How you should organise your Testing and Commissioning Team
Part 2 of 5 (It is recommended that you start by reading part 1 of 5 first)
A well-defined management structure is essential for the successful execution of the Testing and Commissioning (T&C) process. This structure ensures clear communication, effective coordination, and accountability among all team members involved in the project.
It is also essential to remember that the T&C Team shall maintain its independence from the 'production line' throughout the project lifecycle. This independence is crucial to ensure that the requirements from the T&C department are taken seriously. Without it, these requirements risk being dismissed as mere 'recommendations' or, at worst, ignored entirely, albeit politely.
In this second chapter of our short series of five articles where we are trying to demystify how T&C actually gets done on major railway infrastructure projects, we give you a brief overview of an adequate management structure for T&C, along with the roles and responsibilities of some key team members.
Key Roles and Responsibilities
T&C Manager
The T&C Manager oversees the entire T&C process, ensuring that it aligns with the project’s overall goals and timelines. The responsibilities include:-
The T&C Manager is fully responsible for planning, organising, and managing the execution of all T&C activities. To support this vision, the T&C Team must prepare all the T&C Commissioning Logics, schedules and procedures, including the Commissioning Manual, Test Descriptions, Test Procedures and Test Data Sheets. The T&C Manager shall allocate the resources and assign tasks to the team members as any other Project Manager would.
Although primarily a design endeavour, the T&C Manager must be involved in and oversee the Factory Acceptance Tests (FAT). No "Manufacturing Inspection & Test Plan" should be sent to any systems-related suppliers or manufacturers without being countersigned by the T&C Manager. Similarly, no "Installation Inspection & Test Plan" should be approved without being vetted by the T&C Manager first. This is crucial because the final item generated by an Installation Inspection & Test Plan is an Installation Release Notice (IRN). The T&C Team must be confident that their requirements will be met by the end of the installation process before the IRN is signed off. This signature also formalises the fundamental transfer of responsibility from the Installation/Construction Manager to the T&C Manager.
A significant part of the T&C Manager role involves ensuring that all tests are documented and that the test results meet the specified criteria outlined in the Test Procedures and their associated Test Data Sheets. In this context, coordination with the Quality Assurance (QA) team is crucial to ensure compliance with quality standards and contract requirements. This collaboration must begin at the project's inception when placeholders are created to accommodate future T&C records.
To simplify this mammoth task, each system is subdivided into subsystems, which are further divided into Commissioning Lots, often referred to as "ComLots." The list of records expected at the end of the project is then associated with each ComLot. You can decide how to name this list, but it is usually referred to as a "Self-Certification Record Package Listing."
T&C Lead Engineers
From IRN onwards, the T&C Lead Engineers assume the installation of the equipment soon to be tested has been correctly implemented and thoroughly verified. They are then responsible for undertaking the actual testing and commissioning activities, ensuring that systems and subsystems function as intended. They are responsible for one particular system, possibly two, and they have to work with their T&C Lead Engineers colleagues when their systems interface.
If basic early tests fail, the T&C Lead Engineer must reassess the validity of the IRN and may revoke it, thereby retransferring the responsibility to resolve the issues back to the installation team. To manage this risk, it is standard practice for IRNs to be signed off alongside a Remedial and Outstanding Work List (ROWL). However, leaving critical items on this list defeats the purpose and would be nonsensical basically. While the ROWL is a very useful tool, it can sometimes be misused to mask incomplete work, making your ComLot appear more complete than it actually is. Just take a step back when tests start to fail, as it may not be due to inadequate test procedures. It may be that you have accepted too many installation related elements to be 'deferred' during the IRN wrestling exercise without having understood the full consequences of such an approach. Being prepared to fully undestand what the IRN stage really entails and being a good pedagogue so you can explain to your colleagues why you are not going to put your signature on a key document until things look much closer to how you need them to be is really fundamental. For sure you will likely be told on occasion that you are really difficult to please, but remember this is not ago ego but about saving a huge amount of "blood, sweat and tears" down the line.
Quality Assurance (QA) Manager
The QA Manager is not a member of the T&C Team but one of the key individuals on the project you need to have a good relationship with as illustrated previously.
In addition to coordinating the development of project Assurance Cases, the QA Manager plays a crucial role in keeping everyone vigilant. They conduct regular audits and inspections of your T&C activities. Following the company's quality policies and procedures, they may review test plans and results, ensuring that all identified issues during testing and commissioning are resolved before project handover. They are an integral part of the IRN process for instance, and they will work alongside your team throughout the post-IRN certification process until the end of the project to ensure key records gathered during each phase of the works are what you claim they are.
Finally, they aim for the ROWL list, which may also include Non-Conformances, to consist primarily of minor items, if any, by the project's completion.
Power Supply Manager
Would your scope cover Low Voltage, High Voltage and/or Traction Power systems and subsystems, you will definitely need to rely on a Power Supply Manager (PSM) within your T&C Team.
Depending on the project structure, the PSM role may commence early in the project to oversee any electrical and mechanical temporary systems too. If so, the PSM will naturally provide services to the installation team before transitioning to the testing and commissioning team when the time comes.
A proficient PSM ensures that the project relies on a unique and consistent set of customised Electrical & Mechanical Safety Rules. These rules must comply with the latest legislation and are specifically designed to enhance safety and efficiency for individuals working on the construction and commissioning site. The PSM supervises the Permit Office for relevant M&E permits and develops tailored training courses for your project to ensure compliance and to maintain a high level of competence on-site throughout the project life cycle.
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As the project progresses, particularly during "first" energisations when both pressure and risks significantly escalate for people and the infrastructure, having a highly competent PSM on board becomes truly invaluable. Never forget that beyond the initial energisations, site access under 'Live' conditions shall fall under the purview of the T&C Manager. Trusting the PSM to have your back in such critical moments is essential. If, as the T&C Manager, you're not the recognised 'access controller' during this phase of the project, you essentially relinquish control over on-site activities whilst risks have increased tenfold. Never ever accept such an impossible situation for yourself.
Work Authorisation Document (WAD) Manager
The Work Authorisation Document (WAD) process must be implemented as soon as an IRN is issued for a specific ComLot. Its primary purpose is to ensure that any work conducted on that lot requires prior approval from the WAD Manager. This includes commissioning tests or interventions by other project teams to address ROWL items, perform repairs, or carry out maintenance, ensuring proper control over access.
It is the responsibility of the WAD Manager, possibly supported by WAD Coordinators on larger projects, to coordinate and administer access to the equipment post IRN. This is crucial as the ComLot and surrounding area may be live or potentially live. Unauthorised modification of equipment's configuration must also be avoided at this stage, necessitating prior agreement at weekly WAD meetings for any changes to occur.
The primary purpose of the WAD is not to safeguard individuals; rather, it is designed to shield newly constructed equipment from damage and unauthorised configuration changes. An advantageous byproduct of this process though, is that it indirectly ensures the safety of individuals involved in the works provided they understand and adhere to the WAD protocols. Once an IRN is signed off for a specific lot, the rules change, creating a different environment where access becomes intentionally more difficult and limited. This underscores the strong incentive to only sign off IRNs when the works for a particular ComLot are genuinely complete to the greatest extent reasonably possible. Afterward, gaining access can become a nightmare, and rightly so.
Railway Operations Specialist (ROS)
On major railway construction projects you must be supported by a Railway Operation Specialist (ROS) who reports directly to the T&C Manager, and is responsible for all Railway Operational aspects of the Testing and Commissioning programme during the Dynamic Integration Phase of the works (refer to Past 1 of 5 for details).
In general the ROS is responsible for delivering the commissioning section of the Construction and Commissioning Railway Rulebook (CCRRB), taking into consideration the constraints emanating from the energisation of the traction power as well as establishing the rules dictating the movement of Tests Trains. At the very least, if the CCRRB is already established, the ROS must conduct a thorough review to ensure the document adequately supports the project's safe and efficient operations during traction power energisations & Dynamic Integration Testing.
In particular, the ROS:-
The ROS is just as critical to your T&C Team as the PSM. So choose wisely.
On large projects, the ROS is usually the Professional Head of Standards (PHoS) for railway operations, supporting the Rail Operations Manager (ROM) who is solely responsible for implementing the CCRRB and managing the day to day operations, logistics, planning and resources with a construction bias. Meanwhile, the PHoS acts as the custodian of the CCRRB and all Operational Safety Procedures (OSP) which derive from it. The ROS is key in ensuring there will be a proper Safe System of Work (SSoW) in place before Dynamic Integration Tests can start, that will capture the requirements and recommendations drafted during dedicated HAZOP meetings. This is particularly important for managing the interfaces with the relevant external railway networks.
Coordination and Communication
Effective coordination and communication among the T&C team members as well as with other teams on the projects are vital for the success of the T&C phases of the project.
This involves regular meetings, clear reporting lines, a high level of independence from other departments, mainly Design and Installation, and the use of project management tools to track progress and resolve issues.
The T&C Team needs also to rely on the resources available from other departments to be able to deliver their works. There is little value in duplicating costly specialist resources. As an example, the Operations & Maintenance Manager and the PSM could be the same person. The Rail Movement Controller and the Test Track Manager is also, often the same individual. The Test Train Manager and the T&C Lead Engineer is another such example. These will be further illustrated in an upcoming chapter.
Similarly someone has to look after the Self-Certification Record Package Listing but that person can have a dual role sitting both in the T&C Team and within the QA Team.
Conclusion
We have only mentioned high level roles for your T&C Team and what the responsibilities of each person normally is here. There are other important roles that may be added to your organisation, and will be required depending on the size and scope of your project. You must however take your time to establish a very clear, albeit concise, T&C Strategy to ensure you capture everything that will likely be expected of your team and when - e.g. at which phase in the project life cycle rather than on which date exactly. Doing so will give you a pretty clear idea of your recruitment needs early in the project. Bear in mind that T&C specialists with sufficient and relevant experience are a scarse resource and you should never underestimate how long and painful getting one of them to join your team will be. Define the roles early and get the word out well in advance. If your project is attracting worldwide attention, they will want to be part of this journey.
A well-structured management team with clearly defined roles and responsibilities is therefore essential for the successful execution of the Testing and Commissioning programme.
By ensuring effective coordination, compliance with quality and safety standards, and clear communication, the correct management structure will help you achieve the project's goals and delivers a high-quality, safe, and reliable overall system to the client.
Lj transportation (driver training)
8 个月Great advice!