Published on March 3, 2014
Start With The End In Mind R. Lee Kirby, Eric M. Carter, PE Chief Technology Officer Uptime Institute Senior Technical Manager Balfour Beatty Construction Mission Critical © 2014 Uptime Institute 1
Start With The End In Mind Uptime Institute research and field experience confirms • Data center operations start before the conceptual design phase of construction • Data center operations continue to serve as the source of continuity for knowledge management and transition to production Why an Operations Focus? • • • • • 2 Increase return on investment Increase uptime Increase data center efficiency Reduce costs Reduce risks © 2014 Uptime Institute 2
Start With The End In Mind Bring Operations in from the beginning Design build operate is misleading Design-build (expand, retrofit) are all point-in-time, nested functions of change management Change is constant—but a planning continuum that includes operations will: • Mitigate risk of disruption • Ensure reliability standards are not compromised by changes Change management lets you avoid rather than respond Value engineering in isolation from operations can leave ongoing legacy of increased costs 3 © 2014 Uptime Institute 3
It’s a Journey—Not a Destination Develop and test EOPs when commissioning new systems = decreased time to restore normal operations after an incident Preparation (training and drills) for catastrophic events = the difference between an incident and an outage Operations is unlike other aspects of project development • Not a one-time set up • Regular assessments must be ongoing Certifications are a benchmark, not the destination 4 © 2014 Uptime Institute 4
Roadmap to Success: PRECON Data center strategy • • • • Define measures of success, SLAs, KPIs Concept of operations Concept of maintenance Vendor requirements Organizational alignment • Roles and responsibilities • Organizational chart (operations, facilities, IT, security) 7 © 2014 Uptime Institute 7
In Practice: PRECON New Technology (NBAD – Abu Dhabi) • • • • UPS technology New technology vs. staff experience Vendor support Parts availability Major Maintenance Efforts (Confidential – RTP, NC) • • • • 8 Battery replacement Opened vendor options Reduced critical shutdowns and rentals to a single MOP Saved approx. $120K in CAPEX by moving MOP forward © 2014 Uptime Institute 8
Roadmap to Success: DESIGN Maintenance and Operations Design Review • • • • • 10 Support and specialty space analysis Security, access, and setbacks analysis Flexibility for incremental capacity increases analysis Ease of maintenance analysis Design concurrence © 2014 Uptime Institute 10
Roadmap to Success: DESIGN Maintenance and Operations Planning • • • • • Establish vendor/contractor SLAs and support contracts Define staffing levels and shift strategy Define staff qualifications and assess capabilities Establish equipment maintenance plans Establish operations standards consistent with site mission, reliability and availability requirements, and industry best practices • Identify and acquire MMS and other key operating systems • Establish asset life-cycle analysis program 11 © 2014 Uptime Institute 11
In Practice: DESIGN Maintenance Access (Confidential Client – UT) • • • • Battery maintenance Specific equipment Access around racks Saved 2 weeks and 4 hours / maintenance effort Vendor and CX Spec Development (SAS – NC) • • • • 12 Chiller selection (vendor support feedback) Quick start testing and timing Identified MOP tests for CX Identified staff roles and responsibilities © 2014 Uptime Institute 12
Roadmap to Success: CONSTRUCTION Management and Operations Program Development • Develop operations procedures (SOPs, MOPs, and EOPs) • Implement systems and processes (MMS and other key operating systems, document repository) • Develop training program • Establish minimum shift and daily inspection protocols • Develop weekly/monthly walk-through equipment checklists • Establish monitoring and controls systems reports • Develop escalation policies and protocols including contact lists (addressing increasing levels of severity including alerts, events, and incidents) 14 © 2014 Uptime Institute 14
Roadmap to Success: CONSTRUCTION Management and Operations Program Development • Establish inventory of critical spare parts and consumables • Develop housekeeping policy and Critical Environment work rules • Develop Critical Environment work approval and change management processes (normal, expedited, and emergency) • Develop Critical Environment work approval procedures and forms • Establish risk windows and allowable activities • Develop predictive maintenance program 15 © 2014 Uptime Institute 15
In Practice: CONSTRUCTION Testing and Script Development (BB&T - NC) • • • • • • BMS Sequence tweaks (pumps) Critical MOP development > EOP development SOP and EOP Training Maintenance planning Organize documentation Avoided 1 shutdown ($$) Method of Procedure (MOP) Form 16 © 2014 Uptime Institute 16
Roadmap to Success: COMMISSIONING Maintenance and Operations Readiness • Commission operations procedures (SOPs, MOPs, and EOPs) • Critical infrastructure systems operations training • Emergency operations drills and systems recovery training • Safety training and on-site safety planning • Key vendor/contractor on-site training • Electrical safety training • Populate MMS and other key operating systems 18 © 2014 Uptime Institute 18
In Practice: COMMISSIONING Testing / Training (SAS – NC) • Local utility issues • Modified commissioning scripts to include fault testing from other facility issues on campus • Training vendors and 2nd shift staff Timing (BB&T – NC) • • • • 19 Thermal storage discharge Thermal storage recovery “A” to “B” plant change over process (manually) Made major modification to storage recovery based on manual options timing © 2014 Uptime Institute 19
Roadmap to Success: TURNOVER Turnover and Transition • • • • • Review commissioning results and prioritize punch list Conduct operational readiness assessment Implement operations management program Refine operations procedures (SOPs, MOPs, and EOPs) Exercise all procedures to ensure optimal effectiveness Tier Certification of Operational Sustainability (TCOS) 21 © 2014 Uptime Institute 21
In Practice: TURNOVER Transition to Operations – MOST OVERLOOKED • Good & Bad handoffs: – SAS was GREAT – heavily involved throughout entire process – Confidential Healthcare Client – not involved until L5 CX = lot of “warranty” calls & general system operations questions. • Training starts during design & procurement – reduced learning curve at turnover • Ops & security coordination training – Alarms – Response testing & coordination • SOP, MOP, & EOP documentation organization refinement – (SAS) BIM model was abandoned for data base system 22 © 2014 Uptime Institute 22
A Bridge Between Business Objectives and Sustained Operations 23 © 2014 Uptime Institute 23
Summary – Start With The End In Mind The End is Just the Beginning • • • • Regular reviews lead to discovery Discovery leads to learning Learning leads to change Change leads to improvement Start with the end in mind and you will • • • • • 24 Increase return on investment Increase uptime Increase data center efficiency Reduce costs Reduce risks © 2014 Uptime Institute 24
Questions? For More Information Contact: R. Lee Kirby firstname.lastname@example.org +1 425.241.0088 25 © 2014 Uptime Institute 25
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