MEP projects involve multiple engineering disciplines and coordination is key from the design phase. Mechanical, electrical and plumbing systems involve many types of equipment, as well as air ducts, piping and conduit, and it is important to ensure that there is no overlap between the different components of the system. In general, equipment overlaps and conflicting specifications are less expensive to correct when detected early: modifying a general schematic design is easier than editing detailed drawings and specifications, and yet both activities are much less expensive and simpler than change a part of the project that has already been built or assembled.
Mechanical, electrical, and plumbing systems require different sets of knowledge and skills to design, and there are site-specific standards and codes. However, design teams should not work in isolation as this leads to time-consuming changes later in the design process. It is also important to highlight that changes do not affect all teams in the same way: what is considered a small change for one team may represent considerable rework for another.
The best way to start an MEP project is with a kickoff meeting, as it helps build team synergy and ensures everyone is on the same page before moving forward. The Project Management Body of Knowledge (PMBOK), published by the Project Management Institute (PMI), provides valuable information and best practices on how to best conduct a project, applicable to all areas of business, not just mechanical and electrical engineering.
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The kickoff meeting is an opportunity to review the project from both a technical and management perspective.
- Review of Basic Construction Requirements: Regardless of final occupancy, commercial construction projects are often delivered as a primary structure with a building envelope and basic construction systems such as MEP installations. Base construction is also known as “shell and core,” where each tenant conditions individual spaces as needed.
- Management Expectations: A kickoff meeting ensures that all design teams and contractors are on the same page regarding how the project will be managed. This includes how the success of the project will be evaluated, as well as the documentation involved, the communication procedures and the rules that everyone must follow.
Step 01: Introducing the Project Team
Project planning involves not only scheduling tasks but also creating the organizational structure. The main characteristic of project organizations is that they are temporary, unlike companies, and it is necessary to form teams and obtain synergy in less time. In a MEP project, the kickoff meeting is an excellent opportunity to perform the following tasks:
- Present the project's organizational structure to all teams and their members, and their place in it.
- Providing an overview of the teams involved. They can be classified by their function, such as mechanical, electrical or hydraulic engineering; or by the phase of the project they are involved in, such as design, construction or commissioning.
Of course, sharing contact information is very important in any kickoff meeting, as all teams and their members officially assume their roles from that point on.
Step 02: Review of Project Scope and Plan
Once project team members are aware of their roles, the next step is to provide a detailed analysis of the work to be completed. A project is first divided into technical disciplines and then scheduled. For example, a major division of labor might be called “Electrical Engineering,” which is further divided into categories such as “Distribution Boards,” “Lighting Systems,” and “Electrical Motors.”
Generally, the division of a project by activities is provided by the Work Breakdown Structure (WBS), while the schedule is carried out with a Gantt Chart that is based on the WBS. The project schedule also involves milestones and deadlines:
- A milestone represents the completion of a key activity or group of activities in a project.
- Deadlines are the latest acceptable dates by which specific activities can be delivered, and there is also an overall deadline for the project.
Although milestone and deadlines are not the same thing, they are usually related. As milestones indicate the completion of key steps in project delivery, it is common to find one or more deadlines associated with them.
Define how progress will be tracked
A project plan is just a baseline against which actual progress will be compared, and it is also important to define how this will be accomplished. In an initial meeting, it is very important to answer the following questions:
- How often will the project supervisor visit the site?
- What information or documents will the supervisor request?
- How often should each contractor deliver progress reports? What format is required?
The earned value method (EVM) is a very powerful method for tracking progress and should be discussed at the kickoff meeting if used. Basically, EVM consists of comparing the project baseline, actual progress, and actual cost each time a progress report is delivered. With EVM it is possible to determine if a project is late or exceeding its budget.
Another common tool is the tracking Gantt chart, which has the exact format of the original Gantt chart used to plan the project. The main difference is that the tracking Gantt chart presents the actual progress made and is overlaid on the baseline chart as the project progresses. This way, it is possible to know whether specific activities are ahead or behind schedule, which provides greater insight than just knowing whether the general project is on schedule or not. A tracking Gantt allows for targeted corrective actions when dealing with project delays.
Step 03: Overview of Project Stages and Corresponding Documentation
Documentation is very important at all stages of a project. The design process follows a set of performance requirements, the construction process follows drawings and specifications, and commissioning comparisons ensure that final results and approved documentation match. Finally, as-built documents and manuals provide the basis for the operation and maintenance of the building.
The role of communicating client requirements to the structural and MEP design teams typically falls to the project architect, who must also ensure that there are no conflicts between the building systems and the architectural layout. Architect checklists are a very powerful tool for streamlining the project and should be reviewed during the kickoff meeting:
- They break down complex design tasks by technical disciplines and into a sequence of items that are checked off as they are completed. The final set of construction drawings and specifications can be compiled much more easily with a checklist.
- Checklists help you conduct meetings more effectively by addressing key points with the corresponding project team or contractor.
- A checklist allows the project supervisor to conduct site visits more efficiently. A final checklist can be completed together with the project owner at the time of project closure.
An effective kickoff meeting also includes an overview of all major project steps and the documentation generated at each step along the way. Deadlines for all major stages of the project must also be presented.
Schematic Design (SD)
This is the first step in the project delivery process, where the architect prepares a set of schematic drawings of the project based on the client's needs. The model developed at this stage gives a general idea of the scale and appearance of the project, but lacks the technical detail necessary for it to be built by contractors.
Design Development (DD)
During the project development phase, the schematic design evolves into a set of drawings and specifications that can be used by contractors to execute the project. During this phase, the teams responsible for structural, mechanical, electrical and plumbing projects will specify the respective construction systems and create their layouts. The architect provides guidance, ensuring that individual building systems are designed taking into account the schematic design.
Project Archiving
No project can proceed in New York City without approval from the Department of Buildings, and this step can only be completed by a Registered Architect or Professional Engineer. Project teams may be required to change their models, drawings, and specifications during this phase until an approved set of documents is obtained.
Construction Documents (CD)
This is documentation that has been approved by the New York City Department of Buildings, providing the basis for the physical construction of the project. If the end result matches the approved Construction Documents and meets all commissioning requirements, the building can be legally used for its intended occupancy; otherwise, DOB will request changes until the completed project matches the approved documents.
Final Documents: As-Built Drawings, Operation and Maintenance Manuals
Typically, the contractor will prepare a set of as-built drawings, based on the approved drawings and reflecting the status of the completed project. Depending on the building system, shipments of equipment and Operation and Maintenance Manuals may also be requested.
Step 04: Defining Communication Channels and Collaboration Tools
Another important aspect of an initial meeting is defining communication channels and procedures. In a multidisciplinary project with several teams, as is the case with MEP, not managing communication can generate confusion, especially with regard to document versions and specifications. As project documentation is presented, it is important to point out who is responsible for generating it and to whom it should be addressed, as well as the communication channel to be used.
All collaboration platforms to be used in the project should also be presented and discussed at this stage. Remember that a single project can use several platforms, each with a different purpose. For example, a large-scale MEP project might use a project management platform like Primavera P6 and a collaborative engineering platform like Autodesk's Revit MEP. In this case, the project management platform is used to coordinate tasks, and the engineering platform is used to perform design and specification tasks, and then to assist with progress and cost tracking.
Project management software and Building Information Modeling (BIM) are among the most powerful tools that can be deployed on modern engineering platforms. Project management software provides a convenient way to assign and track project activities while offering integrated messaging and correspondence. On the other hand, BIM is of great help in avoiding overlapping equipment and conflicting specifications, while also allowing you to calculate bills of materials and budgets much more quickly. In both cases, a project document database ensures that everyone is working with the most recent versions of the files.
Additional Information: Risk Management and Customer Specific Rules
Managing risk is so important in a project that the Project Management Institute dedicates an entire chapter of the PMBOK to the topic. Risk management can be summarized as follows:
- Risk management plan: The approach to dealing with risks, including how they will be assessed and the planning of any associated communications.
- Risk impact and probability: Each risk is unique in terms of impact and probability. For example, natural disasters and wars have a high impact but a very low probability of occurring, while delays in material deliveries and communication errors have a low impact and can be easily remedied, but they occur in almost all situations. projects.
During the initial meeting, it is important to emphasize that risk management should be an ongoing process and not a one-time activity. Firstly, project conditions change as it progresses; for example, the risk of a crane accident is zero if a project is still in the foundation and groundwork phase.
When delivering an MEP project, working safely is as important as meeting technical requirements. Many clients have internal safety protocols that all employees must follow, and when outside contractors are involved, they must follow them as well. In many cases, failure to follow the rules can result in a contractor being banned from returning to the project, which disrupts the workflow of all stakeholders involved. If rules like these are present in a project, they should be made clear during the kickoff meeting.
