Generator replacement portfolio management for data centres in Denmark and Ireland
Scope
We were contracted by a multinational firm in Ireland to manage three critical projects, replacing 2.4 MW generators with new 3 MW units at two data centres in Ireland and one in Denmark. This marked a transition to portfolio management with our client. Each of the three projects involved decommissioning the 2.4 MW units, and the design, manufacture, integration, and commissioning of the new generators.
Challenges
Unique project scope: Replacing generators was a First of Kind (FoK) project for our client and the end-customer, presenting unique challenges. There were no historic lessons, project templates, or baseline to reference.
Portfolio management: Our project manager was required to balance attention across three distinct projects, each with its unique demands, schedules, and stakeholder groups.
Controlling assumption risk: Ensuring stakeholders didn't mistakenly treat the three projects as replications of their respective phases/generators installations.
Documentation approvals: Creating and obtaining approval for technical documentation and Contractor’s Method of Procedures (CMoPs) across three different sites with distinct stakeholders.
Scope and supply chain variation: Addressing scope changes, such as fuel tank adjustments, and ACB product line updates which now affected their compliance with customer specifications.
Our approach
Rapid and seamless integration: We assigned one our project managers within a week of our client’s request and began to provide management services to meet the unique requirements of this portfolio.
Focused design coordination: We ensured that these projects were not treated as copy-and-pastes of the previous 2.4 MW generator installations. This was achieved by arranging and coordinating meetings between the client and suppliers, controlling the narrative to identify the portfolio’s unique challenges with integrating into existing mechanical and electrical systems on site, then tracking the actions necessary to solve them.
Managed document approvals: We oversaw the compilation and approval of project critical documents to agreed milestones; these included technical submissions and CMoPs, coordinating with stakeholders across each of the three data centre sites.
Adapting to resource constraints: Unexpected site delays affected our client’s ability to maintain a consistent site manager in Denmark. At RJDP, our project delivery approach affords our team a high degree of flexibility to respond to ad hoc challenges, so we mobilised our project manager to site over a 4-week period, folding the site manger’s responsibilities into their regular scope.
Responding to unplanned delays: The site in Denmark was affected by a 3-month delay to the Lock Out Tag Out (LOTO) process for reasons beyond our control. Our PM responded promptly to control the impact of this delay, coordinating contractors, suppliers, and site teams to reschedule project tasks, reallocate resources, and arrange generator storage, keeping records to support commercial change orders.
Addressing unique fuel tank challenges: Uninstalling the 2.4 MW generators revealed surface finish degradation on the fuel tanks. Our team responded to this new challenge by organising workshops with key stakeholder to quantify the problem, determine the cost of repair works, and collate change orders for the end-customer. Once all works were approved by the end-customer, our PM seamlessly integrated tank refurbishment tasks into the project.
Managing scope variation: The portfolio’s scope did not include for fuel tank shimming but the local sites’ operations teams motioned for its inclusion. We engaged in technical dialogue with the tank vendor, client engineers, and end-customer representatives to agree the shimming procedure, and coordinated site teams to ensure these operations were conducted safely and inline with technical requirements.
Managing supply chain changes: We liaised with the end-customer and ACB supplier to develop a plan to change protection units after it was identified that the new models no longer complied with specification. We identified all affected generators and prioritised replacing the equipment before generators arrived on site, mitigating site delays.
Benefits
Exceeded target margin: Our proven project delivery approach contributed to each project in the portfolio exceeding its target profit margin, despite the unique FoK challenges and lengthy site delays.
Accurate scope execution: We prevented uninformed assumptions by treating each project as unique to avoid a 'copy-paste' mentality across the stakeholder group. This reduced the risk of site integration issues.
Timely generator deliveries: We ensured on-time, high-quality generator delivery, adeptly handling site delays and storage challenges.
Continuity of site management: By temporarily reconfiguring our project delivery approach, we ensured the client maintained a site manager presence in Denmark. Providing a cost effective solution and mitigating site risk.
Change orders approved: Several completed generators had to enter long term storage due to unplanned site delays beyond our client’s control. Our team ensured that the appropriate steps were taken to safely store units and that associated storage costs were logged and communicated to the end-customer. Our work secured the sign off of all change order by the customer.
Increased confidence: Our project delivery approach gave our client confidence that portfolio issues and risks were being effectively controlled, and that schedules were being delivered within agreed parameters.
Strong supplier relationships: Our strong relationship with key suppliers boosted collaboration, ensuring that we maximised the project’s effectiveness and realised its benefits for our client and their customer.
Summary
This portfolio of projects in Ireland and Denmark showcased RJDP's ability to manage complex, multi-faceted power generation projects. Our team demonstrated flexibility, detailed problem-solving, and effective stakeholder coordination. The successful management of these projects not only met but exceeded client expectations, setting a precedent for future large-scale projects and paving the way for continued partnership and success.
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