Unfortunately, there are those who believe that handing over and receiving a campus is legally considered receiving a private house. But this is not the case, I have seen campuses collapse in the first months of their occupancy due to the lack of proper planning for this critical phase and due to improper organization.
A client who wants to create maintenance continuity from the first days when the systems and infrastructure were installed until the day after to manage an orderly maintenance program, requires thinking, preliminary planning and the establishment of a dedicated team, and we will expand on this later.
In mega-projects there are countless infrastructures that are located in the various ground routes and are buried in the ground in the early stages of the project to many ceiling infrastructures that in a more advanced stage of the project are suspended at different heights and hidden by a floating ceiling or in difficult cases hidden by a plaster ceiling with a service opening that hardly allows an operation person to enter through them.
This fact creates two major challenges in the project that it is important to consider and the earlier the better: 1. Is the infrastructure that has been laid down the infrastructure that has been approved by the legal and quality standard? 2. How can the item be cataloged in the maintenance systems and a final and precise location marked after burial?
The multitude of infrastructures and facilities on campus require managing functional locations, documenting the state of the infrastructure and writing a maintenance plan that will enable the team the day after to manage the facility's maintenance routine in an efficient and optimal manner.
From this we can draw 2 key insights: 1. A professional is required who knows how to monitor, audit, document the infrastructures in real time before burying/hiding them. 2. Documenting the items and preparing orderly field files (catalog number, serial number, photo, functional location, how it is maintained by professional systems, and the more seriously it is managed, the better...) so that we know that the infrastructure that has been buried/is located and exists according to the plan The engineer built the correct standard and that it complies with the maintenance operation plan.
So who is the professional party? In my view, the ideal is that it is true that the team that will manage the maintenance of the facility the day after will be the party that will deal with the acceptance of the facility in the early stages (about a year to a year and a half before occupancy). This proposal is of course expensive and not always realistic due to the organizations' impossibility to have two maintenance teams at the same time (a construction team and a team that manages the old facility during the same execution period),
Therefore, in this case, my recommendation would be to establish a dedicated director in "Outsourcing" (hereinafter - Operations and Immigration Director) who would be responsible for receiving the facility, supervision, documentation and preparation of the operation and maintenance plan for the campus. The director will be responsible for overlapping and passing the baton in an orderly fashion to the operational unit that will arrive at the time of occupancy and which will be in charge of managing functional locations and the campus maintenance plan.
The methodology that we market and which in our eyes is the greatest news in characterizing and planning the establishment of a campus is the ability of the project manager (there is an expansion regarding the ideal project manager in the previous chapters) to think and implement functional operation concepts and create a maintenance concept even in the early stages of initiation and characterization in order to create a reality closer to the day after And to bridge large operational and maintenance gaps that we encounter during the acceptance of the facility.
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