Project management of backup power generators for a data centre in Ireland
Scope
We were tasked with the independent project management of a multinational firm's power generation project in Ireland. The project covered the design and installation of six 2.4 MW generators; crucial for an extension of a major data centre in Ireland.
We assigned an experienced project manager who was familiar with previous phases of this data centre to ensure continuity of knowledge and mitigate risk. We deployed our versatile project template, tailored to its unique requirements, ensuring we maximised project control to deliver client expectations.
Challenges
Controlling project approach: Ensuring that stakeholders treated these new phases as distinct from previous ones to mitigate bad assumptions being made about design, installation etc.
Swift project management integration: Ensuring RJDP’s project approach was deployed effectively on these new project phases as it had not been used on previous projects; which were managed directly by our client.
Supplier relationship building: Re-establishing commercial relationships with key suppliers, addressing any residual issues from previous data centre phases.
Scope ownership: Resolving the allocation and ownership of key design aspects noted from previous project phases.
Installation coordination: Managing the coordination of site activities, affected by the late availability of structural steel from the general contractor amongst other unplanned setbacks.
Our approach
Objective independence: We maintained our independence, ensuring our decision-making and advice was always objective, data-driven, and solutions-focused.
Focused project start-up: We were instrumental in ensuring specific project requirements were reviewed and met by all suppliers and engineering teams during the project’s initiation, opposing the default position of many project stakeholders to treat these new data centre phases as ‘copy and pastes’ of those which preceded them. This mitigated the risk of incorrect execution decisions based on poor assumptions.
Custom connected databases: Our team created interconnected project-specific databases to capture and track risks, issues, and other key data. These provided rich contextual information to enhance decision-making and our team’s project control capability.
Data access and security: Access permissions were configured to allow non-RJDP stakeholders access to pertinent data while respecting sensitive information. This enabled all stakeholders to review data entries and provide updates directly into each database, helping streamline collaboration and reduce the project’s dependence on meetings.
Project reporting: We issued detailed project progress reports at intervals agreed with our client. These included critical performance information related to schedule, risks, issues, and documentation approvals. Reporting was supported by fortnightly meetings between the client’s and RJDP’s senior leadership teams to align critical project scope and ensure adequate governance.
Issue control: We tightly controlled risks and issues to optimise project performance. Our approach was to
rigorously log, index, and prioritisate all raised risks and issues;
validate these concerns against agreed specifications and documentation;
lead targeted workshops to identify resolutions and dismiss unsubstantiated claims;
collaborate with supplier quality teams and engineers to mitigate risk or issue recurrence through lessons learnt.
Reviewing work allocations: We reviewed the allocation of specific work packages between the client’s teams and suppliers to identify the most efficient use of project resources and budget. This allowed our team to ensure the client’s project budget was allocated as effectively and efficiently as possible. Our team identified several opportunities to improve scope distribution which were shared as recommendations for our client to review and deploy on future projects.
Efficient meetings: We maintained a high-level of meeting attendance and engagement by nurturing a collaborative and action-driven environment. Meetings were supported by our project databases, giving our team the ability to efficiently filter priority items and capture and share detailed notes with attendees.
Schedule adaptation: Our team built and maintained the project’s schedule and monitored its accuracy, adjusting for variations in contractor and supplier performance. Schedule updates were rapidly reviewed for impact and shared with the client as part of RJDP’s reporting process.
Quality oversight: We regularly attended the client’s factory to inspect the product during the manufacturing and despatch phases, allowing us to identify quality issues sooner and promote swifter actions through face-to-face meetings with client representatives. We documented photographic evidence of the products’ build quality for reference when generators arrived at the data centre.
Benefits
Target margin exceeded: Our tight control of the project returned a profit margin which exceeded client targets.
Products successfully delivered: All generators were despatched from the production facility on time and to the agreed high build quality standard.
Executed scope: Uninformed assumptions were mitigated by our tight control of the project narrative, treating the project scope as unique and not a ‘copy and paste’ of previous data centre phases. Guiding all stakeholders to deliver against agreed specifications.
Reduced escalations: Our regular review of risks and issues ensured that all necessary actions were identified, owned, and tracked to closure. This help our team and other stakeholder stay ahead of the project, effectively eliminating risk and issue escalations to senior project team members.
Minimised site disruption: Our close monitoring of, and rapid updates to, the project schedule minimised disruption to planned site activities from unplanned third-party activities. This resulted in a smoother project delivery experience for all stakeholders.
Optimised work allocations: Our considered approach to balancing work allocations across suppliers ensured the sensible consumption of budget and utilisation of resources.
Boosted collaboration and decision-making: Sharing our extensive databases and project reports ensured that key stakeholders were kept informed of the project’s status and key performance indicators, provided context to support effective decision-making, and boosted collaboration.
Future project baseline: Our comprehensive project reports and data will provide valuable context and a baseline for the client’s future projects.
Summary
In managing this power generation project, we exhibited our expertise in clear communication, quality oversight, and agile responsiveness. Our tailored methodologies and proactive approach ensured high-quality deliverables and effective risk management.
This project not only demonstrated our capabilities but also enriched the client’s future project planning with valuable insights and lessons learned, and an archive of accurate project reports, benefiting both the client and the end-customer.
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