ASHRAE_Guideline_0-2019_ - Page 007
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k. Review Predesign Phase documents for compliance with
the OPR. l. Write the initial Cx Plan. m. Develop the initial format to be used for issues and resolu tion logs throughout and for each phase of the Cx. n. Track and document issues and deviations relating to the
OPR and document resolutions in the issues and resolution log. o. Write and review Cx Progress Reports.
5.2.2 Develop OPR 5.2.2.1 The OPR forms the basis from which all design, construction, acceptance, and operational decisions are made. Effective Cx depends on a clear, concise, and comprehensive OPR document. It includes information to help the Project Team to properly plan, design, construct, operate, and maintain systems and assemblies.
5.2.2.2 The CxP facilitates the development of the OPR. Input will be gathered from all team members.
5.2.2.3 Each item of the OPR shall have defined performance and acceptance criteria. Those that can be benchmarked should have the benchmark defined in specific terms and the means of measurement defined.
5.2.2.4 The OPR should include the following:
a. Project schedule and budget. b. Cx scope and budget. c. Project documentation requirements, including format for
submittals, training materials, reports, and the Systems Manual. Consideration should be given to use of electronic format documents and records where appropriate. d. Owner directives. e. Restrictions and limitations. f. User requirements. g. Occupancy requirements and schedules. h. Training requirements for Owner’s personnel. i. Warranty requirements. j. Benchmarking requirements. k. O&M criteria for the facility that reflect the Owner’s
expectations and capabilities and the realities of the facility type. l. Equipment and system maintainability expectations, including limitations of O&M personnel. m. Quality requirements for materials and construction. n. Allowable tolerance in facility system operations. o. Energy efficiency goals. p. Environmental and sustainability goals. q. Community requirements. r. Adaptability for future facility changes and expansion. s. Systems integration requirements, especially across disciplines. t. Health, hygiene, and indoor environment requirements. u. Acoustical requirements. v. Vibration requirements. w. Seismic requirements. x. Accessibility requirements. y. Security requirements. z. Aesthetics requirements.
aa. Constructibility requirements. ab. Communication requirements. ac. Applicable codes and standards.
See Informative Appendix J, Table J-1, for an example matrix that can assist in the development of the OPR.
5.2.2.5 Obtaining the information and criteria for the OPR document requires input from all key facility users and operators. The method used to obtain the information should allow the different user groups and operators to interact. Nominal group technique workshops, interviews, and surveys can be used to obtain this input, with decreasing levels of interaction attained, respectively, for each type. See Informative Appendix I for additional guidance.
5.2.2.6 The OPR becomes part of the Systems Manual documentation.
5.2.2.7 The OPR is a document that evolves through each project phase. As decisions are made during the Design Phase, Construction Phase, and Occupancy and Operations Phase, this document is updated to reflect the current project requirements of the Owner. It is the primary tool for benchmarking success and quality at all phases of the project delivery and throughout the life of the facility.
5.2.2.8 Make reference to the OPR in the bidding documents as “information available to bidders.” It must be noted in the contract documents that the OPR is issued for information only and that this document shall not define, nor shall it be used to interpret, the requirements of the contract.
5.2.2.9 Use quality-based sampling for verification of each activity or task to determine how well it meets or relates to the OPR in the Predesign Phase. This includes programming documents, defined scope-of-design services, special reports and workshop outcomes, and other activities in the Predesign Phase.
5.2.3 Identify the Scope and Budget for the Cx 5.2.3.1 The scope of the Cx will vary from one project to another. The CxP Team develops the scope for the Cx. The experiences of the programming team, users, designers, CxP, and the Owner with similar and previous facilities and projects can aid in establishing a scope for the Cx. Additional insight regarding the scope of the Cx can be obtained from code officials, regulations, published information on similar facilities, and information in the technical Cx guidelines.
5.2.3.2 A well-defined scope permits the establishment of an appropriate budget allocation for the Cx. The Cx budget should be realistic; distributed by phase, activity, and entity (Owner, CxP, design professional, and contractors); and not subject to reduction without an express change in the Cx Plan. Lack of a properly defined and maintained Cx budget will adversely affect the Cx and the success of the facility in meeting the OPR.
5.2.3.3 Typically the Owner will focus the Cx efforts on selected systems or assemblies based on the budget, systems or assemblies where the Owner has experienced previous problems, on complex systems and assemblies, or on the criticality of the system or assembly in providing for the OPR. The Cx can focus on the following:
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