestion on roads and lower fuel consumption and pollution levels cause by vehicles. The financial and commercial management team would be set up in line with those functioning in the Larson and Toubro. All project managers would have to settle the bills on weakly basis and they would also be responsible for the financial stability of the organization. On the commercial activities the business promotion would be undertaken by diversifying the activities into different sectors of operation. Also, the shareholders interest would also be given due interest as it is a very important factor in the successful functioning of the company. The quality management is another important sector that need to be highly efficient. All the employees would be made aware of the quality guidelines implemented in the operations management. Necessary training would be given to all the team members on these systems as it is vital for maintaining the high value of equity in the market. The human resource division would be given specific performance targets than just recruitment and pay distribution centre. Clear training targets and personal growth plan would framed for the employees in an effort to make them contribute effectively in the most satisfying manner. References Allen, R., "The Need for Diversity in Corporate Training: One Size Doesn't Really Fit", Industrial and Commercial Training, 26.10 (1994) : 15-17. Begon, M; Harper, J and Townsend, C (1996) Ecology , Blackwell Science Publishing. Civil engineer link (2008), Construction planning, [Online ]Available at < http://civilengineerlink.com/construction-planning/>[Accessed on 7 May 2009] DEFRA (2008a), Environmental protection, Department for Environment, Food and Rural affairs, Pollution Prevention and Control, [Online] Available at [Accessed on 6 May 2009] DEFRA (2008b) , Assessment of the Implementation of IPPC Directive in UK, Final report, Entec UK Ltd, [Online] Available at [Accessed on 6 May 2009] DEFRA (2008c), Environment Permitting Programme, Department of Environment, Food and rural affairs, [Online] Available at [Accessed on 6 May 2009] DEFRA (2007) , Mid term review of UK's implementation of Pollution Prevention and Control Regulations, Department of Environment, Food and Rural Affairs, [Online] Available at [Accessed on 6 May 2009] Dhir R K, Paine A K and Leary S O', (2003), Use of Recycled Concrete in Payment Construction : A Case study, in Sustainable Waste Management , Proceedings of the International Symposium, Ed. Dhir R K, New lands M D and Dyer T D ,Thomas Telford : 373-381. Earth brick (2008), Earth Brick Green Homes Compressed Interlocking Soil Stabilised Enviro-Bricks , [Online] Available at [Accessed on 7 May 2009] HSE (2007), Managing health and safety in construction. Construction (Design and Management) Regulations 2007. Approved Code of Practice L144 HSE Books Hurley L, Mounce S., Ashley R, Butler D and Memon, F. A. ,(2007), Flexible Process Frameworks for the Evaluation of Relative Sustainability in Water Management Decisions, The International Journal of Technology, Knowledge and Society, 2(7) : 57-68. ICI (n.d) , Career Management, [Online] Available at [Accessed on 8 May 2009] Ratcliffe, D A (1977), A Nature Conservation Review , Cambridge University Press. Larson and Toubro (n.d.), Overview, [Online] Available at [Accessed on 16 May 2009] Seymour , D. and Sandi ford , P., (2005) , Learning emotion rules in service organizations socialization and training in the UK public-house sector , Work, Employment & Society, 19(3 ) : 547-564. Annexure 1 - Document control (Source : http://www.wbdg.org/docs/const_insp_chklist.doc) CONSTRUCTION INSPECTION CHECKLIST 7/18/03 (For General and Mechanical; Electrical is not included) Project No.: Project Title: Project Location: Date of Progress Inspection: ___________________ INSPECTION ITEM/ISSUE LISTED BY SPECIFICATION REFERENCE. (Note: This checklist needs to be tailored to the specific project) GENERAL ISSUES: 01300 Submittals: __ Schedule of Submittals(a.k.a. Submittal Register) __ Status Report on Material/Equipment Orders: equipment order and delivery dates __ Note spec. requirements for submittal sequencing(initial, intermediate and closeout); and preparation of submittals. __ Construction schedule: __ Branch Values __ Updates __ Daily Construction Diaries/reports(submit weekly) __ Preliminary copy of O and M manual prior to well in advance of anticipated date(s) of training of Gov't personnel. 01400 Quality Control:(Submit service report results; also incude in O and M manual) __ Manufacturers' Field Services(who and when) __ Testing Laboratory Services(What tests) 01500 Temporary Facilities: __ Temporary utilities(Approved Tie-ins by Contractor; GSA will not charge for water and electricity __ Temporary Construction facilities(describe rigging, hoisting, scaffolding, enclosures, protective measures, etc. to be used) __ Temporary Support Facilities: 1. Contractor storage(in the mechanical/boiler room). 2. Bulletin board location 01546 Safety and Health: __ Injury reporting __ Contractor's safety and health plan __ Hazardous materials expected to be encountered __ Hazardous materials demolition, scheduling, air monitoring, etc. __ Working on roofs/confined spaces/ladders - address safety 01700 Project Closeout: __ Prerequisites to Substantial Completion: __ Pre-start/start-up checklists completed and submitted __ Functional performance of control systems demonstrated __ Training/instruction to Gov't Maint. Personnel using approved O&M manuals complete. __ Contractor gives Gov't written notice requesting Final Inspection(usually 10 days minimum notice) __ D's and O's list generated by Gov't Repr. And forwarded to Contractor __ Final date for completion of D's and O's by Contractor __ Posted operating logs, valve lists, emergency shut-down procedures for equipment. __ Prerequisites to Final Acceptance by the Gov't: __ Contractor to submit copy of completed D's and O's List annotated with Contractor Repr. Initials next to each D and O. __ Submit record drawings(i.e. Contractor's "red-line" drawings; record photograph submittal as applicable) __ Spare parts, extra stocks of materials delivered to Gov't __ Final clean-up and touch-up as applicable completed Other: __ Change Request/Contract Modification status __ RFI status TECHNICAL ISSUES: 02XXX Selective Demolition: __ Sequence, duration, start and ending dates by construction activity/trade; proposed dust and noise control measures __ Asbestos abatement procedures, air monitoring sampling results, disposal manifests __ Working hours for asbestos abatement- N/A __ Ownership, Salvage and existing to remain work __ cutting and patching: extent, materials __ hauling and disposal 03XXX Cast-in-place Concrete: __ Equipment housekeeping pads - construction, placement, 3000psi 28-day compressive strength. 041XX Mortar and Masonry Grout __ Finish __ Paint/Color __ Workmanship 042XX Concrete Unit Masonry __ CMU size __ Paint/Color __ Workmanship 072XX Firestopping __ Location(fire rated walls) 083XX Access Doors (Duct Access Doors) __ Location 09900 Painting __ Paint Scope indicated on Paint Schedule __Paint Color __Workmanship Division 15: 150XX Basic Mechanical Materials/Methods __ Coordination drwgs; access/egress (e.g.movement and positioning of equipment); coord. Of mech. Equip with other. __ Pipe fittings; joining materials, dielectric fittings; flex. Connectors - materials and installation. __ Joints-Workmanship(i.e. AWS qualified processes and welder qualifications);clean/wiped soldered/brazed joints) __ Painting of exposed piping. __ Concrete bases: 3000psig,28 day strength; 6-inches larger than equip. 150XX Hangers and Supports __ Methods of building attachment(clamps, "Hilti" insert fasteners; weld, etc.);locations for equipment supports; spacing requirements, etc. Touch up painting of field welds of exposed areas. __ Multiple pipe supports - design requirements __ MSS SP-69 for pipe hanger selections and applications not covered by project specs/drwgs. 15072 Vibration Isolation __ Pipe Isolation(e.g. approx. 1st three points of support from base mounted pumps) __ Equipment Isolation Schedule 1507X Mechanical Identification __ Identifying Devices and Labels-type (Pipe markers, valve tages) and location; flow direction for pipes; __ Equipment nameplates; markers/nameplates for HVAC control devices(e.g. flow switches, sensors, etc.) 1508X Piping Insulation __ Schedule(type and thickness) __ Field applied jacket types and locations. __ Removeable insulation requirements. __ Items not to be insulated(e.g. flexible connector, unions, etc.) 1508X Duct Insulation __Exhaust ducts within 10ft of exterior openings __ Outside air intake ducts (full length) (at supply fan,SF-18) 151XX Valves __specified type; shut-off and throttling applications; operators; extended stems (for insulation)as req'd; valve end (i.e. fitting) selection. __ Review requirements/locations for isolation valves, check valves, etc. 151XX Gages and Meters __ liquid filled pressure gauges or snubbers at pumps __ pressure gauge isolation valves installed __ pressure gauges and thermometers at inlet/outlet of equipment. __ Pipe Well and thermometer depth appropriate for pipe size. __ "Petes" (i.e. test) plugs installed as specified __ Gauge "ranges" as specified. __ Flow switches properly installed and calibrated. 1518X Hydronic Specialties __ Diaphram type expansion tank(note gauge/ pressure) __ Glycol make-up package; __glycol concentration(30%, +/-2%) report __ Air vents at high points in the system. 1518X HVAC Pumps __ coordinate size/location of concrete bases for base mtd pumps __ extra materials - one set pump seals for each pump __ installation access for maintenance, removal of motors, couplings. __ commissioning(e.g. alignment,lubrication, correct rotation, amp draw, clean strainers, etc. 1518X Chemical Water Treatment __Review closed system water treatment 155XX Hydronic Piping __ Coord. Drwgs for congested mech. rooms required. __ threaded/welded or Grooved mechanical pipe/couplings __ pipe drains at low points __ pipe hanger attachment and spacing schedule __ piping system startup (i.e., pressure testing, air venting from system) __ Pressure testing requirements(1.5 times design working pressure) 155XX Boilers, Steel Water Tube __ Start-Up log completed __ Gas service size, capacity and pressure adequate. __ roof flashing and counterflashing of boiler flues adequate. 155XX Breechings, Chimneys and Stacks __ Shop drwgs showing fabrication and installation details, required clearances, etc. __ Installation, sealing and support per Mfgrs written instructions. 156XX Packaged Water Chillers __ Start-Up Log completed __ 3 year chiller warrenty registered with mfgr __ factory equiped noise insulation blanket __ chiller interface to bldg. automation system __ factory repr. Start-up for 2-days(startup and instruction of GSA Maint. Personnel 157XX Heat Exchanger: __ installed to permit removal of plates __ thermometers, gauges, relief valve installed 157XX Air Coils: __ Installation tolerances and clearances __ piping installation for maintenance, access door clearance. 158XX Ducts/Duct Accessories: __ location/support adequate,__ duct sealing, __ accessibility/service to equipment. __ Flexible connectors adjacent to equipment __ Backdraft damper on exhaust fan/duct __ wall/ceiling penetrations sealed, damper locations adequate, duct noise satisfactory. 158XX Air Filters __ filter extra materials __ filter gauge 158XX Fans __ mounting, __ adjustable sheave for TAB, __ backdraft damper, __ flexible connectors to ductwork 158XX Refrigerant Monitor(Leak Detection): __ Test and Calibration equipment furnished __ 2-monitoring points currently, expandable to 4-points __ field test and calibration date:____________ __ audible and visual alarms installed/tested(date:_______) 159XX Testing, Adjusting, Balancing(TAB) __ Submittals: prior to field TAB work- quality assurance submittals; procedures(i.e. strategies and procedures plan), sample forms __ TAB firm certified by NEBB or AABC; __ Preparation: wiring complete; hydronic systems filled and free of air; automatic temperature control systems operational; isolating/balancing valves open and control valves operational. __ TAB subcontractor confirms adequacy of design/installation for systems balancing __ List of TAB deficiencies __ Final TAB Report 15975 Control Systems Equipment __ Control devices, sensors, etc. identified/labelled 15985 Control Sequence of Operation __ test and demonstrate to the Gov't all specified control sequences and alarm functions 15995 Commissioning(From MCDS Inc. 95% design submittal spec.): __ Pre-start/Start-up Checklists completed for specified equipment.(date:_________) __ Functional demonstration of control sequences completed(date:________) OTHER: __ Seismic controls for equipment, types, locations, Seismic Zone __. __ Valve types and service __ test plug(i.e. Petes plug locations) __ Equipment Emergency shutdown provisions, testing __ Unit Heater installation and operation __ Roof Repairs: flue and/or pipe penetrations properly sealed. Is roof warranty an issue 15XXX Motors for Mechanical Equipment __ Type/Size(energy effic. For 1HP and larger) __Support/Mounting 151XX Piping Expansion Compensation __Flexible Pipe Connections to vibration isolated equip. Install at right angles to displacement. Read More