Project handover pdf

The purpose of this document is to set out the role of key duty holders at project completion and handover stage of a construction project. Proactively resolve any conflicts that may arise with the design philosophy. Explain what installations may be affected by extended maintenance and the nature of that maintenance. This may include an awareness of:. Estates House Services, Maintenance Services etc. Contractors should be asked to detail in their tenders how this will be achieved, the process and methodology, suitable programme allowances and level of resources.

The Guide should distinguish warranties and warranty periods particularly where these are extended, and responsibilities for future maintenance. The Guide should include technical and maintenance data for items of "specialist" equipment procured via the building contract but to be maintained by the building occupants.

The development of the Guide should be on-going up to the point of one month ahead of Handover when it should be made available to Building Users, ideally incorporated into a Welcome Pack provided by the Faculty Estates Team. Obtain certification of all tests for inclusion in manuals.

Ensure as-built drawings are in UoM prescribed format. Review testing, commissioning, handover, extended maintenance and completion programme with Principal Contractor. Understand the Contractor's building readiness and countdown to Handover. Forewarn the Client Rep of any issues such as delays or non- availability of testing and commissioning certificates. Ensure Design Team respond in good time to technical queries and issues raised by Estates staff. Provide Client Rep with a Technical and User Guide from the point of view of a typical user and manager of the building for passing on to Head of Faculty Estates.

The Guide must explain the safe operation and maintenance of systems within the building and also explain what the Aftercare team is there for, where they can be contacted and when.

Introduce Building Users to the Guide through delivered sessions, making sure the design intent is well understood, record user queries and themes for future learning and inclusion inthe Guide. Issue report to Client Rep. Provide video of training to Client Rep for distribution amongst Estates Staff. Inception and Briefing. Act as a primary point of contact between the Client Rep and the project team and the Building Users, providing regular communication on the progress of the project.

Work with other Estates service providers to assist in ensuring that operations such as post deliveries, cleaning, waste collection etc. It will be expected that such items are brought to the attention of the project team for investigation and action. Issue Building Users with a Welcome Pack that includes a Technical and User Guide provided by the Client Rep on the safe operation and maintenance of systems within the building.

Focus on settling Building Users into the building identifying any problems and logging usage and change. Obtain information on any extended maintenance periods. Receive requests from the Help Desk and respond to these as per response times set out in the defects management procedure. Arrange regular communication between Maintenance Services staff and the Faculty Estates Team so as to ensure that Building Users are provided with progress updates in respect of work deemed the responsibility of Maintenance Services.

Work with Client Rep to agree procedures for the receipt of requests from the Building Users in respect of building defects and snagging items. Pass on requests to the principal contractor via an established procedure that ensures that contractual arrangements are maintained or Maintenance Services as appropriate, depending on the nature of the defect.

Pass on requests to the Principal Contractor via an established procedure that ensures that contractual arrangements are maintained or Maintenance Services as appropriate, depending on the nature of the defect. Be familiar with the emergency arrangements for the building including the fire alarm systems and emergency exit routes.

Ensure that cleaning regimes and other Building Attendant duties etc. Ensure that a system of post-delivery and collection is in place once Users are in the building.

It is expected that this shall be a collaborative exercise with the Client Rep and project team. Ensure appropriate safe working arrangements are made before work starts in occupied areas. During the first 12 months there may well be a need to fine tune systems, particularly lighting controls and hvac systems in order to optimise effective energy-efficient operation and to take account of Building User feedback and changes in use and occupancy.

Between 6 and 12 months of Handover and occupation carry out a post occupancy evaluation of the process Brief through to Occupation , functionality and technical performance of the building. Feedback results to participants and all other Stakeholders.

Aside from the normal responsibilities as laid down by the University in terms health and safety responsibilities, Building Users will ensure that they are aware of any temporary arrangements and safe systems of work that are in place for all activities associated with any interface issues that may be present due to the ongoing presence on site of contractors.

This action should not put the member of staff or others at any risk to their safety. Not enter any areas that are under the control of contractors without express permission and that they must comply with safety requirements in place for the contractors site area.

Use feedback. Licences, Certificates and Registrations Appendix C Maintenance Manuals Appendix E After-hours Callouts Protocols Type A - Restricted Site Projects Background The handover of a project to the client at the end of construction is a very important stage of the project procurement process and facility operation success.

A well organised, efficient and effective transfer of information from project works to the University is essential. The transfer of ownership of the project from contractor to client can have an effect on health and safety, reliability, standards of operation, maintenance and operational cost efficiencies to the University.

The commissioning and fine tuning operations during handover can impact heavily on core business of the University if not managed in a structured manner. The University capital works project management process identifies broad activities of the project handover stage. The following sections of this document detail the requirements and actions required to be undertaken during any project handover.

The handover program shall be organised by the project manager in conjunction with the head contractor and subcontractors. Pre-project Handover Site Meeting Projects will require a dedicated project meeting to discuss the project handover process and to agree on requirements and outcomes. The meeting should be held no less than four weeks prior to the proposed project completion date. The project manager will arrange this meeting with all stakeholders architects, engineers, head contractor, major subcontractors and University facilities staff.

University staff members will be nominated to attend various elements of project handovers, meetings and operational training sessions. Requirement Overview A certificate of practical completion shall not be issued and the project will not be handed over for occupation and use until the following five important contracted activities have been undertaken or fulfilled:.

Connection and commissioning of all systems, plant and equipment shall be complete and all testing data and reports made available as part of the maintenance manuals to be supplied. Licences, certifications and registrations required by Workplace Standards, the Tasmanian Building Act or any other legislation shall be provided prior to taking occupancy or accepting the project as being handed over.

Defect liability period DLP maintenance management processes shall be in place and confirmed by the University and the maintenance service provider. Training sessions will have been successfully held to the satisfaction of operational managers in each field of expertise. As-constructed or as-removed information must be supplied, at a minimum in draft prior to the project handover meeting.

The above task details and requirements are expanded in the subsequent pages and support information is offered in appendices:. Specific testing and commissioning requirements and programs for individual projects will be those that are agreed at a pre-commissioning meeting attended by the contractor, project management, and University staff.

Provide testing and commissioning procedures at least a week in advance of the event that the University staff will witness. Label all equipment, switches and controls eligibly in accordance with UTAS requirements. Master keying systems Security surveillance systems o Door access control systems o Alarm monitoring systems Building management systems. Connection and commissioning of specialised and restricted systems shall be completed by joint actions of the contractor and nominated University staff members.

In most cases these connections will be extensions to existing operational systems. Existing contracts for management and operation of these systems may already exist. These contracts specify responsibility for the operation, data configuration integrity and the ongoing maintenance of the system data by the contracted company.

All licences, certifications and documentation required by Workplace Standards or by any other specialised legislation such as the Tasmanian Building Act or Building Code of Australia or other certifying agency shall be provided prior to taking occupancy or accepting the project as being handed over. The following are items that could have be installed or constructed during the project that fall under this category: o Hazardous plant and equipment o Registered equipment o Dangerous goods stores o Chemical stores o Specialised facilities e.

Provide relevant authorities inspection reports, certificates and registrations as part of the as- constructed information documentation. Provide evidence of facility functionality compliant and consistent with the designed specification. Maintenance does not include construction defect repairs. Defects are dealt with separately under the construction contract. Form 56 is the Annual Maintenance Statement and shows confirmation from the Building Owner or Occupier that all required Form 46 specified requirements have been undertaken during the preceding year.

UTAS will take the lead in arranging and displaying Form 56 certificates but requires the unmitigated assistance of the contractor s to achieve this as the Form 56 must list all new occupancy certificates for that facility that have occurred since the displaying of the previous certificate was displayed. To ensure the required maintenance activities are actioned during the DLP, maintenance schedules for all essential services assets shall be in place and confirmed by the Universitys facilities manager prior to a project being handed over.

The maintenance program will be recorded in the UTAS asset management system. The UTAS general maintenance service provider will assist the project management team by ensuring all required maintenance and activities have been undertaken. Contractors DLP maintenance service reports must be supplied to the UTAS general maintenance service provider by either the construction contractor of the project manager as evidence of compliance.

Maintenance activity will be monitored through the UTAS general maintenance service provider and compliance reports will be provided to the project manager. A separate process for management of contract related building defects shall be organised by the project manager. Submit reports to the project manager certifying that all engineering infrastructure has been designed, installed and commissioned in accordance with legislated requirements and the.

UTAS design requirements and that they are in full operational modes, before the installations are deem to be practically completed. At the conclusion of the DLP, final inspections must be certified, including final seasonal adjustments undertaken to ensure proper operation of all systems.

Successful operational, familiarisation and maintenance training sessions will have been held to the satisfaction of UTAS managers in each field of expertise prior to handing over the works for occupation or use. The contractor shall submit a draft training program to the project manager for each system or specialised item of plant for approval based on the commissioning program and where possible prior to the pre project handover meeting held at least four weeks prior to the proposed handover date.

Sample training information documentation shall be submitted with the above mentioned proposed program. Ensure adequate and appropriate training materials inclusive of as- installed drawings and operation and maintenance manuals as the basis for training Final dates for training sessions shall be scheduled and agreed with the project manager and other stakeholders to ensure adequate contractor and UTAS staff availability.

Use only qualified and competent trainers. Adequate and effective training must be arranged for early, partial or staged handovers. These early handovers must be reviewed and reinforced during final project handover training program development.

This is of particular importance to building evacuation procedures and plant and equipment installations that serve more than the area of defined project works i. As-constructed information is required by the University to allow a smooth transition from project to actual use or occupation. As-constructed information includes schedules of equipment, technical data and manufacturers technical literature including performance information on individual plant and equipment; original software programmes and all passwords; copies of certifications and warranties;.

It is recognised that it is very difficult to gather all as-constructed information prior to project handover due to the busyness of completing projects in the final stages and also the process of commissioning plant during the same period.

Provide critical dimensions and access points. It is suggested that collection of required information is a managed process by site managers. Collecting information as tasks are complete or the equipment is installed helps avoid the rush at the end of the project. All other listed items if included in the project must be provided within four weeks after the date of issue of a Certificate of Practical Completion.

Appendix C identifies various information that must be supplied as maintenance manuals. The benefit of using a handover report is that it ensures all essential information passes on to the successor of a job role and to neglect nothing important during the transitioning of functions.

It highlights all the relevant details to ensure continued productivity. A handover report helps convey important information to the incoming person when transitioning of roles takes place between two people due to a transfer, a vacation , or a resignation from the position. Without the smooth transition of information, miscommunications may occur, leading to business losses.