Where the calculation is performed in the BAS system, how often the values
are calculated, the data format of the values, and the upload cycles between
the systems are all details that need careful attention to ensure accurate cus-
tomer billing. Data throughput, data scan rates, communication rates, and
data exchange rules of system software, plus the total amount of values and
data, are all part of designing the proper converged platform to meet the cus-
tomer’s demand for actionable information when it is needed.
Successfully Integrating Building Technology Systems
Many building owners and people in the industry find the concept of integrated
building systems to be persuasive and intuitive. However, they struggle with
moving from the concept to actual deployment. The steps to successful installa-
tion of integrated building systems are discussed in the following sections.
Understand the Building Owner’s Business
Integrating building systems is not a “one-size-fits-all” deal. There are different
facility types and widely varying business objectives for private- and public-
sector building owners. Integrated systems for a mixed-use project for a developer
or owner are significantly different than for a 500-bed government hospital.
Since technology is simply used to further business objectives it is the business
drivers of the owner that shape the approach for successfully integrating building
technology systems. The discussion with an owner at this point has to do with how
building technology systems can affect capital and operational costs, generate rev-
enue, improve the experience or operation of building occupants, and enhance
building operations or possibly differentiate the facility. Such a discussion is the
programming or foundation on which to move forward.
Get Early Participation in Project
The discussion with and buy-in of the owner has to be early in the project
timeline. The later it is in the project schedule the less likely it is to be adopted,
and if so, to be successful. Later in the process also means more disruptions. It
is disruptive because some decisions have already been made and designs
developed by the rest of the project team, specifically the architect and civil
and mechanical, electrical, and plumbing (MEP) engineers. It is also disruptive
given the budget implications that were not initially planned for. Chances for
success depend on getting in early in the project.
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