xel_062006_kingplant
TRANSCRIPT
Ron ElsnerProject Director
June 20, 2006
Metro Emissions Reduction ProjectA.S. King Rehabilitation
Presentation OutlineMN MERP OverviewAllen S. King Project Schedule OverviewStatus Update ( including progress photos)Key Remaining ActivitiesInfluences – Internal & External
MN MERP Overview
Emissions Reduction Rider signed into law: Summer 2001Project development: September 2001 – May 2002Initial proposal filed with MPUC: May 2002MERP Project Proposal filed with MPUC: July 2002Regulatory review and public hearings: Sept 2002 –November 2003Settlement Agreement executed: November 2003— King Rehabilitation $382 M May 2007— High Bridge Combined Cycle $395 M May 2008— Riverside Repower $212 M May 2009MPUC Approval: December 18, 2003
King Plant RehabilitationInstall 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%)
High Bridge ConversionInstall 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%)
High Bridge – Future View
Riverside RepoweringInstall 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%)
Riverside – Future View
Combined Emissions Reductions
NOx ~ 34,000 TPY 91%
SO2 ~ 39,000 TPY 93%
PM ~ 730 TPY 55%
HG ~ 179 #/YR 77%
(Projected annual average for combined emissionsfrom three plants over period 2010 – 2020)
King Rehabilitation
Lime Prep Building looking NE
Functional OrganizationEngineering Manager
Russ GirtzOversight of Design BasisSupport Data Requests from otherXcel Energy Depts. and/or BusinessUnitsInter face with the B&V Project TeamProvide oversight of and direction toother technical and engineeringresources on the Project, Including:
Environmental ConsultantsKing System EngineersES Production ResourcesUEC Engineer ingSupply Matter Experts
Technical Data ReviewConstruction Support
Subject Matter Experts (SMEs)Project Director
Ron ElsnerDevelop and implementProject PlanExternal InterfaceTechnicalFinancialPlanning and SchedulingImplementation andconstructionStart-up
Construction ManagerByron Nordell
SafetyConstruction PlanningContractor OversightSite Support LaborSite Services SupervisionInspection and TestingProject AdministrationLabor Relations with Minnesota BuildingTrades Council
Project Management ConsultantWayne Osatiuk
Master Project ScheduleMaster Project CostProject ScopeProject Resource ManagementProject ProcurementProject Risk ManagementProject Collaboration Tool (Expedition)Project Reporting
Plant LiaisonMike Miser
Distr ibution of:General project informationIssue specific and/or task specific informationto the plant staff
Communicating schedule information to plantpersonnelParticipating in and representing plant interests inthe development and review of the projectscheduleResponsible for determining which groups and/orindividual members of the plant staff shouldprovide subject matter expertise on given topicsAccountable for assuring that necessary andappropriate groups and/or individuals at the plantare involved in (or, are given the opportunity toprovide input to) the project.Accountable for meeting deadlines for review,consolidation, and return of data/information/comments from the plant to the project.
A&E Project ManagementCathy Weber
Manage and supervise ES contract.Ensure engineering activities are carr iedout to support the project schedule,budget, and needs of all projectparticipants.Supervise the engineer ing staff at B&V toensure that budget and schedule are met.Provide timely reviews of projectengineer ing status.Ensure that all Quality Assurance andQuality Control requirements forengineer ing are met.Establish and maintain procedures andprocess.Meet with Xcel Energy Core ManagementTeam to update the project status, noteand resolve areas of concern, and providesupport as requested.Project ReportingEnsure that the ES provided support forthe requirements in the King PlantRehabilitation Project SettlementAgreement.
Commercial ManagerBrian Westerhaus
Supplier Selection ProcessBid Package CreationBid Analysis ProcessContract Administration
Start-Up ManagerRich Goshorn
Develop Start up & Commissioningplan and scheduleOversee development of Start-UpProceeduresOversee Start-Up & Commissioning ofall new equipment
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
Allen S. King Project Schedule Overview
Start of engineering: October 31, 2003Contracted for major equipment: July, 2004Groundbreaking: April 22, 2005Foundations and substructures complete: December 28, 2005Start of new equipment commissioning: March 2006Unit comes out-of-service: September 5, 2006Boiler rebuild & steam turbine replacement: Sept 2006 – Jan 2007‘First Fire’ on coal: March 2007Return to service: May 2007 – Project remains on schedule
Activities Completed to DateAll environmental permitting complete – Stateand FederalDetailed design and integration: 95% completeMajor procurement: 100% Complete— Competitive bidding process— Firm price contractsOverall construction : ~45% completeCommissioning & startup: — Planning: Complete— Implementation: In progressOperating procedures development: In progressOperator training: In progress
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+%
Major Construction Contracts
Substructures: Lunda Construction; Little Chute, WISCR Mechanical: Graycor; Homewood, ILAQCS Mechanical: GraycorAQCS Electrical: Frauenshuh PD; MinneapolisDCS/BOP Electrical: Capital; Kansas CitySteam Turbine Area Mechanical: O.J.Boldt; Appleton, WIBoiler Area Mechanical: B&WCC (pending)
General Construction Progress
1st Pier Being Drilled
Circulating Water Pipe
SCR Structural
AQCS Structural
SDA Vessels
Fabric Filter Structural
Lime Prep Building
ID Fans
AQCS Switchgear
New Cooling Tower
Steam Turbine
Boiler Cyclone
Distributed Control System (on factory test floor)
Key Remaining Activities
Cooling Towers In-Service: June 1, 2006AQCS/SCR Mechanically Complete: September 1, 2006Unit Out-of-Service: September 5, 2006Demolition Substantially Complete: October 15, 2006Boiler Pressure Parts Complete: January 31, 2007First Fire on Gas: February 2007First Fire on Coal: March 2007First synch to the grid: April 2007Unit Return-to-Service: May 2007
Influences – Internal & External
Construction labor availability and productivityin 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.