Section S
Commissioning and Setting To Work

And see! she stirs!

She starts – she moves – she seems to feel

The thrill of life along her keel.

‘The Building of the Ship’, 1849, line 349, Henry Wordsworth Longfellow

On the basis of involving the user in the earlier stages, it is important to get the client's operations personnel involved in the commissioning process. Get them to start taking ownership by using them to witness tests for vendor equipment.

1

Get the right people; see Section D Mobilization, paragraphs 1.1 to 1.5.

1.1

Review and approve staffing for the commissioning representative (or team) in the home office and the team for the field.

1.1.1

Get the commissioning representative involved in the design process early on and build relationships with the client's users.

1.2

Agree the measurement tolerances for tests and proving runs as soon as possible in the design phase. As time passes, it will be much more difficult to get them approved. See similar references; Section O, paragraph 2.2.1, and Part III, Section E, paragraph 2.24.

1.3

As project manager, think about facilitating the transfer of power from the construction manager to the commissioning manager. This must happen before systems go live/hot and process fluids are involved.

1.4

Initiate commissioning start packs early in the construction phase. This involves changing the project perspective from an area basis to a systems basis.

1.5

Review and approve plans and procedures for:

  1. Pre‐commissioning
  2. Commissioning
  3. Acceptance and handover
  4. Post‐commissioning and start‐up
  5. Performance and proving tests or runs. Acceptance tests
  6. Start‐up spares
  7. Maintenance period
  8. Update health and safety requirements
  9. Visits to similar operating plants
  10. Visits to manufacturers of critical equipment
  11. Training of client's operating personnel – involve vendors
  12. And so on.

1.5.1

In an emergency, the commissioning supervisors must be able to communicate and give instructions in the local language. Consequently, institute training of your own personnel in the local language.

1.6

Have contingency plans developed to deal with issues that might arise from the following:

  1. Processes without full‐scale commercial experience
  2. First of a kind or large scale up from previous experience
  3. Prototype equipment
  4. New or unknown suppliers of critical equipment.

1.7

Decide what data should be collected to improve and optimise future designs. Commissioning is a real opportunity to test the accuracy of plant design data. Over design and over specification can be eliminated; it could otherwise result in the loss of future business.

1.8

Have suppliers been advised that start‐up is about to be initiated?

1.9

Keep a record of any problems involving vendors so that back charges can be raised, if necessary.

1.10

Get the client's agreement to follow‐up visits in future years to find out what improvements have been made by the client since leaving the site.

1.11

A comprehensive close‐out report is necessary so that accumulated ‘know‐how’ is available for future projects. It should be included into the project historical report, (see Section U Post Project Activities, subsection 4).

1.12

This will be the last impression that the client will have of your performance, and it will be a lasting impression. The client will see at first hand any deficiencies in:

  1. Organization
  2. Planning
  3. The time taken by the home office to respond to queries
  4. Top management support when it is needed
  5. The quality of the relationships at the working level
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