1. 1
Rebuild of existing 138/34kV Coxwell
Substation
Group #2: Team Intelligence
Presented by:
Pranav Godse
Daniel Cannon
Tyler Bodenstab
James Vidal
Mahfooz Hilaly

2. 2
Table of contents
Page #
1. Project Objective.……………………………………………….. 2
2. Deliverables………………………………………………………… 2
3. Milestones………………………………………………………….. 5
4. Project Charger……………………………………………………. 7
5. Work Breakdown Structure…………………………………. 9
6. Organizational Structure……………………………………… 10
7. Project Network………………………………………………….. 11
8. Gantt Chart…………………………………………………………. 12

3. 3
Project Objective:
Existingsubstationisathree positionstraightbusarrangementwithtwolinesanda transformer
position.Due tothe remote locationof thissubstationwhenanyfaultoccursatthis substation,ittakes
aroundtwo hoursfor the maintenance crew toattendthe faultat the substation.Alsodue tothe
straightbusarrangementof thissubstation,if there isafaultoccurs at the busthe whole substation
goesout of service.Thereforeitisa matterof reliabilityof service tothe customers.
Modificationof existing 138kV straightbusintoa five breakerringbusbyreplacingtwoexistingbreakers
and adding three more newbreakers.Thismodificationwillnotonlyincrease the capacityof this
substationbutwill increase the reliabilityof customerservicesaswell.Inadditiontothisitispossible to
add twonewline/transformerwhichcanhandle the increasinggrowthof the electricalloadsaroundthis
substation.Afterfinishingthisprojectitwill facilitate thissubstationwithanautomatedrestoration
facilityafterthe faultoccursfromlocal and remote places,whichwill reduce the cumbersome process
of attendingthe faultsbythe maintenancecrews.
Thisprojectinvolvesthe design,projectmanagement,constructionsupportaswell astestingand
commissioningof thissubstation.The constructionpartof thisprojectwill be done byone of the
approvedcontractorsof the client.MultidisciplinarydesignprocessinvolvesElectrical,Civil,and
Structural designof the substationandmayneedsome environmentalstudies.Twocritical issuesof this
projectare to determinewhichpartof the existingstructure/foundationscanbe reuse to reduce the
projectcostsand to determine total sequence of workwithaminimumpoweroutage tothe existing
customers.Inadditiontothe designservicesconsultantwill responsiblefortotal projectmanagementof
thisprojectwhichincludestotal workplanning,materialordering,bidevaluation,tohelpclientfor
constructioncontractorselectionprocessandanyotherservices thatmaybe neededbythisproject.
Total durationof thisprojectis18 months.Termsand conditionsforthisworkshall be inaccordance
withthe Master ProfessionalServicesAgreementdatedJanuary1,2016 andthe methodof
compensationforthe designserviceswill be basedonman-hourratesestablishedinthe agreement.
Total designcostshouldnotexceed$650,000.00. The projectwill be completedasperschedule
describedbelow.
Deliverables:
ProjectManagement:
Total projectmanagementof this projectwhichincludesworkplanning,material ordering,bid
evaluation,selectionof constructioncontractor.
Structural Design:
1. Adda dead-endstructure forEastLine andre-terminate otherexistinglinestonew locations.
2. Install anewsteel box structure toreplace existingwoodenstructure for34kV side.

4. 4
3. Replace existing3-linetrap’sandadd1 – new line traps
4. Replace 138kV busCCVT’s.These CCVT’swill workasline CCVTforEast line.AddCCVT’sforall
other138kV lines
5. Replace 34kV bus PT’s.
6. Reuse existing3-linetunersandinstall one new line tuner.
7. Replace existing34kV breaker.
8. 6-newLA structures,modificationof existingbkrstructuresandinstall new bkrstructures.
9. Re-use existingLA’sassociatedwithCBof East Line and WestLine if clearance permitswiththe
newgas breaker.
10. Replace conductorandjumperas necessary.
11. If we needtoinstall line disconnectswitch,we mayneed3new gang operateddisconnect
switchstructures.
Civil Design:
1. Foundationforthree new138kV breakers.
2. Replace existing34kV CB slabwithnew 34kV breakerslab92 wallson4’x4’-8” pattern)
3. Add(6) newStandardfoundationforLA relocationsdue tonew 138kV breakeraddition.
Foundationfor(9) CCVTstructures.(If we cannot reuse the three existingfoundationsforline
tunerthenwe need3 more structures)
4. Foundationsfornew34kV box structure.
5. Foundationfornew138kV dead-endstructure.
6. If we needtoinstall line disconnectswitch,we mayneed3new foundationsforgangoperated
disconnectswitch.
Physical Design:
1. Create physical layoutof the substationaspernew scope of work.
2. Create all the sectioncut of the designasper new scope of work.
3. Modifyexistingfencing,groundingandlightningdrawingsaspernew scope.
4. Create bill of materials.
Protection&Control:
5. Install anewcontrol buildingwithall the new relaysandcontrol of thissubstationincludingthe
transformerand34kV bkr/feeder.
6. Replace existingelectromechanical relayswithSchweitzer421/451’s relaypackagesforeach
138kV breakerandline.
7. Due to the newlocationsof mostof the yard equipment,we neednew control cables.
8. Performthe relaysettings

5. 5
Testing& commissioning:
1. Performthe relaytestingaccordingthe clientstandardandverifythe settingsworkasintended.
2. Performthe properoperationof all the equipment.
Long LeadItems:
1. (5) 138kV 3000A Gas CircuitBreaker
2. (1) 34kV 1200A Square D breaker
3. (6) 138kV 2000A gang operatedAirbreakswitchforbreakers(Assumingwe will be reuse
existingdisconnectedswitchassociatedwithEast&Westline circuitbreakers.Andwe are not
usinganyline disconnectswitches)
4. (9) 34kV hookstickswitches
5. (1) 14’x45’ control building
6. (15) 138kV CCVT’s(Please note all the existingPT’swere locatedwithinthe OCB’s)
7. (3) 34kV CVT’s
8. (6) 108kV lightningarrestors
9. (6) ST-33 structuresfor 108kV LA (Assumingwe willbe able toreuse LA’sassociatedwithEast&
WestLines)
10. (9) Standardstructuresfor138kV CCVT’s.(We needtoverifythe possibilityof reusingthe
existingstructuresforCCVT’swithline tuner(one/line).
Milestones:
1. Proposal submittal to Client January 7, 2016
2. 30% Design Package submittal for Client review March 15, 2016
3. Physical below and above grade design package submittal for Client review June 1, 2016
4. Civil Package submittal for Client review June 15, 2016
5. Protection & Control package submittal for client review June 30, 2016
6. Physical/Civil/Structural package issue for construction August 1, 2016
7. P&C package issue for construction August 10, 2016
8. Prefabricated Control building & relay panels construction start September 1, 2016
9. Below grade construction start September 1, 2016
10. Above grade construction start November 15, 2016
11. Construction complete April 1, 2017
12. Relay Settings (Programming) complete April 1, 2017
13. Testing & Commissioning April 21, 2017
14. As-Built drawings complete June 15, 2017
15. Substation Energization June 30, 2017

6. 6
Technical Requirement:
1. All material should be ordered according to the client requirement and specifications.
2. All design should be done according to the client standard and specifications.
3. If client standard is not available then follow applicable IEEE and NERC
recommendations.
Limit & exclusion:
1. Material cost is not included in the total pricing of this substation work. Consultant will
provide the procurement support.
2. No geotechnical survey is required per client information.
3. No site work or fencing is required per client information.
4. New substation ground grid design is not required. Only modification will be required.
5. Client will provide standard or go by design for this substation.
6. This proposal is for design, project management, relay programming, testing and
commissioning only. Construction cost is not included in this proposal.
7. Two site visits will be required with average three people per visit for project scoping.
8. Eight site visits will be required for construction support for one electrical/civil engineer.
9. Telecommunication, station security design and installation should be done by Client.
10. Transmission line termination will be done by Client.

7. 7
Project Charter
Project Title and description:
To provide the reliabilitycustomerservice Missouri Utilitycompanydecide tomodifythe existing
Coxwell 138kV straightbusintoa five breakerringbussubstation.Thismodificationwillnotonly
increase the capacityof thissubstationbutwill increase the reliabilityof customerservicesaswell.In
additiontothisitis possible toaddtwonew line/transformerwhichcanhandle the increasinggrowthof
the electrical loadsaroundthissubstation.
Thisprojectrequiresdesign,projectmanagement,constructionsupportaswell astestingand
commissioningof thissubstation.The constructionpartof thisprojectwill be done byone of the
approvedcontractorsof the client.Inadditiontothe designservicesconsultantwillresponsible fortotal
projectmanagementof thisprojectwhichincludestotal workplanning,materialordering,bid
evaluation,tohelpclientforconstructioncontractorselectionprocess.
Project Manager and Resources:
Bill Hansen – ProjectManager,314-185-1111, Bhansen@consultant.com
JohnTommy – Electrical Engineer(Physical),314-185-1221, jtommy@consultant.com
Todd Kelly –Electrical Engineer(P&C&Relaysettings),314-185-1231, tkelly@consultant.com
Don Hugo – Electrical Engineer(P&C&Testing/commissioning),314-185-1436, dhugo@consultant.com
ArthurLouis – Civil/StructuralEngineer,314-185-1212, alouis@consultant.com
AdamHands – DraftingTechnician,314-185-1315, ahands@consultant.com
Project Description & Deliverables:
1. ProjectManagement: Total projectmanagementof thisprojectwhichincludesworkplanning,
material ordering,bidevaluation,selectionof constructioncontractor.
2. Structural Design:DetailedStructural designforthe 138 & 34kV side of thissubstationas
describedinprojectscope.
3. Civil Design:Detailedbelowandabove grade designasperthe projectscope.
4. Electrical Design:Detailedprotection&control design,control buildinglayoutetc.asperthe
projectscope.
5. Relaysettings:Consultantwilldothe necessaryprogrammingall the relaysof thissubstation.
6. Testing& Commissioning: Consultantwill supplyproperlogisticsforthe testing&
commissioningof all the equipmentof thissubstation.
7. ConstructionSupport: Contractorwill providenecessarysupportduringconstructionwhich
includesansweringquestionsof constructioncrew,minordesignchange asperfieldsituation,
provide fieldsupervisionduringmajorfoundationconstruction.

8. 8
Compensation and Schedule:
The energizationdate of the rebuiltCoxwell substationnolaterthanJuly1,2017. Total cost of this
projectwhichincludesdesign,projectmanagement,relayprogramming,testing&commissioning&
constructionsupportshouldnotexceed$550,000.00. Thisexcludesthe material cost.
IN WITNESSWHEREOF, the partieshave executedthisRequestforServicesonthe date(s) indicated
below.
Missouri Utility ConsultingEngineer
By: By:
Title: _ Title:
Date: _ Date: _

9. 9
Work Breakdown Structure
By followingastructuredsystem,like the WBS,projectmanagerscanevaluate all the divisionsof the
projectinan organizedmanner.Basedoff the WBS,each divisionishasnodirect correlationtoanother
department,exceptthe projectmanagementcategory.The projectmanagementbranchcanoversee
the progress,qualityandtime constraintsof eachbranchof the project.The constructionpart of this
projectwill be done byone of the approvedcontractorsof the client.Inadditiontothe designservices
consultant,theywill be responsiblefortotal projectmanagementof thisprojectwhichincludestotal
workplanning,material ordering,bidevaluation,tohelpclientforconstruction contractorselection
process.While the designservicesconsultantteamoverseesthe whole project,eventhe project
managementteam,the projectmanagementteamisresponsibleforall branchesof the project.

10. 10
Organizational Structure:
The consultingcompanyisa highlystructured organization.The general functionalorganizations
such as humanresources,marketingandsupportingstaff are notshownon thisorganizational tree.
Thisprojectteamis dedicatedtothisspecificjob.EventhoughArthurLouis&AdamHands are came
fromtheirfunctional organization“Civil/Structural”and“DraftingDepartment”respectivelybut
theyare alsodedicatedtothisteam.Teamof projectmanagerB andC are not shownon this
diagram.
Substation
Department
Manager
Drafting Section
Manager
Project Manager
B
Civil/Structural
Section Manager
Project Manager
C
Project Manager
Bill Hansen
Arthur Louis
Civil/structural
Engineer
Adam Hands
Drafting Tech
Todd Kelly
Electrical
Engineer
Don Hugo
Electrical
Engineer
John Tommy
Electrical
Engineer

11. 11
Project Network
Activity Description Duration
(Days)
Predecessors
1
2 Proposal submittal 5 -
3 30% Physical Design complete 48 2
4 30% Civil design complete 48 2
5 30% Protection & control package complete 48 2
6 Long lead* item ordering 105 3,4,5
7 Prefabricated control building 67 14,5
8 Physical below & above grade design package
submittal for client review
56 3
9 Civil package submittal for client review 66 4
10 Protection & control package submittal for client
review
77 5
11 Physical package issue for construction 26 8
12 Civil/structural package issue for construction 15 9
13 Construction package issue for bid 24 11,12
14 Protection & control package issue for
construction
30 10
15 Below grade construction 65 12
16 Above grade construction 92 15
17 Relay settings complete 77 14
18 Testing & commissioning 15 16,17
19 As-built drawing complete 34 18
20 Substation energization
Long Lead items includes circuit breaker, circuit switcher, disconnect switches, potential
transformers, station service transformer etc. Some of these item has lead time of two to three
months. Long lead items need on site before construction starts. Prefabricated control building
will not be able to deliver until below grade construction is done. Relay panel wiring of the
control building will not be started until the P&C package issue for construction.
The winter weather has been considered and added to the duration of the above grade
construction.

12. 12
Gantt Chart:
By figuring the time durations of each contractors work, we were able to build this Gantt chart
to provide a visual representation of the project milestones. The chart is able to provide visual
illustrations of start and finish dates of each sub-contracted projects. By knowing the time and
finish dates, the chart provides visual illustrations of when projects start in accordance to other
projects being complete before the start of proceeding projects. Some projects can only start
after certain projects are complete. Also, there can be multiple projects running at the same
time, as long as they do no interfere with each other. This is all laid out in the Gantt chart,
allowing project managers to easily access start and finish dates of sub contracting work.
Communication Plan
The most important stakeholder in this project will be the customer, Missouri Utility. Along with
the customer, it will be important to keep the project team, project manager, senior
management, and other resources such as engineers informed of milestones and the project
status. The communication plan provided should be followed when determining who
information is sent to, how it is sent, and when it is sent. If deemed necessary or at the request
of the customer, the customer should be provided with all reports.

13. 13
Information Sent to When Method Provider
Milestone Report Senior Management
and Project Manager
Bimonthly E-mail andhardcopy Project office
Project status reports Project team,
Resources, and
customer
Weekly E-mail andhardcopy Project Manager
Team Status Reports Project Manager and
Project office
Weekly E-mail Team Recorder
Change Requests All Anytime E-mail andhardcopy Design
Project Progress Tracking
A cost vs schedule graph will be used to track the progress of the project through to
completion. This will allow the project accomplishments to be measured against planned
deliverables. This will also enable the project management team to alert stakeholders early
when problems are identified and set the groundwork for quick and proactive corrective action.
The cost schedule tracker will be share with all stakeholders during progress meetings and upon
request outside those times in order to improve communication between all parties and ensure
that a similar database is being used. This approach will facilitate confidence building between
the customers and other stakeholders and allow them to keep track of expected progress.

14. 14
Risk Management
The risk involved in this project must be minimized in order to be delivered on time and within
budget. The project team has determined the risk involved and determined which ones will
need to be managed closely and avoided. The risk response matrix provided outlines the most
likely and severe risks to occur during this project. It also provides information for the correct
response to the risk, a contingency plan, the risk trigger, and the individual that will be
responsible. The risk response matrix should be referenced if/when a risk occurs during the
project.
Risk Response Contingency
Plan
Trigger Responsible
Scope creep
(e.g. extension
of yard)
Transferring risk
by outsourcing
Use of overtime
by internal
resources
Project delay
and cost
increase
Project manager
and Client
manager
Bad weather
condition during
construction
Retaining risk Cover up by
working
overtime
Project delay Project manager
and construction
manager
Wrong material
ordered
Retaining risk Request client to
borrow from
their warehouse
Project delay Project manager
and client
manager

15. 15
Outsourcing
Background:
Duringthe kickoff meetingclientproposedtoextendthe substationareainnorthside sothat theycan
getplentyof space for the newconstructionaswell asto have some area for future expansion.Thiswas
not includedinthe initial scope of the project,therefore thereshouldbe animpactonthe schedule as
well ason the budget.
Consultantdiscussedthisissue withclientafterthe kickoff meeting.Clientmentionedthattheywill
considerthisasscope change andwill addthe cost for thiswork.But theywill notcompromise the in
service date of thisrebuildsubstation.
NextStep:
Thisarea extensionneedssomeextensiveworkwhichincludesthe landpurchase,local government
permit,geotechnical surveyandgradingdesignof thispartof the substation.Thispartalsorequire the
extensionof substationgroundgridwhichrequiresto measure the soil resistivity.
Consultanthasa small groupwhodoesthe geo technical surveybuttheyare toobusyto take thisextra
workwhichneedtobe done as soonas possible.Inameetingprojectmanagerdiscussedthisissue with
the Geo Tech functional managerandtopmanagement.Theyrealizedthatitmay be possible tothe
surveybutthe otherassociatedworkisnot possible withinthisveryshortduration.Thentheydecided
that to avoidriskby outsource the substationyardextensionpart.Inthe past the consultantcompany
sharedsome geotechwork withanothersmall company.Theyhave agood understandingwiththat
company.
Projectmanagerthoughtaboutthe outsourcingof thisworkand foundsome advantage and
disadvantage foroutsourcing.
Advantagesare itwill eliminatethe requirementof additional resources,avoidhassle of gettingpermit
and mostimportantlymanage the deadline of the project.
On the otherhand he realizedsome disadvantagessuchasneedextensivecoordinationbetweenthe
outsource company.
Projectmanagerthenidentifiedsome crucial pointsforasuccessful outsourcing,whichare
1. Establishedawell-definedscope of thispartof the workwithoutanyconfusion.
2. Propernegotiationof thisworkwiththe outsource company.
3. Identifythe deliverablesandthe deadlines.
4. Frequentreviewof workstatus

16. 16
Project Closure
Coxwell beingasubstationprojectneedstobe highlysafe andtestrunbefore closing.ProjectClosure is
a veryimportantstage as it isthe last stage before the projectishandedovertothe client.The three
majordeliverablesassociatedwithprojectclosure are describedbelow:
1. Wrappingup the project
The customeror the clientneedstoapprove the projectbeforeclosure.The financialsaccountsneedto
be verifiedandsettled.The projectmanager Bill Hansen hastoworkinclose coordinationwithhisteam
for the completionof the project.
2. Performance Evaluation
The performance of the individualmembersaswell asthe teamneedstobe evaluated.The evaluation
wouldhelpthe managementdecide the teammembersforfuture projects.
3. Retrospectives
Retrospectivesplay animportantrole inthe projectclosure.Theyhelpthe managementlearnfromthe
mistakesthatoccurredand avoidmakingtheminfuture.
The projectsmay be furthercategorizedbasedonthe typesof closure:
Normal:Thistype of closure occurs isthe projectthatis closedinthe simplestmanner.
Premature:Thistype of closure occurswhenthe projectneverseemstoend.The reasonsforthiscould
be due to frequentchangesinthe projectscope,poorplanning,etc.
FailedProject:Failedprojects usuallyeasytoclose down.The managementisconvincedaboutthe
failure andthe projectiscompleted.
Changedpriorities: Thistype of closure occursdue to frequentchangesinthe prioritiesandstrategy
shifts.
Once the final reportispreparedthe projectisclosed.The Coxwell substationprojectseemstoprocess
as per planning.Oncompletionitwillclose asa normal project closure.