EPM PM20 - Project Completion and Handover

DIRECTORATE OF ESTATES AND FACILITIES
PROCEDURE AND INFORMATION MANUAL
EPM PM20
Construction Project Completion & Handover Procedure
Document originated: July 2016 By: CSU

Issue number: 1 No of pages: 19
Approved by: DOEF CONSULTATION Status: Live
Last revised: October 2018 By: Policy & Procedure WG
Next revision: October 2019 By: CPU/DSU
The purpose of this document is to set out the role of key duty holders at project
completion and handover stage of a construction project.
1
G:\Estates\CSU\UNIT WIDE\CSU Policy and Procedures Manual Documents\Current Policies & Procedures\EPM 20 – Project Completion and Handover
CONTENTS
Section Page No’s

1.0 Introduction 3
2.0 Client Rep Duties 3-6
3.0 Consultant Project Manager Duties 6-8
4.0 Principal Contractor Duties 8-9
5.0 Head of Faculty Estates & Faculty Estates Team Duties 9-10
6.0 Client Services Unit Duties 10-11
7.0 Maintenance Services Unit Duties 11-12
8.0 Estates Help-Desk Duties 12
9.0 Security Services Unit Duties 12-13
10.0 House Services Duties 13-14
11.0 Head of School Duties 14-15
12.0 Other Building Occupant Duties 15-16
13.0 Environmental Sustainability Advisor (ESA) 16-19
2
1.0 Introduction
1.1 The purpose of this document is to set out the role of key duty holders at project
completion and handover stage of a construction project.
2.0 Client Rep Duties
2.1 RIBA Work Stage 1 Preparation and Brief, Soft Landings Stage 1 Inception and Briefing
2.1.1 Facilitate discussions between Design Team and Space Management and Maintenance
Team regarding integration at handover of information into systems such as Archibus
and Oracle including asset register requirements.
2.2 RIBA Work Stage 2-4, Soft Landings Stage 2 Design Development
2.2.1 Arrange on-going consultation workshops between Design Team and UoM Estates &
Facilities stakeholders within the aim of the Design Team explaining design development
and receiving feedback particularly in relation to systems that will be taken over by
stakeholders. Proactively resolve any conflicts that may arise with the design
philosophy.
2.2.2 Facilitate on-going discussions between Design Team and Space Management and
Maintenance Team regarding integration at handover of information into systems such
as Archibus and Oracle including asset register requirements.
2.3 RIBA Work Stage 5-6 Construction, Handover and Close Out, Soft Landings Stage 3 Pre-
Handover 6-3 months ahead of Handover
2.3.1 Develop and agree handover programme with key end-users, key estate functions and
project team including contractor. Facilitate monthly site visits (minimum) with
Contractor and UoM Estates & Facilities stakeholders who will take over installed
systems to help familiarising them with the systems and dealing with any queries or
issues that arise. Explain what installations may be affected by extended maintenance
and the nature of that maintenance.
2.3.2 Check and confirm that the project team are completely conversant with handover
requirements and each understand their role towards ensuring that key building
systems are operational e.g. lighting, fire alarms and emergency lighting, heating and
ventilation and that appropriate fire safety systems including fire extinguishers, escape
route signage, assembly points etc. are fully operational and de-snagged as far as
possible prior to Handover.
2.4 3 Months ahead of Handover
2.4.1 Review testing, commissioning, handover, extended maintenance and completion

programme with key end-users, key estate functions and project team including
contractor.
2.4.2 Ensure that a Defects Management Procedure 2 is introduced and agreed, so that all
3
affected parties are fully aware of the process to be adopted for the reporting and
attendance to defects that may occur during the defects liability period.
2.4.3 Obtain input from UoM Estates & Facilities stakeholders on preferences for O&M
manuals including format and content . Carefully distinguish split of responsibility for
ongoing maintenance, including any extended maintenance, of all new assets
between Schools and Estates & Facilities and seek sign-off from UoM Estates &
Facilities stakeholders of the final version in electronic form at least one month
ahead of Handover.
2.4.4 Notify the University's insurers via the Insurance Office that Practical Completion has
been achieved.
2.4.5 The procedure shall include reporting defects to the Help Desk during normal
working hours; reporting defects outside normal working hours; what constitutes an
emergency and a timescale for this to be addressed; a list of defects that need to be
corrected within say 7 days and those which can wait until the end of the DLP etc.
2.5 1 month ahead of Handover
2.5.1 Review testing, handover, extended maintenance and completion programme with
key end- users, key estate functions and project team including contractor.
2.5.2 Ensure that key end users e.g. Heads of School/Division/Function have been fully
briefed as to what their responsibilities are once the building/facility has been
occupied by their staff. This may include an awareness of:
 What construction work remains to be completed

 What areas may still be in the possession of the principal contractor and
therefore not available to the Building Users
 What temporary arrangements are in place to allow for the safe interface
between his facility/staff and that of the contractor's areas and staff including
temporary emergency arrangements
 Specific contractor's risk assessments and safe systems of work that are in place
that affect the normal operation of the building/facility
 Specific risk assessments and safe systems of work that s/he may responsible for
the preparation of, as a result of the temporary arrangements that may be in
place
 What areas/services are the responsibility of others e.g. Estates (House Services,
Maintenance Services etc.)
 The key points of contact for dealing with significant issues that may arise that
affect the Building Users (assuming that day to day defects/snagging issues are
put through the Help Desk)
 What staff training/instruction is required on systems and systems/installations
that the end user may have to use
2.5.3 Agree site base with Principal Contractor for Aftercare stages for a minimum period
(3 months to a year).
2.5.4 Ensure that all necessary precautions have been taken and safe systems of work put
in place at and following handover and occupation by the Building Users in order to
4
minimise/control risk associated with any ongoing work of the Principal Contractor.
2.5.5 Ensure appropriate safe working arrangements are made with an appointed
member of Faculty/School/Division staff before work starts in occupied areas.
2.5.6 Ensure that technical and maintenance data for items of "specialist" equipment
procured via the building contract but to be maintained by the building occupants,
are available to the client at handover.
2.5.7 Maintain appropriate contact with the Estates Health and Safety Officer to make
him/her aware of particular issues that may affect the occupiers/end users of the
building/facility in order that he may liaise with his counterpart in the
School/Division. Ensure that s/he remains aware of significant issues within the
building/facility that would not normally be dealt with by the Help Desk but are
affecting the ability of the Building Users to adequately function.
2.5.8 Ensure that the CPM is liaising with the project team to progress the investigation
and subsequent action with respect to significant items within the building/facility
that are not considered general defects/snagging items.
2.5.9 Ensure appropriate notice is given to an appointed member of

Faculty/School/Division staff when contractors will be working in an occupied area
of the building.
2.5.10 Arrange for key Estates functions (e.g. Help Desk, Maintenance Services, Professional
Services, House Services etc.) to be fully briefed on the nature of the facility and
establish what training and support is required pre and post-handover and what
area of the building/facility become the responsibility of the Directorate of Estates
(e.g. plant rooms, switch rooms, circulation areas etc.) that may result in the need for
new risk assessments and planned maintenance schedules.
2.6 Handover
2.6.1 Arrange for Operating and Maintenance Manuals and Health & Safety Files, including
the relevant certificates, to be delivered to Client Services Unit.
2.6.2 Take receipt of the building keys from the principal contractor and then issue pre-
agreed sets to a nominated end user(s) and to an appointed member of estates
2.7 RIBA Work Stage 7 In use, Soft landing stage 4 Initial Aftercare
1month post-Handover
2.7.1 Work closely with Faculty Estates Team to ensure that there is regular
communication of both general defects/snagging items and more significant defects
so as to keep Building Users informed of progress.
2.8 RIBA Work Stage 71n use, soft landing stage 5 Long-term Aftercare
2 - 12 months (plus) post-Handover
5
2.8.1 Work closely with Faculty Estates Team to ensure that there is regular communication of
both general defects/snagging items and more significant defects so as to keep Building
Users informed of progress throughout period of defects liability.
3.0 Consultant Project Manager Duties
RIBA Work Stage 1 Preparation and Brief, Soft Landings Stage 1 Inception and Briefing
3.1 RIBA Work Stage 2-4, Soft landings Stage 2 Design development
3.1.2 Facilitate BBI Plan indicating clear and concise requirements for delivering a fully
commissioned building including all relevant documentation at completion. Contractors
should be asked to detail in their tenders how this will be achieved, the process and
methodology, suitable programme allowances and level of resources.
3.1.3 Develop a definition of completion:
• All tests and inspections required;

• Commissioning management requirements;
• Contractor to disclose resource requirements during all work stages to
ensure resources are dove tailed in with that of the BBI team i.e. a presence
on site during/after completion;
• A defects management and reporting process is described;
• The handover strategy requirements;
• Any extended maintenance period;
The need for spares
3.1.4 Ensure that the project team develop a Technical and User Guide from the point of view
of a typical user and manager of the building that will include consultations with UoM
Estates & Facilities stakeholders .The Guide should distinguish warranties and warranty
periods particularly where these are extended, and responsibilities for future
maintenance. The Guide should include technical and maintenance data for items of
"specialist" equipment procured via the building contract but to be maintained by the
building occupants. The development of the Guide should be on-going up to the point of
one month ahead of Handover when it should be made available to Building Users,
ideally incorporated into a Welcome Pack provided by the Faculty Estates Team.
3.2 RIBA Work Stage 5-6 Construction, Handover and Close Out, Soft landings Stage 3 Pre-
handover
6 - 3 months ahead of Handover
3.2.1 Ensure that the project team adequately plans for a smooth transition between
practical completion, handover and subsequent occupation of the building/facility
by the Building Users by adherence to the Project Handover Control Schedule
(Appendix A).
3.2.2 Ensure that the project team is fully aware of its responsibilities in respect of the
building/facility once the Building Users have occupied the building/facility.
3.3 3 months ahead of Handover
6
Ensure that the project specific BBI document is being followed by the contractor
and forewarn Client Rep where there are any variations or failings with the
requirements of the BBI Plan as well as implications for the Handover process.
Oversee the development of O&M manuals including maintenance, cleaning and

operational strategy by the contractor. Obtain certification of all tests for inclusion
in manuals. Ensure as-built drawings are in UoM prescribed format
Ensure that the project team fully liaises with relevant Estates staff with respect to
the building/facility and its systems/installations and that in particular any matters,
that could affect the health safety and welfare of Building Users and Estates staff,
have been raised and adequate arrangements are put in place to reduce/control risk.
Review testing, commissioning, handover, extended maintenance and completion

programme with Principal Contractor. Understand the Contractor's building
readiness and countdown to Handover. Forewarn the Client Rep of any issues such as
delays or non- availability of testing and commissioning certificates.
Ensure that the contractor has arranged adequate training and instruction for
Estates staff and for Building Users on systems within the building/facility both
before and after occupation.
 In collaboration with the Principal Contractor, work closely with Estates staff to
ensure that they are adequately briefed, familiarised and trained in systems as
designed and installed within the building/facility.
Ensure Design Team respond in good time to technical queries and issues raised by
Estates staff.
Provide Client Rep with a Technical and User Guide (from the point of view of a typical
user and manager of the building) for passing on to Head of Faculty Estates.The Guide
must explain the safe operation and maintenance of systems within the building and
also explain what the Aftercare team is there for, where they can be contacted and
when. Introduce Building Users to the Guide through delivered sessions, making sure
the design intent is well understood, record user queries and themes for future
learning and inclusion inthe Guide.
3.5 Handover
3.5.1 Facilitate delivery of as-built BIM model as well as facilitate integration of

information into systems such as Archibus and Oracle including asset register
requirements.
3.6 RIBA Work Stage 7 In use, Soft landing stage 4 Initial Aftercare
1 Month post-Handover
3.6.1 Prepare an initial summary project completion report on outstanding work being
undertaken by the contractor, defects remaining and a programme to address them.
7
Issue report to Client Rep.
3.7 RIBA Work Stage 7 In use, Soft landing stage 5 Long-term Aftercare
2-12 months (plus) post-Handover
3.7.1 Update on a monthly basis a summary project completion report on outstanding

work being undertaken by the contractor, defects remaining and a programme to
address them. Issue report to Client Rep.
4.0 Principal Contractor Duties
RIBA Work Stage 1 Preparation and Brief, Soft landings Stage1 Inception and
Briefing
RIBA Work Stage 2-4, Soft landings Stage 2 Design development
RIBA Work Stage 5-6 Construction, Handover and Close Out, Soft landings Stage 3
Pre- handover
4.1 In collaboration with the CPM and Design Team, work closely with Estates staff to
ensure that they are adequately briefed, familiarised and trained in systems as
designed and installed within the building/facility.
3 months ahead of Handover
1 month ahead of Handover
4.2 Nominate key personnel including contact numbers for both emergency and routine
contact. These staff must be familiar with the building/facility and the
systems/installations therein and must be able to contact key members ofthe
principal contractor's team (including sub-contractors) to ensure that issues are
responded to in an appropriate timescale.
4.3 Arrange adequate training and instruction for Estates staff and for end users on
systems within the building/facility both before and after occupation. Provide
video of training to Client Rep for distribution amongst Estates Staff.
Handover
RIBA Work Stage 7 In use, Soft landing stage 4 Initial Aftercare
1 month post-Handover
4.4 Respond in good time to queries and issues raised by the Estates Help desk in
accordance with procedures agreed prior to Handover
RIBA Work Stage 7 In use, Soft landing stage 5 Long-term Aftercare

8
4.5 Respond in good time to queries and issues raised by the Estates Help desk in
accordance with procedures agreed prior to Handover.
4.6 When required to attend site, give prior notice to the Client Rep, all in accordance
with agreed timescales and procedures, ensure that adequate safety precautions and
safe systems of work are in place prior to the carrying out of any remedial works or
additional outstanding items.
4.7 Respond in good time to queries and issues raised by the Client Rep that relate to
more significant warranty/liability issues in respect of the building/facility.
4.8 Work collaboratively with the design team in the investigation of defects/warranty
issues so that the University and particularly the Building User is not unreasonably
inconvenienced by the issue at hand.
4.9 At all times, comply with all local rules and arrangements that apply in a
building/facility once it has been occupied so as not to unnecessarily disrupt or put
Building Users at risk from operations that the Principal Contractor may have to
carry out.
5.0 Head of Faculty Estates and Faculty Estates Team Duties
RIBA Work Stage 1Preparation and Brief, Soft landings Stage !Inception and
Briefing
Pre- handover
6-3 months ahead of Handover
5.1 Be satisfied that the Client Rep and project team have ensured that key building
systems are operational e.g. lighting, fire alarms and emergency lighting, heating
and ventilation and that appropriate fire safety systems including fire extinguishers,
escape route signage, assembly points etc are provided prior to occupation.
If deemed appropriate, nominate/appoint a building/facility manager/co-ordinator

for a reasonable period prior to occupation and for a period following occupation
(three, six or twelve months dependent upon the size and nature of the project).
This individual(s) will work closely with the Client Rep and other members of the
project team (both prior to handover and following occupation) and will ensure that
s/he is fully conversant with the building/facility and has been fully briefed on
outstanding or future works to be completed by the contractor following
occupation by the end user.
Become familiar with the building/facility and understand what areas may remain
the responsibility of the contractor post-Handover.
9
Act as a primary point of contact between the Client Rep (and the project team) and
the Building Users, providing regular communication on the progress of the project.
Work with other Estates service providers to assist in ensuring that operations such
as post deliveries, cleaning, waste collection etc. are set up in advance of the
occupation of the building.
Act as a supporting role to the Head of School/Division/Function to ensure that they

are fully conversant with their responsibilities once the building or facility has been
occupied by his staff and that they have been fully briefed by the Client Rep and
project team
Inform the Client Rep of significant items that would not normally be treated as
defects/snagging. It will be expected that such items are brought to the attention of
the project team for investigation and action.
Issue Building Users with a Welcome Pack that includes a Technical and User Guide
provided by the Client Rep on the safe operation and maintenance of systems within
the building
5.4 Handover – RIBA Work Stage 7 in use, Soft landing stage 4 Initial Aftercare – 1 month
post-Handover
Focus on settling Building Users into the building identifying any problems and
logging usage and change.
RIBA Work Stage 7 in use, Soft landing stage 5 Long-Term Aftercare
6.0 Client Services Unit Duties
RIBA Work Stage 1 Preparation and Brief, Soft Landings Stage 1 Inception and Briefing
RIBA Work Stage 2-4, Soft Landings Stage 2 Design Development
6.1 Review any derogations and sign off key RIBA Stages
Pre-Handover; 6-3 months ahead of Handover
6.2 Ensure each technical team are aware of the handover plan developed by the Client
Representative.
Liaise closely with the University Project Manager and project team prior to
handover and occupation of the building/facility, to ensure that key staff are
familiar with systems/installations and key building/facility users etc.
10
Prior to handover, provide advice and support to the Client Rep and project team on
what arrangements need to be in place following handover with respect to building
systems/installations etc.
6.5 Handover
Ensure CSU have all information listed in Client Representative Duties: if not escalate
to Senior Management, via Project Monitoring meetings.
6.6 RIBA Work Stage 7 In use, Soft landing stage 4 Initial Aftercare; 1 month post-
Handover
Visit working building to continue familiarity.
6.7 RIBA Work Stage 7 In use, Soft landing stage 5 Long-term Aftercare
Carry out a visit to review effectiveness of current operation/any outstanding

issues- flag via the Project Monitoring process.
7.0 Maintenance Services Unit Duties
RIBA Work Stage 1Preparation and Brief, Soft landings Stage 1 Inception and
Briefing
Pre- handover
Liaise closely with the Client Rep and project team prior to Handover and occupation
of the building/facility, to ensure that key staff are familiar with
systems/installations etc. and are adequately trained and therefore are able to
respond effectively to requests via the Help Desk. Obtain information on any
extended maintenance periods.
Handover
RIBA Work Stage 7 In use, Soft Landing Stage 4 Initial Aftercare
Receive requests from the Help Desk and respond to these as per response times set
11
out in the defects management procedure.
RIBA Work Stage 7 In use, Soft Landing Stage 5 Long-term Aftercare
Receive requests from the Help Desk and respond to these as per response times set
out in the defects management procedure.
Arrange regular communication between Maintenance Services staff and the Faculty
Estates Team so as to ensure that Building Users are provided with progress updates
in respect of work deemed the responsibility of Maintenance Services.
8.0 Estates Help-Desk Duties
Briefing
Pre- handover
Work with Client Rep to agree procedures for the receipt of requests from the
Building Users in respect of building defects and snagging items.
Handover
Pass on requests to the principal contractor (via an established procedure that

ensures that contractual arrangements are maintained) or Maintenance Services as
appropriate, depending on the nature of the defect.
Pass on requests to the Principal Contractor (via an established procedure that

ensures that contractual arrangements are maintained) or Maintenance Services as
appropriate, depending on the nature of the defect.
9.0 Security Services Unit Duties
12
RIBA Work Stage 1 Preparation and Brief, Soft landings Stage 1 Inception and
Briefing
Pre- handover
Liaise closely with the University Project Manager and project team prior to
handover and occupation of the building/facility, to ensure that key staff are
familiar with systems/installations and key building/facility users etc.
Provide support to the Head of School/Division/Function on ensuring that his staff

occupy the building/facility safely and ensure that they and the building are secure
at all times.
Be familiar with the emergency arrangements for the building including the fire
alarm systems and emergency exit routes.
Handover
10.0 House Services Duties
Briefing
RIBA Work Stage S-6 Construction, Handover and Close Out, Soft landings Stage 3
Pre- handover
Liaise closely with the Client Rep and project team prior to handover and occupation
13
of the building/facility, to ensure that key House Services staff are
trained/instructed with systems/installations and key building/facility users etc.
Ensure that cleaning regimes and other Building Attendant duties etc. are in place
once Users are in the building/facility.
Ensure that a system of post-delivery and collection is in place once Users are in the
building.
Discuss and make appropriate arrangements with an appointed

Faculty/School/Division member of staff any health and safety issues regarding
House Services staff working in occupied laboratory or workshop areas.
Handover
11.0 Head of School Duties
Briefing
Pre- handover
Ensure that where deemed necessary staff under his control have been provided
with appropriate training and instruction on systems/installations that they may
have to use within the building/facility.
Aside from the normal responsibilities as laid down by the University in terms of
health and safety arrangements that need to be in place and monitored by Heads of
School/Divisions etc. s/he will ensure that risk assessments have been carried out
and safe systems of work are in place for all activities associated with any interface
issues that may be present due to the ongoing presence on site of contractors. It is
expected that this shall be a collaborative exercise with the Client Rep and project
team.
As soon as is practicable, raise any health and safety concern that they may have in
14
respect of any ongoing/outstand ing construction work within the building/facility
with the Client Rep as soon as is practicable and take any immediate action deemed
necessary to protect the staff/students etc. from the consequences of the health
and safety concern.
Handover
As soon as is practicable, raise any health and safety concern in respect of any
ongoing/outstanding construction work within the building/facility with the Client
Rep and take any immediate action deemed necessary to protect the
staff/students etc. from the consequences of the health and safety concern.
Ensure that staff, students and visitors to the building/facility are made aware of
hazards associated with ongoing/outstanding works and what temporary
arrangements may be in place as a result of these works including emergency
arrangements and areas that are off limits.
Ensure appropriate safe working arrangements are made before work starts in
occupied areas.
Act as a primary point of contact between the Client Rep and the Building Users,
providing regular communication on the progress of the project on outstanding
work being undertaken by the contractor; defects/snagging items; and other
matters affecting the daily operation of the building/facility.
Focus on settling Building Users into the building identifying any problems and
logging usage and change. During the first 12 months there may well be a need to
fine tune systems, particularly lighting controls and hvac systems in order to
optimise effective energy-efficient operation and to take account of Building User
feedback and changes in use and occupancy.
Between 6 and 12 months of Handover and occupation carry out a post occupancy
evaluation of the process (Brief through to Occupation), functionality and technical
performance of the building. Persons interviewed shall be the Project Sponsor, Client
Rep, CPM and Design Team, House Services Unit Manager and Client Services Unit
Manager. Feedback results to participants and all other Stakeholders.
12.0 Other Building Occupant Duties
Briefing
15
Pre- handover
Aside from the normal responsibilities as laid down by the University in terms
health and safety responsibilities, Building Users will ensure that they are aware of
any temporary arrangements and safe systems of work that are in place for all
activities associated with any interface issues that may be present due to the
ongoing presence on site of contractors.
Handover
Aside from the normal responsibilities as laid down by the University in terms
health and safety responsibilities, Building Users will ensure that they are aware of
any temporary arrangements and safe systems of work that are in place for all
activities associated with any interface issues that may be present due to the
ongoing presence on site of contractors.
Not interfere with the contractor's works unless the action is deemed to be one
that removes/reduces a significant hazard. This action should not put the member
of staff or others at any risk to their safety.
Not enter any areas that are under the control of contractors without express
permission and that they must comply with safety requirements in place for the
contractors site area.
13.0 Environmental Sustainability Advisor (ESA)
Briefing
 Review past projects

 Ensure agreed environmental, sustainability, manageability, buildability,
usability and maintainability themes are embedded within every element of
the project design.
 Consider realistic options in relation to the budget, the available construction
16
skills and resources needed to turn ideas into a physical reality that suits the
needs of occupiers.
 Contribute to consultation and design workshops with individuals within Estates
and Facilities who will take over the installed systems. Use feedback. Should
elements of the operational demands conflict with the building design
philosophy e.g. natural ventilation vs. security; raise warnings and attempt to
resolve issues through proactive design solutions.
 Work with MEP to predict future performance (e.g. energy consumption) and
work with UoM to set method for measurement post occupation.
 Work with MEP to consider best practice documents like BSRIA 'Controls,
usability problems and ways to avoid them'.
 Work with Architect and MEP to ensure construction detailing and subsequent
installation are adequate to meet thermal performance (U values, air tightness)
 Work with Architect to obtain sign off on key strategies e.g. transport, waste
etc.
 Support PM with incorporating BBI requirements within preliminaries, drawings,
specifications, programme, phasing etc.
RIBA Work Stage 5-6 Construction, Handover and Close Out, Soft landings Stage 3 Pre-
Handover
Monitor that the Contractor follows through on the delivery of agreed

environmental, sustainability, manageability, buildability and maintainability items
that are embedded in the design. Ensure any development of the design by the
Contractors adheres to the requirement that all maintainable plant, controls etc. can
be accessed in a fully considered manner. Monitor the Contractors delivery of
requirements related to building environmental and other performance
deliverables.
Complete the environmental sustainability sections and input into other relevant
sections of technical and user guides from the point of view of a typical user and
manager of the building. Include information on the design intent, the building log
book, BREEAM user guide and energy use/metering strategies. Seek UoM sign off of
a final issue version. Issue the information to building users in advance of
completion and move in.
Attend pre-handover building readiness and countdown to completion meetings.
Advise if there are any issues arising from these meetings that may have an impact on
achieving the agreed BBI requirements relating to sustainability.
Review and comment from an environmental sustainability perspective the

Contractors building readiness and countdown to completion programme. Raise
concerns where it is believed not possible to commission and test the building
effectively prior to completion
17
Witness static testing such as air tightness, roof/cladding leak tests as defined in
Works information. Review and actively monitor that all certification associated is
produced and documented for inclusion in the O&M manuals.
Ensure the Contractor is actively monitoring defects within the works as they
proceed. It is expected the Contractor uses innovative defects management and
closure tools and software.
Assist MEP with environmental and energy logging. Review to confirm the
responsibilities and routines for data recording. This should be co-ordinated with
the building log book and metering strategy.
Participate alongside the UoM Estates and Occupier personnel in training and
demonstration sessions provided by the Contractor with the purpose of being the
go to person after completion for knowledge associated with environmental
sustainability within the building. Feed back issues with the content or attendance at
training sessions.
Handover
Update on a monthly basis a summary project completion report of defects

remaining
Roam the building on a regular basis, examine the building in user, observe
occupation and spot emerging issues. Make spot checks with instruments if
necessary, these also provide opportunities to discuss with individuals their
experience of the building, its systems and indoor environment.
Deliver sustainability training material to building users to ensure building are

operated as sustainably as possible.
Undertake post occupancy reviews during the Defects Liability Period to ascertain
that the Environmental Sustainability Targets and assumptions are met in use.
Participate in a post occupation evaluation workshop and contribute to a report to

UoM on the outcomes in relation to the agreed environmental sustainability
targets.
Prepare a Sustainability Verification report post-construction to include details of

sustainability features, lesson learnt and information on handover.
Update project Environmental Sustainability Plan.
18
For years 2 and 3 attend site every 6 months for an aftercare review meeting. At 6
monthly review meetings provide a report on energy usage vs. targets. At these
meeting analyse energy use. (Where scope allows)
Update a Sustainability Verification report post construction to include details of

sustainability features, lessons learnt and information on handover (where scope
allows)
19

EPM PM20 - Project Completion and Handover

Uploaded by

Copyright:

Available Formats

EPM PM20 - Project Completion and Handover

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

EPM PM20 - Project Completion and Handover

Uploaded by

Copyright:

Available Formats

What are the roles and responsibilities of different parties during project completion and handover?

What are the roles and responsibilities of different parties during project completion and handover?

What are the activities involved in the different stages of project completion and handover?

What are the activities involved in the different stages of project completion and handover?

DIRECTORATE OF ESTATES AND FACILITIES

PROCEDURE AND INFORMATION MANUAL

Construction Project Completion & Handover Procedure

Document originated: July 2016 By: CSU

Section Page No’s

2.0 Client Rep Duties 3-6

3.0 Consultant Project Manager Duties 6-8

4.0 Principal Contractor Duties 8-9

6.0 Client Services Unit Duties 10-11

7.0 Maintenance Services Unit Duties 11-12

8.0 Estates Help-Desk Duties 12

9.0 Security Services Unit Duties 12-13

10.0 House Services Duties 13-14

11.0 Head of School Duties 14-15

12.0 Other Building Occupant Duties 15-16

13.0 Environmental Sustainability Advisor (ESA) 16-19

2.0 Client Rep Duties

2.4 3 Months ahead of Handover

2.4.1 Review testing, commissioning, handover, extended maintenance and completion

2.5 1 month ahead of Handover

 What construction work remains to be completed

2.5.9 Ensure appropriate notice is given to an appointed member of

2 - 12 months (plus) post-Handover

3.0 Consultant Project Manager Duties

3.1.3 Develop a definition of completion:

• All tests and inspections required;

6 - 3 months ahead of Handover

3.3 3 months ahead of Handover

Oversee the development of O&M manuals including maintenance, cleaning and

3.4 1 month ahead of Handover

Review testing, commissioning, handover, extended maintenance and completion

3.5.1 Facilitate delivery of as-built BIM model as well as facilitate integration of

2-12 months (plus) post-Handover

3.7.1 Update on a monthly basis a summary project completion report on outstanding

4.0 Principal Contractor Duties

RIBA Work Stage 2-4, Soft landings Stage 2 Design development

6 - 3 months ahead of Handover

3 months ahead of Handover

1 month ahead of Handover

RIBA Work Stage 7 In use, Soft landing stage 4 Initial Aftercare

RIBA Work Stage 7 In use, Soft landing stage 5 Long-term Aftercare

2-12 months (plus) post-Handover

5.0 Head of Faculty Estates and Faculty Estates Team Duties

RIBA Work Stage 2-4, Soft landings Stage 2 Design development

6-3 months ahead of Handover

5.2 3 months ahead of Handover

If deemed appropriate, nominate/appoint a building/facility manager/co-ordinator

Act as a supporting role to the Head of School/Division/Function to ensure that they

RIBA Work Stage 7 in use, Soft landing stage 5 Long-Term Aftercare

2-12 months (plus) post-Handover

6.0 Client Services Unit Duties

RIBA Work Stage 2-4, Soft Landings Stage 2 Design Development

6.3 3 months ahead of Handover

Visit working building to continue familiarity.

2-12 months (plus) post-Handover

Carry out a visit to review effectiveness of current operation/any outstanding