Building automation system. Ten tips for the integrator.
Jim Sinopoli, lead project specialist
”In my basketball career, I have missed more than 9,000 shots. I have been responsible for almost 300 of the team’s losses.
I have been trusted to make the winning shot 26 times, and I have missed. “I’ve failed over and over in my life, but that’s why I’m successful now,” – Michael Jordan, six-time NBA champion, five-time NBA MVP (Most Valuable Professional).
Many building owners and industry professionals find the concept of integrated building automation systems compelling and intuitive. However, these same people do not allow the concept to evolve from an idea to a physical implementation. Below are ten points necessary for the successful installation of integrated building automation systems. Some of these points have already become part of project management practice, but unfortunately, not all of them and not to the extent that we would like.
1. Understand the essence of the business that the building owner is running
Building a building automation system is not like making a one-size-fits-all solution. Integrating them requires a selective approach. There are different types of buildings and a wide range of intended uses for different types of businesses, not to mention areas intended for private and public access. Thus, an integrated system design that includes both is different from an automation system design for, say, a large hospital with 500 beds.
Any technology can be relatively easily adapted for business, because it is business that is the driving force that makes building owners borrow examples of successful integration of building automation systems. In order to determine how exactly the choice of a building automation system can affect the cost of capital investments and operation, it is necessary to discuss all the nuances directly with the building owner. Such consultations can have a positive effect on the financial side of the matter, increase the level of comfort for residents, expand the possibilities of using the building and even provide for the possibility of changing the scope of activity.
Only through joint discussion can a basis for moving forward be created.
2. Begin consultations as early as possible
Consultations with the future owner of the building should be held at the very beginning of the project. The later the cooperation begins, the less likely it is that the result will be accepted by the client without comments, and the proposed project, accordingly, has less chance of success. Involving the client in the work at the last stage of the project can completely undermine the whole thing.
This happens because many decisions will already have been made and will form the basis for the work of the main team, which includes architects, civil engineers and MEP engineers (mechanical, electrical and plumbing).
Additional costs not included in the initial budget should also be mentioned. So success depends on the early involvement of the client's representative in the work process.
3. Establish reasonable agreements with the client
When making promises to a future building owner, avoid talking about “future technologies” and “trends.” Talk about what has already been achieved today. Tell the owner about any potential problems and changes that will have to be made to the building management system. Establish reasonable agreements with the building owner that are realistically met and exceeded. Then your project will be successful.
4. Clearly define the role of “traditional” participants in the project preparation process
The traditional approach to architectural design is, in essence, a rather closed process. When working on integrated systems, success is determined by the collaboration between the building owner (or his representative), the architect, the mechanical engineer, the electrical engineer, and the high-tech and security consultants.
The project involves interior designers, construction managers, and other contractors. This multifaceted process is necessary to ensure the project is managed smoothly throughout the design and installation stages.
It is important to keep in mind that some participants in this process will not easily accept the new way of working. Clearly define who designs and installs what, and who is ultimately responsible for the design and installation of the integrated building management system.
5. Clearly define the third-party systems included in the project and determine their capabilities
Determine which third-party systems will be involved in the project. Better yet, list all such systems in a matrix and determine which of them should be combined. Select systems that need to be combined at the physical level (placed in one equipment room, connected with cables), at the logical level (ensure protocol compatibility) and at the functional level. For example, a fire alarm should be combined with access control and video surveillance. And the sound control system will be linked to lighting control and control of the heating, ventilation and air conditioning system. All these systems will go to the main bus of the automation system. This is necessary for moving from banal “integrated and open systems” to the implementation of the most daring projects.
6. Decide on the technical base and operational functions of the systems before introducing them into the project
Identify common system elements that also require integration. This measure will help save money or improve functional parameters. Such system elements can be: cable connections that allow for a reduction in the number of communication protocols used; open database systems; Internet Protocol-controlled network applications; general-purpose equipment labeling schemes; software and much more.
Standardize, simplify, look for commonalities between systems. Organize a technical base to help contractors.
7. Eliminate organizational gaps between developers of different systems:
building management, security, and building information systems Integration of systems must also affect the work of the organizations responsible for developing these systems. The role of contractors is gradually changing, and with it the requirements for the skills of employees of these organizations. Budget structures are changing too. Help the future building owner embrace these changes, and the result will be improved operational characteristics of the building in addition to reduced organizational costs.
8. Conduct an initial cost estimate for the project, and then re-evaluate it (as the project develops)
Once you have conducted an initial cost estimate for an integrated building automation system, periodically re-evaluate it based on fluctuations in market prices and changes in the project itself.
There should be no surprises for the future owner of the building. Also, prioritize the items that you will discuss with the customer regarding the cost of the project.
9. Adhere to the general approved schedule of works, without violating the sequence of their implementation
Many people are involved in the design and construction, and those involved in building automation systems are only a small part of them. However, their work is no less important for those who will live in this building and operate it. The development and installation of automation systems is carried out in accordance with the general plan and depends on the progress of work of other groups. Here are examples of such interaction of groups. The work of the automation group depends on the placement of pipelines, cable channels, power lines and the organization of protective grounding, as well as on the organization of the air conditioning system and the distribution of doors and furniture in the premises.
For technically competent installation of integrated building automation systems, coordination and consistent implementation of the work provided for in the plan are necessary.