BG11-2010 - Commissioning Job Book - A framework for managing the commissioning process BG11-2010

BG 11-2010 cover (commissioning JOB BOOK)v2_D3-2010 Legislation cover.
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A BSRIA Guide www.bsria.co.uk
Commissioning Job Book
A framework for managing the commissioning

process
By Glenn Hawkins
BG 11/2010
BG 11-2010 cover (commissioning JOB BOOK)v2_D3-2010 Legislation cover.qxd 27/09/2010 15:11 Page 2
Acknowledgements
BG 11/2010 Commissioning Job Book provides a stage-by-stage set of management guidance to
help project teams deliver better performance outcomes in buildings. It is therefore an essential
reference document for construction professionals.
The job book has been written by BSRIA’s Glenn Hawkins. It has been designed and
produced by Ruth Radburn and Alex Goddard.
BSRIA would also like to thank the following organisations and people for providing
information and guidance during the production of this guide:
Companies
NG Bailey
Mace
Bovis Lend Lease
Sir Robert McAlpine
Buro Happold
The Banyard Group
Crown House Technologies
Elementa Consulting
Burgess Commissioning
FCS Ductwork
The Dunwoody Group
Individuals
Paul Sims
David Williams
Colin Pitcher
Simon Hardy
Clive Harris
Nick Till
Dave Cocksedge
Tony McLaughlin
Malcolm Moorby
Cecilia Lau
Gary Dee
Bob Smith
Terry Aston
George Moss
Phil Burns
Richard Spencer
Duncan Yarroll
This publication has been printed on Nine Lives Silk recycled paper, which is manufactured from
100% recycled fibre.
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or
transmitted in any form or by any means electronic or mechanical including photocopying,
recording or otherwise without prior written permission of the publisher.
©BSRIA BG 11/2010 October 2010 ISBN 978 0 86022 697 0 Printed by ImageData Ltd
COMMISSIONING JOB BOOK 1

© BSRIA BG 11/2010
Preface
Pause for a moment and think about the built environment around you.
It’s a man-made world that enables an incredibly diverse range of activities to take place each
day; lives are saved in operating theatres, goods are manufactured on automated production
lines, film, music and television is created in recording studios, sporting contests are conducted
in floodlit arenas, vaccines are analysed in laboratories, children are taught in school computer
suites, refrigerated food is sold in supermarkets and deals are made in high rise offices. The type
and variety of activities is endless.
It is also a world in which there is overwhelming acceptance that, as the earth’s population
grows, we face global problems of climate change, natural resource depletion, noise, pollution
and congestion. These problems threaten to undermine the security, health and quality of life
of the earth’s inhabitants.
In order to meet the demands imposed on the 21st century built environment, buildings (and
the ways in which they are designed and built) need to be less resource and carbon intensive.
The construction industry should become more performance-driven, and recognise that
whole-life value is ultimately a function of how well a building and its engineering services
perform and how high performance can be sustained over the long-term.
Rather than produce technical solutions that do not function as required, are not resilient, are
difficult to use, operate and maintain, consume too much energy and have detrimental effects
on the environment, construction project teams need to put much more emphasis on the
performance outcomes required by individuals, businesses, society and the environment.
However, there is often a gap between client expectations, design intent and performance
outcomes. Furthermore, the often rigid separation between construction and operation means
that many buildings are handed over in a state of poor operational readiness, particularly when
programme delays have led to compressed commissioning and pre-handover periods. This
becomes a serious problem where complicated or unfamiliar techniques and technologies have
been used.
Clients sometimes accept buildings at handover whose systems work as per the specifications,
but do not work optimally or as expected. Some system deficiencies are never even noticed in
the lead up to project handover because the completion procedures focus on items that are
critical to obtaining regulatory approval and occupancy permits, without which the building
cannot be operational. Deficiencies that were not identified before occupancy may come to
the attention of facility management personnel through user complaints or routine operation.
Other deficiencies that can lurk below the radar of the defects team are issues of building
control, energy use, equipment reliability, system durability, occupant comfort, worker
productivity and environmental performance. Initial underperformance can easily remain
undetected, leading to long term chronic problems that never get fixed.
Construction project teams are increasingly acknowledging that they need to adopt a quality-
focused process that addresses these shortcomings and therefore enhances project delivery.
Such a process should clearly define the required performance outcomes at the very earliest
stage of a project and establish a plan of action to achieve the required outcomes. It then
should focus on verifying and documenting that a building and its engineering services are
designed, planned, installed, and tested, and can be used, operated and maintained to meet the
client’s performance requirements.
The good news for these project teams is that there is a process that can fulfil this function. It is
called the commissioning process.
Glenn Hawkins
BSRIA, October 2010
2 COMMISSIONING JOB BOOK

© BSRIA BG 11/2010
Contents
Acknowledgements 1
Preface 2
Contents 3
About this job book 4
How to use this job book 5
The commissioning process 6
1 Preparation 10
2 Design 17
3 Pre-construction 27
4 Construction 34
5 Commissioning of engineering services 47
6 Pre-handover 54
7 Initial occupation 58
8 Post-occupancy aftercare 61
Appendix A1: Commissioning and the building regulations 65
Appendix A2: Commissioning process plan template 66
Appendix A3: Examples of pro forma commissioning checklists 74
Appendix A4: Sample commissioning process documentation 84
Commissioning references 90
Project management references 91
Energy references 91
Glossary 92

© BSRIA BG 11/2010
About this job book
This BSRIA Guide, BG 11/2010 Commissioning Job Book, provides guidance about the
management of the commissioning process on construction projects. The commissioning
process enables building services professionals, and the project teams with whom they work, to
produce better buildings and provide a better service to their clients. Better buildings are those
that are operationally ready at handover, function in accordance with user and operator
expectations, and perform efficiently in use.
The Job Book employs the eight-stage construction project process established in the BSRIA
Guide, BG 1/2009 Building Services Job Book and draws on existing commissioning guidance,
including CIBSE Commissioning Code M: Commissioning Management. This guide populates each
of the eight stages of the project process with advice about the commissioning activities that
construction project teams should be doing in order to help deliver the required performance
outcomes for their clients.
BSRIA advocates the use of a commissioning team to implement the commissioning process,
following a commissioning plan which defines the scope, roles and responsibilities,
documentation requirements and communication and reporting procedures of the
commissioning process. BSRIA also encourages the employment of a commissioning
management specialist, to provide independent expertise and leadership to the commissioning
team.
BSRIA encourages strategic consideration of commissioning during the preparation stage of a

project. This involves an approach to commissioning that extends beyond building services to
whole-building commissioning, commissioning-focused reviews throughout the design
process, and clearly-defined procedures on site to validate that systems have been installed
correctly and produce the required performance outcomes. It also involves early consultation
with end users and operators to determine how a building should work, the use of feedback
from building performance studies to inform decision-making, and the provision of post-
occupancy support to evaluate building performance and ensure good performance is sustained
over the long term.
This guide also urges project teams to consider commissioning and pre-handover as project
stages that are distinct from the construction stage so that commissioning and pre-handover
activities get the level of attention and the amount of project programme time that they
deserve.
A list of key guidance The job book provides general guidance about when to prepare and undertake commissioning
documentation relating activities such as static testing, setting to work, system regulation and performance testing.
to commissioning is However, it does not provide detailed guidance about what to do and how to do it. Existing
provided in the CIBSE commissioning codes and BSRIA technical commissioning guides already do this very
bibliography of this job
book
well and are referenced at appropriate points in the document.
An electronic version of This job book has been prepared from the perspective of delivering a fully functional and
this job book is available proven building, rather than as a tool for a specific discipline such as a designer, a specialist
with all document
templates supplied. For
trade contractor, a commissioning engineer or the package manager of a principal contractor.
further information go to It adopts an approach that concentrates on the commissioning process activities that need to be
www.bsria.co.uk/ considered in order to deliver the best performance outcomes, rather than the specific duties of
bookshop a designer, an installer or a package manager.
It has also been written from a perspective that is independent of any particular project
procurement process. It assumes that a project’s commissioning team will understand the intent
of the guidance provided, and use its collective experience to apply it in a manner and at a
time that suits the contractual arrangements that are in place.

© BSRIA BG 11/2010
How to use this job book
This commissioning management job book has been designed to make it easy to read and easy
to navigate between sections. The job book is composed of a series of chapters that relate to
the eight different stages of the project process, as defined by BSRIA and shown below:
Stage 1: Preparation
Stage 2: Design
Stage 3: Pre-construction
Stage 4: Construction
Stage 5: Commissioning of engineering services
Stage 6: Pre-handover
Stage 7: Initial occupation
Stage 8: Post-occupancy aftercare
Each stage has a colour-coded tab on every page to make it easy to find. Each of the eight
chapters is structured in the same manner:
• A description of the work stage

• An overview of the commissioning process during the work stage
• A table of key commissioning activities for the work stage
• Guidance about the key commissioning activities for the work stage.
The left-hand column of the job book includes reader guidance notes that refer to the
appendices or sources of reference information about commissioning.
Four Appendices at the end of the job book provide assorted templates that project teams can
use to produce their own commissioning documentation:
• Appendix A1: Commissioning and the building regulations

• Appendix A2: A template for a commissioning process plan
• Appendix A3: Examples of pro forma commissioning checklists
• Appendix A4: Sample commissioning process documentation.

© BSRIA BG 11/2010
The commissioning process
Quality assurance is a Commissioning, as defined in CIBSE Commissioning Code M - Commissioning Management, as:
systematic process of
verifying that a product “The advancement of an installation from the state of static completion to full working order to the specified
or service being requirements. It includes setting-to work of an installation, the regulation of systems and the fine tuning of
developed is meeting systems”
specified requirements
The commissioning process can be considered as a quality assurance process that enables
construction project teams to achieve this objective.
The use of the words “full working order to the specified requirements” establishes an important
distinction between the delivery of physically complete buildings and the delivery of buildings
that really work for individuals, businesses, society and the environment. This difference is of
particular importance to building services engineers because it is building services systems that
bring the built environment to life.
The concept of “full working order to the specified requirements” is multi-faceted, and there are
many variables that affect how a building and its engineering services perform. Without a clear
definition of the desired functionality, usability, controllability maintainability, environmental
comfort and energy performance criteria, a project team cannot deliver an asset that will work
from the perspective of client stakeholders.
In accordance with other quality assurance processes, the commissioning process starts by
establishing the desired outcomes and creating a plan of action to achieve the required
outcomes. As a project moves through the different stages of delivery, the quality assurance
process verifies and documents the actions that the project team is taking to enable the
outcomes to be achieved and sustained.
This process includes the incorporation of design features that will enable verification activities
such as pressure testing, flow regulation and performance testing to be undertaken. It also
requires procedures covering specified setting to work, system regulation and performance
testing, along with the training of users and operators so that they are able to take safe and
effective control of the building immediately upon handover. It also includes the production
of system documentation to support building operation and use, and the provision of post-
occupancy support to sustain and evaluate building performance.
The commissioning process used in this job book is composed of eight integrated work stages.
Figure 1 provides a simple illustration of the eight stages of this process and the key principles
that should be applied to each work stage.

© BSRIA BG 11/2010
Figure 1: The eight stages of the commissioning process on a construction project.
Figure 2, on the following pages, summarises the principal activities that take place at each
stage of the commissioning process, and provides an overview of how the work stages of this
document correspond with the work stages of the Royal Institute of British Architects (RIBA),
The Association for Consultancy and Engineering (ACE) and the Office of Government
Commerce (OGC).

© BSRIA BG 11/2010
Figure 2: The BSRIA commissioning process.
• Form the commissioning team • Appoint a commissioning • Perform a commissioning- • Conduct pre-start
management specialist focused review of the design commissioning workshops
• Review lessons learned about
the performance of buildings • Review the design brief with • Update the client brief and the • Produce a detailed
and the commissioning process the client to ensure that it design brief as approved commissioning programme
on similar projects properly expresses the changes, additions or deletions
• Produce first draft O&M
performance outcomes are made to the design; revisit
• Clearly identify the manuals, commissioning
required from the building and the client requirements
performance outcomes needed method statements, checklists
its engineering services
by the client and ultimate end- • Finish the commissioning and tests sheets, and the off-
users • Employ learning from previous specification site commissioning strategy
projects to help ensure that before the start of installation
• Help produce a client brief • Update the commissioning plan
the required performance works
document that clearly
outcomes will be produced for • Make sure that the
describes the performance • Perform a commissioned-
the client requirements of the
outcomes expected for the focused review of construction
commissioning process are
project • Perform commissioning- drawings and technical
clearly defined in the tender
focused design reviews submittals
• Help produce a design brief documentation that is issued
that correctly represents the • Commence preparation of the to the specialist trade • Conduct mock-up
client’s performance commissioning specification contractors performance tests
requirements
• Ensure commissioning process • Ensure that the commissioning • Co-ordinate third party
• Produce an initial activities have been clearly and process is clearly explained to involvement in the
commissioning plan in logically integrated into the specialist trade contractors commissioning process
response to the clients brief overall programme of work for during the tender and
• Conduct pre-commissioning
and design brief the project appointment process
works, involving verification of
• Ensure that a budget will be • Make sure that the project • Verify the capability of installation works and static
assigned to undertake cost plan is configured to specialist trade contractors to tests. Verify and document
commissioning process include all the commissioning meet the requirements of the that the required performance
activities process activities described in commissioning process outcomes have been achieved
the commissioning plan
• Undertake commissioning • Make sure that the • Collate the pre-commissioning
team administration. • Update the client brief and the requirements of the checklists and test sheets in
design brief as approved commissioning process are the format agreed by the
changes, additions or deletions clearly defined in the contract commissioning team
are made to the design and documentation of specialist
• Monitor construction progress
then check against the client trade contractors
and its relationship with
requirements
• Undertake commissioning commissioning process
• Update the commissioning plan team administration. activities
to reflect briefing and design
• Produce training courses and a
changes and to include
training programme for users
information for subsequent
and operators
project stages
• Ensure continual progress is
• Undertake commissioning
made with the production of
team administration.
the O&M manuals and the
building logbook

© BSRIA BG 11/2010
• Perform the setting to work of • Verify the quality of the • Introduce users to their • Carry out seasonal
systems. Verify and document documentary evidence from building and show how it commissioning
that the required performance commissioning process works operates
• Fine tune the building and its
outcomes have been achieved
• Ensure that all required • Help the facilities management engineering services
• Carry out regulation of statutory documentation has team with initial building
• Collect and review evidence
systems. Verify and document been produced operation
about building performance
that the required performance
• Conduct training of users and • Observe occupant use of the
outcomes have been achieved • Update the commissioning
operators building and fine-tune systems
records, O&M manuals and the
• Undertake performance testing where necessary
• Produce and circulate a building logbook in accordance
of the building and its
building users guide • Update commissioning records with any seasonal
engineering services. Verify and
in accordance with any commissioning and fine tuning
document that the required • Check and update the client
approved changes works
performance outcomes have brief and the design brief to
been achieved reflect approved changes • Update the O&M manuals and • Produce a lessons-learned
the building logbook in report comparing building
• Involve facilities management • Update the commissioning
accordance with any approved performance with design
personnel in the plan. Changes made and
changes intent, client stakeholder
commissioning works knowledge gained during site-
expectations and benchmarks
based works should be • Produce a lessons-learned
• Co-ordinate third party
reflected in post-handover report about the • Undertake commissioning
involvement in the
works commissioning process team administration.
commissioning works
• Undertake commissioning • Undertake commissioning
• Collate the commissioning
team administration team administration.
checklists and test sheets in
the format agreed by the • Check the client’s
commissioning team requirements and react to any
differences.
• Finish the production of the
O&M manuals and the building
logbook and integrate the
required commissioning
information
• Monitor progress of
commissioning process
activities and construction
works

© BSRIA BG 11/2010
1 Preparation
The preparation stage of a project, as defined in the RIBA Plan of Work, is composed of
Appraisal and Design Brief.
Appraisal (Stage A) involves clearly defining the client’s business, operational and human
requirements, identifying possible constraints to development, and preparing studies that will
enable the client to decide whether to proceed. This precedes and informs the design brief, and
involves the following key tasks:
• Providing assistance to the client to define or review requirements
• Studies of user and operator requirements, site conditions, statutory and planning
constraints, design options, construction and whole-life costs, and energy, water and
environmental strategies.
Design Brief (Stage B) provides an opportunity to test the client’s requirements, and to
establish the form in which the project is to proceed – ensuring that it is functionally,
technically, financially, socially and environmentally feasible. At this stage it is vital that the
project team focuses as much on the performance outcomes as any technical inputs. This work
stage involves the following key tasks:
• Translation of the client’s requirements and the outputs of the feasibility studies into a
design brief to define what is needed
• Identification of the procurement method to be used for project delivery
• Establishment of the management procedures, control systems and organisational structure
that will be employed during the subsequent stages of the project.
The commissioning process during preparation
In a perfect world, the commissioning process would start during the preparation stage of a
project and continue for the life of a building. However, it is acknowledged that clients and
their construction project teams rarely have the foresight to consider the commissioning
process during the preparation stage of a project.
At this stage of the project the design is not developed, construction and performance testing
works are still to be defined, and building use and operation are distant future activities.
However, by initiating the commissioning process early, the project team can produce better
outcomes for all these future stages of a building’s life.
The first step of the commissioning process is to form a commissioning team. At this point in
the process, the commissioning team will help define the performance outcomes required by
client stakeholders, identify all the regulatory performance standards that have to be met (such
as carbon dioxide emission targets), and develop an initial commissioning plan that will enable
the project team to meet these performance requirements. The commissioning strategy
outlined in this plan should include pre-handover and post-occupancy activities to support
users and operators, sustain building performance and learn from experience. The
commissioning team also should make sure that this commissioning strategy is supported in the
project cost plan and the master project master programme.
In order to achieve successful project outcomes for the client and the construction project
team, the commissioning team should make sure that the required performance outcomes, and
the criteria against which performance can be evaluated, are clearly documented in the design
brief.

© BSRIA BG 11/2010
Stage 1
Without a clear understanding of what is needed and what constitutes success, a project team
will be unable to deliver a sustainable building that truly meets the requirements of users and
operators in terms of functional, operational, usability, maintainability, comfort and energy
efficiency. Consultation with stakeholders, including future user and operator groups, together
with review of feedback from studies of building performance, should be used to inform this
process.
Key activities of the preparation stage commissioning process.
Commissioning process activity Comments or notes

Form a commissioning team. The commissioning team should be composed of individual project
team members whose coordinated actions are responsible for
implementing the commissioning process.
See 1.1
Review lessons learned about the performance of buildings and the These studies play a key role in informing expectations, setting
commissioning process on other projects. performance requirements and configuring the commissioning process.
The Usable Buildings Trust has valuable information about how
buildings actually work. www.usablebuildings.co.uk.
See 1.2
Identify the performance outcomes needed by the client and ultimate Stakeholders can include local authorities, financial institutions, and
end-users. occupants such as workers, patients, students or visitors.
Stakeholders may also be in occupant support services such as
operation and maintenance, cleaning, waste disposal and deliveries,
regulatory bodies and local community groups.
See 1.3
Help produce a client brief document that clearly describes the The commissioning team should not just respond to the client brief.
performance outcomes expected for the project. They need to engage with it and take ownership of it.
Advice should be given about the importance of post-handover
commissioning process activities in sustaining building performance.
The BSRIA BG 1/2009 Building Services Job Book provides a client brief
template.
See 1.4
Help produce a design brief document that correctly represents the The BSRIA BG 1/2009 Building Services Job Book provides a design brief
desired levels or performance expressed in the client’s requirements. template.
The focus needs to be on performance outcomes and acceptance
criteria.
See 1.5
Produce an initial commissioning plan in response to the client brief and A commissioning plan template is provided in Appendix A2 of this job
the design brief. book.
See 1.6
Ensure that a budget will be assigned to undertake commissioning Although the building is still to be designed, the project team should
process activities. ensure that a budget will be available to support a commissioning
process that extends beyond handover of the building.
See 1.7
Undertake commissioning team administration. This includes:
• Integrating new individuals into the commissioning team
• Holding commissioning team meetings
• Monitoring progress of commissioning process activities
• Updating the commissioning process issues log
• Producing reports on the progress of commissioning process works.
See 1.8

© BSRIA BG 11/2010
1.1 Form a commissioning team
The commissioning team should be composed of individual project team members whose co-
ordinated actions are responsible for implementing the commissioning process. As a project
progresses, the commissioning team members will change as principal and specialist trade
contractors, equipment manufacturers, commissioning specialists and facilities managers join
the project team. However, the fundamental principles set for the commissioning team in
terms of defining, preparing and controlling commissioning process activities should remain
constant even though the personnel change.
At this stage of the project, it is recommended that the commissioning team is composed of a
client engineering representative and representatives from the architect, building services
consultant and the project manager. The purpose of the commissioning team is to achieve the
best performance outcomes from a building and its engineering services through a multi-
disciplinary and balanced approach to the commissioning process.
Depending on the project’s size and complexity, the client’s risk management strategy, and the
commissioning expertise of the project team, the commissioning team may opt to appoint a
commissioning management specialist.
BSRIA proposes that the commissioning management specialist is appointed during the design
stage of the project. However, buildings that have mission-critical requirements for reliability,
redundancy, power quality, access control, internal security, environmental control and
communication technologies may benefit from the input of a commissioning management
specialist during the preparation stage.
Two guides Learning from 1.2 Conduct lessons learned reviews

Experience and Sharing
Knowledge are available Construction project teams should continually strive to provide better buildings and a more
free to BSRIA members effective service to their clients. Teams that use the evidence from post-occupancy evaluation
as downloads from
www.bsria.co.uk/
and exploit the lessons learned from the commissioning process on other projects will make the
bookshop design and construction of buildings more performance-driven. This will close the gap
between stakeholder expectations, design intent and the outcomes delivered by the
construction project team.
Surveys of recently completed buildings regularly reveal gaps between client and design
expectations and delivered performance, especially energy performance. There are many
reasons for this including:
• Many designers do not take into account how occupiers use and manage buildings
• Performance is becoming increasingly dependent on complex equipment, which needs
very careful attention if it is to work as intended
• Solutions that look good in design calculations often prove to be complicated to integrate
into the design, to install correctly, to test for functionality and to use effectively
• The focus on operational outcomes is often lost or diluted as the project moves from the
briefing stage, through design and construction and into use
• Project teams use generic specifications that do not reflect specific commissioning
procedures required for the particular project
• There is too rigid a separation between design, construction and operation which means
that many buildings are handed over in a state of poor operational readiness.

© BSRIA BG 11/2010
Stage 1
The Usable Buildings Trust Studies of building performance-in-use are valuable sources of evidence of how well building
has valuable information services are performing. They often reveal basic functional performance problems that the
about how buildings actually commissioning team can help address. These problems include:
work. Go to
www.usablebuildings.co.uk
• Building management systems that are too complex to use easily on a day-to-day basis
• Boiler operation sequencing that is too complicated and results in inefficient operation
• Air-conditioning systems that provide cooling while windows are open
• Room temperature switchover from summer to winter that is based on a date, rather than
outside temperature
• Occupants not understanding how manual override of automated systems, such as
motorised windows, are supposed to work
• Users that do not understand system operation and inadvertently create comfort problems
by tampering with control devices, such as room thermostats
• Noise breakout from adjacent spaces, from mechanical ventilation systems, and from
switched motorised elements such as vents
• Inconsistent temperature and airflow from space to space.
It is recommended that the commissioning team should conduct a lessons-learned

workshop to act as the focal point for this learning experience. It may also be worthwhile
visiting similar projects to look at the buildings and engineering services, and to speak to
the building’s users and operators.
1.3 Identify performance outcomes required by users and operators
The commissioning team should consult with client stakeholders to determine what
performance outcomes are required from the building and its engineering services. It is
important to remember that there are different stakeholders, such as the client sponsor, the
facilities management team and different end users, all of whom will have different wants,
expectations and needs. For example, they will invariably rank the following performance
categories, differently: manageability, maintainability, operability, usability, environmental
comfort, functionality, commissionability, buildability and adaptability.
Designers often use comfort criteria, such as 22 oC +/- 1 oC, NC 35, 50% RH +/- 5% and
300 lux, as the default basis of their design. However, as the performance categories above
show, the measure of whether a building really works cannot be judged solely on single-issue
criteria such as operative temperature. Indeed, when consulting with end users, it may become
apparent that temperature variations are not an issue, particularly when they have been told to
expect it or are already conditioned to it. They may be used to wearing a cardigan at their desk
in winter.
Of course, the above scenario is very simplistic. For example, museums, hospitals, laboratories
and certain manufacturing processes may have very precise environmental control requirements,
data centres may demand complete power reliability criteria, and government buildings may have
specific access control and internal security requirements. There may also be specific performance
outcome requirements in place that relate to environmental impact, energy or water consumption
or carbon footprint.
However, for all buildings the commissioning team should be aiming to identify what
performance outcomes are needed by users and operators, to combine these requirements with
knowledge of what really works in practice, and to translate these into performance criteria
against which the project team will really be able to deliver.

© BSRIA BG 11/2010
BG 1/2009 Building 1.4 Help produce the client brief
Services Job Book provides
a client brief template
The client brief forms the basis from which all design, construction, functional performance
testing, operation and maintenance decisions are made. It should contain aspirations that are
both ambitious and realistic.
The project delivery process can only be effective if the client’s performance requirements are
clearly and concisely communicated in the client brief document. Poor definition of a client’s
success criteria, or misunderstanding of these success criteria, should be avoided.
An effective briefing process should achieve clarity in three principal areas:
• the context for the project, considering the client’s business, operational and human
requirements, the site location and wider social, economic and environmental trends
• the qualities of the solution, considering criteria such as space requirements and spatial
relationships, operational and functional characteristics, and environmental and energy
performance
• the implications of the proposed design options, taking into account criteria such as how
people will use, operate and manage the building, and how the use of the building may
change over time.
During the preparation stage, the commissioning team should help produce the client brief,
rather than merely respond to it. This input should focus on defining the client’s performance
requirements and focus the project team’s attention on performance outcomes as the project
progresses through design, construction and commissioning to operation and use.
Whole-life value is ultimately a function of how well a building and its engineering services
perform and whether this can be sustained over the long-term. During the briefing process, the
commissioning team should highlight the crucial role that post-handover works play in
sustaining building performance. This will enable the client to see that handover is not the end
of the project, but just an event within an extended phase before completion.
BG 1/2009 Building 1.5 Help produce the design brief

a design brief template The design brief is the principal point of reference for the design process. The commissioning
team needs to ensure that the design brief correctly represents the client’s performance
requirements and that it responds explicitly to the client brief. During the preparation of the
design brief, it is important that the commissioning team urges the project team to focus on
performance outcomes and acceptance criteria. This will enable the commissioning team to
validate that the client’s requirements are continually being met as the project progresses
though design, construction, functional performance testing and into operation and use.
CIBSE TM 46 provides It is important to set the environmental, energy, and other performance criteria for the project,
guidance about energy and to ensure that these objectives are not lost, diluted or compromised as the project
benchmarks progresses. All benchmarking and measurement criteria should be well defined.
CIBSE Guide F provides
guidance about energy Establishing and protecting these performance targets will help the project team maintain a
efficiency in buildings clear distinction between technical inputs and performance outcomes (the ends, and the means
to those ends). The client’s world is about specific performance requirements, such as warm,
cool, quiet, safe, secure, resilient, usable, operable, maintainable, healthy, productive and
energy efficient. The project team should meet these performance outcomes through the most
appropriate technical inputs, such as boilers, chilled beams, fans, lighting, security systems,
communication technologies and personal controls.
Once the design brief is concluded, it is essential that it is signed off by the client or the client’s
representatives as a proper expression of the requirements for the project.

© BSRIA BG 11/2010
Stage 1
A commissioning plan 1.6 Produce an initial commissioning plan

template is provided in
Appendix A2 of this job
The commissioning plan is a document that outlines the scope and defines the responsibilities,
book
processes, schedules and documentation requirements of the commissioning process. It should:
• Provide general information about the project

• Identify the commissioning team members during each stage of the commissioning process
• Identify the systems to be commissioned
• Create a schedule of commissioning activities for each stage of the commissioning process
• Define the roles and responsibilities for each commissioning team member
• Establish documentation requirements associated with the commissioning process
• Establish communication and reporting procedures for the commissioning process.
The commissioning team should produce the commissioning plan. It is recommended that
previous experience from similar projects should be used to inform this process. The
commissioning plan should be continually updated as the project progresses in order to
integrate project information as it becomes available and to record approved changes.
For example, during the preparation stage of the project, the focus should be on the
commissioning process strategy because specific system details, construction tasks,
verification procedures or operational tasks will not be known. However, as the project
progresses through design, construction, functional performance testing, handover and into
operation and use, this level of detail will become available and enable the commissioning
plan to more closely represent actual building systems and the roles and responsibilities of
commissioning team members.
The commissioning plan template provided in Appendix A2 of this guide contains a roles and
responsibilities matrix for each of the eight stages of the project process. Each matrix employs
the principal commissioning process activities used in this job book. Commissioning teams
may wish to include a greater degree of detail in their own version of a commissioning plan.
1.7 Assign a commissioning process budget
The commissioning team should ensure that a budget will be assigned to undertake
commissioning process activities. The scope for the commissioning process will vary according
the size, complexity and specific performance requirements of a particular project and the
client’s risk management strategy. The commissioning team should produce an initial scope for
the commissioning process in response to the client brief and the design brief. The initial
commissioning plan can fulfil this purpose.
Although the design is not developed at this stage of the project and the costs can only be
approximate, the commissioning team should make sure that the commissioning process
will be supported by an appropriate cost plan.
It is important to understand that the adoption of the commissioning process as described

in this document does not necessarily mean an increase in project costs, particularly when
assessed over the life of a building. The discipline, focus and clarity that the commissioning
process brings can help produce simpler and more appropriate building designs. It can also
help in the construction and commissioning of buildings, leading to fewer costly delays.
Buildings can be handed over to properly trained personnel, equipped with good quality
building documentation. Furthermore, the support provided after handover sustains
building performance, which translates into lower utility bills, extended equipment life and
other possible benefits such as reduced employee turnover.
At the earliest opportunity, the commissioning team should present to the client the need for a
properly executed commissioning process and explain the benefits that it can deliver.

© BSRIA BG 11/2010
An issues log template 1.8 Undertake commissioning team administration
for use during the
commissioning process is
provided in Appendix A4 Commissioning process issues log
of this job book A commissioning process issues log should be created. The log is a formal record of problems
or concerns that have been raised by the commissioning team. It should also identify how each
issue has been resolved by the commissioning team.
The issues log is an important document within the commissioning process. Along with the design
brief, the design review reports, minutes of commissioning team meetings and commissioning
progress reports, the issues log explains the thought process behind key decisions taken during the
commissioning process. The issues log should be updated as the project progresses through its eight
stages. It is recommended that the issues log should include the following information:
1. Issue number
2. Issue date
3. Description of the issue, including its cause
4. The implications of the issue
5. Actions to be taken
6. Date of issue resolution.
BG 1/2009 Building Commissioning team meetings

Services Job Book provides In order to maintain control of the commissioning process the commissioning team will need
a meeting agenda to meet on a regular basis during each of the eight stages of the project. These meetings will
template help establish proper working arrangements, ensure that roles and responsibilities are clearly
understood, and provide the forum whereby an agreement can be reached on the procedures
to be followed during the commissioning process.
These meetings also play an important role in maintaining cohesiveness and cooperation
among the commissioning team members. This is vital because the composition of the
commissioning team will change as different design consultants, construction specialists and
equipment suppliers join the project team.
Commissioning progress reports

The commissioning team should produce commissioning progress reports to keep the project
team and the client informed about the status of commissioning process activities. These
reports provide a discipline and structure for the commissioning team and an auditable trail of
actions and decisions.
A commissioning The report structure and report issue dates should be co-ordinated with agenda items and dates
progress report template of the commissioning team meetings. The commissioning team meetings should be scheduled
is provided in Appendix to provide input to the principal progress meetings that will be held by the project team. It is
A4 of this job book
recommended that the report should be structured in the following sequence:
1. The purpose of the commissioning progress report

2. Commissioning process activities that have been completed since the last meeting
3. Commissioning process activities that have not been completed and the actions being taken
4. Significant commissioning process events in the near future and specific actions required
5. Progress against the master project programme.
Appendix
(i) A copy of the commissioning issues log

© BSRIA BG 11/2010
Stage 2
2 Design
The design stage of a project, as defined in the RIBA Plan of Work, is composed of Concept,
Design Development and Technical Design.
The aim of Concept (Stage C) is to determine the general approach to layout, design,
construction, use and operation. It involves the following key tasks:
• Translation of the design brief into a design that includes outline proposals for
architectural, structural and building services systems
• Preparation of outline specifications
• Production of a preliminary cost plan
• Development of a co-ordinated project programme
• Review of the project procurement route.
During the Design Development (Stage D), a chosen solution will be taken forward to
planning permission with a cost plan and project programme that has been agreed by the
client. It involves the following key tasks:
• Translation of the design brief into the project brief

• Clear definition of architectural, structural and building services systems
• Submission of an application for detailed planning approval.
Technical Design (Stage E) involves the co-ordination of all design information to enable
predictability of cost, construction, operating and maintenance and the receipt of full financial
authority from the client. It involves the following key tasks:
• Interdisciplinary co-ordination of components and elements

• Thorough cost-checking of the design
• Validation that wider social, economic and environmental impact requirements have been
met.
The commissioning process during design
If a commissioning team has not been established during the preparation stage, it should be
established at the beginning of the design stage and once formed this team should perform the
commissioning process activities described in the preparation stage chapter of this document
before undertaking the activities described below.
It is recommended that the appointment of a high-calibre commissioning management

specialist should be considered as early as possible during the design stage. Once appointed, this
specialist should assume leadership of the commissioning team.
The building services consultant, structural engineer and architect have ultimate responsibility
for the design and specification of a building. However, the design stage of the project is the
commissioning team’s opportunity to make sure that a building, and its engineering services,
are designed and specified to meet the performance outcomes required by the different client
stakeholders.

© BSRIA BG 11/2010
The design stage is also an opportunity to anticipate the needs of the specialist trade contractors
and make sure that all required information is presented in manner that will assist these
companies to execute their commissioning process activities. This focus on site-based work
should also start to resolve potential conflicts between construction works that are programmed
by area of a building, and commissioning works that take place across different vertical or
horizontal zones of a building. Failure to properly prepare in this manner will inevitably result
in a degree of chaos in the construction, commissioning and pre-handover stages.
The commissioning team should review the design brief to ensure that it is a proper expression
of the performance outcomes required by the client. This review should also ensure that the
commissioning plan adopted by the project team is meeting the requirements of the design
brief.
A list of CIBSE The design should be reviewed to ensure systems, plant, equipment and components meet
Commissioning Codes and commissionability, maintainability, functionality, usability and operational performance
BSRIA commissioning requirements. This should include a review of system layouts in relation to the proposed
guides is provided in the phasing of construction works. It is essential that systems and equipment are inherently
bibliography of this job
commissionable. Otherwise, it will not be possible to prepare, regulate, fine-tune, and
book
functionally test systems in accordance with CIBSE Commissioning Codes and BSRIA technical
commissioning guides.
The commissioning team should urge the project team to avoid designing systems that are too
complicated because they will cause integration issues on site. Novel or new design strategies
should be interrogated by the commissioning team to avoid over-design or over-complexity.
An approach based on a series of “what if” scenarios is a useful means of questioning the
design. It is also good practice to ensure that the people responsible for the maintenance,
operation and use of the completed building agree with the design of the building
management system and user controls, for example.
The project master schedule and project cost plan should be reviewed to ensure that adequate
allowance has been made for commissioning process works, including integrated systems
testing, statutory demonstrations, preparation of appropriate handover documentation, training
of client personnel and post-occupancy activities. The design team should also begin to prepare
a commissioning specification that is fully coordinated with system designs and supported by
the project cost plan.
Once detailed knowledge of the building and its different engineering services has been
developed, the commissioning plan should be updated to create a version that can form part of
the tender documentation for issue to specialist trade contractors. This should include an
updated schedule of commissioning process activities, together with a clear definition of roles
and responsibilities for these activities.

© BSRIA BG 11/2010
Stage 2
Key activities of the design stage commissioning process

Appoint a commissioning management specialist The Commissioning Specialists Association can provide advice about
this appointment. www.csa.org.uk.
See 2.1
Review the design brief with the client to ensure that it properly See 2.2
expresses the performance outcomes required from the building and
its engineering services
Employ learning from previous projects to help ensure that the The Usable Buildings Trust has valuable information about how
required performance outcomes will be produced for the client buildings actually work. www.usablebuildings.co.uk.
See 2.3
Perform commissioning-focused design reviews The purpose of these reviews is to ensure that the design meets the
requirements of the commissioning process.
See 2.4
Commence preparation of the commissioning specification In addition to defining the scope and technical requirements of the
commissioning process works, this document should define training
requirements for users and operators, and system documentation
requirements.
See 2.5
Ensure commissioning process activities have been clearly and logically See 2.6
integrated into the overall programme of work for the project
Ensure the project cost plan is configured to include all the This includes activities such as training of users and operators,
commissioning process activities described in the commissioning plan production of system documentation and post-handover activities.
See 2.7
Update the client brief and the design brief as approved changes, The project team’s ability to freeze the design brief and the technical
additions or deletions are made to the design design, and then not breach these agreements, plays a crucial role in
successful project delivery.
See 2.8
Update the commissioning plan to: See 2.8
Reflect changes made to the client brief and design brief
Include information relating to subsequent stages of the project
Undertake commissioning team administration This includes:
See 2.9

© BSRIA BG 11/2010
2.1 Appoint a commissioning management specialist
The commissioning team may feel that the technical demands of its project do not require the
involvement of a commissioning management specialist. A project team may also feel that it
has sufficient collective experience and time to successfully undertake all commissioning
process activities. Both these views should be challenged.
Experience shows that projects often turn out to be more complex than originally thought,
particularly when it comes to the integrated performance of a building and its engineering
services. There is also evidence that where design or construction personnel adopt
responsibility for commissioning process activities, design and construction tasks often get
prioritised to the detriment of commissioning works. A high quality commissioning
management specialist can bring an independence and an inter-disciplinary perspective to the
commissioning process that would otherwise be absent. This specialist will also have
experience of how systems actually operate, such as in start, stop and control modes. They will
also know how the performance of systems can be proved and fine-tuned in operation.
When appointed, the commissioning management specialist should lead the commissioning
team and facilitate the whole commissioning process. The primary role of the commissioning
management specialist is to maintain the project team’s focus on the performance outcomes
required by the client and verify that work by the design, cost, planning, construction
professionals meets these performance outcomes.
CIBSE Commissioning Code If appointed early in the design stage the specialist can question decisions such as system
M provides guidance selection, and focus the design team’s attention on how design choices will affect
about commissioning commissionability, usability, operability and maintainability. A clear roadmap for successful
management building commissioning can also be established. This will help ensure the commissioning and
pre-handover stages of the project are considered as distinct and crucial stages in successful
project delivery, and that site-based commissioning works are logically and accurately
integrated with construction works. It will also help ensure that the project team understands
the importance of post-handover activities in sustaining building performance over the long-
term. If the commissioning specialist can successfully focus the project team’s attention on
performance outcomes for the users and operators of the building, it will also help reduce
rework and delays on site and help ensure that the project is handed over on time, on budget
and in a profitable manner.
The Commissioning It is essential to verify that the commissioning management specialist is adequately qualified to
Specialists Association perform the lead commissioning role. The specialist should have extensive, recent practical
document TM1 Standard experience of the commissioning process, together with knowledge of design principles, the
Specification for the design process, construction works and building operation and use. On projects with special or
Commissioning of
Mechanical Engineering mission-critical performance requirements, such as hospitals, laboratories, data centres or high-
Services Installations for security buildings, the commissioning management specialist should have direct experience of
Buildings provides a these types of projects.
standard specification for
commissioning The commissioning management specialist’s facilitation role at the head of the commissioning
management team will also require pragmatic leadership skills, good communication skills and strong
To find out more about resource planning, project administration and report writing capabilities.
the Commissioning
Specialists Association, go The commissioning management specialist will serve the client best by maintaining an
to www.csa.org.uk independence and impartiality from the design professionals and construction specialists. This is
best achieved if the commissioning management specialist is appointed directly by the client
and properly integrated into the project team. The alternative where the commissioning
specialist is beholden to the main contractor, runs the risk that the commissioning specialist
will lack negotiating power when it comes to ensuring that the construction team is operating
in the client’s best interest, rather than rushing to get the job done.

© BSRIA BG 11/2010
Stage 2
A two-stage appointment process can be employed for the commissioning management

specialist. The first stage appointment will involve work associated with the design and pre-
construction stages of the project and would be based on known general criteria. The second
stage appointment, made before the start of the construction stage, would be for all subsequent
stages of the project and be based on the actual system layouts and specific items of equipment
that need to be inspected, prepared, started, performance-tested and documented.
2.2 Review of the design brief
As a design develops, the commissioning team should conduct periodic reality-checking of the
performance outcomes expressed in the client brief to make sure that they can be achieved and
that they are really what building users and operators need. The design brief should also be
reviewed to ensure that it properly expresses requirements in a manner that all stakeholders can
understand and agree.
Clients and designers may have ideas that will work in theory but in practice prove too
complicated or too difficult to manage. Unmanageable complexity is the primary cause of
building underperformance, occupant dissatisfaction and excessive use of energy. It is also a key
cause of installation and commissioning problems on site. It is therefore vital to address
complexity problems by designing for buildability, commissionability, usability and
manageability.
Where the occupiers are known, their facilities managers and user representatives should be
involved in reviewing the emerging design to ensure that the design intent is correct and that
details such as equipment type, equipment location, management interfaces and user controls
meet their needs.
The Usable Buildings 2.3 Learn from other projects

Trust has valuable
information about how
The commissioning team should use feedback from post-occupancy evaluation and lessons
buildings actually work.
Go to learned from the commissioning process on other projects, to help ensure that the building is
www.usablebuildings.co.uk designed in a way that will enable the anticipated performance outcomes to be achieved.
It is recommended that lessons-learned workshops should be the focal point for this knowledge
capture exercise. It may also be of value to visit similar projects to look at buildings and
engineering services, and to speak to users and operators.
2.4 Conduct commissioning-focused design reviews
A critical activity in the commissioning process is the review of design documentation by the
commissioning team, preferably led by an independent commissioning management specialist.
The purpose of design reviews in the commissioning process is not to find mistakes. It is to
evaluate the design team’s process for achieving the outcomes needed by the different client
stakeholders.
In order to undertake this review, the commissioning team should have a clear
understanding of the client’s performance requirements and the acceptance criteria that
will show that the construction project has met these requirements. This will enable
reviews to be undertaken based on the project team’s ability to meet specific client
performance outcomes, such as comfort conditions, system resilience or redundancy,
power quality, access control, maintainability, occupant usability, and operating
requirements.
It is recommended that the commissioning team should consult with the people that will
use the building and be responsible for its operation and maintenance at each stage of the
design review process. This will help ensure that these people agree with the design
decisions that are being made.

© BSRIA BG 11/2010
Drawing definitions and Concept design review
examples of different During the concept design stage, the BSRIA BG 6/2009 Design Framework for Building
drawing types are Services, proposes the philosophy behind the building’s building services systems should be
included in BSRIA
BG 6/2009 Design established. For example, the electrical philosophy may consider the use of natural light,
Framework for Building the degree of system integration, redundancy and the life cycle of components. The
Services heating, cooling, water supply, waste handling strategies and the project energy strategy
should also be determined at this stage of the design process.
The concept stage design review should examine the implications that design philosophies
have on the project team’s ability to meet the client’s requirements. It should also examine
how phased handovers, system configuration or plant arrangements can simplify
commissioning.
It is recommended that the commissioning team’s design review report should be summarised
in the concept design stage (RIBA Plan of Work Stage C) report that the project team issues to
the client.
Design development review

During the design development design stage, the BSRIA BG 6/2009 Design Framework for
Building Services, proposes that sketch drawings and sketch schematics should be produced.
These drawings should show how systems intend to meet the design intent. They should
include the location and approximate sizes of plant, and principal duct, pipe and cable routes.
Drawings should also the engineering interrelationships between main items of plant and flow
direction, for example.
The design development review should examine the implications that system and equipment
choices have on the project team’s ability to meet the client’s requirements. It should also
evaluate how systems will interact and identify potential conflicts between different building
services systems and between building services systems and architectural or structural systems.
in the design development stage (RIBA Plan of Work Stage D) report that the project team
issues to the client.
CIBSE Commissioning Technical design review

Codes and BSRIA During the technical design stage, the BSRIA BG 6/2009 Design Framework for Building Services,
technical commissioning proposes that technical design drawings and detailed schematics should be produced. The
guides contain detailed technical design drawings should show plant sizes and the location and sizing of services routes
guidance about the design within risers, floor voids and ceiling voids, in order to give an indication of spatial allocation.
features that make
systems inherently
They should also show the single-line layout of ductwork, pipework and electrical
commissionable containment, together with the location of services terminals in occupied spaces.
They should be used The detailed schematic drawings should show the relative positions of all plant, fittings, and
during the design review
process
equipment such as valves, dampers, switches, gauges, control sensors and circuits, that are
required to make the systems work. They should also show diameters of pipes, the
The bibliography provides approximate dimensions of ductwork, sizes of cables, flow rates and pressures.
details of these
publications The technical design review should make sure that all plant, fittings, and equipment required
to make the systems work are included and correctly positioned on the detailed schematic
drawings. It should also check that automatic control systems are designed to meet operational,
functional and spatial requirements of the building. The evaluation of how building services
systems and architectural or structural systems will interact should also continue.
in the technical design stage (RIBA Plan of Work Stage E) report that the project team issues to
the client.

© BSRIA BG 11/2010
Stage 2
A methodology for a commissioning-focused design review

A design review can be conducted in a variety of ways. However, it is recommended that the
commissioning team should adopt the following 3-stage design review methodology:
1. A general review. This is an initial review of the complete sets of drawings to evaluate
basic quality criteria, such as legibility, labelling, room numbering and continuation of
items such as pipework and ductwork from one drawing to the next. If this basic level of
quality is absent it will not be worthwhile proceeding to the next two design review
activities.
2. A co-ordination review. This is a review to determine if different disciplines have

integrated their systems, considered inter-connection issues between spaces, co-ordinated
the location of items and allowed access for site commissioning works, maintenance and
replacement. If this level of quality is absent a detailed design review will not be
worthwhile.
3. Discipline–specific reviews. It is recommended that a detailed examination of each

discipline’s design drawings and documentation such as calculations, equipment schedules
and specifications, should be reviewed to ensure that they properly convey design intent
and meet the requirements of key industry commissioning codes and application guides
such as those produced by CIBSE and BSRIA.
A sampling strategy can be applied to this process. For example, 20% of a discipline’s
design drawings and documentation could be reviewed initially. If problems are
discovered a more widespread review can be conducted.
The building services consultant, structural engineer and architect will retain responsibility for
the design. The aim of the commissioning-focused review is to help ensure drawings and
design documentation includes what is needed to deliver the required performance outcomes
from a building and its engineering services.
When preparing a 2.5 Start preparing the commissioning specification

commissioning
specification, particular
reference should be
The commissioning specification is a document that plays a crucial role in the success of the
made to CIBSE commissioning process. It should describe in detail the technical requirements with which the
Commissioning Codes and commissioning works must comply. It is distinct from the commissioning plan, which, among
BSRIA technical other things, provides a general description of commissioning process activities and assigns roles
commissioning guides and responsibilities against these activities.
The bibliography provides
details of these Some project teams do not start the preparation of the commissioning specification until the
publications pre-construction stage of a project. While it is acknowledged that design detail will be added
during the pre-construction stage, it is recommended that significant progress with the
A commissioning
specification template is commissioning specification should be made during the technical design stage of the project.
provided in Appendix A4 This will help ensure that a specification is produced that really meets the needs of the
specialist trade contractors and their commissioning sub-contractors. It will also help the
commissioning team ensure that clear provision for all commissioning activities, including
performance testing, integrated systems testing, and seasonal commissioning is accommodated
in the project cost plan and the project programme.
The commissioning specification should include the information shown below.
The scope of commissioning works. This should include details of the systems to be
commissioned, their functions and duration of operation, and an explanation of their inter-
relationship with other engineering services.
The technical specification for the commissioning work. This should clearly define the
compliance with relevant standards, the instruments to be used, the tolerances for test results,
and the witnessing and reporting procedures required. All requirements for control system
verification and tuning and the use of the building management system during functional
performance testing should also be included, as should the requirements for off-site factory

© BSRIA BG 11/2010
testing. Requirements for performance testing of plant, equipment and discrete systems,
integrated systems testing, statutory demonstrations and seasonal commissioning should also be
clearly defined
System preparation details. This should define the requirements and methods by which
systems will be prepared for commissioning. These pre-commissioning activities include the
flushing, cleaning, filling and venting of water systems, for example.
Phased completion requirements. This should describe particular requirements for phased
handover of elements of the project and the ways it affects commissioning process activities.
Training requirements for users and operators. This should include details of
training before and after project handover. (More detail about training is provided in the
pre-handover chapter of the commissioning job book.)
BSRIA BG 1/2007 System documentation requirements. This should provide information about the
Handover, O&M Manuals requirements for the compilation of evidence from the commissioning process, the operating
and Project Feedback – A and maintenance (O&M) manuals, the building logbook and the building user’s guide.
Toolkit for Designers and
Contractors and CIBSE Design data relevant to commissioning. This should show flow rates, temperatures,
TM31 Building Log Book
operating pressures, plant capacities, illumination levels and glare indices, control logic
Toolkit provide detailed
guidance about system statements, plant schematics, fault levels, and noise ratings.
documentation
Drawings relevant to commissioning. A set of schematic drawings should be
assembled (based on the detailed schematic drawings and associated schedules), together
with a set of either detailed design drawings or co-ordinated working drawings. The
drawings should be clearly marked with details of volumetric flow rates, design total
pressures, design total pressure losses at equipment, pipe and duct sizes, locations of
dampers, valves and flow measuring stations, electrical fault levels, current ratings, short
circuit capacities and tripping times, for example.
In order to avoid duplication and conflicting requirements, the commissioning team must
ensure that the commissioning specification is co-ordinated with other technical project
specifications.
2.6 Integrate commissioning process activities with the project

programme
A key element of the commissioning management process on a construction project is the

integration of the commissioning activities with the other activities in the project programme,
such as design, tendering, equipment procurement and installation works. It should also cover
the migration of client personnel into the new or refurbished facility.
The commissioning and pre-handover stages of the project should be identified as distinct
stages in project delivery. Adequate time must be allowed to correctly undertake the work
within each of these project stages prior to the scheduled handover date of the project to the
client. It is recommended that the following general commissioning process activities should be
integrated into the overall project programme during the design stage of the project:
• Design brief review

• Design reviews and associated report submissions. It is recommended that this should be
coordinated with the concept design (RIBA Stage C) design development (RIBA Stage D) and
technical design (RIBA Stage E) design reports submitted by the project team to the client
• Tender process input. Compilation and review of tender documentation, input to pre-qualification,
mid-bid and post-bid meetings and compilation of appointment contract documentation
• Pre-start commissioning workshops

© BSRIA BG 11/2010
Stage 2
• Production of commissioning process deliverables before the installation works

commences. This should include the first draft of the O&M manuals, commissioning method
statements, checklists and test record sheets, the off-site commissioning strategy and details of the
commissioning programme
• Review of construction drawings and technical submittals
• Key construction milestone dates for the commissioning process. This should cover building
water tightness, building fabric completion, and the availability of electricity, water, gas and drainage
utilities
• Off site testing
• Mock-up testing
• Pre-commissioning works, including installation verification and static tests
• Setting to work of plant, equipment and systems
• Regulation and fine-tuning of systems
• Performance tests, including integrated systems testing and statutory demonstrations
• Production of the commissioning report
• Production of handover documentation, such as the O&M manuals, the building logbook,
and the building users guide
• Development of training courses for users and building operators
• Training of client personnel
• A lessons-learned report about the commissioning process, before handover
• Support during initial occupation
• Training after handover
• Seasonal commissioning
• Post-occupancy evaluation
• A lessons-learned report about building performance covering the first year after occupation.
2.7 Check the commissioning process cost plan
A well-defined scope of commissioning works will enable an appropriate cost plan to be

developed for the commissioning process. It is important that this cost plan makes
adequate provision for the execution of all relevant activities including:
• leadership of the commissioning team

• commissioning-focused reviews of the design
• production of tender documentation that clearly reflects commissioning process requirements
• planning of commissioning process activities
• the execution, verification and documentation of pre-commissioning and commissioning works
on site
• production of handover documentation
• training of users and operators
• initial occupation support and post-occupancy aftercare works.

© BSRIA BG 11/2010
The budget should be distributed to the different stages of the commissioning process, assigned
to different activities and allocated to different organisations associated with the project such as
design professionals, the principal contractor, specialist M&E trade contractors and the
commissioning management specialist. The roles and responsibilities matrix included in the
commissioning plan can be used as a key point of reference for the distribution of the
commissioning budget.
This process may involve redistribution of traditional project budgets or clarification about
specific items of expenditure. The aim is to ensure that the needs of the commissioning process
are supported by an adequate and transparent project cost plan. Correct financial provision for
commissioning process activities does not necessarily mean an increase in project costs. Indeed,
the quality assurance benefits that a properly executed commissioning process can deliver can
help reduce project costs, particularly when assessed over the life of a facility.
As the project cost plan develops, it is important that the needs of the commissioning process
are met. The commissioning team should make sure that design features required for
commissioning works are not subject to cost cutting, and that the project cost plan supports
proper verification and documentation of commissioning works, the production of appropriate
handover documentation, high quality training of client personnel, and support during initial
occupation. Preferably there should be some budget to enable the structured and systemic
evaluation of building performance in the years ahead.
2.8 Update the brief and commissioning plan
As the design process progresses through its different stages, there will inevitably be additions,
deletions and modifications to the building and its engineering services. The desired
performance outcomes and evaluation criteria may alter too.
An overview of The commissioning team should make sure that all approved changes that affect the
commissioning and the commissioning process are reflected in updates to the client brief and the design brief and
Building Regulations is agreed by all stakeholders.
provided in Appendix A1
Once detailed knowledge of the building and its different engineering services has been
developed, the commissioning plan should be updated to create a version that can be
included in the application for statutory approval, and subsequently form part of the tender
documentation that is issued to specialist trade contractors.
This document should reflect all approved changes that affect the commissioning process
and provide a schedule of commissioning process activities, together with a clear definition
of roles and responsibilities for these activities.
2.9 Undertake commissioning team administration
This activity is common to all eight stages of the commissioning process. Please refer to
Section 1.8 of this guide for more information.

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Stage 3
3 Pre-construction
The pre-construction stage of a project, as defined in the RIBA Plan of Work, is composed of
Production Information, Tender Documentation and Tender Action. The procurement route
chosen by the project team will affect the relationship between the three work stages.
Production Information (Stage F) involves the preparation of precise technical, cost and
programme information that will enable the proposed works to be constructed, commissioned,
and handed-over, and subsequently used and operated in accordance with the client’s
requirements. It involves the following key tasks:
• Preparation of a co-ordinated set of drawings, specifications and schedules

• Definition of work schedules and scopes of work, including roles and responsibilities for
commissioning, pre-handover, initial occupation and post-occupancy aftercare activities
• Application for statutory approvals.
The aim of Tender Documentation (Stage G) and Tender Action (Stage H) is to select
construction specialists capable of satisfying all client requirements. They involve the following
key tasks:
• Preparation of clear tender documentation that will allow tenders to be obtained for the
project works
• Identification and evaluation of potential construction specialists
• Receipt and appraisal of tenders
• Appointment of construction specialists.
The commissioning process during pre-construction
If a commissioning team has not been established during the design stage, then it should be
established at the beginning of the pre-construction stage. This team should perform the
commissioning process activities described in the preparation and design stage chapters of
this document before undertaking the activities described here.
During a pre-construction stage, the commissioning team should ensure that all key
information relating to the commissioning process is clearly carried through to the
construction stage in the commissioning plan, the commissioning specification, general
arrangement and schematic drawings, the project cost plan, the project programme and
other contract documentation. It should also thoroughly evaluate the use of off-site testing
to minimise site-based works and reduce risk within the commissioning process. In
accordance with the requirements of Part L of the Building Regulations, a commissioning
plan should be included in the application for statutory approval.
While the building services consultant and architect have responsibility for the design and
for the specification of commissioning requirements, the commissioning team should
provide assistance to them. Particular attention should be paid to the performance testing
of plant, equipment and individual systems, integrated systems testing, statutory
demonstration requirements and seasonal commissioning. This information transfer process
must ensure that environmental comfort, energy performance, functional, operational,
usability, commissionability and maintainability requirements are protected and clearly
understood by the organisations hired to deliver the project.

© BSRIA BG 11/2010
During the process of appointing the construction specialists, key commissioning information
should be clearly explained to those joining the project. These companies should not just be
expected to interpret the tender documentation in isolation from the commissioning team.
The pre-qualification, mid-bid and post-bid tender process meetings are important forums to
explain the design intent, system layouts and project programme, and describe how the
commissioning process is configured. This will help the project team to satisfy the client’s
performance requirements in the early stages of occupation and beyond.
The capability of specialist contractors to meet the requirements of the commissioning process
should be a crucial criterion that is evaluated during the creation of the construction team.
Each specialist contractor involved in the commissioning process should be able to demonstrate
a track record of delivering similar projects successfully. The contractors should also be able to
show an ability to build strong relationships with any hands-on commissioning sub-
contractors.

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Stage 3
Key activities of the pre-construction stage commissioning process

Perform a commissioning-focused review of the design The purpose of this review is to ensure that the design meets the
requirements of the commissioning process
See 3.1
Finish the commissioning specification See 3.2
Update the client brief and the design brief as approved changes, This may include changes to the required performance outcomes or
additions or deletions are made to the design acceptance criteria
See 3.3
Update the commissioning plan to: The commissioning plan should be part of the project documentation
submitted for statutory approval by a building control body
• Reflect approved changes made to the client brief and the design
brief See 3.3
• Include information relating to subsequent stages of the project
Ensure the requirements of the commissioning process are clearly This should be provided through the integration of the following
defined in the tender documentation that is issued to the specialist documentation into the package of tender information that is issued:
trade contractors
• The commissioning plan
• The commissioning specification
• Drawings and design data relevant to the commissioning process
• An outline commissioning programme and/or commissioning
roadmap
See 3.4
Ensure that the commissioning process is clearly explained to specialist It is also important that the commissioning team encourages specialist
trade contractors during the tender and appointment process contractors to propose improvements to the commissioning process
or commissioning documentation during the appointment process
See 3.5
Verify the capability of specialist trade contractors to meet the Make sure that the identities and experience of the people that will
requirements of the commissioning process actually work on the project are known
See 3.7
Ensure the requirements of the commissioning process are clearly Any approved changes made during the tender process should be
defined in the contract documentation of specialist trade contractors reflected in the appointment contract documentation
See 3,7
• Integrating individuals into the commissioning team
• Producing reports on the progress of commissioning process works
See 3.8

© BSRIA BG 11/2010
Examples of different 3.1 Conduct a commissioned-focused design review
drawing types are
included in BSRIA
BG 6/2009 Design The BSRIA BG 6/2009 Design Framework for Building Services, proposes that detailed design and
Framework for Building co-ordinated working drawings (if required) should be produced at the beginning of the pre-
Services construction stage of the project. These drawings should show the position of all plant,
equipment and fittings and wiring circuit details for example. These drawings complement the
detailed schematic drawings that were produced during the design stage.
CIBSE Commissioning The commissioning team should conduct a commissioning-focused review of the general
Codes and BSRIA arrangement and schematic drawings and associated design documentation, such as the
technical commissioning commissioning specification. This review should make sure that the design incorporates all the
guides contain detailed components and features necessary to enable proper commissioning of the engineering services,
guidance about the design
features that make including demonstration of plant, system and building performance and interfaces to third
systems inherently party systems. A check should be made to ensure components such as commissioning sets and
commissionable. They control valves are correctly selected and sized.
should be used during the
design review process The review process should ensure that controls are appropriate for users and operators and are
The bibliography provides integrated in a manner that will enable all plant, equipment and systems to be started, stopped
details of these and controlled in accordance with requirements. Cause and effect diagrams or schedules can be
publications used to clearly establish the implication of failure or alarm functions, for example.
Control sequence descriptions should be complete and unambiguous. If these controls need to
facilitate trend logging and identification of equipment faults during performance testing, then
this should be clearly defined. A check should also be made to ensure all necessary temporary
facilities for flushing, cleaning and commissioning of systems have been defined.
A three-stage design review methodology is described in the design stage chapter of this job
book in Section 2.4.
A commissioning 3.2 Finish the commissioning specification

specification template is
provided in Appendix A4 The additional level of detail added to the design documentation during the pre-construction
of this job book stage will enable the commissioning specification to be finished and included in the tender
documentation issued to the specialist trade contractors.
An overview of the recommended contents of a commissioning specification is included in the

design stage chapter of this job book in 2.4.
3.3 Update the brief and commissioning plan
Additions, deletions and modifications to the building and its engineering services may occur
during the production information stage. The desired performance outcomes and performance
evaluation criteria may also be modified. The commissioning team should ensure that all
approved changes that affect the commissioning process are incorporated in the client brief and
the design brief.
A commissioning plan These changes should also be reflected in the commissioning plan. The updated document
template is provided in should be included in the application for statutory approvals and form part of the tender
Appendix A2 of this job documentation issued to specialist trade contractors. This updated commissioning plan should
book relate to the construction, commissioning, pre-handover, initial occupation and post-
occupancy aftercare stages, and include a schedule of commissioning process activities, together
with a clear definition of roles and responsibilities.

© BSRIA BG 11/2010
Stage 3
BSRIA BG 6/2009 Design 3.4 Produce tender clear tender documentation

Framework for Building
Services provides valuable
guidance about drawing
Specialist trade contractors must be provided with a set of tender documentation that properly
definitions and provides conveys the client’s performance requirements. This set of documents should also clearly
examples of different describe commissioning process activities. The inclusion of the following well prepared
drawing types documents will enable these objectives to be met:
• The commissioning plan. This should identify the systems to be commissioned,

provide a schedule of commissioning process activities, describe the roles and
responsibilities of the commissioning team, define the documentation requirements
associated with the commissioning process, and establish the communication and reporting
procedures of the commissioning team
• The commissioning specification. This should include details of the systems to be
commissioned, their functions and duration of operation and an explanation of their
interrelationship with other engineering services. It should clearly define the compliance
requirements with relevant standards, such as CIBSE Commissioning Codes and BSRIA
technical commissioning guides
It should clearly state all requirements for performance testing of individual plant,
equipment and systems, integrated systems testing, statutory demonstrations and seasonal
commissioning. It should define the instruments to be used, the tolerances for test results,
and the witnessing and reporting procedures required. It should also define the
requirements and methods by which systems will be prepared for functional performance
testing, such as the flushing and cleaning of pipework systems
• Drawings and design data relevant to the commissioning process. A set of
schematic drawings and associated schedules, together with a set of either detailed design
drawings or coordinated working drawings should be provided. These should be clearly
marked with details of volumetric flow rates, design total pressures, design total pressure
losses, plant, equipment, pipe and duct sizes, locations of dampers, valves and flow
measuring devices, electric fault levels, current ratings, short circuit capabilities, and
tripping times
Design data such as temperatures, noise ratings, illumination levels, glare indices, control
logic statements, plant capabilities and operating pressures should also be provided
Logic networks that • A programme with integrated commissioning activities. The project programme
illustrate the relationship should show how commissioning process activities have been logically integrated and
between construction demonstrate that adequate time has been allowed to execute them. Activities such as those
and commissioning shown below should be included:
activities can also be
produced at this stage of - Pre-start commissioning workshops
the project
- Production of commissioning deliverables before installation works start, such as a first
draft of the O&M manuals, a commissioning method statement, checklists and test
record sheets, the off-site commissioning strategy, and a detailed commissioning
programme
- Commissioning-focused review of construction drawings and technical submittals
- Key construction milestone dates for the commissioning process. This should cover
building water tightness, building fabric completion and availability of electricity,
water, gas and drainage, for example
- Off-site testing
- Mock-up testing
- Pre-commissioning, including installation verification and static tests
- Setting to work of plant, equipment and systems
- Regulation and fine-tuning of systems
- Performance tests, including integrated systems testing and statutory demonstrations
- Production of the commissioning report

© BSRIA BG 11/2010
Feedback on performance - Production of handover documentation – O&M manuals, the building logbook, and
should be encouraged both the building users guide
internally within the
companies that form the
- Development of training courses and training of client personnel
project team, but also - A commissioning process lessons-learned review before handover
wider, to industry
- Post-handover activities, such as support during initial occupation, training after
organisations, such as
CIBSE, RIBA, RICS and handover, seasonal commissioning, post-occupancy evaluation and studies of
BSRIA performance in use
• A cost plan with integrated commissioning activities. All commissioning process
activities associated with the construction, commissioning, pre-handover, initial
occupation and post-occupancy aftercare stages should be identified in the cost plan.
BSRIA BG 1/2009 Building 3.5 Clear explanation of commissioning process requirements

guidance about the
tender process
The quality of the tender documentation provided to the construction specialists plays a vital
role in ensuring seamless continuity in project delivery. The care with which this information
is presented, explained and enhanced during the pre-bid, mid-bid and post-bid meetings
associated with the tender process is also key to delivering successful commissioning outcomes.
The pre-bid meeting is an excellent opportunity to inform all potential specialist

contractors about the project commissioning process and highlight how important their
knowledge and commitment will be in its success. It is recommended that the
commissioning team should present the following information relating to the
commissioning process at the pre-bid meeting:
• An overview of the architectural and engineering proposals for the project

• An overview of the client’s environmental comfort, energy performance, functional,
operational, maintainability and usability requirements
• An overview of the systems to be commissioned
• An overview of the commissioning programme in relation to the overall project
programme
• An introduction of the commissioning team approach employed on the project
• An overview of the project commissioning process
• An overview of pre-commissioning requirements and associated documentation
• An overview of functional performance testing, including integrated systems testing
statutory demonstrations, and associated documentary evidence requirements
• An overview of commissioning team meetings and reporting procedures
• An overview of client personnel training requirements
• An overview of the commissioning report, O&M manuals, building logbook and building
users guide requirements
• An overview of post-handover commissioning process activities
It is important for project teams to emphasise to specialist contractors that the commissioning
process is in place to help them deliver their project obligations successfully.

© BSRIA BG 11/2010
Stage 3
BSRIA BG 4/2009 Soft 3.6 Verify the capability of construction specialists

Landings Framework,
provides detailed The ability of the specialist contractors to meet the requirements of the commissioning process
guidance about Soft
Landings and how it can
is crucial to its success. They should have experience of successfully delivering similar projects,
be implemented by have proven environmental credentials, have knowledge of the Soft Landings methodology,
construction project and have clearly defined expertise of site-based commissioning process activities. The
teams commissioning team should take great care to ensure that key individuals identified by a bidder
will be those appointed to work on the project.
3.7 Produce contracts that support the commissioning process
During the appointment process of the specialist trade contractors, these companies may
recommend changes to the tender documentation based on their knowledge and experience of
the commissioning process or building operational performance. Such changes may relate to
performance outcomes, system layout or component selection criteria, roles and
responsibilities, or a reconfiguration of part of the project programme.
If any approved changes are made by the commissioning team, then the commissioning plan,
commissioning specification, project programme and drawings should be updated accordingly
to form the contract documentation upon which the appointment of specialist trade
contractors will be made.

© BSRIA BG 11/2010
4 Construction
This stage of a project, as defined in the RIBA Plan of Work, is composed of Mobilisation, and
Construction to Practical Completion.
Mobilisation (Stage J) involves preparatory works that will enable construction works to be
undertaken, effectively, efficiently, safely and with minimal environmental damage. This part
of the project is often not given the level of attention and time that it deserves. It involves:
• Letting of contracts for construction specialists and issue of information to these specialists
• Establishment of the site and associated welfare, office and storage facilities
• Detailed preparation of the construction works.
Note that in the context The aim of Construction to Practical Completion (Stage K) is to ensure the safe completion of
of the eight-stage project the construction works within the targets agreed with the client. It involves the following key
process employed in this
tasks:
job book, commissioning
and pre-handover are
considered as separate • Producing physically complete building works and engineering services that will enable
work stages that follow commissioning and handover works to be successfully undertaken
on from the construction
stage • Pro-actively monitoring and controlling time, cost, quality, health and safety and
environmental performance
• Progressive production of the project documentation and training material required for
successful handover of the facility to the client.
The commissioning process during construction
Specialists such as building services contractors, controls specialists, automated window, blind
and shading installers and primary plant manufacturers should be integrated into the
commissioning team when they join the project.
The period of time between the appointment of specialist trade contractors and the start of
their site installation work should be used effectively. During this pre-commencement period,
commissioning workshops should be held to establish a detailed, shared understanding of
commissioning process activities and develop a commissioning strategy that works on site. All
parties should be helped to understand what documentary evidence is required and how it
should be collated. Commissioning method statements, commissioning checklists and test
sheets, initial drafts of the O&M manuals, and the off-site commissioning strategy should also
be approved before installation starts on site.
The verification of construction drawings and technical submittals should ensure that the
inherent commissionability of the design is maintained and that no system integrity or quality is
lost through any component substitutions. Mock-up performance tests should also be
considered to prove that the design works and that specific plant and equipment perform as
expected.
During construction, the commissioning team should systematically verify and document that
the building and its engineering services are physically complete, correctly installed and in a
state of readiness for commissioning. This work is termed pre-commissioning. In the case of
water systems, this includes pressure testing, flushing, cleaning, filling and venting for example.

© BSRIA BG 11/2010
Stage 4
The commissioning team should also continually monitor the progress of construction
works to ensure that the needs of the commissioning programme are being met. This
monitoring process should examine criteria such as sectional completion, phased handovers
and overall project progress in relation to the handover date. It should also protect the
period required to correctly undertake the commissioning and pre-handover stages of
project delivery.
Preparation for training client personnel and the development of handover documentation
should also be ongoing during the construction stage.
Key activities of the construction stage commissioning process

Conduct pre-start commissioning workshops It is recommended that each workshop should focus on systems that
interact with each other and particular areas of the building. This will
help avoid these valuable workshops becoming over-populated and
poorly focused
See 4.1
Produce a detailed commissioning programme See 4.2
Approve the following commissioning deliverables before the start of The BSRIA BG 1/2009 Building Services Job Book provides a template
installation works: that can be used to create an O&M manual
• First draft O&M manuals A commissioning method statement template is provided in Appendix
A4 of this job book
• Method statements for pre-commissioning and commissioning
works A selection of checklist and test sheet templates is provided in
Appendix A3 of this job book
• Checklists and test sheets for pre-commissioning and
commissioning works A project team can present evidence from the commissioning process
in a variety of ways. A commissioning report template is provided in
• The way in which commissioning checklists and test sheets need to Appendix A4 of this job book
be collated and presented
See 4.3
• The offsite commissioning strategy
Conduct a commissioning-focused review of construction drawings See 4.4

Review technical submittals to ensure that the requirements of the See 4.4
commissioning process are being met
Conduct mock-up performance tests BSRIA Microclimate has specific expertise in this area.
www.bsria.co.uk/microclimate
See 4.5
Co-ordinate third party involvement in the commissioning process The provision of electricity, gas, telecommunications and drainage
should be precisely managed
The witnessing and documentation requirements of Statutory
Authorities and other third parties such as insurers should be clearly
defined
The BSRIA BG 1/2009 Building Services Job Book provides a statutory
inspections checklist
See 4.6
Conduct pre-commissioning works, involving verification of installation This work should be conducted in accordance with the commissioning
works and static tests. Verify and document that the required specification, approved method statements and manufacturers’
performance outcomes have been achieved guidelines
Approved checklists and test sheets should be employed to provide
documentary evidence that required standards have been met
See 4.7

© BSRIA BG 11/2010
Collate the pre-commissioning checklists and test sheets in the format A project team can present evidence from the commissioning process
agreed by the commissioning team in a variety of ways. A commissioning report template is provided in
See 4.8
Produce training courses and a training programme for users and This should include system demonstration and familiarisation activities
operators that will take place during commissioning works
The client should make sure that personnel are in place to participate
in the different training courses
See 4.9
Monitor progress of commissioning process activities and construction A commissioning progress report template is provided in Appendix A3
works of this job book
The issue of commissioning progress reports should be scheduled to
provide input to the construction progress meetings held by the
project team
See 4.10
Ensure that continual progress is made with the production of the The BSRIA BG 1/2009 Building Services Job Book provides a template for
O&M manuals and a start is made on the building logbook an O&M manual and a building logbook
See 4.11
• Producing reports on the progress of commissioning process works
See 4.12
4.1 Pre-start commissioning workshops
It is recommended that the commissioning team should hold pre-start commissioning

workshops as soon as the principal building services construction specialists have been
appointed. These workshops will help ensure that all parties have a clear, shared understanding
of commissioning process activities, and know what commissioning documentation should be
produced and how it should be presented. It will also enable the commissioning team to verify
that system layouts and the build programme support the way that the building and its
engineering services are to be commissioned.
These workshops need to harness the collective knowledge of the commissioning team
efficiently and produce outputs that will make their commissioning effort more effective. It is
recommended that each workshop should focus on particular areas of the building and on
systems that interact with each other, with invitations issued accordingly. For example,
automated solar shading and blinds specialists would be required at a building envelope
workshop, but would not need to attend the workshop examining plant rooms and risers. The
commissioning team leader should act as the principal for, and the common link between,
different workshops.
Workshops provide the commissioning team with an opportunity to use its collective
knowledge to challenge and refine commissioning process activities and examine how
commissioning works integrate into the overall delivery of the project. This could involve
answering questions such as:
• Could elements such as sub stations, plant rooms and switchgear rooms be prefabricated to
enable more commissioning work to take place off site?
• Does manufacturer A have better off-site commissioning capability than manufacturer B?

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Stage 4
• What procedures should be employed for off-site testing of equipment, such as motor
control centres, air handling units, chillers and packaged sub-stations?
• Does a fan or a pump need a variable-speed drive to enable progressive testing of the
system that it serves?
• What opportunities exist for temporary connections to be used to enable phased
commissioning?
• Do planned power availability dates mean that temporary power supplies are needed to
advance commissioning works?
• Has the envelope and (if relevant) floor voids airtightness testing, and the commissioning
of elements such as automated doors, windows, shades and blinds been adequately
considered?
• If walls or parts of a façade need to be left down for plant access, how will this affect the
completion of commissioning works in different areas of the project?
• Exactly what role will the building management system play in the commissioning
process?
• Do all parties understand the witnessing and third party approval requirements for static
tests and functional performance tests?
• What are the procedures in the event of non-compliance with requirements?
Construction works typically take place by area of building, while commissioning works take
place by a system or sub-system that passes through different zones on the same level or
different levels of a building. This raises potential conflicts that the commissioning team must
resolve with the rest of the project team. BSRIA recommends that workshop attendees mark
up general arrangement drawings and schematic drawings with key dates for commissioning
process activities. This iterative process will enable the commissioning team to develop a
commissioning programme that works for all project participants. An example of this approach
is given in Figures 3 and 4 on the following two pages.
Following the pre-start commissioning workshop, BSRIA recommends that the

commissioning team should conduct a formal debrief about commissioning process activities
and the commissioning work programme to the remainder of the project team. This will
ensure that these other companies have an overview of the commissioning work that will take
place and will understand the role that their work plays in its success.

© BSRIA BG 11/2010
Figure 3: A general arrangement drawing marked up with milestone dates for
basement areas (Image used courtesy of Mace)

© BSRIA BG 11/2010
Stage 4
Figure 4: A schematic drawing marked up with dates for the commissioning of basement air
systems (Image used courtesy of Mace)

© BSRIA BG 11/2010
4.2 Produce a detailed commissioning programme
The outputs of the pre-start commissioning workshop will enable the commissioning team to
produce a commissioning programme that is fully integrated with the overall project
programme. This programme can be used as the key point of reference for specialist trade
contractors to produce their own, fully co-ordinated commissioning programme.
The details of a commissioning programme will vary in accordance with the specific
characteristics of a building and its engineering services. However, it will typically include
dates for the following activities:
• Approval of construction drawings and technical submittals for the different engineering
services of the building
• Approval of the detailed, project specific commissioning method statements, checklists and
test sheets for the different engineering services of the building
• Off-site testing
• Water-tight completion of the building envelope
• Airtightness testing
• Completion of building fabric elements that are critical for the start of commissioning
activities
• Delivery of major items of building services plant
• Electrical power activation for different elements of the project, including:
- Primary high voltage substations

- High voltage ring mains distribution
- Main low voltage switch rooms and power distribution
- Motor control centres to mechanical plant
- Individual building services plant items
- Lifts and escalators
- Building management system equipment
- Fire alarm equipment
- Security equipment
- Lighting
- Temporary power supply requirements
• Supply of key utilities, such as water, gas and telecommunications
• Foul and surface water drainage system availability
• Installation completion for the different engineering services of the building
• Beneficial use of engineering services by the client
• Pre-commissioning works for the different engineering services of the building, including
installation verification and static tests
• Commissioning dates for the different engineering services of the building, including
setting to work, regulation of air and water systems, performance tests and integrated
systems testing
• Demonstrations of the engineering services to third party organisations such as the local
authority, fire department, environmental health officer and insurance companies

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Stage 4
• Production of handover documentation, such as commissioning reports, O&M manuals,

the building logbook and the building users guide
• Production of training courses for building users and operators
• Delivery of training courses for building users and operators
• Lessons-learned review of the commissioning process
• Building handover
• Initial occupancy support, including fine tuning
• Post-handover training
• Post-occupancy evaluation
• Lessons-learned review of building performance.
4.3 Produce pre-start commissioning process deliverables
The time between the appointment of a specialist trade contractor and the start of its
installation work should involve the detailed preparation of the activities that will enable
an operationally-ready facility to be handed over to the client safely, on time and on
budget. As part of this preparatory process, BSRIA recommends that each specialist trade
contractor should produce the following commissioning process deliverables for
approval by the commissioning team before the installation work begins.
A commissioning method Commissioning method statements

statement template is A commissioning method statement should describe the actual agreed method of
provided in Appendix A4 commissioning a system, not just a standard procedure. A commissioning method statement is
of this job book
a validation procedure, not to be confused with a health and safety method statement, which
provides a practical and safe working method for workers to follow on site.
The specific details of a commissioning method statement will vary according to the purpose of
the work to which it relates and the characteristics of the system or systems being tested. It is
important to remember that:
• Different commissioning method statements are required for different commissioning

activities
• In developing commissioning method statements, manufacturers’ guidance should be
taken into account in order to protect product warranties
• Each commissioning method statement should be approved before work relating to it is
undertaken
• Commissioning method statements need to be clearly explained to the workforce before
work relating to them is undertaken
• Workers should be observed to ensure that they are complying with the requirements of
the commissioning method statements.
A selection of pro forma Checklists and test sheets for pre-commissioning and commissioning works
commissioning checklists The commissioning team should systematically verify and document that the building and its
is provided in Appendix engineering services are pre-commissioned and commissioned in accordance with the contract
A3 of this job book documents.

© BSRIA BG 11/2010
The use of checklists and test sheets plays an essential role in allowing the commissioning team
to progressively compile documentary evidence that work has been undertaken and that the
required performance outcomes have been achieved. By adopting an agreed standard format
for these documents, the commissioning team will be able to perform pre-commissioning and
commissioning works more efficiently and compile the documentary evidence in a clear and
consistent manner.
BSRIA BG 1/2009 Building First draft operating and maintenance manuals

Services Job Book provides Operating and maintenance (O&M) manuals define the requirements and procedures for the
a template for an O&M effective operation, maintenance, decommissioning and demolition of a building. They play a
manual key role ensuring that building performance can be sustained once the client’s facilities
management team assume responsibility for operation upon building handover. The O&M
manuals also support the training initiatives for client personnel that need to take place prior to
handover of the building. The early approval of O&M manual formats will enable these
documents to be continually and correctly produced as the project progresses.
Off-site commissioning strategy

The commissioning team should endeavour to maximise the amount of pre-commissioning
work and commissioning work that is undertaken off-site. If properly executed, this will help
reduce the on-site commissioning effort required and reduce the duration of the
commissioning programme.
Off-site visual inspection, static testing, setting to work, regulation and some performance
testing can be performed on packaged plant rooms, boilers, chillers, air handling units and
electrical generators, for example. Off-site pre-commissioning work can also be undertaken on
control panels, control application software and user interface software.
This work should be precisely integrated with on-site construction and commissioning works.
The commissioning team therefore should clearly define the strategy for off-site commissioning
works as early as possible in the construction stage of the project.
4.4 Conduct commission-focused design reviews
The commissioning team should review construction drawings and technical submittals
produced by the specialist trade contractors and manufacturers. This review process should
make sure that the inherent commissionability of the design is maintained, and that no system
integrity or quality is lost through any component substitutions. This design review can be
conducted in a variety of ways. However, it is recommended that the commissioning team
should adopt the three-stage design review methodology outlined in the design stage chapter
of this job book in Section 2.4.
BSRIA’s Microclimate 4.5 Conduct mock-up performance tests

Centre has extensive
experience of creating
mock-up installations and
Before orders are placed for plant and equipment and installation works commence, the
evaluating their commissioning team should consider conducting mock-up tests to evaluate the performance of
performance specific elements of a building and its engineering services. This may be particularly valuable
where an innovative design solution is proposed, where the full-load or part-load performance
For more information go
to www.bsria.co.uk/
of an element such as a chiller or a chilled beam is uncertain, where air movement
microclimate characteristics cannot be defined, or where the project team is unsure about how different
elements of the design will interact.
A full-scale replica of an element of the design, such as office zone, computer room,
refrigerated food aisle or operating theatre can be created, and the functionality and
performance of the installation can be assessed in controlled conditions. In order for this
exercise to provide worthwhile evidence, it is important that the mock-up employs the same
design features and components that the project team is intending to use, including the same
control system logic and the same positioning of sensors.

© BSRIA BG 11/2010
Stage 4
4.6 Co-ordinate third party involvement
Third party organisations, such as utility companies, statutory authorities and project insurers
play a crucial role in the success of the commissioning process. The commissioning team
should ensure that the input of these organisations is precisely co-ordinated with construction
and commissioning works.
Utility companies should be integrated into the project team to ensure that electricity, water,
gas, drainage and telecommunications infrastructure is installed and functioning when required
by the commissioning programme.
The building control officer, fire officer, insurers or other third parties should be consulted to
define what pre-commissioning and commissioning work they would like to inspect, witness
or receive the approval documentation from. The commissioning team should aim to achieve
progressive sign-off of this work.
CIBSE Commissioning 4.7 Conduct pre-commissioning works

Codes and BSRIA
technical commissioning
guides contain detailed
Pre-commissioning is the specified systematic checking of an installation to establish its state of
guidance about readiness for commissioning. Prior to the start of these pre-commissioning works, the
installation verification commissioning team should have helped produce high quality content for the tender
and static testing documentation, clearly explained the commissioning process during specialist trade contractor
appointment, conducted pre-start commissioning workshops and ensured that all pre-start
The bibliography contains
details of these commissioning deliverables have been produced by the specialist trade contractors. All parties
publications should therefore have a shared understanding of what pre-commissioning work should be
undertaken, how this work should be performed, what documentary evidence is required, and
how this evidence should be compiled.
A selection of pro forma The commissioning team must verify and document that all installation work and static tests
pre-commissioning required by the contract documents have been undertaken and that systems have met the
checklists is provided in required performance standards. The installing contractor typically takes the lead in this
Appendix A2 of this job process. Checklists, in a format agreed by the commissioning team, should be used for this
book
purpose.
Each system’s specific pre-commissioning requirements will vary according to its physical
characteristics, but the general methodology can be considered to be composed of two
elements: verification of installation works and static tests.
Verification of installation works

The purpose of the verification of installation works is to ensure that the construction complies
with the client’s requirements and the contract documents, and to identify any issues that may
lead to functional performance problems.
The specific installation verification requirements for a system will vary according to its
particular physical characteristics. However, as the construction programme advances, installed
systems and equipment should be progressively verified to ensure that:
• Plant and equipment, such as chillers, boilers, generators, distribution boards, luminaires,
pumps, attenuators, fan coil units, and automated doors, windows, shutters, blinds and
shades are of the correct type, located correctly, clearly identified and installed in
accordance with the project specifications and manufacturers’ instructions
• Electrical, pipework and ductwork distribution systems are installed in accordance with
the design drawings and specifications, and are clearly identified
• All regulating, measuring, isolating, sensing, control and inspection devices are of the
correct type. They also need to be located, orientated and set correctly, clearly identified,
and installed in accordance with the project specifications and manufacturers’ instructions

© BSRIA BG 11/2010
• Standards of site cleanliness are acceptable.
The completion of all installation verification for a system means that the system can
then be subjected to static testing.
Electrical installations Static tests

must be inspected and Static tests are tests that validate the specified static condition of particular systems. Static tests
tested in accordance with include:
BS 7671:2008
Requirements for Electrical
Installations • hydrostatic testing of pipework
• pressure testing of ductwork
• gradient verification tests on pipework
• whole building or room pressure tests
• thermal scans of the building envelope
• wiring interlock checks and tests relating to conductor resistance
• polarity tests
• earth loop impedance tests
• short circuit current tests.
They also validate that each control loop is in place, control software starts up and shuts down
specified plant and equipment in the correct sequence, and alarms are configured with
appropriate time delays, masking and alarm categorisation to avoid unwarranted alarms, for
example.
A template for a pre- In the case of water systems, static completion is achieved when a system has been pressure
commissioning tested, flushed, cleaned, filled and vented. In a similar manner, a ductwork system will be
completion certificate is statically complete when it has been pressure tested, cleaned and blown through to remove any
provided in Appendix A3 dirt and debris.
of this job book
The completion of static testing for a system means that commissioning works can commence
with the setting to work of that system. It is recommended that the achievement of this
condition should be formally recorded using a pre-commissioning completion certificate.
4.8 Collate pre-commissioning checklists and test sheets
The provision of commissioning process verification and test records is an essential part of the
handover information provided to the client. These documents provide evidence that the
project requirements have been satisfied.
A commissioning report The commissioning team should make sure that the documentary evidence from the pre-
template is provided in commissioning works is compiled in accordance with the requirements of the contract
Appendix A4 of this job documents. BSRIA recommends that a commissioning report document should be used for
book this purpose. However, a project team may specify the integration of this evidence into its
quality management system in another manner. This should be a consistent, ongoing process as
works are executed, verification takes place and documentary evidence is approved.
4.9 Prepare for training of users and operators
A key element of a correctly executed commissioning process is the training of users and
operators, so that they are able to take safe and efficient control of the building immediately on
handover.

© BSRIA BG 11/2010
Stage 4
Observation of setting to Training requirements should be clearly identified in the commissioning specification and
work, system regulation thoroughly explained to specialist trade contractors during their appointment. The need to
and performance testing deliver high quality training material should therefore come as no surprise to these
can provide valuable
insight for client
companies.
personnel
For training to be efficiently and effectively undertaken during commissioning and pre-
Familiarisation and handover, the programme and all associated training materials should be completed before
demonstration activities
these work stages begin. As training material will be used to educate people after handover,
within the completed
building can also be of often using others as trainers, the format and clarity of the training material should take account
great value to managers, for this.
operators and building
users The client should ensure that facilities management personnel are appointed at the right
time and attend the training sessions, particularly prior to handover.
The following should be considered in relation to user and operator training:
• The division of responsibilities for the development of training materials and the delivery
of training sessions
• The training topics
• The training format. A combination of the following approaches is recommended:
- Site visits to identify systems, locate equipment, sensors and user controls and observe
functional performance testing
- Review of the as-built drawings, operating and maintenance (O&M) manuals, the
building logbook, and the building users guide
- Classroom sessions on the operation and use of environmental systems
- Classroom sessions on maintenance procedures
- Walk-about sessions on operation and maintenance procedures
• The manner in which the training will be conducted: on site, at the point of manufacture,
in the finished building and/or in the classroom
• How the training will be documented and presented: in printed documentation,
electronic files or video, for example
• The timing of training sessions: during equipment manufacture, during the commissioning
stage, during the pre-handover stage and/or after handover
• The people that need to attend the different training sessions
• The duration of training sessions
• Whether client personnel need to be trained to deliver training material.
The subject matter and level of detail for training should be in accordance with the type and
complexity of the building and engineering services. The client’s risk management strategy will
also play a part. It is recommended that the following training topics should be considered:
• Description of systems and equipment. It is recommended that site visits should be part of
a familiarisation process
• Building management system (BMS) operation and programming
• Control sequences and strategies
• Review of the O&M manuals, building logbook and the building users guide and how
they will be kept up to date
• Procedures required for normal day-to-day operation of the facility, including topics such
as seasonal changeover and manual/automatic control

© BSRIA BG 11/2010
• Procedures for operating the facility during non-standard conditions and emergency
conditions
• Adjustment instructions for elements such as dampers, valves and controls
• Troubleshooting procedures, including instructions for diagnosing performance problems,
such as poor indoor air quality and issues relating to visual, thermal and acoustic comfort
• Maintenance and inspection procedures
• Repair procedures including disassembly, component removal, replacement and
reassembly, as appropriate
• Spare parts inventories and special tool requirements
• Key warranty requirements
• The Energy Performance Certificate (EPC) and the Display Energy Certificate (DEC)
• Energy management practices
• Recommissioning of building systems
All training material and training sessions required by the contract documents must be verified
and documented by the commissioning team. Checklists, in a format agreed by the
commissioning team, can be used for this purpose.
4.10 Monitor construction progress
A means of monitoring the progress of the construction programme should be established by

the commissioning team. Construction works and commission process works are inextricably
linked, so any changes in the sequencing of construction works or any deviations from the
master construction programme need to be identified early on. This will enable the
commissioning team to determine if commissioning process activities are affected, to assess any
effects on the planned project handover date, and to propose to the project team what action
should be taken.
It is important that all parties understand that commissioning works should not be considered
to be subservient to construction works. Like construction works, site-based commissioning
activities need to be undertaken in a particular order and require a specific amount of time to
perform to the appropriate standard. If programme delays occur and the planned handover date
is under threat, the project team should consider reconfiguring construction works, rather than
compressing the time assigned for commissioning and pre-handover activities.
If no reconfiguration of construction or commissioning works is possible, the project team should

engage with the client and consider moving the handover date, rather than deliver a facility that is
not operationally ready.
4.11 Produce O&M manuals and the building logbook
The commissioning team should ensure that the production of O&M manuals and the
building logbook proceeds progressively through the construction stage of the project.
This will ensure that these documents will be of the required quality and available to
support the training of client personnel before the building is handed over.

© BSRIA BG 11/2010
Stage 5
5 Commissioning of engineering
services
CIBSE Commissioning Commissioning is the advancement of an installation from the state of static completion to full
Codes and BSRIA working order to the specified requirements. It includes setting to work of an installation, the
technical commissioning regulation of systems, and the fine-tuning of systems. In the RIBA Plan of Work, it is part of
guides contain detailed
Construction to Practical Completion (Stage K).
guidance about setting to
work, system regulation
and performance testing The specified requirements include the integrated performance of a building and its
engineering services, together with environmental, functional, operational and energy
The bibliography for performance outcomes required by the client.
details of these
publications
The commissioning process activities that have taken place since the inception of the project,
from the definition of performance requirements through system design and specification to
work programming and the execution of pre-commissioning works, have all played a crucial
role in preparing for this stage of the project. All parties should therefore have a shared
understanding of what commissioning works need to be undertaken, how they should be
performed, what documentary evidence is required and how this evidence should be
compiled.
The objective is to verify and document that the building and its engineering services are
producing the performance outcomes required by all the client stakeholders. In conjunction
with the pre-handover works, commissioning will ensure that the building is not only
physically complete, but also operationally ready and performing correctly when handed over
to the client.
Specific commissioning requirements will vary according to the configuration and complexity
of different engineering services and the particular performance outcomes required. However,
the general methodology is composed of three elements: setting to work (sometimes called
system start-up), regulation of systems, and performance tests.
Performance tests include testing of individual items of plant and equipment, testing of discrete
systems and integrated system tests. Integrated systems tests demonstrate how a building and its
engineering services work under “real life” conditions, simulating normal and emergency
operation. They should also prove that required performance outcomes, such as thermal
comfort and environmental stability, can be produced and maintained at the point of use. The
demonstration and witnessing requirements of third parties such as statutory authorities and
insurers should be carefully co-ordinated with all site-based commissioning works.
During this work stage, preparation for the training of client personnel and the development of
handover documentation, such as the O&M manuals and the building logbook should be
concluded. The involvement of facilities management personnel in the setting to work, system
regulation, and performance testing should be part of their training programme.
The commissioning team should make sure that the documentary evidence from the
commissioning process is collated in accordance with the requirements of the contract
documents. The required commissioning information also should be integrated into the O&M
manuals and the building logbook.

© BSRIA BG 11/2010
Key activities of the commissioning stage commissioning process

Perform the setting to work of systems This work should be conducted in accordance with the commissioning
Verify and document that the required performance outcomes have specification, approved method statements and manufacturers’
been achieved guidelines.
documentary evidence that required outcomes have been achieved
See 5.1
Perform regulation and fine-tuning of systems This work should be conducted in accordance with the commissioning
Verify and document that the required performance outcomes have specification, approved method statements and manufacturers’
been achieved guidelines.
See 5.2
Undertake performance testing of the building and its engineering These performance tests need to include integrated systems testing
services and clients requirements testing, as specified in the contract
Verify and document that the required performance outcomes have documentation
been achieved This work should be conducted in accordance with the commissioning
specification, approved method statements and manufacturers’
guidelines.
See 5.3
Monitor progress of commissioning and construction works A commissioning progress report template is provided in Appendix A4
of this job book
The issue of commissioning progress reports should be scheduled to
provide input to the construction progress meetings held by the
project team
See 5.6
Finish the production of the O&M manuals and the building logbook The BSRIA BG 1/2009 Building Services Job Book provides a template for
and integrate the required commissioning information an O&M manual and a building logbook
See 5.7
Co-ordinate third party involvement in the commissioning works The witnessing requirements of statutory authorities and other third
parties, such as insurers, should precisely managed
The BSRIA BG 1/2009 Building Services Job Book provides a statutory
inspections checklist
See 5.8
Involve facilities management personnel in commissioning works These site-based activities form part of a wider training initiative for
client stakeholders
in the different training initiatives
See 5.9
Collate the commissioning checklists and test sheets in the format A project team can present evidence from the commissioning process
agreed by the commissioning team in a variety of ways. A commissioning report template is provided in
See 5.10
See 5.11

© BSRIA BG 11/2010
Stage 5
CIBSE Commissioning 5.1 Setting to work of engineering services

Codes and BSRIA
technical commissioning
guides contain detailed Setting to work is the process of setting a static system into operation. It validates that systems
guidance about setting to and equipment are ready for regulation, automatic control and performance testing.
work, system regulation
and performance testing The setting to work procedures used by the commissioning team will vary according to the
The bibliography for specific characteristics of the systems and equipment being commissioned. However, all setting
details of these to work should be undertaken in accordance with an approved commissioning method
publications statement, the requirements of the commissioning specification and manufacturers’ guidelines.
The setting to work of a heating or cooling system pump will involve activities such as those
shown below, for example:
• Checks prior to pump start, such as positions of valves and functionality of automatic
control valves
• Checks during the initial run of the pump, such as direction and rotation speed of the
motor, vibration, noise and running current balance between phases
• Checks during the running-in of the pump, such as bearing and motor temperatures and
strainer cleanliness.
The setting to work of special electrical systems, such as fire alarm, security, closed circuit
television (CCTV) and the telephone system, should cover point-to-point and response testing
of all connected devices, alarms and interfaces, for example.
An example of a setting The commissioning team must document that all setting to work required by the contract
to work checklist is documents has been undertaken in accordance with manufacturers’ guidelines and that the
provided in Appendix A3 required performance standards have been met. This documentary evidence should be
of this job book recorded on checklists approved by the commissioning team.
5.2 Regulation of systems
Regulation is the process of adjusting the operation of systems with reference to a standard or
purpose. The objective is to achieve performance in accordance with specified values and
within specified tolerances.
An example of a system Regulation of electrical systems includes activities such as varying the output of luminaires by
regulation record sheet is managing the control gear, calibrating light sensors and adjusting occupancy sensor sensitivity.
provided in Appendix A3 The specific regulatory requirements for an air or water system will vary according to the
of this job book particular physical characteristics and the performance tolerances imposed on the system.
However, on-site regulation for these systems involves two basic processes:
• The adjustment of branch regulating valves or dampers to obtain branch flow rates that are
in correct ratio to each other. This is achieved by proportional balancing
• The adjustment of the total flow rate generated by a pump or fan to obtain the design
flow rate. This can be achieved by varying the pump or fan speed, adjusting the
equipment’s regulating valve or damper, or by changing the impeller.
All system regulation should be undertaken in accordance with an approved

commissioning method statement, the requirements of the commissioning specification
and manufacturers’ guidelines.
The commissioning team must document that all system regulation required by the
contract documents has been undertaken and that the required performance standards have
been met. Documentary evidence should be recorded on checklists approved by the
commissioning team.

© BSRIA BG 11/2010
BG 1/2009 Building 5.3 Performance testing
Services Job Book
provides a checklist of
statutory inspections Performance testing is the testing of a system or grouping of systems to determine if certain
and tests for building performance criteria are met.
services systems
Performance test procedures will vary according to the specific characteristics of the
systems and equipment under test, and the required performance outcomes. However, all
performance testing should be undertaken in accordance with an approved commissioning
method statement, the requirements of the commissioning specification and manufacturers’
guidelines.
Individual items of plant and equipment should be tested first, followed by testing of discrete
systems such as fire alarms, security, CCTV, telephones, power, lighting, heating, cooling,
ventilation and smoke evacuation. The building’s systems should then be subjected to
integrated systems testing to demonstrate that they work as a whole and deliver the
performance outcomes required by managers, operators, users and statutory authorities.
The systems should be run through all the control system’s sequences of operation and
different normal operation modes, such as varying heating and cooling loads, different external
temperatures, and occupied and unoccupied states. They should then be tested in emergency
operation scenarios, such as power failure, component failures, and fire alarm to prove that the
building can function safely under life safety conditions, and recover to specified design states
following exposure to extreme operating conditions.
Examples of performance Performance tests should verify the ability of the building and its engineering services to
test sheets are provided deliver and maintain the specified performance outcomes at the points of use in the building.
in Appendix A3 of this This may relate to criteria such as temperature, humidity, sound level, air movement,
job book reverberation, time, illuminance, glare, on-floor vibration, indoor air quality and room
pressurisation, or environmental stability in specialist facilities such as cold rooms or clean
rooms. Particular system continuous operational performance tests such as a 7-day test, a night
time test or a daytime test may be specified. Simulated loads may be required to perform these
tests.
The commissioning team must document that all performance testing required by the contract
documents has been undertaken and that the required performance outcomes have been met.
Documentary evidence should be gathered using approved checklists.
BG 1/2009 Building 5.4 Adopt safe working procedures

Services Job Book
provides an overview of The adoption of safe working practices that promote good worker health is a pre-requisite for
both the CDM
regulations and
all site-based commissioning works.
construction legislation
A wide range of legislation including Acts of Parliament and Statutory Instruments are applicable
to building services. EU Directives are implemented in the UK through amendments to existing
regulations or new regulations.
The principal contractor, as defined in the Construction (Design and Management) Regulations
2007, has the lead responsibility for ensuring high standards of workforce health and safety are
maintained on site. This includes works associated with the commissioning process, so the
commissioning team should support the principal contractor with this aspect of project
delivery.

© BSRIA BG 11/2010
Stage 5
BG 1/2009 Building The specific approach to the health and safety of personnel involved with commissioning
Services Job Book works on site will depend on the nature and location of the work. However, the following
provides risk
general guidelines apply to all site-based commissioning works:
assessment and method
statement templates
• Risk assessments should be undertaken for site commissioning works
• Method statements should be produced for site commissioning works and clearly
explained to the people undertaking the work
For more information • Personnel must receive adequate training in safety matters before working on site and be
about the Construction in possession of a Construction Skills Certification Scheme (CSCS) card
Skills Certification
Scheme (CSCS) card, • Personnel involved with site commissioning works must be issued with, and be trained to
go to www.cscs.uk.com use, appropriate personal protective equipment (PPE)
• A permit to work system should be employed by the project team
• Electrical equipment should be isolated using locked-off and local isolators before work
commences. Live work should only be undertaken when there is no reasonable alternative
• Adequate safety barriers and clear warning notices should be employed when working on
live panels
• Remotely-controlled plant and equipment should be clearly labelled and made safe during
testing
• A responsible person on site should be made aware of the location of commissioning
personnel and the nature of their work.
5.5 Use appropriate site instruments
A wide variety of instrumentation will be required for the commissioning procedures on

site. It is essential that the instrumentation is appropriate to the task being undertaken, is in
proper operating condition and is used in accordance with the manufacturers’ instructions.
A great deal of time can be wasted by using the wrong kind of instrument or by trying to
manage with too few instruments, so the instrumentation strategy should be thoroughly
thought-through prior to the start of setting to work, system regulation and functional
performance testing.
BSRIA Instrument Although the requirements of the commissioning specification and manufacturers’ detailed
Solutions provides instructions must always be observed, the following instructions will generally apply to all
expert guidance about instruments used to commission systems:
commissioning
instrumentation. It can
also provide all the • Select an instrument that has an operating range greater than the maximum expected
instrumentation range
required for on site
commissioning activities • Read the operating instructions before using the instrument
www.bis.fm
• Visually inspect the instrument to check for damage
• Check that the instrument has a calibration certificate that is not more than 12 months
old.
When performing tests, readings should be recorded on the appropriate pro forma, together
with the range setting of the test instrument and any other information that may be needed to
correct or interpret the results.

© BSRIA BG 11/2010
5.6 Monitor the progress of commissioning and construction works
On a typical project, the commissioning team will be conducting commissioning works on

particular systems while construction works are being performed elsewhere. The
commissioning team should closely monitor the progress of site works. Any changes in the
sequencing of construction works or any deviations from the master construction programme
need to be identified as early as possible. This will enable the commissioning team to
determine if commissioning process activities are affected, assess the effects on the planned
project handover date, and propose to the project team what action should be taken.
It is important that all parties understand that commissioning works should not be considered
as subservient to construction works. Like construction works, they need to be undertaken in a
particular order and require a specific amount of time to perform to the appropriate standard. If
programme delays occur and the planned handover date to the client is under threat, the
project team should consider reconfiguring construction works, and not just compress the time
for commissioning and pre-handover works.
If no reconfiguration of construction or commissioning works is possible, the project team

should discuss with the client the possibility of moving the handover date, rather than deliver a
facility that is not operationally ready.
BG 1/2009 Building 5.7 Finish O&M manuals and the building logbook
a template for an O&M
manual and a building
The operating and maintenance (O&M) manuals and the building logbook play a vital role in
logbook enabling the facilities management team to safely and effectively operate their building and
sustain its performance over the long-term. This documentation is also required to support the
training of client personnel prior to handover of the building.
The commissioning team should make sure that documentation is complete and accurate prior
to training during the pre-handover stage. All required commissioning information should be
correctly integrated into the O&M manuals and building logbook, in accordance with the
requirements of the commissioning specification.
5.8 Co-ordinate third party involvement
The building control officer, fire officer, environmental health officer and other third parties
such as project insurers play a crucial role in the success of the commissioning process. These
third parties need to be consulted to define what commissioning work they would like to
inspect, witness or receive the approval documentation from.
Once the requirements of these parties have been determined, the commissioning team should
precisely manage their involvement in the commissioning process in order to achieve
progressive sign-off of commissioning work.
5.9 Involve facilities management personnel
BSRIA recommends that facilities management personnel should observe setting to work,
system regulation and performance testing activities. This valuable insight, when integrated
with classroom-based training sessions, will enable these people to take safe and efficient
control of their building immediately on handover.
The commissioning team should urge the client to have the foresight to see the benefits of this
demonstration and familiarisation work and structure its human resources strategy accordingly.

© BSRIA BG 11/2010
Stage 5
5.10 Collate commissioning checklists and test sheets
The provision of commission process verification and test records is an essential part of
the handover information provided for a building. These documents provide evidence
that the required performance outcomes have been achieved. Furthermore, knowledge
of the way in which a system has been set up for operation plays a vital role in any
improvement, modification or fine-tuning works that may take place after handover.
BSRIA recommends that a commissioning report document should be used for this
purpose. However, a project team may specify the integration of this evidence into its
quality management system in another manner. This should be a consistent, ongoing
process as works are executed, verification takes place and documentary evidence is
approved.

© BSRIA BG 11/2010
6 Pre-handover
The aim of the pre-handover stage is to ensure that by the time a building is handed over it is
not just physically complete, but is also ready for operation and use. During this work stage,
great care therefore should be given to system and equipment demonstration, training of users
and operators, and compilation of all technical and statutory handover documentation.
In the RIBA Plan of Work, pre-handover is part of Construction to Practical Completion

(Stage K).
Clients play a key role in the success of this work stage. If staff are not in place to attend
demonstration and training sessions, initial problems with operation and use of the building are
virtually guaranteed, even where the commissioning process has proved that systems perform
in accordance with the client’s requirements.
During the pre-handover stage, the project team needs to undertake migration planning
for the incoming building users and ensure that there are no gaps in the planned initial
occupation assistance and post-occupancy aftercare services.
More details on the The commissioning process during pre-handover

roles and
responsibilities for the
pre-handover stage can Users, operators, and building managers need to clearly understand the building and its
be found in BSRIA engineering services, so they take safe and effective control of the building immediately
BG 4/2009 Soft Landings upon handover. This is achieved by passing client personnel through classroom-based
Framework training and building-based familiarisation or demonstration activities. The completion of
as-built drawings, operation and maintenance (O&M) manuals, the building logbook and
the building user’s guide should be programmed to support training activities.
The commissioning team should also check the adequacy of all commissioning process
checklists and test sheets and make sure that all required evidence is collated in the agreed
format. Commissioning information also should be properly integrated into handover
documents such as the O&M manuals and the building logbook.
The commissioning team should also ensure that post-handover activities will be in place to
evaluate and sustain building performance.

© BSRIA BG 11/2010
Stage 6
Key activities of the pre-handover stage commissioning process

Verify the quality of the documentary evidence from commissioning A project team can present evidence from the commissioning process
process works in a variety of ways. A commissioning report template is provided in
See 6.1
Ensure a building users guide has been produced and circulated The BSRIA BG 1/2009 Building Services Job Book provides a template for
a building users guide
See 6.2
Conduct training of users and operators In addition to classroom-based activities, this may include building-
based demonstration and familiarisation activities with client
stakeholders
in the different training courses
See 6.3
Ensure that all required statutory documentation has been produced The BSRIA BG 1/2009 Building Services Job Book provides information
about the Energy Performance of Buildings Directive, statutory inspections
and handover documentation
See 6.4
Update the client brief and the design brief This should reflect approved changes, additions and deletions. This
may include changes to required performance outcomes or
acceptance criteria
See 6.5
Update the commissioning plan to include information relating to See 6.6
subsequent stages of the project
• Producing reports on the progress of commissioning process
works.
See 6.7
6.1 Verify the commissioning documentation
Prior to handover of the building, the commissioning team should check that the documentary
evidence from the pre-commissioning and commissioning works is clear, correct and compiled
in accordance with the requirements of the contract documents.
BSRIA BG 1/2009 6.2 Circulate the building users guide

Building Services Job Book
provides a template for The building user’s guide should be a short, easily understandable document for non-technical
a building users guide
building occupants, not necessarily aimed at the facilities management and maintenance staff.
Guidance should be sought from the client to determine if the document should be produced
in large print, Braille or audio versions to meet the needs of their personnel.
To achieve a BREEAM credit rating for a building users guide, there are specific criteria to be
met. Guidance about these criteria is provided in BSRIA BG 9/2010 Building Manual.
The users guide will be produced by the design team and the commissioning team should
make sure that this document is ready to support the training initiatives involving users.

© BSRIA BG 11/2010
6.3 Conduct training of users and operators
Problems that occur after handover can often be traced back to insufficient understanding of
the building, its engineering services and its user interfaces. Too often, buildings start their
operational lives with operational personnel who do not understand the design intent and are
unfamiliar with the systems provided and how to use them.
A training programme undertaken during the pre-handover stage of the project is the
commissioning team’s opportunity to ensure that the building’s users and operators are able to
assume safe and efficient control of the building. The client plays a key role in the success of all
training works by ensuring that the appropriate people attend when required.
The commissioning team should verify and document that all contractual requirements relating
to the production of training material and the delivery of training sessions have been met.
Evidence of attendance at training sessions should also be collected. Approved checklists should
be used for this purpose.
BSRIA BG 1/2009 Building 6.4 Produce statutory documentation

information about Energy
Performance of Buildings
Certain statutory inspections need to take place before a building can be handed over. These
Directive, statutory apply to a diverse range of building services systems including lifts and escalators, water
inspections and handover distribution, escape route pressurisation, fire detection and alarms, electrical distribution,
documentation emergency lighting, public address, lightning protection and drinking water. The Energy
Performance of Buildings Directive also requires an Energy Performance Certificate (EPC) to be
produced.
The Building Regulations require a notice confirming that a commissioning plan has been
followed and that a building’s performance is in accordance with the design. This notice
should be signed by someone suitably qualified, such as a member of the commissioning
specialists association. The Building Regulations also require the provision of information about a
building, its fixed building services and their maintenance. The building logbook can fulfil this
function.
The commissioning team should make sure that all test certificates needed to demonstrate
compliance with statutory requirements have been produced and filed in accordance with the
contract documents.
6.5 Update the client brief and the design brief
Prior to handover of the building to the client, the client brief and the design brief should
be updated to reflect any changes that have been approved by the client during
construction and commissioning stages. These changes may relate to system layouts,
equipment selection, environmental performance criteria, and control protocols, for
example.
A commissioning plan 6.6 Update the commissioning plan

template is provided in
Appendix A1 of this job
book
Before handing the building over to the client, the commissioning team should review and
update the commissioning plan to ensure that any changes made, or knowledge gained,
during the construction, commissioning and pre-handover works are reflected in the
commission process works associated with the initial occupation and post-occupancy
aftercare stages of the project.

© BSRIA BG 11/2010
Stage 6
It is important to make sure that there are no gaps in the post-handover services to be provided
to the client by the commissioning team and that there is continuity of delivery between the
pre-handover and initial occupation stages. Each commissioning team member should also
clearly understand the division of roles and responsibilities for these post-handover activities.

© BSRIA BG 11/2010
7 Initial occupation
Guidance about this Initial occupation covers the crucial first eight weeks of building occupation, when systems are
initial occupation stage most likely to display operational characteristics that need attention, and when expertise should
is available from BSRIA be available on site to resolve them. Experience shows that unless problems are identified and
BG 4/2009 Soft Landings resolved in the first few weeks of operation they are more likely to remain unresolved, often
Framework
lurking just below the radar of the project team to become low-level but chronic shortcomings
in the building’s long-term operation.
In the RIBA Plan of Work, this stage is part of Post-Practical Completion, (Stages L1 and L2).
The commissioning process during initial occupation
The commissioning team’s role during the initial period of occupation is to assist users and
operators to learn how to operate their building and to understand how its systems work. It
also provides an opportunity for the project team to learn from observing the building in use
and from liaising with building users. The commissioning team’s responsibilities include
• Spotting, responding and helping to deal with issues that emerge during initial occupation
• Introducing users to how their new building operates
• Introducing users to local controls
• Receiving feedback from users
• Helping the facilities management team with initial operation of the building, including
the use of energy meters and monitoring systems
• Observing how occupants use the building, logging conflicts, and noting unanticipated
interactions between systems
• Using initial feedback to undertake any fine-tuning and debugging that may be required
• Modifying and updating the building users guide as necessary
• Continued training of client personnel
• Producing a lessons-learned report on the commissioning process.
The size and complexity of the building, together with the migration programme for
occupants, will influence how much initial effort will be required and over what period.
However, it is recommended that one person should act as the focal point for commissioning
process works during this project stage.

© BSRIA BG 11/2010
Stage 7
Key activities of the initial occupation stage commissioning process

Introduce users to their building and show how it operates The building users guide should be circulated to all staff that will be
occupying the building
See 7.1
Help the facilities management team with initial building operation This should include assistance with environmental and energy
monitoring in operation
BSRIA runs the benchmarking forum for clients. For more information
go to www.bsria.co.uk/services/fm/benchmarking
See 7.2
Observe occupant use of the building and fine-tune systems where See 7.3
necessary
Update commissioning records in accordance with any approved A project team can present evidence from the commissioning process
changes in a variety of ways. A commissioning report template is provided in
See 7.4
Update the O&M manuals, building logbook and user guide in The BSRIA BG 1/2009 Building Services Job Book provides a template for
accordance with any approved changes an O&M manual and a building logbook
See 7.4
Produce a lessons-learned report on the commissioning process See 7.5
• Producing reports on the progress of commissioning process works..
See 7.6
7.1 Introduce users to their buildings
The commissioning team should help users to get to know their building during the initial
period of occupation. The team should be visible and the occupants should be clearly informed
that assistance is being provided.
It is recommended that the commissioning team should have a workstation in an easily

accessible location, near to the reception or staff restaurant, for example. The team should also
conduct walkabouts to resolve questions raised by occupants, introduce users to local controls
and observe how the building is working and being used. Many initial queries typically relate
to the use of unfamiliar mechanical, electrical and control systems and environmental control
strategies.
This work will complement the formal training of building users, and reinforce the contents of
the building users guide.

© BSRIA BG 11/2010
7.2 Help the FM team with building operation
At building handover, the facilities management team will assume responsibility for building
operation and building documentation, such as the O&M manuals, building logbook and
building user’s guide. The commissioning team has detailed knowledge of the design intent,
system layouts, interactions between systems, location of sensors and control logic, for
example. This knowledge should be used to support managers and operators during the initial
occupancy stage when they are getting to know their building.
The building’s facilities management team should be properly resourced, so they have the skills
and time to take advantage of the valuable service provided by the commissioning team.
7.3 Troubleshooting and fine-tuning
During the initial period of occupation, the commissioning team should observe the building
in use and monitor building and system performance. When combined with the feedback
received from personal interaction with building users, this insight will enable the
commissioning team to determine if performance outcomes are in accordance with the design
intent and the client stakeholder requirements.
The commissioning team should work together with the facilities management team to
troubleshoot any performance problems and fine-tune the building’s engineering services. This
work may include adjusting set points, the sensitivity and time limits of occupancy sensors, and
improving the interaction of sensors with the air-conditioning and lighting systems.
7.4 Update project documentation
Any approved changes made by the commissioning team during the initial period of
occupation need to be reflected in the commissioning records, O&M manuals, building
logbook and building users guide.
These documents play an important role in sustaining building performance and will remain
with users and operators after the commissioning team has departed the project. They
therefore need to be continually updated during the life of the building to reflect the current
state of the building and its engineering services.
7.5 Produce a lessons-learned report
Before the end of the initial occupation (typically two months after handover), the
commissioning team should conduct a lessons-learned workshop to identify the successes and
areas for improvement of the commissioning process.
The benefit of producing a lessons-learned report at this point in time is that the activities that
took place prior to handover will still be fresh in the minds of the commissioning team
members, and the team will have an initial idea of how the building is performing in use.

© BSRIA BG 11/2010
Stage 8
8 Post-occupancy aftercare
Whole-life value is ultimately a function of how well a building and its engineering services
perform and whether this can be sustained over the long-term. The post–occupancy aftercare
service provided by the construction project team plays a crucial role in helping the client sustain
high levels of building performance.
This is the final stage of the project and in the RIBA Plan of Work, it is part of Post-Practical
Completion (Stages L1 and L3).
Further guidance about The post-occupancy aftercare stage of the project, as defined in the Soft Landings Framework,
the post-occupancy can last for up to 36 months after occupation. This period of professional support is an
aftercare stage is opportunity for the project team to undertake the following tasks
available from BSRIA
BG 4/2009 Soft Landings
Framework • Resolution of all defects during the 12-month defects liability period and closure of this
element of the contract with the client
• Assessment of the new facility to establish its fitness for purpose and whether the client’s
requirements have been satisfied
• Long term fine-tuning of the building and its engineering services
• Systematic and structured monitoring and measurement of building performance,
nominally at month 12 and month 24
• Evaluation of all aspects of the building’s performance in order to inform future projects.
More details on the The commissioning process during post-occupancy aftercare

roles and
responsibilities for the
pre-handover stage can
The post-occupancy aftercare stage of the project is an opportunity for the commissioning
be found in BSRIA team to undertake seasonal commissioning works, and fine-tune engineering services as loads,
BG 4/2009 Soft Landings layouts and usage patterns evolve. It also provides an opportunity to understand the reasons
Framework why building performance has exceeded, met or failed to meet the design intent and
stakeholder expectations.
These activities will also help facilities staff and occupants to get the best out of their buildings,
help reduce energy consumption, and ensure that wider sustainability objectives are met. Long
term engagement by the project team will also provide valuable evidence that can be employed
to improve performance outcomes on future projects.
The commissioning team should ensure that electricity, fuel and water consumption is being
monitored, because this evidence will be used to inform the client and the design team how
close the building is performing to the design intention. The results will influence any fine-
tuning.

© BSRIA BG 11/2010
Key activities of the post-occupancy aftercare stage commissioning process

Carry out seasonal commissioning See 8.1
Fine tune the building and its engineering services See 8.2
Collect and review evidence about building performance This should include environmental, electricity, energy and water
performance, system interaction and periodic occupant satisfaction
surveys
See 8.3
Update the commissioning records, O&M manuals and the building See 8.4
logbook in accordance with any seasonal commissioning and fine
tuning works
Produce a lessons-learned report comparing building performance This report should be produced twelve months after handover
with, client stakeholder expectations, design intent and and contain suggestions for two improvement interventions during
benchmarks the second year of aftercare
See 8.5
• Monitoring progress of commissioning progress activities
• Producing reports on the progress of commissioning process
works
• Updating the commissioning process issues log.
See 8.6
8.1 Seasonal commissioning
Seasonal commissioning is the testing of a building and its engineering services during peak
heating and cooling load seasons, as well as part-load conditions in spring and autumn. During
the post-occupancy stage of the project, the commissioning team should conduct seasonal
commissioning to validate the performance of the building and its engineering services in all
operational conditions.
Seasonal commissioning procedures will vary according to the specific characteristics of the
systems and equipment being commissioned. The commissioning team will also need to
consider that the building is a fully operational facility. All seasonal commissioning should be
undertaken in accordance with an approved commissioning method statement, and within the
requirements of the commissioning specification and the day-to-day operational needs of the
building’s users.
The commissioning team should document that all seasonal commissioning required by the
contract documents has been undertaken and that the required performance outcomes have
been met. Approved checklists and test sheets should be used for this purpose.
8.2 Fine-tune the building
The commissioning team should work with the facilities management team to evaluate
building performance problems and fine-tune the building’s engineering services. This work
may include adjusting set points, sensitivity and time limits of occupancy sensors, and
improving their interaction with the air conditioning and lighting system, for example.

© BSRIA BG 11/2010
Stage 8
As different energy loads and usage patterns emerge, the commissioning team should fine-tune
the building and its engineering services to ensure that high levels of performance are
sustained.
8.3 Building performance studies
The monitoring, measurement and analysis of building performance will enable the
commissioning team to continually improve business, operational and behavioural outcomes
for the client. It will also help compile valuable evidence that can be used to improve the
delivery process and performance outcomes on other projects. This collection and
interrogation of evidence can be split into three categories:
• Environmental, electricity energy and water performance

• Other performance evidence
• Occupant satisfaction surveys.
BSRIA BG 1/2009 Environmental, electricity, energy and water performance

Building Services Job Book The commissioning team should measure environmental performance, such as energy
guidance about energy consumption and resultant carbon dioxide emissions. The team should also keep a watchful
audits, surveys and
eye on internal environmental criteria such as illumination, glare, temperature, humidity, and
certification
air movement, and also identify any unanticipated conflicts between systems.
Gas, electricity and water consumption data should be reconciled against utility bills and meter
readings, and compared to design targets and national benchmarks. Logs of half-hourly
electrical consumption can indicate if equipment is coming on too early or left on
unnecessarily at night, during weekends or over holiday periods, for example
For more information BSRIA runs a benchmarking forum for clients. There are many sources of benchmark data for
go to www.bsria.co.uk/ energy consumption in different building types, such as CIBSE TM46 Energy Benchmarks and a
services/fm/
range of documents from the Carbon Trust, www.carbontrust.co.uk.
benchmarking
Other performance evidence

In addition to environmental and energy performance, the commissioning team also should
examine the functionality, operability and usability elements of building performance. This
may include looking at emerging patterns of use and the effect these have on hours of
occupation and cleaning regimes. It may involve looking at interaction issues between the air
conditioning systems and automated windows, or the interaction between automated solar
shading and the lighting system for example. Post-completion additions, such as
communication rooms and computer servers, should be assessed for the effect that they have
on building loads and hours of operation, for example. The maintenance needs of the building
services systems and maintenance costs should also be examined.
BSRIA BG 1/2009 Occupant satisfaction surveys

Building Services Job Book Occupant surveys play an important role in evaluating the building’s comfort and usability
provides guidance about performance against design targets and client stakeholder expectations. They also create a set of
occupant surveys evidence that can be compared against the numerical energy and environmental performance
evidence.
In many instances, occupant discomfort is linked to poor energy performance. If the heating,
cooling and ventilation systems are poorly regulated and controlled, internal environmental
conditions will be unsatisfactory. This may lead occupants to open windows while the air-
conditioning system is operating or interfere with user controls, for example. This will
inevitably be reflected in electricity and gas consumption.

© BSRIA BG 11/2010
The project team should not view such reactions as being the fault of the occupiers. More
often than not, such behaviour is usually a cry for help rather than a wilful abuse of systems.
Facilities managers should be trained to spot the early signs of distress and know how to react
in the correct way, which is to listen to complaints and deal with underlying causes rather than
blame other parties.
A range of formal portfolio assessment methods are hosted by the Usable Buildings Trust, at
www.usablebuildings.co.uk and in BG 1/2007 Handover, O&M Manuals and Project Feedback –
A Toolkit for Designers and Contractors.
8.4 Produce a lessons-learned report
Project teams need to learn what works and what doesn’t, and to ensure that each building
they deliver is better than the one that’s gone before. It is what the Usable Buildings Trust calls
a “new professionalism” in the relationship between performance outcomes and design
intentions. This philosophy does not only deliver benefits to construction industry clients. It
also enables construction project teams to undertake projects with greater predictability of
time, cost and quality with associated enhancement of reputation and profitability.
The collection and review of evidence should provide a wealth of information. It is

recommended that the commissioning team should conduct a lessons-learned workshop about
building performance 12 months after handover. At this point in time seasonal commissioning
works will have been undertaken, the building and its engineering services will have settled
down into regular patterns of use and occupant behaviour, and the facilities management team
and users will have experience of living with the building.
The subsequent lessons-learned report should be written less as a post-mortem and more as a
document that will help sustain and improve the building’s performance. It should provide
valuable insights to project teams at the beginning of their respective commissioning processes.
8.5 Update commissioning records, O&M manuals, building logbook

and building users guide
Any approved changes made by the commissioning team during the post-occupancy aftercare
stage need to be reflected in the commissioning records, O&M manuals, building logbook and
building users guide.
These documents play an important role in sustaining building performance and will remain
with users and operators after the commissioning team has departed the project. They
therefore need to be continually updated during the life of the building to reflect the current
state of the building and its engineering services

© BSRIA BG 11/2010
Appendix A1: Commissioning and the
building regulations
The Building Regulations apply to building work in England & Wales and set standards for the
design and construction of buildings to ensure the safety and health for people in or about
those buildings. They also include requirements to ensure that fuel and power is conserved and
facilities are provided for people, including those with disabilities, to access and move around
inside buildings. Practical guidance on ways to comply with the functional requirements in
the Building Regulations is contained in a series of Approved Documents.
The non-domestic Approved Document L2A Conservation of Fuel and Power in New Buildings other than Dwellings
building services (ADL2A) and Approved Document L2B Conservation of Fuel and Power in Existing Buildings
compliance guide is a other than Dwellings (ADL2B) and Approved Document F Means of Ventilation (ADF), provide
useful source of guidance on commissioning.
information about
compliance with Part L of
the Building Regulations These Approved Documents recommend that construction project teams provide a design stage
commissioning plan when documents are submitted for statutory approval with the responsible
building control body. The use of the templates in BSRIA BG 8/2009 Model Commissioning
Plan is suggested.
These Approved Documents state that commissioning should follow the procedures in CIBSE
Commissioning Code M and the HVCA document, DW/143- A Practical Guide to Ductwork
Leakage Testing. Commissioning Code M refers to other CIBSE Commissioning Codes, BSRIA
commissioning guides and other documents.
The Building Regulations also requires construction project teams to give a notice to the local
authority confirming that a commissioning plan has been followed, and that the building’s
performance is reasonably in accordance with the actual design. Someone suitably qualified,
such as a member of the Commissioning Specialists Association, the HVCA Commissioning
Croup or the Lighting Industry Commissioning Scheme, should sign this notice.
ADL2A and ADL2B also state that construction project teams can comply with the
requirement for the provision of information about the building, the fixed building services
and their maintenance if they follow the guidance in CIBSE TM 31-Building Log Book Toolkit.
All of the Approved Documents, and key 2nd tier documents, can be downloaded from the
Planning Portal website (www.planningportal.gov.uk).

© BSRIA BG 11/2010
Appendix A2: Commissioning process plan
template
1) Purpose of the commissioning plan
Please refer to the preparation stage, Section 1.6 for information about commissioning plans.
2) General project information
Project name
Project address
Project description
Client details
Key project statistics
Scheduled start date
Scheduled completion date
3) Commissioning team information
Team member description Name Contact information
Phone:
Client Representative (C)
Email:
Project Manager (PM)
Main Contractor/ Construction

Manager (CM)
Commissioning Management Specialist
(CMS)
Architect (A)
Mechanical Engineer (ME)
Electrical Engineer (EE)
Mechanical Contractor (MC)
Electrical Contractor (EC)
Controls Contractor (CC)
Commissioning Engineer (CE)
Facilities Management Manager (FM)
Equipment Suppliers (ES)
Project Cost Consultant (PCS)

© BSRIA BG 11/2010
4) Systems to be commissioned
Heating, ventilation and air-conditioning systems

Element description Yes/No Notes and comments
Heat generation plant
Cooling generation plant
Chilled water systems
Refrigeration systems
High temperature hot water systems
Low temperature hot water systems
Steam heating systems
Ventilation systems
Smoke evacuation systems
Gas installations
Electrical and control systems

High voltage power systems
Low voltage power systems
Lighting installations
Security systems
Public address systems
Emergency power systems
Uninterruptible Power Supply (UPS)

systems
Standby generators
Fire and smoke alarm systems
Communication systems
Public address/paging systems
Lightning protection systems
Information and communication

technologies (ICT) installations
Building management system
Renewable power generation

© BSRIA BG 11/2010
Plumbing systems
Drainage systems
Domestic hot and cold water systems
Specialist building services systems

Lifts
Escalators
Compressed air systems
Sprinkler installations
Medical gas systems
Automated doors and windows
Other…
Building envelope systems

Whole building pressure test
Automated doors and windows
Automated blinds
Automated shading
Other…

© BSRIA BG 11/2010
5) Roles and responsibilities
Support
Stage Activities Lead role Comments
role
Form the commissioning team
Review lessons learned about the performance

of buildings, and the commissioning process on
similar projects
Clearly identify the performance outcomes
needed by the client and ultimate end-users
Help produce a client brief document that

Preparation
clearly describes the performance outcomes

expected for the project
Help produce a design brief document that
correctly represents the client’s performance
requirements
Help produce an initial commissioning plan in

response to the client brief and design brief
Ensure that a budget will be assigned to

undertake commissioning process activities
Undertake commissioning team administration
Support
role
Appoint a commissioning management specialist

Review the design brief with the client to
ensure that it properly expresses the
performance outcomes required from the
building and the engineering services
Employ learning from previous projects to help
ensure that the required performance
outcomes will be produced for the client
Perform commissioning-focused design reviews
Commence preparation of the commissioning
specification
Design
Make sure that the project cost plan is

configured to include all the commissioning
process activities described in the
commissioning plan
Ensure commissioning process activities have
been clearly and logically integrated into the
overall programme of work for the project
Update the client brief and the design brief as
approved changes, additions or deletions are
made to the design
Update the commissioning plan to reflect
briefing and design changes and to include
information for subsequent project stages

© BSRIA BG 11/2010
Support
role
Perform a commissioning-focused review of the

design
Update the client brief and the design brief as
approved changes, additions or deletions are
made to the design: revisit the client’s
requirements
Finish the commissioning specification
Update the commissioning plan
Pre-construction
Make sure that the requirements of the

commissioning process are clearly defined in
the tender documentation that is issued to the
specialist trade contractors
Ensure that the commissioning process is
clearly explained to specialist trade contractors
during the appointment process
Verify the capability of specialist trade
contractors to meet the requirements of the
Make sure that the requirements of the
commissioning process are clearly defined in
the contract documentation of specialist trade
contractors

© BSRIA BG 11/2010
Support
role
Conduct pre-start commissioning workshops
Produce a detailed commissioning programme
Produce first draft O&M manuals, commissioning

method statements, and an off-site commissioning
strategy before the start of installation works:
Conduct a commissioned-focused review of
construction drawings
Review technical submittals to ensure that the
requirements of the commissioning process are
being met
Conduct mock-up performance tests

Construction
Co-ordinate third party involvement in the

Conduct pre-commissioning works, involving
verification of installation works and static tests.
Verify and document that the required
performance outcomes have been achieved
Collate the pre-commissioning checklists and test
sheets in the format agreed by the commissioning
team
Monitor progress of commissioning process
activities and construction works
Produce training courses and a training programme

for users and operators
Ensure that continual progress is made with the
production of the O&M manuals and the building
logbook

© BSRIA BG 11/2010
Support
role
Perform the setting to work of systems. Verify and

document that the required performance
Carry out regulation of systems. Verify and
document that the required performance
Undertake performance testing of the building and
its engineering services. Verify and document that
the required performance outcomes have been
achieved
Involve facilities management personnel in the
Commissioning
commissioning works
Co-ordinate third party involvement in the
commissioning works
Collate the commissioning checklists and test
sheets in the format agreed by the commissioning
team
Finish producing the training courses and training
programme for users and operators
Finish the production of the O&M manuals and the
building logbook and integrate the required
commissioning information
Monitor progress of commissioning process
activities and construction works
Support
role
Verify the quality of the documentary evidence

from commissioning process works
Ensure that all required statutory documentation
has been produced
Pre-handover
Conduct training of users and operators

Produce and circulate a building users guide
Check and update the client brief and the design
brief to reflect approved changes
Update the commissioning plan. Changes made and
knowledge gained during site-based works should
be reflected in post-handover works

© BSRIA BG 11/2010
Support
role
Introduce users to their building and show how it

operates
Help the facilities management team with initial

building operation
Initial occupation
Observe occupant use of the building and fine tune

systems where necessary
Produce updated commissioning records in

accordance with any approved changes
Update the O&M manuals and building logbook in

accordance with any approved changes
Produce a lessons-learned report on the

Support
role
Carry out seasonal commissioning
Fine tune the building

Post-occupancy
Collect and review evidence about building

performance
Update the commissioning records, O&M manuals
and the building logbook in accordance with any
seasonal commissioning and fine tuning works
Produce a lessons-learned report comparing
building performance with design intent, client
expectations and benchmarks
6) Documentation requirements
It is recommended that examples of checklists and test record sheets, such as those shown in Appendix A3,
should be included to demonstrate the type and quality of documentation required.
7) Communication and reporting procedures

Communication and reporting procedures should be in accordance with the Project Execution Plan. It is
recommended that examples of project reports, such as those shown in Appendix A4, should be included to
demonstrate what is required.

© BSRIA BG 11/2010
Appendix A3: Examples of pro forma
commissioning checklists
The following pro forma commissioning checklists are provided in this Appendix:
1. Design information checklist

2. Final inspection mechanical checklist
3. Final inspection electrical checklist
4. Pre-commissioning checklist
5. System pre-commissioning completion certificate
6. Setting-to-work checklist
7. Pump performance test sheet
8. Flow balance test sheet
9. System commissioning completion certificate.

© BSRIA BG 11/2010
1. WATER – DESIGN INFORMATION CHECKLIST
Client:
Your company name,
Project: address and logo
System:
Check that the design documentation includes: 3/2 Comments / Follow-up references
1. Pumps: duty, impeller size, speed and characteristic curves
2. Boilers: duty, operating temperatures and pressure
3. Calorifiers – flow rate and pressure loss, primary and secondary flow and return
temperatures
4. Refrigeration condensers: flow rate and pressure loss, flow and return temperatures
5. Refrigeration evaporators: flow rate and pressure loss, flow and return temperatures
6. Flow measuring devices: identification number, size, flow rate, pressure drop and
signal flow coefficient kvs
7. Double regulating valves: identification number, size, flow rate, pressure drop and
valve kv
8. Terminal units: identification number, design flow and return temperatures, flow rates
and pressure losses
9. Control valves: identification number, flow rate and pressure drop, and kv
10. Heat exchangers: identification number, flow rate and pressure drop, primary and
secondary flow and return temperatures
11. Glands and other components: highlight all glands and other components used in the
system made from materials likely to be affected by chemical cleaning
12. Differential pressure control valves: maximum and minimum operating differential
pressures, design maximum flow rates and full open kv values for each valve
13. Pressure independent control valves: maximum and minimum operating differential
pressures, design flow rate value and full open kv value for each valve
Schematic drawings showing:

14. Pipe sizes
15. Flow rates in all pipe branches and circuits
16. The positions of all valves and flow measurement devices, with each unique type having
its own specific drawing symbol
17. A unique identification number for each valve and flow measurement device that can be
referenced to a separate valve schedule
18. Flow rates and manufacturers’ quoted pressure losses across heat emitters, heat
exchangers and other items of plant
19. Flow rates and manufacturers’ quoted pressure losses across automatic control valves
20. Anticipated design pressure losses throughout the distribution system covering, as a
minimum, the whole of the index circuit, risers and main branches
21. Draw-off rates for cold water and domestic hot water systems
22. Regulating devices approved by the local water company to control cold water and
domestic hot water systems
23. Cold feed, pressurisation unit, feed and expansion tank points of connection
24. Provision for system flushing and bypass connections to main plant, together with a
typical terminal detail of the bypass
COMMENTS
Date: / / Engineer: Approved by: Sheet: /

© BSRIA BG 11/2010
2. WATER – FINAL INSPECTION MECHANICAL CHECKLIST
Client:
Your company name,
System:
Check that: Comments / Follow-up

3/2 references
1. Major plant, intermediate heat exchangers and space terminal units are installed in
accordance with the specification and manufacturers’ instructions
2. Pumps are installed in accordance with the specification and to manufacturers’
instructions
3. Pump and valve gland packing and special valve lubricants are compatible with the
specified chemical cleaning and water treatment procedures
4. Permanent water connections are provided, as required
5. Flow measurement devices are installed in accordance with the specification and
manufacturers’ instructions
6. Probe pockets, pressure gauges, syphons and test points are installed, as specified
7. Manual and automatic air vents are installed, as required
8. Drains, valves and overflows of appropriate size are connected and free from
blockage
9. Connections to heater and cooler batteries and other heat exchangers are correct in
relation to the design water flow direction
10. Control, double-regulating and non-return valves are installed the right way round
11. Relief valves are installed in accordance with the specification and manufacturers’
instructions and are free to operate
12. Relief valve outlets are piped away to suitable drain points
13. Expansion devices are aligned and free from obstruction
14. Strainers with the correct mesh grade and material are installed
15. Changeover devices for duplex strainers are operative
16. Washers, tanks, nozzles and filters are clean
17. Tank covers are provided, where specified
18. Drain cocks are dosed and other valves left open or dosed according to the plan for
filling
19. The cold feed connection is correctly located
20. Pipework and fittings are adequately supported and anchored, where applicable, and in
accordance with the specification
21. Adequate space is provided to access equipment and system components as required
COMMENTS

© BSRIA BG 11/2010
3. WATER – FINAL INSPECTION ELECTRICAL CHECKLIST
Client:
Your company name,
System:
With electrical supply isolated, check that: 3/2 Comments / Follow-up references
1. Local isolation of motor and control circuits is provided

2. No unshrouded live components exist within the panels
3. Panels and switchgear are clean
4. Appliances and surrounding areas are clean and dry
5. Transit packing is removed from contactors and other equipment
6. Switchgear is mechanically undamaged
7. Electrical heating appliances are mechanically undamaged
8. Thermostatic controls of suitable operating range are provided
9. All connections are tight on busbars and wiring
10. All power and control wiring is complete in detail to circuit diagrams
11. All fuse ratings are correct
12. All mechanical checks on pumps/motors/valves are complete
13. Insulation tests on pump motors have been performed satisfactorily
14. Internal links on the starters are correct
15. Starter overloads are correctly set
16. Dashpots are charged with correct fluid: time adjustments and levels are identical
17. Adjustable thermal cutouts are correctly set
18. All the cover plates have been replaced
With electrical supply available, check that
19. Declared voltage is available on all the supply phases
20. Control circuit logic and starter operation is tested before the motor is rotated
21. Operation of direct-on-line starters and simple control circuits is correct at the
initial start-up
22. Electrical actuators are never energised until completion of the mechanical
checks
COMMENTS
Date: Engineer: Approved by: Sheet: /

© BSRIA BG 11/2010
4. WATER – PRE-COMMISSIONING CHECKLIST
Client:
Your company name,
System: Mechanical
Check that: 3/2 Comments / Follow-up references
Pipework
1. Measurement test points are suitably positioned
2. System is pressure tested, watertight, chemically cleaned and thoroughly flushed
3. Strainers have been cleaned and replaced
4. System is filled, vented and water treatment has been applied
5. Feed and expansion tank ball float valve is operational
6. System pressurisation unit is operational
7. Cold feed valve is open
Pumps
8. Bearings and all external parts are clean
9. Components are secure, impeller is free to rotate and flow direction is correct
10. Belt drive/couplings are securely aligned
11. Belt drives are a matched set (where applicable), and are correctly tensioned
12. Motor and pump are lubricated
13. Glands are packed and adjusted to correct drip rate; gland bowl drains are fitted
and clear
14. Water coolant is available
15. Motor and drive guards are fitted; access is available for tachometer
16. Power supplies and control circuits are operational; starter overloads, fuse ratings
dashpot levels and motor rotations are correct
Motorised valves
17. Mountings are rigid
18. Stiffness of linkages and geometry of linkages and couplings is correct
19. Valve spindles are free to move
20. Bearings are lubricated
21. The pins fit and the locking devices are tight
COMMENTS

© BSRIA BG 11/2010
5. SYSTEM PRE-COMMISSIONING COMPLETION CERTIFICATE
Project title:
Your company name,
Project reference: address and logo
Details of installation
company:
System description:
The above system has been fully installed and is ready for commissioning. Also check it has been installed in accordance with the
commissioning specification and/or functional description of the system and design intent.
The items indicated below were checked and found to be installed in accordance with the commissioning specification:
Item 1:
Item 2:
Item 3:
Item 4:
Item 5:
Item 6:
Installer details:
Witnessed by: Position:
Company: Date:
Company: Date:
Notes:
Page of

© BSRIA BG 11/2010
6. WATER – SETTING-TO-WORK CHECKLIST
Client:
Your company name,
System:
Check that: 3/2 Comments / Follow-up references
Prior to pump start

1. All normally open isolating and regulating valves are fully open
2. All by-pass and normally closed valves are closed
3. All thermostatically controlled valves are open and not adversely affected
by ambient air/water temperature
4. All motorised valves are set to manual over-ride
5. A method of setting pneumatically controlled valves is available
6. Automatic control valves are set to full flow through heat exchangers
7. Pump suction/return valve is fully open
8. Valves isolating standby pumps are closed
9. Pump casing is vented of air
10. Pump discharge/flow valve is 50% closed to limit initial start current
Initial start
11. Direction and rotation speed of motor shaft is correct
12. Motor, pump and drive are free from vibration and undue noise
13. Motor starting current is correct for sequence timing adjustments
14. Motor running current is balanced between phases
15. There is no sparking at the commutator or slip rings
16. Motor and bearings are not overheating and water coolant is adequate
17. There is no seepage of lubricant from the housing
18. Reduced speed and motor running currents are correct on multi-speed motors
Initial run
19. Fuses, switchgear and motor are not overstressed
20. Motor current reaches design value or full load current, whichever is the lower
21. Pump pressure developed does not exceed system design pressure
Running-in period
22. Bearings and motor temperature remain steady
23. Gland nuts are adjusted to give correct drip rates
24. Strainers are inspected for cleanliness
State condition of strainer on completion
COMMENTS

© BSRIA BG 11/2010
7. WATER – PUMP PERFORMANCE TEST SHEET
Client:
Your company name,
System:
System data
Design Obtained
System volume m³/s m³/s
Pump head kPa Suction kPa Discharge kPa
Pump closed head kPa Suction kPa Discharge kPa
Pump speed rev/m rev/m
Motor speed rev/m Not safe to test rev/m
Main valve set @ Setting of Hz

i
Method used to obtain flowrate
Pump data
Type Ordered duty @ kPa
Manufacturer Model
Serial no Impeller diameter
Motor data
Type Frame
Manufacturer Serial no
Rated power kW Electrical supply V/ph/Hz
Full load current amps Running current amps
Overload range Inverter protected amps Setting Inverter protected amps
Drive data
Motor pulley/shaft Direct drive Belt type/size/no. off Direct drive

di /b h
Pump pulley/shaft Direct drive Shaft centres/adjustment mm + -
di /b h
COMMENTS

© BSRIA BG 11/2010
8. WATER – FLOW BALANCE TEST SHEET
Client:
Project: QA sheet: Your company name,

address and logo
System: Instruments used:
Set
Bypass
Reg valve setting
Ref
Set
Flow
Ref
%
Test readings
Final
l/s
kPa
%
Initial
Scan
kPa
p.d.
kPa
Design
Flow
l/s
Kv
Size
mm
Type
Flow measuring device
Load
Ref
COMMENTS

© BSRIA BG 11/2010
9. SYSTEM COMMISSIONING COMPLETION CERTIFICATE
Project title:
Your company name,
Project reference: address and logo
Details of installation
company:
System description:
The above system has been fully commissioned and checked to be functioning in accordance with the commissioning specification and
the design intent. The items indicated below were checked and found to be performing in accordance with the commissioning
specification:
Item 1:
Item 2:
Item 3:
Item 4:
Item 5:
Item 6:
Commissioning engineer:
Company: Date:
Company: Date:
Notes:
Page of

© BSRIA BG 11/2010
Appendix A4: Sample commissioning
process documentation
A selection of some example pro formas are provided in the following pages:
1. Commissioning specification
2. Commissioning report
3. Commissioning method statement
4. Commission team progress report
5. Commissioning issues log.

© BSRIA BG 11/2010
COMMISSIONING SPECIFICATION
Document reference Work package
Project title Work package number
Project number
Revision control
Revision Description Originator Date Approved by Date
Document distribution
Recipient name Recipient title Date of issue Revision
1. The scope of commissioning works

This should include details of the systems to be commissioned, their functions and duration of operation, and an explanation of their inter-
relationship with other engineering services.
2. The technical specification for the commissioning work
This should clearly define the compliance with relevant standards, the instruments to be used, the tolerances for test results, and the
witnessing and reporting procedures required. All requirements for control system verification and tuning and the use of the building
management system during functional performance testing should also be included, as should the requirements for off-site factory testing.
Requirements for performance testing of plant, equipment and discrete systems, integrated systems testing and seasonal commissioning
should also be clearly defined. Particular reference should be made to CIBSE Commissioning Codes and BSRIA technical commissioning
guides.
3. System preparation details
This should define the requirements, and methods by which systems will be prepared for commissioning. These pre-commissioning
activities include flushing, cleaning, filling and venting of water systems for example.
Particular reference should be made to CIBSE Commissioning Codes and BSRIA technical commissioning guides.
4. Phased completion requirements
This should describe particular requirements for phased handover of elements of the project and how this affects commissioning activities.
5. Training requirements for users and operators
This should include details of training before and after project handover. More detail about training is provided in the pre-handover
chapter of the Commissioning Process Job Book.
6. System documentation requirements
This should provide information about requirements for the commissioning report, operating and maintenance (O&M) manuals, the building
logbook and building users guide.
7. Design data relevant to commissioning

This should show flow rates, temperatures, operating pressures, plant capacities, illumination levels and glare indices, control logic
statements, plant schematics, fault levels, and noise ratings.
8. Drawings relevant to commissioning
A set of schematic drawings should be provided based on the detailed schematic drawings and associated schedules, together with a set of
either detailed design drawings or co-ordinated working drawings. These should be clearly marked with details of volumetric flow rates,
design total pressures, design total pressure losses at equipment, pipe and duct sizes, locations of dampers, valves and flow measuring
stations, electrical fault levels, current ratings, short circuit capacities and tripping times.

© BSRIA BG 11/2010
COMMISSIONING REPORT
Document reference
Project title
Project number
Revision control
1. Purpose of the commissioning report
2. A narrative overview of the commissioning of each system
This should provide an assessment of each system’s compliance with the client’s performance requirements and the
contract documents, as well as any unresolved issues.
3. A narrative overview of integrated systems performance testing
This should provide an assessment of the compliance of the building and its engineering services with the
integrated performance requirements in conditions of normal and emergency operation. It should also define any unresolved issues.
4. Commissioning process documentation

4.1 Commissioning plan
4.2 Design review reports
4.3 Completed pre-commissioning and commissioning records
4.4 Issues log
5. Commissioning process communications

5.1 Minutes from commissioning team meetings
5.2 Letters
5.3 Emails

© BSRIA BG 11/2010
COMMISSIONING METHOD STATEMENT
Document reference
Project title
Project number
Revision control
1. A description of the system or integrated systems being commissioned

This should include references to construction drawings and schematic drawings that relate to the commissioning work
2. The specific function or performance criteria being validated
3. The test procedures that apply to the commissioning works
4. The pass and fail criteria for the commissioning works
5. The specific instrumentation required for the commissioning works
6. Pre-requisites for the execution of the commissioning works

This would typically include building airtightness, specific sectional completion of building works, the provision of
temporary pumps, receipt of manufacturers’ setting to work instructions, removal and re-instatement of ceiling and floor
tiles, clean and uncongested work areas, signed-off installation works and static completion certificates
7. Participants required for the commissioning works

This may include different members of the commissioning team, and representatives from statutory authorities, insurers
or eventual users or operators
8. The test report documentation requirements, including approval requirements.

© BSRIA BG 11/2010
COMMISSIONING PROGRESS REPORT
Document reference
Project title
Project number
1. Purpose of the commissioning progress report
2. Commissioning process activities that have been completed since the last meeting
3. Commissioning process activities that have not been completed and the actions being taken
4. Significant commissioning process events in the near future and specific actions required
5. Progress against the master project programme
Appendix
(i) A copy of the commissioning issues log

© BSRIA BG 11/2010
Commissioning issues log
Project title:
Project reference:
Date of issue
Recommended actions to be taken The implications of the issue Description of the issue, including its cause Issue date Issue number
resolution
© BSRIA BG 11/2010
COMMISSIONING JOB BOOK
89
Commissioning references
There is extensive guidance from BSRIA, CIBSE and the Commissioning Specialists
Association about commissioning. This guidance is kept continuously under review. The latest
document should always be referenced as the requirement for the commissioning process.
The following table organises commissioning publications according to subject:
Commissioning BSRIA AG 5/2002 Commissioning Management – How to Achieve a

management Fully Functioning Building
CIBSE Commissioning Code M: Commissioning Management
CSA TM/1 Standard Specification for the Commissioning of Mechanical
Engineering Services Installations in Buildings
CSA TM/5 Health and Safety Legislation Affecting Commissioning
Air systems BSRIA AG 1/91 Commissioning of VAV Systems in Buildings
BSRIA AG 3/89.2 Commissioning of Air Systems in Buildings
BSRIA TM 1/88.1 Commissioning HVAC Systems – Guidance on
the Division of Responsibilities
CIBSE Commissioning Code A: Air Distribution Systems
Boilers CIBSE Commissioning Code B: Boilers
Controls CIBSE Commissioning Code C: Automatic Controls
Electrical systems IEE Wiring Regulations (BS 7671:2008)
Lighting CIBSE Commissioning Code L: Lighting
Refrigeration CIBSE Commissioning Code R: Refrigeration Systems
Water systems BSRIA BG 2/2010 Commissioning Water Systems
BSRIA AG 20/95 Commissioning of Pipework Systems – Design
Considerations
BSRIA AG 8/91 Pre-commissioning Cleaning of Water Systems
CIBSE Knowledge Series KS09: Commissioning Variable Flow
Pipework Systems CSA
CIBSE Commissioning Code W: Water Distribution Systems
CSA GN/2 Automatic Balancing Devices
CSA GN/3 Variable Volume Water Systems
CSA GN/4 Bacteria Within Closed Circuit/Pipework Systems
CSA TM/9 Water Treatment and the Commissioning Engineer
GN/1 White Water Balancing
All CIBSE and BSRIA documents can be obtained from the BSRIA Bookshop – see
www.bsria.co.uk/bookshop or telephone 01344 465529

© BSRIA BG 11/2010
Project management references
A Design Framework for Building Services, 2nd Edition, BG 6/2009, BSRIA, 2009, ISBN 978 0 86022 678 9
A Guide for Clients and their Advisors, CDM, 2007, RICS, ISBN 978 1 84219 327 3
Architect’s Job Book. Eighth edition, RIBA, 2008, ISBN 978 1 85946 252 2
Building Services Job Book – A project Framework for Engineering Services, BG 1/2009, BSRIA, ISBN 978 86022 681 9
Building Services Legislation – A Directory of UK and EC Regulations, Ninth edition, Electronic version only, D 3/2009,
BSRIA, ISBN 978 86022 684 0
Code of Practice for Project Management for Construction and Development, Third edition, Chartered Institute of Building,
2008, ISBN 978 14051 0309 1
Green Guide to the Architect’s Job Book, RIBA, 2007, ISBN 978 1 85946 186 0
Maintenance for Building Services, BG 3/2008, BSRIA, 2008, ISBN 978 0 86022 674 1
Managing Health and Safety in Construction (Design and Management) Regulations 2007, Approved code of practice,
Health and safety commission, 2007, ISBN 978 07176 6223 4
Operation, Maintenance and Handover Documentation – A Toolkit for Designers and Contractors, BG 1/2007, BSRIA,
2007, ISBN 978 0860 22 6673
Plan of Work Multi-disciplinary Services, RIBA, 2008, ISBN 978 1 85946 195 2
Project Management Handbook for Building Services, AG 11/98, BSRIA, 1998, ISBN 086022 502 X
RICS New Rules of Measurement 2009, RICS Books, 2009, ISBN 978 1 84219 446 1
Soft Landings Framework, BG 4/2009, BSRIA, 2009, ISBN 978 0 86022 685 7
Standard Form of Cost Analysis 2008, RICS Books, 2008, ISBN 978 1 904829 77 5
Energy references
Approved Document L2A, Conservation of Fuel and Power in New Buildings Other than Dwellings, 2010, ODPM
Building Manual, BG 9/2010, BSRIA, 2010, ISBN 978 0 860 22 695 6
Building Log Book Toolkit, TM31, CIBSE, 2008, ISBN 1903287715
Energy and Carbon Emissions Regulations – A Guide to Implementation, CIBSE, 2008, ISBN 978 1 903287 97 2
Energy Assessment and Reporting Methodology, TM22, CIBSE, 2006, ISBN 190328760X
Energy Audits and Surveys, AM5, CIBSE, 1991, ISBN 0900953489
Energy Benchmarks, TM46, CIBSE, 2008, ISBN 978 190328 795 8
Energy Efficiency in Buildings, Guide F, CIBSE, 2004, ISBN 1903287340
Non-domestic Building Services Compliance Guide, HM Government, 2010, ISBN 1 85946 376 5

© BSRIA BG 11/2010
Glossary
As-built drawings Drawings provided for the building owner recording how the project was actually
constructed.
Balancing Balancing is the process of bringing the fluid flow rates throughout a distribution
system into proportional balance with one another within tolerances specified by
the designer.
BREEAM The Building Research Establishment Environmental Assessment Method.
Briefing The process that enables the client to identify and agree with the project team the
expectations, objectives, scope and detailed requirements for the project.
Building management A computer based systems for the monitoring and control of engineering services.
system (BMS)
Building logbook A document that provides the owner/occupier of a building with sufficient
information about the building, its fixed building services and their operation and
maintenance, so that the building can be operated in a manner that minimises the
consumption of energy.
Building Regulations Statutory requirements to which buildings must conform, aimed primarily at safety
and public protection.
Building users guide A short, easy to understand document for non-technical building occupants that
provides an overview of their installed building services systems, the operation
strategy for building services, occupancy controls and energy consumption.
Calibration of controls The adjustment of control devices to meet the performance requirements of the
system specification.
Chemical cleaning A formal procedure for removing surface deposits such scale, corrosion and biofilm
from the internal surfaces of pipework and plant by treatment with chemical
solutions.
Client brief A document that details the project requirements and the expectations of how the
building and its engineering services will be used, operated and maintained.
Commissionability The ability of an item of plant or equipment, a system or a grouping of systems to

be commissioned satisfactorily.
Commissionable system A system designed, installed and prepared to specified requirements in such a
manner as to enable commissioning to be carried out.
Commissioning The advancement of an installation from the state of static completion to full
working order to specified requirements. It includes setting to work of an
installation, the regulation of systems and the fine-tuning of systems.
Commissioning completion A document signed off by the relevant parties as defined by the contract to confirm
certificate that commissioning has been completed to their satisfaction.
Commissioning The planning, organisation, co-ordination and control of commissioning process.

management
Commissioning manager The company or person appointed to manage the commissioning process.
Commissioning method A document specifying the activities required to achieve commissioning and those
statement responsible for completing those processes.
Commissioning plan A document that outlines the scope and defines the responsibilities, processes,
schedules and documentation requirements of the commissioning process.
Commissioning process A quality assurance process that enables construction project teams to produce
buildings in full working order to the specified requirements. The process focuses
on verifying and documenting that a building and its engineering services are
designed, planned, installed, tested, and can be used operated and maintained to
meet the required performance outcomes.

© BSRIA BG 11/2010
Commissioning programme A time schedule for the various activities within the commissioning process.
Commissioning report A document which presents the commissioning process results for the project.
Commissioning specialist The firm (or person) appointed to carry out specified duties in connection with the
commissioning of the engineering services.
Commissioning specification The document that prescribes the requirements with which the various
commissioning services have to comply. Note: the specification should refer to
drawings, schedules and relevant parts of the CIBSE Commissioning Codes, BSRIA
technical commissioning guides and other standards.
Design brief A document that describes the purpose and required performance of a
construction project.
Design criteria The performance of systems expressed as a numerical quantity together with
allowable tolerances supported by expressed client and end user requirements.
Engineering services A collective term for the systems required for the safe, comfortable and efficient
operation of the built environment. This includes energy supply and distribution,
heating, air-conditioning, ventilation, refrigeration, lighting, lifts, escalators, ICT
networks, security, alarms, fire detection and fire protection.
Environmental performance The specified, numerically quantifiable, characteristics and tolerances of an internal
criteria environment to be achieved by the heating ventilating and air conditioning system.
Fine tuning Local adjustment to a system where usage and system proving have shown such a
need. This may also include the re-assessment of control set points and values to
achieve optimum performance, and for training and familiarisation in the use of a
system.
Fit-out The process of altering the internal configuration of a building to suit the user’s
needs.
Flushing The washing out of an installation with water to a specified procedure in order to
remove manufacturing and construction debris (as per BSRIA AG 1/2001).
Handover The process of handing a building over from a contractor to a client following
practical completion.
Installation A system placed in position, as required by the design or specification.
Integrated systems testing The testing of systems to demonstrate how a building works in different
operational scenarios and to verify that the interactions between systems are in
accordance with specified requirements.
Issues log A formal and ongoing record of problems or concerns and their resolutions that
have been raised by the commissioning team during the commissioning process.
Maintainability The ability of an item of plant or equipment, a system, or a grouping of systems, to

be maintained satisfactorily.
Operation and maintenance A series of documents detailing the design, mode of operation and maintenance
manual requirements of building services systems.
Performance testing The testing of a system, or a grouping of systems to determine if certain

performance criteria are met.
Portable or test instrument An instrument not permanently connected to the installation and which, where
appropriate, is recalibrated at required intervals by an approved, independent
authority.
Practical completion A legally defined point in the construction process where a designated person,
often the architect, agrees that all major construction tasks have been satisfactorily
completed. There are still likely to be small defects (snags) that must be rectified
later.
Pre-commissioning Specified systematic checking of a completed installation to confirm its state of

readiness for commissioning.
Note that pre-commissioning is a post-installation completion activity.

© BSRIA BG 11/2010
Pressure and leakage testing The measurement and recording of a specified pressure retention or loss within a
system or system component.
Regulation Regulation is the process of adjusting the operation of system with reference to
some standard or purpose. The objective is to achieve performance in accordance
with specified values within specified tolerances. E.g. The process of adjusting the
flow rates of a fluid in a distribution system to achieve the design flow within the
tolerances specified by the designer.
Seasonal commissioning The testing of a building and its engineering services during peak heating and cooling
load seasons, as well as part-load conditions in spring and autumn.
Setting to work The process of setting a static system into operation. It validates that systems and
equipment are ready for regulation, automatic control and performance testing.
Static test A test that validates the specified static condition of particular systems (e.g.
pressure testing of ductwork, thermal scans of the building envelope and earth loop
impedance tests).
Static completion The state of a system when it is installed in accordance with the specification, such
that it is clean and ready for setting to work. In the case of water systems this
includes flushing, cleaning, pressure and leakage testing, filling and venting.
System A set of connected components for heating, cooling, ventilation or air-conditioning

consisting of plant, distribution ducting, piping and terminal units and arrangements
to control their operation.
Test procedure A written protocol that defines methods, personnel and expectations for tests
conducted on components, equipment, assemblies, systems and interfaces among
systems.
Testing The measurement and recording of system parameters to assess specification

compliance.
Tolerance The permissible range of variation from the specified design value of a measurable
characteristic. For fluid flow rates this is usually expressed as a percentage of the
design value, for example.
Usability The ability of an item of plant or equipment, a system, or a grouping of systems, to

be used satisfactorily.
Validation The process by which work is verified as complete and operating correctly:
First party validation occurs when a firm or individual verifying the tasks is the same
firm or individual performing the task.
Second party validation occurs when the firm or individual verifying the task is
under the control of the company performing the task.
Third party validation occurs when the firm verifying the task is not associated with
or under control of the firm performing or designing the task.
Verification The process by which specific documents, components, equipment, assemblies,

systems, and interfaces among systems are confirmed to comply with the criteria
specified project requirements.

© BSRIA BG 11/2010

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A BSRIA Guide www.bsria.co.uk

Commissioning Job Book

A framework for managing the commissioning

COMMISSIONING JOB BOOK 1

2 COMMISSIONING JOB BOOK

About this job book 4

How to use this job book 5

The commissioning process 6

5 Commissioning of engineering services 47

Appendix A1: Commissioning and the building regulations 65

Appendix A2: Commissioning process plan template 66

Appendix A3: Examples of pro forma commissioning checklists 74

Appendix A4: Sample commissioning process documentation 84

Project management references 91

COMMISSIONING JOB BOOK 3

BSRIA encourages strategic consideration of commissioning during the preparation stage of a

4 COMMISSIONING JOB BOOK

Stage 5: Commissioning of engineering services

Stage 7: Initial occupation

Stage 8: Post-occupancy aftercare

• A description of the work stage

• Appendix A1: Commissioning and the building regulations

COMMISSIONING JOB BOOK 5

6 COMMISSIONING JOB BOOK

COMMISSIONING JOB BOOK 7

8 COMMISSIONING JOB BOOK

COMMISSIONING JOB BOOK 9

The commissioning process during preparation

10 COMMISSIONING JOB BOOK

Key activities of the preparation stage commissioning process.

Commissioning process activity Comments or notes

COMMISSIONING JOB BOOK 11

Two guides Learning from 1.2 Conduct lessons learned reviews

12 COMMISSIONING JOB BOOK

It is recommended that the commissioning team should conduct a lessons-learned

1.3 Identify performance outcomes required by users and operators

COMMISSIONING JOB BOOK 13

An effective briefing process should achieve clarity in three principal areas:

BG 1/2009 Building 1.5 Help produce the design brief

14 COMMISSIONING JOB BOOK

A commissioning plan 1.6 Produce an initial commissioning plan

• Provide general information about the project

1.7 Assign a commissioning process budget

It is important to understand that the adoption of the commissioning process as described

COMMISSIONING JOB BOOK 15

BG 1/2009 Building Commissioning team meetings

Commissioning progress reports

1. The purpose of the commissioning progress report

16 COMMISSIONING JOB BOOK

• Translation of the design brief into the project brief

• Interdisciplinary co-ordination of components and elements

The commissioning process during design

It is recommended that the appointment of a high-calibre commissioning management

COMMISSIONING JOB BOOK 17

18 COMMISSIONING JOB BOOK

Key activities of the design stage commissioning process

Commissioning process activity Comments or notes

COMMISSIONING JOB BOOK 19

20 COMMISSIONING JOB BOOK

A two-stage appointment process can be employed for the commissioning management

2.2 Review of the design brief

The Usable Buildings 2.3 Learn from other projects

Conduct a commissioning-focused review of construction drawings See 4.4