Beruflich Dokumente
Kultur Dokumente
tools
Electrical tools properly
grounded
Guards on drills, grinders,
saws
Mushroomed heads on
chisels
Wood handles, secured,
split, etc.
Air tools
Concrete
Equipment & materials
Reinforcing steel, storage
&
placement
Shoring requirements,
drawings
& Plans
Storage of forms &
shoring
Clean-up
Steel Erection
Permanent & temporary
flooring
Safety nets, railing & belts
Other (Specify
Electrical
Main Power lines
(location)
Extension cords,
grounded
Temporary lights & power
Junction boxes, covered
27-4
retention funds (5 to 10% of the progress payment held to insure successful completion of
the contract) then it will be very, very difficult to get the GCs attention on items of low
dollar value. By the time the final inspections are made, most of the subcontractors and
manpower resources have left your job, and moved on to the next project. It is crucial
that the inspections are not made too late or too early in order to take advantage of on site
resources. Two outcomes:
1. Too early = list too long, many items not even done yet.
2. Too late = no one left to do the work.
The last 5% of the work will take you more than 30% of your total efforts on the project
depending on the GCs capability and your AEs professionalism. Projects dont just
smoothly transition from construction to operational facility without the careful attention
to detail by you to ensure it is done right: (SEE TURNOVER LETTER)
1. Keys to the right customer
2. Manuals and training for operators
3. Systems functioning in an orderly sequence
4. Move in plan includes telephones, room keys, and delivery of the
furnishings.
5. And more and more.
For major projects with complicated systems (hospitals, processing plants, etc.) the turn
over process is more formalized. Outside consultants not part of the design team are
hired to oversee every element of the ultimate successful turnover. They review designs
for compliance and maintainability, monitor field work and develop testing protocols for
making systems operational (oxygen piping in hospital, gasoline purge line in processing
plant, etc.) and then observe the tests by the subs.
Planning for the final turnover will require close attention to detail to ensure that all of
your hard work does not disintegrate into chaos during the last few days of the project.
Good luck and remember that every project is comprised of the following phases:
PROJECT PHASES
1.
2.
3.
4.
5.
6.
Enthusiasm
Disillusionment
Panic
Search for the Guilty
Punish the Innocent
Praise for the Non-Participants
28-2
Punch List
XZY Project
ABC University
ITEM
#
AREA SUITE RM #
#
AE ITEM
#
RESPONSIBLE
PARTY
ITEM
DESCRIPTION
DATE
DONE
VERI- REMARKS
FIED
BY
OWNER
NOTE: Only
one
issue
per line
2
3
4
5
6
Lobby
North
North
South
10
West
300
301
Assigned Assigned
by AE
by GC
Format:
Action word
(clean,
patch);
Describe
the item and
its location
in the room
34
Acme
67
GC
100
200
Buss
800
98
Extron
56
56
GC
11
12
13
14
15
16
28-3
11/3/200
2
DATE DONE
Contractor Issues:
1. Certificate of Occupancy
2. Warrantee Certificates
3. Operation and Maintenance Manuals
4. Training for Maintenance Personnel
5. Spare parts and attic stock turned over to owner
6. As Built drawings sent to Architect
7. List of warrantee agents
8. Keys returned
9. All claims and change orders settled
10. Test and balance reports for HVAC sent to Architect
11. All punch list work complete
12. Submit final pay request with release of liens
Architect Issues:
1. Record drawings prepared from As Builts.
2. All change orders and claims settled
3. Approval of test and balance reports
Owner Project Manager Issues:
1. Notify Maintenance Department and Security of acceptance of facility
2. Provide copies of Maintenance Manuals
3. Provide copies of Warrantee and Agents
4. Forward spare parts, keys, and as builts
5. Verify all changes and claims are settled
6. Process final payment
28-4