The document summarizes the Metro Emissions Reduction Project to rehabilitate the Allen S. King power plant located in Minnesota. It provides an overview of the project schedule, status update with progress photos, and key activities. The project will install new pollution control equipment to reduce emissions of nitrogen oxides, sulfur dioxide, particulate matter, and mercury by over 90% and bring the plant into service by May 2007 at an estimated cost of $382 million.
This document provides an overview of services offered by Integrated Technologies, Inc. related to surface finishing processes. It includes sections on master planning, facility design, project implementation, operations and maintenance support, opportunity assessments, asset management, production planning, water and wastewater management, and energy efficiency. Design drawings and diagrams are presented for surface finishing lines, tank sizing, phased renovation plans, and water recycling systems.
A manufacturer was retrofitting machines for a customer but the project was over budget and behind schedule. Using Six Sigma methods, the root causes were analyzed which found inconsistencies in how tasks were performed. All technicians underwent standardized training which reduced the average time per unit by 21% and allowed the project to be completed ahead of schedule and under budget, saving the manufacturer money.
The document provides an overview of Site Waste Management Plan Regulations 2008 and guidance for local authorities on enforcing the regulations. It discusses objectives like understanding and agreeing on how to enforce the regulations to drive performance and align approaches. The regulations require waste management plans for construction projects over £300k to track waste and ensure proper disposal. Benefits include reduced fly-tipping, cleaner environments, and savings for local authorities.
This document advertises and provides information about the "Retrofitting for Energy Efficiency Europe" conference taking place on February 15-16, 2011 in London. The conference will bring together architects, project managers, and property owners to discuss cost-effective approaches to retrofitting and refurbishment projects. Speakers from organizations like Vinci, Bouygues, MT Hojgaard, and BRE will provide case studies and insights into delivering innovative retrofit strategies, new technologies, and legislation compliance. The conference aims to help attendees develop effective retrofit designs, execution plans, and upgrade programs to improve energy efficiency and secure their business in the growing retrofitting industry.
This document discusses integrated project delivery (IPD) and how incorporating building information modeling (BIM) enables more efficient collaboration. It outlines the key phases of an IPD project:
1) The project team comes together early in conceptualization to improve accuracy and avoid costly redesign work later.
2) Collaboration during design allows for better decision making and risk mitigation, helping to improve quality.
3) Precise virtual models are used during implementation and construction to reduce uncertainties and prevent issues like interferences on site.
4) Because of careful planning, construction can be completed on schedule and on budget with less waste and change orders. Owners enjoy better quality assurance and an asset for ongoing operations.
The document discusses essential planning steps for small projects with limited budgets. It recommends thoroughly planning work at the lowest level using a work breakdown structure to capture all technical scope, resources, milestones, and descriptions. Automated tools should be used to consolidate this planning data and enable analysis of things like what work is being done at each organization. Maintaining accurate and up-to-date planning data is important for project management and cross-checks between elements like budget and schedule. Communication is also key when changes are made to planning processes or formats.
Brittain Hadley is a building surveying firm with over 25 years of experience. They provide various building surveying services including project management, cost consultancy, and environmental/sustainable solutions. Their staff have over 50 years of combined experience in building projects. They recently managed refurbishment projects on 99 housing properties with budgets between £57K-£68K per property.
The document discusses integrated testing plans for the Constellation program at KSC. It describes plans to conduct Multi-Element Integrated Tests (MEITs) to test interactions between Constellation flight elements launched on different vehicles before they are integrated in space. MEITs found significant problems in previous programs that could have impacted safety and mission objectives. The tests are intended to reduce risks by identifying issues early.
This document provides an overview of services offered by Integrated Technologies, Inc. related to surface finishing processes. It includes sections on master planning, facility design, project implementation, operations and maintenance support, opportunity assessments, asset management, production planning, water and wastewater management, and energy efficiency. Design drawings and diagrams are presented for surface finishing lines, tank sizing, phased renovation plans, and water recycling systems.
A manufacturer was retrofitting machines for a customer but the project was over budget and behind schedule. Using Six Sigma methods, the root causes were analyzed which found inconsistencies in how tasks were performed. All technicians underwent standardized training which reduced the average time per unit by 21% and allowed the project to be completed ahead of schedule and under budget, saving the manufacturer money.
The document provides an overview of Site Waste Management Plan Regulations 2008 and guidance for local authorities on enforcing the regulations. It discusses objectives like understanding and agreeing on how to enforce the regulations to drive performance and align approaches. The regulations require waste management plans for construction projects over £300k to track waste and ensure proper disposal. Benefits include reduced fly-tipping, cleaner environments, and savings for local authorities.
This document advertises and provides information about the "Retrofitting for Energy Efficiency Europe" conference taking place on February 15-16, 2011 in London. The conference will bring together architects, project managers, and property owners to discuss cost-effective approaches to retrofitting and refurbishment projects. Speakers from organizations like Vinci, Bouygues, MT Hojgaard, and BRE will provide case studies and insights into delivering innovative retrofit strategies, new technologies, and legislation compliance. The conference aims to help attendees develop effective retrofit designs, execution plans, and upgrade programs to improve energy efficiency and secure their business in the growing retrofitting industry.
This document discusses integrated project delivery (IPD) and how incorporating building information modeling (BIM) enables more efficient collaboration. It outlines the key phases of an IPD project:
1) The project team comes together early in conceptualization to improve accuracy and avoid costly redesign work later.
2) Collaboration during design allows for better decision making and risk mitigation, helping to improve quality.
3) Precise virtual models are used during implementation and construction to reduce uncertainties and prevent issues like interferences on site.
4) Because of careful planning, construction can be completed on schedule and on budget with less waste and change orders. Owners enjoy better quality assurance and an asset for ongoing operations.
The document discusses essential planning steps for small projects with limited budgets. It recommends thoroughly planning work at the lowest level using a work breakdown structure to capture all technical scope, resources, milestones, and descriptions. Automated tools should be used to consolidate this planning data and enable analysis of things like what work is being done at each organization. Maintaining accurate and up-to-date planning data is important for project management and cross-checks between elements like budget and schedule. Communication is also key when changes are made to planning processes or formats.
Brittain Hadley is a building surveying firm with over 25 years of experience. They provide various building surveying services including project management, cost consultancy, and environmental/sustainable solutions. Their staff have over 50 years of combined experience in building projects. They recently managed refurbishment projects on 99 housing properties with budgets between £57K-£68K per property.
The document discusses integrated testing plans for the Constellation program at KSC. It describes plans to conduct Multi-Element Integrated Tests (MEITs) to test interactions between Constellation flight elements launched on different vehicles before they are integrated in space. MEITs found significant problems in previous programs that could have impacted safety and mission objectives. The tests are intended to reduce risks by identifying issues early.
The document discusses project management at NASA. It provides definitions of projects and project management, and traces the evolution of project management from ancient times to the present. It also discusses frameworks for classifying projects based on their complexity, novelty, and pace. Specifically, it introduces the NCTP model for distinguishing project types and analyzing which project management approach is optimal. It analyzes examples like the Denver airport and space shuttle projects using this framework. Finally, it considers some limitations of current project management approaches.
TynanGroup is a national real estate development services firm with over $4 billion in project experience. They have a highly qualified staff known for solving complex problems and delivering projects on time and on budget. TynanGroup aims to help clients adhere to budgets and schedules while producing high quality projects. They provide a wide range of development services including project management, design, construction, and property services.
Cloudpreneurs - McKinsey Reveals Fast Growth of Cloud AdoptionNewvewm
1) Cloud computing enables entrepreneurs and small businesses to inexpensively access robust computing resources through public cloud platforms like AWS.
2) Adoption of public cloud services is growing rapidly across industries, though security concerns and regulatory issues still present barriers for some organizations.
3) Incumbent technology vendors face pressure to transition to new "cloud purchase models" that focus on usage-based pricing and software-as-a-service offerings.
Safety advisors on site;
Risk assessments and method statements;
Emergency response plans;
Monitoring:
Inspections and audits;
Accident and incident reporting;
Review and improvement.
Communication:
Toolbox talks;
Notice boards;
Safety alerts.
Welfare:
Canteen and rest areas;
First aid provision;
Accommodation.
Personal Protective Equipment:
Issue and enforcement of use;
Maintenance and replacement.
Plant and Equipment:
Inspections and certification;
Operator competency;
Guarding and isolation.
Working at Height:
Scaffolding and MEWPs;
Edge protection;
Fall arrest
The goal of implementing Earned Value Management (EVM) in the EVA Systems Project Office (ESPO) was to utilize existing products and processes where possible to make them compatible with EVM. The presentation covered the Work Breakdown Structure, Organizational Breakdown Structure, Responsibility Assignment Matrix, Control Accounts, Work Packages, Planning Packages, Integrated Master Plan, and schedule integration using Primavera and Deltek Cobra tools. It also discussed interfaces with other processes and EVM integration with the prime contractor.
The Environmental Responsible Aviation (ERA) Project aims to select promising aircraft concepts and technologies by 2025 to simultaneously reduce fuel burn, noise, and emissions. Technologies will be matured from TRL 3 to 5/6 through integrated systems research. Risk management is challenging due to the technical nature of technology development projects and independent sub-projects. ERA's risk management process developed a contribution factor based on expert input to assess each technology's potential to meet ERA goals, which improves identification of risks to project success compared to traditional approaches.
This document contains a risk register for an overhead transmission line project with 16 identified risks. The top 3 risks are:
1) Changes to the approved foundation design after work has commenced could delay the project due to changes in scope.
2) Introduction of new software not specified in the contract could delay the project as it would require additional engineering work and study time.
3) Passing new comments on design revisions may lead to design delays and delays in execution if not properly managed.
The Constellation Space Transportation Planning Office (CSTP) manages the production, launch preparations, mission operations, and recovery of the Orion/Ares vehicle configuration that will transport crew to and from the International Space Station. The CSTP oversees the entire work cycle from element production to final disposition. It uses an organizational structure with divisions for program integration, planning and control, systems engineering, and operations. The presentation provides an overview of CSTP and updates on its projects and forward work.
The document discusses NASA's Innovative Partnerships Program (IPP), which facilitates partnerships between NASA and external parties. The IPP aims to identify ways to add value to NASA's priorities through a win-win-win approach benefiting NASA, partners, and taxpayers. The IPP encompasses various elements including technology infusion, innovation incubation, and partnership development. It also discusses the value of software reuse across NASA programs and projects and provides examples of where software is used and how much is developed at NASA based on FY09 agency reports.
This document discusses the JPL Media Search Project, a multimedia search tool developed by JPL and Owl Insight LLC to index and search audio/video files. It can perform semantic searches to find relevant content without knowing exact search terms. The tool was piloted on a set of 1700 files. Plans are described to scale the system and apply it to larger collections like the NASA Engineering Network repository containing over 1 million files. The goal is to help NASA effectively capture and retrieve engineering best practices and expertise contained in multimedia files.
The document provides an overview of the Global Precipitation Measurement (GPM) Project from a project management perspective. It discusses the GPM mission objectives of improving understanding of the global water cycle and precipitation forecasts. It describes the GPM observatory and spacecraft, including instruments and ground assets. It also summarizes the project management approach, including the use of an integrated master schedule, earned value management, and joint confidence level analysis to manage schedule and costs.
This document summarizes the role and responsibilities of the Systems and Software Engineering Directorate within the Office of the Deputy Under Secretary of Defense for Acquisition and Technology. The Directorate provides independent technical advice and oversight to programs, establishes acquisition policy and guidance, and works to advance systems engineering practices. It sees opportunities to improve how programs apply systems engineering early in the acquisition lifecycle to better define requirements and manage risks.
The document provides a risk register for an overhead transmission line project. It identifies 5 main risks:
1) Changes to the approved foundation design could delay the project.
2) Introducing new foundation design software not specified in the contract could lead to delays from additional engineering work.
3) Selecting the route alignment without a proper survey could result in delays from suboptimal tower positions.
4) Using an incompetent project team without experience in overhead line construction in hilly areas could impact the project.
5) Not deploying sufficient machinery for civil works like access roads and excavation in hilly terrain could slow progress.
The document discusses a center-wide facilities planning review conducted by NASA's Johnson Space Center from 2007-2009. The review aimed to capture a comprehensive facilities listing, assess budgets tied to facilities utilization, and support risk-based decisions regarding facility closeouts, consolidations and funding. In FY2007, the initial assessment was conducted through interviews and spreadsheets. This identified a need for more input from facility planners and management. In subsequent years, a database called JFReD was created to better capture and report facilities information to support strategic planning across the agency. The review process continued to be refined with the goals of comprehensive data collection and linking facilities utilization to overall center master planning.
The Constellation Space Transportation Planning Office (CSTP) was established in 2008 to prepare NASA's Constellation Program for the operations and sustaining phase of the Ares I and Orion spacecraft's lifecycle. The CSTP works closely with the Constellation Program to address operability considerations in design and establish the future Constellation Space Transportation Program to manage production, launch, and recovery operations for Ares I/Orion missions to the International Space Station.
The document describes a project management toolkit developed by NASA Glenn Research Center to help with space flight projects. The toolkit provides a collection of standardized project planning and management tools accessible through a web portal. It aims to facilitate rigorous and compliant project proposal, planning, execution, and control according to NASA requirements and best practices. The development of the operational toolkit was driven by a strategic goal of delivering project management excellence for successful customer missions.
This document provides an overview of Xcel Energy's strategy and financial results. It discusses Xcel's focus on investing in regulated utility assets to earn stable returns. Key points include rate cases that increased allowed returns, upcoming generation projects, and earnings guidance of $1.25-1.35 per share for 2006. It also summarizes Xcel's operating jurisdictions, generation sources, and ongoing litigation over company-owned life insurance policies.
This document summarizes Xcel Energy's strategy for executing its core business and driving earnings growth between 2006 and 2020. It discusses planned investments in rate base, transmission infrastructure, generation assets and environmental upgrades. Key initiatives include the Comanche 3 plant, CapX2020 transmission projects, and nuclear license renewals. The presentation outlines regulatory proceedings, cost recovery mechanisms, and financial performance targets, with the goal of delivering steady EPS and dividend growth.
This document summarizes Dick Kelly's presentation at the Global Power & Gas Leaders Conference on September 26-27, 2006. Kelly outlines Xcel Energy's strategy to build its core business through targeted investments to meet increasing customer needs, focusing on diverse and reliable energy supply, environmental responsibility, and fair pricing. The strategy aims to deliver attractive total returns through 5-7% annual EPS growth and 2-4% annual dividend increases. Kelly also reviews various investment and regulatory initiatives underway across Xcel Energy's service territories to support this strategy and earnings growth.
This document discusses Xcel Energy's strategy for sustainable growth through investments in regulated utility operations. It outlines Xcel's plans to invest in renewable energy, transmission infrastructure, and environmental projects. Xcel expects this capital investment to drive 5-7% annual EPS growth and 2-4% annual dividend growth. The company operates under constructive regulation and has recovery mechanisms that allow passing costs through to customers.
xcel energy 9_4LehmanConfPresentation952007SECfinance26
This document summarizes a presentation given by Ben Fowke, Vice President and CFO of Xcel Energy, at a Lehman Brothers conference on September 5, 2007. Fowke outlines Xcel Energy's value proposition as a low-risk regulated utility with a constructive regulatory environment and opportunities for investment and growth. He highlights recent accomplishments and construction projects on budget and on schedule. Fowke projects continued investment opportunities, earnings per share growth of 5-7% annually, and dividend growth of 2-4% per year through 2011 while maintaining a dividend yield of approximately 4.5%.
The document discusses project management at NASA. It provides definitions of projects and project management, and traces the evolution of project management from ancient times to the present. It also discusses frameworks for classifying projects based on their complexity, novelty, and pace. Specifically, it introduces the NCTP model for distinguishing project types and analyzing which project management approach is optimal. It analyzes examples like the Denver airport and space shuttle projects using this framework. Finally, it considers some limitations of current project management approaches.
TynanGroup is a national real estate development services firm with over $4 billion in project experience. They have a highly qualified staff known for solving complex problems and delivering projects on time and on budget. TynanGroup aims to help clients adhere to budgets and schedules while producing high quality projects. They provide a wide range of development services including project management, design, construction, and property services.
Cloudpreneurs - McKinsey Reveals Fast Growth of Cloud AdoptionNewvewm
1) Cloud computing enables entrepreneurs and small businesses to inexpensively access robust computing resources through public cloud platforms like AWS.
2) Adoption of public cloud services is growing rapidly across industries, though security concerns and regulatory issues still present barriers for some organizations.
3) Incumbent technology vendors face pressure to transition to new "cloud purchase models" that focus on usage-based pricing and software-as-a-service offerings.
Safety advisors on site;
Risk assessments and method statements;
Emergency response plans;
Monitoring:
Inspections and audits;
Accident and incident reporting;
Review and improvement.
Communication:
Toolbox talks;
Notice boards;
Safety alerts.
Welfare:
Canteen and rest areas;
First aid provision;
Accommodation.
Personal Protective Equipment:
Issue and enforcement of use;
Maintenance and replacement.
Plant and Equipment:
Inspections and certification;
Operator competency;
Guarding and isolation.
Working at Height:
Scaffolding and MEWPs;
Edge protection;
Fall arrest
The goal of implementing Earned Value Management (EVM) in the EVA Systems Project Office (ESPO) was to utilize existing products and processes where possible to make them compatible with EVM. The presentation covered the Work Breakdown Structure, Organizational Breakdown Structure, Responsibility Assignment Matrix, Control Accounts, Work Packages, Planning Packages, Integrated Master Plan, and schedule integration using Primavera and Deltek Cobra tools. It also discussed interfaces with other processes and EVM integration with the prime contractor.
The Environmental Responsible Aviation (ERA) Project aims to select promising aircraft concepts and technologies by 2025 to simultaneously reduce fuel burn, noise, and emissions. Technologies will be matured from TRL 3 to 5/6 through integrated systems research. Risk management is challenging due to the technical nature of technology development projects and independent sub-projects. ERA's risk management process developed a contribution factor based on expert input to assess each technology's potential to meet ERA goals, which improves identification of risks to project success compared to traditional approaches.
This document contains a risk register for an overhead transmission line project with 16 identified risks. The top 3 risks are:
1) Changes to the approved foundation design after work has commenced could delay the project due to changes in scope.
2) Introduction of new software not specified in the contract could delay the project as it would require additional engineering work and study time.
3) Passing new comments on design revisions may lead to design delays and delays in execution if not properly managed.
The Constellation Space Transportation Planning Office (CSTP) manages the production, launch preparations, mission operations, and recovery of the Orion/Ares vehicle configuration that will transport crew to and from the International Space Station. The CSTP oversees the entire work cycle from element production to final disposition. It uses an organizational structure with divisions for program integration, planning and control, systems engineering, and operations. The presentation provides an overview of CSTP and updates on its projects and forward work.
The document discusses NASA's Innovative Partnerships Program (IPP), which facilitates partnerships between NASA and external parties. The IPP aims to identify ways to add value to NASA's priorities through a win-win-win approach benefiting NASA, partners, and taxpayers. The IPP encompasses various elements including technology infusion, innovation incubation, and partnership development. It also discusses the value of software reuse across NASA programs and projects and provides examples of where software is used and how much is developed at NASA based on FY09 agency reports.
This document discusses the JPL Media Search Project, a multimedia search tool developed by JPL and Owl Insight LLC to index and search audio/video files. It can perform semantic searches to find relevant content without knowing exact search terms. The tool was piloted on a set of 1700 files. Plans are described to scale the system and apply it to larger collections like the NASA Engineering Network repository containing over 1 million files. The goal is to help NASA effectively capture and retrieve engineering best practices and expertise contained in multimedia files.
The document provides an overview of the Global Precipitation Measurement (GPM) Project from a project management perspective. It discusses the GPM mission objectives of improving understanding of the global water cycle and precipitation forecasts. It describes the GPM observatory and spacecraft, including instruments and ground assets. It also summarizes the project management approach, including the use of an integrated master schedule, earned value management, and joint confidence level analysis to manage schedule and costs.
This document summarizes the role and responsibilities of the Systems and Software Engineering Directorate within the Office of the Deputy Under Secretary of Defense for Acquisition and Technology. The Directorate provides independent technical advice and oversight to programs, establishes acquisition policy and guidance, and works to advance systems engineering practices. It sees opportunities to improve how programs apply systems engineering early in the acquisition lifecycle to better define requirements and manage risks.
The document provides a risk register for an overhead transmission line project. It identifies 5 main risks:
1) Changes to the approved foundation design could delay the project.
2) Introducing new foundation design software not specified in the contract could lead to delays from additional engineering work.
3) Selecting the route alignment without a proper survey could result in delays from suboptimal tower positions.
4) Using an incompetent project team without experience in overhead line construction in hilly areas could impact the project.
5) Not deploying sufficient machinery for civil works like access roads and excavation in hilly terrain could slow progress.
The document discusses a center-wide facilities planning review conducted by NASA's Johnson Space Center from 2007-2009. The review aimed to capture a comprehensive facilities listing, assess budgets tied to facilities utilization, and support risk-based decisions regarding facility closeouts, consolidations and funding. In FY2007, the initial assessment was conducted through interviews and spreadsheets. This identified a need for more input from facility planners and management. In subsequent years, a database called JFReD was created to better capture and report facilities information to support strategic planning across the agency. The review process continued to be refined with the goals of comprehensive data collection and linking facilities utilization to overall center master planning.
The Constellation Space Transportation Planning Office (CSTP) was established in 2008 to prepare NASA's Constellation Program for the operations and sustaining phase of the Ares I and Orion spacecraft's lifecycle. The CSTP works closely with the Constellation Program to address operability considerations in design and establish the future Constellation Space Transportation Program to manage production, launch, and recovery operations for Ares I/Orion missions to the International Space Station.
The document describes a project management toolkit developed by NASA Glenn Research Center to help with space flight projects. The toolkit provides a collection of standardized project planning and management tools accessible through a web portal. It aims to facilitate rigorous and compliant project proposal, planning, execution, and control according to NASA requirements and best practices. The development of the operational toolkit was driven by a strategic goal of delivering project management excellence for successful customer missions.
This document provides an overview of Xcel Energy's strategy and financial results. It discusses Xcel's focus on investing in regulated utility assets to earn stable returns. Key points include rate cases that increased allowed returns, upcoming generation projects, and earnings guidance of $1.25-1.35 per share for 2006. It also summarizes Xcel's operating jurisdictions, generation sources, and ongoing litigation over company-owned life insurance policies.
This document summarizes Xcel Energy's strategy for executing its core business and driving earnings growth between 2006 and 2020. It discusses planned investments in rate base, transmission infrastructure, generation assets and environmental upgrades. Key initiatives include the Comanche 3 plant, CapX2020 transmission projects, and nuclear license renewals. The presentation outlines regulatory proceedings, cost recovery mechanisms, and financial performance targets, with the goal of delivering steady EPS and dividend growth.
This document summarizes Dick Kelly's presentation at the Global Power & Gas Leaders Conference on September 26-27, 2006. Kelly outlines Xcel Energy's strategy to build its core business through targeted investments to meet increasing customer needs, focusing on diverse and reliable energy supply, environmental responsibility, and fair pricing. The strategy aims to deliver attractive total returns through 5-7% annual EPS growth and 2-4% annual dividend increases. Kelly also reviews various investment and regulatory initiatives underway across Xcel Energy's service territories to support this strategy and earnings growth.
This document discusses Xcel Energy's strategy for sustainable growth through investments in regulated utility operations. It outlines Xcel's plans to invest in renewable energy, transmission infrastructure, and environmental projects. Xcel expects this capital investment to drive 5-7% annual EPS growth and 2-4% annual dividend growth. The company operates under constructive regulation and has recovery mechanisms that allow passing costs through to customers.
xcel energy 9_4LehmanConfPresentation952007SECfinance26
This document summarizes a presentation given by Ben Fowke, Vice President and CFO of Xcel Energy, at a Lehman Brothers conference on September 5, 2007. Fowke outlines Xcel Energy's value proposition as a low-risk regulated utility with a constructive regulatory environment and opportunities for investment and growth. He highlights recent accomplishments and construction projects on budget and on schedule. Fowke projects continued investment opportunities, earnings per share growth of 5-7% annually, and dividend growth of 2-4% per year through 2011 while maintaining a dividend yield of approximately 4.5%.
This document provides an overview and summary of Xcel Energy's strategy to deliver sustainable growth through 2020. It discusses Xcel's goals of meeting customer needs, showing environmental leadership, and working to shape public policy. Key initiatives include renewable energy investments, emissions reductions, and new technologies like IGCC with carbon sequestration. Recent rate cases have allowed recovery of costs for projects like Comanche Unit 3 and emissions reductions. Planned investments are expected to drive 5-7% annual EPS growth through 2020 while maintaining the dividend.
Xcel Energy is implementing a strategy to increase shareholder value through investing in rate base assets and increasing its earned return on equity. It plans to invest $5.7 billion in capital projects over 2006-2009, which is expected to increase its average rate base by 4.5% annually. It is also pursuing rate cases to increase allowed returns. Key upcoming cases include Colorado Electric in 2007 and Minnesota Gas in late 2006. Xcel Energy expects EPS growth of 5-7% annually through 2009 by executing this strategy while maintaining its credit ratings and dividend growth.
Unum Group reported financial results for the third quarter of 2008. While net income was $108.0 million, this included realized investment losses of $108.9 million. Excluding these losses, after-tax income was $216.9 million. The group disability benefit ratio continued trending downward. Across segments, Unum US saw increases in operating income for disability and voluntary lines, while UK saw a decrease in operating income of 4.9% compared to the prior year. Overall the company demonstrated continued strong performance across core segments and a strong capital position is being maintained despite challenges in the current economic environment.
This document discusses Xcel Energy's strategy to invest in regulated utility assets to increase its earned return on equity and provide attractive total returns to shareholders. It outlines Xcel's capital expenditure plans through 2020 totaling around $1 billion per year focused on transmission infrastructure, as well as upcoming electric rate cases. The strategy aims to deliver earnings per share growth of 5-7% annually through 2009.
This document summarizes Xcel Energy's strategy of investing in regulated utility assets and increasing its earned return on equity. It discusses major capital investment projects, recent rate cases, regulatory cost recovery mechanisms, and financial performance targets. The strategy aims to deliver earnings per share growth of 5-7% annually through 2009 and annual dividend increases of 2-4% by investing over $1 billion per year in transmission, distribution, generation and other core regulated assets.
This document summarizes Xcel Energy's strategy to implement capital investments and increase returns. It outlines a $5.7 billion capital expenditure plan from 2006-2009 focused on rate base assets. This includes investments in coal plant refurbishments and a new coal plant. It discusses regulatory filings and rate cases to increase returns, including a pending Minnesota rate case. The strategy aims to deliver attractive total returns through dividend growth and EPS growth of 5-7% annually while maintaining investment grade credit ratings.
xcel energy 12_6XcelUtilityWeekSECwAppendix12062006finance26
This document provides a summary of Xcel Energy's strategy to build a sustainable core business through 2022. It discusses plans to meet customer needs through competitive pricing and reliability, demonstrate environmental leadership in renewables and emissions reductions, and work with regulators and legislators to establish constructive policies. Key initiatives include the Colorado Emission Reduction Program, Comanche Unit 3, and CapX2020 transmission projects. Financial forecasts illustrate funding growth through operations, debt, and a dividend reinvestment plan while maintaining investment grade credit ratings.
- The document is a Form 10-Q quarterly report filed by Public Service Company of Colorado (PSCo) with the SEC for the quarter ended September 30, 2006.
- It includes unaudited consolidated financial statements for the third quarter and year-to-date, including statements of income, cash flows, and balance sheets.
- Notes to the financial statements provide additional details on significant accounting policies, regulatory matters, income taxes, derivatives and fair value measurements, pension and benefit plans, and commitments and contingencies.
This document is Xcel Energy Inc.'s annual report on Form 10-K for the fiscal year ending December 31, 2007 filed with the Securities and Exchange Commission. It provides an overview of Xcel Energy's electric and natural gas utility operations across four states, key business trends, environmental matters, capital spending, employees and legal proceedings. Financial and operating statistics are also presented for each of Xcel Energy's utility subsidiaries.
xcel energy 4_10MinneapolisInvestorMtgSECApril2007finance26
This document summarizes a presentation given by Xcel Energy to investors. It outlines Xcel's strategy of investing in regulated utility infrastructure to drive sustainable earnings growth of 5-7% annually. It highlights Xcel's leadership in renewable energy and environmental initiatives. The presentation also reviews Xcel's constructive regulatory relationships and mechanisms to recover costs and earn fair returns on investments.
1) Xcel Energy held its 2006 annual shareholders meeting on May 17, 2006. The meeting addressed the election of directors, ratification of auditors, and a proposal to separate the roles of chairman and CEO.
2) Xcel Energy reported 2005 earnings of $499 million and first quarter 2006 earnings of $150 million. The company projected 2006 earnings between $1.25-$1.35 per share.
3) Xcel Energy outlined plans to invest $5 billion over 4 years to improve infrastructure and the environment, including emission reduction projects, transmission upgrades, and renewable energy investments. This would help earn the company's authorized rate of return.
4) Xcel Energy highlighted its commitment to environmental compliance, voluntary
This document is a Form 10-Q quarterly report filed by Northern States Power Company (NSP-Wisconsin) with the Securities and Exchange Commission for the quarterly period ended March 31, 2008. It includes NSP-Wisconsin's consolidated financial statements and notes. The financial statements show that for the quarter ended March 31, 2008, NSP-Wisconsin had operating revenues of $244 million, operating income of $26 million, and net income of $13 million. As of March 31, 2008, NSP-Wisconsin had total assets of $1.3 billion and common stockholder's equity of $474 million.
This document provides a summary from Ben Fowke, Vice President and CFO of Xcel Energy, given at the AGA Financial Forum on April 29 - May 1, 2007. It outlines Xcel Energy's strategy of focusing on regulated utility operations to drive sustainable 5-7% EPS growth and 2-4% annual dividend growth. It also highlights Xcel Energy's environmental leadership in wind and other renewable energy, and discusses regulatory matters and major capital projects.
This document summarizes a presentation about lessons learned from the Big Dig project in Boston. It provides background on the project, discusses existing literature on cost overruns in mega projects, and analyzes cost and schedule data over the life of the Big Dig. The presentation examines project structure, organization, and factors that contributed to cost increases from the initial $2.5 billion estimate to the final $14.8 billion. It aims to identify techniques for improving cost estimation and management of large infrastructure projects.
This document summarizes a presentation about lessons learned from the Big Dig project in Boston. It provides background on the project, discusses existing literature on cost overruns in mega projects, and analyzes cost and schedule data over the life of the Big Dig. The presentation examines project structure, organization, and factors that contributed to cost increases from the initial $2.5 billion estimate to the final $14.8 billion. It aims to identify techniques for improving cost estimation and management of large infrastructure projects.
The document provides an outline for contract and construction management. It discusses managing the construction period through 15 activities including organization, planning, survey checks, site organization, construction methods, time control, cost control, quality control, site meetings, progress reports, claims and disputes, completion of works, and inspection of works. It also discusses managing the defects liability period through inspection of works, defects liability certificate, and final certificate. Project controls are discussed including time and cost control through critical path scheduling, float, resources, and progress reporting.
Infosys Thought Leaders overviews how an Exploration Production Portal & e&p Solution approach enables information sharing among globally spread stakeholders.
This document discusses tendering in the construction industry. It provides background on tendering, including that it is a competitive bidding process based on a defined scope of work. It outlines the objectives, influencing factors, and typical project lifecycle as it relates to tendering. It also describes the roles and responsibilities of various project participants in the tendering process and provides an overview of the tender process and good practices when using Aconex software.
The document summarizes the services provided by KEO, an expert planning, design, engineering and project management firm. KEO offers master planning, urban design, architectural design, structural engineering, landscaping and various other services. Some of KEO's notable current and past projects include developments in Qatar, UAE, Saudi Arabia and other countries consisting of cities, resorts, parks, hospitals, airports, malls and other buildings. KEO has experience managing large scale projects, and is currently responsible for over $400 billion of construction worldwide.
Putting Technology to Work: Reviving New York’s 200-Year-Old City Hall
Shawn Pressley discussed how online collaboration and project management systems can help streamline communication and reduce risks for complex construction projects like renovating New York City Hall. An online platform provides secure information sharing, flexible processes, and complete documentation to improve efficiency and accountability among large project teams. Measurement shows these systems can reduce time spent on tasks like searching for documents by 66% and administrative hours by 80%, allowing projects to be completed on time and on budget with lower risk.
The document discusses program management services for facility projects. The services include scope of work planning through interviewing end-users, analyzing types of projects, performing financial analysis, scheduling projects, aligning resources, and conducting needs analysis. Benefits of program management are reduced risk, reduced costs, and increased leverage of capital.
FTC&H’s diverse staff of engineers, scientists, architects, and
construction professionals continually interact to benefit our
clients with a full-service approach to projects. Responsive
communication, budget and schedule sensitivity, and our constant
pursuit of technical excellence and innovation help us transform
ideas into reality. FTC&H values our clients and seeks to establish
long-term relationships. Our goal is to exceed your expectations
by providing extraordinary client service.
Shivendra Kumar Agarwal has over 22 years of experience in business development, project management, contract management, and operations management in the power, real estate, and infrastructure sectors. He has extensive experience managing thermal power and metro rail projects. His professional experience includes senior positions at Jindal India Thermal Power Ltd. and Lanco Infratech Ltd., where he successfully delivered multiple power plant projects on time and under budget through value engineering and efficient resource utilization.
The document outlines the key processes, inputs, tools/techniques, and outputs for Project Integration Management, Scope Management, and Time Management according to the Project Management Body of Knowledge (PMBOK) 4th edition. For each knowledge area (KA), the core planning (PLAN), executing (EXEC), monitoring/controlling (M&C), and closing processes are listed along with their typical inputs, tools/techniques used, and outputs. The goal is to provide a high-level overview of the processes, inputs/outputs, and techniques involved in integrating, defining scope, and managing time for a project according to the PMBOK framework.
The document discusses different project implementation methods and introduces Pöyry's proprietary 4ePCM concept. 4ePCM is an interactive project management procedure that provides structure, clarity and efficiency through standardized definitions of functions, processes, tasks and deliverables. It integrates Pöyry's project experience into a database to transparently define roles and ensure targets are met for Engineering, Procurement and Construction Management projects.
The document outlines the process for a mechanical, electrical, and plumbing (MEP) design project from programming through construction and commissioning. It involves selecting design teams, developing schematic and detailed designs, construction document reviews, bidding, construction, and ensuring the systems are operational. The process has multiple phases for coordination between disciplines and incorporates reviews, value engineering, and constructability assessments.
1. The Weyer Group provides complete engineering support for clients during all project phases, from requirement development and design to ensuring regulatory compliance.
2. Their public authority management gives clients planning security by identifying costs from safety regulations early.
3. Important decisions made early in a project have a large impact on later costs, so involving Weyer Group assures optimal conditions.
The document provides an overview of Offshore Engineering, a 10-year-old engineering design company based in Mumbai, India that focuses on providing skid design engineering services to the upstream and downstream oil and gas sector. It lists the services offered, including static and skid design, front end engineering design, quality concepts and validation. It also provides details of three case studies for projects involving coarse sea water filtration skids, chemical injection skids, and fuel gas conditioning systems.
Shivam Technologies is an engineering solutions company based in Pune, India that has been in operation since 2001. It has over 100 engineering resources with expertise across various industries like automotive, aerospace, and energy. The company uses process-driven methodologies and has tools for outsourcing engineering services. It has experienced high growth and client retention over the past 5 years. Shivam Technologies provides services like CAD modeling, CAE analysis, tooling design, and product development.
The document discusses how building information modeling (BIM) can provide business value through improved productivity, reduced risk and waste, highlighting case studies of construction firms that achieved benefits by adopting new processes centered around collaborative BIM usage. It also examines different project delivery methods and how BIM can be implemented effectively under each to optimize outcomes.
T&T Energy Services is an independent engineering consultancy based in Ankara, Turkey that provides integrated project management and well engineering services including drilling, workovers, completions, and production. The company aims to deliver fit-for-purpose well designs and solutions on schedule and on budget. It prides itself on its specialists who have experience working in extreme conditions around the world. T&T Energy Services has expertise across the upstream oil and gas lifecycle from initial planning through drilling, completions, and abandonment.
This document provides an overview and financial projections for Xcel Energy. It discusses Xcel Energy's integrated utility operations, forecasts steady customer and earnings growth, and outlines plans to reduce emissions and refurbish coal plants. It also summarizes Xcel Energy's liquidity and debt refinancing plans, provides 2003 earnings guidance, and outlines priorities including resolving its involvement with bankrupt company NRG.
This document provides an overview and financial projections for Xcel Energy. It discusses Xcel Energy's integrated utility operations, forecasts steady customer and earnings growth, and outlines plans to reduce emissions and refurbish coal plants. It also summarizes Xcel Energy's liquidity and debt refinancing plans, provides 2003 earnings guidance, and outlines priorities including resolving its NRG investment and maintaining its dividend.
This document provides an overview and financial projections for Xcel Energy. It discusses Xcel Energy's integrated utility operations, forecasts steady customer and earnings growth, and outlines plans to reduce emissions and refurbish coal plants. It also summarizes Xcel Energy's liquidity and debt refinancing plans, provides 2003 earnings guidance, and outlines priorities including resolving its involvement with bankrupt company NRG.
This document summarizes Xcel Energy's presentation at the 2003 Banc of America Securities Investment Conference. It outlines Xcel Energy's operations as an integrated utility across multiple US states, financial metrics including earnings growth and dividend yield, efforts to divest from the unprofitable NRG Energy business, and capital expenditure plans including converting coal plants to natural gas to reduce emissions. It also provides guidance for 2003 earnings per share and outlines financing plans to redeem higher interest debt.
This document summarizes Xcel Energy's presentation at the 2003 Banc of America Securities Investment Conference. It outlines Xcel Energy's operations as an integrated utility across multiple US states, its financial performance and guidance, initiatives to reduce emissions in Minnesota, and capital expenditure and financing plans. It highlights Xcel Energy's regulated business model, commitment to dividends, efforts to resolve issues related to its former subsidiary NRG, and expectations for continued earnings growth.
This document summarizes an investor presentation by Xcel Energy on its business operations and financial outlook. It discusses Xcel Energy's integrated utility operations, positive cash flow generation, plans to divest its stake in NRG Energy through bankruptcy proceedings, financial guidance for 2003 including earnings per share, and capital expenditure plans. The presentation also provides comparisons of Xcel Energy's operating metrics to industry peers.
This document provides an overview of Xcel Energy's financial performance and objectives presented at the Edison Electric Institute Financial Conference in October 2003. Key points include: Xcel achieved several accomplishments in 2003 including settling with NRG creditors and maintaining investment grade ratings. Objectives are to invest in utility assets, provide competitive returns, and improve credit ratings. Earnings guidance for 2003 is $1.48-$1.53 per share and $1.15-$1.25 for 2004, driven by utility operations and tax benefits from NRG. The presentation outlines capital expenditures, financing plans, and regulatory strategies.
This document provides an overview of Xcel Energy's financial performance and objectives presented at the Edison Electric Institute Financial Conference in October 2003. Key points include: Xcel achieved several accomplishments in 2003 including settling with NRG creditors and maintaining investment grade ratings. Objectives are to invest in utility assets, provide competitive returns, and improve credit ratings. Earnings guidance for 2003 is $1.48-$1.53 per share and $1.15-$1.25 for 2004, driven by utility operations and tax benefits from NRG. The presentation outlines capital expenditures, financing plans, and regulatory strategies.
This document provides an overview of Xcel Energy from their presentation at the Edison Electric Institute Financial Conference in October 2003. Key points include Xcel achieving several accomplishments in 2003 including settling with NRG creditors, maintaining investment grade ratings, and refinancing debt. Projections for 2004 include earnings of $1.15-1.25 per share assuming NRG emerges from bankruptcy. The presentation outlines Xcel's objectives, investments, regulatory strategy, and earnings drivers to emphasize the company as a low-risk, integrated utility with a total return of 7-8%.
This document provides an overview of Xcel Energy from their presentation at the Banc of America Securities Energy & Power Conference in November 2003. Key points include that Xcel achieved several accomplishments in 2003 including settling with NRG creditors and maintaining investment grade ratings. Objectives for 2004 include investing additional capital in utilities, providing competitive returns to shareholders, and improving credit ratings. Earnings guidance for 2003 is $1.48-$1.53 per share and $1.15-$1.25 per share for 2004.
This document summarizes Xcel Energy's presentation at the Banc of America Securities Energy & Power Conference on November 17-19, 2003. It discusses Xcel Energy's accomplishments in 2003, objectives for investment, earnings growth, and credit ratings improvement. It also provides guidance on projected 2003 and 2004 earnings, cash flows, utility investments, and the expected timeline for NRG's emergence from bankruptcy.
This document summarizes Xcel Energy's presentation at the Banc of America Securities Energy & Power Conference on November 17-19, 2003. It discusses Xcel Energy's accomplishments in 2003, objectives for investment, earnings growth, and credit ratings improvement. It also provides guidance on projected 2003 and 2004 earnings, cash flows, utility investments, and the expected timeline for NRG's emergence from bankruptcy.
This document provides an overview of Xcel Energy Inc. for investors attending the EEI International Financial Conference. It summarizes Xcel's financial performance, business segments, generation assets, environmental commitments, regulatory strategy, and earnings guidance. The presentation outlines Xcel's strengths as a utility, investment merits, and objectives to invest additional capital in its utility business and improve credit ratings while providing competitive returns.
This document provides an overview of Xcel Energy Inc. for investors attending the EEI International Financial Conference. It summarizes Xcel's financial performance, business segments, generation assets, environmental commitments, regulatory strategy, and earnings guidance. The presentation outlines Xcel's strengths as a growing utility, its investment merits, and capital expenditure plans to improve its credit ratings and provide competitive returns.
This document provides an overview of Xcel Energy Inc. for investors attending the EEI International Financial Conference. It summarizes Xcel's business segments, strengths, investment merits, capital investment plans, power supply, environmental commitments, and financial performance. Projections for 2004 earnings per share and cash flow are also presented. Key points include Xcel being the 4th largest US electric and gas utility, a growing service area, low rates, and a goal of providing competitive total returns of 7-9% to shareholders.
Xcel Energy reported improved second quarter 2004 earnings compared to the second quarter of 2003. Net income for the quarter was $86 million, or $0.21 per share, compared to a net loss of $283 million, or $0.71 per share in 2003. Regulated utility earnings from continuing operations improved to $89 million in 2004 from $77 million in 2003. Results from discontinued operations were earnings of $5 million in 2004 compared to losses of $337 million in 2003. The company maintained its annual earnings guidance of $1.15 to $1.25 per share.
This document summarizes a presentation given by Dick Kelly, president and COO of Xcel Energy, at a Lehman Brothers energy conference on September 8, 2004. Kelly outlines Xcel Energy's strategy of investing $900-950 million annually in its utility assets to meet growth, while also pursuing specific generation projects, including a $1 billion coal plant expansion in Colorado. Kelly projects total shareholder return of 7-9% annually through earnings growth of 2-4% and a dividend yield of around 5%.
Wayne Brunetti is the Chairman and CEO of Xcel Energy, a major electric and gas utility. The document discusses Xcel Energy's business strategy, which involves continued investment in its utility assets to meet growth. Key capital projects include a $1 billion emissions reduction program in Minnesota and a proposed $1.3 billion coal plant in Colorado. The summary also provides Xcel Energy's earnings guidance for 2004 and discusses its dividend policy. Brunetti emphasizes that Xcel Energy needs clarity on public policy regarding energy and the environment to effectively plan and invest.
Wayne Brunetti is the Chairman and CEO of Xcel Energy, a major electric and gas utility. The document discusses Xcel Energy's business strategy, which involves continued investment in its utility assets to meet growth. Key capital projects include a $1 billion emissions reduction program in Minnesota and a proposed $1.3 billion coal plant in Colorado. The summary also outlines Xcel Energy's financial metrics, earnings guidance, and dividend policy. Brunetti emphasizes that Xcel Energy needs clarity on public policy regarding energy and the environment to effectively plan and invest.
Wayne Brunetti is the Chairman and CEO of Xcel Energy, a major electric and gas utility. The document discusses Xcel Energy's business strategy, which involves continued investment in its utility assets to meet growth. Key capital projects include a $1 billion emissions reduction program in Minnesota and a proposed $1.3 billion coal plant in Colorado. The summary also provides Xcel Energy's earnings guidance for 2004 and discusses its dividend policy. Brunetti emphasizes that Xcel Energy needs clarity on public policy regarding energy and the environment to effectively plan and invest.
A toxic combination of 15 years of low growth, and four decades of high inequality, has left Britain poorer and falling behind its peers. Productivity growth is weak and public investment is low, while wages today are no higher than they were before the financial crisis. Britain needs a new economic strategy to lift itself out of stagnation.
Scotland is in many ways a microcosm of this challenge. It has become a hub for creative industries, is home to several world-class universities and a thriving community of businesses – strengths that need to be harness and leveraged. But it also has high levels of deprivation, with homelessness reaching a record high and nearly half a million people living in very deep poverty last year. Scotland won’t be truly thriving unless it finds ways to ensure that all its inhabitants benefit from growth and investment. This is the central challenge facing policy makers both in Holyrood and Westminster.
What should a new national economic strategy for Scotland include? What would the pursuit of stronger economic growth mean for local, national and UK-wide policy makers? How will economic change affect the jobs we do, the places we live and the businesses we work for? And what are the prospects for cities like Glasgow, and nations like Scotland, in rising to these challenges?
Discovering Delhi - India's Cultural Capital.pptxcosmo-soil
Delhi, the heartbeat of India, offers a rich blend of history, culture, and modernity. From iconic landmarks like the Red Fort to bustling commercial hubs and vibrant culinary scenes, Delhi's real estate landscape is dynamic and diverse. Discover the essence of India's capital, where tradition meets innovation.
Madhya Pradesh, the "Heart of India," boasts a rich tapestry of culture and heritage, from ancient dynasties to modern developments. Explore its land records, historical landmarks, and vibrant traditions. From agricultural expanses to urban growth, Madhya Pradesh offers a unique blend of the ancient and modern.
KYC Compliance: A Cornerstone of Global Crypto Regulatory FrameworksAny kyc Account
This presentation explores the pivotal role of KYC compliance in shaping and enforcing global regulations within the dynamic landscape of cryptocurrencies. Dive into the intricate connection between KYC practices and the evolving legal frameworks governing the crypto industry.
Budgeting as a Control Tool in Government Accounting in Nigeria
Being a Paper Presented at the Nigerian Maritime Administration and Safety Agency (NIMASA) Budget Office Staff at Sojourner Hotel, GRA, Ikeja Lagos on Saturday 8th June, 2024.
Confirmation of Payee (CoP) is a vital security measure adopted by financial institutions and payment service providers. Its core purpose is to confirm that the recipient’s name matches the information provided by the sender during a banking transaction, ensuring that funds are transferred to the correct payment account.
Confirmation of Payee was built to tackle the increasing numbers of APP Fraud and in the landscape of UK banking, the spectre of APP fraud looms large. In 2022, over £1.2 billion was stolen by fraudsters through authorised and unauthorised fraud, equivalent to more than £2,300 every minute. This statistic emphasises the urgent need for robust security measures like CoP. While over £1.2 billion was stolen through fraud in 2022, there was an eight per cent reduction compared to 2021 which highlights the positive outcomes obtained from the implementation of Confirmation of Payee. The number of fraud cases across the UK also decreased by four per cent to nearly three million cases during the same period; latest statistics from UK Finance.
In essence, Confirmation of Payee plays a pivotal role in digital banking, guaranteeing the flawless execution of banking transactions. It stands as a guardian against fraud and misallocation, demonstrating the commitment of financial institutions to safeguard their clients’ assets. The next time you engage in a banking transaction, remember the invaluable role of CoP in ensuring the security of your financial interests.
For more details, you can visit https://technoxander.com.
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
“Amidst Tempered Optimism” Main economic trends in May 2024 based on the results of the New Monthly Enterprises Survey, #NRES
On 12 June 2024 the Institute for Economic Research and Policy Consulting (IER) held an online event “Economic Trends from a Business Perspective (May 2024)”.
During the event, the results of the 25-th monthly survey of business executives “Ukrainian Business during the war”, which was conducted in May 2024, were presented.
The field stage of the 25-th wave lasted from May 20 to May 31, 2024. In May, 532 companies were surveyed.
The enterprise managers compared the work results in May 2024 with April, assessed the indicators at the time of the survey (May 2024), and gave forecasts for the next two, three, or six months, depending on the question. In certain issues (where indicated), the work results were compared with the pre-war period (before February 24, 2022).
✅ More survey results in the presentation.
✅ Video presentation: https://youtu.be/4ZvsSKd1MzE
What Lessons Can New Investors Learn from Newman Leech’s Success?Newman Leech
Newman Leech's success in the real estate industry is based on key lessons and principles, offering practical advice for new investors and serving as a blueprint for building a successful career.
Dr. Alyce Su Cover Story - China's Investment Leadermsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
2. Presentation Outline
MN MERP Overview
Allen S. King Project Schedule Overview
Status Update ( including progress photos)
Key Remaining Activities
Influences – Internal & External
3. MN MERP Overview
Emissions Reduction Rider signed into law: Summer 2001
Project development: September 2001 – May 2002
Initial proposal filed with MPUC: May 2002
MERP Project Proposal filed with MPUC: July 2002
Regulatory review and public hearings: Sept 2002 –
November 2003
Settlement Agreement executed: November 2003
— King Rehabilitation $382 M May 2007
— High Bridge Combined Cycle $395 M May 2008
— Riverside Repower $212 M May 2009
MPUC Approval: December 18, 2003
4. King Plant Rehabilitation
Install new state-of-the-art pollution control equipment,
rebuild the existing boiler, replace the existing steam turbine,
install new digital plant control system, and upgrade balance
of plant equipment as necessary.
In-Service Date: May 2007
Capital Cost: Settlement Estimate: $382 million
Emissions Reductions: NOx ~17,000 TPY (89%)
SO2 ~24,000 TPY (91%)
PM ~90 TPY (20%)
HG ~ 15 #/yr (20%)
5. High Bridge Conversion
Install two new natural gas fired combustion turbines operating in
‘combined cycle’ mode to power a new steam turbine. Retire and
demolish the existing facility after the new system is installed.
In-Service Date: May 2008
Capital Cost: Settlement Estimate: $395 million
Emissions Reductions: NOx ~ 4,400 TPY (98%)
SO2 ~ 3,100 TPY (100%)
PM ~ 100 TPY (100%)
HG ~ 66 #/yr (100%)
7. Riverside Repowering
Install two new, natural gas fired combustion turbines operating in
‘combined cycle’ mode to power the existing Unit 7 Steam turbine.
Retire and demolish Unit 8 after completion of the new installation.
In-Service Date: May 2009
Capital Cost: Settlement Estimate: $212 million
Emissions Reductions: NOx ~ 13,000 TPY (99%)
SO2 ~ 12,000 TPY (100%)
PM ~ 540 TPY (100%)
HG ~ 98 #/yr (100%)
12. Functional Organization
Engineering Manager
Co nstruction Man ag er
Russ Girtz Project Management Consult an t
Byron Nordell
Over sight of Design Basis
Wayn e Osat iuk
Safety
Support Data Requests from other
Master Project Schedule
Constr uction Planning
Xcel Ener gy Depts. and/or Business Master Project Cost
Contractor Over sight
Units
Project Scope
Site Support Labor
Inter face with the B&V Project T eam
Project Resour ce Management
Site Services Supervision
Pr ovide oversight of and dir ection to Project Procurement
Inspection and T esting
other technical and engineering
Project Administr ation Project Risk Management
resources on the Project, Including:
Project Collaboration Tool ( Expedition)
Labor Relations with Minnesota Building
Environmental Consultants Project Reporting
T rades Council
King System Engineer s
ES Pr oduction Resources
UEC Engineer ing
Supply Matter Experts
Commercial Manag er
Technical Data Review
Pro ject Director
Construction Suppor t Brian Westerh au s
Subject Matter Experts (SMEs) Supplier Selection Process
Ron Elsn er
Bid Package Creation
Develop and implement
Bid Analysis Process
Pr oject Plan
Contract Administration
External Interface
Technical
A&E Project Management
Financial
Cat hy Weber
Planning and Scheduling
Manage and supervise ES contract.
Implementation and
Ensure engineering activities are carr ied Plant Liaison
constr uction
out to support the pr oject schedule,
Mike Miser
Star t- up
budget, and needs of all pr oject
Distr ibution of:
par ticipants.
General pr oject infor mation
Supervise the engineer ing staff at B&V to
Issue specific and/or task specific information
ensure that budget and schedule are met.
to the plant staff
Pr ovide timely reviews of project
Communicating schedule infor mation to plant
engineer ing status.
personnel
Ensure that all Quality Assur ance and
Participating in and representing plant inter ests in
Quality Control requir ements for
the development and review of the project
engineer ing are met.
Start-Up Manager schedule
Establish and maintain procedur es and
Responsible for determining which groups and/or
process. Rich Goshorn
individual member s of the plant staff should
Develop Star t up & Commissioning
Meet with Xcel Energy Core Management
pr ovide subject matter expertise on given topics
Team to update the project status, note plan and schedule
Accountable for assuring that necessary and
and r esolve ar eas of concern, and provide Oversee development of Start-Up
appropriate groups and/or individuals at the plant
Pr oceedur es
support as requested.
ar e involved in (or, are given the oppor tunity to
Pr oject Reporting Oversee Star t-Up & Commissioning of
pr ovide input to) the project.
Ensure that the ES pr ovided support for all new equipment
Accountable for meeting deadlines for review,
the r equirements in the King Plant
consolidation, and return of data/infor mation/
Rehabilitation Project Settlement
comments from the plant to the project.
Agr eement.
13. Project Approach/ Plan
Collection of distinct sub-projects
Familiarity and experience with sub-projects
Traditional Owner-Managed approach
— Owner’s Engineer: B&V
— Equipment Procurement and Installation: Self Contract
— Construction Management: Utility Engineering
— Commissioning & Start-up: Self Perform
14. Allen S. King Project Schedule Overview
Start of engineering: October 31, 2003
Contracted for major equipment: July, 2004
Groundbreaking: April 22, 2005
Foundations and substructures complete: December 28, 2005
Start of new equipment commissioning: March 2006
Unit comes out-of-service: September 5, 2006
Boiler rebuild & steam turbine replacement: Sept 2006 – Jan 2007
‘First Fire’ on coal: March 2007
Return to service: May 2007 – Project remains on schedule
15. Activities Completed to Date
All environmental permitting complete – State
and Federal
Detailed design and integration: 95% complete
Major procurement: 100% Complete
— Competitive bidding process
— Firm price contracts
Overall construction : ~45% complete
Commissioning & startup:
— Planning: Complete
— Implementation: In progress
Operating procedures development: In progress
Operator training: In progress
16. Procurement of Major Components
AQCS:
– Alstom ECS; Knoxville
– Delivery ~95%; Construction ~60%
SCR:
– Mitsubishi Power Systems; Newport Beach
– Delivery ~95%; Construction ~50%
Boiler:
– B&W; Barberton
– Design ~100%; Manufacturing: 90+%
Steam Turbine:
– Alstom Power; Richmond, Rugby, Elblag
– Design ~100%; Manufacturing 90+%
17. Major Construction Contracts
Substructures: Lunda Construction; Little Chute, WI
SCR Mechanical: Graycor; Homewood, IL
AQCS Mechanical: Graycor
AQCS Electrical: Frauenshuh PD; Minneapolis
DCS/BOP Electrical: Capital; Kansas City
Steam Turbine Area Mechanical: O.J.Boldt; Appleton, WI
Boiler Area Mechanical: B&WCC (pending)
32. Key Remaining Activities
Cooling Towers In-Service: June 1, 2006
AQCS/SCR Mechanically Complete: September 1, 2006
Unit Out-of-Service: September 5, 2006
Demolition Substantially Complete: October 15, 2006
Boiler Pressure Parts Complete: January 31, 2007
First Fire on Gas: February 2007
First Fire on Coal: March 2007
First synch to the grid: April 2007
Unit Return-to-Service: May 2007
33. Influences – Internal & External
Construction labor availability and productivity
in Fall 2006
– Extended periods of multi-shift overtime activities
– May be competing with ourselves for resources (Sherco)
Tight marketplace and commodity price increases
Operator training & initial plant operation
– Rehabilitated plant will have some fundamental
differences from existing configuration.