The document describes the typical process for an energy performance contracting (EPC) project carried out in 5 phases: 1) initiating and preparing the project, 2) developing the project plan, 3) implementing energy efficiency upgrades, 4) operating and maintaining the upgrades, and 5) ongoing energy reporting and optimization. It provides details on the key activities and responsibilities of the client/employer in each phase, including engaging consultants, procuring the EPC provider, reviewing project proposals, overseeing upgrade installation, verifying energy savings, and ensuring contractual obligations are met.
Epc project interdepency and Work Flow- promoignitetribes
Engineering, Procurement and Construction are highly correlated and set precedence against each other. They are very interdependent and these dependencies become increasingly critical as the phases are overlapped. In this module we share the interdependence of Engineering - Procurement and the influence in Construction. Here we touch a bit on work front monitoring and work face planning.
Assessment of Risks in International EPC Projects Reference Current Global Ec...HIMADRI BANERJI
Assessment of Risks in the present global economic environment for projects and especially projects that deal with EPC contracting for large scale infrastructure. A review of some of the major projects that have changed the rues of the game for Project Risk Assessment, management and mitigation forms a significant part of the prentation
This document discusses engineering, procurement, and construction (EPC) projects and opportunities for improvement through automation. It provides an overview of EPC project challenges, contrasts EPC and architecture, engineering, and construction projects, reviews principal EPC functions and engineering disciplines. It also discusses the evolution of CAD use, levels of modeling including 2D, 3D, 4D, and 5D, and provides a case study of a $2.5 billion EPC copper concentrator plant project in Chile. The document proposes using a work execution package matrix to coordinate material management across spatial divisions and commodity types.
The document discusses international EPC (engineering, procurement, and construction) projects. It defines EPC projects and international EPC projects. Typical international EPC project types include gas processing, power plants, steel mills, and infrastructure projects. The document also outlines the development process for EPC projects including bidding procedures. It discusses business models for international EPC contractors and a SWOT (strengths, weaknesses, opportunities, threats) analysis for contractors working on international projects.
Oil & Gas Plant Construction, Project Execution PlanDavid H Moloney
Details of how a Gas & Oil Plant is constructed, and how the progress, safety and quality is monitored and controlled. Also the measures to ensure that the site is environmentally friendly.
This resume summarizes Surendra Babu Tellakula's professional experience as a piping engineer with over 13 years of experience in piping design and engineering for oil and gas projects. He has worked on numerous offshore projects in various roles including as a lead piping engineer and module lead. His experience includes tasks such as piping layout design, detail engineering, support modeling, technical evaluations, and inter-discipline coordination. He also lists his educational qualifications and references.
EPC contracts involve a single contractor providing engineering, procurement, and construction services, taking on cost risk. EPCM contracts involve a management contractor overseeing engineering, procurement, and multiple construction contractors hired directly by the owner, distributing cost risk. Key differences between the models include whether the single EPC contractor or owner directly contracts suppliers and builders, and whether cost overruns and savings are borne by the contractor or owner. Overall EPC contracts tend to cost more but involve less administration for the owner, while EPCM contracts cost less but require more owner involvement and staffing.
Epc project interdepency and Work Flow- promoignitetribes
Engineering, Procurement and Construction are highly correlated and set precedence against each other. They are very interdependent and these dependencies become increasingly critical as the phases are overlapped. In this module we share the interdependence of Engineering - Procurement and the influence in Construction. Here we touch a bit on work front monitoring and work face planning.
Assessment of Risks in International EPC Projects Reference Current Global Ec...HIMADRI BANERJI
Assessment of Risks in the present global economic environment for projects and especially projects that deal with EPC contracting for large scale infrastructure. A review of some of the major projects that have changed the rues of the game for Project Risk Assessment, management and mitigation forms a significant part of the prentation
This document discusses engineering, procurement, and construction (EPC) projects and opportunities for improvement through automation. It provides an overview of EPC project challenges, contrasts EPC and architecture, engineering, and construction projects, reviews principal EPC functions and engineering disciplines. It also discusses the evolution of CAD use, levels of modeling including 2D, 3D, 4D, and 5D, and provides a case study of a $2.5 billion EPC copper concentrator plant project in Chile. The document proposes using a work execution package matrix to coordinate material management across spatial divisions and commodity types.
The document discusses international EPC (engineering, procurement, and construction) projects. It defines EPC projects and international EPC projects. Typical international EPC project types include gas processing, power plants, steel mills, and infrastructure projects. The document also outlines the development process for EPC projects including bidding procedures. It discusses business models for international EPC contractors and a SWOT (strengths, weaknesses, opportunities, threats) analysis for contractors working on international projects.
Oil & Gas Plant Construction, Project Execution PlanDavid H Moloney
Details of how a Gas & Oil Plant is constructed, and how the progress, safety and quality is monitored and controlled. Also the measures to ensure that the site is environmentally friendly.
This resume summarizes Surendra Babu Tellakula's professional experience as a piping engineer with over 13 years of experience in piping design and engineering for oil and gas projects. He has worked on numerous offshore projects in various roles including as a lead piping engineer and module lead. His experience includes tasks such as piping layout design, detail engineering, support modeling, technical evaluations, and inter-discipline coordination. He also lists his educational qualifications and references.
EPC contracts involve a single contractor providing engineering, procurement, and construction services, taking on cost risk. EPCM contracts involve a management contractor overseeing engineering, procurement, and multiple construction contractors hired directly by the owner, distributing cost risk. Key differences between the models include whether the single EPC contractor or owner directly contracts suppliers and builders, and whether cost overruns and savings are borne by the contractor or owner. Overall EPC contracts tend to cost more but involve less administration for the owner, while EPCM contracts cost less but require more owner involvement and staffing.
Amol Sawant (Piping Engineer with 10 years experience) docxAmol Sawant
Amol Sawant is a senior piping engineer with 10 years of experience in refineries, oil and gas, and fertilizer projects. He has experience managing teams of 5-8 people and fulfilling roles such as layout designer, PMC engineer, and ISO coordinator. He is proficient in SmartPlant Review, Navisworks, PDS, Caesar II, and other piping software. His most recent roles include working as a piping engineer for Medgulf Construction in Qatar and Tecnimont ICB in India.
The document discusses key issues faced in Engineering, Procurement, and Construction (EPC) projects and provides recommendations to address them. It summarizes EPC capabilities, project lifecycle, and common issues around quantity variation, drawings delays, constructability, procurement delays, and monitoring of critical items. Root cause analyses are presented for key issues. Recommendations are provided around talent retention, standardization, coordination, vendor management, approvals processes, and quality assurance to minimize variations and delays.
This document compares and contrasts the FIDIC Yellow Book and Silver Book construction contracts. The Yellow Book is a design-build contract that allocates risks based on insurability and the ability to foresee and mitigate issues. The Silver Book is a fixed-price, date-certain, lump-sum turn-key contract that shifts more risks to the contractor, such as design and execution risks. Under the Silver Book, the contractor bears more risks with limited ability to claim additional time or money. As a result, the contractor will price these risks, increasing the initial contract sum, and conduct extensive due diligence. The employer needs to consider payment terms, security, liquidated damages, testing and defects liability, insurance provisions, and
This document outlines the key topics to be covered in a lecture on project management best practices. It discusses the definition of a project, the history of project management, reasons why projects fail, and why project management is needed. The lecturer will cover concepts like the project lifecycle, advantages and disadvantages of project management approaches, and expected learning outcomes. Specific examples of failed projects are provided to illustrate common causes of project failure related to planning, leadership, requirements analysis, quality, risk management, skills, and stakeholder engagement.
I am submitting to express my keen interest in the position Sr. Electrical & Instrument Engineer
I am currently worked as Sr. Instrument Field Engineer at Egypt Khalda Petroleum Company (Apache) with 10+ years of overall experience at Construction, commissioning, start-up, planning and Engineering and I Expected Monthly Salary As project budget however my last total net salary 6300$
I worked as QA/QC E&I Engineer / Inspector at the world's largest gas to liquids (GTL) Pearl plant in Qatar, The plant a joint development by Qatar Petroleum and Shell, GTL feed about 15% of worldwide gas resources.
I worked as Sr. QA/QC E&I Engineer / Inspector client (SEPOC, SAFER Exploration & Production Operations Company) representative at the largest project at Yemen Central Processing Unit (CPU) LNG plant at Marib area with total and YLNG joint.
I worked as Sr. Electrical and Instrument Engineer /Supervisor at the largest project at Egypt, with Samsung Engineering.
This document provides a summary of qualifications and work experience for an applicant seeking a position as a QA/QC Inspector or Engineer with experience in electrical and instrumentation (E&I) inspections. The applicant has over 12 years of experience in E&I installations, testing, commissioning and inspections in the oil and gas sector in the Middle East. They hold CompEx and ISO 9001:2015 auditor qualifications and have worked on numerous projects involving inspections of equipment such as transformers, switchgear, motors, cables, and instruments.
The document outlines the process for executing a project design from start to finish. It involves creating 3D models for all disciplines, setting up interference management and design reviews. As the design progresses, more elements are added to the models like piping, equipment, ductwork, and architectural details. Reviews are conducted at 25%, 50%, 75% and 90% completion milestones. Deliverables include plots, drawings, specifications and manuals to support construction, commissioning and validation.
This literature review aims to identify the nature, causes, and impacts of extensions of time (EOT) on the performance of construction projects in Nepal. It analyzes facts and figures related to EOT in the context of Nepalese construction industries. The main findings are that eligibility for an EOT claim is usually due to client, contractor, consultant, contractual documents, materials, labor, equipment, latent conditions, force majeure or external factors. Adherence to contracts is important to ensure smooth project management and success of any contractual claims without disputes. These findings can help identify areas for further improvement in managing EOT.
The document provides an overview of EPC (engineering, procurement, and construction) contracts. Key points include:
1) EPC contracts involve a single contractor who is responsible for design, procurement, construction, and sometimes financing of a project for a fixed price.
2) EPC contracts simplify communication for owners but carry more risk for contractors.
3) Successful EPC projects require clear scopes, specifications, schedules, and payment terms from owners, as well as diligent coordination from contractors.
4) EPC contracts are commonly used for large oil/gas, power, and industrial projects worldwide.
Abdikani Farah Ahmed is applying for a position as a Civil Engineer lecturer. He has a Bachelor's Degree in Civil Engineering from Amoud University and experience working on construction projects in Borama and Erigavo. He is proficient in English, Arabic, and Somali in both writing and speaking. His objective is to enrich students' engineering knowledge through hands-on teaching techniques and help them find solutions to problems.
This document discusses the role of a Project Implementation Unit (PIU) in managing construction contracts and projects. It outlines the PIU's responsibilities in three key phases: execution, monitoring and control, and closure. During execution, the PIU directs project work, performs quality assurance, and distributes information to stakeholders. In monitoring and control, the PIU oversees project progress, manages changes, and reports performance. Finally, for closure the PIU completes the project/phase and closes procurement contracts by issuing completion certificates and collecting as-built documents. The document provides detailed steps for carrying out each of these responsibilities.
Anas M. H is a mechanical engineer with 6 years of experience in piping engineering projects. He has worked as a Piping Supervisor at Drydocks World in Dubai and as a Piping Engineer at Cochin Shipyard Limited in India. He has experience managing piping projects for shipbuilding and ship repairs. Anas is knowledgeable about piping design codes and standards like API, ASME, and ANSI. He is skilled in project planning, material procurement, fabrication, testing and commissioning of piping systems. Anas holds a Bachelor of Technology degree in Mechanical Engineering.
This resume is for Jefferson T. Tulabot, a civil engineer and structural inspector with over 15 years of experience in QA/QC for various civil and structural projects. He has worked on numerous water transmission system, pipeline, plant foundation, and marine projects in Saudi Arabia and the Philippines. His experience includes inspecting rebar works, formworks, concrete works, structural erection, coating works, and more. He holds certifications from the Saudi Council of Engineers and American Society of Civil Engineers.
Role of Project Management Consultancy in Construction ProjectIOSR Journals
The construction industry generally deals with the various types of construction sectors viz Real
Estate & Infrastructure. Real Estate Sector is segmented in Residential, Industrial, Corporate, and
Commercial. Whereas Infrastructure sector in Roads, Railways, Urban Infrastructures, Ports, Airports and
Power. To manage such kind of unique projects requires an expertise with organizations and a thorough
body of knowledge. The purpose of this paper is to provide the analysis or breakdown of Role of Project
Management Consultancy and study the Problems faced by PMC for implementing the project. Project
Management Consultancy plays multifaceted part in such projects and provides the services from inception
to completion of projects. At every stage of project life cycle, the principles of pro-activeness and creating
the win-win situation is necessary keeping in mind the customer / client’s requirements. Use of Project
Management Consultancy (PMC) offers one of the effective management solution to increase and improve the
efficiency and outcome of a project in construction. A case study of construction of a Mega Industrial Project
which is dealt by PMC and Project consist of various type of buildings for Manufacturing unit, Assembling
unit , Logistic unit , Process unit with allied Infra of Electrical utilities, Services like Fire fighting, Sewage
line, Storm water arrangement and Road etc have been considered for this research work.
Electrical Engineer with 7 years of Experience in Expediting of Refinery Expansion Projects & Inspection of Electrical and Instrumentation Equipment’s, working with the objectives and Targets aimed at the achievements of the Company’s short and long term.
The document discusses the typical project development process for construction projects. It describes the 6 main phases as: 1) concept and feasibility studies, 2) engineering and design, 3) procurement, 4) construction, 5) start-up and implementation, and 6) operation and utilization. It also outlines the basic management activities involved in planning, organizing, controlling construction projects at different management levels from organizational to task-level.
Project management-project life cycle-pdfAditi Garg
The document outlines the typical phases in a construction project lifecycle:
1) Initiation/Conceptual Stage - The initial idea is developed and feasibility studies are conducted.
2) Design Stage - Detailed design and planning of the project occurs.
3) Tendering Stage - Contractors are solicited and a contract is awarded for construction.
4) Construction Stage - The project is built according to the plans.
5) Completion Stage - The finished project is handed over and put into operation. Monitoring of performance continues.
Amol Sawant (Piping Engineer with 10 years experience) docxAmol Sawant
Amol Sawant is a senior piping engineer with 10 years of experience in refineries, oil and gas, and fertilizer projects. He has experience managing teams of 5-8 people and fulfilling roles such as layout designer, PMC engineer, and ISO coordinator. He is proficient in SmartPlant Review, Navisworks, PDS, Caesar II, and other piping software. His most recent roles include working as a piping engineer for Medgulf Construction in Qatar and Tecnimont ICB in India.
The document discusses key issues faced in Engineering, Procurement, and Construction (EPC) projects and provides recommendations to address them. It summarizes EPC capabilities, project lifecycle, and common issues around quantity variation, drawings delays, constructability, procurement delays, and monitoring of critical items. Root cause analyses are presented for key issues. Recommendations are provided around talent retention, standardization, coordination, vendor management, approvals processes, and quality assurance to minimize variations and delays.
This document compares and contrasts the FIDIC Yellow Book and Silver Book construction contracts. The Yellow Book is a design-build contract that allocates risks based on insurability and the ability to foresee and mitigate issues. The Silver Book is a fixed-price, date-certain, lump-sum turn-key contract that shifts more risks to the contractor, such as design and execution risks. Under the Silver Book, the contractor bears more risks with limited ability to claim additional time or money. As a result, the contractor will price these risks, increasing the initial contract sum, and conduct extensive due diligence. The employer needs to consider payment terms, security, liquidated damages, testing and defects liability, insurance provisions, and
This document outlines the key topics to be covered in a lecture on project management best practices. It discusses the definition of a project, the history of project management, reasons why projects fail, and why project management is needed. The lecturer will cover concepts like the project lifecycle, advantages and disadvantages of project management approaches, and expected learning outcomes. Specific examples of failed projects are provided to illustrate common causes of project failure related to planning, leadership, requirements analysis, quality, risk management, skills, and stakeholder engagement.
I am submitting to express my keen interest in the position Sr. Electrical & Instrument Engineer
I am currently worked as Sr. Instrument Field Engineer at Egypt Khalda Petroleum Company (Apache) with 10+ years of overall experience at Construction, commissioning, start-up, planning and Engineering and I Expected Monthly Salary As project budget however my last total net salary 6300$
I worked as QA/QC E&I Engineer / Inspector at the world's largest gas to liquids (GTL) Pearl plant in Qatar, The plant a joint development by Qatar Petroleum and Shell, GTL feed about 15% of worldwide gas resources.
I worked as Sr. QA/QC E&I Engineer / Inspector client (SEPOC, SAFER Exploration & Production Operations Company) representative at the largest project at Yemen Central Processing Unit (CPU) LNG plant at Marib area with total and YLNG joint.
I worked as Sr. Electrical and Instrument Engineer /Supervisor at the largest project at Egypt, with Samsung Engineering.
This document provides a summary of qualifications and work experience for an applicant seeking a position as a QA/QC Inspector or Engineer with experience in electrical and instrumentation (E&I) inspections. The applicant has over 12 years of experience in E&I installations, testing, commissioning and inspections in the oil and gas sector in the Middle East. They hold CompEx and ISO 9001:2015 auditor qualifications and have worked on numerous projects involving inspections of equipment such as transformers, switchgear, motors, cables, and instruments.
The document outlines the process for executing a project design from start to finish. It involves creating 3D models for all disciplines, setting up interference management and design reviews. As the design progresses, more elements are added to the models like piping, equipment, ductwork, and architectural details. Reviews are conducted at 25%, 50%, 75% and 90% completion milestones. Deliverables include plots, drawings, specifications and manuals to support construction, commissioning and validation.
This literature review aims to identify the nature, causes, and impacts of extensions of time (EOT) on the performance of construction projects in Nepal. It analyzes facts and figures related to EOT in the context of Nepalese construction industries. The main findings are that eligibility for an EOT claim is usually due to client, contractor, consultant, contractual documents, materials, labor, equipment, latent conditions, force majeure or external factors. Adherence to contracts is important to ensure smooth project management and success of any contractual claims without disputes. These findings can help identify areas for further improvement in managing EOT.
The document provides an overview of EPC (engineering, procurement, and construction) contracts. Key points include:
1) EPC contracts involve a single contractor who is responsible for design, procurement, construction, and sometimes financing of a project for a fixed price.
2) EPC contracts simplify communication for owners but carry more risk for contractors.
3) Successful EPC projects require clear scopes, specifications, schedules, and payment terms from owners, as well as diligent coordination from contractors.
4) EPC contracts are commonly used for large oil/gas, power, and industrial projects worldwide.
Abdikani Farah Ahmed is applying for a position as a Civil Engineer lecturer. He has a Bachelor's Degree in Civil Engineering from Amoud University and experience working on construction projects in Borama and Erigavo. He is proficient in English, Arabic, and Somali in both writing and speaking. His objective is to enrich students' engineering knowledge through hands-on teaching techniques and help them find solutions to problems.
This document discusses the role of a Project Implementation Unit (PIU) in managing construction contracts and projects. It outlines the PIU's responsibilities in three key phases: execution, monitoring and control, and closure. During execution, the PIU directs project work, performs quality assurance, and distributes information to stakeholders. In monitoring and control, the PIU oversees project progress, manages changes, and reports performance. Finally, for closure the PIU completes the project/phase and closes procurement contracts by issuing completion certificates and collecting as-built documents. The document provides detailed steps for carrying out each of these responsibilities.
Anas M. H is a mechanical engineer with 6 years of experience in piping engineering projects. He has worked as a Piping Supervisor at Drydocks World in Dubai and as a Piping Engineer at Cochin Shipyard Limited in India. He has experience managing piping projects for shipbuilding and ship repairs. Anas is knowledgeable about piping design codes and standards like API, ASME, and ANSI. He is skilled in project planning, material procurement, fabrication, testing and commissioning of piping systems. Anas holds a Bachelor of Technology degree in Mechanical Engineering.
This resume is for Jefferson T. Tulabot, a civil engineer and structural inspector with over 15 years of experience in QA/QC for various civil and structural projects. He has worked on numerous water transmission system, pipeline, plant foundation, and marine projects in Saudi Arabia and the Philippines. His experience includes inspecting rebar works, formworks, concrete works, structural erection, coating works, and more. He holds certifications from the Saudi Council of Engineers and American Society of Civil Engineers.
Role of Project Management Consultancy in Construction ProjectIOSR Journals
The construction industry generally deals with the various types of construction sectors viz Real
Estate & Infrastructure. Real Estate Sector is segmented in Residential, Industrial, Corporate, and
Commercial. Whereas Infrastructure sector in Roads, Railways, Urban Infrastructures, Ports, Airports and
Power. To manage such kind of unique projects requires an expertise with organizations and a thorough
body of knowledge. The purpose of this paper is to provide the analysis or breakdown of Role of Project
Management Consultancy and study the Problems faced by PMC for implementing the project. Project
Management Consultancy plays multifaceted part in such projects and provides the services from inception
to completion of projects. At every stage of project life cycle, the principles of pro-activeness and creating
the win-win situation is necessary keeping in mind the customer / client’s requirements. Use of Project
Management Consultancy (PMC) offers one of the effective management solution to increase and improve the
efficiency and outcome of a project in construction. A case study of construction of a Mega Industrial Project
which is dealt by PMC and Project consist of various type of buildings for Manufacturing unit, Assembling
unit , Logistic unit , Process unit with allied Infra of Electrical utilities, Services like Fire fighting, Sewage
line, Storm water arrangement and Road etc have been considered for this research work.
Electrical Engineer with 7 years of Experience in Expediting of Refinery Expansion Projects & Inspection of Electrical and Instrumentation Equipment’s, working with the objectives and Targets aimed at the achievements of the Company’s short and long term.
The document discusses the typical project development process for construction projects. It describes the 6 main phases as: 1) concept and feasibility studies, 2) engineering and design, 3) procurement, 4) construction, 5) start-up and implementation, and 6) operation and utilization. It also outlines the basic management activities involved in planning, organizing, controlling construction projects at different management levels from organizational to task-level.
Project management-project life cycle-pdfAditi Garg
The document outlines the typical phases in a construction project lifecycle:
1) Initiation/Conceptual Stage - The initial idea is developed and feasibility studies are conducted.
2) Design Stage - Detailed design and planning of the project occurs.
3) Tendering Stage - Contractors are solicited and a contract is awarded for construction.
4) Construction Stage - The project is built according to the plans.
5) Completion Stage - The finished project is handed over and put into operation. Monitoring of performance continues.
The document discusses project management and its application to electrical and electronics projects. It begins with introducing concepts of project management including defining a project, the importance of project management, and organizing a project management team. It then covers various aspects of project management such as project objectives, contents, the role of the project manager, reasons for project failure, stakeholders, and the project process. Finally, it applies these concepts to managing a specific project in the field of electrical and electronics.
Gensol strives to add value from Project Conceptualisation to Commissioning to ensure timely, quality and cost effective completion. From drafting exhaustive EPC contracts to approving engineering drawings and quality control during construction, Gensol's experience of 1500 MW works to ensure Peace of Mind for the Project Developer.
1) The project involved constructing a 2x2.5 MW captive power plant for SEDCO over 4 acres with 2 natural gas generators.
2) Effective project management was needed due to past projects running over time and budget from issues like scope creep and unclear responsibilities.
3) The project manager's responsibilities included developing the project plan, defining the scope, communicating with stakeholders, managing risks and quality, and financial management to deliver the project on time and on budget.
Vignesh Kumar C has over 7 years of experience as a project coordinator and technical inspector in the oil and gas industry. He currently works for Intertek Global coordinating inspection activities for multiple projects in the UAE and globally. He holds a Bachelor's degree in Electronics and Instrumentation Engineering and has experience managing diverse projects with strict deadlines. Vignesh is proficient in inspection documentation, contract management, and maintaining relationships with project stakeholders.
This document provides a project execution plan (PEP) for a project with the following key elements:
- It outlines the project scope, cost management procedures, risk management approach, planning and programming strategy, procurement methods, project resourcing and organization, quality control procedures, health and safety plans, commissioning and acceptance process, and post-occupancy evaluation.
- Appendices include the cost plan, master program, roles and responsibilities, project structure, directory, risk register, client coordination, change control procedures, and meeting strategy to support project delivery.
- The PEP establishes the framework and procedures for delivering the project on budget and schedule while meeting quality standards, and ensures clear communication and coordination between all project stakeholders
The document outlines an upcoming 40-minute presentation about energy efficiency in NYC buildings. It will demonstrate that building energy management applies quality management practices to improve efficiency. The presentation will discuss NYC regulations requiring benchmarking, audits, retrofits and more. It will also cover total building commissioning, retro-commissioning, audits and other programs to improve existing buildings. Finally, it will summarize commonalities between quality management and building energy management practices.
Gensol Consultants provides owner's engineer services for solar power projects across 6 modules: 1) pre-feasibility and project allocation assistance, 2) detailed project report, 3) EPC contractor and contract review, 4) detailed design review, 5) supervision during construction, and 6) performance acceptance testing. The services help secure financing, ensure proper contractor selection and oversight, and confirm project performance guarantees. Gensol is an experienced solar advisory and project execution firm that has worked on over 800MW of solar projects in India.
The document provides instructions for joining an online presentation about Energy Performance Protocols. Participants must connect their audio via computer or phone and enter identification codes. The presentation will start at 15:05 CET and will be recorded. The presentation will be given by Luis Castanheira and will provide an overview of the Investor Confidence Project Europe, the Technical Forum, Energy Performance Protocols, current technical research, and next steps. Questions can be asked via the chat function.
Ignalina Nuclear Power Plant Presentation to the Assembly of ContributorsOsvaldas Ciuksys
The document discusses the transformation of the Ignalina Nuclear Power Plant (INPP) from an operating nuclear power plant to an organization focused on decommissioning. It provides details on the plant's history of safe and successful operation from 1974 to 2009. It then outlines INPP's vision, mission, strategy, and tasks for carrying out decommissioning in a safe, cost-effective manner while applying international best practices and utilizing internal resources and expertise. Key projects and their delays are also summarized.
The document summarizes changes in the 2011 update of the BREEAM sustainability assessment method. Key changes include consolidating assessment issues into one manual, setting minimum standards, expanding water and energy criteria, accounting for life cycle impacts, and strengthening sustainable procurement requirements through construction and aftercare. The update aims to continually improve BREEAM's ability to measure core environmental issues and impacts.
This energy audit report summarizes the findings of energy audits conducted at 11 Berri Barmera Council facilities. Common issues found across facilities included outdated lighting, lack of shading or timers on air conditioners, hot water services left running continuously, and insufficient insulation. The report provides an executive summary of potential savings at each individual facility from recommended upgrades. Recommendations include replacing lighting with more efficient options, installing timers on air conditioners and hot water, improving insulation, and upgrading to more efficient hot water systems. Overall adoption of the recommendations could result in significant energy and cost savings for the Council.
lecture ppt for contract administration and governing2cd
This document outlines the course for Contract Administration and Quantity Surveying. It covers estimating techniques like preliminary estimates using plinth area or cubic meter methods, detailed estimates using bills of quantities and rate analysis, and supplementary estimates for changes. Key topics include specifications, measurement, and principles of procurement, contracts, and claims. Evaluation includes a mini project, quizzes, attendance, and a final exam. The instructor is Biniam T.
The document discusses various strategies for cost-efficient planning, design, and construction of buildings. It emphasizes the importance of integrated planning among professionals from the conceptual stage. Design approaches that simplify building geometry, utilize single-story construction, and standardize elements can reduce costs. Conducting a life cycle cost analysis that considers initial costs as well as long-term maintenance and operation expenses is also recommended. The selection of locally available and low-cost materials can further decrease the overall budget.
- The document discusses European directives requiring regular inspections of air conditioning systems over 12kW in member states to assess efficiency, sizing, and potential improvements.
- UK regulations implementing the directives require accredited inspections of such systems every 5 years, with fines for non-compliance.
- Guidance documents provide methodology for inspections, which aim to identify opportunities to improve energy efficiency and reduce costs through assessments of factors like maintenance and controls.
Pittsburgh case study midfield energy systempriyang2004
The Midfield Terminal Energy Facility project at the Pittsburgh International Airport was completed 6 weeks ahead of schedule and within budget. Key factors for the project's success included establishing a realistic budget based on comprehensive engineering studies, which allowed the project to be completed with high quality while controlling costs and schedule. Switching from a high pressure steam to a high temperature water system provided benefits like lower operation and maintenance costs and improved energy efficiency. Strategic project management and a focus on quality ensured strong integration and successful delivery of the project.
The document outlines the stages and objectives for evaluating and implementing a surface water source heat pump project for a client like the National Trust. It discusses the Trust's properties and energy use. Common past issues included unclear project scopes, oversized systems, and lack of performance monitoring. The stages include feasibility assessments, design, construction, commissioning, operation and maintenance, and decommissioning. Objectives involve assessing environmental impacts, identifying suitable water sources, determining permissions, estimating demands, financial analysis and risk assessment.
The judicious and effective use of energy to maximize profits (minimize
costs) and enhance competitive positions”
The strategy of adjusting and optimizing energy, using systems and procedures so as to reduce energy requirements per unit of output while holding constant or reducing total costs of producing the output from these systems”
Expanding Access to Affordable At-Home EV Charging by Vanessa WarheitForth
Vanessa Warheit, Co-Founder of EV Charging for All, gave this presentation at the Forth Addressing The Challenges of Charging at Multi-Family Housing webinar on June 11, 2024.
EV Charging at MFH Properties by Whitaker JamiesonForth
Whitaker Jamieson, Senior Specialist at Forth, gave this presentation at the Forth Addressing The Challenges of Charging at Multi-Family Housing webinar on June 11, 2024.
Understanding Catalytic Converter Theft:
What is a Catalytic Converter?: Learn about the function of catalytic converters in vehicles and why they are targeted by thieves.
Why are They Stolen?: Discover the valuable metals inside catalytic converters (such as platinum, palladium, and rhodium) that make them attractive to criminals.
Steps to Prevent Catalytic Converter Theft:
Parking Strategies: Tips on where and how to park your vehicle to reduce the risk of theft, such as parking in well-lit areas or secure garages.
Protective Devices: Overview of various anti-theft devices available, including catalytic converter locks, shields, and alarms.
Etching and Marking: The benefits of etching your vehicle’s VIN on the catalytic converter or using a catalytic converter marking kit to make it traceable and less appealing to thieves.
Surveillance and Monitoring: Recommendations for using security cameras and motion-sensor lights to deter thieves.
Statistics and Insights:
Theft Rates by Borough: Analysis of data to determine which borough in NYC experiences the highest rate of catalytic converter thefts.
Recent Trends: Current trends and patterns in catalytic converter thefts to help you stay aware of emerging hotspots and tactics used by thieves.
Benefits of This Presentation:
Awareness: Increase your awareness about catalytic converter theft and its impact on vehicle owners.
Practical Tips: Gain actionable insights and tips to effectively prevent catalytic converter theft.
Local Insights: Understand the specific risks in different NYC boroughs, helping you take targeted preventive measures.
This presentation aims to equip you with the knowledge and tools needed to protect your vehicle from catalytic converter theft, ensuring you are prepared and proactive in safeguarding your property.
Implementing ELDs or Electronic Logging Devices is slowly but surely becoming the norm in fleet management. Why? Well, integrating ELDs and associated connected vehicle solutions like fleet tracking devices lets businesses and their in-house fleet managers reap several benefits. Check out the post below to learn more.
Ever been troubled by the blinking sign and didn’t know what to do?
Here’s a handy guide to dashboard symbols so that you’ll never be confused again!
Save them for later and save the trouble!
Welcome to ASP Cranes, your trusted partner for crane solutions in Raipur, Chhattisgarh! With years of experience and a commitment to excellence, we offer a comprehensive range of crane services tailored to meet your lifting and material handling needs.
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1.1 1.3 epc-project-rev
1. 1.1. EPC Project Process Description
1. Initiating the
Project
2. Preparations
3. Phase 1
Project
Development
4. Phase 2
Project
Implementation
5. Phase 3
Project
Follow up
Client engaging an
EPC consultant
Feasibility study on
one typical
building, Pilot
Project
Preliminary budget
for the total
portfolio of
buildings; cost-
benefit analysis,
LCC
Setting up of
project
organization
Procurement
procedure
Energy audit
Proposals energy
saving measures
Verification level
use of energy,
baseline
Strategy for control
systems
Strategy for
verification
Strategy for
operations
& maintenance
Cost budgeting
Revision of total
project budget
Design engineering
Implementation of
energy saving
measures
Documentation
Inspection
Training operations
& maintenance
staff
Savings monitoring
Recalculations
related to changes
in buildings
and use of
buildings
Monthly
energy-reports
Annual reports;
verification
use of energy
Bonus/Fine
statement
Guarantee
inspection
Decision-making
2. 1.2. Time Schedule ``
(Example based on the Building area covered 30 000 m²)
Time Schedule Duration in Months Duration from start
1. Initiating the Project 2 2
2. Preparations 4 6
3. Phase 1 Project Development 5 11
4. Phase 2 Project Implementation 12 23
5. Phase 3 Project Follow Up 24 47
6. Guaranteed Inspection after five years 2 49
3. 1.3. Summary of the Employer’s work/input in an EPC project of a Public entity
No Employer's work Description
1. Initiation of project
1:1 Engaging an EPC consultant
1:2 Conclusions from the completed feasibility study and other
investigations and collection of data
1:3 Decide the financial parameters for a proposed project Maximum total cost of project
Maximum contract amount to be paid to the ESCO
Payback period
Rate of interest
Period for depreciation
Inflation
Expected increase in energy prices above inflation Present value calculation of
savings
Reduced costs for maintenance (repair and upkeep)
1:4 Decide the property portfolio to be considered in a proposed
project
1:5 Decide strategies for two systems in a proposed project Computerized control and monitoring system
System for collecting readings from energy meters
1:6 Data collection for the property portfolio to be considered in a
proposed project
Energy Statistics, use of buildings / category, built up are, special requirements,
energy audits already performed, indoor climate parameters, hours of operation
1:7 Scope; what should a proposed project include Only energy-saving measures
Neglected maintenance
Modernization
Environmental aspects
1:8 Preliminary total project budget and financial analysis Total cost budget
Cost/benefit analysis
LCP (LCC)
1:9 Decision Consideration to go to next stage or not
4. No Employer's work Description
2. Preparations
2:1 Setting up project organization
Appoint project organization for Preparations and
Phase 1
Project Manager maintaining regular contacts with
The ESCO and representing the Employer in project meetings
Technical responsible person representing the Employer in design meetings and also
participates in the project meetings
Person responsible for energy statistics
EPC consultant
2:2 Procurement
2:2:1 Prepare basis of tender Tender invitation
Form of tender
Calculation model for weighting of criteria for determining the most economically
advantageous tender
Calculation model for volumetric weighting of average contractor’s fee
Contract agreement forms:
Principal agreement
Agreement Phase 1
Agreement phase 2
Agreement phase 3
Information regarding the competence- and creativity test
Excel sheet showing list of buildings with energy statistics
Previously conducted technical investigations
Design manual, environmental plan and other Employer specific procurement documents
Administrative instructions; Phase 1 and 2
Specifications for project development report from Phase 1
Excel-sheet displaying the calculations of energy savings as a part of project
development report
Definition of major divergence of indoor climate and routines related to rectification of
defects during the guarantee period
Special directions; Phase 3
Specification of contract work Phase 3
Excel-sheet displaying the calculations of actual annual energy savings, annual
statement
5. No Employer's work Description
2:2:2 Tender advertisement
2:2:3 Qualification; limitation of number of candidates to be
invited to submit tender under the “restricted procedure”
Examining the applications and selecting a minimum of five candidates to submit tenders
2:2:4 Distribution of basis of tender Electronically or by post
2:2:5 Organize the competence- and creativity test Visiting Schedule for candidates;
absolute secrecy must be observed
Access to buildings included in the competence- and creativity test
Candidates to be accompanied during their visits to the buildings included in the
competence- and creativity test
2:2:6 Opening of tenders
2:2:7 Examination of tenders and award of contract
2:2:8 Execution of contracts Appoint legal representative
Principal agreement
Agreement Phase 1
6. No Employer's work Description
3. Phase 1 “Project development”
3:1 Participate in meetings with the ESCO Project meetings, twice a month,
Technology meetings, twice a month,
Actively take part in and coordinates the planning of the Phase 1 works.
Analysis of preliminary energy efficiency measures proposals from ESCO
3:2 Minutes from the project- and technology meetings Check adjust and confirm the minutes from the project- and technology meetings
3:3 The preliminary energy efficiency measures proposed
by ESCO shall be established within the Employer's
organization
3:4 Check and countersign Site diary
3:5 Give ESCO access to drawings and other
documentation related to the existing buildings, for
their project development works
3:6 Give ESCO access to buildings Procedure to administer keys
List of contact persons at each building
3:7 Minimize disruption for persons working or otherwise
stay or reside in the buildings
Overview that the ESCO undertakes required measures.
3:8 Review the Project development report submitted by
the ESCO
Reviewing and commenting on the various documents in project report
Reviewing baseline calculations
Reviewing calculations for energy savings
Reviewing description of the proposed energy saving measures
Price Analysis
Revision of total project budget
Decision about what buildings and energy saving measures should be included in the
Phase 2 and Phase 3
Negotiation with ESCO
3:9 Execution of contracts Appoint legal representative
Agreement Phase 2
Agreement Phase 3
7. No Employer's work Description
4. Phase 2 “Project implementation”
4:1 Appoint project organization for Phase 2 Project Manager maintaining regular contacts with
the ESCO and representing the Employer in initial meeting, site meetings and economy
meetings
Technical responsible person representing the Employer in design meetings and also
participating in the site meetings
Person responsible for energy statistics
Scrutiny team, with knowledge of the existing buildings and their installations as well as
with expertise in civil works, ventilation, heating and sanitation, electricity, cooling and
climate control and communication systems, to scrutinize the design documents prepared
by the ESCO
Group of Final Inspectors with skills for final inspection of civil-, ventilation-, heating-,
sanitation-, electrical-, cooling- climate control-and communication works
EPC-consultant
4:2 Participate in meetings with the ESCO Siste meetings; fortnightly
Design meetings; fortnightly
Economy meetings; monthly
Start meetings with persons working or otherwise stay or reside in the respective buildings
4:3 Check adjust and confirm the minutes from the site-,
design- and economy meetings
4:4 Give ESCO access to data for designing works: drawings,
specifications, manuals for operations and maintenance
4:5 Give ESCO access to buildings Procedure to administer keys
List of contact persons at each building
4:6 Minimize disruption for persons working or otherwise stay
or reside in the buildings
Overview that the ESCO undertakes required measures.
4:7 Scrutinize the design documents prepared by the ESCO;
civil works, ventilation-, heating and sanitation-, electrical-,
cooling-, climate control and communication systems
Checking that the agreed range of energy saving
measures (contract works) are carried out
8. No Employer's work Description
4:8 Time schedule for execution of contract works Verify that that agreed time schedule for execution of contract works is being followed
4:9 Handle Alterations and Additions Anchoring within the Employer's organization; property managers and managers of
operations and maintenance
Verify impact on the energy savings
Financing of the additions
4:10 Invoice-verification for Contract works and Alterations and
Additions
Verification that the work specified in invoices has been completed.
Verification of previously invoiced amounts
Issuing certificate of payments
4:11 Final Inspection of works Monitor compliance with the approved time schedule for inspections
Participate in each inspection;
- Part-final inspections (on completion of each building)
- Final inspection
- Re-inspections (after rectification of defects as noted
in the inspection reports from the Part-final inspections
- Guarantee inspection
4:12 Verification that the impact on the energy savings, related
to Alterations and Additions, has been correctly calculated
and included in the Excel-sheet displaying the annual
energy savings, to be achieved
Verification with list of Alterations and Additions
Verification of calculations
During the Guarantee period (five years)
4:13 Administer rectification of defects appearing during the
Guarantee period.
The ESCO is during the Guarantee period responsible for
rectification of defects appearing in materials and goods,
execution and performance / functioning.
Receive reports from Technicians regarding defects
Send notice of defect to the ESCO
Verify that rectification of defects have been correctly carried out and within stipulated time
Claim liquidated damages in case of delay in rectification of defects
4:14 Guarantee inspection Letter convening the inspection
Carrying out the inspections in each building engaging the Group of Final Inspectors.
Re-checking that defects, as noted in the inspection report from the Guarantee inspection,
have been rectified
9.
10. No Employer's work Description
5. Phase 3 “Project Follow up”
5:1 Appoint project organization for Phase 3 Appoint legal representative
Project Manager maintaining regular contacts with
the ESCO and representing the Employer in Contract Meetings; quarterly Meetings, and
annual Meetings
Technicians to perform supervision, care and service for the installations made by the
ESCO during Phase 2.
Technician specialized in energy optimization (“energy hunter”)
Person responsible for energy statistics
EPC-consultant
5:2 Submit monthly energy meter readings to the ESCO,
related to water, heating, cooling and electricity
Collecting meter readings
Reporting meter readings
5:3 Perform the supervision, care and service for the
installations made by the ESCO during Phase 2 to the
extent agreed in the contract
5:4 Documentation of the performed supervision, care and
service for the installations
5:5 Report to ESCO such changes in buildings or use of
buildings that have impact on the energy savings
guaranteed by the ESCO
Use of building; line of business/type of activity
At what stroke the activities in building starts and ends
Operation hours of installations
Temperature
Gross floor area
Rebuilding
Sale of building
Demolition
Other changes
5:6 Review and analysis of monthly energy reports from
ESCO
Distribute to technicians, energy hunter and property managers
Analysis, action planning and carry out
5:7 Energy optimization Continuous process
11. No Employer's work Description
5:8 Participate in quarterly meetings with the ESCO Analysis and action plan based on monthly energy reports and follow-up of energy
optimization activities
Follow-up on notices of defects and rectification of defects
Follow-up on recalculations of base line due to reported changes in buildings and changes
in use of buildings
Contractual issues such as security, insurance, liquidated damages, etc.
Check adjust and confirm the minutes from the meetings
5:9 Participate in annual Meetings with the ESCO Analysis of annual energy report submitted by the ESCO
Follow-up on notices of defects and rectification of defects
Follow-up on recalculations of base line due to reported changes in buildings and changes
in use of buildings
Analysis of calculations for bonus/liquidated damages, as a result of achieved energy
saving for the year
Check adjust and confirm the minutes from the meetings
5:10 Invoicing and invoice verification for Contract works Bonus, alternatively claim for liquidated damages related to achieved energy saving for the
year
Claim for liquidated damages related to late rectification of defect.
Payment of annual contract amount to the ESCO
Payment to ESCO for recalculations of base line due to reported changes in buildings and
changes in use of buildings
5:11 Reporting to decision makers in the organization regarding
achievements
Results performed by the ESCO related to the contractual terms
What would the cost of energy had been if the EPC project would not have been carried
out