Project Management Extension Certificate Program

Project Management Extension Certificate Program Final Assessment Paper Engineering Design of Hydro-Québec Distribution Mont-Rothery's Electrical Substation by EDF Energies Nouvelles Canada

Wendy Carolina Briceño Vicente

Spring 2016

This work is dedicated to my mom: Mrs. Lastenia Vicente-Romero

"The heart of a mother is a deep abyss at the bottom of which you will always find forgiveness." Honore de Balzac

TABLE OF CONTENTS

1. EXECUTIVE SUMMARY .............................. ............................................................. 1 1.1. The purpose ............................................... ............................................................. 1 1.2. The business need / justification of the project ........................................................ 1 1.3. A brief description of the project................. ............................................................. 2 1.4. General approach to the project, estimated duration and budget ............................ 2 1.5. The most important stakeholders ............... ............................................................. 2 1.6. Key constraints and assumptions .............. ............................................................. 3 1.7. Major risks.................................................. ............................................................. 3 1.8. Types of resources needed (human, equipment, etc.) ............................................. 3 1.9. The overall approach to measuring and evaluating success and quality of the project. .............................................................. ............................................................. 3 2. INITIATING PROCESSES ............................ ............................................................. 4 2.1. Project selection criteria ............................. ............................................................. 4 2.2. Force Field Analysis ................................... ............................................................. 4 2.3. Project Charter ........................................... ............................................................. 5 2.4. SWOT technique........................................ ............................................................. 7 2.5 Stakeholder Analysis/Register .................... ............................................................. 7 3. PLANNING PROCESSES ............................ ............................................................. 9 3.1. Collecting requirements ............................. ............................................................. 9 3.2. Project Scope Statement ........................... ............................................................. 9 3.3. Work Breakdown Structure (WBS)............. ............................................................. 9 3.4. Network diagram ........................................ ........................................................... 10 3.5. Project schedule ........................................ ........................................................... 10 3.6. Cost estimating .......................................... ........................................................... 12 3.7 Organizational and resource planning ........ ........................................................... 13 3.8 Quality planning .......................................... ........................................................... 13 3.9. Human resource requirements / assignments........................................................ 15 3.10. Communications planning ........................ ........................................................... 17 3.11. Risk planning, identification, analysis and response planning.............................. 19 4. EXECUTING AND MONITORING & CONTROLLING PROCESSES ....................... 20 4.1. PDCA Cycle ............................................... ........................................................... 20 4.2. Project Change Request ............................ ........................................................... 20 4.3. Manage Stakeholder Engagement: Issue Log - Outstanding ................................. 21 4.4. Quality Assurance Checklist: Reports and Documents .......................................... 21 4.5. Performance Report ................................... ........................................................... 22 5. CLOSING PROCESSES .............................. ........................................................... 24

1. EXECUTIVE SUMMARY

In the context of this Final Assessment paper, the Executive Summary should serve as a “stand-alone” section, targeted to a busy executive or manager who is not necessarily directly involved in the project. This summary will provide a general overview of the key aspects of the project and will typically include the following areas: 1.1.

The purpose

The purpose of this document is to achieve a satisfactory and consistent design plan of Hydro-Québec's Mont-Rothery’s electrical substation by EDF Énergies Nouvelles Canada, in the context of integration of renewable energy sources, such as wind power. The requirements of this document shall be adopted internally and externally to standardize the design of wind power electrical substations. 1.2.

The business need / justification of the project

Hydro-Québec ranks among North America’s largest electric utilities. Its primary mission is to meet the electricity needs of the Québec market. To this end, the company operates a generating fleet with a total installed capacity of about 35,650 MW. Some 97% of its output is hydropower. Hydro-Québec comprises four divisions: • •

• •

Hydro-Québec Distribution supplies Québec with electricity and provides highquality services to all its customers. Hydro-Québec Production generates power and supplies Hydro-Québec Distribution with a heritage pool volume allocated to the Québec market. It also sells electricity on wholesale markets. Hydro-Québec TransÉnergie operates the most extensive transmission system in North America. Hydro-Québec Équipement and Société d’énergie de la Baie James, a HydroQuébec subsidiary, are the prime contractors for the company’s major construction projects.

In 2007, Hydro-Québec had assets of $65 billion and posted sales of over $12 billion. Hydro-Québec Distribution has some 3.3 million customers spread over a territory of 1.7 million square kilometres. Its 2007 revenues totaled $10.5 billion on sales of about 173 TWh. Its activities are regulated by the Régie de l’énergie (Québec energy board). To meet the growth in demand for electricity, Hydro-Québec Distribution buys power on open markets. All potential power suppliers, including Hydro-Québec Production, bid on supply contracts. Since 2004, Hydro-Québec’s sourcing strategy has focused on the complementary development of hydropower and wind power. Wind farm projects arising from contracts with Hydro-Québec Distribution amounted to 3,000 MW in June 2008.

Page 1 of 25

There are 23 wind farms under contract with Hydro-Québec Distribution set aside for Native communities or nations and by local or regional communities in Québec. The wind power deliveries started between 2012 and 2014. 1.3.

A brief description of the project

The Mont-Rothery’s substation project makes part of Electricity Supply Plan 2011-2020 of Hydro-Québec Distribution. It includes engineering design, procurement and construction of wind farms with interested power suppliers in Quebec territory. This specific project will be located on public lands in the MRC of Haute-Gaspésie and MRC of Côte-de-Gaspé. The technical characteristics of the project are the following: • • • • • • •

Wind Park: Mont-Rothery Promoter: EDF Énergies Nouvelles Canada Nominal power: 74 MW Wind turbines generators: 37 x 2 MW Senvion MM92 Study area of the wind farm: 141.9 km2 in public lands Region:Gaspésie-Îles-de-la-Madeleine Location: RCM of La Haute-Gaspésie and La Côte-de-Gaspé

Source: http://www.hydroquebec.com/distribution/fr/marchequebecois/parc_eoliens.html 1.4.

General approach to the project, estimated duration and budget

The project timeline is divided in 5 phases and all stakeholders may be engaged progressively and consists of the following phases: • • • • •

Phase 1: Pre-Contract Phase 2: Development (6 months) Phase 3: Construction (1 year) Phase 4: Operation (+20 years) Phase 5: Decommissioning (1 year)

This document will only focus on Phase 2: Development - Engineering design with duration of 6 months. The budget of the project is based on the cost to prepare the documents around $312,120. 1.5. • • • •

The most important stakeholders

Land owners: public lands in the MRC of Haute-Gaspésie and of Côte-de-Gaspé Aboriginal Stakeholders: communities may have interested in the Project Municipal & Government Stakeholders: Mayor and council of the Municipality; Clerk of the local Municipality where the substation will be located; Government Agencies: Region Conservation Authority; Ministry of Environment and Climate Change; Environment Canada Page 2 of 25

•

Special Interest Groups: Non-Governmental Organizations (NGOs); Industry Associations; Local Businesses and Business Industry Associations (BIAs);

1.6. • •

Key constraints and assumptions

The project study must be completed in 6 months since the project approval under the estimated budget of the project chart. The project location is approved by environmental agencies, province, municipality and community, and the connection with the network.

1.7.

Major risks

No significant risks were identified. These would normally be categorized and quantified in a risk table. The risk table charts the risk with the anticipated project impact, risk manager and mitigation strategy. 1.8.

Types of resources needed (human, equipment, etc.)

This project will use internal resources for engineering and project management: • • •

•

•

Project Manager (01) is the responsible to administrate costs and deliverables. Design Manager (01) is the head of the Design Team it should be an electrical engineer. He is responsible of endorsement for documents prior to submission. Quality Engineer (01) is responsible of Electronic Document Management System, assign codes to technical deliverables, check quality aspects in the documents and file them. Project Design Team in charge of making the design of the substation it includes: Electrical engineers (03), Civil engineers (01), Mechanical engineer (01) and instrumentation engineers (01), and drawing technicians (03). Other resources including software, printers, paper, drawings, phone, fax, physicals space, utilities.

1.9. The overall approach to measuring and evaluating success and quality of the project. It will be pursued a follow up of all the deliverables send until its final approval according to Hydro-Québec Distribution technical requirements, under the calendar and budget proposed, authority acceptance and sign off on the project closure without fatal flaws within a given discipline or between disciplines.

Page 3 of 25

2. INITIATING PROCESSES Information included in this section should state the project purpose, justification and high-level description, define the objectives and related success criteria, determine the project requirements, describe the organization and authority, key assumptions and constraints, summarize resources, budgets, schedule milestones and risks, and assign the project manager. Students will be expected to utilize and show application of the appropriate tools and techniques and outputs from the processes in this Process Group that were covered in the Project Management Extension Certificate Program courses. These may include (but are not limited to) the following: 2.1.

Project selection criteria

The project selection policy for the design of Mont-Rothery’s electrical substation is outlined to verify the degree in which the company EDF Énergies Nouvelles Canada is capable to meet the qualification criteria set forth Hydro-Québec Distribution and pass their selection factors. The following checklist must be verified to approve, finance, and execute the project by EDF Énergies Nouvelles Canada, which is part of the overall Electricity Supply Plan 2011-2020 of Hydro-Québec Distribution. EDF Énergies Nouvelles Canada must be compliant with the following: Manpower, Equipment, and Knowledge to Design the Project Financial Resources Ability to Assume Liability for Losses Proposed Schedule and Ability to Meet Schedule Technical and Engineering Qualifications and Experience Commitment to Enter Into TCA and Adhere to Applicable Reliability Criteria Hydro-Québec Distribution will conduct a comparative analysis during the solicitation process with all proposals submitted, in order to choose and approve the most qualified project sponsor to execute the project. 2.2.

Force Field Analysis

Project Name: Mont-Rothery's Electrical Substation Project Manager Design Mgmt. Driving Forces ● High wind energy potential in the province of Québec ● Reduce cost of electricity ● Furnish locally clean energy to communities in remote places in the province of Québec ● Income initiatives for community and annual taxes income generated by the wind farm, ● Tariffs generated by wind power and positive project internal rate of return ● Low environmental impact ● … others …

Restraining Forces ● Permits from Municipal Council, Regional Conservation Authority, Ministry of Environment and Climate Change ● Approval and acceptance from the communities near to the wind farm ● High project initial investment in the phases of design, procurement and construction of the electrical substation and wind farm station ● Levels of noise ● … others …

generated by wind farm

Page 4 of 25

Recommended Actions: • • • • 2.3.

Secure a Municipal Council support resolution; Complete a Municipal agreement; o Community benefit agreement or other agreement regarding road and other infrastructures use, etc.; Obtain support from at least 75% of assessed private property owners abutting the Project Site and on which the proposed Connection Line is located; Sign a partnership agreement with an Aboriginal community. Project Charter Project Purpose / Justification and High-Level Description

Project Name: Mont-Rothery's Electrical Substation Project Manager Design Mgmt. The customer Hydro-Québec Distribution requested EDF Énergies Nouvelles Canada to perform the design of an electrical substation in the Mont-Rothery's Wind Project that comprises by 37 turbines of 2 MW supplied by Senvion. It will be located on public lands in the MRC of Haute-Gaspésie and MRC of Côte-de-Gaspé. The Mont-Rothery’s electrical substation will connect the wind farm to the 230kV transmission network own by Hydro-Québec. The study will be used in Mont-Rothery's Wind Project construction that will commence in 2017 and reach commercial operation in 2020. Electricity generated is delivered to Hydro-Quebec under a 20-year Power Purchase Agreement. Measurable Project Objectives and Related Success Criteria EDF Énergies Nouvelles Canada must complete the design necessary for the construction of Mont-Rothery's Electrical Substation, according to the project scope and list of products. In order to consider the project complete documentation design, specifications, drawings, list of materials must be provided: • • • •

Structural: Loads design; Line and Equipment Support Structures; Electromechanical: Electrical design and studies; Major equipment specifications; Grounding system; AC/DC systems, etc. Civil: Design of control house; roads and drainages Lightning Masts Control/Instrumentation: SCADA system; relaying systems; communications.

High-Level Requirements All documents must be compliant with Hydro-Québec Distribution requirements. Key Assumptions •

The project is approved by environmental agencies of Canada government, Québec province, local municipality and community

Page 5 of 25

• • •

The project lands are available, wind and ground conditions are optimal for the project location The Point of Common Coupling (PCC) with power grid is approved by HydroQuébec Distribution. All technical and human resources are available for the project

Key Constraints The project study must be completed in 6 months since the project approval under the estimated budget of the project chart. High-Level Risks The major risk areas identified to date are given below along with a comment on possible actions that are proposed (to be expanded in more detail during the detailed project planning). Risks Political Economic Financial

Possible Actions Get governmental support and subsidies necessary for the project feasible Energy demand and electricity prices may fluctuate widely, often fixed through long-term price. It can be as an opportunity rather than a threat to the profitability of the project Production risk due to wind variability imposes both liquidity risk and credit risk for this reason long term data may be needed to build wind farm and electrical substation

Summary Milestone Schedule

The target milestone schedule is given in the table below: Milestone 1.0 Initiation 2.0 Requirement Analysis 3.0 Design 4.0 Development 5.0 Revision 6.0 Closing

Target Date or Number of Weeks from Approval 1 - End of May 2 3 5 9 25

Summary Budget It is expected all material required and the cost of the contracted resources to perform their duties will fall within the stated objective of $312,120. Project Approval Requirements The Design Manager and Project Manager will deem this project a success if the proposed design of Mont-Rothery's electrical substation is completed according to Hydro-Québec Distribution technical requirements, before the end of December and the overall cost is less than the stated budget. They will also be the authority who will sign off on the project closure. Page 6 of 25

Assigned Project Manager, Responsibility and Authority There will be two managers in the project a Design Manager (DM) and a Project Manager (PM). The PM have overall coordination responsibility and authority, the responsibility for all financial matters related to the electrical substation design, and will assign a number of the required human resources. The DM will create a biweekly report use to document the ongoing progress of the electrical substation design. These documents will also be required as each major phase has been completed. Project Charter Approval and Acceptance The signatures below indicate the undersigned have read and agreed to the contents of this Project Charter and have thus given approval and acceptance for this project to be initiated. _____________________________________ Approval: Project Sponsor/Owner

_________________ Date

_____________________________________ Acceptance: Project Manager

_________________ Date

2.4.

SWOT technique

There is need to identify alternative ways that the organization can use its specific strengths to capitalize on opportunities or to avoid threats and to overcome weaknesses.

EXTERNAL ORIGIN

INTERNAL ORIGIN

SWOT ANALYSIS • • • • •

STRENGTHS (S) Good company image Established company name in Canada Know-how from other projects Having technology and design ability Environment friendly

• • • •

• • • •

OPPORTUNITIES (O) Large booming market for wind power Better prices for future projects Level playing field for private and public sector companies Continuing electricity demand- supply gap

HELPFUL to achieve the objective

• • •

WEAKNESS (W) Expensive investment in new technology compared to traditional power generation Wind power disturbances noise and visual Change some bad perception people may have about wind turbines Intermittent source of power supply

TREATS (T) Increase in the number of small contractors leading to price war Emergence of new players in the market Political pulls may jeopardize the projects

HARMFULL to achieve the objective

Page 7 of 25

2.5.

Stakeholder Analysis/Register STAKEHOLDER ANALYSIS/REGISTER

Project Name: Mont-Rothery's Electrical Substation Project Manager Design Mgmt. Stakeholder

EDF Énergies Nouvelles Canada (1) & (2) HydroQuébec Distribution (3) Land Owners (4) Aboriginal Stakeholders

(5)

Municipal Stakeholders

(6)

Government Stakeholders

(7)

County Roads and Bridge (8) Non-gov. organization (NGOs) (9)

Classification

Headquarter Leading (L) Internal Personnel Supportive(S) Internal Supportive(S) External Neutral (N) External Supportive(S) External

Resistant (R) External

Resistant (R) External

Stake / Interest

Envisions strategic fit with company programs; Imposes production targets; Quality check (i.e. Risk workshop, Design review, Peer Review etc.) Supports projects implementation; Expect safe and healthy working environment; Assigns activity resources; Approve the technical documentation for connection to Grid; Issue approvals requested by Urban Certificate for obtaining the Construction Permit; Projects financing; Owner of land which are of interest for the project development; Expect reimbursement for land rental by EGPR Expect increase of commune income; Expect employment of local people or local companies; Expect involvement in community project financing Issues permits and monitors compliance of operations; Inspects and monitors impact of projects on the environment and municipality; Grants or withdraws permits for operations; Imposes measures to fulfil legal obligations (if necessary) Issues national legal regulations in Canada, controls and monitors implementation of new regulations; Potentially implements public major projects in the project area

Influence

Impact

High

High

Medium

High

High

High

High

Medium

Medium

Medium

High

High

High

Low

Resistant (R) External

Issue approvals requested by Urban Certificate for obtaining the Construction Permit

Low

Medium

Resistant (R) External

Represent special interest groups; Influences communities and working personnel; Interferes in projects and operations in the area

Medium

Medium

(U, R, N, S, L - Unaware, Resistant, Neutral, Supportive, Leading)

Page 8 of 25

3. PLANNING PROCESSES Develop a comprehensive project plan. Be sure to define the project scope, subdivide the project into major deliverables, identify relevant activities, estimate activity durations, determine resource requirements, construct and analyze the project network. Describe how you will estimate resources, recruit and organize the project team, their schedule and document their work. Determine a project schedule and show evidence of cost estimation and budgeting. Students will be expected to utilize and show application of the appropriate tools and techniques and outputs from the Planning Processes that were covered in the Project Management Extension Certificate Program courses. These may include (but are not limited to) the following: 3.1.

Collecting requirements

Previous studies, preliminary design drawings and Project/site specific information are required by EDF Énergies Nouvelles Canada’s Design Team during the initial design of electrical substation, also to make economic comparisons in the phases of procurement and construction of the substation. The following technical information should be provided by Hydro-Québec Distribution in the project start Service Conditions Primary system Facility load and generation Equipment ratings

3.2.

Location, altitude; high and low mean temperatures; temperature extremes; wind loading and ice loading; seismic qualifications; area classification; contamination Local utility; nominal voltage; maximum operating voltage; system frequency; system grounding; system impedance data; maintenance considerations Load type; average running load; maximum running load; on-site generation; future load growth; harmonic loads; fault level reports Insulation requirements; current requirements; contamination levels

Project Scope Statement

The design of Mont-Rothery's Electrical Substation shall be carried out in accordance with Hydro-Québec Distribution Standards and other relevant standards, technical guides and any other interrelated company policies or procedures. The development of electrical substation design must deliver achievable outcomes in accordance with public safety, environmental considerations, quality performance, high reliability, cost reduction and assets protection. These items must be considered during the planning, design, construction, and operation phases of the electrical substation for community acceptance and environmental compatibility. 3.3.

Work Breakdown Structure (WBS)

The Work Breakdown Structure (WBS) presents a view into the project work packages. It helps to communicate the work and processes involved to execute the project design of Mont-Rothery's Electrical Substation. The Project Manager and Design Manager will use the WBS to develop the project schedule, resource requirements and costs.

Page 9 of 25

Mont-Rothery's Electrical Substation 2 Requirement & Analysis

1 Initiation

3 Design

4 Development

5 Revision

6 Closing

1.1 Business Case

2.1 Previous studies

3.1 Physical Layout

4.1 Technical Documents

5.1 Quality Check/ Verification

6.1 Conduct Survey of Documents

1.2 Evaluation & recommendations

2.2 Preliminary Design and Drawings

3.2 Civil Design

4.2 Technical Specifications

5.2 Review

6.2 Update File/ Documents

1.3 Project Charter

2.3 General Design Considerations

3.3 Structural Design

4.3 Technical Drawings

5.3 Comments Integration

6.3 Close project

1.4 Project Management Planning

3.4 Electromechanical Design

4.4 Bill Of Materials (BOM)

5.4 FInal Version

1.5 Project Schedule

3.5 Control and Automation Design

3.4.

Network diagram

The critical path will depend on 3.1 Physical Layout and 5.2 Review for the revision of comments from the client, even though many of the activities can be done in parallel.

3.5.

Project schedule

The Design Team’s hours are registered in section 3.0 Design for this reason the time hours in section 4.0 Development time are set to zero with the exception of 4.3 Technical Drawings activity which is made by the Drawing Team.

Page 10 of 25

GANTT CHART- Mont-Rothery's Electrical Substation Week Number ID #

WBS #

Heading / Activity Description

Eff. Days

Dur. Days

EStar Day #

EFini Day #

Resource Role(s)

Pred. Tasks

1 2

1.0 1.1

5 1

1

1

1

DM/PM/QU

3

1.2

1

1

2

2

DM/PM/QU

2

4

1.3

1

1

3

3

DM/PM/QU

3

5

1.4

1

1

4

4

DM/PM/QU

4

6 7 8

1.5 2.0 2.1

1 5 3

1

5

5

DM/PM/QU

5

3

6

8

DM/PM/QU

1

9

2.2

1

1

9

9

DM/PM/QU

1

10 11 12 13 14 15 16 17 18 19 20 21 22

2.3 3.0 3.1 3.2 3.3 3.4 3.5 4.0 4.1 4.2 4.3 4.4 5.0

1 430 30 100 100 100 100 180 60 40 40 40 125

1

10

10

DM/PM/QU

1

30 100 100 100 100

11 21 21 21 21

120 120 120 120 120

EL/ ST/CI/IN EL. ST. CI. IN.

9 8,9,10,12 8,9,10,12 8,9,10,12 8,9,10,12

0 0 40 0

21 41 43 46

80 80 90 100

EL/ ST/CI/IN EL/ ST/CI/IN TECH. EL/ ST/CI/IN

8,9,10,12 8,9,10,12 18 18,19,20

23

5.1

25

25

46

105

DM/PM/QU

8,9,10,12

24 25 26 27

5.2 5.3 5.4 6.0

40 40 20 10

0 0 0

66 66 106

100 100 125

EL/ ST/CI/IN EL/ ST/CI/IN EL/ ST/CI/IN

8,9,10,12 8,9,10,12 23,24,25

28

6.1

4

4

126

129

DM/PM/QU

26

29 30

6.2 6.3

Initiation Business Case Evaluation & recommendations Project Charter Project Management Planning Project Schedule Requirement Analysis Previous studies Preliminary Design Drawings Design Considerations Design Physical Layout Electromechanical Structural Civil Control and Automation Development Technical Design Technical Specifications Technical Drawings Bill Of Materials (BOM) Revision Quality Check/ Verification Review Comments Integration Final versions Closing Conduct Survey Documents Update File Documents Close project

4 2

4 2

130 134

133 135

DM/PM/QU DM/PM/QU

26

1 1 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 1 2 3 4 5 6 7 8 9 0 1 2 3 4 5 6 7 8 9 0 1 2 3 4 5 6

Page 11 of 25

3.6.

Cost estimating

COST PERFORMANCE TABLE - Mont-Rothery's Electrical Substation End of Weeks Number... WBS #

1&2

1.1

1,080

1.2

1,080

1.3

1,080

1.4

1,080

1.5

1,080

2.1

3,240

2.2

1,080

2.3

1,080

3.1

3&4

5&6

7&8

9&10

11&12

13&14

5,120

15&16

17&18

19&20

21&22

3,200

23&24

3,200

3.2

9,600

9,600

9,600

9,600

9,600

9,600

9,600

9,600

9,600

9,600

3.3

3,200

3,200

3,200

3,200

3,200

3,200

3,200

3,200

3,200

3,200

3.4

3,200

3,200

3,200

3,200

3,200

3,200

3,200

3,200

3,200

3,200

3.5

3,200

3,200

3,200

3,200

3,200

3,200

3,200

3,200

3,200

3,200

4.1

1,000

1,000

1,000

1,000

1,000

1,000

1,000

1,000

1,000

1,000

6,000

6,000

6,000

6,000

6,000

6,000

1,000

1,000

1,000

1,000

4.2 4.3 4.4 5.1

5,400

25&26

5,400

5,400

5.2

1,000

1,000

1,000

1,000

5.3

1,000

1,000

1,000

1,000

5.4

5,400

5,400

1,000

1,000

6.1

4,320

6.2

4,320

6.3

2,160

Total Weekly Cost ($) Total Cum. Cost ($)

10,800

5,120

20,200

20,200

26,600

27,200

38,800

30,200

33,600

28,200

31,600

28,800

10,80 0

10,800

15,920

36,120

56,320

82,920

110,120

148,920

179,120

212,720

240,920

272,520

301,320

312,12 0

350,000

301,320312,120 272,520 240,920 212,720 179,120 148,920

300,000 250,000 200,000 150,000

110,120 82,920

100,000 50,000

10,800 15,920

36,120

56,320

0 1&2

3&4

5&6

7&8

9&10 11&12 13&14 15&16 17&18 19&20 21&22 23&24 25&26 Page 12 of 25

3.7.

Organizational and resource planning

Resource Name

Type

Initials

Project Manager Design Manager Electrical Eng. Structure Eng. Civil Eng. Instrum. Eng. Quality Eng. Drawing Tech.

Work Work Work Work Work Work Work Work

PM DM EL ST CI IN QU DR

3.8.

No. of Resources 1 1 3 1 1 1 1 3

Group Mgmt.

Eng. Tech

Max. Units 100% 100% 100% 100% 100% 100% 100% 100%

Std. Rate

Ovr. rate

$104.000/yr

$50/hr

$83.200/yr

$40/hr

$72.800/yr $52.000/yr

$35/hr $25/hr

Cost Use $0,00 $0,00 $0,00 $0,00 $0,00 $0,00 $0,00 $0,00

Acrue All Start Prorated Prorated Prorated Prorated Prorated Prorated Prorated

Base Calendar Standard Standard Standard Standard Standard Standard Standard Standard

Quality planning QUALITY MANAGEMENT PLAN

Project Name Mont-Rothery's Electrical Substation

Project Manager Design Mgmt.

Quality Strategy & Objectives: The overall strategy will be to plan and implement activities that will help ensure quality happens as work is being done, not just to inspect the quality of the end results. There will be numerous quality inspections at most stages of the project. The other approach that will help to maintain overall quality is to ensure quality related issues are reacted to immediately and rectified as soon as possible. The quality strategy will also encompass continual improvement. There will be a continual effort to look for ways to improve quality and implement it using the Plan-Do-Check-Act. Organizational Structure, Responsibilities and Resources: The design manager and project manager will have overall responsibility to ensure quality assurance processes are being adhered to throughout the project with the help of quality engineer. They will be responsible of monitoring quality, conduct quality inspections and arrange formal inspections of design deliveries. They will be available during all the stages of the project. It will be responsibility of the design team to correct and answer the comments about design deliveries to the final document versions. Special Training/Certification & Induction of new team members: The quality management plan must be in accordance with ISO 9001, which ensures the quality of the project documentation and other Standards relevant to Hydro-Québec Distribution. The quality engineer must be a specialist in ISO 9001, will be responsible for the overall quality of the project, making communication and documents templates. Customer: Hydro-Québec Distribution requires all deliverables on time, on budget.

Page 13 of 25

Documents & Records: The quality check will be applicable to design plans, specifications, calculations, reports, and other documents of the project, by discipline and inter-discipline, in order to ensure that the project will be developed on time according to quality standards for its final approval. It will help to coordinate design to verify there are no conflicts, omissions, or misalignments during the project, it includes the following documents: Document Plan Schedule and Resource Design Work Prepare Design Inputs Produce and Verify Concept Design Perform Detailed Design Work Produce Design Outputs Obtain Project Owner Verification Issue Final Design Documents Releasing documents

Actioned By Project Manager / Design Manager Design Manager / Quality Engineer Project Design Team Design Manager Project Design Team Design Manager Design Manager / Quality Engineer Project Manager / Design Manager / Quality Engineer

Quality Tools & Techniques: The procedures and processes will support a quality check versus a quality inspection. However, as the project progresses ways there will be a continual effort to look for ways to improve quality, with the next steps: • • • • • •

Identifying deficient process and analyzing them, using flow charts and deployment charts followed by process improvement. Analyzing problems and issues using cause and effect diagrams to see if there are any opportunities to prevent them or similar problems happening again. Using brainstorming, nominal group technique and evaluation/priority matrix to create and evaluate solutions. Where possible benchmarking will also be used to identify the best practice. Cost-benefit analysis will be always used before implementing a solution. Stakeholder analysis of internal and external customers will be used to determine needs.

Any quality improvements will be implemented using the Plan-Do-Check-Act method. Quality issues will be resolved at the lowest possible level, often at the site, with the appropriate inspector and foreman agreeing on a solution. Procedures and Processes: The design documents are developed and compiled using frequent discussions between the Design Team, and Design Manager as well as task force meetings and core meetings to determine appropriate assumptions and approach. The process allows the incorporation of suggested corrections and guidance in a timely manner. It involves the following steps:

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• • • • •

Procedures for calculations and technical memos discuss the methods and analyses used, Procedures for reports performs a detailed word by word editorial review, Documentation of internal review for preliminary and final submittals by discipline and inter-discipline, Audit of documents after each deliverable (tech memo or report) reviewed and before distribution by document control review in accordance to quality, Formal design review of deliverables includes the calculation verification submittal, technical memoranda, and reports.

Quality Metrics: Weekly checks for potential defects of preliminary design submittal and all completed deliverables will be made by Design Manager and Quality Engineer. 3.9.

Human resource requirements / assignments HUMAN RESOURCE PLAN

Project Name Mont-Rothery's Electrical Substation

Project Manager Design Mgmt.

Roles and Responsibilities Matrix RACI Chart Activity or Deliverable 1.0 Initiation 2.0 Requirement Analysis 3.0 Design 4.1 Technical Design 4.2 Technical Specifications 4.3 Technical Drawings 4.4 Bill Of Materials (BOM) 5.1 Quality Check/ Verification 5.2 Review 5.3 Comments Integration 5.4 Final versions 6.0 Closing

PM R/A R/A A/C A/C A/C A/C A/C A/C A/C A/C A/C R/A

DM R/A R/A A/C A/C A/C A/C A/C A/C A/C A/C A/C R/A

Resource Roles – Codes EL ST CI IN I I I I I I I I R R R R R R R R R R R R R R R R R R R R C/I C/I C/I C/I R R R R R R R R R R R R I I I I

QU R/I R/I C/I C/I C/I C/I C/I R C/I C/I R R/I

DR I I I I I R C/I R R R I

Assignments - Codes Legend: R = Responsible, A = Accountable, C = Consult, I = Inform Resource Roles - Codes Legend: PM = Project Manager; DM = Design Manager; EL = Electrical Eng.; ST= Structural Eng.; CI = Civil Eng.; IN = Instrumentation Eng.; QU = Quality Eng.; DR = Drawing Technicians Project Organization Chart

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Project Manager and Design Manager

1 Design Team

1.1 Electricals

2 Technicians

2.1 Drawing Team

3 Quality

3.1 Quality Engineer

1.2 Structural

1.3 Civil

1.4 Instrumentation

Staffing Management Plan All personnel involved in the project are senior members with experience in the design of electrical substations and similar projects, including areas of engineering, administration, quality and drawing skills and knowledge; under these conditions no special training is needed. The availability of the human resources required for the project is the following: Role Project Manager - PM Design Manager - DM Electrical Eng. – EL Structure Eng. – ST Civil Eng. – CI Instrum. Eng. IN Quality Eng. – QU Drawing - DR

Skill and Knowledge PM Experience 5 yrs+ Electrical Experience 8 yrs+ Technical Design Experience in their disciplines 5 yrs+ Software design tools in their field Experience 3 yrs+ ISO 9001 Experience 5 yrs+ AUTOCAD

From Week 0 0 3 3 3 3 1 9

To Week 26 26 24 24 24 24 25 24

% Requ. 100 100 100 100 100 100 100 100

No. of resources One (01) One (01) Three (03) One (01) One (01) One (01) One (01) Three (03)

Staff Acquisition Personnel designated for the project implementation is skilled staff. The personnel can be acquired in two ways: from other projects underway or at the end and new hires selected by the interview process. It is responsibility of Human Resources office hire new employees using the description for the positions in the project offer to ensure that employees are eligible to perform the tasks. In addition, the Human Resources office will apply the procedures and provisions necessary.

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Resource Calendars The normalized schedule of the project of personnel is set to forty (40) hours per week, with exception of holidays. The planed schedule of working hours is in the morning 8:00 am – 12:00 pm and in the afternoon 1:00 pm – 5.00 pm. Compliance All employees must respect and be compliant with the Canadian Human Rights Act which excludes all forms of discrimination. Safety Safety must be respect Occupational Safety and Health Administration (OSHA) requirements. 3.10.

Communications planning COMMUNICATIONS MANAGEMENT PLAN

Project Name Mont-Rothery's Electrical Substation

Project Manager Design Mgmt.

Text Components: Overview of communications strategy - general approach; any special stakeholder communication requirements; may include information flow chart The project manager will communicate regularly the performance of the project, composing and reading emails, conducting meetings with team members in person or by phone, writing the project plan. Inspection reports and field observations will be available electronically for all entities to inspect at all times. It will be prepared a monthly summary of the design packages audited during that period. The summary will describe updates and identify issues; their resolution will be completed in a timely manner. Resources allocated including time and budget The project manager with the support of quality engineer will manage and send communications for the whole project. They will work to 100% capacity during the delivery process. The project manager will receive and distribute documents for the reviewing process to team member to the final version of documents. They will support team members in all aspects related to communications and information required. Communication constraints

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The constraints are mainly associated to the adhering to schedule regarding project communications such as deliveries and reviewing dates, receiving recompilation of information from the client that can have as consequences delays in the project. Escalation process and persons responsible for release of confidential information The required information by the design team will be asked to the project manager or directly to the client by email or phone, keeping aware the design manager in project meetings. The project manager and design manager will be the responsible for release of confidential information internally - EDF Énergies Nouvelles Canada and externally Hydro-Québec Distribution with the support of the quality engineer. Method for updating and refining communications management plan as the project progresses and develops; glossary as require There are many means for communicating project information. Some of these include email, phone calls, face to face meetings, data bases, web/internet portals, videoteleconferences, organizational shared drives, or various other technologies and applications. The project team must consider what methods are available to all stakeholders and plan appropriately so pertinent project information can be communicated to everyone involved. Table Components of the Communication Management Plan What ? Status report ● Activity assignments ● Other area status Progress updates Progress reports … others …

Why? Ongoing progress Ensure work progress Information for reports Information for reports … others …

When ?

By Whom?

To Whom? Managing Director

Monthly

PM/DM

● As required ● Weekly

Project Manager / Design Manager

Design team

Weekly

Design team

● PM/DM ● Quality Eng.

Monthly … others …

Quality Engineer … others …

PM/DM … others …

How ? Meeting presentations ● E-mail and chart ● Status meetings E-mail form Report and presentations … others …

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3.11.

Risk planning, identification, analysis and response planning RISK REGISTER - Identify Risks, Perform Qualitative Risk Analysis, and Plan Risk Responses

Risk

Likelihood of Occurrence

Budget Exceeded

3 (M)

Cost Plan is inaccurate

1 (L)

Design changed to meet revised client requirements.

5 (H)

Client Approval

2 (L)

Insufficient political support Unanticipated change to environmental requirements Lack of public acceptance/ support for the preferred option Failure to meet the stakeholder requirements Loss of support for scheme from wider stakeholders

2 (L) 2 (L)

3 (M)

1 (L)

3 (M)

Impact Design fails to meet Client Brief within budget Affordability impact.

● Modification to design required to secure compliance ● Potential delay to completion. ● Damage to reputation if noncompliance viewed as irresponsible Client / stakeholders not happy with the design / progress More difficult to secure necessary approvals leading to possible delays Need to re-assess wider environmental impact of mode / motive power / route choice Lack of public acceptance is unlikely to delay progress of the scheme unless public dislike of scheme becomes significant ● Documents rejected ● Potential delay to completion. Loss of stakeholder support, system not accepted

Severity of Impact

Risk Score

5 (H)

15 (H)

5 (H)

5 (L)

3 (M)

15 (H)

2 (L)

4 (L)

3 (M)

6 (L)

3 (M)

6 (L)

2 (L)

6 (L)

5 (H)

5 (L)

2 (L)

6 (L)

Risk Response Action Strategies

Contingency if Risk Occurs

● Design currently meets client brief and is expected to be within budget. ● Further more detailed costings to be worked up as design development progresses. ● Cost plan is to be based on latest design information and updated regularly. ● Design and client contingencies have been allowed for ● Stakeholders, funders and end users to sign off design and cost plan at each stage. No changes to be made before time and cost implications have been fully assessed. ● Brief to be clarified early in Stage D design. Design may be changed if tender prices are unfavorable.

Plan to reduce the overall cost of the project with continues monitoring

Design to be signed off by all key stakeholders at the end of each stage.

Re-Schedule and notify all stakeholders

Develop and deliver a robust consultation strategy.

Regular and structured liaison and briefings with Regional and key stakeholders Review environmental constraints to identify any gaps.

● Anticipate change to environmental requirements ● Need to redesign / review mode / motive power choice / alignments to meet new requirements.

Cost control to be appointed during design stage Regular User Group meetings to be held to review design and agree Schedule of Accommodation from the outset.

Need to political support for the project and anticipate risks, look at progression of actions

Actively implement the Project Communication Strategy & provide information.

● Design to be closely monitored during the construction period for compliance with the Contract Documents. ● Robust set of Employees Develop Stakeholder Board

Requirements to be prepared setting out the exact requirements. Ensure that effective communication and consultation with stakeholders takes place to ensure they are well-informed

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4. EXECUTING AND MONITORING & CONTROLLING PROCESSES Describe and demonstrate, by possibly using sample processes and forms, what needs to be measured and/or verified / validated and how, how changes will be managed and controlled, how project performance and budget will be tracked and reported, how contracts will be obtained, signed and administered, how you will execute risk management and quality assurance and control measures, how the project team will be acquired, developed and managed, how other key stakeholder’s expectations / engagements will be managed, and how issues will be tracked.

4.1.

PDCA Cycle

PLAN: Decide how you might improve the process using the solution identified. Plan how to implement the change. Changes will be implemented through Project Change Request, regular meeting biweekly with the design team, communications with Hydro-Québec Distribution, monitoring completion dates with the planned schedule and cost planning. DO: What will be done to change the process on a small or experimental scale? Create and compile accurate approved scope and estimate. Complete accurate monthly status reporting to upper management to ensure compliance with proposed project plan. CHECK: How will you monitor the process, to check if it has improved and that no new problems have developed? Complete peer review of design packages. Fully complete internal “Quality Assurance Checklist”. ACT: If the process has improved, how will you implement on a larger scale? If the experimental “improvement” hasn’t worked, what will you then do? Compile and process for approval an accurate detailed engineering design. Inform all stakeholders of changes; reach an agreement about solutions; re-adjust schedule and costs. Complete gate review process at the end of initiation, definition and completion. Conduct reviews at 60% and 100% of design completion. 4.2.

Project Change Request

Originator: Design Manager Project Name: Mont-Rothery's Electrical Substation Project Manager: Design Manager Assigned Change Request No.: 001

Date: week 3 Project No.: MRES Phone: 0800 -ENERGIE - NV Received Date: week 4

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Description of Change: Change in the end up week for the whole project in +5 days in total, in consequence +1 week Reason for Change: Delays in compiling information from the client and reviews from the client. Priority and Impact if Change is NOT Made: Damage to reputation if noncompliance viewed as irresponsible Assessment Done By: Design Manager Date:05-28-2016 Assessed Cost Impact: $3,000 Assessed Schedule Impact: +5 days Impact Assessment Comments: The variance of the waiting time was used to determine the cost variation according to the delay days of data in the recompilation and during the review phase of 5 days equivalent to +$3,000 Date of Impact Assessment: Date Decision Needed: Week of compilation data – week 3 week 5 Change IS / IS NOT approved and Comments: Date: week 4 Yes , it is approved however if the process can be speed out in the next phases to recover time it would be more convenient at the end of the project Approval Authorizations: Date: Project Manager week 4

4.3.

Manage Stakeholder Engagement: Issue Log - Outstanding

Project Name: Mont-Rothery's Electrical Substation Project Manager: Design Manager

Customer Name: Hydro-Québec Distribution Phone: 0800 – HYDRO – QC

NOTE: As an issue is resolved, cut row out of this Issue Log and paste in the Issue Log - Resolved. Save for project archives. Date Entered

ID #

Issue Title and Description

Week 3

01

Delay in compilation data

Week 20

01

Delay in review documents

4.4. • • • • • • • • • • •

Action Required List all documents required for design team and get them from client List all review documents required for design team and get them from client

Owner

Resolution Commit Date

Impact Severity H/M/L

PM/DM

Week 4

M

PM/DM

Week 21

M

Quality Assurance Checklist: Reports and Documents

Substation design (blueprints) Project charter Project scope statement Work breakdown structure Costing sheets, overall schedules and budget Management plans for scope, risk, quality, cost, schedule, staffing, and communication Request and received Proposals Statement of Work Confirmation letters and contracts signed Weekly of activities/meetings Supplies lists and specifications of components Page 21 of 25

• • • • •

Review reports Letters to client identifying issues or concerns Outstanding issues report Closed issues log Final acceptance reports and confirmations

4.5.

Performance Report

Week Ending: 26

Project Name: Mont-Rothery's Electrical Project Manager: Design Manager Customer: Hydro-Québec Distribution

Substation

Project No. SUB Mont-Rothery Phone No. 0800 -ENERGIE - NV Phone No. 0800 - HYDRO - QC

Project summary description The final design submittal package will be prepared when the design was 100% completed. The submittal includes plan sheets, specifications, technical memos, reports, calculations, and other pertinent data. The submittal includes a form resulting from the preliminary design submittal. As a result of the on-going discussion and resolution of design issues via the regularly scheduled task force meetings, core meetings, and informal reviews, it is anticipated that there will be very few revisions or changes at this stage. If there are no comments on the final design submittal, the package will be ready for the final submittal. Status summary: Cost: Schedule: Quality: Customer Satisfaction:

Red Red Red Red

Yellow Yellow Yellow Yellow

Green Green Green Green

Status summary comments: Additional cost and schedule time was required for the completion of the project. Work accomplished this period: NO Work planned that was NOT accomplished and reasons All work was completed within + 5days (+1 week) of the planned calendar activities. Work planned for the next period: Post mortem report for internal use Change Request Summary Major milestones

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Planned Date or Week

Revised Date or Week

Actual Date or Week

End of May 2w 3w 5w

1w 2w+2d 3w 5w

1w 2w+2d 3w 5w

5. Revision

9w

9w+3d

9w+3d

6. Closing

25w

25w

25w

Major Milestone 1. 2. 3. 4.

Initiation Requirement Analysis Design Development

Variance from Planned Date 0d +2d 0d 0d +3d 0d

Comments None Delay getting out data None None Delay getting out comments None

Major outstanding risks No.

Risk Description

1

Budget Exceeded

2

Design changed to meet revised client requirements.

Impact Design fails to meet Client Brief within budget

Actions being taken Plan to reduce the overall cost of the project with continues monitoring ● Regular User Group meetings to be held to review design and agree ● Schedule of accommodation from the outset.

● Modification to design required to secure compliance ● Potential delay to completion.

Major outstanding issues No. 01 02

Issue Description Delay in compilation data Delay in review documents

Action List all documents required for design team and get them from client List all review documents required for design team and get them from client

By Whom

Resolve Commit Date

Status

PM/DM

Week 4

Solved

PM/DM

Week 21

Solved

Financial Deliverable Physical layout Final versions

Planned Budget (PV) $5,120 $2,000

Earned Value (EV) $5,120 $2,000

Actual Cost (AC) $6,120 $4,000

Schedule Variance (SV) 2 days 3 days

Cost Variance (CV) +$1,000 +$2,000

.

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5. CLOSING PROCESSES Describe and demonstrate, by possibly using sample processes and forms, how you will turn the project over to the customer, obtain acceptance and close contracts, what project documentation will be archived, where and how, and what information the final Close-out Report will contain, including lessons learned. CLOSE-OUT REPORT - Mont-Rothery's Electrical Substation Project Name: Mont-Rothery's Electrical Substation Project Manager: Design Mgmt. Summary of the Project The objective of the project was to make and complete the design, specifications, drawings, list of materials of Mont-Rothery's Electrical Substation for a wind farm that will be used during the phases of construction and procurement. The cost could be no more than $312,120. The owner of the electrical substation is Hydro-Québec Distribution, and the design was carried out by EDF Énergies Nouvelles Canada. The design manager and project manager are responsible for the project. The design was executed and finished over a period of six months by the engineering team. Objectives Met / Not Met Each of the original objectives for this project is given below, along with an assessment of whether or not each objective was met. 1. The electrical substation design as defined in the “Product Scope Description and Acceptance Criteria” section of the Project Scope Statement - Met since all items met the defined criteria. 2. Final costs are to be within an overall budget of $312,120, including the time for the project management - Not met since the actual cost was $3,000 more than the approved budget and change requests. See the Costs section later for further explanation. 3. Adhere to a six month design window, once the project approval has been received - Met since the substation design was completed within six months. See notes in the Schedule section later on completion date delay. 4. Deliver documents use in the next phases for procurement and construction of the electrical substation in which the weather conditions are a restriction - Met since the design was completed within the planned schedule of six months. Schedule The electrical substation design was to be completed within six months. The project’s original completion date was delayed a total of one week due to two factors. One was the delay in getting all initial data in the collecting requirements (2 days) and the second factor was during the reviewing process and feedback with the client (3 days). Page 24 of 25

Resources All resources were available to perform the required task in each one of their fields: project management, engineering, quality and drawing, as well other resources such as software, printers, and technical standards. The project team participated in similar projects in the past. Their availability was entitled as the initial schedule was planned. There was direct contact with the client in all phases of the project. Actual Costs Actual costs incurred (rounded): Total of approved change requests Total actual costs incurred (rounded): Total revised budget (with Change Request): Variance

$315,120 $1,000 $316,120 $313,120 (including contingency) + $ 3,000

The total cost of the project was $3,000 more than the planned budget. The main reasons for the extra costs were due to delays mentioned in schedule that spend more engineering time in the elaboration of the documentation: physical layout (about $1,000) and final versions ($2,000 more). This extra financing was obtained from Hydro-Québec Distribution by justifying the cost increase and causes of delays. Lessons Learned The design of the electrical substation by EDF Énergies Nouvelles Canada took one week longer than planned and cost approximately $3,000 more than budgeted. The communications channels inside Hydro-Québec Distribution, contacts that can provide the information in time, to develop future projects and to avoid time delays. In this sense during the reviewing process is recommended to make in place meetings or phone calls with the specialists to avoid gap information. Send communications according to the delivery plan and inform about future delays to the client. Carry out strict monitoring of all the activities of the project within the PDCA cycle. The original schedule was quite generous in time and on purpose. This proved to be well worth the extra time overall that it took to complete the design. Each engineer was able to complete their work in reasonable time, and all work could be better monitored.

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