Future Work Plan Activities for Power Capture in the Execute stage
Table of Contents
Objective
The objectives under this stage are to
- Prepare an Operations Readiness Plan aimed at ensuring that the facility will be ready to operate safely and effectively when required.
- Develop a framework for regular reviews and monitoring project execution phase across the technical project work streams, overall project scope and development focused on future impacts on power plant and capture plant operational performance.
- Outline project consortium members involvement during the project execution and operations stage and ensure that the necessary systems and procedures will be in place to manage the interfaces and requirements.
Major Deliverables
The major deliverables of this future work planning section are as follows:
- Operations Readiness Plan covering as a minimum
- Organisation structure
- Manning, recruitment and training
- HR and IR management
- Operational and Maintenance Systems and Procedures
- HSE and Risk Management Systems
- Site management and emergency response
- Business systems and Outsourcing
- Contracting, Procurement and Stores
- Supply and off-take agreements
- Capital and Financial Management Systems
- Asset management
- Operating and maintenance budgetting
- Sales and trading agreements
- Administration
- Project Execution Involvement
- Handover and Acceptance
- Operation readiness work packages and checklists
- Operations readiness risks and mitigaton strategies.
- Operations readiness budget and schedule
- Consortium Management Plan
Tasks
- Review the Project Execution Plan as an input to the Operations Readiness Plan and project execution involvement in particular.
- Capture and consolidate the Forward Work Plans from Operations Management
- Highlight key success/risk factors, risk areas and need for additional information, research to cover any knowledge gaps and focus the work plan towards their mitigation.
- Highlight any economic, regulatory or other barriers that may potentially impact on project feasibility including political, legal, environmental and economic risks emerging from the studies to date
- Define the scope and objectives for the plan including a statement of the business opportunity, critical issues, opportunities and constraints.
- Describe the preferred operational model including, givens (decisions already made), any focus decisions and tactical decisions still to be made.
- Describe the activities or processes that need to be completed prior to start-up of the facility
- Identify and scope the work packages and specify the roles, responsibilities and deliverables and time frames for each package
- Outline minimum standards for key deliverables and specific review or other management requirements
- Identify the stakeholders and describe their roles, responsibilities and dispositions. Include any specific stakeholder management work still be carried out in order to achieve operations readiness. Include all third parties.
- Specify all value improvement or risk mitigation processes to be included in the lead-up to operations such as, video taping of vessel internals and equipment assembly during construction, dynamic simulation training, alignment workshops. peer reviews, lessons learnt, hazard and risk studies and include in the work plan.
- Develop the budget and schedule for operations readiness activities including milestones, and KPIs to enable progress and effectiveness monitoring.
- Specify the team structure, key personnel, lines of communication and reporting relationships including all external organisations that have a direct stake in achieveing operations readiness.
- State the review and reporting requirements for the team including roles and responsibilities of the Steering Committee or Board of Drectors as relevant.
- Describe all management systems and procedures for outsourcing of services, document management, information management, communications and administration of the team.
- Prepare checklists.
- Evaluate simlar operational models where possible to encapsulate key learning outcomes and implements improvements where agreed. These could be presented as part of a Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis
- Critically review the proposed work plan and evaluate how the work could be performed faster, more efficient and more effectively to produce the required outcomes.
- Review project consortium members involvement during the project execution and operations stage
- OUtline the necessary systems and procedures to manage the interfaces and requirements and ensure that these are in place before start-up.
Examples
- Assessing the long-term performance on the In Salah CO2 storage site
- Carbon capture and storage at Karsto
- Gorgon Project
- Guides on Project Planning (Association of Project Management)
- Guides on Project Controls (Association of Project Management)
Institute Knowledge Products
- Development of the Tenaska Trailblazer Energy Centre
- An ideal portfolio of CCS projects and rationale for supporting projects report
Key Personnel
- Board Corporate Representatives
- Project Manager
- Project Engineers
- Project Planner
- Commercial Manager
This content expresses the point of view of individuals in the CCS community and not necessarily the views of their organisation or the Global CCS Institute.
