{"id":8702,"date":"2018-09-20T13:46:59","date_gmt":"2018-09-20T11:46:59","guid":{"rendered":"https:\/\/exigo.dk\/?p=8702"},"modified":"2023-09-11T17:51:24","modified_gmt":"2023-09-11T15:51:24","slug":"kompleksitet-byggeriets-overgang-fra-udfoerelse-til-drift","status":"publish","type":"post","link":"https:\/\/exigo.dk\/en\/nyheder\/kompleksitet-byggeriets-overgang-fra-udfoerelse-til-drift\/","title":{"rendered":"Kompleksitet i byggeriets overgang fra udf\u00f8relse til drift"},"content":{"rendered":"
\n
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Kompleksitet i overgangen fra byggeriets udf\u00f8relse til drift.<\/h3>\n

In Danish construction, there has been an increased focus in recent years on the interface between construction execution and the subsequent handover and commissioning. For instance, the maritime industry has adopted the concept of commissioning, promoting a proactive dialogue and quality management process with a focus on the project's total economy and the interaction of installations.<\/p>\n

Likewise, V\u00e6rdibyg writes the following in their manual for an operation-oriented construction process about commissioning and handover: \"This period is often very intense, with a focus on defects and deficiencies, but successful commissioning requires allocating resources for dialogue between the operational organization and the executing parties and ensuring that user needs are met.\"<\/p>\n

In this context, there are two aspects in particular that give rise to considerations.<\/p>\n

    \n
  • The contractor's responsibility in connection with the construction phase ceases, and the responsibility for ensuring the continued progress in the overall construction process lies solely with the client.<\/li>\n
  • The construction phase is completed, and the client needs to project-manage the transition between construction execution and operation.<\/li>\n<\/ul>\n

    These two aspects contribute to complicating the client's task, and the following elaborates on a couple of the factors at play:<\/p>\n

    1) Overdragelse af ansvar i komplekst byggeri.<\/h3>\n

    I begrebet komplekst byggeri ligger blandt andet at overtagelse ikke blot handler om at modtage en n\u00f8gle til at f\u00e6rdiglavet og k\u00f8reklart byggeri, der kan driftes fra dag et. Selv hvis der tages udgangspunkt i et optimalt byggeri hvor AB92 aflevering sker i fuldst\u00e6ndig overensstemmelse med indg\u00e5et aftaler, vil der fortsat v\u00e6re en lang r\u00e6kke aspekter\/opgaver, som det er op til bygherre at h\u00e5ndtere, for at sikre at den videre fremdrift. Dele af disse opgaver kan styres ved at l\u00e6gge en commissioningproces p\u00e5 tv\u00e6rs hele byggeriets projektforl\u00f8b, hvilket bl.a. danner rammene for dialog og kvalitetsstyring vedr. installationernes samspil og overtagelse. Men forpligtigelser ifm. commissioningaktiviteter udg\u00f8r kun del af det samlede bygherreressourcebehov, hvilket betyder, at behovet ofte kan v\u00e6re sv\u00e6rt at afd\u00e6kke tilstr\u00e6kkeligt. Ofte er bygherre opm\u00e6rksom p\u00e5, at der hen mod afleveringsforretning og indflytning vil v\u00e6re et stigende ressourcebehov, men sj\u00e6ldent i stand til af kortl\u00e6gge det og bliver dermed heller ikke i stand til at finde\/frig\u00f8re tilstr\u00e6kkelige bygherreressourcer til at varetage alle bygherres forpligtigelser ifm. bygherreleverancer, som blandt andet d\u00e6kker over:<\/p>\n

      \n
    • Obtaining relevant approvals (for example, for a hospital construction, over 15 different regulatory and functional approvals need to be obtained).<\/li>\n
    • Planning and management of access conditions, security, personnel training, control of system deliveries, operational startup, implementation of new IT systems, cleaning, waste management, emergency procedures, and much more.<\/li>\n
    • Technical follow-up during the commissioning process (including system deliveries)<\/li>\n
    • Flytning (b\u00e5de fysisk inventar og udstyr s\u00e5vel som daglig drift) fra eksisterende byggeri<\/li>\n<\/ul>\n

      2) Projektstyring i en faseovergang.<\/h3>\n

      Foruden ovenn\u00e6vnte overvejelser, er det v\u00e6rd at v\u00e6re opm\u00e6rksom p\u00e5, at der tale om projektstyring i en af projektets vigtigste faseovergange. I faseovergange skal projektledelsen bl.a. afslutte og dokumentere den forrige fase (herunder modtage byggeriet), h\u00e5ndtere forsinkelser og afvigelser, planl\u00e6gge og igangs\u00e6tte den n\u00e6ste fase samt varetage adskillige andre enkeltst\u00e5ende og tilbagevendende opgaver. Uanset hvordan byggeriets projektorganisation er sat op, vil denne faseovergang kr\u00e6ve, at bygherre opretholder et skarpt overblik.<\/p>\n

      Additionally, in complex construction, we are dealing with a unique construction project that requires adaptation and, therefore, cannot be solved\/planned using off-the-shelf solutions. No complete checklist includes a comprehensive task list for the client. In many cases, the exercise begins with identifying\/uncovering where there is a client resource need.<\/p>\n

      Samlet set er de to ovenn\u00e6vnte punkter ofte udslagsgivende for potentielle problemer for bygherre sent i projektet, hvorfor det er kritisk at risikoafd\u00e6kke og planl\u00e6gge for faseovergangen p\u00e5 forkant \u2013 hvilket stiller ekstremt store krav til bygherreorganisationen.<\/p>\n

      Eksempelvis har jeg for nyligt afleveret to rapporter til projektledelsen for henholdsvis Det Nye Hospital Vest (DNV) og Nyt Aalborg Universitetshospital (NAU). Rapporterne analyserede bygherres samlede interne ressourcebehov i forbindelse med overgang fra byggeriets udf\u00f8relse til drift (herunder bygherreleverancer, bygherres hhv. byggetekniske opgaver, administrative opgaver samt opgaver relateret til opstart\/overtagelse af drift). Og selvom projektledelsen p\u00e5 begge projekter var sammensat af yderst kompetente og erfarne profiler, er der ingen tvivl om, at der foreligger en stor arbejdsopgave i at planl\u00e6gge, risikoafd\u00e6kke, overtage og projektstyre gennem den forst\u00e5ende overgang drift.<\/p>\n

      De oplevelser og erfaringer jeg har gjort mig i forbindelse med de to ressourcebehovsanalyser, har givet anledning til ovenst\u00e5ende betragtninger \u2013 lad mig endelig vide hvis du har kommentarer eller input.<\/p>\n

      Martin Veis<\/p>\n

      Bygherrer\u00e5dgiver, Exigo A\/S<\/p>\n<\/div>\n<\/div>\n

      <\/div>","protected":false},"excerpt":{"rendered":"

      Kompleksitet i overgangen fra byggeriets udf\u00f8relse til drift. I dansk byggeri er man i de seneste \u00e5r blevet mere opm\u00e6rksom p\u00e5 gr\u00e6nsefladen mellem byggeriets udf\u00f8relse og den efterf\u00f8lgende aflevering og idrifts\u00e6ttelse. Eksempelvis er commissioning-begrebet blevet adopteret fra skibsindustrien, hvilket fordrer en proaktiv dialog- og kvalitetsstyringsproces med fokus p\u00e5 projektets total\u00f8konomi og installationernes samspil. Ligeledes skriver […]<\/p>","protected":false},"author":1,"featured_media":8703,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"","_et_pb_old_content":"","_et_gb_content_width":"","footnotes":""},"categories":[19],"tags":[],"aioseo_notices":[],"yoast_head":"\nKompleksitet i byggeriets overgang fra udf\u00f8relse til drift | Exigo<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/exigo.dk\/en\/nyheder\/kompleksitet-byggeriets-overgang-fra-udfoerelse-til-drift\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Kompleksitet i byggeriets overgang fra udf\u00f8relse til drift | Exigo\" \/>\n<meta property=\"og:description\" content=\"Kompleksitet i overgangen fra byggeriets udf\u00f8relse til drift. I dansk byggeri er man i de seneste \u00e5r blevet mere opm\u00e6rksom p\u00e5 gr\u00e6nsefladen mellem byggeriets udf\u00f8relse og den efterf\u00f8lgende aflevering og idrifts\u00e6ttelse. Eksempelvis er commissioning-begrebet blevet adopteret fra skibsindustrien, hvilket fordrer en proaktiv dialog- og kvalitetsstyringsproces med fokus p\u00e5 projektets total\u00f8konomi og installationernes samspil. 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