As the newest engineer to join the Cx Associates team, I have had the immense pleasure to be able to approach buildings from a different angle than in my previous work experience. In my former work as a mechanical design engineer, the focus was on current building technologies and keeping up with the most cutting-edge designs for our systems and buildings. Don’t get me wrong, looking to the future of efficient building technologies is tremendously important, but as someone who is concerned about the current state of the environment and ensuring there’s a habitable world for generations of living things to come, I found it hard to believe that new buildings alone are capable of being more than a small drop in a big bucket. After all, there are only a small number of new buildings built each year compared to the vast existing building stock. A quick look at the numbers from the Commercial Buildings Energy Consumption Survey (CBECS) by the US Energy Information Administration (EIA) will tell you that of the total data set, only about 18% of commercial buildings were built in the most recent 12 years surveyed. (https://www.eia.gov/consumption/commercial/data/2012/bc/cfm/b8.php)
Last week in part I of this post, I discussed the advantages of companies allowing some workers to work remotely, and what my transition to a remote worker was like. In this week’s follow up post, I’ll get a little more into the logistics of working remotely and flag some recommended practices and tools that have worked well for us.
Topics: Workplace & People
In 2014, due to life and professional circumstances unrelated to my job as Operations Manager at Cx Associates, my wife and I relocated from Burlington, Vermont to Chicago, Illinois. Having worked for Cx Associates since 2009, I was reluctant to leave behind my job – I was happy there, the people I worked with were fantastic, and the work was meaningful and interesting. Luckily for me, when I approached the owners about the possibility of continuing to work remotely for CxA from Chicago, they agreed to let me stay on. I was ecstatic!
Topics: Workplace & People
Space upgrades are necessary to ensure that older buildings remain safe, functional, and cutting-edge for the users. As part of my role as an owner’s project manager for a large hospital, one of my recent projects has been upgrading the finishes of several operating rooms. This post discusses the coordination and construction effort involved for such a project, as well as some potential challenges.
I looked back through our blog history and realized I have never written about the importance of a lovely little document called the Owner’s Project Requirements, or OPR for short. An OPR is created through collaboration with many involved parties; it synergizes everyone’s ideas into one goal-focused document. At Cx Associates we are such believers in defining the goals and criteria for project success that we often develop OPRs even for internal business improvements to help focus and guide the process.
Topics: Building Cx & Design Review
The best time is now to replace an old R-22 refrigerant system with an environmentally-friendly alternative.
For better or for worse, we no longer live in the days of hairspray. Our ’do’s style may have suffered slightly, but our environment has benefited greatly. When the Montreal Protocol was signed by the United States in 1987, it set a goal of reducing emissions of ozone depleting chemicals, and it has experienced some success…I hope you all celebrated World Ozone Day this month on September 16th! Many people may be blissfully ignorant of the changes to their aerosol products in the last 30 years thanks to the Montreal Protocol, but in the HVAC/R industry, we’re continually aware.
We often hear a question that goes something like this from building owners: “Why do I need an independent design review? I hire the best architects and engineers.” It’s a reasonable question — asked so often in my opinion because those of us in the architecture, engineering and construction industries have done such a poor job answering.
My business partner, Matt Napolitan, and I each spent 10 years working at major, international engineering firms. I worked for Syska Hennessy Group (11th nationally ranked) in their San Francisco office and Matt worked for Buro Happold (14th nationally ranked) out of their New York office. We now operate a 12-person engineering consulting firm in Burlington, Vermont. We know both large, big-city engineering and local, Vermont engineering.
The first project that I managed as a young engineer was a tenant fit-up for a high-rise building in San Francisco. Through a variety of random events, as a 22-year-old electrical engineer, I became the project manager as well as the project engineer for over 30 floors of mechanical, electrical and plumbing design for an oil company building out of its new west-coast headquarters. Early on, I recognized that our fees were based on a limited scope of work and, as the client changed what they wanted in the space, I needed to make a case for the additional effort necessary to provide the services needed for the fit-up. In some cases, it’s obvious when a project exceeds the contracted scope of work; for instance, the client added a large data center that required a code variance (another blog topic perhaps).
Topics: Workplace & People
Optimal start/stop (OSS) is available as an out-of-the-box function in almost every HVAC building automation system sold on the commercial market today. Folks toss the term around with a very loose understanding of what it means. PID controls suffer the same dilemma. When you ask any industry professional to define OSS, you’ll get this generic and common response (Figure 1):