Topic:"Project Schedule" in M12550

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.

The maturity matrix indicates that 79% of the deliverables used in compiling a Class 3 estimate with exception have been completed. The critical scope of this work is well understood based on previous program replacements and the estimate...

AI summary The document states that 79% of deliverables for a Class 3 estimate have been completed, and the estimate is considered accurate with Class 3 precision. Although some project components are in preliminary stages, their impact on costs is deemed minimal.

Review of C0051815 - RTU Replacements Program - Phase 6 (NSEB M12550) NSPI Responses to NSEB Information Requests 1 • 50N‑RTU2, hard‑wired I/O points. 5 remains within the approved budget and key milestones and deadlines are met. 6 7 While...

AI summary The document discusses adjustments in project management labour hours for the RTU Replacement Project Phase 6, noting that experience from completed sites has allowed for more efficient allocation of resources across multiple projects, resulting in reduced hours attributed to the RTU Replacement Project.

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.

NON-CONFIDENTIAL 1 (i) Please refer to the table below for the start date and expected in-service dates for 2 the 14 Phase 6 RTUs.

AI summary The text refers to a table containing the start date and expected in-service dates for 14 Phase 6 RTUs, indicating a focus on project scheduling and infrastructure planning.

22 Table 5: Summary of Findings – Installation Prioritization and Sequencing Report Section Question Midgard Commentary 3.1 Has NSPI optimized the Project's execution by prioritizing installations based on criticality, complexity, or oppor...

AI summary The document discusses the prioritization of installations in a project managed by NSPI, emphasizing that prioritization is based on asset criticality and risk mitigation rather than complexity or learning-curve benefits. The schedule lacks low-to-high complexity sequencing, and the absence of historical productivity metrics hinders verification of claimed process improvements.

1 2 spending is unrelated to Midgard's recommendation of a 30% reduction to baseline labour hours. 3 4 b) 5 i. No. NSPI allocated 64 overtime hours per site for each field resource (the electrician and 6 the technician), which equates to 8...

AI summary The document discusses NSPI's allocation of overtime hours for field resources and the impact on project schedules, noting that the RFW documentation does not capture the full project scope. Midgard's recommendations are based on professional engineering judgment and are considered reasonable.

gard's opinion as to whether the RTU replacement projects can be considered "routine in nature," "do not present a higher level of cost risk," "have set pricing in place to control costs," and that costs and completion timelines are not ma...

AI summary The text requests Midgard's opinion on whether NS Power's RTU replacement projects are routine, the adequacy of risk management practices, and the consistency of risks across projects. It also references prior regulatory decisions and exhibits related to the 2026 ACE Plan and 2024 ACE Plan.

1 2 Model, the submitted documentation does not provide the structural accuracy required to validate the project's contingency allowance. Request IR-6:

AI summary The submitted documentation lacks the structural accuracy needed to validate the project's contingency allowance, as noted in the Model.

Item Variance (Current – Original) Variance Explanation SM Electrician $(232,620) For current estimate reduced quantity of SM Electrician days due to duplication in original estimate and a minor reduction in expected reduction in days requ...

AI summary The document discusses reductions in labor costs for various roles in an RTU replacement project, attributing the decreases to duplicated work and changes in resource allocation. The Board points out that existing drawings should have provided sufficient understanding of the project scope, and NS Power should have evaluated each location individually.

NS Power stated that it does not generally file task-level labour mapping to discrete deliverables as part of its standard capital project documentation, and Midgard's recommendation about providing this type of information would therefore...

AI summary NS Power explains that it does not provide task-level labour mapping for capital projects in its standard documentation, as this level of detail is not typically required. The Board acknowledges that NS Power has internal data but notes that the risk register for the Phase 6 RTU Replacement Program lacks key elements such as probability of occurrence, tracking, and impact on schedule and cost.

Request IR-2: - At Page 2 of 6 of the Application CI C0051815 RTU Replacements Program Phase 6 (Exhibit N-1), NS Power states: - Contingency is determined using a combination of internal subject matter expert judgment (professional enginee...

AI summary The text outlines a series of questions directed at NS Power regarding the methodology, contingency usage, productivity tracking, and risk management in the RTU Replacements Program Phase 6. It requests detailed information on estimate development, historical data usage, and lessons learned from earlier phases.

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.

Item Variance (Current – Original) Variance Explanation SM Electrician $(232,620) For current estimate reduced quantity of SM Electrician days due to duplication in original estimate and a minor reduction in expected reduction in days requ...

AI summary The document outlines variances in labor costs for an RTU replacement project, noting reductions due to duplicated work and changes in resource allocation. The Board criticizes NS Power for not adequately understanding the project scope, despite being in the sixth phase of RTU replacements, and suggests they should have evaluated each location individually.

NS Power stated that it does not generally file task-level labour mapping to discrete deliverables as part of its standard capital project documentation, and Midgard's recommendation about providing this type of information would therefore...

AI summary NS Power explains that it does not typically provide task-level labour mapping for capital projects and will not include it in project documentation for approval. The Board acknowledges that NS Power has internal data for such analysis but notes that risk registers for projects like the Phase 6 RTU Replacement Program lack necessary details on probability, tracking, and impact on schedule and cost.