Esound Energy provides a 6-stage process for developing renewable energy projects that includes site analysis, feasibility studies, financing, engineering, construction, testing, and ongoing asset management. Their goal is to recommend the most efficient and cost-effective renewable technology, such as wind or solar, for each customer project while ensuring the design is optimized to maximize energy production over the lifetime of the system.
Indian EPC companies really needs rise their bar in execution of EPC projects ,there is substantial risk involved in those projects, needs rise the bar in design , procurement ,safety and integrated project management to successful completion of the project.
Indian EPC companies really needs rise their bar in execution of EPC projects ,there is substantial risk involved in those projects, needs rise the bar in design , procurement ,safety and integrated project management to successful completion of the project.
Techniques for developing a cost-effective expansion will be presented. The key is advanced planning and evaluating constructability. The limiting large equipment capacity will be determined using process heat and material balance simulations and rating of the equipment. Once bottlenecks are determined, the rest of the facility can be revamped. Heat pinch will be used in the heat exchanger trains as heat input is usually the limiting item. A crude, vacuum and delayed coker complex expansion will be provided as an example.
Attendees will be provided with a step-by-step procedure on how to get more capacity, reduce energy usage or improve product quality from a unit or complex. Process simulations, equipment rating by computer evaluations, hydraulics, cost-estimates at the fel-0 conceptual, fel-1 factored and fel-2 take-off level will be provided. A process complex featuring three different types of units will be used as an example.
Project Controls Expo - 31st Oct 2012 - Lessons Learned from an Interna.onal ...Project Controls Expo
BMT Hi-Q Sigma Overview
• A professional services company compromising of 120 consultants across offices in Bath, Basingstoke and London.
• OperaJng across the Defence, JusJce, Energy and TransportaJon sectors.
• Achieved a turnover in 2011 of ~ £12M.
• As an employee benefit trust with no manufacturing or supply chain
interests, we provide truly imparJal advice, assistance.
• In the complex world which we know you face every day, our goal is simple and steadfast:
to bring clarity
Many projects experience failures that result in poor project delivery performance or process capacity/reliability degradations after commissioning
Many studies have shown that 60% to 95% of equipment life cycle costs (TLCC) are a result of decisions made (in CAPEX) prior to handover/start-up and transfer to owners (maintenance or operations) in OPEX
Wouldn’t it make common sense to manage the risk of CAPEX project failures in advance and address equipment life cycle decisions in (CAPEX) rather than after commission handover phase (OPEX)?
Shouldn't owners "invest" in project success "insurance" to help ensure that these multi-billion dollar projects are delivered as they were intended?
EPC Contracts – Negotiation, Administration and Risk Managementrockporshe
EPC Contracts: Design, Procurement and Construction Risk Management is a two-day practical course that introduces participants to EPC Contracts, explains how they can be effectively negotiated, and how risks associated with them can be managed. Effective EPC
contract negotiation, risk management and administration can ensure project success, speed of performance, and reduce risks and costs throughout the project’s life cycle.
This course explores vital issues on EPC contracts from the perspective of both the project owner and the contractor.
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
Direct Digital Control (DDC) System Installation for HVACMcKenney's Inc
McKenney’s installed energy-saving direct digital controls (DDC) to existing HVAC systems in 77 buildings at a Georgia repair facility that supports a U.S military branch.
Managers of complex energy projects struggle with delivering project performance even with implementing proven project management practices, including change management, risk management, and interface management. This presentation discusses a new approach that gives project teams a higher level of oversight, enabling more informed decisions and leading to improved project efficiency.
This presentation will highlight the major causes of cost overrun in megaprojects, and, with a focus on interface management as a recently adopted best practice, it will discuss:
The features and elements of interface management best practice,
Its correlation with other management practices, and
How these practices can be connected to interface management in a novel way to boost project compliance and efficiency.
Construction Management Jump StartChapter 5Project Sta.docxmelvinjrobinson2199
Construction Management Jump Start
Chapter 5
Project Stages
Chapter 5
Project StagesThis chapter introduces you to the people, activities, and requirements that must be coordinated to execute the construction project. This chapter focuses on the stages of the design and construction process.
The Design and Construction Process
The design and construction of buildings, bridges, and roadways follow a consistent linear path from initial concept to occupancy.
The Design StageProgramming and feasibilityDone prior to design and engages the owner to clarify needs.Schematic designFirst step of the creative process consisting of sketches that identify preliminary design characteristics. Design development (DD)Detail work of the design occurs here. Selection of material, equipment and systems to go into the building.Contract documents (CDs)Final detailed drawings known working drawings and the project specifications are known as the CD’s
Codes and Compliance IssuesThe major goal of the design team is to make the building compliant with various statutory regulationsThe duration of this process varies. It can take weeks, months, or even years.The success of the project depends on the successful execution of this stages
The Bidding StagePlans and Specifications produced for biddersThis stage is traditionally coordinated by the architect to assist the owner in contractor selectionNotice to Proceed with construction is issued to the winning contractor.
Pre-construction StageProject manager plays the lead role in assembling and orchestrating the team that will complete the job.Detailed planning is invaluable at the this stageOne of the hardest stages of the job to manageAssigning the team is dependent on the size and complexity of the job. Usually there is…
Assigning the Project Team
Team Roles Project manager (PM)Captain of the team, usually with extensive experience in construction and management. Contract administratorAssists the PM and Super with the details of the contract.SuperintendentCoordinates all of the on-site construction activities. He/she is the daily point contact for the owner other representatives.Field EngineerEntry level position that is the first step in progressing through the ranks of project management. Primarily handle paperwork such as requests for information (RFI), submittals, and shop drawings
Due DiligenceSite InvestigationLooking for hidden geological problems, hazardous material, or historical remnants that may delay or alter the job.Soil testing and engineeringShould be provided by owner, reviewed by architect for design, and used by the contractor to price and conduct work
The process of identifying any problems or areas of concern that exist and addressing them during the preconstruction phase
Value EngineeringThe point when this occurs depends on the selected delivery method.Field personnel are underutilized and can provide valuable information during this process.
T.
Boosting Field Efficiency with advanced Construction Field Productivity Softw...iFieldsmart Technologies
The construction industry plays a vital role in shaping the infrastructure of our modern world. However, it has long been plagued by challenges related to productivity. Inefficiencies, delays, and cost overruns are common occurrences that impact construction field productivity.
Techniques for developing a cost-effective expansion will be presented. The key is advanced planning and evaluating constructability. The limiting large equipment capacity will be determined using process heat and material balance simulations and rating of the equipment. Once bottlenecks are determined, the rest of the facility can be revamped. Heat pinch will be used in the heat exchanger trains as heat input is usually the limiting item. A crude, vacuum and delayed coker complex expansion will be provided as an example.
Attendees will be provided with a step-by-step procedure on how to get more capacity, reduce energy usage or improve product quality from a unit or complex. Process simulations, equipment rating by computer evaluations, hydraulics, cost-estimates at the fel-0 conceptual, fel-1 factored and fel-2 take-off level will be provided. A process complex featuring three different types of units will be used as an example.
Project Controls Expo - 31st Oct 2012 - Lessons Learned from an Interna.onal ...Project Controls Expo
BMT Hi-Q Sigma Overview
• A professional services company compromising of 120 consultants across offices in Bath, Basingstoke and London.
• OperaJng across the Defence, JusJce, Energy and TransportaJon sectors.
• Achieved a turnover in 2011 of ~ £12M.
• As an employee benefit trust with no manufacturing or supply chain
interests, we provide truly imparJal advice, assistance.
• In the complex world which we know you face every day, our goal is simple and steadfast:
to bring clarity
Many projects experience failures that result in poor project delivery performance or process capacity/reliability degradations after commissioning
Many studies have shown that 60% to 95% of equipment life cycle costs (TLCC) are a result of decisions made (in CAPEX) prior to handover/start-up and transfer to owners (maintenance or operations) in OPEX
Wouldn’t it make common sense to manage the risk of CAPEX project failures in advance and address equipment life cycle decisions in (CAPEX) rather than after commission handover phase (OPEX)?
Shouldn't owners "invest" in project success "insurance" to help ensure that these multi-billion dollar projects are delivered as they were intended?
EPC Contracts – Negotiation, Administration and Risk Managementrockporshe
EPC Contracts: Design, Procurement and Construction Risk Management is a two-day practical course that introduces participants to EPC Contracts, explains how they can be effectively negotiated, and how risks associated with them can be managed. Effective EPC
contract negotiation, risk management and administration can ensure project success, speed of performance, and reduce risks and costs throughout the project’s life cycle.
This course explores vital issues on EPC contracts from the perspective of both the project owner and the contractor.
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
Direct Digital Control (DDC) System Installation for HVACMcKenney's Inc
McKenney’s installed energy-saving direct digital controls (DDC) to existing HVAC systems in 77 buildings at a Georgia repair facility that supports a U.S military branch.
Managers of complex energy projects struggle with delivering project performance even with implementing proven project management practices, including change management, risk management, and interface management. This presentation discusses a new approach that gives project teams a higher level of oversight, enabling more informed decisions and leading to improved project efficiency.
This presentation will highlight the major causes of cost overrun in megaprojects, and, with a focus on interface management as a recently adopted best practice, it will discuss:
The features and elements of interface management best practice,
Its correlation with other management practices, and
How these practices can be connected to interface management in a novel way to boost project compliance and efficiency.
Construction Management Jump StartChapter 5Project Sta.docxmelvinjrobinson2199
Construction Management Jump Start
Chapter 5
Project Stages
Chapter 5
Project StagesThis chapter introduces you to the people, activities, and requirements that must be coordinated to execute the construction project. This chapter focuses on the stages of the design and construction process.
The Design and Construction Process
The design and construction of buildings, bridges, and roadways follow a consistent linear path from initial concept to occupancy.
The Design StageProgramming and feasibilityDone prior to design and engages the owner to clarify needs.Schematic designFirst step of the creative process consisting of sketches that identify preliminary design characteristics. Design development (DD)Detail work of the design occurs here. Selection of material, equipment and systems to go into the building.Contract documents (CDs)Final detailed drawings known working drawings and the project specifications are known as the CD’s
Codes and Compliance IssuesThe major goal of the design team is to make the building compliant with various statutory regulationsThe duration of this process varies. It can take weeks, months, or even years.The success of the project depends on the successful execution of this stages
The Bidding StagePlans and Specifications produced for biddersThis stage is traditionally coordinated by the architect to assist the owner in contractor selectionNotice to Proceed with construction is issued to the winning contractor.
Pre-construction StageProject manager plays the lead role in assembling and orchestrating the team that will complete the job.Detailed planning is invaluable at the this stageOne of the hardest stages of the job to manageAssigning the team is dependent on the size and complexity of the job. Usually there is…
Assigning the Project Team
Team Roles Project manager (PM)Captain of the team, usually with extensive experience in construction and management. Contract administratorAssists the PM and Super with the details of the contract.SuperintendentCoordinates all of the on-site construction activities. He/she is the daily point contact for the owner other representatives.Field EngineerEntry level position that is the first step in progressing through the ranks of project management. Primarily handle paperwork such as requests for information (RFI), submittals, and shop drawings
Due DiligenceSite InvestigationLooking for hidden geological problems, hazardous material, or historical remnants that may delay or alter the job.Soil testing and engineeringShould be provided by owner, reviewed by architect for design, and used by the contractor to price and conduct work
The process of identifying any problems or areas of concern that exist and addressing them during the preconstruction phase
Value EngineeringThe point when this occurs depends on the selected delivery method.Field personnel are underutilized and can provide valuable information during this process.
T.
Boosting Field Efficiency with advanced Construction Field Productivity Softw...iFieldsmart Technologies
The construction industry plays a vital role in shaping the infrastructure of our modern world. However, it has long been plagued by challenges related to productivity. Inefficiencies, delays, and cost overruns are common occurrences that impact construction field productivity.
Intergen Energy Ltd.
Services
In addition to EPC-LSTK / EPCM, PMC and Reimbursable Services projects, we are also in a position to undertake specialised value-added services for your chemical projects covering various phases of the project cycle. In line with our project implementation philosophy, we assign trained specialists – be it for a Detailed Feasibility Report of an upcoming project, an Asset Evaluation assignment for a planned business acquisition, an Inspection / Expediting assignment for critical equipment at the Vendor’s shop floor, Supervision of Construction / Commissioning activity at your site or Project Management Consultancy services for your valuable project.
iemens Project Manager, Dana Cogocari, and Director with The Colorado High Performance Transportation Enterprise, David Spector, share results and advice on how to keep infrastructure projects on track. Learn how to use technology to break scope into manageable sections, use data to your project’s advantage and collaborate across the entire project team.
The coronavirus crisis placed many businesses in the unusual position of being able to save significant amounts of money through improved energy efficiency during protracted shutdowns. There are specific best practices that firms can use to determine how much they can save, safely make the changes, and then reverse the process when business starts up again.
Our primary objective is to align and integrate your business and facilities strategies for effective expansion and reduction or maintenance of the facilities assets in the most cost-effective manner while providing a high level of service and building performance.
DOES14 - Pat Reed - Project Labor Cost Accounting for Agile ProjectsGene Kim
Pat Reed, Principal Consultant, iHoriz, Inc.
Accurate Accounting of Project Labor Cost (Capitalization vs. Expensing) on Agile projects and product development continues to be a source of confusion, waste and risk; and remains a blocker to Enterprise Agile Adoption. A myriad of associated risks (impacting Software Development and Dev Ops) include:
Loss of material benefits of utilizing the an Agile methodology (increasing the cost and risk of software development)
Blocking large scale and enterprise adoption of Agile and residual benefits
Creating inconsistencies in interpretation of project cost accounting and defeating FASB’s original intent of generating an accounting standard to protect investor confidence
Increasing the risk of over-expensing software development costs that should be capitalized
Increasing the risk of false audit findings and possible mis-reporting of financial statements
Limiting organizations and industry from fully adopting and leveraging the benefits of an Agile Software Development Methodology
Possible taxation increases, higher volatility in Profit and Loss (P&L) statements and unnecessary manual tracking of programmer and Dev Op hours
Inappropriately expensing Dev Ops and possibly causing unnecessary and inappropriate timetracking
Missed opportunities for innovation and automation
This workshop offers a practical solution that provides clear guidance to ensure that organizations understand Agile project cost accounting and consistently and appropriately account for corporate investment in software and automation.
We’ll start with a quick review of the problem and define acceptance tests and success metrics consistent with accepted government accounting standards and collectively (or in small working groups) share ideas and design a framework; applying critical thinking tools – (Mental models and Ladders of Inference to increase our understanding of how we think; and challenge mental models to effectively solve problems.
Learning Outcomes from the workshop have potential to be extensible to address related challenges of internal and external audits and remediation of findings; Sarbanes Oxley and General Computer Controls compliance; Regulatory Industry Compliance, etc.
Achieve competitive advantage through innovative process managementAconex
Hensel Phelps talks about how up front planning, efficient process management and the right tools lead to successful projects. Learn how Hensel Phelps implemented a digital platform which resulted in smooth handover, a 30% reduction in time compiling O&M manuals, and saw post- handover calls reduced to almost zero.
Cutting Approval Cycles from 30 Days to Ten - Webinar, September 29, 2015Aconex
In this webinar, we heard from Victoria Stanford on how Nalcor uses Aconex to efficiently manage reviews and approvals on workflows like RFI's, design reviews and submittals. As an example, see how Nalcor was able to reduce turnaround times of technical documents from 30 days to only 10 on Lower Churchill, a phased project to build two hydroelectric facilities in Canada. Plus Boston Consulting Group presented on key trends and process improvements in the construction industry.
The spectacular ways of General Contractor Software for monumental constructi...iFieldsmart Technologies
One such pioneering solution is iFieldSmart Technologies' general contractor software, designed to enhance collaboration, streamline operations, and drive success.
IRJET- Application of Decision Making Tool in Sustainable Construction
Esound Brochure
1. Environmentally Sound Energies
Esound’s vast experience in project development has allowed us to create a professional 6 stage process
that ensures an efficient and well organized approach to all new developments.
Stage 1 This
wable energies to emerging markets. first step involves personalized site analysis and design.
www.esoundenergy.com
In the pre-Feasibility stage, we:
• Initiate customer engagement
Upon the customer’s engagement, Esound and the customer will determine the goals and objectives of the project.
• Analyses
Our Project Analysis team uses real data and the best available tools to build a comprehensive project profile, which
includes but is not limited to: current and projected energy needs, cash flow summaries, technological opportunity
and availability of renewable resources, potential annual savings from viable technologies, economic value of
environmental benefits and potential possibilities for external funding and grant opportunities.
• Determine system type
Based on the project objectives, the site profile, and the savings analysis, we recommend a renewable source, system
type, size, and technology. Esound Energy maintains current information on state of the art technologies and cutting
edge research and we will always recommend the best-performing technology and equipment for the project.
• Present and discuss findings
Building on the Project Analysis, we will propose to the client the best technology options for the project. Such a
presentation will include, but does not have to be limited to, a technical recommendation, it may also include, a
comparison of project structure e.g. system purchase or PPA contract, potential project financing structures, as well as
potential tax and ownership issues.
Stage 2 Financing
The second step includes modeling projected cash flows and costs; reviewing the best partners from which to secure
financing solutions; optimizing project finances based on available financing conditions; negotiating terms, and financing
finalization.
Depending on the opportunities created by location and type of project, Esound will secure private or public capital
for project finance. Our team facilitates and will provide support for the incorporation of external donor resources or
multilateral investment institution financing into the project finance structure. Such creative financing techniques can
make a significant difference in project feasibility; Esound’s financial relationships and project experience allow it to
creatively tailor financial products to specific projects.
2. Stage 3 Engineering
Once the financing process has begun, in-depth design and engineering begins. Esound will work in parallel with our
technical and engineering team to develop and refine the Pre-Feasibility design documents. Work in this stage includes but
is not limited to: detailed study of renewable resource capacity on site; permitting, zoning and local tax analysis; work with
local utilities and governments; interconnection feasibility studies.
At this stage, several options can typically be proposed:
• Turnkey solution to a project - Engineering, Procurement, and Construction (EPC) Contract
Typically, an EPC agreement defines all terms and conditions related to the final design, engineering, and construction
of a facility. An EPC agreement provides production and installation guarantees for the renewable energy facility,
usually with a highly qualified installation partner. The EPC agreement is a standard and straightforward contract,
however a successfully negotiated agreement requires a thorough understanding of system design, construction, and
operation & maintenance; Esound is an industry leader in EPC contract negotiation and experience.
• Detailed system design
Our company has the ability to work closely with engineering firms, manufactures and/or installers to make sure
specific project needs are met at any step of the Engineering process.
Stage 4 Construction
Our company has the ability to work closely with engineering firms, manufactures and/or installers to make sure specific
project needs are met at any step of the Engineering process.
• Construction planning
Detailed construction planning is conducted to ensure that potential barriers are resolved before they occur and all
project requirements and contingencies are accounted for.
• Documentation
Throughout the engineering and construction phases of the project, thorough documentation is maintained using
a rigorous schedule and checklist. Documentation required for project warranties are defined and catalogued and a
number of organization tools are implemented to streamline the end-of-project paper process.
• Coordination
We play an integral role in coordinating the parties and managing the project cycles. Maintaining a clear channel of
communication throughout the planning and construction phases will ensure successful project implementation on
time and within budget.
3. Stage 5 Testing
Prior to any renewable energy facility coming online, comprehensive system testing is performed. Required testing is
dependant on the technology utilized, geographic location and federal/local regulations but accurate and thorough
testing is vital to ensure system performance and safety throughout its lifetime. Esound draws on its internal and external
network of engineering partners to monitor and conduct testing that is state of the art and meets all IEEE guidelines.
• Building code inspection
Any applicable project must be constructed according to plan and abide by all local and national building codes.
(Where appropriate, Esound strives to construct all building to the highest LEED or otherwise applicable standard).
• Grid connection approval
Grid interconnection must be processed with state and local utility companies. Where appropriate, feasibility and
system impact studies must be conducted and system plans must be certified for technical compliance in order to
be interconnected to the grid. We oversee and manage this process, the resulting interconnection agreements, and
securing all required operating agreement letters.
• System testing and commissioning
Esound ensures that all system components are fully tested and that the project is able to meet the strictest quality
requirements of all parties involved in the project.
• Acceptance testing
The acceptance testing normally involves on-site spot testing and close monitoring of the system over several weeks.
This enables anomalies in the system, that may have been overlooked, to be identified and corrected.
• Installer deliverable verification
All documentation, permit approvals, final drawings and diagrams, warranty registrations, manuals, and other related
documents must be, received, reviewed and filed.
4. Stage 6 Asset Management
After testing is completed, the facility is placed in Service and is commercially active.
• An asset management team is put in place to ensure that the facility operates at its optimal levels. We ensure the
facility receives regularly scheduled maintenance and required service is conducted promptly.
• Real-time monitoring is conducted to ensure that the facility meets or exceeds electricity production estimates. The
system is continually optimized to maximize the efficiency of the system. Scheduled maintenance services are vital to
maximizing production efficiency and are meticulously planned and conducted.
Stage 7 Energy Efficiency
The economic aspects of adopting an agenda of energy efficiency are founded in practical sense.
The resources that are used to provide power for all of the various functions that have become an
integral part of the way in which the modern society operates are not as endless as once believed.
Not only is energy efficiency a sound economic platform, it is also a vital part of an overall approach to
the way we relate to the environment around us.
Through the use of Process Integration (PI), Esound Energy can vastly reduce the amount of resources used by large and
complex industrial and commercial facilities. We allow an organisation to reduce not only its greenhouse gas emissions,
but also its overall carbon footprint. PI addresses a number of processes such as steam systems, water use, cogeneration
systems (steam and electricity), as well as the recycling of waste heat from any additional processes. By utilising PI
and optimizing the entire process of operations for an organisation, Esound Energy can minimize both water and energy
consumption and reduce the energy bill for an industrial process by up to 30%.
Environmentally Sound Energies
for a better earth
Ireland: Esound Energy
16 Pudding Row
Essex Street West
Dublin 8
devan.hughes@esoundrenewables.com
garret.flower@esoundrenewables.com
United States: Esound Energy
1819 L street NW, Suite 700
Washington, DC 20036, USA
info@esoundenergy.com