| 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 | To improve collaboration and ensure timely specialist design, it is recommended to engage specialists earlier in the design stage, conduct thorough initial reviews of project requirements, mark up drawings to highlight necessary elements, and communicate any additional requirements or discrepancies within 28 days of appointment. Specialists should acknowledge responsibility for design aspects and claims related to missing requirements or design errors will be evaluated based on their initial review and marked-up submissions. | Supply Chain | No Value | No Value | View |
| Contract Management - PM engagement in design. | Ensure that PM check the proposed design to avoid re-work | To avoid re-work, it is recommended that the PM check the proposed design. Challenges include late requests for changes and the site team not following the design. 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 construction changes and unclear design information. To mitigate this, use simplified cable referencing and label cubicle doors with cable references and protective device numbers. | Coordination | No Value | Late changes | View |
| Coordination - BIM360 - within a discipline. | Ensure Duct-Pipework, Tray-LTG coordination check | To ensure coordination within a discipline in BIM360, it is important to have specific views for pipework, ductwork, lighting, and containment in the mechanical and electrical models. The absence of these views led to issues with automatic clash detection. Recommendations include enhancing the Project Information Model (PIM) collaboration by including specific views in the BIM Execution Plan (BEP) and strengthening QA processes through manual checks and cross-disciplinary reviews. Key takeaways emphasize the importance of correct processes, balancing automation with manual overview, and proactive collaboration between disciplines. | Coordination, Process | No Value | No Value | View |
| Coordination - Clash management | Reduce delay during construction phase | To reduce delays during construction, address incomplete MEP designs and improve communication between design and installation teams. Implement a structured process led by a Technical Services Manager and ensure active participation from site teams for effective clash management. | Coordination, Communication | No Value | No Value | View |
| Coordination - Containment Spacing | Ensure there is enough space | Insufficient containment spacing, particularly in bends and tees, is identified as a challenge. Recommendations include keeping a distance of at least 100mm, communicating design intent and potential risks through annotations, complying with HTM clause 11.34 for combining containment routes, and providing 50mm segregation between band 1 and band 2 cables. Key takeaways are not provided. | Coordination | No Value | No Value | View |
| Coordination - Door Jamb | Avoid wasted time for re-coordination | To avoid wasted time and additional work, architects should include a clearance zone in the Door set Family to prevent clashes between MEP services and structural door jambs. The clash management plan should mandate the inclusion of door jamb clearance zones in the Project Information Models (PIM). | Coordination | No Value | No Value | View |
| Coordination - Fire Smoke Dampers | How to manage the known unknown | The document discusses the coordination challenges related to fire smoke dampers, including issues with access, actuator positioning, and compliance with separation distances during construction. Recommendations and successes are not provided, indicating areas for improvement in managing these challenges. | Coordination | No Value | No Value | View |
| Coordination - Luminaires depth | Clash avoidance - ensure the depth of luminaires is considered early | In the coordination process, it is crucial to consider the depth of luminaires early to avoid clashes. Challenges include the lack of checking and updating of light depth, as well as the lack of coordination between lighting and MEP services. No specific recommendations or key takeaways are provided in the document. | Coordination | No Value | No Value | View |
| Coordination - Outlets behind TV | Avoid last minute changes | To avoid last-minute changes with TV outlet arrangements, analyze immediate causes of issues, develop a detailed action plan, seek feedback, and communicate results to the project team. | Coordination | No Value | No Value | View |
| Coordination - Risers | Identify missing containment early | Identify missing containment early to avoid delays and clashes with mechanical services. Analyze immediate causes using techniques like the "Five Whys" and develop an action plan with specific tasks and responsibilities. Seek feedback and communicate results to the project team. | Coordination | No Value | No Value | View |
| Coordination - Switch Board-Busbar | Improve final coordination | Coordination challenges arose due to positional changes in switchboard sections affecting bus-bar drawings, leading to access issues. Successful incorporation of changes before delivery was achieved. Recommended actions include verifying switchboard models and obtaining project team feedback. | Coordination | avoided re-work | Late changes | View |
| Design - Cleaner’s Socket in a Hotel Guest Room | Identify missing requirements | Cleaners sockets were not included in guest room designs, leading to delays and rework. It's recommended to add a checklist item to confirm the need for dedicated sockets in each room and to seek feedback from the project team on potential unintended consequences. | Guidance, Coordination | No Value | No Value | View |
| Design - Metering | Confirm Requirements | The project is in progress with challenges in metering strategy development due to lack of responses and unclear responsibilities. Immediate causes include omissions in design and late delivery, prompting the need for an action plan, feedback, and communication of results. | 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 the supplies to showers are not recommended as they can affect the functioning of TMV's and stop the hot water circulating, leading to deadlegs. Under BREEAM, solenoid valves are only required to supply WCs. | Guidance | No Value | No Value | View |
| Design Change - CDP Contract | Improve management of Design Changes | The design change for the CDP contract aims to improve the management of design changes. The challenges include a design change by the consultant while drawings are under review, causing a delay in information flow. The document does not provide any recommendations or key takeaways. | Change Management | No Value | No Value | View |
| Design Change - difficulty in tracking | Have easy way to track changes | The design change project is in progress and aims to have an easy way to track changes. The challenge is the difficulty in establishing the reasons for changes made after a few months, which can have significant implications. No specific recommendations or key takeaways are provided. | Change Management | No Value | No Value | View |
| Design Change - Electrical Load | Manage changes to trigger checks of TX Rating and MPAN Allowance | Design Change - Electrical Load (ID: 13) is in progress. The objective is to manage changes and trigger checks of TX Rating and MPAN Allowance. Key takeaways include checking the capacity of UKPN Supply/Transformer when the load changes significantly. | 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 | Design Change ID 15 is in progress to ensure that the cubicles in the LV Schematic are correctly placed and annotated. The key challenge is to check if the LV Switchboard cubicle label matches each time the LV Schematic changes. No specific successes or recommendations are mentioned. | Change Management | No Value | No Value | View |
| Drawing - revisions | How ensure we can get fair payment for additional work | The objective is to ensure fair payment for additional work due to more drawing revisions than anticipated without instruction. No specific successes, challenges, recommendations, or key takeaways are mentioned. | Change Management | No Value | No Value | View |
| Drawings - Discrepancy A-MEP | Confirm Requirements | Discrepancies between Architectural and MEP designs in projects lead to increased costs and unresolved issues, particularly regarding Medical Trunking requirements. Recommended actions include seeking feedback and evaluating unintended consequences of implemented solutions. | Requirements | No Value | No Value | View |
| Drawings - GA inaccuracy | Reduce the risk of inconsistency between the building envelope/structure and architectural GAs | The objective is to reduce the risk of inconsistency between the building envelope/structure and architectural GAs. The challenge is the lack of confirmation of the architectural model by survey, which increases the chance of future re-work due to inaccurate architectural information. The recommendation is for coordination to question if the architectural model is based on confirmed record information or survey. | Coordination | No Value | No Value | View |
| EMG LTG - | Ensure compliance | To ensure compliance and minimize rework, employers should consult with their Building Control Officer (BCO) regarding safety measures for toilet cubicles. Recommendations include considering emergency lighting for cubicles with full-height doors and installing emergency lighting for cubicles without borrowed light in the overall toilet area. | EMG LTG | No Value | No Value | View |
| Linear Lighting - number of drivers | Eure the lighting design quantify no of drivers required | In the context of linear lighting, it is important to determine the number of drivers required, as it affects cost and LTG Cntrl (number of DALI addresses). Challenges include lighting with two feeds and the need to confirm the correct number of drivers to avoid additional expenses. | Lighting | No Value | No Value | View |
| Naming Strategy - Complexity led to errors | Simplify naming strategy | To simplify the naming strategy for linear light fittings with infill blanks, it is recommended to use simpler labels such as A1, A2, A3 instead of A1_1, A1_2, A1_3. The complexity of the previous naming strategy led to errors and wasted time during packing and on-site operations. | 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 | Naming Strategy - Drawing names are too long and there are problems with saving files. Challenges include identification issues in BIM360 or ACC, missing revision and descriptions in exported files from CDE. Recommendations include ignoring 'Electrical Services' in drawing names and keeping descriptions and revisions when exporting from CDE. Key takeaways are not provided. | Naming Strategy | No Value | No Value | View |
| Overengineering - Oversized | Avoid costly changes, ensure switchgear is sized up correctly | This document discusses the issue of overengineering and oversized cables in switchgear. The objective is to avoid costly changes and ensure correct sizing. The immediate cause is identified as a lack of change management. Recommended actions include reviewing the consultant's design and comparing cable sizes to device sizes, as well as considering the use of a spreader box with custom terminals if the cable is oversized due to length. | Coordination, Change Management | No Value | No Value | View |
| Programme - Dependency | Improve sequencing of work | To improve the sequencing of work and address team members who ignore programme dependency, it is important to address the lack of understanding, lack of communication, and lack of accountability. This can be done through proper training and education, establishing open communication channels, and setting clear roles and responsibilities. Seeking feedback, considering unintended consequences, and communicating the results are also recommended actions for implementation. | Programme, Coordination | No Value | No Value | View |
| Project Set-up | Automate the process to ensure consistency | Project ID 5, tagged as Waste Management, is currently in progress with the objective of automating the process to ensure consistency. The project highlights the need for improvement in the drive and identifies challenges such as wasting a significant amount of time searching for the correct information. The document does not provide any specific successes, recommendations, or key takeaways. | Waste Management | No Value | No Value | View |
| Record Information - Accuracy of | Provide accurate Handover Information | The record information is currently in progress, with the objective of providing accurate handover information. The challenges include late changes not communicated, poor change management with the site team, and inadequate recording of changes. The recommendation is to check drawings during witness testing. | QA | No Value | No Value | View |
| Record Information - Accuracy of (LTG CNTRL) | Confirm feasibility of requirements with specialist | Challenges in updating project drawings due to miscommunication and changes in requirements highlight the need for accurate documentation and clear communication among team members to avoid additional costs 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 of the document is to avoid bundling up Tech Subs (TS) into one, as it creates issues with change management. Challenges include lack of clarity due to combined TS and generic documents. Recommendations include separating TS per type where possible. | Lighting | No Value | No Value | View |
