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Expertise

Project Management Solutions

Handover Services

Let us make the transition process from construction completion to handover and occupation a smooth and rewarding process.

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We’ll Guide You And Your Contractors Step By Step

SESC assists clients in ensuring effective and seamless handover from the contractors to the landlords and through to owners/ residents. SESC also ensures continuity of operations during the handover period as well as the Defect Liability Period (DLP) by managing contractual relationships and service delivery with contractors and specialized system providers.

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Handover Process Management

Before SESC manages the handover of the community it ensures and important facilities management pre-requisites are in place and active. For the safety and security of the occupants of the community or development, SESC makes sure all details on the built environment are ready for use.

  • Engineering review and reporting

  • Project documentation review and organisation

  • Handover process regulations review and reporting

 

Snagging Survey and Reporting

SESC ensures that process of defect identification and resolution is completed as the built environment is being prepared for occupation. Carried out by experienced engineering teams, the process ensures that the occupants experience minimum or zero defects when using the facility.

  • 360° site surveyance

  • Technical facility room inspection and assessment.

  • Facility review and reporting

 

DLP Management

During the defect liability period, SESC works with as well as manages contractors and OEM’s to ensure all contractual maintenance obligations are adhered to including preventive and reactive maintenance.

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Takeover Your Building With A Feeling Of Ease

 There are four broad categories we put in place to make sure your project is handed over successfully from transition to business-as usual. As such these should be considered imperative to delivery success and fall into the categories below, where from tender stage to occupancy we have you covered.

 

Our 12 factors for the successful handover of projects:

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Commercial/contractual

1) Requirements should be written into tender documentation/contracts in as much detail and as specifically as possible including engagement requirements, data environment and any standardisation of equipment or product that the client requires.

2) Whole life cost must be considered if at all possible. Does spending more now have an impact on the overall operating cost of the project throughout its life?

3) Incentivise success. If a scheme is well delivered, this should reward all parties.

Process

4) Handover is a process not a date. Planning for it should be from the start of the project and it should be viewed as an incremental transfer of knowledge and operation from project team to business-as-usual.

5) The benefits and deliverables must be measurable and communicable from the start. Ask why are we doing this project and how will we know when it is done?

6) Involve end users from the outset. Through stakeholder analysis, understand who will benefit from the project, who will be required to facilitate the delivery of the benefits and how the project outputs will impact their role.

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Data and knowledge transfer

7) Documentation must be written for the end users. It may require different sets of documentation for different users but for documentation to support knowledge transfer it needs to be meaningful, applicable and relevant to the end users.

8) Collate lessons learned as the project progresses. It provides more meaningful data for future projects, it can be tied to stage gateways or key deliverables.

9) Agree the information requirements at the outset. This ensures all parties have a clear deliverable, know what is expected of them and work towards achieving the goal from the start of project.

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People

10) Often overlooked but put simply get good people on your project and keep them for as long as you are able.

11) Definition of stakeholders should be carried out throughout and in detail. Who will be impacted by the project and who is needed to make it a success?

12) The client role is pivotal including client engagement.

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