Jamir, Dewan R. EMGT Field Project Part 1

CPM Scheduling, Basic Engineering, and Project Approach for Typical Substation EPC Project
ACKNOWLEDGEMENTS I like to say Thank You from the bottom of my heart to the following individuals for my accomplishment of the Masters degree in Engineering Management.
God - who gave me the knowledge to study and courage to complete this Field Project.
Simi my lovely wife who always helped and pushed me to achieve this degree.
Fatima - my mother who encouraged me to pursue for higher education.
Burns & McDonnell the company I work for and paid all the tuition fees.
Herbert Tuttle The Committee Chairperson for this Field Project and my advisor who advised, encouraged and helped me by providing feedback throughout my journey for accomplishing this degree.
Tom Bowlin The Committee Member for this Field Project who provided valuable feedback; encouraged and helped me throughout this Field Project.
Chick Keller The Committee Member for this Field Project who provided valuable feedback including personal experience, encouraged and helped me throughout this Field Project.
Dewan Jamir
EMGT 835, Spring 2006
John Olander The EPC manager for the Transmission and Distribution Division of Burns & McDonnell who provided valuable feedback including personal experience for this Field Project.
Jeff Camden The Division manager for the Transmission and Distribution Division of Burns & McDonnell who provided valuable feedback including personal experience for this Field Project.
Adam Thelen The scheduler for the Construction Design/Build Division of Burns & McDonnell who helped me develop the sample CPM schedule for this Field Project.
Thanks to all other EMGT instructors and staffs for their knowledge and support.
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EXECUTIVE SUMMARY This Field Project provides an overview of the typical substation EngineeringProcurement-Construction (EPC) project delivery method, the work breakdown structure, activities and sequences in the Critical Path Method (CPM) schedule, basic substation design criteria, substation project approach and defines the Clients, subcontractors and Burns & McDonnells responsibilities.
Burns & McDonnell Engineering specializes and acts as Prime Contractor in the EPC of electrical substations. The Transmission and Distribution Division designs the EPC substations and the Construction Design/Build Division purchases the required equipment and materials, monitors substation construction activities and manages all of the field issues.
EPC refers to a method of project delivery where Burns & McDonnell contracts with the Client to perform all design, procurement and construction services in order to complete a substation. A Substation EPC project life cycle includes Pre-Qualification, submitting the Proposal to the Client, Negotiation with the vendors, subcontractors and Client, Design and Procurement of major equipment, Construction, Testing, Commissioning, and Operation.
CPM Schedule is a network scheduling technique where large elements of a project are subdivided based on a work breakdown structure into activities and sequenced based on interrelationships such that time usage can be calculated to determine the earliest
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date work can be accomplished and the latest date work needs to be completed.
The critical path is the longest activity path from the start to finish of the project. An activity, which is not on the critical path, will have float. Float is the amount of time an activity can be delayed without it becoming a critical path activity. Any activity on the critical path that experiences a delay will consequently delay the project milestone or completion date or require corrective action.
Some of the activities of a substation EPC project may not be started before other tasks or portion of tasks or activities have been completed. For example, foundations for the steel structures must be in well along before erecting the steel structures can start. Site grading and excavation must proceed before installing the steel structure foundations.
The Clients responsibilities include identify project goals, decide a project delivery system, determine whether Client needs assistance of a consultant, select a representative and determine any limitations on the representatives authority, decide upon a procurement process for EPC, determine the appropriate payment methodology for EPC contract, allocate project risk, obtain project financing, furnish site information, identify Client-furnished deliverables, review and approve design submissions of EPC, inspect construction for compliance with contract, develop efficient change order process, and obtain appropriate project insurance.
The substation EPC project design teams responsibilities include deliverables
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according to the contract between Client and Burns & McDonnell. The Electrical engineering group develops the electrical drawings and the Civil engineering group develops the civil drawings for Clients review. The electrical and civil drawings will be issued for construction after Clients approval. Substation EPC project design team also reviews and approves vendor drawings. Project coordinator keeps track of the electrical and civil deliverables and construction activities.
Design criteria is very important for a substation EPC project because substation equipment, materials, and construction cost will be established using the defined design criteria. Design criteria should remain the same during the EPC project. If design criteria changes in the middle of the EPC project; engineering and construction reworking cost can be expensive for both the Client and Burns & McDonnell.
Experienced project management, engineering, environmental, procurement, construction management, and construction team will be assembled to perform all of the services required for a substation EPC project. The Project manager leads a select team of experienced professionals through the numerous tasks required to provide the client with fully functional, cost effective substation facility. Burns & McDonnells Quality Assurance and Quality Control Program involve throughout the length of the project helping insure that project objectives are met.
Design manual, detailed civil and electrical engineering design for the substation EPC project will be provided to Client by Burns & McDonnell. Substation will be designed in
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accordance with applicable Clients standards, industry standards and codes, and federal, state or local requirements. Burns & McDonnell utilizes the latest version of MicroStation or AutoCAD for detailing and drafting applications. The project design manual addresses the specific parameters of the design including applicable standards, codes, and interpretations of codes and standards that may affect the design. The project design manual also addresses the scope of the project and any specialized or unique design techniques used in the development of the design documents.
Clients specifications for substation equipment procurement will be utilized and will provide a comprehensive approach to the procurement process, and pre-qualify suppliers that Burns & McDonnell trusts to provide timely and technically sound products. Previous experiences will be considered at time of award and packages will be awarded on a best-value basis and Clients preferred vendors will be utilized. Substation equipment and materials bid documents include bid forms, general requirements, design condition, major equipments, steel structures, equipment and materials, control building, and relay panels.
Clients specifications for substation construction will be utilized and Burns & McDonnell will select the substation construction subcontractor. Substation construction includes construction management, site work including grading and erosion control, installation of fence, major equipments, foundations, grounding, conduit, raceway, control building, relay panels, and steel structures erection and equipment testing.
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Burns & McDonnell is committed to constructing a safe project. The avoidance of any occupational related deaths or injuries is Burns & McDonnells highest priority. As a result of the focus on safety, Burns & McDonnell is dedicated to assuring the safety of all Burns & McDonnell personnel as well as managing safe work sites. One of the most critical aspects of producing a successful project safety and health program is to set the goal from the beginning. A No Tolerance standard for unsafe workplace conditions and acts will be established. The subcontractors will be made aware from the onset that safety will play a significant role in the success of the project.
Burns & McDonnells quality control organization performs inspections of all items of work to ensure conformance to applicable specifications and drawings with respect to identification. Testing and inspection operations will be reviewed for compliance with contract specifications. Work will be inspected daily to assure continuing compliance with plans and specifications until the completion. Substation engineering team will be responsible for reviewing and certifying shop drawings, catalog data, samples, material certifications and test data that will be performed in coordination with the approved design. No material or equipment will be authorized to release for fabrication or delivery to the job site until the submittals have been approved.
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TABLE OF CONTENTS Page No. CHAPTER 1 - INTRODUCTION 1.1 Purpose of this Field Project 1.2 Substation EPC Project 1.2.1 Definition of a Substation EPC Project 1.2.2 Substation EPC Project Life Cycle 1.2.3 Substation EPC Project Team 1.2.4 Understanding EPC Project Scope 1.3 Substation EPC Project Planning and Scheduling 1.3.1 Planning the EPC Project 1.3.2 Scheduling the EPC Project CHAPTER 2 - LITERATURE REVIEW 2.1 Books 2.2 From the Web 2.3 Internal Company Documents 2.4 EMGT 835 Field Project Report 2.5 Government Entity 2.6 Professional Society 2.7 Institute of Electrical and Electronics Engineers (IEEE) 2.8 Summary of Literature Review and Conclusions CHAPTER 3 - CRITICAL PATH METHOD (CPM) SCHEDULE 3.1 Critical Path Method (CPM) Schedule 3.2 Developing CPM Schedule 3.3 Clients Responsibility in Substation EPC Project 3.3.1 Clients Representative 3.3.2 Clients Project Team and Management Structure 3.3.3 Clients Program 3.3.4 Site Investigation 3.3.5 Permits and Approvals 3.3.6 Review and Approval of the Design and Construction 3.4 Roles and Responsibility of Substation EPC Project Team CHAPTER 4 - BASIC SUBSTATION DESIGN CRITERIA 4.1 Types of Substation 4.2 Project Design Conditions 4.3 Project Weather Data 4.4 Substation Electrical System 4.5 Substation Structure Design Load Cases 4.6 Substation Bus Configurations 4.7 Substation Bus Configurations Cost 4.8 Substation Clearances 4.9 Substation Insulators 4.10 Major Substation Equipment 4.11 Substation Grounding 4.12 Substation Shielding 4.13 Substation Conduit and Raceway
2 3 3 3 6 7 8 8 9
11 14 15 16 17 18 19 20
21 22 23 24 25 25 26 26 26 27
28 28 28 29 29 29 29 30 30 30 31 31 32
Page No. 4.14 Substation Relaying and Metering 4.15 Substation Relay Selection 4.16 Substation Relay Types 4.17 Substation Site Grading 4.18 Substation Foundation 4.19 Substation Structures 4.20 Substation Control Building 4.21 Substation Control Building Layout CHAPTER 5 - SUBSTATION PROJECT APPROACH 5.1 Surveying 5.2 Regulatory Permits and Agency Coordination 5.2.1 Water and Wetland Resources 5.2.2 Erosion and Sediment Control 5.2.3 Threatened and Endangered Species 5.2.4 Other Permits and Agency Coordination 5.2.5 Permit Application and Report Preparation 5.2.6 Tracking Tools 5.2.7 Permit Notebook 5.3 EPC Substation Facility Design 5.3.1 Subsurface Investigation and Geotechnical Report 5.3.2 Substation Civil Design 5.3.3 Substation Structural Design 5.3.4 Substation Electrical Design 5.3.5 Submittal and Review Process 5.3.6 Fast Track Construction 5.4 Substation Equipment Procurement Process and Bid Documents 5.4.1 Procurement Process 5.4.2 Project-Specific Procurement 5.5 Substation Construction Management and Construction 5.5.1 Substation Construction Management 5.5.2 Substation Construction 5.6 Safety 5.7 Quality Control CHAPTER 6 - CONCLUSION CHAPTER 7 - SUGGESTIONS FOR ADDITIONAL WORK Bibliography APPENDIX 1A ACTIVITY LIST APPENDIX 3A TERMS AND DEFINITIONS OF CPM SCHEDULE APPENDIX 3B SAMPLE CPM SCHEDULE FOR A SUBSTATION EPC PROJECT 32 32 33 33 33 33 34 34
36 36 37 38 39 39 40 40 41 41 41 42 42 43 43 43 44 44 46 46 46 47 48 49 50 53 54
TABLE OF CONTENTS: cont'd Page No. APPENDIX 3C A TYPICAL SUBSTATION ELECTRICAL AND CIVIL DRAWING CHECKLIST APPENDIX 4A TYPES OF SUBSTATIONS APPENDIX 4B PROJECT WEATHER DATA APPENDIX 4C SUBSTATION BUS CONFIGURATIONS APPENDIX 4D SUBSTATION POWER TRANSFORMERS APPENDIX 4E SUBSTATION SF6 GAS CIRCUIT BREAKERS APPENDIX 4F SUBSTATION AIR SWITCHES APPENDIX 4G SUBSTATION SURGE ARRESTERS APPENDIX 4H SUBSTATION CAPACITOR VOLTAGE TRANSFORMERS (CVT) APPENDIX 4I SUBSTATION BATTERY & BATTERY CHARGER APPENDIX 4J SUBSTATION GROUNDING APPENDIX 4K SUBSTATION SHIELDING APPENDIX 4L SUBSTATION CONDUIT AND RACEWAY APPENDIX 4M SUBSTATION RELAYING AND METERING APPENDIX 4N SUBSTATION RELAY SELECTION APPENDIX 4O SUBSTATION RELAY TYPES APPENDIX 4P SUBSTATION SITE GRADING APPENDIX 4Q SUBSTATION FOUNDATION APPENDIX 4R SUBSTATION STRUCTURES APPENDIX 4S SUBSTATION CONTROL BUILDING APPENDIX 4T SUBSTATION CONTROL BUILDING LAYOUT APPENDIX 4U SUBSTATION COMMUNICATION *****
LIST OF TABLES
Table No.
Description
Page No.
CHAPTER 4 - BASIC SUBSTATION DESIGN CRITERIA 4-1 4-2 4-3 Cost Comparison Between the Bus Configurations Outdoor Electrical Substation Clearances Insulator BIL Ratings for Nominal System Voltages CHAPTER 5 - SUBSTATION PROJECT APPROACH 5-1 Regulatory Permits
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LIST OF FIGURES
Figure No.
Description
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CHAPTER 1 - INTRODUCTION 1 2 3 Major Substation EPC Project Phases Substation EPC Project Team Structure Logic Diagram of Activities to Erect Substation Steel Structures 5 6 9
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CHAPTER ONE INTRODUCTION Critical Path Method Scheduling, Basic Engineering, and Project Approach for Typical Substation Engineering-Procurement-Construction Project provides a comprehensive overview of the typical substation EPC project delivery method, work break down structure, activities and sequences in the CPM schedule, basic substation design criteria, substation project approach, Clients responsibility, subcontractors responsibility, and Burns & McDonnells responsibility.
Burns & McDonnell Engineering Inc. (BMcD) is a firm based in Kansas City that specializes and acts as Prime Contractor in the EPC of electrical substations throughout the United States. The Transmission and Distribution (T&D) Division of BMcD designs the EPC substations and the Construction Design/Build Division (CDB) purchases the required equipment and materials, monitors construction activities and manages all of the field issues.
An EPC project for a substation has many varied components: site identification, land acquisition, engineering design, contract drawings, documentation, material procurement, construction contracts administration, construction, equipment testing, and commissioning. Since the EPC process includes many different functions there is a great need for a comprehensive approach to scheduling, basic design criteria and the project approach.
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The T&D Division is also involved in a greater number of substation EPC projects than in the past, involving staff design engineers who are relatively new to the process. Therefore it is critical to the function of the section to increase the efficiency of the EPC process. Applying the CPM scheduling to achieve this goal will enhance the overall EPC process and clarify responsibilities and boundaries, thereby providing a document of reference for future EPC projects.
This field project provides an overview of the typical substation EPC project delivery method, the work breakdown structure, activities and sequences in the CPM schedule, basic substation design criteria, substation project approach and defines the Clients, subcontractors and BMcDs responsibilities.
1.1
Purpose of this Field Project
The purpose of this field project is to identify and describe basic CPM schedule activities, basic substation design requirements and the project approach. In addition it will define the parties involved and their roles in a CPM schedule and substation EPC design project. The information in this field project not only will benefit the author, but also will benefit the present and future engineers of the T&D Division working on any substation EPC project. This field project will accomplish its purpose if substation design engineers learn about the overall substation EPC project process and apply their knowledge to the ongoing and future projects of the T&D Division.
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1.2
Substation EPC Project
1.2.1 Definition of a Substation EPC Project EPC refers to a method of project delivery where BMcD contracts with the Client to perform all design, procurement and construction services in order to complete a substation. These services may be performed solely by BMcD or subcontracted to other companies. The Client, in turn, typically has a number of responsibilities as well on an EPC project to provide direction regarding their desired project. These may include providing final substation circuit diagrams, procurement specifications, design criteria, site selection, the site plans and obtaining regulatory permits.
1.2.2 Substation EPC Project Life Cycle A Substation EPC project life cycle includes: a) Pre-Qualification, b) submitting the Proposal to the Client, c) Negotiation with the vendors, subcontractors and Client, d) Design and Procurement of major equipment, e) Construction, f) Testing and Commissioning, and g) Operation.1
a) The Pre-Qualification considers the T&D Divisions past EPC project experience, team organization, BMcDs financial data, and key employees resumes.
b) The next step in the life cycle of the project, submitting the Proposal to the Client includes preparing the scope of work, the project schedule and qualifications. Project terms and conditions, project planning, fee structure and key employees resumes are also part of the proposal package to the Client. The fee structure addresses the cost for the entire engineering, procurement, and construction of the project.
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BMcD requests the project equipment proposals and pricing from the equipment vendors. These prices are incorporated into the fee structure. BMcD also incorporates construction proposals acquired from construction firms in order to reach a final project fee amount. This part of the project life cycle also includes project bonds and insurance (if required by the Client) and the project delivery method.
c) The Negotiation Phase of the project life cycle consists of negotiations between the Client and BMcD regarding final pricing, contractual terms and conditions, project scope, planning and delivery methods, and construction schedules and phases.
d) The Design Phase of the project life cycle includes detailed project planning, detailed scheduling, procurement of long-lead equipment, final contract negotiations between BMcD and subcontractors or vendors design, and reviewing vendor drawings. Further design development is required before issuing the final design drawings to the field for construction.
e) The Construction Phase of the project life cycle includes project control systems; procurement of goods and services; site start-up and mobilization; site grading; foundations; erecting the steel structures; installing equipment, grounding, raceway, control building and control cables; as well as quality assurance, time and cost management.
f) The Testing and Commissioning Phase of the project life cycle includes testing and
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commissioning of equipment. This phase also includes training the Clients employees about the equipment.
g) The Operation Phase of the project life cycle involves bringing the substation to full operation and transferring the substation and warranty of equipment to the Client.
The major substation EPC project phases and estimated time for each phase are illustrated in Figure 1.
Weeks 40
35
Design and Procure of Major Equipment from Vendors
Submitting Proposal
Major Substation EPC Project Phases Figure 1: Major Substation EPC Project Phases Dewan Jamir 5 EMGT 835, Spring 2006
Operation
Testing and Commissioning
Pre-Qualification
Construction
Negotiation
1.2.3 Substation EPC Project Team Successful substation EPC project delivery is dependent on assembling the right project team. Substation EPC project teams are formed before pursuing an EPC project and tailored to satisfy the Clients needs and specifications.
Large Substation EPC project design teams may consist of: a project manager and a project coordinator; an engineering manager, a lead electrical engineer and one to three electrical engineers; a lead civil engineer and one to three civil engineers; a drafting manager, one to three drafters; permitting and land acquisition; a purchaser; a construction manager, a contractor, and one to five subcontractors. Figure 2 demonstrates the structure of a typical EPC project team in the T&D Division. Project Manager
Project Coordinator
Drafting Manager
Purchaser
Engineering Manager
Permitting and Land Acquisition
Construction Manager
Drafter(s)
Lead Civil Engineer
Lead Electrical Engineer
Contractor
Subcontractor(s) Civil Engineer(s) Electrical Engineer(s)
Figure 2: Substation EPC Project Team Structure Dewan Jamir 6 EMGT 835, Spring 2006
1.2.4 Understanding EPC Project Scope It is very important to understand the EPC project scope before submitting the proposal to the Client. BMcD may suffer financially if the projects scope is not well defined in the initial planning stages. In order to facilitate the process of understanding the projects scope, prior to the start of the Design Phase, BMcD arranges a partnering session attended by the in-house Design-Build team as well as the Clients team.
The purpose of the partnering session is to develop a common understanding of roles, responsibilities, goals and objectives. This session helps build an honest and open relationship with the Client in order to minimize the future possibility of antagonistic conditions that might risk the quality and financial success of the project. The partnering session provides an overview of the design-build schedule, BMcDs in house quality control plan, permit requirements and coordination of the work between all entities. This process enables the creation of positive goal oriented relationships that last through the life of the project.
Successful management is accomplished by providing proper support to the construction team and allowing them to make and implement decisions necessary to achieve success. The construction site team is empowered to provide comprehensive on-site management of the construction, scheduling, loss control (safety), subcontract administration, quality assurance control and start up. Designated home office staff has the responsibility to support construction personnel in these areas. Although the design
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may be complete, the engineers maintain continuous contact with the on-site staff. BMcD offers a true single source responsibility for the Clients projects.
1.3
Substation EPC Project Planning and Scheduling
1.3.1 Planning the EPC Project Project planning consists of breaking the project tasks down into sub-tasks and establishing the sequence of work.
The planning process is crucial for substation EPC projects. A study published in1980 demonstrated that exceptional planning would save 40% of the cost as compared to just reasonable or poor planning and on average a poorly planned project can create overruns of as much as 50% when compared with a reasonably planned one.2
Project managers typically think of an EPC project as a set of distinct tasks, highly dependent on one another. The dependent of sub-tasks is more formal and complete in CPM schedule techniques. The easiest and most general way to view the task breakdown is by recognizing all activities as described in Appendix 1A.
Project managers must decide the order in which the activities will be performed after the activity list for the EPC project has been developed. The project manager or scheduler must understand the sequencing of activities and know which predecessor activities must be completed before each activity can begin. For example, foundations for the steel structures must be in well along before erecting the steel structures can
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start. Site grading and excavation must proceed before installing the steel structure foundations.
Figure 3 shows the logic diagram of activities to erect substation steel structures. Site Grading Foundation Excavation Install Foundation Erect Steel Structure
Figure 3: Logic Diagram of Activities to Erect Substation Steel Structures
1.3.2 Scheduling the EPC Project The scheduling process is a necessary part of the planning effort for an EPC project. An EPC schedule is a tool that determines the necessary activities, their sequence and the time frame in which these activities should be carried out. The schedule helps to complete a project on time and under budget. Project scheduling consists of estimated time of individual activities and estimated time of the project as a whole.
Project managers would expect all individual activities on an EPC project to be carried out at a normal working day rate. Some activities might be critical to the project can hold up the progress of the other activities if they do not proceed on the schedule on time. Project managers use labor-hours per activity as a basis for project planning.
Project managers can determine how long the entire project should take to accomplish after times for individual activities in a CPM schedule have been calculated. If the Clients due date falls before the calculated project accomplish date then the project manager might adjust the project schedule to meet the due date by shorting duration of Dewan Jamir 9 EMGT 835, Spring 2006
some of the individual activities by providing more resources to those individual activities.
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1. Jeffrey L. Beard, Michael C. Loulakis sr., and Edward C. Wundram, Design Build Planning through Development, 2001. 2. Michael T. Callahan, Daniel G. Quackenbush, and James E. Rowings, Construction Project Scheduling, 1992.
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CHAPTER TWO LITERATURE REVIEW Information was obtained from various sources for this Field Project. Books on scheduling, design and construction, previous field projects, and BMcDs internal documents and reports were researched to develop this report. 2.1 Books
Understanding the Legal Aspects of Design/Build. Timothy R. Twomey, 1989. The author defines design/build process, compares traditional construction method, turnkey construction method, fast track construction method, and construction management. The writer compares the design firm as primary contractor, the contractor as primary contractor, and the joint venture as primary contractor. The writer also describes advantages and disadvantages of design/build process for the client, the contractor, and the design firm. The author talks about the procurement of design/build services for the private and public sector clients, and the procurement methods including pre-qualification, selection process, negotiation, bidding, and design process. It points out the theories of liability including breach of contract, tort of negligence, statutory violations, breach of warranty, and strict liability in design-build process, and administration including insurance and bonds. It also includes standard design-build contract agreement forms, licensing requirements, registration requirements, and professional codes of ethics. This book was helpful for this field project.
Construction Project Scheduling. Michael T. Callahan, Daniel G. Quackenbush, and James E. Rowings, 1992. The writers present requirements for construction scheduling including planning, Dewan Jamir 11 EMGT 835, Spring 2006
Gantt charts including description, size, bar charts, curves, advantages and disadvantages of bar charts. The writers also present about CPM Schedules including definitions, work activities, durations, activity descriptions and codes, and logical relationships. This book shows step by step how to develop a project schedule, and different phases of the project schedule. The authors define Program Evaluation and Review Technique and Linear Scheduling Method. The authors also describe the importance of updating the schedule including bar charts and network diagrams. The writers included duration-cost trade off including crashing activities and total project cost analysis, effective use of schedules, CPM scheduling on microcomputers, and the scheduling specifications. This book was very helpful for this field project.
Decision Modeling with Microsoft Excel: Sixth edition, Jeffrey H. Moore and Larry R. Weatherford, 2001. The authors describe the schedule activities and activity list including immediate predecessors. This book describes the history of the Gantt chart, the network diagram and how to construct them. The writers describe dummy activities, the critical path calculation including earliest start and earliest finish times, latest start and latest finish times, standard deviation of an activity time, slack and the critical path. The writers suggest how to estimate the expected activity time including optimistic time, most probable time, and pessimistic time. The authors describe CPM and time-cost tradeoffs, crashing the project, linear programming model, project cost management and project management using Microsoft Project Software. This book was helpful for this field project.
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Design Build Planning through Development: Jeffrey L. Beard, Michael C. Loulakis sr., and Edward C. Wundram, 2001. The writers present the design-build history, where and when to use a design-build project, roles of individuals in a design-build project including owners responsibilities, design firms responsibilities, and construction subcontractors responsibilities. The authors describe conceptual estimating and scheduling for design-build projects, contracting and procurement issues, and insurance and bonding issues in design-build projects. The writers suggest types of liability for design-build, the use of construction management on design-build projects, and institutional challenges for design-build. This book was helpful for this field project.
Project Managers Portable Handbook: Second edition, David I. Cleland and Lewis R. Ireland, 2004. The authors describe project management, project organizational design, and alternative project applications. The authors also describe the strategic context of projects, project leadership, project initiation, and project execution. The writers mention project planning and control including project scheduling, project monitoring, project evaluation and control, risk management, project auditing, project work breakdown structure, and managing costs in projects. The writers also describe project culture and communications. This book was helpful for this field project.
Project Scheduling Handbook: Jonathan F. Hutchings, 2004 The writer describes the construction contract law, project scheduling system, and project operations. The writer also describes the CPM scheduling including developing the scheduling, schedule plan evaluation, project planning, performance targets, Dewan Jamir 13 EMGT 835, Spring 2006
scheduling budgets, and matrix networking. The author describes network scheduling, network diagramming, and project scheduling contingencies. This book was helpful for this field project.
Project Scheduling and Management for Construction: Second edition, David R. Pierce, Jr., 1998. The author describes project management, project control cycle, and pre-construction planning. The writer presents the project planning, CPM scheduling, and scheduling the project including estimating activity durations, and overall job durations. The author also talks about monitoring and controlling the project, resource management, and management of submittal data and procurement. This book was helpful for this field project.
2.2
From the Web
Determining the Actual Critical Path: Ronald M. Winter, 2004 This document discusses an analytical, stepwise method for objectively determining the CPM Scheduling. This article was helpful for this field project.
Management of CPM Schedule Submission: Ron Winter, 1997 The writer describes the four discrete items about the modern CPM Schedule. The first item the writer talks about is the activity description. The second item the author talks about is the logical relationship between the activities. The third item the writer presents is the constraints and the fourth item is the invisible codes assigned by the scheduler. This article was helpful for this field project.
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The Pitfalls of CPM Scheduling in Construction Projects: Ian A. Street, GREYHAWK North America, LLC. The author talks about five different pitfalls in construction projects using CPM Scheduling. The first pitfall the author talks about is the critical path may not always require the most management attention. The second pitfall the writer talks about is the unrealistic activity durations. The third pitfall the writer mentions is the owner does not manage the schedule. The fourth pitfall the author talks about is accepting reports without the electronic file and the last pitfall is the failure to perform timely schedule updates. This article was helpful for this field project.
2.3
Internal Company Documents
Burns & McDonnell Project Controls Training Program Basic Mechanics of CPM Scheduling: Robert Cain, 2004. The writer describes the terms and definitions of CPM Scheduling and activity relationship for the CPM Scheduling. This document was helpful for this field project
Burns & McDonnell STEC345 Substation Design Manual: T&D Division, 2002. This design manual describes general description of work, substation design criteria and clearances. The document presents the requirements for designing substation bus, conductor, insulators and hardware. The manual shows how to choose major substation equipment and ground them. Shielding, conduit, raceway for the substation equipment is discussed in this manual. The manual recommends type of relays for the substation protection and controls. The manual also suggests types of site work, foundations, structures and control building is required for designing the substation.
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Burns & McDonnell Substation EPC Project Approach: T&D Division, 2005. This document suggests how the surveying will be incorporated in the project, who will obtain the regulatory permits, how the substation facility will be designed and substation equipment procurement process. It pointed out the roles and responsibility of the substation construction management, safety team and quality control team.
2.4
MGT 835 Field Project Report
Engineering in Traditional Vs Design-Build Projects: Kenda D. Caskey, Spring 1998. This EMGT 835 Field Project provides an overview of the traditional engineering and design-build projects delivery method. This report presents the writers engineering firm and changing the engineering approach in order to remain effective and competitive in the design-build market. The author describes the design-build history, and difference between traditional engineering and design-build projects. The writer indicates the importance of establishing design criteria for the design-build project and keeping the design criteria unchanged during the project. The author describes the advantages and disadvantages of design-build for engineering firms and owner. This report was helpful for this field project.
Construction Delivery Methods An Analytical Approach to Selection: Richard T. Killeen, P.E., Spring 1996. This EMGT 835 Field Project provides an overview of choosing most advantageous construction delivery method among traditional construction delivery, construction management, program management, EPC, turnkey, bridging, and build-operate-transfer construction methods. The writer describes scope, construction organization, contract,
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and award the four parts of construction delivery methods. The author talks about Kepner-Tregoe process for the decision analysis. The author also describes the advantages and disadvantages of the seven construction delivery methods. The writer included fixed price, reimbursable, fixed fee, and guaranteed max price contracts and their advantages and disadvantages. This report was helpful for this field project.
TQM and Design-Build Contract Proposals: Michael D. Friedel, Spring 1996. This EMGT 835 Field Project provides an overview of project estimating process for design-build using Total Quality Management principles and techniques. The writer describes three types of design-build proposal along with design-build firms scope of work, problems, and successes. The author describes the owners benefit for doing design-build project and design-build firms estimating process. This report was helpful for this field project.
2.5
Government Entity
Design Guide for Rural Substations RUS Bulletin 1724E-300, United States Department of Agriculture, 2001. This design guide provides general design considerations including site, environmental, interface, reliability, operating, safety, and maintenance consideration. This design guide also talks about possible documents or studies required for the substation engineering, substation physical layout including initial design parameters, substation profile, different type of substations, protection of substation insulation, electrical clearances, rigid bus design, strain bus design, and mobile transformers and substations. This design guide describes all major equipments that are used in a substation including power transformers, power circuit breakers, switchgear, voltage Dewan Jamir 17 EMGT 835, Spring 2006
regulator, shunt capacitor, air switches, surge arresters, instrument transformers, coupling capacitors, and coupling capacitors voltage transformers. This design guide explains site design process, drainage and earthwork considerations, road access, erosion protection, and security fence. This design guide also describes substation structure materials, structure types and design. This design guide lays out the substation foundation including soil information, foundation types, oil pollution, and substation grounding including soil resistivity, ground fault current, and ground conductor. This is a very good reference design guide for substation design and was very helpful for this field project.
2.6
Professional Society
National Electrical Safety Code (NESC): C2-2002 edition, Institute of Electrical and Electronics Engineers, Inc., 2001. This manual suggests grounding methods for electric supply and communication facilities, grounding conductor and electrodes, and ground connections for the electric utility. This manual points out the rules for the installation and maintenance of electric supply stations and equipment. This manual describes the safety rules for the installation and maintenance of overhead electric supply and communication lines. This manual also recommends the safety rules for the installation and maintenance of underground electric supply and communication lines. This manual defines the rules for the operation of electric supply and communications lines and equipment. This is a very good reference codebook for substation design and was helpful for this field project.
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National Electrical Code (NEC): NEC2005 edition, International Codes and Standards Organization, 2004. This manual describes the wiring and protection for branch circuits and feeders. This manual suggests the wiring methods and materials for different type conductors, junction boxes, outlet, conduit bodies, and fittings. This manual talks about the equipment for general use including fixture, switches, receptacles, switchboards, panelboards, luminaries, space-heating equipment, motors, air-conditioning, generators, batteries, capacitors and reactors. This is a very good reference codebook for substation design and was helpful for this field project although BMcD and utilities are not required to follow the NEC manual but it provides good design practices that BMcD and utilities often follow.
2.7
Institute of Electrical and Electronics Engineers (IEEE)
Following are some important IEEE guides to design substations. IEEE Std. 80 2000: IEEE Guide for Safety in AC Substation Grounding IEEE Std. 525 1992: IEEE Guide for the Design and Installation of Cable Systems in Substations IEEE Std. 605 1998: IEEE Guide for the Design of Substation Rigid-Bus Structures IEEE Std. 693 1997: IEEE Recommended Practice for Seismic Design of Substations IEEE Std. 980 1994: IEEE Guide for Containment and Control of Oil Spills in Substations IEEE Std. 998 1996: IEEE Guide for Direct Lightning Stroke Shielding of Substations IEEE Std. 1267 1999: IEEE Guide for Development of Specifications for Turnkey Substation Projects IEEE Std. 1379 2000: IEEE Recommended Practice for Data Communications Between Remote Terminal Units and Intelligent Electronic Devices in a Substation
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IEEE Std. C37.1 1994: IEEE Standard Definition, Specification, and Analysis of Systems Used for Supervisory Control, Data Acquisition, and Automatic Control IEEE Std. C37.2 1996: IEEE Standard Electrical Power System Device Function Numbers and Contact Designations IEEE Std. C37.122 1993: IEEE Standard for Gas-Insulated Substations IEEE Std. C37.123 1996: IEEE Guide to Specifications for Gas-Insulated, Electric Power Substation Equipment
2.8
Summary of Literature Review and Conclusions
Substation EPC project, Substation EPC project planning and scheduling information, CPM schedule, preparing CPM schedule, and project work breakdown structure was obtained from various books, articles from website and BMcDs internal documents.
Substation design criteria information was obtained from Design Guide for Rural Substations and substation project approach information was obtained from BMcDs internal document.
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CHAPTER THREE CRITICAL PATH METHOD (CPM) SCHEDULE This section provides basic CPM schedule information including CPM schedule activities, Clients responsibility and BMcDs responsibility for substation EPC project for any substation design engineer. A CPM schedule for an EPC project should be detailed, logical and up to date for clear understanding of the status of the project for both the engineer and Client. Project duration and completion dates are commonly determined by the Clients need for the project.
3.1
Critical Path Method (CPM) Schedule
CPM Schedule is a network scheduling technique where large elements of a project are subdivided based on a hierarchical system (work breakdown structure) into single work steps (activities) and sequenced based on interrelationships such that time usage can be calculated to determine the earliest date work can be accomplished and the latest date work needs to be completed. Some of the terms and definitions of CPM schedule are provided in Appendix 3A.
The critical path is the longest activity path from the start to finish of the project. An activity, which is not on the critical path, will have float. Float is the amount of time an activity can be delayed without it becoming a critical path activity. Any activity on the critical path that experiences a delay will consequently delay the project milestone or completion date or require corrective action.
CPM Schedule forces the scheduler, construction supervisor, and the project manager
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to think through the entire project in detail to avoid inefficient and poor sequencing of the project, and helps the project manager to define and plan the work in detail from start to finish. Sequences can be changed to overcome or reduce any impact. As an example, adding additional steel erection crews, additional cranes, or accelerating follow-on work can overcome unexpected delays in substation structural steel delivery.
CPM Schedules support efficient communication between field and office forces. It can assist in a smooth transition for execution of the plan if management staff changes are made during the project. It makes job coordination easier among material suppliers, contractors, subcontractors, Client, and designers.
3.2
Developing CPM Schedule
Professional schedulers of BMcD prepare the permitting, engineering, meeting, procurement, and construction schedules for substation EPC projects, which can be amazingly large, complex, and costly. Completing such projects on time and within the budget is not an easy task. It is not easy to comprehend all the activities and relationships necessary for an entire schedule on a substation project. A detailed schedule for a substation EPC project demands a step-by-step procedure and a sample CPM schedule for a substation EPC project is given into Appendix 3B.
Some of the activities of a substation EPC project may not be started before other tasks or portion of tasks or activities have been completed. As an example, a foundation activity needs to be done before the erecting steel activity can be performed. When multiple foundations are in a group, a portion must be complete before the steel erection
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starts. Substation EPC projects may involve hundreds or thousands of such activities. Although there might be thousands activities in the course of a substation EPC project, perhaps hundreds of them would be critical and need to be watched closely.
Some of the key dates that impact the activities of a schedule are expected project completion date, potential variability of this completion date, start and completion dates for each specific activity, start and completion dates for each critical activity that they must be completed as scheduled, delay of the non-critical activities, resource distribution according to activities, and control on the flows of expenditures for the various activities and budget.1
3.3
Clients Responsibility in Substation EPC Project
The Clients primary function is to create the project and pay for it. The Client decides key aspects of the project including what type of project will be built, where it will be built, when it will be built, and who will build it. The Client also has the corresponding duty to manage how the project will be developed and selecting a project delivery system. A 15-point checklist for Clients responsibilities, as follows2:
1. Identify project goals. 2. Decide upon a project delivery system, which will give the Client best chance to achieve project goals. 3. Determine whether Client needs assistance of a consultant. 4. Select a representative and determine any limitations on the representatives authority.
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5. Decide upon a procurement process for EPC. 6. Determine the appropriate payment methodology (e.g., cost plus, lump sum) for EPC contract. 7. Identify and allocate project risk. 8. Obtain project financing. 9. Furnish site information. 10. Secure agreements with adjacent property Clients. 11. Identify Client-furnished deliverables (e.g., permits, furnishings) and develop process for timely obtaining such deliverables. 12. Review design submissions of EPC. 13. Inspect construction for compliance with contract. 14. Develop efficient change order process. 15. Obtain appropriate project insurance.
3.3.1 Clients Representative A Clients engineer or representative is empowered to implement the project and is responsible for ensuring that the project meets the Clients plan. The representative will select the project delivery method, material and equipment procurement options, and recommend the type of contract to Client. The representative will communicate along with the Client to the EPC contractor or organization about project function, scope, schedule, budget and design criteria. Clients representative should have a strong understanding of the Clients overall project goals and understand internal structure of Clients organization. This person understands EPC process, trusted by Client, and has the power to administer Clients contractual obligations.
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3.3.2 Clients Project Team and Management Structure The Client has an established project management structure and project team for any EPC project. Critical players within the Clients organization are involved in the project management structure and project team. The project team will determine the type of procurement and contracting system will serve the Clients interest better and will review the design from BMcD. This team will determine if the Client needs a developer, construction manager, or program manager to give the project its greatest opportunity for success.
The Client hires outside consultants to perform specialized services necessary for the EPC project. The Client often needs technical assistance from outside technical advisors to develop the EPC project, request for proposal (RFP), evaluating the RFPs, selecting the Prime Contractor, monitoring the contractors performance, and quality control programs during construction. The Client also may hire outside legal, procurement advisors, and permitting experts because of the complex and unique nature of the EPC project.
3.3.3 Clients Program The Clients program is very important for the success of an EPC project. This program addresses Clients intention for the project, proposed site location, project design limitations or specific design and procurement requirements. BMcD often serves as the Clients consultant to help develop its program if the Client uses BMcD directly and engages with BMcD under a preliminary agreement.
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The Client needs to decide which risks it will assume and which ones it will shift to the contractor. The Clients program will define the contractors scope of work and the risks that the Client requires the contractor to assume. Some Clients are interested in having the contractor provide more than simply design and construction services such as site acquisition, environmental permitting, project financing, operations and maintenance, and governmental approvals.
3.3.4 Site Investigation Most Clients agree to retain most of the responsibilities that relate to the unknown physical site conditions. Client provides survey data to BMcD describing the legal description of the property, boundaries, topography, and reference points for use during construction, including existing service and utility lines. Client also provides geotechnical studies to BMcD describing subsurface conditions, and concealed physical conditions at the site.
3.3.5 Permits and Approvals The Client of an EPC project typically is responsible for obtaining many permits and approvals and Client may request BMcD for help to obtain those permits and approvals. It is important for the Client to have a clear understanding of its permit obligations and the Client must have a plan in place for obtaining such permits and approvals. Clients inability to obtain the permits and approvals can result in major delays in the project.
3.3.6 Review and Approval of the Design and Construction Client will review the project design and construction for conformance with the contract requirements. Client might give BMcD their previous completed project drawings and
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specifications to use as a reference. BMcD will develop new engineering and construction drawings and specifications based on reference drawings and specifications. Client will approve the testing procedure for the substation equipments and may witness the testing for approval purpose.
3.4
Roles and Responsibility of Substation EPC Project Design Team
The most important responsibility of substation EPC project design team has to deal with deliverables according to the contract between Client and BMcD. The Electrical engineering group will develop the electrical drawings and the Civil engineering group will develop the civil drawings for Clients review. The electrical and civil drawings will be issued for construction after Clients approval. Substation EPC project design team will also review and approve vendor drawings. Project coordinator keeps track of the electrical and civil deliverables and construction activities.
A typical substation electrical and civil drawing checklist is given into Appendix 3C.3
________________________________________
1. Jeffery H. Moore and Larry R. Weatherford, Decision Modeling with Microsoft Excel, 2001. 2. Jeffrey L. Beard, Michael C. Loulakis sr., Edward C. Wundram, Design Build Planning through Development, 2001. 3. United States Department of Agriculture, Design Guide for Rural Substations, Appendix A, 2001.
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CHAPTER FOUR BASIC SUBSTATION DESIGN CRITERIA This section provides basic design criteria for BMcDs substation EPC project and for the substation design engineer. Design criteria is very important for a substation EPC project because substation equipment, materials, and construction cost will be established using the defined design criteria. Design criteria should remain the same during the EPC project. If design criteria changes in the middle of the EPC project; engineering and construction reworking cost can be expensive for both the Client and BMcD.
4.1
Types of Substations
There are three types of substations and the descriptions are provided in Appendix 4A.
4.2
Project Design Conditions
Project design conditions are information that is applicable to all structure, equipment and material designs. Seismic zone, altitude, annual precipitation, design loading district, wind velocity, and ice accumulation information is useful in substation design and needs to provide to the equipment and material suppliers for use in their designs.
4.3
Project Weather Data
The weather data influences the design for the area of the substation. Temperature, isokeraunic level, wind speeds, and ice play a big role designing substations and the descriptions are provided in Appendix 4B. Temperature, isokeraunic level, wind speeds, and ice affect for this project is based on the owner's past experience and recommendations contained in the Design Guide for Rural Substations1 and National
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Electrical Safety Code (NESC) 2.
4.4
Substation Electrical System
Substation electrical system information is required to design the substation properly. The electrical system ratings including nominal system voltage, maximum system voltage, station BIL, available fault current, continuous current, short circuit withstand current, and system frequency is necessary to know before the substation design process starts.
4.5
Substation Structure Design Load Cases
The substation structure design load cases are necessary to know before the substation structure calculations starts. The substation structure design load cases including weight of equipment, structure, NESC light, medium, and heavy wind, short circuit and ice loadings determine the size of the structures will be required for the substation.
4.6
Substation Bus Configurations
The rigid bus design helps to accommodate alternate feeds through adjacent breakers in the event of required maintenance or line fault. There are six types of bus configuration and the descriptions are provided in Appendix 4C.
4.7
Substation Bus Configurations Cost
The Table 4-1 provides a reasonable cost comparison between the bus configurations. The comparison is based on four circuit low profile arrangements with power circuit breakers in all circuits. Power transformer costs are not included.
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4.8
Substation Clearances
Electrical clearances for the bus must be maintained to protect people and equipment moving underneath the substation. Table 4-2 lists the electrical clearances for outdoor substation. The values in the table identified as minimum should be maintained or exceeded. Phase-to-ground and phase-to-phase clearances should be coordinated to ensure that possible flashovers occur from phase-to-ground rather than from phase-tophase.
4.9
Substation Insulators
Insulators are static equipment and therefore essentially maintenance free. Outdoor insulators are used to support rigid bus work and other electrical equipment operated above ground potential. Apparatus insulators are normally manufactured from electrical grade wet-process porcelain and polymer. Impulse withstand voltages are commonly referred to as BILs for apparatus insulators. Table 4-3 lists the apparatus insulators are available with BIL ratings.
4.10
Major Substation Equipment
Major substation electrical equipment is custom design, has longer delivery time, and is expensive.
The substation power transformer descriptions and one-lines are provided in Appendix 4D.
The substation SF6 gas circuit breaker descriptions, one-lines and figures are provided in Appendix 4E. Dewan Jamir 30 EMGT 835, Spring 2006
The substation air switch descriptions, one-lines, figures, and table are provided in Appendix 4F.
The substation surge arrester description and table are given into Appendix 4G. The substation capacitor voltage transformer descriptions, one-lines and figures are provided in Appendix 4H.
The substation battery & battery charger descriptions, battery and battery charger selection methods are provided in Appendix 4I.
4.11
Substation Grounding
Substation grounding protects personnel from touch and step potential. The touch and step voltages produced in a fault condition have to be at safe values and a safe value is one that will not produce enough current within a body to cause ventricular fibrillation. The substation grounding system consists of driven ground rods, buried interconnecting grounding cables or grid, equipment ground mats, connecting cables from grid to metallic parts of structures and equipment, connections to grounded system neutrals, and the ground surface insulating covering material. Substation grounding systems and ground grid design descriptions are provided in Appendix 4J.
4.12
Substation Shielding
Substation electrical equipment can be subject to abnormal conditions as a result of direct lightning strokes. Shielding design analyzes and recommends procedures for direct stroke protection for the substations and substation equipment. Substation
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shielding designs and shielding design methods descriptions are provided in Appendix 4K.
4.13
Substation Conduit and Raceway
Raceway in the form of conduit, tray, and trench, are used in the substations to provide protection and segregation of cables. Raceway sizing is an important parameter in substation design notably for a large installation. Substation non-metallic conduit and cable trench descriptions are provided in Appendix 4L.
4.14
Substation Relaying and Metering
Protective relays detect defective lines or apparatus and initiate the operation of appropriate circuit interrupting devices in order to isolate the defective lines or equipment. Relays also detect abnormal or undesirable operating conditions, other than those caused by defective equipment and either operates an alarm or initiate operation of circuit interrupting devices. The high-speed operation of these relays minimizes damage to the electrical system and helps to maintain service continuity to the rest of the electrical system. The most common indication of defective equipment or abnormal conditions is described in Appendix 4M.
4.15
Substation Relay Selection
The type of relay or relay system selected by the substation engineer for an application is of primary importance. The electric system inputs must be known that will be available to the relay and the speed with which the relay must operate to maintain electric system stability. With this information, the Engineer can apply relays that will measure the identified characteristics of the electric power system in order to operate
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dependably and securely in protecting the electric system. Substation relay selection is described in Appendix 4N.
4.16
Substation Relay Types
In order to communicate the relaying functions being used on a system, standard device function numbers and contact designations are used to identify devices in protective relay schemes. Substation relay types are described in Appendix 4O.
4.17
Substation Site Grading
Site work design for a substation yard is to provide an easily accessible, dry, maintenance free area for the installation and operation of electrical substation equipment and structures. Substation site grading is described in Appendix 4P.
4.18
Substation Foundation
A variety of structure types are used in electrical substations and these structures have a wide range of ground line reactions. Typical substation foundation types can be slabs on grade, spread footings, drilled shafts and piling with and without pile caps. Foundations should be designed such that they do not exceed deflection criteria of the structure. Substation foundation types are described in Appendix 4Q.
4.19
Substation Structures
Substation structures are designed to reliably support electrical equipment and maintain clearances. Since excessive structure movement can cause electrical equipment to experience mechanical damage, operational difficulties and electrical faults, structures are designed to meet strength and deflection criteria under a variety of loading conditions. Substation structures description are described in Appendix 4R. Dewan Jamir 33 EMGT 835, Spring 2006
4.20
Substation Control Building
The control building provides a weatherproof and environmentally controlled enclosure for substation equipment including relays, meters, controls, batteries and communications equipment. Additional space should provide for workshops, equipment testing and repair and storage. Substation control building types are described in Appendix 4S.
4.21
Substation Control Building Layout and Communication
Control building layout includes controls, relay panels, DC equipment, AC equipment, cable tray and lighting. Substation control building layout and list of equipments are described in Appendix 4T and substation communication equipments are described in Appendix 4U.
________________________________________
1. United States Department of Agriculture, Design Guide for Rural Substations, 2001. 2. Institute of Electrical and Electronics Engineers, Inc., National Electrical Safety Code (NESC), 2001.
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CHAPTER FIVE SUBSTATION PROJECT APPROACH1 This Section describes the substation EPC project approach to provide the scope of work required to design and build a new substation. In addition, this section outlines the general information needed from the Client and deliverables provided to Client by BMcD. Information was obtained for this section of the Field Project from previously used project approach for substation EPC projects.
BMcD assembles an experienced project management, engineering, environmental, procurement, construction management, and construction team to perform all of the services required for a substation EPC project. The Project manager will lead a select team of experienced professionals through the numerous tasks required to provide the client with fully functional, cost effective substation facility. BMcDs Quality Assurance and Quality Control Program will be invoked throughout the length of the contract helping insure that project objectives are met.
BMcDs EPC philosophy entails developing and maintaining an integrated and partnered approach focused on meeting the requirements of the contract by involving the Client, the user groups and the design and construction professionals. The Project Manager will have the authority to act for BMcD regarding all aspects of the project. The following narrative outlines BMcDs methods for managing projects, minimizing risks, assuring quality and providing a clear pathway to success.
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5.1
Surveying
The Client or BMcD may perform the substation survey. BMcD will receive the survey data if the Client performs the survey and will incorporate it in the preliminary substation design. The survey information will interface with legal and topographic survey of substation site and will be used as basis for construction surveying including soil boring, structure, and foundation staking. Release of final substation site and assessment/procurement data will be needed from the Client for the substation EPC project.
5.2
Regulatory Permits and Agency Coordination
Based on professional knowledge, the Table 5-1 identifies the federal, state, and local environmental permits, clearances, or agreements that may be required for authorization of a substation EPC project. Where regulations or policies are unclear, the agency will be contacted for clarification or to determine if the regulations apply to the project.
BMcD will initiate contact with the permitting agencies via telephone to introduce the agencies to the project. The purpose of this phone call will be to establish and build rapport with the agency, briefly describe the project, and identify any special concerns the agency may have with permitting the project. BMcD will confirm the applicable rules, approval procedures, and applicable fees with the agency.
BMcD will identify jurisdictional relationships among agencies to facilitate the permitting
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process. Pre-application meetings may be requested for permits that have special requirements or issues. These may include wildlife management areas, or other government-owned or managed lands. In addition, pre-application meetings may also include areas where multiple agencies have jurisdiction.
5.2.1 Water and Wetland Resources If construction in a wetland is required, impacts will be minimized by winter construction or other acceptable means. Even though efforts will be made to minimize disturbance to wetland areas, some temporary impacts may occur should access restraints require equipment to cross water resources. Should this occur, measures such as temporary mats or bridges will be used to allow equipment crossings.
Duration of the placement of such mats will be limited to minimize potential temporary impacts. In order for all jurisdictional agencies to have the confidence that appropriate avoidance and minimization measures are implemented, a Section 404 (for very large projects) Permit will be obtained from the U.S. Army Corps of Engineers. Approval from the state Department of Natural Resources (and the local National Conservation Resource Service as needed) will be sought for wetland or other waters that are solely regulated by the state.
Streams and wetlands will be identified using U.S. Geological Survey topographic maps, National Wetland Inventory Maps, and field delineations where warranted. A qualified biologist and a field assistant will perform wetland delineations as required by
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the respective regulatory agency using the Corps of Engineers Wetlands Delineation Manual (1987). Additionally, utility crossings of Public Waters and Wetlands must be approved by the state Department of Natural Resources. Public Waters and Wetlands are identified on state-provided maps.
BMcD will cooperate with the Client in connection with efforts to obtain, maintain, and comply with the major facilities permit from the state Public Utility Commission. Cooperation will consist of recommendations for construction alternatives that may be warranted to avoid or minimize impacts to water resources.
5.2.2 Erosion and Sediment Control Erosion and sediment control plans will be warranted to minimize deposition of disturbed soils into surface waters. BMcD will obtain general permits for storm water discharges associated with construction activity from respective state and a Storm Water Pollution Prevention Plan will be developed in accordance with permit requirements. Coordination with the state and local National Resource Conservation Service offices will be conducted as needed to obtain concurrence with the erosion and sediment control plans.
BMcD will cooperate with the Client in connection with efforts to obtain, maintain, and comply with the major facilities permit from the state Public Utility Commission. Cooperation will consist of recommendations for construction alternatives that may be warranted to avoid or minimize erosion and sedimentation.
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5.2.3 Threatened and Endangered Species Further coordination with the U.S. Fish and Wildlife Service, the state Department of Natural Resources, and the state Wildlife Diversity Program will be warranted to ensure previously expressed concerns are adequately addressed. BMcD will conduct field assessments as needed to verify that areas where substations will be built contain no native prairie remnants or rare plant species.
BMcD will cooperate with the Client in connection with efforts to obtain, maintain, and comply with the major facilities permit from the state Public Utility Commission. Cooperation will consist of recommendations for construction alternatives that may be warranted to avoid or minimize impacts to protected species.
5.2.4 Other Permits and Agency Coordination BMcD will initiate agency contact for required notifications and coordination for compliance with federal, state, and local requirements. Notifications to the Federal Aviation Administration for substation structures or construction equipment that may impact air navigation will be made as necessary. Coordination with local agencies to protect and repair drain tiles will be conducted. Permits from governing agencies for road crossing will be obtained.
BMcD will cooperate with the Client in connection with efforts to obtain, maintain, and comply with the major facilities permit from the state Public Utility Commission. Cooperation will consist of recommendations for construction alternatives that may be
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warranted to avoid or minimize impacts to respective agency requirements and concerns.
5.2.5 Permit Application and Report Preparation BMcD will obtain the most current permit application forms and requirements available from each respective agency. The application forms will be completely filled out, noting where additional information is located or where criteria do not apply. BMcD will prepare all required plans, assessments, and reports in accordance with the applicable requirements. All required data will be collected and represented in the document to accurately reflect the project.
5.2.6 Tracking Tools BMcD utilizes a permit management matrix, a series of logs and flow charts to track progress. A permit log will be developed for the project to document the required permits or authorizations, regulating agencies, target dates and completion dates for milestones and notes related to material issues and resolution. Action items will be identified for each permit or authorization. The action item lists will identify the task, responsible party, target dates, etc. Concerns that may arise and require special attention will be entered in an issues management log and tracked in a similar manner as the action items and permit management. Agency contact records will document conversations, meetings, and written correspondence. Flow charts may be used to illustrate the approval process and relationships to other approvals. The permit management matrix will be updated on a regular basis and provided to the Client document progress. Dewan Jamir 40 EMGT 835, Spring 2006
5.2.7 Permit Notebook BMcD will prepare a permit notebook. The purpose of the permit notebook is to provide all pertinent information that relates to actions required to ensure compliance with all environmental permits, clearances, and exemptions. Each authorization will be transmitted to the permit notebook with a summary of permit requirements and appropriate reference for detailed information. A copy of the permit notebook will be provided to the Client.
5.3
EPC Substation Facility Design
BMcD will provide detailed civil and electrical engineering design for the substation EPC project. Substation will be designed in accordance with applicable Clients standards, industry standards and codes, and federal, state or local requirements. BMcD will utilize the latest version of MicroStation or AutoCAD for detailing and drafting applications.
BMcD will develop a project design manual for the Client. The project design manual addresses the specific parameters of the design including applicable standards, codes, and interpretations of codes and standards that may affect the design. The project design manual also addresses the scope of the project and any specialized or unique design techniques used in the development of the design documents.
5.3.1 Subsurface Investigation and Geotechnical Report BMcD will use a subconsultant to provide a subsurface investigation, testing, and preparation of a detailed Geotechnical Report. BMcD will prepare a subsurface Dewan Jamir 41 EMGT 835, Spring 2006
investigation technical guidelines and scope of work for the geotechnical subconsultant. BMcD will also coordinate and administer all activities of the geotechnical subconsultant, and insure the subsurface investigation; testing and geotechnical report are completed on a schedule that coordinates with the overall schedule of the project.
The subsurface investigation, testing and geotechnical report will provide subsurface information, test results and recommendations for site work and grading design and construction, foundation design and construction, and electrical resistivity for grounding design.
5.3.2 Substation Civil Design BMcD will perform grading and drainage calculations, erosion control and stormwater runoff calculations, design drawings and details in accordance with Clients standards and any federal, state or other local requirements. BMcD will design access road, fence and gate drawings and details, transformer oil containment design, drawings, and details in accordance with Clients standards and applicable federal, state, and local requirements.
5.3.3 Substation Structural Design BMcD will design a substation foundation Plan; perform calculation for individual foundation; create foundation drawings and details. All foundation design will be performed using the recommendations detailed in the subsurface investigation and geotechnical report.
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BMcD will use Clients steel structure loading diagrams to design substation steel structures and control building loading diagrams to design control building structure. BMcD will review vendor design calculations, shop drawings and erection drawings.
5.3.4 Substation Electrical Design BMcD will design substation electrical plan, sections and details according to Clients standards. Substation overall electrical design includes one-line diagrams, three-line diagrams, schematics, and wiring diagrams. BMcD will also design substation electrical, protection and controls, control building plan and sections, raceway, substation grounding according to fault current study and details drawings according to Clients standards. BMcD will develop cable and conduit schedule, substation equipment, and control building and relay panels bill of materials.
5.3.5 Submittal and Review Process The construction and support professionals will participate in all aspects of the design phase and review processes. The design and engineering staff will be involved and aware of major construction milestones and field issues. All formal submittals and reviews will be schedule on the master schedule document including the timeframe for client reviews and the timeframe for BMcD to respond to the comments.
5.3.6 Fast Track Construction The Fast Track construction method requires that the project be designed such that phasing of the work can occur. It is imperative that the phasing plan be developed as early in the project as possible. Determination of the multiple construction packages
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and phasing is based on the specific job requirements as determined by the project manager in conjunction with the entire EPC team and any contractual requirements.
The master construction schedule will indicate phasing of construction as well as the multiple design packages necessary to support the Fast Track approach. Individual packages may require review and approval as separate submittals depending upon the overall schedule and program requirements. This will also be indicated in the schedule.
5.4
Substation Equipment Procurement Process and Bid Documents
BMcD will utilize Clients specifications for substation equipment procurement, provide a comprehensive approach to the procurement process, and pre-qualify suppliers that BMcD trusts to provide timely and technically sound products. Previous experiences will be considered at time of award and packages will be awarded on a best-value basis and Clients preferred vendors will be utilized. Substation equipment and materials bid documents will include bid forms, general requirements, design condition, major equipments, steel structures, equipment and materials, control building, and relay panels.
5.4.1 Procurement Process Each major procurement requirement will be assessed and procurement strategies will be evaluated to best support the efficient execution of the procurement packages. BMcD will utilize strong supplier relationships as well as various procurement strategies for sourcing of equipment and bulk materials. BMcD will also utilize all tools including strong contract language, regular schedule tracking and communications, and shop Dewan Jamir 44 EMGT 835, Spring 2006
visits including unannounced visits for reviewing progress and factory condition for critical items.
BMcD will develop an integrated approach to manage the transportation, receipt, and storage of materials and equipment at the jobsite. The BMcD procurement department will monitor supplier progress and will keep the jobsite informed of scheduled delivery dates. Suppliers will be required to contact the jobsite prior to shipment in order to obtain authorization to ship. A materials manager will be assigned to the jobsite to coordinate receipt of materials and equipment with the Client, BMcDs construction manager, and subcontractors. Upon receipt, the materials manager will log the receipt date, arrange for the necessary receipt inspections, and issue the material receiving reports and Overage, Shortage, and Damage reports, when necessary. Receipt date and status will be logged electronically and make available to the project team.
BMcDs substation engineering groups will prepare the technical specifications and drawings and the procurement manager will prepare the appropriate commercial documents to complete the Request For Price package. Upon receipt, the substation engineering and procurement personnel will review the proposals. Where required, the Client will be made aware of the major purchases. With input from subcontractors regarding construction and installation costs, recommendations will be made for purchase.
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5.4.2 Project-Specific Procurement BMcD will identify the major supply streams that will affect the completion date of the project. BMcD will meet during the proposal stage with the Clients approved major equipment suppliers. BMcD will work with a major substation packager to procure high voltage equipment, steel structures, bus, conductor, and miscellaneous items. Where beneficial due to bulk quantity purchase, BMcD may pull some items from the packages. Such items may include disconnect switches and instrument transformers and will definitely include power circuit breakers and capacitor banks.
5.5
Substation Construction Management and Construction
BMcD will select the construction subcontractor and utilize Clients specifications for substation construction. Substation construction will include construction management, site work including grading and erosion control, installation of fence, major equipments, foundations, grounding, conduit, raceway, control building, relay panels, and steel structures erection and equipment testing.
5.5.1 Substation Construction Management BMcDs construction management team will coordinate all construction activities with the Client and the construction subcontractor to insure construction of the substation will be completed in accordance with the contract drawings and specifications, and within the construction schedule. BMcD will maintain an on site presence from construction mobilization through the turnover of the project to the Client.
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A project field manager with experienced execution staff and support personnel will be on site during the performance of the work. The project field manager will be in constant contact with the design and procurement team members during the preconstruction and subcontracting selection phase of the project to assure coordination of the work. The project manager, construction manager, engineering manager and their support and technical representatives will visit the site regularly during the construction phase.
BMcD strongly believes that proficient coordination at the site produces success. Formal coordination meetings will be held on a weekly basis at the construction site between the BMcD staff and the subcontractors. Monthly meetings will be held with the client, the site team, key engineering team members, procurement and key subcontractors. BMcD will meet site staff internally and individual subcontractors on a daily basis. The general topics of discussion will include review of schedules and contract requirements, engineering status, procurement status, construction status, job site safety, four - week look ahead of upcoming work and deliveries, review of quality control plans and expectations, coordination of required submittals to insure approvals are made prior to conducting the work, coordination of the day to day construction activities, and identification of any delays or damages based on the type of meeting.
5.5.2 Substation Construction BMcD will establish the onsite project office and construction subcontractor will mobilize the construction crew and management team to the job site before the substation
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construction begins. Subcontractor will perform site reconnaissance and work with local landowners and the Client to determine the locations for receiving and storing substation equipment and materials.
Subcontractor will receive all substation equipment and materials at the designated yard. Material will be inspected and inventoried as received and accepted from the supplier only when it is determined to be in a good and acceptable condition. Quantities received will be checked against packing lists and tracked against total quantities required. All materials received will be stored in a manner to prevent damage or deterioration until it is installed. All materials will be transported, handled and installed using the highest industry standards and in accordance with supplier recommendations and Clients specifications. Cleanup will be an ongoing process and restoration will be performed at project completion to avoid further disturbance.
5.6
Safety
BMcD is committed to constructing a safe project. The avoidance of any occupational related deaths or injuries is BMcDs highest priority. As a result of the focus on safety, BMcD is dedicated to assuring the safety of all BMcD personnel as well as managing safe work sites. One of the most critical aspects of producing a successful project safety and health program is to set the goal from the beginning. A No Tolerance standard for unsafe workplace conditions and acts will be established. The subcontractors will be made aware from the onset that safety will play a significant role in the success of the project.
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A pre-construction meeting will be held between BMcD and each of the subcontractors regarding construction safety. The specific requirements, procedures and submittals will be reviewed with the project manager, field safety coordinator and the construction manager of the subcontractor. Weekly safety and health coordination meetings will be conducted with all subcontractors on site. BMcD will utilize this time to address concerns regarding safety, praise work practices which utilize pre-planning and safe work conformance and allow all subcontractors to address concerns about the project regarding the achievement of safe work practice.
5.7
Quality Control
BMcDs quality control organization will perform inspections of all items of work to ensure conformance to applicable specifications and drawings with respect to identification. Testing and inspection operations will be reviewed for compliance with contract specifications. Work will be inspected daily to assure continuing compliance with plans and specifications until the completion. Substation engineering team will be responsible for reviewing and certifying shop drawings, catalog data, samples, material certifications and test data that will be performed in coordination with the approved design. No material or equipment will be authorized to release for fabrication or delivery to the job site until the submittals have been approved.
________________________________________
1. BMcD Engineering, T&D Division, Substation EPC Project Approach, 2005.
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CHAPTER SIX CONCLUSION This Field Project provided an overview of the typical substation EPC project delivery method, the work breakdown structure, activities and sequences in the CPM schedule, basic substation design criteria, substation project approach and defines the Clients, subcontractors and Burns & McDonnells responsibilities.
Burns & McDonnell Engineering acts as the Prime Contractor in the EPC of electrical substations. The T&D Division designs the EPC substations and the CDB Division purchases the required equipment and materials, monitors substation construction activities and manages all of the field issues. Substation EPC projects involve high risk and high reward.
More activities to keep track in a substation EPC project compare to a just design project. Some of the activities of a substation EPC project may not be started before other tasks or portion of tasks or activities have been completed. For example, foundations for the steel structures must be in well along before erecting the steel structures can start. Site grading and excavation must proceed before installing the steel structure foundations.
The Electrical engineering group develops the electrical drawings and the Civil engineering group develops the civil drawings for Clients review. The electrical and civil drawings will be issued for construction after Clients approval. Substation EPC
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project design team also reviews and approves vendor drawings. Project coordinator keeps track of the electrical and civil deliverables and construction activities.
Substation will be designed in accordance with applicable Clients standards, industry standards and codes, and federal, state or local requirements. Design criteria should remain the same during the EPC project. If design criteria changes in the middle of the EPC project; engineering and construction reworking cost can be expensive for both the Client and Burns & McDonnell.
The Project manager leads a select team of experienced professionals through the numerous tasks required to provide the client with fully functional, cost effective substation facility. Burns & McDonnells Quality Assurance and Quality Control Program involve throughout the length of the project helping insure that project objectives are met.
Burns & McDonnell will provide design manual, detailed civil and electrical engineering design for the substation EPC project to the Client. The project design manual addresses the specific parameters of the design including applicable standards, codes, and interpretations of codes and standards that may affect the design. The project design manual also addresses the scope of the project and any specialized or unique design techniques used in the development of the design documents.
Clients specifications for substation equipment procurement will be utilized and will
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provide a comprehensive approach to the procurement process, and pre-qualify suppliers that Burns & McDonnell trusts to provide timely and technically sound products. Clients specifications for substation construction will be utilized and Burns & McDonnell will select the substation construction subcontractor. The subcontractors will be made aware from the onset that job quality and safety will play a significant role in the success of the project.
Work will be inspected daily to assure continuing compliance with plans and specifications until the completion. Testing and inspection operations will be reviewed for compliance with contract specifications. The avoidance of any occupational related deaths or injuries is Burns & McDonnells highest priority. Burns & McDonnell is committed to constructing a safe project. As a result of the focus on safety, Burns & McDonnell is dedicated to assuring the safety of all Burns & McDonnell personnel as well as managing safe work sites.
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CHAPTER SEVEN SUGGESTIONS FOR ADDITIONAL WORK In order to understand and improve the T&D Divisions substation EPC project delivery method additional research or work on substation EPC project needs to be done. The T&D Division should consider using other scheduling method beside CPM scheduling such as Program Evaluation and Review Technique (PERT) and Linear Scheduling Method (LSM). T&D Division should evaluate CPM, PERT and LSM scheduling for the delay claims.
Additional work can be done to find out the requirements for the Private and PublicSector Clients. Additional work also can be done to find out the time limitations for filing claims for different state, statutes of limitations, statutes of repose, compensatory damages, punitive damages, consequential damages, mechanics liens, indemnification, breach of contract, tort of negligence, statutory violations, the betterment rule, and defenses unavailable in EPC project.
Risk analysis, risk management, go-no go decision for the EPC projects, pricing strategy, contract terms and conditions review, contractor and design professional licensing requirements in EPC project, corporate licensing restrictions, responsibility for site safety, dispute resolution, codes of ethics and professional conduct, and bonding issues in EPC project can be done as additional research or work.
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Bibliography Timothy R. Twomey. Understanding the Legal Aspects of Design/Build. Massachusetts: R.S. Means Company, Inc., 1989.
Michael T. Callahan, Daniel G. Quackenbush, and James E. Rowings. Construction Project Scheduling. New Jersey: McGraw-Hill, Inc., 1992.
Jeffrey H. Moore and Larry R. Weatherford. Decision Modeling with Microsoft Excel. 6th ed. New Jersey: Prentice Hall, 2001.
Jeffrey L. Beard, Michael C. Loulakis Sr., and Edward C. Wundram. Design Build Planning through Development. New Jersey: McGraw-Hill, Inc., 2001.
David I. Cleland and Lewis R. Ireland. Project Managers Portable Handbook. 2nd ed. New Jersey: McGraw-Hill, Inc., 2004.
Jonathan F. Hutchings. Project Scheduling Handbook. New York: Marcel Dekker, Inc., 2004.
David R. Pierce, Jr. Project Scheduling and Management for Construction. 2nd ed. Massachusetts: R.S. Means Company, Inc., 1998.
Ronald M. Winter. Determining the Actual Critical Path. 2004.
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Robert Cain. Burns & McDonnell Project Controls Training Program Basic Mechanics of CPM Scheduling . 2004.
T&D Division. Burns & McDonnell STEC345 Substation Design Manual. 2002.
T&D Division. Burns & McDonnell Substation EPC Project Approach. 2005.
Kenda D. Caskey. Engineering in Traditional Vs Design-Build Projects. EMGT 835 Field Project. Spring 1998.
Richard T. Killeen, P.E. Construction Delivery Methods An Analytical Approach to Selection. EMGT 835 Field Project. Spring 1996.
Michael D. Friedel. TQM and Design-Build Contract Proposals. EMGT 835 Field Project. Spring 1996.
United States Department of Agriculture. Design Guide for Rural Substations. RUS Bulletin 1724E-300. 2001. Web Site: http://www.usda.gov/rus/electric
Institute of Electrical and Electronics Engineers, Inc. National Electrical Safety Code. C2-2002 ed. New York, 2001.
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APPENDIX - 1A
ACTIVITY LIST
APPENDIX 1A Activity List1 General Activity Project Milestones Owner Activities Material and Equipment Procurement Activity Power Transformers SF6 Circuit Breaker Capacitor Banks Reactors Control cable Relay Panels Control Building Substation Structures and Materials Site Services/Construction Contract Construction Subcontract Soil Borings Site Survey Substation Testing Substation Relay Settings Substation Engineering One-Line Diagram Schematics and Controls Site and Equipment Layout Plan Site Equipment Elevation Control Building Layout Plan Control Building Equipment Elevation Substation Electrical Work Control Cable Terminations Equipment Testing Relay Function Testing Substation Construction Site work Foundation Structure Grounding Raceway
________________________________________
1. David R. Pierce, Jr., Project Scheduling and Management for Construction, second edition, 1998.
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APPENDIX - 3A
TERMS AND DEFINITIONS OF CPM SCHEDULE
APPENDIX 3A Terms and Definitions of CPM Scheduling1
Critical Path Method (CPM) A network scheduling technique where large elements of a project are subdivided based on a hierarchical system (work break down structure), into single work steps (activities) and sequenced based on interrelationships such that time usage can be calculated to determine the earliest date work can be accomplished and the latest date work needs to be completed.
Critical Path the sequence of activities with the least amount of Total Float. The Critical Path can be positive, negative or zero.
Total Float The difference between the early and late date on an individual activity within a float path.
Free Float The amount of Total Float that an activity may consume before affecting a subsequent activity.
Original Duration The amount of work assigned to an activity.
Remaining Duration The amount of work needed to complete an activity.
Lag The amount of work days assigned to an un-defined activity. Usually used in conjunction with FF or SS relationships.
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Relationship this is used to define the relationship between two activities. These two activities are called the predecessor and the successor. There are four logic types. They are finish to start (FS), finish to finish (FF), start to finish (SF) and start to start (SS).
a. Finish to Start (FS) This relationship indicates the predecessor activity must finish before the successor activity can start. The activities occur in sequence. This is also referred to as conventional logic. It is the most common logic used in CPM scheduling. b. Finish to Finish (FF) This relationship indicates the predecessor activity must finish before the successor activity can finish. The activities occur in parallel. Often times a lag will be used in conjunction with this relationship to indicate that only a portion of the two activity durations are the parallel. c. Start to Start (SS) This relationship indicates the predecessor activity must start before the successor activity can start. The activities occur in parallel. Often times a lag will be used in conjunction with this relationship to indicate that only a portion of the two activitys durations are in parallel. d. Start to Finish (SF) this relationship indicates the predecessor activity must start before the successor activity can finish. The activities occur in sequence. This is the least common logic used in CPM scheduling. Constraint A fixed date imposed on the start or finish of an activity due to restrictions outside of the boundaries of control. Eg. Contractual Completion Date, receipt of permits obtained by others.
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Resource A commodity necessary for the completion of the work on an activity, such as budget hours, money, equipment, materials, etc.
Work Day A specified day of the week predetermined as an expected day for work to be performed.
Incremental Curve A histogram depicting the resource usage in each increment of time.
Cumulative Curve A graph showing the rate of resource usage at any given point in time.
Planned Date The date by which the project team intends to execute the work. Usually some time between the early and late date.
Data Date The date used as a cut-off for updating a CPM schedule with progress for re-calculation of the early and late dates to obtain a more current forecast of the project schedule. The data date is sometimes referred to as the time-now line, or the progress date.
________________________________________
1. Robert Cain, Burns & McDonnell Project Controls Training Program Basic Mechanics of CPM Scheduling, 2004.
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APPENDIX - 3B
SAMPLE CPM SCHEDULE FOR A SUBSTATION EPC PROJECT
Activity ID
Activity Description
Orig Rem % Dur Dur Comp
Early Start
Early Finish
Late Start
Late Finish
2005 2006 2007 J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D AN
General
Milestones
Project Milestones
MS1000 MS1050 MS1010 MS1020 MS1055 MS1115 MS1120 MS1125 Project Award Preliminary Design Review Meeting - Substation Full Notice to Proceed Mobilize to Site Initiate Substation Insurance Mechanical Completion - Substation Substantial Completion - Substation Acceptance - Substation 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 100 10OCT05A 0 0 31MAR06* 0 0 0 0 0 03JUN06* 01JAN07* 07APR07 17APR07 07MAY07 15MAR06* 31MAR06 03JUN06 01JAN07 18AUG07* 01SEP07* 01NOV07* 10OCT05A 15MAR06 Project Award Preliminary Design Review Meeting - Substati Full Notice to Proceed Mobilize to Site Initiate Substation Insurance Mechanical Completion - Substation Substantial Completion - Substation Acceptance - Substation
Client Activities
XCEL-1040 XCEL-1060 XCEL-1080 XCEL-1090 Client Legal Descr of Substation Property Client Release for Survey / Geotech - Substation Client Scope Verification - Substation Provide Substation Permit 0 0 0 0 0 0 0 0 100 100 100 0 08NOV05A 23NOV05A 14FEB06A 31MAR06* 08NOV05A 23NOV05A 14FEB06A 31MAR06 Client Legal Descr of Substation Property Client Release for Survey / Geotech - Substation Client Scope Verification - Substation Provide Substation Permit
Utility Interface Activities

UTIL-0900 UTIL-0910 UTIL-0930 UTIL-0940 BMcD Define Station Service Req. - Substation BMcD Define Communication Req. - Substation County Station Service Source - Substation Plan & Construct Leased Line - Substation 20 20 180 250 20 20 180 250 0 28FEB06 0 28FEB06 0 28MAR06 0 28MAR06 27MAR06 27MAR06 11DEC06 22MAR07 17MAR06 21SEP06 14APR06 19OCT06 13APR06 18OCT06 02JAN07* 15OCT07 BMcD Define Station Service Req. - Substatio BMcD Define Communication Req. - Substati County Station Service Sou Plan & Construct Lea
Site Acquisition
Substation
ROW1A-1000 ROW1A-1005 ROW1A-1010 ROW1A-1020 ROW1A-1025 ROW1A-1030
Start Date Finish Date Data Date Run Date
Permissions to Survey Field Survey Title Work Property Valuation Reports Legal Descriptions from Surveyor Transfer Document Preparation
08JUL05 31DEC07 28FEB06 04APR06 13:34 Early Bar Progress Bar Critical Activity
4 15 8 20 20 18
TD01
0 0 0 0 0 0
100 29OCT05A 10FEB06A 100 21NOV05A 06JAN06A 100 12DEC05A 06JAN06A 100 23DEC05A 14FEB06A
29OCT05A 10FEB06A 21NOV05A 06JAN06A 12DEC05A 06JAN06A 23DEC05A 14FEB06A

Sheet 1 of 7
Permissions to Survey Field Survey Title Work Property Valuation Reports Legal Descriptions from Surveyor Transfer Document Preparation
100 21NOV05A 30DEC05A 21NOV05A 30DEC05A 100 28NOV05A 28NOV05A 28NOV05A 28NOV05A
Primavera Systems, Inc.
Activity ID ROW1A-1040
Activity Description Site Acquisition / Negotiations
Orig Rem % Dur Dur Comp 40* 4*
Early Start
Early Finish 03MAR06
Late Start 07JAN06A
Late Finish 31JAN08
2005 2006 2007 J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D AN Site Acquisition / Negotiations
90 07JAN06A
Permitting
Substation
ENPER-1080 ENPER-1090 ENPER-1170 ENPER-1110 ENPER-1150 ENPER-1160 ENPER-1060 ENPER-1120 ENPER-1180 ENPER-1210 ENPER-1100 Permit Determination Meet w/ County & Township County Road Crossing Permits Public Waters License Storm Water Permit Protected Species Wetland Permits Utility Permit Utility Notifications Construction Dewatering Permit Public Lands License 24 25 10 30 30 30 45 60 30 30 60 0 0 10 30 30 30 45 60 30 30 60 100 14NOV05A 28FEB06A 100 16DEC05A 18JAN06A 0 28FEB06 0 28FEB06 0 28FEB06 0 28FEB06 0 28FEB06 0 28FEB06 0 05MAR06 0 06MAR06 0 01AUG06* 09MAR06 29MAR06 29MAR06 29MAR06 13APR06 28APR06 03APR06 08APR06 30SEP06 14NOV05A 28FEB06A 16DEC05A 18JAN06A 22JAN08 01JAN08 01JAN08 01JAN08 16MAY06 01DEC07 27DEC07 27DEC07 04SEP06 31JAN08 31JAN08 31JAN08 31JAN08 30JUN06* 31JAN08 26JAN08 31JAN08 03NOV06* Permit Determination Meet w/ County & Township County Road Crossing Permits Public Waters License Storm Water Permit Protected Species Wetland Permits Utility Permit Utility Notifications Construction Dewatering Permit Public Lands License
Engineering
Substation
Survey / Geotechnical
ENSFE-0900 ENSNO-1060 Surveying Geotech Investigation 20 30 0 30 100 20JAN06A 0 28FEB06 20FEB06A 10APR06 20JAN06A 19DEC07 20FEB06A 31JAN08 Surveying Geotech Investigation
Engineering
ENSSR-1010 ENSSR-1090 ENSSR-1040 ENSSR-1080 ENSSR-1005 ENSSR-1000 ENSSR-1070 ENSSR-1065 ENSSR-1085 ENSSR-1030 ENSSR-1230 ENSSR-1015 ENSSR-1130 ENSSR-1050 ENSSR-2040 ENSSR-1210 ENSSR-1054 Foundation Design Circuit Studies Equipment Layout One Line Diagrams Site Work Design Fence Plan Verify Steel Loading Dwgs Plan/Elevation Drawings Schematic Diagrams Control Building Layout Client Review A/G Elec Pkg Foundation Plan IFC A/G Elec Pkg Field Wiring Diagrams Relay Settings Client Review Grading/Fdns Pkg Cable Schedule 30 15 15 20 30 10 25 30 40 40 15 20 0 25 40 15 30 30 15 15 20 30 10 25 30 40 40 15 20 0 25 40 15 30 0 28FEB06 0 28MAR06 0 28APR06 0 28APR06 0 28APR06* 0 19MAY06 0 19MAY06 0 19MAY06 0 26MAY06 0 26MAY06 0 03JUL06 0 03JUL06 0 0 25JUL06 0 25JUL06 0 01AUG06 0 15AUG06 10APR06 13APR06 18MAY06 25MAY06 09JUN06 02JUN06 23JUN06 30JUN06 24JUL06 24JUL06 24JUL06 31JUL06 24JUL06 28AUG06 19SEP06 21AUG06 26SEP06 06NOV06 05DEC07 09FEB07 29NOV06 28DEC06 09DEC06 11AUG06 11AUG06 11AUG06 26JAN07 27DEC07 28NOV06 11SEP06 05DEC07 26FEB07 12JAN07 08FEB07 29DEC06 31AUG06 08SEP06 22SEP06 08FEB07 31JAN08 11JAN07 03NOV06 31JAN08 16MAR07 08FEB07 16MAR07* 12DEC06 31JAN08 01MAR07 12JAN07 Foundation Design Circuit Studies Equipment Layout One Line Diagrams Site Work Design Fence Plan Verify Steel Loading Dwgs Plan/Elevation Drawings Schematic Diagrams Control Building Layout Client Review A/G Elec Pkg Foundation Plan IFC A/G Elec Pkg Field Wiring Diagrams Relay Settings Client Review Grading/Fdns Pkg Cable Schedule
Sheet 2 of 7
Activity ID ENSSR-1110 ENSSR-1240 ENSSR-1140 ENSSR-1056 ENSSR-1020 ENSSR-1220 ENSSR-1120 IFC Grading/Fdns Pkg
Activity Description Client Review Relay/Controls Pkg IFC Relay/Controls Pkg Cable Lengths Grounding/Raceway Design Client Review U/G Elec Pkg IFC U/G Elec Pkg
Orig Rem % Dur Dur Comp 0 15 0 20 30 15 0 0 15 0 20 30 15 0 0
Early Start
Early Finish 21AUG06 19SEP06 19SEP06 24OCT06 07NOV06 30NOV06 30NOV06
Late Start 26FEB07 04JAN08 15JAN07 26FEB07
Late Finish 01MAR07* 16MAR07 16MAR07* 31JAN08 23FEB07 16MAR07 16MAR07*
2005 2006 2007 J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D AN IFC Grading/Fdns Pkg Client Review Relay/Controls Pkg IFC Relay/Controls Pkg Cable Lengths Grounding/Raceway Design Client Review U/G Elec Pkg IFC U/G Elec Pkg
0 29AUG06 0 0 27SEP06 0 27SEP06 0 08NOV06 0
Material / Equipment Procurement

Breakers
Bid Package
PR120-1000 PR120-1010 PR120-1020 PR120-1030 PR120-1040 Prepare Draft Spec - Breakers In House Spec Review - Breakers Prepare Final Spec - Breakers Neg & Award Contract - Breakers Conform Contract - Breakers 10 5 5 5 40 0 0 0 0 14 100 07NOV05A 11NOV05A 07NOV05A 11NOV05A 100 14NOV05A 18NOV05A 14NOV05A 18NOV05A 100 18NOV05A 23NOV05A 18NOV05A 23NOV05A 100 28NOV05A 15DEC05A 28NOV05A 15DEC05A 65 16DEC05A 17MAR06 16DEC05A 20AUG07 Prepare Draft Spec - Breakers In House Spec Review - Breakers Prepare Final Spec - Breakers Neg & Award Contract - Breakers Conform Contract - Breakers
Submittal & Delivery

PR120CH100 PR120CH110 PR120CH300 PR120CH400 Vendor Submittals - Breakers BMcD Review Submittals - Breakers Fabricate - Breakers Deliver - Breakers 20 10 80 5 20 10 80 5 0 20MAR06 0 17APR06 0 01MAY06 0 02JUL07* 14APR06 28APR06 22AUG06 07JUL07 21AUG07 19SEP07 03OCT07 26JAN08 18SEP07 02OCT07 25JAN08 31JAN08 Vendor Submittals - Breakers BMcD Review Submittals - Breakers Fabricate - Breakers Deliver - Breakers
Capacitor Bank
Bid Package
PR150-1000 PR150-1010 PR150-1020 PR150-1030 PR150-1040 Prepare Draft Spec - Capacitor Banks In House Spec Review - Capacitor Banks Prepare Final Spec - Capacitor Banks Neg & Award Contract - Capacitor Banks Conform Contract - Capacitor Banks 10 5 5 5 40 0 0 0 0 0 100 10NOV05A 15NOV05A 10NOV05A 15NOV05A 100 16NOV05A 18NOV05A 16NOV05A 18NOV05A 100 18NOV05A 23NOV05A 18NOV05A 23NOV05A 100 28NOV05A 15DEC05A 28NOV05A 15DEC05A 100 16DEC05A 17FEB06A 16DEC05A 17FEB06A Prepare Draft Spec - Capacitor Banks In House Spec Review - Capacitor Banks Prepare Final Spec - Capacitor Banks Neg & Award Contract - Capacitor Banks Conform Contract - Capacitor Banks

PR150NO100 PR150NO110 PR150NO300 PR150NO400 Vendor Submittals - Capacitor Bank BMcD Review Submittals - Capacitor Bank Fabricate - Capacitor Banks Deliver - Capacitor Banks 20 10 90 5 20 10 90 5 0 28FEB06 0 28MAR06 0 11APR06 0 01MAR07* 27MAR06 10APR06 16AUG06 06MAR07 08MAR07 05APR07 19APR07 27AUG07 04APR07 18APR07 24AUG07 31AUG07 Vendor Submittals - Capacitor Bank BMcD Review Submittals - Capacitor Bank Fabricate - Capacitor Banks Deliver - Capacitor Banks
Reactors
Bid Package
PR180-1000 PR180-1010 PR180-1020 Prepare Draft Spec - Reactors In House Spec Review - Reactors Prepare Final Spec - Reactors 10 5 5 0 0 0 100 10NOV05A 15NOV05A 10NOV05A 15NOV05A 100 16NOV05A 18NOV05A 16NOV05A 18NOV05A 100 18NOV05A 23NOV05A 18NOV05A 23NOV05A Prepare Draft Spec - Reactors In House Spec Review - Reactors Prepare Final Spec - Reactors
Sheet 3 of 7
Activity ID PR180-1030 PR180-1040
Activity Description Neg & Award Contract - Reactors Conform Contract - Reactors
Orig Rem % Dur Dur Comp 5 40 0 14
Early Start
Early Finish
Late Start
Late Finish
2005 2006 2007 J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D AN Neg & Award Contract - Reactors Conform Contract - Reactors
100 28NOV05A 15DEC05A 28NOV05A 15DEC05A 65 16DEC05A 17MAR06 16DEC05A 28FEB07

PR180NO100 PR180NO110 PR180NO300 PR180NO400 Vendor Submittals - Reactors BMcD Review Submittals - Reactors Fabricate - Reactors Deliver - Reactors 15 10 100 5 15 10 100 5 0 20MAR06 0 10APR06 0 24APR06 0 01MAR07* 07APR06 21APR06 13SEP06 06MAR07 01MAR07 22MAR07 05APR07 27AUG07 21MAR07 04APR07 24AUG07 31AUG07 Vendor Submittals - Reactors BMcD Review Submittals - Reactors Fabricate - Reactors Deliver - Reactors
Transformers
Bid Package
PR190-1000 PR190-1010 PR190-1020 PR190-1030 PR190-1040 Prepare Draft Spec - Transformers In House Spec Review - Transformers Prepare Final Spec - Transformers Neg & Award Contract - Transformers Conform Contract - Transformers 10 10 5 20 20 0 0 0 0 0 100 07NOV05A 15NOV05A 07NOV05A 15NOV05A 100 16NOV05A 22NOV05A 16NOV05A 22NOV05A 100 23NOV05A 28NOV05A 23NOV05A 28NOV05A 100 30NOV05A 03FEB06A 100 06FEB06A 27FEB06A 30NOV05A 03FEB06A 06FEB06A 27FEB06A Prepare Draft Spec - Transformers In House Spec Review - Transformers Prepare Final Spec - Transformers Neg & Award Contract - Transformers Conform Contract - Transformers

PR190FE100 PR190FE110 PR190FE300 PR190FE400 Vendor Submittals - Transformers BMcD Review Submittals - Transformers Fabricate - Transformers Deliver - Transformers 20 10 180 10 20 10 180 10 0 28FEB06 0 28MAR06 0 11APR06 0 19FEB07* 27MAR06 10APR06 27DEC06 01MAR07 23MAR07 20APR07 04MAY07 21JAN08 19APR07 03MAY07 18JAN08 31JAN08 Vendor Submittals - Transformers BMcD Review Submittals - Transformers Fabricate - Transformers Deliver - Transformers
Control Cable
Bid Package
PR330-1000 PR330-1010 PR330-1020 PR330-1030 PR330-1040 Prepare Draft Spec - Control Cable In House Spec Review - Control Cable Prepare Final Spec - Control Cable Neg & Award Contract - Control Cable Conform Contract - Control Cable 10 10 10 10 15 0 0 10 10 15 100 14NOV05A 18NOV05A 14NOV05A 18NOV05A 100 21NOV05A 30NOV05A 21NOV05A 30NOV05A 0 28FEB06 0 14MAR06 0 28MAR06 13MAR06 27MAR06 17APR06 31JUL07 14AUG07 28AUG07 13AUG07 27AUG07 18SEP07 Prepare Draft Spec - Control Cable In House Spec Review - Control Cable Prepare Final Spec - Control Cable Neg & Award Contract - Control Cable Conform Contract - Control Cable

PR330CH100 PR330CH110 PR330CH300 PR330CH400 Vendor Submittals Control Cable BMcD Review Submittals Control Cable Fabricate Control Cable Deliver Control Cable 15 10 60 10 15 10 60 10 0 18APR06 0 09MAY06 0 23MAY06 0 02JUL07* 08MAY06 22MAY06 16AUG06 13JUL07 19SEP07 10OCT07 24OCT07 21JAN08 09OCT07 23OCT07 18JAN08 31JAN08 Vendor Submittals Control Cable BMcD Review Submittals Control Cable Fabricate Control Cable Deliver Control Cable
Relay Panels
Bid Package
PR200-1000 PR200-1010 PR200-1020 PR200-1030 Prepare Draft Spec - Relay Panels In House Spec Review - Relay Panels Prepare Final Spec - Relay Panels Neg & Award Contract - Relay Panels 10 5 5 10 0 0 0 0 100 11NOV05A 18NOV05A 11NOV05A 18NOV05A 100 21NOV05A 25NOV05A 21NOV05A 25NOV05A 100 28NOV05A 06JAN06A 100 09JAN06A 20JAN06A 28NOV05A 06JAN06A 09JAN06A 20JAN06A Prepare Draft Spec - Relay Panels In House Spec Review - Relay Panels Prepare Final Spec - Relay Panels Neg & Award Contract - Relay Panels
Sheet 4 of 7
Activity ID PR200-1040
Activity Description Conform Contract - Relay Panels
Orig Rem % Dur Dur Comp 20 16
Early Start
Early Finish 21MAR06
Late Start 23JAN06A
Late Finish 13AUG07
2005 2006 2007 J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D AN Conform Contract - Relay Panels
20 23JAN06A

PR200CH100 PR200CH120 PR200CH300 PR200CH400 Vendor Panel Layout Drawings Vendor Wiring Diagrams Fabricate - Relay Panels Deliver - Relay Panels 20 15 80 5 20 15 80 5 0 22MAR06 0 19APR06 0 10MAY06 0 02JUL07* 18APR06 09MAY06 31AUG06 07JUL07 14AUG07 12SEP07 03OCT07 26JAN08 11SEP07 02OCT07 25JAN08 31JAN08 Vendor Panel Layout Drawings Vendor Wiring Diagrams Fabricate - Relay Panels Deliver - Relay Panels
Control Building
Bid Package
PR210-1000 PR210-1010 PR210-1020 PR210-1030 PR210-1040 Prepare Draft Spec - Control Building Eqpt In House Spec Review - Control Building Eqpt Prepare Final Spec - Control Building Eqpt Neg & Award Contract - Control Building Eqpt Conform Contract - Control Building Eqpt 10 5 5 10 20 0 0 0 0 3 100 11NOV05A 18NOV05A 11NOV05A 18NOV05A 100 21NOV05A 25NOV05A 21NOV05A 25NOV05A 100 28NOV05A 12JAN06A 100 13JAN06A 85 13FEB06A 20JAN06A 02MAR06 28NOV05A 12JAN06A 13JAN06A 13FEB06A 20JAN06A 24MAR06 Prepare Draft Spec - Control Building Eqpt In House Spec Review - Control Building Eqpt Prepare Final Spec - Control Building Eqpt Neg & Award Contract - Control Building Eqpt Conform Contract - Control Building Eqpt

PR210FE102 PR210FE100 PR210FE135 PR210FE141 PR210FE143 PR210FE105 PR210FE115 PR210FE110 PR210FE149 PR210FE130 PR210FE145 PR210FE150 PR210FE160 PR210FE155 PR210FE165 PR210FE170 PR210FE175 PR210FE180 PR210FE185 PR210FE190 PR210FE200 Develop Layouts Develop AC/DC Schematics Order Building BMcD Recv Prelim Fdn Interface Dwgs BMcD Recv Prelim Steel Framing Dwgs BMcD Recv & Approve Material List BMcD Recv & Approve Panel Layouts BMcD Recv & Approve Structural BMcD Recv & Approve Building Dwgs BMcD Recv & Approve AC/DC Schematics Assemble / Paint Steel Develop Wiring Diagrams Develop Connection Diagrams Equipment Mounting BMcD Recv & Appr Conn / Wiring Diagrams BMcD Recv & Approve Cable Schedule Panel Wiring Receive Building Building Wiring Building Testing & QA Deliver Control Building 97 140 0 0 0 20 20 20 4 10 26 20 22 20 10 15 30 0 20 10 3 97 140 0 0 0 20 20 20 4 10 26 20 22 20 10 15 30 0 20 10 3 0 03MAR06 0 03MAR06 0 10MAR06 0 28APR06 0 28APR06 0 20JUL06 0 20JUL06 0 08AUG06 0 04SEP06* 0 07SEP06 0 28FEB06 0 21SEP06 0 19OCT06 0 05APR06 0 26OCT06 0 02NOV06 0 09NOV06 0 0 03JAN07 0 31JAN07 0 13FEB07 16AUG06 16AUG06 04SEP06 08SEP06 20SEP06 04APR06 18OCT06 17NOV06 02MAY06 08NOV06 22NOV06 22DEC06 02JAN07* 30JAN07 13FEB07 15FEB07 19JAN07 16FEB07 02MAR07 19JUL06 19SEP06 12JAN07 27MAR06 19JAN07 28JAN08 28JAN08 04JAN08 04JAN08 04JAN08 28JAN08 29SEP06 06OCT06 13OCT06 10NOV06 13NOV06 17NOV06 28NOV06 05DEC06 31JAN08 31JAN08 31JAN08 31JAN08 12OCT06 10NOV06 09NOV06 13DEC06 12DEC06 04DEC06 18DEC06 18JAN07 18JAN07 15FEB07 01MAR07 05MAR07* Deliver Control Building Develop Connection Diagrams Equipment Mounting BMcD Recv & Appr Conn / Wi BMcD Recv & Approve Cable Panel Wiring Receive Building Building Wiring Building Testing & QA 28MAY07 11OCT06 Develop Layouts Develop AC/DC Schematics Order Building BMcD Recv Prelim Fdn Interface Dwgs BMcD Recv Prelim Steel Framing Dwgs BMcD Recv & Approve Material List BMcD Recv & Approve Panel Layou BMcD Recv & Approve Structural BMcD Recv & Approve Building D BMcD Recv & Approve AC/DC Sc Assemble / Paint Steel Develop Wiring Diagrams
Substation Package
Bid Package
PR230-1000 Prepare Draft Spec - Equipment / Steel Pkg 10 0 100 10NOV05A 15NOV05A 10NOV05A 15NOV05A Prepare Draft Spec - Equipment / Steel Pkg
Sheet 5 of 7
Activity ID PR230-1010 PR230-1020 PR230-1030 PR230-1040
Activity Description In House Spec Review - Equipment / Steel Pkg Prepare Final Spec - Equipment / Steel Pkg Neg & Award Contract - Equipment / Steel Pkg Conform Contract - Equipment / Steel Pkg
Orig Rem % Dur Dur Comp 5 5 5 30 0 0 0 17
Early Start
Early Finish
Late Start
Late Finish
2005 2006 2007 J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D AN In House Spec Review - Equipment / Steel Pkg Prepare Final Spec - Equipment / Steel Pkg Neg & Award Contract - Equipment / Steel Pkg Conform Contract - Equipment / Steel Pkg
100 16NOV05A 18NOV05A 16NOV05A 18NOV05A 100 18NOV05A 23NOV05A 18NOV05A 23NOV05A 100 28NOV05A 31DEC05A 28NOV05A 31DEC05A 45 03JAN06A 22MAR06 03JAN06A 17MAY07

PR230CH102 PR230CH104 PR230CH108 PR230CH110 PR230CH100 PR230CH114 PR230CH320 PR230CH112 PR230CH310 PR230CH116 PR230CH300 PR230CH410 PR230CH420 PR230CH400 Vendor Structural Calculations Vendor Electrical Arrangement Dwgs BMcD Review Structural Calcs BMcD Review Elec Arrangement Dwgs Vendor Anchor Bolt Plan Vendor Structural Details Fabricate Equipment BMcD Review Anchor Bolt Plan Fabricate Anchor Bolts BMcD Review Structural Details Fabricate Steel Pkg Deliver Anchor Bolts Deliver Steel Pkg Deliver Equipment 20 10 10 10 15 40 150 10 30 10 100 5 5 10 20 10 10 10 15 40 150 10 30 10 100 5 5 10 0 28FEB06 0 23MAR06 0 28MAR06 0 06APR06 0 11APR06 0 11APR06 0 20APR06 0 02MAY06 0 16MAY06 0 07JUN06 0 21JUN06 0 25JUN07* 0 02JUL07* 0 02JUL07* 27MAR06 05APR06 10APR06 19APR06 01MAY06 06JUN06 20NOV06 15MAY06 27JUN06 20JUN06 09NOV06 29JUN07 07JUL07 13JUL07 11MAY07 18MAY07 11JUN07 04JUN07 07NOV07 25JUN07 18JUN07 29NOV07 13DEC07 21AUG07 04SEP07 26JAN08 26JAN08 21JAN08 08JUN07 01JUN07 22JUN07 15JUN07 28NOV07 20AUG07 18JAN08 12DEC07 25JAN08 03SEP07 25JAN08 31JAN08 31JAN08 31JAN08 Vendor Structural Calculations Vendor Electrical Arrangement Dwgs BMcD Review Structural Calcs BMcD Review Elec Arrangement Dwgs Vendor Anchor Bolt Plan Vendor Structural Details Fabricate Equipment BMcD Review Anchor Bolt Plan Fabricate Anchor Bolts BMcD Review Structural Details Fabricate Steel Pkg Deliver Anchor Bolts Deliver Steel Pkg Deliver Equipment
Site Services / Construction Contracts

Substation Testing
Bid Package
PR340-1000 PR340-1030 Prepare Final Spec - Substation Testing Neg & Award Contract - Substation Testing 5 5 5 5 0 03APR06* 0 10APR06 07APR06 14APR06 18OCT07 25OCT07 24OCT07 31OCT07 Prepare Final Spec - Substation Testing Neg & Award Contract - Substation Testing
Substation Control & Programming

Bid Package
PR345-1000 PR345-1030 Prepare Final Spec - Substation Control & Prog Neg & Award Contract - Substation Control & Prog 5 5 5 5 0 28FEB06* 0 07MAR06 06MAR06 13MAR06 09NOV06 16NOV06 15NOV06 22NOV06 Prepare Final Spec - Substation Control & Prog Neg & Award Contract - Substation Control &
Construction
Substation
CNSNO-1000 CNSNO-1010 CNSNO-1020 CNSNO-1040 CNSNO-1100 CNSNO-1030 Mobilization Site Work Foundations Grounding/Conduit /Trench Install Transformer Control House 6 39 55 63 20 22 6 39 55 63 20 22 0 26JUN06* 0 03JUL06 0 18AUG06 0 02JAN07* 0 28FEB06 0 16MAR07 01JUL06 17AUG06 21OCT06 15MAR07 22MAR06 10APR07 21FEB07 28FEB07 14APR07 19JUN07 19OCT07 20SEP07 27FEB07 13APR07 18JUN07 31AUG07 10NOV07 15OCT07 Mobilization Site Work Foundations Grounding/Conduit /Trench Install Transformer Control House
Sheet 6 of 7
Activity ID CNSNO-1050 CNSNO-1070 CNSNO-1060 CNSNO-1090 CNSNO-1080 Struct Steel & Yard Eqpt
Activity Description Power Cable/Control Panels Bus/Conductor Installation Testing Rock Yard
Orig Rem % Dur Dur Comp 60 50 61 40 6 60 50 61 40 6
Early Start
Early Finish 24MAY07 08JUN07 06AUG07 13AUG07 13AUG07
Late Start 01SEP07 16OCT07 12NOV07 14DEC07 25JAN08
Late Finish 10NOV07 13DEC07 24JAN08 31JAN08 31JAN08
2005 2006 2007 J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D AN Struct Steel & Yard Eqpt Power Cable/Control Panels Bus/Conductor Installation Testing Rock Yard
0 16MAR07 0 11APR07 0 25MAY07 0 27JUN07 0 07AUG07
Sheet 7 of 7
APPENDIX - 3C
A TYPICAL SUBSTATION ELECTRICAL AND CIVIL DRAWING CHECKLIST
APPENDIX 4A
TYPES OF SUBSTATIONS
APPENDIX 4A Types of Substations1 Distribution Substation A distribution substation is a combination of switching, controlling, and voltage stepdown equipment arranged to reduce subtransmission voltage to primary distribution voltage for residential, farm, commercial, and industrial loads. Figure 4-2 shows basic distribution substation arrangement.
Figure 4-2: Basic Distribution Substation 1 Transmission Substation A transmission substation is a combination of switching, controlling, and voltage stepdown equipment arranged to reduce transmission voltage to subtransmission voltage for distribution of electrical energy to distribution substations. Figure 4-6 shows basic transmission substation arrangement.
Figure 4-6: Basic Transmission Substation 1 Dewan Jamir EMGT 835, Spring 2006
Switching Substation A switching substation is a combination of switching and controlling equipment arranged to provide circuit protection and system switching flexibility. Figure 4-8 shows basic switching substation arrangement.
Figure 4-8: Basic Switching Substation 1
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1. United States Department of Agriculture, Design Guide for Rural Substations, pages 122 - 128, 2001.
Dewan Jamir
APPENDIX 4B
PROJECT WEATHER DATA
APPENDIX 4B Project Weather Data Wind Speeds Design wind speeds affect the required strength of the wire, insulators, hardware and supporting structures. They also are used to determine the structure geometry required to maintain the electrical clearances. Figure 2-1 shows the basic wind speed and substations should be resistant to wind velocity as a minimum.
Dewan Jamir
Figure 2-1: Basic Wind Speed1
Dewan Jamir
Seismic Zone The seismic zone affects the design of required strength of the insulators, hardware and supporting structures. Figure 2-2 shows the seismic zone map of the United States.
Figure 2-2: Seismic Zone Map of the United States1 Ice The design radial ice thickness affect the required strength of the wire, insulators, hardware and supporting structures.
Isokeraunic Level The isokeraunic level is the number of thunderstorm days in a year. It is used in calculations for substation shielding angle, shielding failures and back flashes.
Dewan Jamir
Temperature The minimum and maximum ambient temperatures combined with resistive heating are used to predict the minimum and maximum conductor temperatures used for the conductor sag calculations.
________________________________________
Dewan Jamir
APPENDIX 4C
SUBSTATION BUS CONFIGURATIONS
APPENDIX 4C Substation Bus Configurations1 Single Bus A single bus configuration consists of one main bus that is energized at all times. All circuits are connected to the bus. This arrangement is the simplest but provides the least amount of system reliability. Bus faults or failure of circuit breakers to operate under fault conditions may results in complete loss of the substations. Figure 4-9 shows the single bus arrangement.
Figure 4-9: Single Bus1
Dewan Jamir
Sectionalized Bus This arrangement is basically two or more single bus schemes and each tied together with bus sectionalizing breakers. A bus fault or breaker failure causes only the affected bus section to be removed from service and thus eliminates total substation shutdown. The sectionalized bus arrangement is shown in Figure 4-11.
Figure 4-11: Sectionalized Bus1 Ring Bus A ring bus configuration is an extension of the sectionalized bus arrangement and is accomplished by interconnecting the two open ends of the buses through another sectionalizing breaker. This closed loop or ring with each bus section separated by a circuit breaker and each section should supply only one circuit for maximum reliability and operational flexibility. Figure 4-14 illustrates a ring bus configuration.
Dewan Jamir
Figure 4-14: Ring Bus1 Main and Transfer Bus A main and transfer bus configuration consists of two independent buses. The main bus is normally energized under normal operating conditions. All incoming and outgoing circuits are fed from the main bus through their associated circuit breakers and switches. The integrity of circuit operation can be maintained through use of the bypass and bus tie equipment if a breaker needs to be removed for repairs or maintenance. Figure 4-12 illustrates a main and transfer bus configuration.
Dewan Jamir
Figure 4-12: Main and Transfer Bus1 Breaker-And-A-Half The breaker-and-a-half configuration consists of two main buses normally energized. There are three circuit breakers electrically connected between the buses and a circuit
Dewan Jamir
is connected between each two breakers as diagramed in Figure 4-15. The three circuit breakers are used for two independent circuits.
Figure 4-15: Breaker-And-A-Half Bus1 Double Breaker-Double Bus The double breaker-double bus configuration consists of two main buses each normally energized. There are two circuit breakers electrically connected between the buses and a circuit is connected between the breakers as diagramed in Figure 4-16. The two circuit breakers are required for each circuit.
Dewan Jamir
Figure 4-16: Double Breaker-Double Bus1
________________________________________
Dewan Jamir

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CPM Scheduling, Basic Engineering, and Project Approach for Typical Substation EPC Project

Fatima - my mother who encouraged me to pursue for higher education.

EMGT 835, Spring 2006

EMGT 835, Spring 2006

EMGT 835, Spring 2006

The substation EPC project design teams responsibilities include deliverables

EMGT 835, Spring 2006

EMGT 835, Spring 2006

EMGT 835, Spring 2006

EMGT 835, Spring 2006

EMGT 835, Spring 2006

Purpose of this Field Project

EMGT 835, Spring 2006

Substation EPC Project

EMGT 835, Spring 2006

EMGT 835, Spring 2006

Design and Procure of Major Equipment from Vendors

Testing and Commissioning

Permitting and Land Acquisition

Lead Civil Engineer

Lead Electrical Engineer

Subcontractor(s) Civil Engineer(s) Electrical Engineer(s)

EMGT 835, Spring 2006

Substation EPC Project Planning and Scheduling

EMGT 835, Spring 2006

Figure 3: Logic Diagram of Activities to Erect Substation Steel Structures

EMGT 835, Spring 2006

EMGT 835, Spring 2006

From the Web

EMGT 835, Spring 2006

Internal Company Documents

EMGT 835, Spring 2006

MGT 835 Field Project Report

EMGT 835, Spring 2006

EMGT 835, Spring 2006

Institute of Electrical and Electronics Engineers (IEEE)

EMGT 835, Spring 2006

Summary of Literature Review and Conclusions

EMGT 835, Spring 2006

Critical Path Method (CPM) Schedule

EMGT 835, Spring 2006

Developing CPM Schedule

EMGT 835, Spring 2006

Clients Responsibility in Substation EPC Project

EMGT 835, Spring 2006

EMGT 835, Spring 2006

EMGT 835, Spring 2006

EMGT 835, Spring 2006

Roles and Responsibility of Substation EPC Project Design Team

EMGT 835, Spring 2006

Project Design Conditions

Project Weather Data

EMGT 835, Spring 2006

Electrical Safety Code (NESC) 2.

Substation Electrical System

Substation Structure Design Load Cases

Substation Bus Configurations

Substation Bus Configurations Cost

EMGT 835, Spring 2006

Major Substation Equipment