Gasification - Project

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GREENWAY PLASMA ENERGY PARK Queensland Project Services

Project PlanGreenway Plasma Energy Park

Author: Gordon Blakemore

Student ID 1617955

Creation Date: 20/10/11

Last Revised: 20/10/11

Version: 1.0


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GREENWAY PLASMA ENERGY PARK Queensland Project Services

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TABLE OF CONTENTS

INTRODUCTION ..................................................................................................................................................................... 2

PURPOSE OF PLAN...................................................................................................................................................................... 2BACKGROUND INFORMATION/AVAILABLE ALTERNATIVES .......................................................................................................... 2PROJECT DESCRIPTION .............................................................................................................................................................. 4PROJECT PHASES ....................................................................................................................................................................... 6

PHASE 1:INITIATION.................................................................................................................................................................... 6PHASE 2:DEFINITION (PLANNING) .............................................................................................................................................. 6PHASE 3:DESIGN AND PROCUREMENT (PILOT PLANT) .............................................................................................................. 6PHASE 4:DESIGN AND PROCUREMENT (FULL SCALE PLANT) .................................................................................................... 7PHASE 4:DESIGN AND PROCUREMENT (FULL SCALE PLANT) .................................................................................................... 7PHASE 5:FOLLOW-UP (CLOSE-OUT) .......................................................................................................................................... 7

BUSINESS CASE ...................................................................................................................................................................... 8

GOALS AND OBJECTIVES ................................................................................................................................................. 10

BUSINESS GOALS AND OBJECTIVES......................................................................................................................................... 10PROJECT GOALS AND OBJECTIVES .......................................................................................................................................... 10

SCOPE ...................................................................................................................................................................................... 1

SCOPE DEFINITION.................................................................................................................................................................... 11ITEMS BEYOND SCOPE.............................................................................................................................................................. 12PROJECTED BUDGET................................................................................................................................................................. 12RISK ASSESSMENT .................................................................................................................................................................... 15INITIAL PROJECT RISK ASSESSMENT ........................................................................................................................................ 16WORK BREAKDOWN STRUCTURE ............................................................................................................................................. 1REQUIREMENTS TRACKING TO WBS ........................................................................................................................................ 21MILESTONES.............................................................................................................................................................................. 22

ASSUMPTIONS ...................................................................................................................................................................... 23

PROJECT ASSUMPTIONS ........................................................................................................................................................... 2

CONSTRAINTS ...................................................................................................................................................................... 24

PROJECT CONSTRAINTS ........................................................................................................................................................... 2RELATED PROJECTS ................................................................................................................................................................. 24CRITICAL PROJECT BARRIERS .................................................................................................................................................. 24

PROJECT MANAGEMENT APPROACH ........................................................................................................................ 25

PROJECT TIMELINE.................................................................................................................................................................... 25PROJECT ROLES AND RESPONSIBILITIES ................................................................................................................................. 28ISSUE MANAGEMENT................................................................................................................................................................. 29PROJECT COMMUNICATION ....................................................................................................................................................... 30

APPROVALS ........................................................................................................................................................................... 38

SIGN-OFF SHEET ....................................................................................................................................................................... 38

ACKNOWLEDGEMENTS AND REFERENCES ............................................................................................................... 39


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INTRODUCTION

Purpose of Plan

Queensland Project Services is to project manage a alliance joint venture by Gold Coast City

Council, Inc. and Horizon Energy Pty. Ltd to develop a plasma gasification facility at GoldCoast City Councils Greenway Landfill in Arundel, Queensland. Construction is expected tobegin early in 2012, with a pilot plant startup scheduled by year end. From the collected data full scale plant is expected to be constructed beginning 2015 and fully commissioned by theend of 2015

The Greenway Plasma Energy Park will provide a definition of the project, including theprojects goals and objectives. Additionally, the Plan will serve as an agreement between thefollowing parties: Project Sponsor, Steering Committee, Project Manager, Project Team, andother personnel associated with and/or affected by the project.

The Project Plan defines the following:

Project Justification Business and project goals and objectives Scope and expectations Roles and responsibilities Assumptions and constraints Project management approach Ground rules for the project Project budget

Project timeline The conceptual design of new technology

Background Information/Available Alternatives

The concept of the Greenway Plasma Energy Park is to create an Industrial Park settingfeaturing a Plasma Gasification Plant as the centrepiece. Utilizing Plasma Gasificationtechnology to convert municipal and other waste to energy creates opportunities for otherbusinesses that utilize by-products such and steam heat, primary products such as electricitysyngas and or liquid fuels as well as provide an outlet for other businesses to dispose of wastproducts in an environmentally safe and cost effective manner.

The high temperature pyrolysis will also replace high temperature incineration for toxic wastesuch as PCBs, insecticides and other hazardous chemicals. Greenway will also dispose of amedical waste from the Griffith University Teaching Hospital which is currently underconstruction.

Plasma Gasification of waste and converting it to energy is a new concept using proventechnology. The first economically feasible plant in Germany came on-line in October 2006.Since then 4 plants have been constructed in Japan, 2 in the United States and a pilot plant under construction in Switzerland. This list does not exclude other countries such asChina, India and Malaysia who are actively exploring similar technologies.


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The proposed location of the Greenway Plasma Energy Park has a number of benefits. Alreadbeing an operating waste a facility with by-products users in close proximity. The location haaccess to rail and all weather roads and the feedstock in the form of municipal, medical andindustrial liquid and solid waste.


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Project Description

Two gasification plants are to be built. A smaller Pilot plant will be built initially to validate thetechnology and provide data for the second full scale plant.

The pilot plant will functionally represent the larger full scale gasifier. With a Plasma EnhanceMelter (PEM) system, waste materials will be prepared and fed into a first phase gasificationchamber that operates at temperatures of approximately 816 C. After the first phase, thewaste materials flow into a second closed chamber where they are superheated totemperatures between 5,500 and 11,000 C using plasma. The intense heat of the secondstage plasma gasifier rearranges the molecular structure of the waste, transforming organic(carbon-based) materials into synthesis gas (syngas).

Figure 1 Plasma Gasification process.


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The clean syngas will then be converted into transportation fuels such as ethanol and diesel andindustrial products such as hydrogen and methanol using known established methanol gas scrubbintechniques and catalytic conversion using the Selexol and Fischer and Tropsh process (FTP). In thFTP carbon monoxide and hydrogen are applied to Zeolite catalysts to convert gas to liquid fuels. Thproportionate fractions of liquid hydrocarbons can be controlled by injecting either steam or oxygeninto the pyrolysis zone during gasification. Oxygen production will be done on site through a cryogeni

oxygen plant.

Figure 2 Selexol Gas cleaning Process

The syngas will also be used as a substitute for natural gas for heating or electricity generation

In the secondary stage of the process, inorganic (non-carbon-based) materials willtransformed into environmentally inert products. These products are to be in an acceptable ansafe form suitable for transport and storage for further processing.


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Project Phases

The project can be divided into the following phases:

Phase 1: Initiation

Phase 2: Definition (planning)

Phase 3: Design and procurement (Pilot plant)

Phase 4: Design and procurement (Full scale plant)

Phase 5: Monitor and control

Phase 6: Follow up (close out)

Phase 1: Initiation

Evaluation & Recommendations

Develop Project Charter

Phase 2: Definition (planning)

Create Prelim Scope Statement

Determine Project Team

Develop PMP

Phase 3: Design and procurement (Pilot plant)

Verify & Validate User Requirements

Design Pilot Plant

Procure Materials & Services

Pilot Plant Construction

Monitoring Measuring & Testing

Evaluation and Recommendations


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Verify & Re-validate User Requirements

Design Full Scale Plant

Procure Materials & Services

Monitoring & TestingPlant Construction & Install

Operation procedures and manuals

GO LIVE Commission Plant


Project Management

Project Status MeetingsRisk Management

Update PMP

Phase 5: Follow-up (Close-out)

Audit Procurement

Document Lessons Learned

Update Files / Records

Gain Formal Acceptance

Update PMP


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Business Case

The new plasma gasification facility will complement the landfill site's other renewable energyproduction. The planned facility will convert solid and liquid waste into power, synthetic fuels and othevalue added products.

Gold Coast City Council (GCCC) began generating renewable electricity at the site in January 2010with the start-up of a new landfill methane facility. The process captures methane gas generated as

waste decomposes in the landfill and then uses the gas to generate 6 megawatts (MW) of electricityThe electricity is powering 5,000 homes in The Gold Coast City Council through an agreement withEnergex. Energex has discussed purchasing and distributing additional electricity from this project. Apresent electricity wholesale revenue from Energex totals $300,000 per annum. Its expected that thgasifier will produce approximately 80 tons of raw syngas per day. A portion of the syngas will be usefor gas to liquid fuel conversion. The fuels produced will be utilized by the City of the Gold Coast forpublic transport, machinery and such. This will ease the financial burden of fuel demand anddependency for GCCC. The fuel production is estimated at 30,000 litres per day. This equates toapproximately $10.8 million per annum. The remainder of the gas will be used directly in lean burngenerators for the production of electricity. Some of this electricity will be used for the plasma torchein the gasifier and other processes on site (approximately 10MWh of electricity per day). The

remaining 20MWh will be sold to Energex. Revenue from extra electricity sales to Energex areexpected to be in the order of $900,000 per year.

Other direct by-products such as rock wool, sulphur, fertilizers and ammonia will have directcommercial value. Other products will be part of the ongoing investigation during the life and operatioof the plant.


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GOALS AND OBJECTIVES

Business Goals and Objectives

The business goals and objectives for this project will focus on implementing gasification

technology that:

Reduces landfill footprint Reduces visual impact of landfill Provides economically viable waste disposal

Produce environmentally sustainable energy. Produce safe methods of disposing of toxic wastes Provides an open, flexible, reliable technology base for the future.

Provides value added by-products. Reliable and safe to use

Replaces traditional waste disposal methods

Project Goals and Objectives

Project goals and objectives:

Ensure that end users have input into the design process.

Accomplish project business goals and objectives within defined budget and timeparameters.

Minimize impact to standard business operations within the affected units. Craft a favorable and secure agreement between the Department and the selected

vendors.


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Items Beyond Scope

The project does not include the following:

Works and assets for Energex Electrical transmission

Projected Budget

Item Sub-totals Totals

1.1.1 Evaluation & Recommendations $340000

1.1.1.1 Assess customer objectives and goals (1) $80000

1.1.1.2 Identify potential suppliers $60000

1.1.2 Develop Project Charter $200000

1.2 Definition (planning)

1.2.1 Create Preliminary Scope Statement $6700001.2.1.1 Collect requirements (3) $10000

1.2.1.2 Define scope (4) $600000

1.2.1.3 Create WBS $60000

1.2.4 Develop Project Management Plan $120000

1.2.4.1 Prepare templates and sub-plans for PMP $40000

1.2.4.2 Finalise PMP (5) $80000

1.3 Design and procurement for Pilot Plant

1.3.2 Verify & Validate User Requirements $644000

1.3.2.1 Assess site suitability $30000

1.3.2.2 Prepare a break-down of functional requirements $900001.3.2.3 Prepare a list of new technology $20000

1.3.2.4 Prepare a list of existing technology and commonality of parts $35000

1.3.2.5 Assess and recommend material selection (7) $24000

1.3.2.6 Assess and recommend hardware $55000

1.3.2.7 Assess chemical processes $350000

1.3.2.8 Assess safety and monitoring $40000

1.3.3 Design Pilot Plant $4260000

1.3.3.1 Civil Works Site preparation design $80000

1.3.3.2 Design materials handling and feeder system $120000

1.3.3.3 Design Cryogenics Oxygen plant $400000

1.3.3.4 Design Pressure vessel $1200000

1.3.3.5 Design control and function systems $250000

1.3.3.6 Design power generation Equipment $150000

1.3.3.7 Design Gas storage systems $300000

1.3.3.8 Design Fischer Tropsh Catalytic Plant $1600000

1.3.3.9 Prepare specifications and data sheets (12) $60000

1.3.3.10 Concept / pilot internal design review $40000

1.3.3.12 Finalise design (13) $60000


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1.3.4 Procure Materials and Services $210000

1.3.4.1 Define and list materials and services for civil works $30000

1.3.4.2 Define and list components and parts required for Pilot Plant $85000

1.3.4.3 Prepare contracts with existing and new suppliers (15) $50000

1.3.4.4 Tender period (including assessment) (16) $45000

1.3.5.1 Augment existing workforce for pilot plant (19) $15000

1.3.5.2 Civil Works $172500001.3.5.2.1 Site earthworks and levelling $600000

1.3.5.2.2 Access roads and drainage $1200000

1.3.5.2.3 Gasifier concrete and footings $1350000

1.3.5.3 Pilot Plant assembly (20) $3500000

1.3.5.3.1 Construct tower $2500000

1.3.5.3.2 Construct Pressure Vessel $6000000

1.3.5.3.3 Procure Plasma Guns $800000

1.3.5.3.4 Construct Materials Handling $1300000

1.3.6.1 Testing and commissioning $4850000

1.3.6.1.1 Analyse Gas output $12000001.3.6.1.2 Test Gas Ratios to Catalysts $3500000

1.3.6.2 Plant acceptance test $50000

1.3.6.3 Corrective action $100000

1.3.7 Evaluation and Recommendations (lessons learned with pilot Plant) $30000

1.3.7.1 Set up de-brief meetings and lessons learned workshops. $30000

1.4 Design and procurement for Full Scale Gasifier

1.4.1 Project Kickoff Meeting

1.4.2 Verify & Revalidate User Requirements $30000

1.4.3 Revalidate Design $450000

1.4.4.Procure Materials and Services $600001.4.5 System Construction & Install for Full Scale Plant

1.4.5.1 Augment existing workforce for full scale plant $30000 $30000

1.4.5.2 Civil Works $1170000

1.4.5.2.1 Site earthworks and levelling $250000

1.4.5.2.2 Access roads and drainage $320000

1.4.5.2.3 Full Scale Gasifier concrete and footings $600000

1.4.5.3 Full Scale Gasifier Construction $26100000

1.4.5.3.1 Construct tower $1500000

1.4.5.3.2 Construct Pressure Vessel $5500000

1.4.5.3.3 Procure Plasma Guns $1400000

1.4.5.3.4 Construct Materials Handling Equipment $1200000

1.4.5.3.5 Build Cryogenics Oxygen plant $4500000

1.4.5.3.6 Build control and function systems $2000000

1.4.5.3.7 Build power generation Equipment $300000

1.4.5.3.8 Build Gas storage systems $1200000

1.4.5.3.9 Build Fischer Tropsh Catalytic Plant $8500000

1.4.6 Monitoring and Testing $500000

1.4.7 User Instruction Manuals $100000


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1.4.8 GO LIVE Commission plant $50000

1.5 Monitor & Control $4530000

1.5.1 Project Management $4000000

1.5.2 Project Status Meetings $200000

1.5.3 Risk Management $300000

1.5.4 Update Project Management Plan $30000

1.6 Follow up (close-out) $6400001.6.1 Audit Procurement $330000

1.6.2 Document Lessons Learned $80000

1.6.3 Update Files/Records $30000

1.6.4 Finalize all patents and registered designs $200000

1.6.6 Archive Files/Documents Final PMP $20000

Total $62069000


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Risk Assessment

The initial Risk Assessment (following page) attempts to identify, characterize, prioritize anddocument a mitigation approach relative to those risks which can be identified prior to the staof the project.

The Risk Assessment will be continuously monitored and updated throughout the life of the

project, with monthly assessments included in the status report (see Communications Planand open to amendment by the Project Manager.

Because mitigation approaches must be agreed upon by project leadership (based on theassessed impact of the risk, the projects ability to accept the risk, and the feasibility ofmitigating the risk), it is necessary to allocate time into each Steering Committee meeting,dedicated to identifying new risks and discussing mitigation strategies.

The Project Manager will convey amendments and recommended contingencies to theSteering Committee monthly, or more frequently, as conditions may warrant.


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Initial Project Risk Assessment

Risk Risk LevelL/M/H

Likelihoodof Event

Mitigation Strategy

Project Size

Person Hours H: Over 20,000 Certainty Assigned Project Manager,engaged consultant,comprehensive project

management approach andcommunications plan

Estimated Project Schedule H: Over 12 months Certainty Created comprehensive projecttimeline with frequent baselinereviews

Team Size at Peak H: Over 15 members Certainty Comprehensive communicationsplan, frequent meetings, tightproject management oversight

Integration to ExistingLandfill operations

H: Projects ocupy samesite

Certainty Develop Integration plan anddocument immediately

Project Definition

Narrow Knowledge Level of

Users

M: Knowledgeable of

user area only

Likely Assigned Project Manager(s) to

assess global implicationsAvailable documentationclouds establishment of

baseline

M: More than 75%complete/current

Likely Balance of information to begathered by consultant

Project Scope Creep L: Scope generally

defined, subject torevision

Unlikely Scope intially defined in project

plan, reviewed monthly by threegroups (Project Manager andSteering Committee) to prevent

undetected scope creep

Consultant ProjectDeliverables unclear

L: Well defined Unlikely Included in project plan, subject toamendment

Vendor Project Deliverables M: Estimated, not

clearly defined

Somewhat

likely

Included in project plan, subject to

amendment

Cost Estimates Unrealistic L: Thoroughly predictedby industry expertsusing proven practicesto 15% margin of error

Unlikely Included in project plan, subject toamendment as new detailsregarding project scope arerevealed

Timeline EstimatesUnrealistic

M: Timeline assumes noderailment

Somewhatlikely

Timeline reviewed monthly bythree groups (Project Manager andSteering Committee) to preventundetected timeline departures

Number of Team MembersUnknowledgeable ofBusiness

L: Team well versed inbusiness operationsimpacted by technology

Unlikely Project Manager and consultant toidentify knowledge gaps andprovide training, as necessary

Project LeadershipSteering Committeeexistence

L: Identified andenthusiastic

Unlikely Frequently seek feedback to ensurecontinued support

Absence of CommitmentLevel/Attitude ofManagement

L: Understands value &supports project


Absence of Commitment

Level/Attitude of Users

L: Understands value &

supports project

Unlikely Frequently seek feedback to ensure

continued support


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Risk Risk LevelL/M/H

Likelihoodof Event

Mitigation Strategy

Absence ofMid-ManagementCommitment

L: Most understandvalue & support project


Project StaffingProject Team Availability M: Distributed team

makes availability

questionable

Somewhatlikely

Continuous review of projectmomentum by all levels. Consultant

to identify any impacts caused byunavailability. If necessary,increase committmment byparticipants to full time status

Physical Location of Teamprevents effectivemanagement

M: Team is dispersedamong several sites

Likely Use of Intranet project website,comprehensive CommunicationsPlan

Project Teams SharedWork Experience createspoor working relationship

M: Some have workedtogether before

Somewhatlikely

Comprehensive CommunicationsPlan

Weak User Participation onProject Team

L: Users are part-timeteam members

Unlikely User Group Participantscoordinated by full time employee

Project ManagementProcurementMethodology Used foreignto team

L: Procurement

Methodology familiar toteam

Unlikely N/A

Change ManagementProcedures undefined

L: Well-defined Unlikely N/A

Quality ManagementProcedures unclear

L: Well-defined andaccepted

Unlikely N/A

Engineering Vendor

Number of Times Team HasDone Prior Work with

Vendor Creates ForeignRelationship

H: Never Certainty A comprehensive vendor evaluationand selection process (incorporated

into Project Plan) will be employedto predict and define therelationship between the

department and the vendor

Teams Lack of Knowledge

hardware and engineeringprocesses

M: Conceptual

understanding

Somewhatlikely

Comprehensive vendor evaluation

and selection process incorporatedinto Project Plan will assist the teamin better understanding the

engineering

Poor Functional Match ofengineering Requirements

L: Minimalcustomization required

Unlikely Althoughhardware has not yet beenselected, the Consultant hascompared the initial requirements

with available functionality anddetermined that a functional matchto the initial requirements is verylikely. Vendor selection will bebased, in part, on how well theproposed application matches

defined engineering specifications.

Teams Involvement inPackage Selection ImpactsSuccess of Implementation

L: High involvement inselection

Unlikely Comprehensive vendor evaluationand selection process incorporatedinto Project Plan


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Work Breakdown Structure

Greenway Plasma Park

1.1 Initiation

1.1.1 Evaluation & Recommendations

1.1.1.1 Assess customer objectives and goals1.1.1.2 Identify potential suppliers

1.1.2 Develop Project Charter1.1.2.1 Appoint project manager

1.1.3 Deliverable: Submit Project Charter1.1.4 Project Sponsor Reviews Project Charter1.1.5 Project Charter Signed/Approved

1.2 Definition (planning)

1.2.1 Create Preliminary Scope Statement1.2.1.1 Collect requirements1.2.1.2 Define scope1.2.1.3 Create WBS

1.2.2 Determine Project Team1.2.2.1 Assess suitable resources for project team

1.2.3 Project Team Kickoff Meeting

1.2.4 Develop Project Management Plan1.2.4.1 Prepare templates and sub-plans for PMP1.2.4.2 Finalise PMP

1.2.5 Submit Project Management Plan1.2.6 Milestone: Project Plan Approval

1.3 Design and procurement for Pilot Plant

1.3.1 Project Kickoff Meeting

1.3.2 Verify & Validate User Requirements1.3.2.1 Assess site suitability1.3.2.2Prepare a break-down of functional requirements1.3.2.3 Prepare a list of new technology1.3.2.4 Prepare a list of existing technology and commonality of parts1.3.2.5 Assess and recommend material selection1.3.2.6 Assess and recommend hardware1.3.2.7 Assess chemical processes1.3.2.8 Assess safety and monitoring


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1.3.3 Design Pilot Plant1.3.3.1 Civil Works Site preparation design1.3.3.2 Design materials handling and feeder system1.3.3.3 Design Cryogenics Oxygen plant1.3.3.4 Design Pressure vessel1.3.3.5 Design control and function systems

1.3.3.6 Design power generation Equipment1.3.3.7 Design Gas storage systems1.3.3.8 Design Fischer Tropsh Catalytic Plant1.3.3.9 Prepare specifications and data sheets1.3.3.10 Concept / pilot internal design review1.3.3.11 Present concept design to customer1.3.3.12 Finalise design

1.3.4 Procure Materials and Services1.3.4.1 Define and list materials and services for civil works1.3.4.2 Define and list components and parts required for Pilot Plant

1.3.4.3 Prepare contracts with existing and new suppliers1.3.4.4 Tender period (including assessment)1.3.4.5 Award contracts

1.3.5 System Construction & Install for Pilot Plant1.3.5.1 Augment existing workforce for pilot plant

1.3.5.2 Civil Works1.3.5.2.1 Site earthworks and levelling1.3.5.2.2 Access roads and drainage1.3.5.2.3 Gasifier concrete and footings

1.3.5.3 Pilot Plant assembly1.3.5.3.1 Construct tower1.3.5.3.2 Construct Pressure Vessel1.3.5.3.3 Procure Plasma Guns1.3.5.3.4 Construct Materials Handling

1.3.6 Monitoring/measurement and Testing (for pilot plant)1.3.6.1 Testing and commissioning

1.3.6.1.1 Anylise Gas output1.3.6.1.2 Test Gas Ratios to Catalysts

1.3.6.2 Plant acceptance test1.3.6.3 Corrective action

1.3.7 Evaluation and Recommendations (lessons learned with pilot Plant)1.3.7.1 Set up de-brief meetings and lessons learned workshops.1.3.7.2 Final sign off to proceed full scale plant


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1.4 Design and procurement for Full Scale Gasifier

1.4.1 Project Kickoff Meeting1.4.2 Verify & Revalidate User Requirements (lessons learned from pilot plant)1.4.3 Revalidate Design1.4.4.Procure Materials and Services1.4.5 System Construction & Install for Fulll Scale Plant

1.4.5.1 Augment existing workforce forfull scale plant

1.4.5.2 Civil Works1.4.5.2.1 Site earthworks and levelling1.4.5.2.2 Access roads and drainage1.4.5.2.3 Full Scale Gasifier concrete and footings

1.4.5.3 Full Scale Gasifier Construction1.4.5.3.1 Construct tower1.4.5.3.2 Construct Pressure Vessel1.4.5.3.3 Procure Plasma Guns

1.4.5.3.4 Construct Materials Handling Equipment1.4.5.3.5 Build Cryogenics Oxygen plant1.4.5.3.6 Build control and function systems1.4.5.3.7 Build power generation Equipment1.4.5.3.8 Build Gas storage systems1.4.5.3.9 Build Fischer Tropsh Catalytic Plant

1.4.6 Monitoring and Testing1.4.7 User Instruction Manuals1.4.8 GO LIVE Commision plant

1.5 Monitor & Control

1.5.1 Project Management1.5.2 Project Status Meetings1.5.3 Risk Management1.5.4 Update Project Management Plan

1.6 Follow up (close-out)

1.6.1 Audit Procurement1.6.2 Document Lessons Learned

1.6.3 Update Files/Records1.6.4 Finalize all patents and registered designs1.6.5 Gain Formal Acceptance1.6.6 Archive Files/Documents Final PMP


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Requirements Tracking to WBS


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Milestones

The following represent key project milestones, with estimated target dates:

Milestone Estimated Date

1 Initiation 2/01/2012

1.2.1 Appoint project manager 21/05/2012

1.5 Project Charter Signed/Approved 29/06/2012

2.6 Project Plan Approval 27/11/2012

3.3.12 Finalise design 28/12/2013

3.4.5 Award contracts ( 27/02/2014

3.7.2 Final sign off Pilot to proceed full scale 17/02/2015

4.8 GO LIVE Commission plant 23/10/2015

6.5 Gain Formal Acceptance 1/12/2015


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ASSUMPTIONS

Project Assumptions

The following assumptions were made in preparing the Project Plan:

GCCC employees are willing to change business operations to take advantage of the newwaste disposal policy.

Management will ensure that project team members are available as needed to completeproject tasks and objectives.

The Steering Committee will participate in the timely execution of the Project Plan (i.e.,timely approval cycles and meeting when required).

Failure to identify changes to draft deliverables within the time specified in the projecttimeline will result in project delays.

Project team members will adhere to the Communications Plan.

Mid and upper management will foster support and buy-in of project goals and objectives

The City will ensure the existence of infrastructure and policy to support the project.

All project participants will abide by the guidelines identified within this plan.

The Project Plan may change as new information and issues are revealed.


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CONSTRAINTS

Project Constraints

The following represent known project constraints:

Project funding sources are limited, with no contingency. Due to unpredictable weather conditions especially during summer construction may be

delayed.

Environmental compliance needs to be sought. Project must comply with state and local government legislation under The Environmenta

Protection Act (1994) and all legislation and bylaws under the Queensland LocalGovernment Act 2009

Related Projects

National Cheng Kung University - Tainan City, Taiwan (PEAT International)Yoshii, Utashinai, and Mihama-Mikata, Japan (Hitachi Metals Ltd.)Ottawa, Ontario, Canada (Plasco Energy Group Inc.)Tallahassee, Florida, USA (Green Power Systems)

Critical Project Barriers

Unlike risks, critical project barriers are insurmountable issues that can be destructive to aprojects initiative. In this project, the following are possible critical barriers:

Removal of project funding As this is a new technology there are no environmental laws or regulations at present. If

new regulations are introduced the project could be adversely affected.

Because this is publically funded adverse publicity could cause rejection by the rate payers Change of government could see the project shelved.

Should any of these events occur, the Project Plan would become invalid.


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PROJECT MANAGEMENT APPROACH

Project Timeline

Task description Begin date End date Days

Plasma Gasification 2/01/2012 8/12/2015 1026

1.1 Initiation 2/01/2012 30/06/2012 1301.1.1 Evaluation & Recommendations 2/01/2012 18/02/2012 35

1.1.1.1 Assess customer objectives and goals (1) 6/02/2012 17/03/2012 30

1.1.1.2 Identify potential suppliers 5/03/2012 7/04/2012 25

1.1.2 Develop Project Charter 2/04/2012 25/05/2012 39

1.1.2.1 Appoint project manager (2) 21/05/2012 25/05/2012 4

1.1.3 Deliverable: Submit Project Charter 25/05/2012 26/05/2012 1

1.1.4 Project Sponsor Reviews Project Charter 28/05/2012 29/06/2012 24

1.1.5 Project Charter Signed/Approved 29/06/2012 30/06/2012 1

1.2 Definition (planning) 2/07/2012 15/12/2012 120

1.2.1 Create Preliminary Scope Statement 2/07/2012 7/09/2012 491.2.1.1 Collect requirements (3) 2/07/2012 24/07/2012 16

1.2.1.2 Define scope (4) 24/07/2012 17/08/2012 18

1.2.1.3 Create WBS 17/08/2012 7/09/2012 15

1.2.2 Determine Project Team 7/09/2012 9/10/2012 22

1.2.2.1 Assess suitable resources for project team 7/09/2012 9/10/2012 22

1.2.3 Project Team Kickoff Meeting 9/10/2012 10/10/2012 1

1.2.4 Develop Project Management Plan 10/10/2012 24/11/2012 33

1.2.4.1 Prepare templates and sub-plans for PMP 10/10/2012 3/11/2012 18

1.2.4.2 Finalise PMP (5) 5/11/2012 24/11/2012 15

1.2.5 Submit Project Management Plan 26/11/2012 27/11/2012 11.2.6 Milestone: Project Plan Approval 27/11/2012 15/12/2012 14

1.3 Design and procurement for Pilot Plant 14/12/2012 27/02/2015 575

1.3.1 Project Kickoff Meeting 14/12/2012 15/12/2012 1

1.3.2 Verify & Validate User Requirements 17/12/2012 30/03/2013 75

1.3.2.1 Assess site suitability 17/12/2012 2/02/2013 35

1.3.2.2 Prepare a break-down of functional requirements 17/12/2012 2/02/2013 35

1.3.2.3 Prepare a list of new technology 17/12/2012 2/02/2013 35

1.3.2.4 List existing technology and commonality of parts 21/01/2013 23/02/2013 25

1.3.2.5 Assess and recommend material selection (7) 21/01/2013 23/02/2013 25

1.3.2.6 Assess and recommend hardware 18/02/2013 30/03/2013 30

1.3.2.7 Assess chemical processes 18/02/2013 30/03/2013 30

1.3.2.8 Assess safety and monitoring 14/01/2013 9/02/2013 20

1.3.3 Design Pilot and full scale Plant 1/04/2013 28/12/2013 195

1.3.3.1 Civil Works Site preparation design 1/04/2013 12/10/2013 140

1.3.3.2 Design materials handling and feeder system 1/04/2013 12/10/2013 140

1.3.3.3 Design Cryogenics Oxygen plant 1/04/2013 12/10/2013 140

1.3.3.4 Design Pressure vessel 1/04/2013 12/10/2013 140

1.3.3.5 Design control and function systems 1/04/2013 12/10/2013 140


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1.3.3.6 Design power generation Equipment 1/04/2013 12/10/2013 140

1.3.3.7 Design Gas storage systems 1/04/2013 12/10/2013 140

1.3.3.8 Design Fischer Tropsh Catalytic Plant 1/04/2013 13/10/2013 140

1.3.3.9 Prepare specifications and data sheets (12) 14/10/2013 30/10/2013 12

1.3.3.10 Concept / pilot internal design review 30/10/2013 27/11/2013 20

1.3.3.11 Present concept design to customer 27/11/2013 11/12/2013 10

1.3.3.12 Finalise design (13) 11/12/2013 28/12/2013 131.3.4 Procure Materials and Services 30/12/2013 1/03/2014 45

1.3.4.1 Define and list materials and services for civil works 26/02/2014 27/02/2014 1

1.3.4.2 Define and list components required for Pilot Plant 26/02/2014 27/02/2014 1

1.3.4.3 Prepare contracts with existing and new suppliers (15) 27/01/2014 19/02/2014 17

1.3.4.4 Tender period (including assessment) (16) 30/12/2013 1/03/2014 45

1.3.4.5 Award contracts (17) 26/02/2014 27/02/2014 1

1.3.5 System Construction & Install for Pilot Plant 3/03/2014 6/12/2014 200

1.3.5.1 Augment existing workforce for pilot plant (19) 3/03/2014 1/05/2014 43

1.3.5.2 Civil Works 7/05/2014 28/06/2014 38

1.3.5.2.1 Site earthworks and levelling 7/05/2014 28/06/2014 381.3.5.2.2 Access roads and drainage 7/05/2014 28/06/2014 38

1.3.5.2.3 Gasifier concrete and footings 7/05/2014 28/06/2014 38

1.3.5.3 Pilot Plant assembly (20) 7/05/2014 6/12/2014 153

1.3.5.3.1 Construct tower 30/06/2014 6/12/2014 115

1.3.5.3.2 Construct Pressure Vessel 30/06/2014 6/12/2014 115

1.3.5.3.3 Procure Plasma Guns 30/06/2014 6/12/2014 115

1.3.5.3.4 Construct Materials Handling 7/05/2014 13/09/2014 93

1.3.6 Monitoring/measurement and Testing (for pilot plant) 9/12/2014 13/02/2015 48

1.3.6.1 Testing and commissioning 9/12/2014 13/02/2015 48

1.3.6.1.1 Anylise Gas output 9/12/2014 13/02/2015 481.3.6.1.2 Test Gas Ratios to Catalysts 9/12/2014 3/02/2015 40

1.3.6.2 Pilot Plant acceptance test 27/01/2015 12/02/2015 12

1.3.6.3 Corrective action 6/02/2015 12/02/2015 4

1.3.7 Evaluation and Recommendations (lessons learned with

pilot Plant) 13/02/2015 27/02/2015 10

1.3.7.1 Set up de-brief meetings and lessons learned

workshops. 13/02/2015 27/02/2015 10

1.3.7.2 Final sign off to proceed full scale plant (22) 13/02/2015 17/02/2015 2

1.4 Design and procurement for Full Scale Gasifier 27/02/2015 31/10/2015 176

1.4.1 Project Kickoff Meeting 27/02/2015 28/02/2015 11.4.2 Verify & Revalidate User Requirements (with lessons

learned from pilot plant) 27/02/2015 5/03/2015 4

1.4.3 Revalidate Design 27/02/2015 5/03/2015 4

1.4.4.Procure Materials and Services 27/02/2015 5/03/2015 4

1.4.5 System Construction & Install for Fulll Scale Plant 27/02/2015 31/10/2015 176

1.4.5.1 Augment existing workforce forfull scale plant 27/02/2015 11/03/2015 8

1.4.5.2 Civil Works 27/02/2015 6/05/2015 48

1.4.5.2.1 Site earthworks and levelling 27/02/2015 6/05/2015 48

1.4.5.2.2 Access roads and drainage 27/02/2015 6/05/2015 48


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1.4.5.2.3 Full Scale Gasifier concrete and footings 27/02/2015 6/05/2015 48

1.4.5.3 Full Scale Gasifier Construction 27/02/2015 31/10/2015 176

1.4.5.3.1 Construct tower 27/02/2015 15/09/2015 142

1.4.5.3.2 Construct Pressure Vessel 16/03/2015 3/10/2015 145

1.4.5.3.3 Procure Plasma Guns 27/02/2015 6/05/2015 48

1.4.5.3.4 Construct Materials Handling Equipment 27/02/2015 30/06/2015 87

1.4.5.3.5 Build Cryogenics Oxygen plant 27/02/2015 11/09/2015 1401.4.5.3.6 Build control and function systems 27/02/2015 11/09/2015 140

1.4.5.3.7 Build power generation Equipment 20/07/2015 19/08/2015 22

1.4.5.3.8 Build Gas storage systems 20/07/2015 29/08/2015 30

1.4.5.3.9 Build Fischer Tropsh Catalytic Plant 27/02/2015 31/10/2015 176

1.4.6 Monitoring and Testing 27/02/2015 12/09/2015 141

1.4.7 User Instruction Manuals 27/02/2015 12/08/2015 118

1.4.8 GO LIVE Commission plant 27/02/2015 23/10/2015 170

1.5 Monitor & Control 2/01/2012 2/10/2015 979

1.5.1 Project Management 2/01/2012 2/10/2015 979

1.5.2 Project Status Meetings 2/01/2012 2/10/2015 9791.5.3 Risk Management 2/01/2012 2/10/2015 979

1.5.4 Update Project Management Plan 2/01/2012 2/10/2015 979

1.6 Follow up (close-out) 2/10/2015 8/12/2015 47

1.6.1 Audit Procurement 5/10/2015 30/10/2015 19

1.6.2 Document Lessons Learned 5/10/2015 30/10/2015 19

1.6.3 Update Files/Records 30/10/2015 26/11/2015 19

1.6.4 Finalize all patents and registered designs 2/10/2015 3/10/2015 1

1.6.5 Gain Formal Acceptance 26/11/2015 1/12/2015 3

1.6.6 Archive Files/Documents Final PMP 10/11/2015 8/12/2015 20


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Project Roles and Responsibilities

Role Responsibilities Participant(s)

ProjectSponsor

Ultimate decision-maker and tie-breaker Provide project oversight and guidance Review/approve some project elements

Gold Coast City CouncilAlex WhifhoftLeon PetersIan Brumby

SteeringCommittee

Commits department resources Approves major funding and resource

allocation strategies, and significant changes

to funding/resource allocation

Resolves conflicts and issues Provides direction to the Project Manager Review project deliverables

Gold Coast City Council

ProjectManager

Manages project in accordance to theproject plan

Serves as liaison to the Steering Committee Receive guidance from Steering Committee Supervises consultants Supervise vendor(s) Provide overall project direction Direct/lead team members toward project

objectives

Handle problem resolution Manages the project budget

Queensland Project Services P/LGordon Blakemore

ProjectParticipants

Understand the user needs and businessprocesses of their area

Act as consumer advocate in representingtheir area

Communicate project goals, status andprogress throughout the project to personnel

in their area

Review and approve project deliverables Creates or helps create work products Coordinates participation of work groups,

individuals and stakeholders

Provide knowledge and recommendations

Helps identify and remove project barriers Assure quality of products that will meet the

project goals and objectives

Identify risks and issues and help inresolutions

Horizon Energy Pty. Ltd.

Others to be identified by SteeringCommittee

SubjectMatterExperts

Lend expertise and guidance as needed To be identified by SteeringCommittee


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Issue Management

The information contained within the Project Plan will likely change as the project progressesWhile change is both certain and required, it is important to note that any changes to theProject Plan will impact at least one of three critical success factors: Available Time, AvailablResources (Financial, Personnel), or Project Quality. The decision by which to makemodifications to the Project Plan (including project scope and resources) should be

coordinated using the following process:

Step 1: As soon as a change which impacts project scope, schedule, staffing or spendinis identified, the Project Manager will document the issue.

Step 2: The Project Manager will review the change and determine the associatedimpact to the project and will forward the issue, along with a recommendation, tthe Steering Committee for review and decision.

Step 3: Upon receipt, the Steering Committee should reach a consensus opinion onwhether to approve, reject or modify the request based upon the information

contained within the project website, the Project Managers recommendation antheir own judgment. Should the Steering Committee be unable to reachconsensus on the approval or denial of a change, the issue will be forwarded tothe Project Sponsor, with a written summation of the issue, for ultimateresolution.

Step 4: If required under the decision matrix or due to a lack of consensus, the ProjectSponsor shall review the issue(s) and render a final decision on the approval odenial of a change.

Step 5: Following an approval or denial (by the Steering Committee or Project Sponsor

the Project Manager will notify the original requestor of the action taken. There ino appeal process.


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Communications Plan

This Communications Management Plan (CMP) is a sub-plan of the Project Management Plan.The purpose of the plan is to define the communication requirements for the project and howinformation is distributed. It sets the framework for the Greenway project and serves as a guide forcommunications and reporting. It is a dynamic document and will be updated as communicationneeds change.The Project Manager is responsible for the CMP.

Objectives

To identify internal and external stakeholders.

To ensure internal stakeholders are aware of requirements.

Ensure stakeholders are aware of Greenways activities and have anopportunity to find out more information and raise issues.

Assist Greenway to deliver the project in the required timeframe.

Effective and timely response to issues before and during manufacture.

Meet the customer needs and requirements.

Project Communication

Communication in relation to the project can be internal (Greenway department branches) or externaThis plan describes procedures and standard templates for use on the project.Communications include the following form:

Media electronic / hardcopy.

Meeting / minutes weekly design & manufacturing, PCG, stakeholderinterface.

Reports monthly, workshop, observation, progress, cost (including earnedvalue and forecasting) and exception.

Correspondence email, letter, facsimile, memorandum, transmittal andinvoice.

Request for Information (RFI) to design consultant(s) or from contractor(s)and suppliers.

Design Change Request (DCR) or notice to / from consultant(s), orcontractor(s) and corrective action.

Site instruction (SI) to builder.

Board reports.


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Meetings

The key project meetings requirements are:

Project Control Group (PCG) meetings to be held monthly.

Design meetings weekly and fortnightly, as required.

Project Interface Control Group (PICG) meetings to be held monthly (twoweeks apart from the PCG).

Weekly manufacturing meetings.

The agenda for each meeting will be issued and the minutes and actions of thprevious meeting discussed, followed by the progress report, and any newissues. All actions and associated responsibilities and timeframes will beseparately recorded and copied to all participants prior to leaving the meetingsMinutes will be emailed within two days of the meeting ensuring timelyresponse to the actions is carried out.

Reports

Design Consultants Report

Design Consultant(s) must provide, to the Project Manager, a monthly written report by the first Fridaof every month. The content of this report is covered in the Design Services Contract and includes

Executive summary achievements in the preceding month, key issues andmilestones, forecast dates for completion of various activities, forecast costsand changes or variations to scope and / or budget.

Design development status and design status progress of key elements ofdesign and status register.

Financial costs to date, forecast progress claims, claims for changes, final

costs compared to original fee.

Programme updated programme of works.

Manufacturers Report

The manufacturer(s) must provide, to the Project Manager, a monthly written report by the firstTuesday of every month. The content of this report is covered in detail in the Contract(s):

Progress to date.

Software issues.

Safety issues. Quality issues / non-compliance.

Status of activities with respect to programme.

Planned activities for the next period.

Risks and issues (technical and contractual).

Delays.

EOTs.


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Value of work completed expenditure against cash flow.

Variations.

Communications (including outstanding RFIs).

Project Progress Report

The Project Manager must provide, to the Project Sponsor, a written monthly report by the thirdThursday of each month. The report integrates the Design Consultants, the Suppliers and theManufacturers reports and its purpose is to provide progress and forecast information to the projecsponsor. The content of the report will include:

Progress to-date and activities completed in the last period, and significantactivities in the forthcoming month.

Financial summary including baseline budget, forecast completion, previoumonths expenditure, actual cost.

Key milestones.

Top five project issues / risks (e.g. stakeholder, resources, technical,

contractual, budget, time, scope, administration).

Identification of variances and proposed corrective actions.

Scope changes and variations.

Communications (including outstanding RFIs).

Board Progress Report

The Project Sponsor will submit a monthly progress report to the Board based on information provideby the Project Manager, which will include key information such as:

Forecast cost and time completion.

Variances from budget and milestone dates and any corrective actionsrequired.

Any scope change or impacts requiring Board attention.

Quality issues.

Resource issues.

Any programme or Board level risks or other issues.

Any exception reports provided by the Project Manager (as per 4.1.5).

Exception Reports

Exception reports (lssues reports) will be produced at the discretion of the Project Manager forpresentation to the Board. These reports will typically be triggered by the following:

Failure to achieve milestone.

Significant trends with respect to project budget.

Significant changes in the project risk profile.

Unforeseen design change.

Unforeseen changes in project team requirements.


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Final Report

The Project Manager will prepare, for the Project Sponsor, a Final Project (Completion) Report inaddition to the monthly report format. The final report will give an overview of all aspects of the DesigServices and Manufacturing Contract(s) and provide recommendations or suggestions forimprovement (lessons learnt) or suggestions for the improvement of similar future contracts. Forexample, contents may include:

Summary of the project.

Contractual performance.

Administrative performance.

Performance against scope, schedule, budget, specification / quality.

Organisational aspects.

Project management aspects.

Lessons learnt and recommendations.

In addition to the above report, the Project Manager, assisted by the project team, will produce

individual detailed cost reports for all elements of the capital spend. Earned value reports will formpart of these costs reports to assist in the monitoring and control of the main contractual componentof the project.

Templates

Commonly used templates and logos are available on Greenways intranet. Forconsistency, please only use these templates.

These include templates for letterhead, reports, powerpoint, certificates, fact sheets andmore.

If you cannot find a template you require, please contact the Branding team.

Any other branded materials, amended templates or new templates must be approved bythe Branding team in HR. This includes internal and external documents, reports,brochures and mechandise.

Stakeholders

The following stakeholders have been identified for the Greenway Plasma Park:

Gold coast City Council (GCCC) GCCCs rate payers

Greenways consultants / contractors / suppliers

Greenways internal groups legal, design and engineering, projects,procurement and expediting, accounts, HR, Corporate, the Executive and theBoard

Greenways customers outside ofGCCC

Horizon Energy Pty Ltd.


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Energex

Media

Interested groups e.g. Chamber of Commerce

Universities R&D

Out of the above list the Significant stakeholders are:

Gold Coast City Council

Gold Coast City Council remains the second largest local government in Australia based on the cityestimated resident population of approximately 540,000 in 2010, . Gold Coast City Council hasallocated $1.3 billion in building a more sustainable city.

Horizon Energy Pty. Ltd

Based in Ringwood, Victoria, Horizon Energy Pty. Ltd. was formed by engineers from The Universit

of Adelaide, Battelle, and GE. Through its proprietary gasification system, the Plasma EnhancedMelter, Horizon Energy propose to transform medical, commercial, industrial and hazardous wastesinto renewable products such as ethanol, methanol, diesel and hydrogen as well as generateelectricity.

Energex

Energex Limited is a Government Owned Corporation (GOC). From operating under the BrisbaneCity Council, the South East Queensland Electricity Board (SEQEB) and in 1995 as a GovernmentOwned Corporation. SEQEB changed name to Energex in 1997 it signified its entry into the emergincompetitive national energy market. In 2007, the Queensland Government sold the Energex Retail

business to allow for full retail competition. Energex distributes and retails electricity, natural gas,liquefied petroleum gas (LPG) and value-added products and services to to more than 1.3 millionresidential, industrial and commercial customers in South-East Queensland
http://www.inentec.com/http://www.inentec.com/http://www.inentec.com/http://www.inentec.com/


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Procurement Plan Procedures

The Procurement Manager is responsible for ensuring that all procurement activities optimisebusiness outcomes for Horizon Energy and Gold Coast City Council, whilst complying with itsProcurement Policy and Processes.

To meet its company objectives, values, and goals, Horizon Energys procurement activities

will be conducted within a framework based around five key principles.

Probity and ethical behaviour;

Best value for money;

Effective risk management;

Environment / sustainability; and

Corporate social responsibility.

Procurement Requirements

As all four discrete design system packages are estimated to be over $200,000, an invitedTender will be used. However, this will be preceded by a Registration of Interest (ROI) toascertain the capabilities of the design companies who will be tendering for the packages,estimated to be about $1.8 million each. The ROI will confirm whether the companies arecapable of working cohesively to bring together the total design for the prototype.

Design deliverables will be based on a set of Key Result Areas (KRAs) and Key PerformanceIndicators (KPIs) to ensure these companies achieve the successful benchmarks of integratioand completion.

All items and services to be procured for Horizon Energy will be solicited under fixed price, pluincentive contracts

Further procurement packages will be let covering the set up of the in-house production, that is

1) the components and parts for the system / production line assembly, e.g. automation(robots), drag chains, conveyor belts, etc;

2) the injection moulding units and materials;3) microchips; and4) other parts / components listed by the designers in their specifications and data sheets.

In addition to the above list of procurement items, the following individuals are authorized toapprove purchases for lesser items not requiring contracts for the project team:

Project Manager Horizon Energys Lead Engineer

Gold Coast City Councils authorised representative


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The following reference documents must be adhered to in any procurement process:

Quality Policy; Australian Standards; Code(s) of Practice; Health and Safety requirements (and union requirements for construction);

The purpose of these documents is to outline Horizon Energys minimum standards for theprocurement of good, stores, materials equipment, works and services, etc.

Contract administration

A contract administrator must be appointed for each discrete design element. The contractdocument will give the bases for decisions on contractual requirements and should be madeavailable to the contract administrator. No work is to commence on any works until a proper

executed contract is in place.

Contract administration activities may include (not exhaustive):

Receipt and processing of securities, guarantees and insurances; Processing of progress claims and issue of payment authorisation certificate(s); Issue of instructions and control of requests for information (RFI); Issue of non-compliance notices and operation of a system of quality control; Maintenance of a non-compliance register; Processing of contract variations / extensions of time claims; Imposition of liquidated damages;

Issue of Practical Completion and Final Certificates and certificates for final payment; Release of securities; Register interim and final design report, drawings, specifications, data sheets, and

other reports from the designer; and Resolution of disputes.

The project manager will be responsible for the checking that the design is based on thefunctional and enterprise environmental factors governing the product. This will be achieved athe various milestones which will be included in the contract schedule.

It will be the responsibility of the project manager to liaise with the contract administrator durin

the life of the procurement activities to achieve the successful outcome.


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Solicitation - Selection Step

Issue the Registration of Interest document (ROI).

Answer questions received from vendors in a public forum (question and answer sessionwill be structured based on instructions published in ROI).

If necessary, prepare for vendor product demonstrations, or oral presentations.

Receive and Evaluate Proposals (by Project Procurement Team);

o Establish a competitive range.

o Send in-range proposals to ETS to Sponsor (GCCC)

o Ensure that contract addresses maintenance and operations provisions for a 5 yealife cycle investment.

o Before Best and Final Offer (BAFO), negotiate with in-range vendors

Can not share competitive information with other vendors:

With the Project Team Gather the facts,

Develop objectives (min-max positions);

Seller minimum willingness to accept,

Buyer maximum willingness to pay.

Evaluate each vendors competitive position,

Define your strategy and tactics,

Perform a complete cost analysis,

Establish setting (e.g., where will negotiation take place--in an office or otherlocation?; will they be held in the morning or afternoon?; will there be furnitureand what type?; who will stand, who will sit?; what will be the order of the vendomeetings?).

Request BAFO.

Re-evaluate offers using scoring method to select Best Value.

Define payment schedule.

Make selection recommendation to Project Manager.

Project Manager reviews recommendation and forwards to GCCC

GCCC reviews recommendation and approves contract award.

Project Manager awards and signs contract, then issues purchase order.


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APPROVALS

Sign-off Sheet

I have read the above Project Plan and will abide by its terms and conditions and pledgemy full commitment and support for the Project Plan.

Project Sponsor:Date

Project Manager:Date

Steering Committee:Date
















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Acknowledgements and References

The Clean and Renewable Energy Source, www.biomass.uk.com

Thermal Gasification of Biomass, International Energy Agency Task 33, www.gastechnology.org

Clean Renewable Fuel from the Plasma Gasification of Waste, www.waste-management-world.com,

Gas Generator Project History of the Gasogene technology

Richard Jones (2007), Project management survival, ISBN 9780749450106,IEEE Std 1490-2003 Adoption of PMI Standard A Guide to the Project Management Body of Knowledge, IEEE, 2004,

A Guide to the Project Management Body of Knowledge,edition 3 2004

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