Project Management View from Rail Transit Programs and Projects

Recently a colleague in a leadership position on a rail transit project said, they do not understand the importance of testing.    This came after a project meeting, where incorporating more activities for Commissioning Acceptance and Maintenance Plan (CAMP) into the Detailed Contract Schedule (DCS) was discussed.   At the meeting, the feedback from the contractor’s Project Controls leader indicated that activities for inspection, testing and CAMP deliverables should not be in the DCS.   

In a previously posted article regarding Best Practices for Commissioning Acceptance and Maintenance Plan (CAMP), the Commissioning component was described as:  

Commissioning:   This is the pre-requisite activities and deliverables for starting the CAMP package and deliverables for Acceptance, and it is the Buyer’s (Owner) process for verification of project/contract scope and the Seller’s (Contractor) compliance with requirements.    The activities typically include Factory Acceptance Testing (FAT), On-Site Acceptance Testing (SAT), In-progress Inspections, Start-Up and Burn-In.   Commissioning activities should be integrated into Project Control schedules and Quality Plans, which contain quality control inspection and test plans.

This article expands on the Commissioning element of the CAMP process and deliverables and it describes the importance on rail transit projects.   The project assets typically include track switches and machines, signal systems, traction power systems, signal power systems, communication systems and security systems.      

Commissioning-Inspection and Testing

Inspections and testing of the contract product and deliverables is essential for demonstrating the work meets the contract and is ready for final acceptance.   The inspection and testing requirements are defined by the Owner or its designated Designer of Record (DOR) in the contract documents and in project plans.

• Factory Acceptance Testing (FAT):   FAT is applied to high value, long lead, and critical assets that require extreme confidence that the asset will work when installed and interconnected to other products in the project to create an integrated system.    These type assets are usually supplied by specialty contractors to prime contractors for interconnecting all conduits and cables at the project site for operation.   The FAT is performed by the specialty contractors and it is usually witnessed by the prime contractor and other technical experts on the project.  FAT tests can range from several days to nearly a week or more depending on the complexity of test procedures and an action to correct problems.   FATs that require additional time may impact scheduled progress and require adjustments to interdependent activities in the DCS.
• On-Site Acceptance Testing (SAT):  SAT is the successor to FAT.  SAT replicates much of the FAT and focuses on added testing for verifying operation with interconnected conducts, cable and supervisory systems.   The SAT is performed by the prime contractor and it is usually witnessed by the specialty contractor and other technical experts on the project.   Specialty contractors often provide on-site technical assistance to the prime contractor.   Due to the amount of preparatory pre-testing, SAT tests are usually several days and may require an Owner to make operational changes to accommodate testing.   SATs that require additional time may impact scheduled progress and require adjustments to interdependent activities in the DCS.
• System Integration Testing (SIT):  SIT  is testing of several critical assets after the pre-requisite predecessor testing, including FAT and SAT.  SIT encompasses verifying asset operation within the overall rail transit system under conditions required to support its service plan, including train movement, passenger movement, customer information and announcements, safety and security monitoring, and central operating centers.   SITs that require additional time may impact scheduled progress and require adjustments to interdependent activities in the DCS.
• First Article Inspections (FAIs):   FAIs involve testing to prove out design and functionality of components before mass production.   FAIs are usually applied to projects with retrofit scope involving the installation of equipment fleet-wide or system-wide to meet legal, statutory or regulatory requirements.    FAIs are performed at the specialty contractors’ facilities and may be followed by prototype installations on Owner property.   FAIs will create schedule hold points in DCS before specialty contractors will be released for production and delivery of the component.
• Special Inspections (SIs):   SIs (and testing by independent testing agencies) are applied to project elements of construction such as steel, concrete, masonry, wood, soil, fire resistant materials, mastics, and smoke control, which bridges and buildings.   The SIs scope includes soil conditions, concrete rebar and formwork, concrete condition and strength, welding of structural members, bolting of structural members and fire proof insulation and coatings.   SIs will create schedule hold points in DCS for verifying test results meet requirements before work can proceed. 
• Inspection and Testing Plans (ITP):   The ITP complements the SIs and covers the full scope of the project as described in the contract drawings and specifications.      ITP consists of the more routine inspections and tests that are part of the project Quality Management Program, which includes the Construction Quality Plan for overseeing the contractor’s workmanship, quality of materials, and compliance with contract drawings and specifications.   ITPs may create hold points in DCS for substantial completion and construction completion milestones, and to CAMP processes and deliverables until non-conformances are repaired, corrected or accepted under conditions by Owner or DOR.

With exception of ITPs, all of the inspections and tests require integration with interdependent construction activities to determine baseline dates.  As construction progress is updated in the DCS, changes in dates for inspections and testing may occur.

Best Practices - Commissioning

• Projects must have a Project Management Plan covering construction monitoring and quality management with descriptions of scope, personnel, processes, and deliverables (sample Forms).
• Contractor must have written procedures and deliverables for inspection and testing activities, and a process for monitoring performance and periodically updating plans to reflect scope changes and adjustments due to DCS.  
• Owner must have a written plan to support contractor inspection and testing plans and with processes for monitoring Commissioning performance and implementing project and contract improvements.  
• Owner’s project manager, with appropriate support staff, must focus on oversight of the contractor/subcontractors and provide direction to reinforce effective and integrated Quality processes across managerial silos.
• Owner’s project representatives, or designated consultants, must be very familiar with the Organization and the responsible parties for obtaining and documenting technical feedback on the various inspections and testing for project elements.
• Owner’s processes for travel arrangements must be flexible and responsive to changes in FAT and SAT dates.  This may be accomplished by implementing advance approvals for baseline dates that contain provisions to change dates without resubmitting arrangements. 

TIP:   Requirements for Project Management Plans can be found at several resources including www.transit.dot.gov [Federal Transit Administration] and www.PMI.org [Project Management Institute.]

TIP:    On large projects, FATs, SATs and FAIs need to be coordinated to avoid conflicts and to assure personnel and travel arrangements can be available for inspection and testing dates.

TIP:   FATs and SATs require advance review and approvals of the scope and procedures.  At least 60 days notice/submittal reviews prior to the anticipated dates should be shown on the DCS.

TIP:    For project work on system expansions, most of the SIT can be done while maintaining operations on other parts of the system. 

TIP:   For project work that is performed on an operating system, the SIT will need detailed staging and require an Owner to make operational changes to accommodate testing.     

This article complements the previous articles “What are good practices for Commissioning Acceptance and Maintenance Plan (CAMP)?” and Questions and Answers to CAMP – Parts 1 and 2.  Here are Questions and Answers to CAMP – Part 3.   

Are the CAMP requirements different for design bid build (DBB) and design build (DB) project delivery?

No.    Since the CAMP process spans the design and construction phases of a project, the requirements are the same.   However, the execution of the CAMP process is different.  In DBB, there are separate contracts for Designer/Engineering of Record to create the construction contract, and for a Contractor to furnish/construct the product.   In DB, there is a single contract where the EOR and Contractor are part of the same team with the design and construction phases proceeding in parallel.   

If there is no CAMP in Div 1, where are the requirements found?

Commissioning, Acceptance and Maintenance Plan requirements may be spread throughout the general provisions and the technical specifications in the contract.   As a result, the Buyer and Seller will need to work together to extract and consolidate the activities and documentation into a cohesive set of deliverables.   In some cases, Buyers may label CAMP differently such as Integrated System Test Plan (ISTP) or System Test Plan, which may include Factory Acceptance Testing and Site Acceptance Testing.   

On a project, is CAMP one package at the end of the project?

There can be one CAMP Package if the project consists of a single construction contract and there is no incremental acceptance of construction by the Buyer for operational use ahead of the substantial completion or construction completion as defined in the performance.   Larger projects may include multiple contracts/subcontracts with scope that can be constructed and put into use independent of other contracts/subcontracts on the project.   As a result, multiple CAMP packages will be required for each contract or subcontract.   This may require the Project Management Plan incorporate a CAMP [Management] Plan  to management the processes and deliverables.  

What happens when the Buyer accepts the Sellers CAMP Package?

Based on typical contract requirements, the Buyer’s acceptance of the CAMP Package constitutes construction completion and the start of the Warranty period management by the Seller.   During this period, the Buyer is responsible for periodic inspection and maintenance of the product, including consumable items.  However failures and breakdowns of the constructed product is covered by the Sellers management of the established Warranty Plan.   This normally includes Sellers labor and materials to repair the product to operational use. 

What actions can the Buyer take to focus the Seller on completing punchlist work?

Creating an agreed upon punchlist is a co-predecessor to the contract milestone for  Substantial Completion (SC ) and for issuance of certificates for occupancy.   Finishing punchlist work is a predecessor to achieving the contract milestone for Construction Completion (CC).   In order to focus the Seller on completing all  work, the Buyer must carefully evaluate the Seller’s payment applications and assure the value of the remaining work is estimated and used by the Buyer to reduce the total earned value of verified work completed by the Seller.    Under the General Provisions of the standard contract form, the Buyer can  withhold the estimated value of remaining work from the invoice amount presented in the Seller’s payment application.     In some contracts, the Buyer can reduce the Seller’s payment application amount by 2 times the estimated cost of remaining work. 

Do you have any added Questions?

This article complements the previous articles “What are good practices for Commissioning Acceptance and Maintenance Plan (CAMP)?” and Questions and Answers to CAMP – Part 1.  Here are Questions and Answers to CAMP – Part 2.

What are the CAMP deliverables?

Typical contract sections or project plans for CAMP deliverables are:

• Receipt of Final Testing and Acceptance Sign-Off Documentation:  This consists of a complementary series of project documents, which demonstrate quality and managerial oversight of the work.    Based on the scope, this may include factory acceptance test results, site acceptance test results, inspections at substantial completion, final inspection at completion of punchlist, record of special inspections, and closure of Permits by the issuing agency.   This documentation is produced by construction management consultants and Agencies with permitting jurisdiction.
• Certificate of Construction Completion: This is certification that all punchlist work is complete; start-up, training and burn-in is complete; and the overall Project Element is constructed as shown on the RFC design packages, shops drawings and material/product submittals.  Unless indicated otherwise, this Certificate is produced by the primary Construction Manager. 
• Certificate of Construction Compliance/Code Compliance:  This is certification that all work meets the contract technical and quality requirements, the Design Build Quality Program, and all stipulations in construction Permits.   This Certificate is produced the Engineer of Record. 
• Spare Parts:   This is found in the Division 2-16 Technical Specifications of the contract/purchase order.   The spare parts description and quantities will typically be itemized in the Buyer’s contract award price breakdown and in the Seller’s Detailed Contract Schedule/payment schedule.  
• Training, O&M Manuals:   This is found in the Division 1 Technical Specifications of the contract/purchase order.    While the Seller’s  system and equipment suppliers typically have standard services and deliverables for off-the-self components, the Buyer’s may have extraordinary requirements to meet the operation standards, procedures and processes of the company. 
• As-Built drawings:    This is found in the Division 1 Technical Specifications of the contract/purchase order.     This item may also be expressed and defined by the Buyer with other labels such as red-lined contract drawings and record drawings.   It is typically an updated version of the conformed contract drawings from the Seller, which includes all contract changes and modifications, and it indicates the actual installed locations of the constructed assets.
• Warranty:    This is found in the General Provisions, and it may be amplified in Division 2-16 Technical Specifications for large, high value technology systems and equipment.    By Contract, the Warranty starts at Buyer’s use/acceptance of the work, and it follows Final Inspection, and Punchlist activities.    Seller’s obligation  for warranty  is typically one year and as supplemented by manufacturer’s and Original Equipment Suppliers’ warranties, which may extend post-contract closeout for several years as described in the product data/specification reviewed during the Contract Submittal process. 
• Software and Software Licenses:    The requirements scope for computer supported products with hardware and software are usually found in the Technical Specifications in Division 10-16, including (10) Specialties, (11) Equipment, (13) Special Construction, (14) Conveying Systems, (15) Mechanical/Plumbing, and (16) Electrical.   However, depending on the contract format, requirements may also be separated into new Divisions including (21) Fire Suppression, (23) HVAC, (25) Integrated Automation, (26) Electrical, (27) Communications, and (28) Electronic/Safety/Security.  
• BIM/GIS Data and Asset Management Data:    This is found in the Division 1 Technical Specifications of the contract/purchase order.   While the data can be generated using the contract drawings, it is more accurate to complete after the As-Built drawings are submitted and accepted.  

Who is responsible for CAMP?

CAMP is a cross-functional process and it is correlated with various activities and the creation of various project records.  As established by the project in the Schedule Work Breakdown Structure, the CAMP process monitors work across several managerial silos.   In some Electronic Document Management Systems, the managerial silos or project phases include:

Design:   The development and refinement of project product requirements, and the creation of contract documents and performance metrics for the product meeting the Buyer’s criteria and business case results.

Construction:   The physical fabrication/manufacture of systems, brick & mortar assembly of a structure for the systems, and the integrated start-up and testing the entire product for Buyers acceptance.  

Quality:   The control and assurance on the product, processes and documentation meet the Buyer’s requirements for the project product, including design and construction submittals and deliverables and the content for CAMP.  

Commercial:   The management of project finances, contract payments and closeout, contract changes and of contractor performance to schedule milestones, which includes monitoring incentives for beating milestones and liquidated damages for missing milestones. 

What typical CAMP activities should be in the Detailed Contract Schedule?

A sample of the critical cross functional activities with responsibilities by Buyer/Seller are:

1. Seller initiates CAMP package and compiles project records
2. Seller and Buyer confirm readiness for substantial completion/operational use
3. Seller/Buyer conduct and document QC/QA inspection and testing, including Site  Acceptance Test (Predecessor = B)
4. Seller/Buyer conduct and document substantial completion inspection and punchlist (Predecessor = C)
5. Seller requests progress payment for 100% earned value and Buyer issues progress payment (Predecessor = D)
6. Seller submits CAMP package and notifies Buyer on readiness for final inspection (Predecessor = A, E)
7. Seller/Buyer conduct and document final inspection and completion of punchlist/work and burn-in (Predecessor = F)
8. Seller submits contract closeout documents and requests release of retainage withheld from previously approved progress payments (Predecessor = G)
9. Buyer confirms acceptance of CAMP package, including and all products and deliverables by contract requirements, and releases retainage to Seller  (Predecessor = F, G, H)

This article complements the previous article “What are good practices for Commissioning Acceptance and Maintenance Plan (CAMP)?”  Tailored to rail transit projects, this article follows with  Q&A on CAMP definitions, description of CAMP deliverables, integrated managerial functions supporting CAMP, and the general activities and sequence for CAMP.    Here are Questions and Answers to CAMP – Part 1.

When Does the CAMP Process Start?

CAMP starts with the design of the project and the creation of construction documents, and it continues through the closeout of the contract/project.   The process will consist of iterative development of a content a Matrix that lists the components that will form the constructed product as described in the project scope and objective.   The Matrix also lists the expected CAMP deliverables, such as Operation and Maintenance Manuals, Warranty, Training, As-Built Drawings, Spare Parts, Software, and GIS/Asset Management data.   Starting the work in the design will assure that at the time of the construction contract award, the Seller and Buyer have the same expectations for the CAMP deliverables.

What are the definitions for CAMP?

Commissioning:   This is the pre-requisite activities and deliverables for starting the CAMP package and deliverables for Acceptance, and it is the Buyer’s (Owner) process for verification of project/contract scope and the Seller’s (Contractor) compliance with requirements.    The activities typically include Factory Acceptance Testing (FAT), On-Site Acceptance Testing (SAT), In-progress Inspections, Start-Up and Burn-In.   Commissioning activities should be integrated into Project Control schedules and Quality Plans, which contain quality control test and inspection plans.

Acceptance:  This is a predecessor activity for contract closeout, and it refers to the Final Acceptance by the Buyer/Owner, which follows completion of Commissioning activities and  A) Final formal inspection of the Seller’s work.   B) Seller’s completion of punchlist work.   C) Buyer’s  confirming resolution of Submittals and Non-Conformance Reports (NCR).   D) Buyer’s receipt of Seller’s training, As-Built drawings, Spare parts, Warranty, Operation and Maintenance Manuals (Inspection and Maintenance).   E) BIM/GIS and Asset Management Data.   Contractually, Acceptance equates to Construction Completion, which its tied directly to commercial provisions, Final Payment and Warranty, and is a milestone for the Project Control schedule.  

Maintenance:   This is a post-contract closeout activity and it refers to Buyer’s readiness to conduct periodic inspections and maintain the Seller’s accepted work.  The Buyer’s readiness includes A) Allocating operating budget and assign management responsibility.  B) Purchase and inventory of special tools, consumable items and spare parts.  C) Assign new or reallocate operation/maintenance staff and resources.  D) Update company asset inventory and insurance. 

What are CAMP requirements?

The requirements for the items cited in the definitions above are typically embedded in the contract document.    Typical contract sections or project plans for CAMP technical requirements or inputs in rail transit are:

• FAT/SAT:   This is found in the Division 2-16 Technical Specifications of the contract/purchase order.    It is most applicable to major systems and equipment, including signal systems, HVAC, substations, signal power motor generators, communications and supervisory control systems and control centers.   The Seller is required to submit detailed test procedures, and the test results for review and approval by the Buyer. 
• Inspections:   This is implemented under the General Provisions and detailed in Technical Specifications of the contract/purchase order.   It is most applicable to work covered by government permitting and code compliance, and it is described in the Buyer’s construction  manager’s  (CM) monitoring plan and in the CM’s inspection and testing plan  for overseeing the Seller’s work.
• Start-Up/Burn-In:   This is found in the Division 2-16 Technical Specifications of the contract/purchase order.   It is most applicable to power systems such as substations and signal power motor generators.   The Burn-in periods can range from 30 – 90 days after initial start-up under full load.   For replacement projects, the completion of the Burn-In for the new infrastructure is a predecessor activity in the Seller’s Detailed Contract Schedule for demolition of the old systems.  
• Final Inspection:    This is found in the General Provisions of the contract/purchase order, usually under the Payment and Time/Contract Schedule Milestones.   Final inspection is typically an end-of-contract item.  However, Buyer and Seller may agree to incremental inspection, use and occupancy of portions of the work.   The Seller’s detailed contract schedule and the Inspection and Test  Plan will delineate the proposed sequence for completing portions of the work.  
• Punchlist:   This requirement follows Final Inspection and it is a predecessor for achieving Time/Contract Schedule Milestone for Substantial Completion (SC) in the General Provisions of the contract/purchase order.   SC means the work is useful to the Buyer ahead of the completion of work and milestones such as Construction Completion and Contract Completion.
• Resolution of Submittals and Non-Conformance Reports (NCRs):   This is part of the Buyer’s contract monitoring plan and the project quality plan.  These Plans assure that delivered and installed products reflect the current contract including all negotiated changes and contract modifications, and the completion of corrective actions on NCRs under the Seller’s Quality Management Plan.

Until recently, Commissioning, Acceptance and Maintenance Plan (CAMP) deliverables on major projects were delegated to the contractor for determining format, content, level of detail and the submittal date.   Typically, the compilation of the associated deliverables was part of final acceptance of contract products by the Buyer and achieving the performance milestone by Seller for contract completion.   At contract completion, the withheld retainage by the Buyer, which can be 5% deducted from all Seller’s progress payments through 100% earned contract value, becomes part of the contract closeout.   As a result, contractors typically leave the CAMP deliverables until the end of the contract.

Contract closeout means the Buyer’s Project Manager (PM) can close the remaining administrative office, package the files for storage, and be reassigned to other projects on a full-time basis.  For the Seller’s PM, it means all financial reimbursement obligations are complete and they can close files and financial bookings, and reassign any remaining staff to other contracts.

However, there are numerous Lessons on contracts from closeout experiences that reflect poor quality and incomplete CAMP deliverables.  The situation is compounded by the urgency of the Buyer’s PM to closeout the contract and of the Seller’s PM to collect all retainage due from the already approved payments.  At this time on the contract lifecycle, CAMP deliverables can easily become secondary, as both PM’s are usually focused on closeout and moving on to new projects or contracts.

In order to mitigate the risk of poor quality and incomplete CAMP deliverables on rail transit projects, a major United States (USA) commuter railroad updated its requirements for consultant design contracts and contractor construction contracts.  The scope of work for design contracts specify that a CAMP Matrix be developed and submitted with each level of deliverables.   The Division 1 Specifications for the construction contracts specify the CAMP as a deliverable with scope, product and execution requirements that include the CAMP Matrix – developed by the design consultant.  

The CAMP Matrix includes the major systems constructed, and for deliverables, such as Training, Operation and Maintenance Manuals, Spare Parts, Software, Software Licenses, Warranty, and As-built drawings, which are itemized in the Divisions 2-16 Specifications of the construction contract.   Some Mega projects also include deliverables for BIM/GIS, Asset Management and service contract agreements.   As the Matrix progresses from the design contract and into the construction contract, more detailed descriptions of the components /systems of the constructed product are incorporated.  This creates better understanding of the CAMP deliverables. 

Since implementing in the late 2000’s, the USA commuter railroad has collected Lessons Learned on CAMP requirements, which are used during the development of new projects and contracts.   Enhancing the contracts was proven to enable Buyer’s PMs to better manage the Seller’s PMs and realize higher quality and comprehensive CAMP deliverables that met the real expectations of the Owner’s operating departments.   

The CAMP Matrix makes it clearer to both PM’s on the scope of deliverables and it provides the foundation for expanding the use into alternate delivery contracts such as Design Build (DB).   Thanks to designing CAMP into the deliverables, the Seller for DBB contract has well defined requirements and deliverables scope for CAMP.  In DB contract, the Seller will develop the CAMP scope during the design phase and compile the source documents from construction contract submittals from the DB prime and all its subcontractors and vendors/suppliers.  

Due to the size of scope and contract values on mega projects, the planned intermediate use of contract products for operational use ahead of the contract completion/final acceptance milestone is a practical necessity.   In the current rail transit environment in USA, the project leadership commitments to funding partners, stakeholders, politicians and influencers create urgency to place products in-service for Ribbon Cutting ceremonies and press conferences.   As a result, Owner’s assume responsibility for maintenance well ahead on the scheduled contract or project completion.  This requires that the usual end-of-contract CAMP activities become incremental and intermediate, and the project team needs to adjust project management staffing by Buyers and Sellers to expedite CAMP deliverables.

Good Practices for CAMP

• Identify detailed CAMP roles, responsibilities, personnel interfaces and scope  interdependencies in Project Management Plans, Project Quality Plans, Contract Quality Plans, Construction Monitoring Plans, Integration Plans and Contract Management/Administration Plans
• Integrate the CAMP requirements, including processes/work flows and schedules, into the technical specifications of contracts and contractors’ subcontract agreements and purchase orders
• Insist CAMP activities and deliverables be defined in contract performance milestones and in the contractor’s Detailed Contract Schedule.
• Define and dedicate manpower for Points Of Contact (POC) and signature approval authorities from the Owner, Buyer’s PM and Seller’s PM
• Create performance monitoring metrics for reporting progress on CAMP deliverables to project management leadership and to Owners
• Provide comprehensive portfolio of samples that can be used as Models for all deliverables and other written documentation necessary for the lifecycle of CAMP.

Topics for Further Consideration at Closeout:

• Assigning a Value for Warranty - Payable after Warranty Period Ends:   The integration of formal and enforceable contract requirements for CAMP may necessitate a change in the contract performance milestones.   While impractical – based on current Owner/Contractor transactions, withholding a percentage of payments to cover the warranty period may be needed to assure equal priority by Buyer’s PM and Seller’s PM to the Owner’s requirements.  Equally, Owner’s need to dedicate a team to extend the management for warranty from the initiate incremental acceptance products up to one year after contract final acceptance or as otherwise defined in the contract, which is more typically construction completion.
• Defining the Owner’s Project/Operating Role and Resources for Commissioning:  CAMP is part of the Seller’s contract.  But the actual commissioning includes the Owner’s activities to take responsibility for the contract product and undertake project and operating budget reimbursed actions to ready the organization to assign manpower and budget accordingly.   The Commissioning may need to extend to the end of the contractor’s Warranty period.

TIP:   CAMP deliverables should be tailored to the Owner’s expectations and to SAMPLES of CAMP documents accepted to the Owner on previous contracts.

TIP:   CAMP deliverables should utilize as many of the documents reviewed during construction contract Submittals, which typically include detailed instructions for start-up, operation and maintenance as well as a list of recommended consumable parts, replacement spare parts, inspections, warranty and trouble shooting information. 

TIP:  Owner/Buyer should compile a set of SAMPLE documents – proven acceptable to Owner POCs, that can be used by Buyer/Seller PMs to create and distribute CAMP deliverables. 

TIP:   Buyer’s CAMP Manager should have access to information across various functional silos of the project management organization and data management system software, including design (CAMP development), construction (CAMP implementation and training records), quality (Product/system tests, inspections and various reports) and commercial (Contract changes, requests for acceptance, payment for spare parts, and requests for release of retainage). 

TIP:   Since final acceptance of products initiates the start of the Seller’s warranty period, Seller’s PM, Buyer PM’s and Owner should create a post contract completion team to monitor the warranty lifecycle, which may occur while construction is on-going and extend after contract completion is achieved.

TIP:   Since receipt of spare parts is in the CAMP scope, Buyer’s and Seller’s PMs need to establish a formal process and documentation to manage the transfer of spare parts to support the incremental final acceptance of contract products.  

TIP:   Typical projects start with a Kick-Off Meeting, the completion of CAMP including the warranty period one-year after contract final completion, should be finalized by a Closeout Meeting between the Owner, Buyer’s PM and Seller’s PM.   As may be required, Owner’s final evaluation of Seller’s performance should record and assessment for CAMP and Warranty.

TIP:    Mega projects always start with a ground breaking ceremony where top officials from the Owner, Buyer’s PM team, Seller, Funding Partners, politicians and other influencers are smiling and holding shovels.   The CAMP deliverables and the completion of warranty – one year after full contract completion should be equally ceremonial, such as a press conference with similes, hand-shakes and words of satisfaction between the Owner, Buyer’s PM and Seller’s PM.  As may be required, Owner’s final evaluation of Seller’s performance should record and assessment for CAMP and Warranty.