top considerations

8/18/2019 Top Considerations

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Commissioning ofCommissioning ofCombined Heat and Power Plants:Combined Heat and Power Plants:

Lessons LearnedLessons Learned

July 1, 2008

Presented by

Abbe Bjorklund, PE, LEED AP

Sebesta Blomberg & Associates

and

Bruce Nicholson

Cooperative Consulting Services, Inc.


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Topics Covered

• Beneficial commissioning processes

• Roles and responsibilities

• Benefits, costs and challenges of a formal

startup/commissioning process

• Coordination and conflict betweenconstruction startup/commissioning

• OEM coordination issues and how to address


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Beneficial Commissioning ProcessesBeneficial Commissioning Processesfrom Construction through Systemsfrom Construction through Systems

Testing, Performance Testing,Testing, Performance Testing,Environmental Testing, and ReliabilityEnvironmental Testing, and Reliability

TestingTesting


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Beneficial Commissioning

Processes

• Design• Purchase

• Install

• Construct

• Turnover to startup/commissioning

• Equipment checkout

• System testing/initial operation and system functional testing

• Integrated system/plant functional testing

• Performance testing• Environmental/compliance testing

• Reliability/acceptance testing

• Turnover to the Owners/plant final acceptance


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Roles and ResponsibilitiesRoles and Responsibilities


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Roles and Responsibilities

• Clearly define roles and responsibilities

through design, construction,

startup/commissioning – Designer

– Constructor – Independent Commissioning Authority/Agent

– Startup Engineer

– Owner


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• Construction and Startup

– Where does construction end?

– Where does startup begin?

– Need to define formally for

each project – Construction testing vs.

Startup testing


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• Startup and Commissioning

– Where does startup end?

– Where does commissioning begin?

– Need to define formally for each project


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• Examples from typical projects

– Project Organization Chart

– Roles & Responsibilities by Major Phase

– Responsibility Matrix – Construction Phase

– Responsibility Matrix – Startup & CommissioningPhase


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Example:

Project Organization Chart


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Example

Roles & Responsibil ities

Major Phases Design Phase

Construction Phase

Startup & Commissioning Phase

Design Procure Install Construction

Completion

Construction

Testing

Turnover

Package

Turnover

to SU&C

Component

Testing

System

Testing

Plant

Testing

Turnover

to Owners

Engineering Engineer of record

CommissioningAgent Startup & Commissioning Management

ConstructionManager

Construction Management

GTG Vendor Construction Startup & Commissioning Support

HRSG Vendor Construction Startup & Commissioning Support

General

Contractor

Construction Startup & Commissioning Support

Inst & Controls Construction Startup & Commissioning Support

Electrical

Contractor

Construction Startup & CommissioningSupport

Mechanical

Contractor


Piping

Contractor



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Example

Responsibil ity Matrix

Construction Phase Activity SU&C CONSTRUCTION ORGANIZATION OWNER

Startup and Commissioning ProgramDevelopment

CXing Agent

CM Mech Piping Elec I&C HRSG GTG Representative

Typically 50 to 75 items such as:

Review systems turnover package list X X X X X X X X X

Review scoped turnover package documents X X X X X X X X X

Review Project Punchlist procedure X X X X X X X X X

Construction Completion


Complete Required Data Sheets and Test Records X X X X X X X

Prepare System Completion punchlists X X X X X X X

Perform System As-Built X X X X X X X

Construction TestingTypically 25 to 50 items such as:

Perform Nondestructive Testing X X X X

Perform Pressure Testing X X

Verify Installation of Instruments and Controls X X

Schedule Vendors Required for Construction Testing X

Alignment of Rotating Equipment X X XMegger Cables and Equipment X X

Verify Installation is in accordance with Design X X X X X X X

Required Equipment Maintenance X X X X X X X

Interface with Startup on Systems Ready for Turnover X X X X

Assemble Initial Turnover Packages and records X X X X X X

Perform Turnover Walkdown and Exception Lists X X X X X X X X X

Initial System Turnover (to SU&C) X X X X X X X X X


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Example: Responsibil ity Matrix

Startup & Commissioning PhaseSU&C Startup & Commissioning Support Team Owner

Activity CXing Agent CM Mech Piping Elec I&C HRSG GTGOperations

Component Testing


Administer Startup Safety Tagging Program X X

Inspect, Test, and Calibrate Instruments and Loops X X X

Test major Electrical Equipment X X

Megger Testing, Motor Rotation XX

System Testing


Interface with local Utilities X XLineup System for Operation X X X X X X X XInitial Energization of Power Supply Systems, X XRotating Equipment Initial Run In X X X

Functional checks of Controls, Equipment & Systems X XPlant Testing


Perform Final HVAC Balancing X XFine Tune Combustion Controls X X XFinal Tuning of Instruments, Controls, and Valves X X Finalize controls & tuning settings, software X X X X XExecute System Functional Test Procedures X X X X XPerformance, Emissions, Reliability Testing X X X X

Project Completion


Finalize System Turnover Packages X X X X X X X XFinalize Project Punchlist X

Perform Turnover Walkdowns with Owners X X


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Benefits, costs and challenges of aBenefits, costs and challenges of aformal startup and commissioningformal startup and commissioning

processprocess


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Benefits

• A formal program ensures that an organization

with commissioning experience is put in place

• Formal program includes• Formal turnover process

• Well-documented functional performance criteria

• O&M documentation

• Operator training program


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Benefits

• Track deliverables

– Identified early in the project

– Are a part of the Contract Specifications

– Are formally tracked


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Benefits

• Track progress of construction and commissioning

with tools developed and implemented which allow

for easily tracking the overall process – Master Tracking Matrix

– Notification schedule

– Deliverables list – Integrated Construction and Startup/Commissioning

schedule

– Project punchlist – System turnover exceptions lists


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Costs

• Turnover process may require an additional person to manage

• Formal documentation of testing activities – Time to develop formal test procedures, checklists

and datasheets

– Staff hours for testing are relatively the same

– Additional time to formally document test data and

results• Startup & Commissioning Program is typically

2 to 5% of the overall project.


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Costs

• Any cost increase should be offset at the end of the project – System turnover packages and documentation streamlines the

review and acceptance

– Documentation can be reviewed on a system by system basis• System boundaries are defined

• Each organization has same understanding of the scope of each system.

• Owner's representatives spot checks the progress and results

– Warranty claims can be handled smoothly both during thestartup/commissioning phase and after acceptance by the owners

• Typically vendors will ask for test data such as: – vibration analysis, meggar records, system cleaning records, lubrication

records• Troubleshooting performed more quickly and accurately

– The controls system historian and test data used to help identify root cause


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Challenges

• Proper planning early in the project with the right people

– Cxing plan that clearly defines roles and responsibilities

– Detailed commissioning specifications which are included inthe RFP

– All parties embrace a formal startup and commissioning

program – and fulfill specified roles and responsibilities• Need an Owner that fully supports a formal startup and

commissioning program

• General Contractor develops purchase orders andequipment specifications that include requirements forstartup & commissioning


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Challenges

• Involvement of Owner’s operators in the

startup/cxing process

• Initial operation of equipment and testing on acampus

– Some activities are loud, some are sudden and may appear

unusual. – Campus events can impact the activities of the project

– Communicate a well thought out startup/commissioning

plan and schedule to the general campus population


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Coordination and conflicts betweenCoordination and conflicts between

construction andconstruction and

startup/commissioning organizationsstartup/commissioning organizations


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Coordination and Conflict

• Startup Engineer/Cxing entity should reportdirectly to the Project Manager

– The Startup & Commissioning team should be a peer of the Construction team

– Each group has a direct line to the Project Manager

• Detailed specifications issued with the RFPhelp minimize conflicts later

– Detailed lists of deliverables and trackingmechanisms


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OEM coordination issuesOEM coordination issues

and how to addressand how to address


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OEM Coordination Issues

• From pre-purchase through construction and

startup/commissioning:

– Need to coordinate vendors forstartup/commissioning

– Must work as a team

– Startup Manager must be able to coordinate and

direct the OEMs


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Beneficial Commissioning

Processes• Design

• Purchase

• Install

• Construct• Turnover to startup/commissioning

• Equipment checkout

• System testing/initial operation and system functional testing• Integrated system/plant functional testing

• Performance testing

• Environmental/compliance testing

• Reliability/acceptance testing

• Turnover to the Owners/plant final acceptance


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Thank you!Thank you!

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