This undeveloped hydroelectric source in North America is about to be tapped by one of Canada’s leading private utilities. This project will be developed in multiple phases over the course of the next couple years. At full capacity, this hydroelectric generating facility will become one of the largest hydro developments in the world.
This is an historic project where PTAG will help build the project and construction management organization. PTAG is assembling multiple project teams in the areas of Construction, Engineering, Designing, Environment, Contracts Administration, Project Management, and Quality.
This pipeline has an operating capacity of 140,000 bpd and starts in northern Alberta and continues south to just north of Edmonton. It is comprised of 7 pumping stations. The objective is to increase operating capacity to 250,000 bpd through several well planned outages without reducing the current operating capacity mentioned above.
It was determined that the existing pipeline can accommodate 250,000 bpd with upgrades made to several stations. The order of upgrades to these stations will be determined by the highest degree of hydraulic gain. Each station will receive new pumps, valves, instrumentation, motors, electrical buildings c/w VFD’s, switch gear, and other ancillary equipment. PTAG is instrumental in the management and coordination of scheduling, procurement, construction execution and commissioning of the entire project.
A leading power company within the Asian market that designs, constructs, owns, and operates nuclear facilities hasa mission to become a leading EPC firm that can compete globally. As a first step, they initiated a project management training program which involved the adoption of an extensive multi phased program to improve understanding and consistency among their project and program management organizations at various maturity levels. To compete against leading organizations, they also recognized the need to adopt and implement proven construction management Best Practices (BP) such as those produced by the Construction Industry Institute (CII).
Combine professional Project Management Institute (PMI) training with Construction Industry Institute (CII) Best Practices. The process steps include:
This mid-life refurbishment project will extend the life of one of the best performing nuclear stations in the world. With an exceptional safety record and strong environmental performance, this station will generate a significant amount of the province’s greenhouse, gas emission free power.
This engagement is to provide two groups (infrastructure and project controls) with consulting services to meet the goals of the refurbishment’s planning phase.
With the infrastructure group, assistance is required in managing the plans and schedules for 3rd party contractors. The development of a good infrastructure plan will allow the refurbishment project to successfully transition over to the construction phase in a couple years.
With the project controls group, management services will be provided in areas such as project governance, change management, knowledge transfer and project self-assessments. This forward thinking preparation will enable project controls to successfully manage the difficult transition from engineering to construction over the next two years.
PTAG is providing a resource plan to support both groups in executing the goals of the project.
PTAG is engaged with a multinational metals and mining leader to provide professional services for project management globally.
This engagement brings opportunities to provide a wide range of services in mines across the United States and internationally.
A high voltage direct current (HVDC) 1100km transmission link stretching across provinces in Eastern Canada, as part of a connection between a megawatt renewable hydroelectric generating facility in province and another province. This will also be a source of selling energy across the border.
PTAG is providing project professionals to service in the areas of project management, project controls, construction management, quality, and field engineering.
A major oil and gas company identified a need for improvement within their processes, and their mission was to implement industry recognized Best Practices (BP) throughout their governance model. The goal was an across the board revision to company governance and culture in order to gain traction on the adoption and Implementation of industry proven best practice tools across the entire organization.
We enabled the capital project organization to successfully integrate best practice tools across all their capital projects in a very short period of time.
Through this collaboration, the PDRI toolset was extended to be adopted on every project within their multi-billion dollar program, even those in early stages of development. By using the results of PDRI sessions, our client developed a required contingency for their projects based on key risks identified (low definition elements). This allowed for further development of their Risk Management Plan, which became a living document throughout the life cycle of the project within their risk register.
PTAG was engaged by a major Nuclear generating station for the purpose of assessing the readiness state of a portfolio of projects. The findings of this report would clearly define the current status as required by senior stakeholders to make informed decisions effecting future project initiatives.
PTAG has a formal process which requires the participation of major stakeholder at the project level. Through the facilitation of grading several weighted activities and processes essential for project success, the team produces a report that reflect a real time assessment with concurrence.
After considering all 72 observations, 7 were chosen as critical. Due to the fact that these four projects were all interrelated and represented billions of dollars of investment, a thorough, well written report was prepared for the Senior Executives. PTAG was congratulated from the CEO as he commented “this was the first time he had received information instead of data. As a result, the projects will not move forward until readiness reviews indicate that Front End Planning is complete and agreed upon by all project stakeholders.
This project was the province's first in-service direct current (DC) line to transmit electricity on the province's power grid.
A common industry problem that clients face is being behind schedule in pre-construction. This EPC needed to improve upon their capital project execution processes in areas such as safety, quality, supervision, daily progress reporting, scheduling, costing, and risk management. PTAG worked with senior management to expedite a construction management team to support the multi-billion dollar T&D team to get the project started. We were also asked to streamline the client’s payment process by reviewing their business systems for internal project tracking, resource management, project controls, and client reporting.
We delivered a multi-disciplinary construction management team throughout the Power Sector Portfolio (Nuclear, T&D, Hydro and Thermal Group) that mobilized over a two month period both on-site and in the head offices. PTAG placed a Process Improvement team to analyze the current workflow, the time frame between each step of the process, and identify bottlenecks. By working with group leads in finance and project management, a new workflow was proposed to increase efficiency. To date, the process is working based on the client’s requirements.
Our client faced two challenges: securing the right resources at every stage of each project and retaining them for subsequent phases; and external factors that prevented the project from progressing, such as competent pipeline construction companies, environmental, and inconsistent regulatory requirements.
The multi-phases of the project requires teams at every stage. Our client required a team with backgrounds in construction, quality, project controls and contracts administration. PTAG provided workforce management for both head office and on-site locations across North America.
PTAG also evaluated the existing paper based reporting system. We selected quality audit software that digitalized our client’s current and past reports, optimizing their capabilities to search past documentation.
We delivered multiple project professionals in key project aspects of the project from Project Controls Managers, Contracts Administration, Compliance Support, Engineering, Supply Chain, Document Control, Quality, Health & Safety, and Thermal Facilities Project Management.
PTAG’s Field Management application has automated field data gathering for daily, weekly and monthly reporting, and filing of all Quality Audits, observations and NCRs on these projects. This software provided our client with secure, accurate, up-to-date data to mitigate risk in order to ensure their project is delivered on time.
PTAG was engaged to assess a portfolio of major capital projects for the purpose of managing potential risk and providing support for root cause analysis and solutions on failing projects. These capital projects were located in Africa and Canada and ranged in scope from energy to infrastructure.
PTAG carefully assembled a team of Senior Advisors including Cost Engineer, Contacts Manager, Mechanical Engineer, Senior Scheduler and other Subject Matter Experts as required. A thorough investigation would take place with the cooperation of each Project Team.
Of the four projects, one was found to be on schedule and budget and in a strong position to produce acceptable results to shareholders and the public. System failure and poor performance on a project in Africa was deemed to be a manufacturing defect by a global supplier and is now being corrected. Over runs and schedule risks on a major infrastructure project will be mitigated as the client puts into place our strategic changes to project resources which were lacking in competency and quantity.
This greenfield project was approved for the setting up of potash production on the basis of solution mining. This will be Central Canada’s first new potash mine in nearly forty years and will be the world’s most economically attractive potash project. It will contribute to the province’s growth through employment, tax revenues, utilities and local partnerships.
PTAG was engaged at the director level to help develop the project’s resources required to execute the project. By identifying their needs and planning areas where they need project teams, we are able to resource the right professionals to join the project.
In addition to providing the right project professionals to help with the project, PTAG also improved the project’s workflow by introducing an online time-sheet system to ensure the project team was paid accurately and on-time.