| Incident Name | Objective | AI summary | Tag | Main Positive Outcome | Main Negative Outcome | Link |
|---|
| Contract Management - Late engagement and misalignment of ERs | Improve collaboration, ensure specialist design is in place on time | Late engagement of specialists in the construction industry leads to risks and compliance issues. Recommendations include ensuring specialists conduct thorough initial reviews, apply their expertise, mark up drawings, and communicate additional requirements within 28 days. Responsibility for design aspects is transferred to specialists upon submission of their marked-up drawings, with claims evaluated based on their initial review. No successes have been reported in addressing these challenges. | Supply Chain | No Value | No Value | View |
| Contract Management - PM engagement in design. | Ensure that PM check the proposed design to avoid re-work | Project Managers (PM) are not engaged in the design process, leading to re-work. It is crucial for PMs to review proposed designs to prevent late change requests and ensure the site team adheres to the design. Challenges include late design checks by managers and site teams making unauthorized changes. No specific successes or recommendations were provided. | Coordination | No Value | No Value | View |
| Coordination - | Ensure Cables are terminated in correct LV Section and switch | Cables are often terminated incorrectly in switchboards due to late changes during construction and unclear design information. Recommended actions include simplifying cable referencing and labeling each cubicle door with cable references and protective device numbers to prevent errors. | Coordination | No Value | Late changes | View |
| Coordination - BIM360 - within a discipline. | Ensure Duct-Pipework, Tray-LTG coordination check | Challenges in BIM360 include incomplete mechanical and electrical views for clash detection and issues with automatic clash detection due to lack of specific views. Recommendations involve enhancing collaboration in project information models, strengthening QA processes with manual checks, and promoting proactive interdisciplinary communication to prevent clashes and delays. Key takeaways emphasize the importance of detailed views, balancing automation with manual oversight, and early collaboration among teams. | Coordination, Process | No Value | No Value | View |
| Coordination - Clash management | Reduce delay during construction phase | Key challenges include incomplete MEP design at project start and communication breakdowns between design and installation teams. Recommendations emphasize the importance of a structured process, leadership from the Technical Services Manager, and active participation from the site team for effective clash management. Successful implementation was noted at the London Screen Academy Project. | Coordination, Communication | No Value | No Value | View |
| Coordination - Containment Spacing | Ensure there is enough space | Insufficient containment spacing has been identified, particularly at bends and tees, necessitating a minimum distance of 100mm. If this cannot be achieved, additional annotations should clarify design intent and risks. Compliance with HTM clause 11.34 regarding cable segregation is essential, and a 50mm separation between band 1 and band 2 cables is recommended. | Coordination | No Value | No Value | View |
| Coordination - Door Jamb | Avoid wasted time for re-coordination | MEP services often clash with structural door jambs during design, weakening walls and requiring additional work. Recommendations include including a clearance zone in the Door set Family for automatic clash detection and mandating door jamb clearance zones in Project Information Models. Key takeaway: route MEP services clear of door jambs. | Coordination | No Value | No Value | View |
| Coordination - Fire Smoke Dampers | How to manage the known unknown | Challenges include unknown access positions for fire smoke dampers, restricted maintenance access, and potential misplacement of actuators due to ongoing fire strategy changes. Key issues arise late in projects, necessitating ceiling adjustments due to improper damper support and required separation distances. Recommendations and successes are not detailed. | Coordination | No Value | No Value | View |
| Coordination - Luminaires depth | Clash avoidance - ensure the depth of luminaires is considered early | Depth of luminaires is critical for clash avoidance; challenges include unverified light depths and inadequate coordination with MEP services during design stages. Recommendations for improvement are needed. | Coordination | No Value | No Value | View |
| Coordination - Outlets behind TV | Avoid last minute changes | The objective is to avoid last-minute changes in outlet arrangements behind TVs, addressing common issues like socket clashes with TV brackets and incorrect AV outlet placements. Immediate causes should be analyzed using techniques like the "Five Whys" to identify root problems. Recommended actions include developing a detailed action plan, seeking feedback from project members, and communicating evaluation results while considering any unintended consequences. | Coordination | No Value | No Value | View |
| Coordination - Risers | Identify missing containment early | Identify missing containment early to avoid scope gaps and clashes with mechanical services. Immediate causes should be analyzed using techniques like the "Five Whys" to trace root causes. Develop an action plan with specific tasks and responsibilities, seek feedback from team members, consider unintended consequences, and communicate evaluation results. | Coordination | No Value | No Value | View |
| Coordination - Switch Board-Busbar | Improve final coordination | Coordination efforts aim to improve final outcomes by addressing challenges such as incorrect switchboard section placements and access obstructions. Immediate causes include errors in bus-bar elevation drawings and unknown positions of gland plates. Recommended actions involve verifying models for accuracy and seeking feedback from the project team while considering potential unintended consequences. | Coordination | avoided re-work | Late changes | View |
| Design - Cleaner’s Socket in a Hotel Guest Room | Identify missing requirements | The design for hotel guest rooms lacked dedicated cleaner sockets, leading to delays and rework when this was questioned at Stage 5. It is recommended to add a checklist item regarding the need for these sockets in each room, seek feedback from the project team, and communicate the evaluation results to avoid similar issues in the future. | Guidance, Coordination | No Value | No Value | View |
| Design - Extract Fan supply | No Value | Challenges include changes to specified equipment and potential issues with single-phase fans becoming three-phase. Successes involve preventative allocation of spare ways. Recommended actions include allocating supply to one phase and blocking the others, seeking feedback, considering unintended consequences, and communicating results with the project team. | No Value | No Value | No Value | View |
| Design - Metering | Confirm Requirements | The project is in progress, focusing on confirming requirements for a metering strategy. Challenges include a lack of formal responses to initial reviews, omitted meters, and unclear design responsibilities. Recommended actions involve developing an action plan, seeking feedback, considering unintended consequences, and communicating results with the project team. | Requirements | No Value | No Value | View |
| Design - Solenoid Valves | Avoid affecting correct functioning of TMV's and stop the hot water circulating | Solenoid valves on shower supplies are not recommended as they can disrupt TMV functioning and halt hot water circulation, potentially leading to deadlegs. Under BREEAM guidelines, solenoid valves are only necessary for WC supplies. | Guidance | No Value | No Value | View |
| Design Change - CDP Contract | Improve management of Design Changes | The design change management process is currently in progress, facing challenges such as delays due to a consultant's modifications while drawings are under review. Recommendations are needed to address these issues and improve information flow. | Change Management | No Value | No Value | View |
| Design Change - difficulty in tracking | Have easy way to track changes | Tracking changes in the project is challenging due to frequent modifications, making it difficult to understand the reasons behind them after some time, which can lead to missed opportunities or losses. | Change Management | No Value | No Value | View |
| Design Change - Electrical Load | Manage changes to trigger checks of TX Rating and MPAN Allowance | Manage changes to trigger checks of TX Rating and MPAN Allowance. Recommendations include verifying UKPN Supply/Transformer capacity whenever there are significant load changes, ensuring TX Rating does not exceed MPAN allowance. | Change Management | No Value | No Value | View |
| Design Change - LV Schematic changes not reflected on Panel Manufacturer TS | Ensure the cubicles are in the correct sections and have correct annotations | The objective is to ensure cubicles are correctly positioned and annotated. Challenges include verifying that LV Switchboard cubicle labels match changes in LV Schematic, particularly for cable references. Recommendations and key takeaways are not specified. | Change Management | No Value | No Value | View |
| Drawing - revisions | How ensure we can get fair payment for additional work | There are more drawing revisions than anticipated without clear instructions. Successes, challenges, and recommendations are noted, but specific details are not provided. The objective is to ensure fair payment for additional work. | Change Management | No Value | No Value | View |
| Drawings - Discrepancy A-MEP | Confirm Requirements | There is a significant discrepancy between Architectural and MEP design in over 90% of projects at RIBA Stage 2-3, leading to variations and increased costs for clients. Immediate causes include unclear requirements for Medical Trunking and insufficient responses from consultants. Recommended actions include seeking feedback from the project team and communicating evaluation results to address these issues effectively. | Requirements | No Value | No Value | View |
| Drawings - GA inaccuracy | Reduce the risk of inconsistency between the building envelope/structure and architectural GAs | There is a risk of inconsistency between the building envelope/structure and architectural GAs due to the architectural model not being confirmed by survey. This may lead to future claims for re-work due to unforeseen clashes. Coordination should always verify if the architectural model is based on confirmed record information or survey data. | Coordination | No Value | No Value | View |
| EMG LTG - | Ensure compliance | Employers must prioritize employee safety by consulting with the Building Control Officer to ensure compliance and minimize rework. Key successes include establishing door height early, while challenges involve common full-height doors and maintenance costs of emergency lights. Recommendations include not requiring emergency lighting for toilets under 8m² with borrowed light, but necessitating it for cubicles with full-height doors lacking borrowed light. | EMG LTG | No Value | No Value | View |
| Linear Lighting - number of drivers | Eure the lighting design quantify no of drivers required | The lighting design requires careful quantification of the number of drivers needed, as it affects costs and DALI addresses. Challenges include managing lighting with essential and nonessential feeds, highlighted by a previous project where additional drivers were necessary due to misclassification of fittings. | Lighting | No Value | No Value | View |
| Naming Strategy - Complexity led to errors | Simplify naming strategy | Complexity in naming strategy led to errors and wasted time due to numerous variations of linear light fittings. Simplifying the naming convention to simpler labels like A1, A2, A3 is recommended to reduce human errors and improve efficiency in packing and identification. | Naming Strategy | No Value | errors, wasted time | View |
| Naming Strategy - Drawing Names too long, problems with saving files | Simplyfy and provide only what adds value | Challenges include issues with identification in BIM360, missing revisions and descriptions in exported files, complicating downstream management. Recommendations suggest simplifying drawing names by omitting 'Electrical Services' and ensuring descriptions and revisions are retained during exports, ideally through automation in Revit. | Naming Strategy | No Value | No Value | View |
| Overengineering - Oversized | Avoid costly changes, ensure switchgear is sized up correctly | Challenges include the specification of oversized cables for 63Amp devices, often exceeding 35mm sq. Immediate causes are linked to a lack of change management. Recommended actions involve comparing cable sizes to device sizes during design reviews and considering a spreader box with custom terminals if cable oversizing is necessary for reducing earth fault impedance. | Coordination, Change Management | No Value | No Value | View |
| Programme - Dependency | Improve sequencing of work | To manage team members who ignore programme dependency, it is crucial to provide proper training, establish open communication channels, and clarify roles and responsibilities. This approach helps ensure that team members understand the importance of adhering to the programme, which can prevent delays and overspending in projects. | Programme, Coordination | No Value | No Value | View |
| Project Set-up | Automate the process to ensure consistency | The project aims to automate processes for consistency in waste management. Key challenges include significant time wasted searching for information, while successes and specific recommendations are yet to be detailed. | Waste Management | No Value | No Value | View |
| Record Information - Accuracy of | Provide accurate Handover Information | The project is currently in progress, focusing on providing accurate handover information. Challenges include late changes not being communicated and poor change management, with changes made without proper documentation. Recommendations suggest checking drawings during witness testing. | QA | No Value | No Value | View |
| Record Information - Accuracy of (LTG CNTRL) | Confirm feasibility of requirements with specialist | The project is in progress, focusing on confirming requirements with a specialist. Challenges include miscommunication and inaccuracies in drawings due to human error, lack of communication, and changes in project requirements. Recommended actions emphasize the need for accurate documentation, clear communication, and collaboration between contracting parties to address discrepancies and ensure quality assurance standards are met. | Lighting, QA | No Value | No Value | View |
| Tech Subs - Lighting | Avoid bundling up TS into one; this creates issues with change management | The objective is to avoid bundling tech subs, which complicates change management. Key challenges include lack of clarity from combined tech subs and generic documents lacking product references. Recommendations suggest separating tech subs by type where possible. | Lighting | No Value | No Value | View |
