One reason a building may not perform as well as it should is often related to how the newly constructed structure was "handed off" to building operations. A poor transition process may mean the building operations get off to a bad start and never fully recover or only catch up after much effort.

Design and construction phases for a new building have structured processes, and the handoff activities from new construction to operations are addressed in the project specifications. Despite the clear requirements and acknowledgement of close out activities, the transition or handover is often undervalued, misunderstood and overlooked.

Many of the critical elements of the handover pertain to the building systems and the relevant data or information regarding the design and construction of the building. However, these are not the only concerns and activities in the move to building operation. Prior to the turnover, the building owner will need to determine staffing for maintenance and operations, and then assign and train the staff. Prior to occupancy, the owner will also often times be involved with the furniture and equipment, warranties, correction periods, record documents, spare parts, extra materials and specialized operating tools.

Addressing this transition from construction to operations, specifically regarding the building systems and data will improve the initial and long-term operational performance in turn saving money and increasing the value of the building. Here are some tips on how to avoid fumbling the ball:

1. Give operations personnel a seat at the table with the design and construction teams. This happens frequently but not all the time. As active participants, the operational personnel are able to provide perspective into the operational and maintenance aspects of materials or design and construction alternatives. This must be tempered with an awareness of the natural inclination to simply operate the new building the same as the old building, especially an issue when the operations of the existing building are sub-optimal. This interaction helps to assure the facility manager is familiar with the new facility and allows the FM an opportunity to develop its operation and maintenance program.