Commercial Building Development in the current market condition is highly competitive. If a developer has to survive in this space, he has to do something unique and different than the competitors. Almost everyone has optimised their design to international standards and there is limited scope to bring in notable difference. Location has its own advantage and the challenge becomes more when the project site if off the main location / business district. Gone are those days when client used to lease spaces. In the current times, clients are interested to lease comprehensive space solutions or eco-system where they can operate seamlessly. So there is greater responsibility on the Developer not just to create occupiable space but to create a well-integrated and fully functional office building with no glitch. This is possible only when we make sure all the functional systems with in the building are adequately designed, executed and made operational with perfection.
Given that we have multiple mechanical installations and systems in a functional building, it is imperative that the Handover-Take over play a key role in Construction Management.
As Phoenix, our endeavour is to handover a building that suits the client’s operational requirement and the client is in a position to function without a single complaint whatsoever. The experience in the building has to be more than pleasant and this will be the USP of Phoenix .
This calls for a rigorous exercise of checks by the Facility Management Team at the time of handover. At the end of a project, the GM office shall have to deliver the completed building to the Facility Management Team for them to take control of the assets and its operations. This is done by physical inspection of each and every asset that has been created along with bunch of documents in organised manner. The mechanical facilities are put to rigorous tests in different conditions and the structure and usable space are checked for snags and finishing quality.
This is to make sure the incoming client has seamless operations and maintenance during the life of their occupancy. The HOTO should include all of the information about the building so that when the operations and maintenance team need to carry out and repairs or maintenance, they have everything they need.
Generally, what is being handover as completed asset is perceived differently by the base build team and FM team. This needs to be well documented. There will be always pushbacks between the two teams due to gaps in perception of completeness. If not addressed at the time of HOTO, these can cause huge operational challenges down the line which cost both time and money apart from loss of credibility in front of the client. Often the Facility Manager will have to spend time tracking down historical project information or, worst case scenario, carry out a new survey of the building.
As the first step it is pertinent to make sure both the Base Build team and FM team understand the client requirements which are normally captured in the Tenant Lease document. If there are no clients, we shall follow the standard specs as agreed in the base build Gate way document. As part best practices, we shall endeavour to migrate to BIM, and this is referred to as the Employers Information Requirements.
It is pertinent to create a comprehensive Employers Information Requirements document from the very beginning of the Project. Through the project development phase, the GM office shall endeavour to keep track of all the information required at the time of HOTO to avoid data getting lost. Finally, at the time of HOTO, it’s important that both the Base Build and FM team check the information thoroughly and validate them.
A typical HOTO involves the handover of the following;
- Building user’s guide or manual
A comprehensive document on how the building is designed and works and all of the relevant information needed by the CRM team/ FM Team to be completely aware of the building on 360 degree basis. This contains the information needed for more importantly from the operation & maintenance point of view. The LDC should be asked to create this document and CDD should make sure the same is included in the scope of work.
- Keys of all the closures
Keys of all the closures including doors, shafts and critical installations with proper tags and should be handed over by physically demonstration
- The health and safety file
This is required for any future work to be done in the building
- The building log book
This shall show all the changes made in the design post closure of Gateway such as retrofits, changes due to client requirements etc. Since these changes were not natural (originally intended), it is important to be aware of adjustments made.
- Testing and commissioning data
Comprehensive report on the process followed for testing and commissioning along with the reports signed off by the OEM, GC, and the GM office that the mechanical installations have been rightly installed and tested and that asset is ready for use. Special mention to be done on testing done under different scenarios and stress test on the mechanical installations.
- All the certificates and warranties & AMCs
Warranties & AMCs are important set of documents as part of HOTO process and the Base build team need to ensure relevant documents are in place before commissioning of the systems.
- Copies of statutory approvals
Complete set of municipal approvals, environment approvals, power & water connection approvals, consent to operate and other statutory approvals obtained along with the status of compliances of all the terms and conditions of the approvals
- As-built drawings from consultants, vendors and contractors
Phoenix has initiated converting the as-built drawings into BIM 500 for seamless handover and this shall be implemented in all future buildings.
- Work orders, materials used and completion certificates
The Base build team with help of QS, shall provide the complete set of all the work orders, invoices, completion / handover certificates etc for any future reference / queries.
- DLP and Retention monies
The QS shall make a list of all the contractors and vendors with DLP period as per the contract, start date and end date based on completion of works. This shall be accompanied with details on the retention money retained and when they shall have to be released. Further, copies of all the performance guarantees (if continuing) shall be enclosed. Insurance copies, claimed insurance details etc shall also be shared.
- Do’s and Don’t’s for fit out / additional work
Since almost all of the buildings by Phoenix are steel structures, any modification or fit out require special care for punching holes or making adjustments in the structure. The Base build team need to make sure that there is a comprehensive document containing all the typical changes / modifications done during the operational stage and how they need to do it. Emphasis should be given what cannot be done or would affect the life of the asset.
In specific cases where the Base Build team through CRM hands over the premises to Tenant, specific scenarios to be mapped and detailed. This would be a critical as Project, CRM, Tenant and Operations teams would be involved together.
While the above list is illustrative, a comprehensive handover & take over document and check list is enclosed herewith as Appendix 26
A typical HOTO process involves the following process steps;
As part of the Close-out, following further steps shall be taken by other departments;
- The QS team shall conclude final bill certification of all the vendors in consultation and approval from accounts. No dues certificate should be obtained from all the vendors along with release of final payment. It has to be concurrent and not post payment.
- No final payment can happen unless Base build team confirms that the snags have been rectified and FM team is ready to take over. In case FM team takes over the building pending rectification of some of the snags, the cost towards such jobs to be adjusted from GC’s final billing.
- List of retention monies and DLP details should be provided to base build team
- All the mobilisation and performance guarantees to be returned to the vendors as paer the contractual terms with proper acknowledgement and after approval from finance and accounts
- Final budget (spent) shall be drawn and shared with the GC office