Topic:"Infrastructure Planning" in M12550

Why do this project now? The inventory of RTU spare parts has become sparse. The RTUs being replaced by this project have been deemed obsolete, as discussed above. RTU installations require extensive time and effort (approximately 12 weeks...

AI summary This project aims to replace obsolete RTUs due to their obsolescence and increasing risk of failure. The project is considered in-service upon the first installation, with the final cost date set six months after the last unit is expected to be completed.

Why do this project this way? RTU replacement is the only alternative as the targeted RTUs are now considered to be obsolete. The technology, both hardware and software, is familiar to field and engineering personnel through regular traini...

AI summary The project will replace obsolete RTUs using familiar technology and standardized equipment to ensure sustainability. The approach is based on proven methodologies and risk assessments, with the first fourteen units selected based on risk matrix evaluations.

Title: RTU Replacements Program - Phase 6 Unit Quantity Unit Estimate То otal Estimate Cost Support Reference (FP#'s) Del- -b

AI summary The RTU Replacements Program - Phase 6 outlines the replacement of Remote Terminal Units (RTUs) as part of a larger infrastructure upgrade. The table appears to list units, quantities, and cost estimates, though specific details are missing or incomplete.

Document No: XXX-XX-XXXX-XXXX Project Cost Estimate Input Checklist and Maturity Matrix Equipment Replacement Required fields: Estimate Classification Project Name: C0051815 - RTU Replacements Program – Phase 6 Started or Preliminary Class...

AI summary The document outlines the progress of the RTU Replacements Program – Phase 6, detailing the maturity levels of various project deliverables. It includes information on project scope, technology selection, planning, and regulatory approvals, with a focus on the completeness of deliverables at different stages.

Review of C0051815 - RTU Replacements Program - Phase 6 (NSEB M12550) NSPI Responses to NSEB Information Requests 1 Request IR-1: 30 connections. If the IFC drawings do not exist, please provide all scope documents 1 that were used to esti...

AI summary The document discusses NSPI's response to information requests regarding the RTU Replacements Program - Phase 6. NSPI explains that historical records for Phase 1 are unavailable due to a cyber incident and the absence of key personnel, making it impossible to provide requested IFC drawings, scope documents, or cost breakdowns.

CONFIDENTIAL (Attachment Only) - 1 74N Springhill (PDF pages 74-240) - 2 2V Avon #2 Hydro (PDF pages 241-339) 3 4 For sites where IFC packages do not yet exist, please refer to scoping documents included 5 as Confidential Attachment 2 for...

AI summary The text discusses the estimated average costs for 11 remaining sites without an IFC package, including tasks like engineering, installation, and project management. It notes that some sites lack civil work and power meters, and highlights higher civil costs for 4S-Townsend St. Distribution due to a more extensive scope of work.

(ii-iii) Contingency was only required on Phase 3, and was unused for the rest of the Phases. As a result of the cyber incident, NS Power is not currently able to provide the specific details of what elements drove the use of contingency....

AI summary The document discusses the use of contingency in different project phases, noting that contingency was only required in Phase 3 and was not used in other phases. Due to a cyber incident, specific details about the factors influencing contingency use are not available. The impact of prior contingency use on Phase 6 is considered insignificant.

1 (i) Please refer to the table below. CI Approved Actual Cost ($) Variance Explanation of Number Amount ($) ($) Variance No information available due 38142 512,974 410,229 (102,745) to cyber incident No information available due 40245 459...

AI summary The document provides a table of cost variances related to cyber incidents and other issues affecting RTU replacements, along with a risk assessment for the RTU Replacements Program - Phase 6. Risks include site accessibility, outage windows, supply chain delays, weather conditions, crew skill gaps, and resource constraints.

- 4 (Exhibit N-1), NS Power represents the following table: Title: RTU Replacements Projecution Year: 2025 - 2027 gram – Phas e 6 26 designs. Inflation and market price changes over the past 15 years have also 27 increased the material cos...

AI summary NS Power is replacing legacy RTUs with modern ones in Phase 6 of the RTU Replacement Program, noting increased material costs due to inflation, supply chain issues, and the impact of the pandemic. Labour cost variances are influenced by the unavailability of historical records from Phase 1 and changes in execution methodologies.

Phase 1 Category Description Manufacturer Part Number UOM Qty Unit Cost Ext. Cost For use status Pricing Base for Estimate Vendor Quote# Agreement Date Notes RTU See Notes QEI Automation Solutions Custom - Configured per EACH 10 Data not a...

AI summary The document provides a summary of equipment and components required for Phase 1 of a project, including RTUs, power meters, and other components. However, most data is marked as unavailable, with records being over 15 years old and affected by a cyber incident.

13555 W. 107th Street; Lenexa, KS 66215 Date: February 10, 2025 P: 913.451.1880; [www.NovaTechAutomation.com](http://www.novatechautomation.com/) Page: 3 of 13 Qty Part Number Description 1 1 1 1 2 1 1 19 2 4 2 2 2 2 1 1 1 9 5 4 1 1 62 62...

AI summary The text includes a table of parts and quantities, likely related to a procurement or inventory process, and a redacted section referencing a review by the Nova Scotia Energy Board (NSEB) of a document labeled C0051815 IR-3 Attachment 2, Page 4 of 13. The redacted portion contains confidential information.

13555 W. 107th Street; Lenexa, KS 66215 Date: February 10, 2025 P: 913.451.1880; [www.NovaTechAutomation.com](http://www.novatechautomation.com/) Page: 7 of 13 Qty Part Number Description AR Spares Kit 2 2 2 4 4 1 Bill of Major Materials –...

AI summary The text contains a partially redacted document with a bill of major materials for a setup involving network/server racks and a reference to a review of a document (C0051815 NSEB IR-3 Attachment 2) by the Nova Scotia Energy Board (NSEB).

Review of C0051815 NSEB IR-5 Attachment 4 Page 1 of 1 REDACTED (CONFIDENTIAL INFORMATION REMOVED) Harbour Construction Company Ltd. effective as of Nov ember 1, 2021. Services to commence on May 29 th , 2023 2023. and completed on or befor...

AI summary The document outlines a contract between Harbour Construction Company Ltd. and Nova Scotia Power Inc. for civil work at multiple substations, with services to commence in May 2023 and complete by October 2023. The estimated contract price is $168,405.00 plus HST, and the agreement was accepted in June 2023.

14 (b) Please refer to the tables below. As indicated above, totals for Phase 6 will reconcile to 15 NS Power's revised calculations above. NS Power does not typically budget based on the 16 project phases listed below; as such please refe...

AI summary The text refers to a review of the RTU Replacements Program - Phase 6 under matter number NSEB M12550, noting that NS Power's totals for Phase 6 reconcile to their revised calculations and that they do not typically budget by project phase.

Phase 1 Phase 6 Lat oour increase because o f Tota l Infrastructure complexity Change in compliance Change in test procedure Scope change Accessibility change Workforc e constraint s Avo erage hours p er RTU SM Electrician [enter hours] [e...

AI summary The document outlines an RTU Replacements Program - Phase 6, with a focus on infrastructure complexity, compliance changes, and workforce constraints. It includes a table with various roles and their associated hours, as well as a reference to a regulatory proceeding (NSEB M12550).

CONFIDENTIAL (Attachment Only) Phase 1 Phase 6 Lat our increase because of f Tota l Infrastructure complexity Change in compliance Change in test procedure Scope change Accessibility change Workforc e constraint s Avo erage hours p per RTU...

AI summary This table outlines labor hours for various roles across different project phases, with totals provided for each role and overall project. The table includes categories such as infrastructure complexity, compliance changes, and workforce constraints, but most data fields are left blank for input.

7 Phase 1 Phase 6 10 accommodate additional IED connections and higher I/O point counts across a 11 broader equipment mix. Phase 1 installations generally involved simpler 12 architectures with lower I/O point counts and interfaces, which...

AI summary The text discusses differences in infrastructure complexity between Phase 1 and Phase 6 installations. Phase 1 involved simpler architectures with lower I/O point counts, while Phase 6 requires handling additional IED connections, denser wiring, and more detailed quality assurance, leading to increased labor costs. Specific examples from Confidential Attachment 2 and Attachment 3 highlight additional civil scope and accessibility challenges in Phase 6.

Note: there are three tiers of contractor in the CSMP. Please refer to the following charts: Contract Levels Risk Mitigation Risk Tier 1 Mitigate Risk (ISN: COR Certified, Appendix B, Site Safety Plan (including JSAs), Procedures, FLRA, Or...

AI summary The text outlines three tiers of contractors in the CSMP with varying levels of risk mitigation and examples of work types associated with each tier. It also references a review of a specific attachment related to boiler maintenance, transmission, and distribution construction, and includes a section on contract planning.

NON-CONFIDENTIAL Request IR-12: - At Page 2 of 3 of the NSPI (NSEB) Undertaking U-6 (Exhibit N-21 of 2025 ACE Plan), NS - Power states: Accessibility Challenges and Work Force Constraints Some of the Phase 6 installations are taking place...

AI summary NSPI faces challenges in Phase 6 installations due to remote and physically constrained substation environments, increasing travel and setup times. Experienced technicians are limited by their focus on critical operational duties, requiring overtime to support capital projects like RTU installations.

NON-CONFIDENTIAL Phase 6 Regular Overtime Total Average hours per RTU SM Electrician 240 0 240 Electrician/Technician (overtime) 0 64 64 Engineering 431 0 431 Telecontrol Technologist 182 0 182 PLT-Field Resources 160 0 160 RTU Technician...

AI summary The document outlines a table showing labor hours for various roles in Phase 6 of the RTU Replacements Program and includes information requests from the NSEB regarding updates to the 2025 ACE Plan application, including cost reductions, completed work, in-service dates, and lessons learned.

2.1 Project Description - The Project involves the replacement of RTUs at various substations and generating stations across Nova Scotia. - According to the Application, Project activities were scheduled to commence in April 2024, with the...

AI summary The project involves replacing RTUs at substations and generating stations across Nova Scotia, with activities starting in April 2024 and expected completion in November 2027.

Resource Category Primary Responsibility Tasks and Deliverables Telecontrol Technologist Responsible for RTU ▪ Configure RTU communication interfaces (Ethernet, serial) communications and SCADA ▪ Set up and validate communication protocols...

AI summary The document outlines various roles and responsibilities associated with the installation, configuration, and maintenance of RTU (Remote Terminal Unit) systems within a power grid context. It details tasks for Telecontrol Technologists, RTU Technicians, Electrical Engineering Technologists, and a Drafting SME – CADD, emphasizing communication protocols, field operations, and technical documentation.

Midgard Consulting Inc 530 – 1130 West Pender St. Resource Category Primary Responsibility Tasks and Deliverables Civil Construction Executes civil works ▪ Install foundations, conduits, and trenches required to support RTU ▪ Prepare mount...

AI summary The document outlines the responsibilities and deliverables for civil construction and project management tasks related to RTU installation, including site preparation, coordination, and project execution.

LEADERSHIP - Built, managed, and mentored professional teams. - o Team of 10 in Vancouver (Brookfield Renewable Power Inc.). - o Team of 6 in Latvia (Central Bank of the Republic of Latvia). - Crafted and implemented strategic undertakings...

AI summary The document outlines professional experience in leadership roles, including team management, strategic project development, and involvement in industry associations, with a focus on hydro projects and financial risk management.

MIDGARD CONSULTING INC. 2021 - Present Consultant, Vancouver BC - Delivered consulting services across the electricity industry to clients including electric utilities, municipalities, First Nations, and renewable energy developers. - Cond...

AI summary Midgard Consulting Inc. has provided consulting services in the electricity industry, focusing on solar photovoltaic systems, financial modeling, and regulatory filings. They have worked with utilities, municipalities, and Indigenous communities, and contributed to expert evidence in various regulatory proceedings.

CANADIAN NUCLEAR LABORATORIES 2019 - 2021 Project Engineering Representative, Chalk River ON - Interacted with design participants, operations engineering, technical staff, and nuclear operators to obtain technical input as required to mee...

AI summary The role of a Project Engineering Representative at Canadian Nuclear Laboratories from 2019 to 2021 involved collaborating with various stakeholders, providing technical support across project phases, and ensuring project deliverables met quality, schedule, and budget objectives.

Midgard Consulting INC. Junior Consultant, Edmonton, AB June 2024 – Present - Delivered consulting services across the electricity sector to utilities, municipalities, First Nations, and renewable energy developers. - Contributed to transm...

AI summary Midgard Consulting Inc. provides consulting services in the electricity sector, including transmission route assessments, renewable energy project feasibility, financial modeling, and regulatory support. They have worked with various regulators and managed regulatory proceedings and interdisciplinary teams.

Alireza Esmaeili Electrical Engineer, P.Eng, PE, PMP, MSC - Prepared and modified the Engineering Work Package (EWP) for the dehydration building (This package contained: lighting layouts, equipment arrangements, cable tray layouts, ground...

AI summary The document outlines the professional responsibilities of Alireza Esmaeili, an electrical engineer, including tasks such as preparing engineering work packages, estimating man hours, evaluating vendor proposals, and designing electrical systems for various facilities.

Senior Electrical Engineer - Represented Wood as Senior Electrical Engineer in BC Hydro's substation Projects. - Reviewed the design basis, planning, constructability, staging and maintainability of the substation projects. Provided soluti...

AI summary A Senior Electrical Engineer at Wood provided technical expertise on substation projects for BC Hydro, addressing design, cost, and execution challenges. They introduced 230 kV HIS equipment to resolve layout constraints and evaluated bids for GIS equipment, preparing deficiency lists and recommendations.

Supervising Engineer – Senior Technical Advisor - Prepared conceptual project scope specifications and bid evaluation for different projects including AC part of 500 kV HVDC project, 240 / 144 kV substations. - Provided support and coachin...

AI summary The supervising engineer provided technical leadership on various high-voltage power projects, including HVDC and substation designs, and contributed to cost reduction and safety processes. They led projects such as the 50 MVAR synchronous condenser and participated in design reviews and technical evaluations.

Project Lead Engineer - Led non-turnkey 1170 MW co-gen power plant. That more than one-billion-dollar project consists of 6 gas turbines, 3 non-fired steam boilers, 3 steam turbines, all auxiliary systems, and 230 substation facilities. -...

AI summary The Project Lead Engineer managed a large non-turnkey co-generation power plant project, including participation in factory acceptance testing and communication with various stakeholders. The project involved significant infrastructure and collaboration with multiple parties.

Midgard Response IR-8: - a) The Midgard team possesses no operational experience using IBM Maximo or Salesforce software. The team's qualifications consist of substation engineering, project management, and utility capital project delivery...

AI summary Midgard Response IR-8 outlines the team's lack of experience with IBM Maximo or Salesforce, emphasizing their qualifications in substation engineering and project management. It suggests that NSPI's execution strategy relies on risk prioritization rather than these tools for Phase 6. Midgard recommends evaluating RTU replacements based on asset criticality, site complexity, and geographic proximity to optimize productivity.

3 2.1 Project Execution and Prioritization 4 5 The Midgard Evidence provided the following conclusion regarding NS Power's project execution 6 and prioritization: 7 8 Prioritization is driven by asset criticality and risk mitigation, rathe...

AI summary The Midgard Evidence criticizes NS Power's project execution and prioritization strategy, stating it focuses on asset criticality and risk rather than complexity or learning curve opportunities. It highlights the lack of low-to-high complexity sequencing, which hinders crew efficiency and prevents verification of productivity improvements due to the absence of historical metrics.

16 Exhibit N-3, Midgard Evidence, February 18, 2026, page 39, lines 4-5. 1  SM Electrician 2 Install RTU hardware and power up RTU o 3 Install wiring for RTU and field devices o 4 5  Engineering 6 Prepare SCADA drawings o 7 Update existi...

AI summary The text discusses the technical complexity and sequential nature of RTU replacement, arguing that Midgard's recommendation for a 30% reduction in installation time is not technically supportable due to underestimation of duration, site-specific complexity, and misallocation of travel time and engineering requirements.

1 Regarding installation duration reconciliation, although a reconciliation exercise can be valuable 2 to provide context and highlight areas where installation activities were under- or over-budgeted, 3 RTU replacement installation durati...

AI summary NS Power explains that installation duration reconciliation may not yield uniform productivity metrics due to varying site conditions. It also notes that PM allocation should be documented for consistency, but actual labour requirements will depend on project needs.

Request IR-10: At Page 2 of 3 of the NSPI (NSEB) Undertaking U-6 (Exhibit N-21 of 2025 ACE Plan), NS Power states: Some of the Phase 6 installations are taking place in more remote and/or physically constrained substation environments, inc...

AI summary The proceeding requests detailed information on the travel and setup costs for Phase 6 RTU installations, particularly in remote and constrained locations, and requires a comparison with earlier phases. It also asks for site-specific data on RTU replacement locations for both Phase 1 and Phase 6, including access constraints and logistical details.

27. The associated telecommunications equipment and the connection of Intelligent Electronic Devices (IEDs), such as recloser controllers, transformer meters, and relays, are included in this project. 1. Please, for all Phase 1 RTUs: 1. Pr...

AI summary The document outlines the scope of work for RTU replacements in Phase 1 and Phase 6, including the need for IFC packages, as-built drawings, and variance summaries. It also discusses how contingency is determined for the project based on internal expertise and guidelines.

es were used or adjusted in developing Phase 6 labour assumptions. 2. Any explicit adjustments made for evolving infrastructure complexity, compliance requirements, accessibility challenges, and broader technological scope, and how these i...

AI summary The text requests detailed information on labor assumptions, infrastructure adjustments, risk registers, and post-project reviews related to Phase 6 of a project, including risk descriptions, probabilities, impacts, and mitigation measures, as well as lessons learned from earlier RTU replacement phases.

1. For Phase 6 (CI C0051815) and Phase 1, please provide an itemized equipment list in Excel format, derived from the “Materials” estimate for each phase, that: 1. Identifies each piece of equipment (including, at a minimum, RTUs, power me...

AI summary The document requests detailed equipment lists and cost explanations for Phases 1 and 6 of a project. It specifies the format and content of the lists, including equipment details, pricing basis, and vendor information, as well as explanations for cost variances between the phases.

Phase 1 Phase 6 Total Total Average hours per RTU SM Electrician [enter hours] 240 SM Electrician (overtime) [enter hours] 492 Telecontrol Engineer [enter hours] 208 Telecontrol Technologist [enter hours] 160 PLT-Field Resources [enter hou...

AI summary The document provides tables for allocating average hours per RTU for different roles across Phase 1 and Phase 6 of a project. It also requests a description of the planned sequence of major work steps for a representative Phase 6 RTU installation site, including crew composition, person-days, and assumptions about work schedules and outages.

At Page 2 of 2 of the NSPI (NSUARB) IR-140 (Exhibit N-9 of 2025 ACE Plan), NS Power states: The increase in estimated labour hours for Phase 6 in comparison to Phase 1 is a direct result of evolving infrastructure complexity, changes in co...

AI summary NS Power explains that the increased labour hours for Phase 6 compared to Phase 1 are due to factors such as evolving infrastructure complexity, compliance changes, accessibility challenges, enhanced technology, and workforce constraints. These factors contribute to the higher labour effort required for Phase 6.

Phase 1 Phase 6 Labour increase because of Total Infrastructure complexity Change in compliance Change in test procedure Scope change Accessibility change Workforce constraints Average hours per RTU SM Electrician [enter hours] [enter hour...

AI summary The table outlines labor hours required for different roles across phases of a project, with a focus on infrastructure complexity and accessibility changes. It includes roles such as electricians, engineers, and project managers, along with total hours estimated for each phase. A request is made for recent site photographs demonstrating infrastructure complexity and accessibility changes.

1. For each such site, please explain how the observed infrastructure complexity and accessibility conditions have changed between Phase 1 and Phase 6, and how those changes are reflected in the incremental labour hours allocated to the “I...

AI summary The document requests an explanation of changes in infrastructure complexity and accessibility between Phase 1 and Phase 6 of a project, and how these changes affect labour hours. It also asks for a list of updated standards and guidelines related to RTU installations, particularly in cybersecurity, safety, and quality assurance, and their impact on project management and labour costs.

Additionally, the current phase of RTU replacements has a broader technical scope involving significantly more I/O (Input/Output) points and IED (Intelligent Electronic Device) integration. There are site-specific terrain and access constr...

AI summary The current phase of RTU replacements involves more complex technical requirements, including more I/O points and IED integration, as well as site-specific challenges and updated industry standards. These factors are not indicative of inefficiency but rather reflect the actual demands of the project.