The practice of organizing a project team to initiate, plan, execute, control and close a project, achieving a specific scope within given schedule and budget constraints. We get work done.
AREAS OF EXPERTISE
We only do what we know we can do exceptionally.
Our highly skilled Project Management Consultants drive your project plans forward, efficiently with full transparency. You will always know the status of the work.
Utilizing traditional PMI PMBOK as well as Agile Project Management methodologies, our experts can provide skills training to your organization.
Knowledgeable in a variety of the leading project management software packages, our team will support your team in developing a custom PMO designed for effective risk management and consistent project controls.
We are the state of the art GPS system providing the necessary data and direction to the Project Manager to reach the team’s destination.
Developing new reports and tools to analyze project data, generate trends, and create project recommendation.
Risk-based proactive and diligent monitoring and controlling of every project attribute and characteristic.
Working with the greater Motive Power Project Controls team to ensure continuous improvement, knowledge sharing and ensuring all are benefiting from new information and lessons learned.
Portfolio level review of engagements providing Quality Review of our portfolios and highlighting future project related risks for the team.
PROBLEMS WE SOLVE
You Can’t Afford to Hire Anything Less
Transmission Line (T-Line) Capital Project
It is common to utilize generators to provide power to customers during a planned clearance. Generation costs can easily exceed $10k per day, so minimizing the clearance window helps to reduce the cost for generation. 10/6 Project Managers (PMs) consistently seek the safest, most cost-effective way to accomplish an activity. Opportunities for pre-clearance work are explored and any equipment that can be pre-fabricated or partially constructed in advance of the clearance are considered. Strong communication lines are essential to managing the generation effort efficiently.
We discovered the electric distribution pole replacement program had a difficult project in the foothills scheduled to start construction in the first quarter of 2019. Understanding that the work would require temporary generation at the same two substations as our project required in early 2018, we started the conversation between the two project teams. By coordinating the two projects, we slightly increased the risk that our project would be delayed due to difficult hole drilling in the foothills for the electric distribution pole replacement program work. However, the schedule adjustment driven by our PM represented over $1M in cost savings by doing the work in Fall 2018 and sharing the cost of temporary generation and construction crews.
T-Line Supervisory Control and Data Acquisition (SCADA) Program Management
A 10/6 Scheduler and Project Controls Analyst (PCA) comprised the SCADA Project Management Team that worked directly with contractors to standardize submissions, automate reports, and integrate submissions with existing reports. We built automated reports to capture P6 schedule data from the contractor schedules and populate the metric milestones per region. Our Scheduler and PCA integrated resource management and tracking tools into the report and created engineering and construction dashboards which utilize the contractor P6 schedules to summarize month over month data for each Engineering, Procurement, and Construction (EPC) vendor for the PG&E key milestones.
This resulted in decreased human performance errors. Automation of manual reporting for Engineering and Construction groups led to major cost savings. It is best to avoid manual reporting at the earliest possible program stage and can be costly if automating regular reports is not prioritized. For Engineering reporting alone, each EPC contractor spent two hours per week on average to generate Engineering updates manually (six hours per week for three contractors). The Utility spent another four hours per week to manually capture those updates and combine them all under an Excel sheet. Over the course of one year that is 520 hours wasted on manual reporting; this is only one of the many examples. Those 520 man-hours translate to $110K savings per year for Engineering reporting only. With the numerous reports and data requests needed daily the initial effort to automate reports and integrate submissions would result in ten times the savings.
Industries We Serve
They are remarkable, enthusiastic, and bright. They offer exceptionally effective project management contractors who are very knowledgeable about both professional project management and the Microsoft Project Management Solution and Enterprise Project Server functionality.Manager of Business Systems, EPRI
“Samantha set too high of a bar - so no one else matches up.”Power Generation Supervisor
“Extraordinary resource.”Power Generation Supervisor
“Angi set the standard for the team. Rockstar – took multiple people to replace her.”Electric Distribution Operations Supervisor
“Excellent work ethic, reliable, knowledgeable, and a great communicator – worked really well.”Electric Distribution Operations Supervisor
“Loved the energy and the fresh perspective. Excellent in building relationships across all levels.”Electric Transmission Line Manager
“Duncan is the absolute right person.”Gas Transmission Manager
“Arsha continues to amaze me with his deep knowledge of project management and performance improvement. His project management and industry knowledge are excellent, and it is evident through his recommendations, actions and out of the box ideas.”Electric Transmission Director