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Capital
Project Selection, Prioritization, and Deployment |
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One of the most important functions of management is to
maximize the productivity of deployed capital. Our
experience is that management sometimes struggles with one
or more of the following questions:
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Do our people understand
our investment strategy?
Do we clearly define and communicate our vision of
what we want to achieve in terms of capacity,
reliability and service quality?
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Are we deciding to fund
the right projects?
Do we have a strong risk based, data-driven process
that substantiates the selection of the projects which
have the best chance of adding value?
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Do we deliver the projects
in a defendable way?
Does our project management governance and
organization maturity support prudent project
implementation?
Our operating asset management approach, based on the
following process, is to work with your people to develop
risk ranked, monetized estimates of the economic,
regulatory, or societal value of a portfolio of projects.
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As a first step to improving the productivity of deployed
capital we suggest performing a high-level diagnostic of
your organizations current state of asset management
proficiency and maturity. The results of this assessment,
which can be completed in as little as two weeks, includes a
detailed scorecard of performance against industry better
practice as well as an appraisal of project management and
delivery capability using an organization maturity model
built on PMBOK project management processes.
Whether based on the diagnostic or management direction, our
personnel have successfully helped generation, transmission,
and distribution businesses develop and implement improved
portfolio investment strategies, project selection processes
and project delivery governance (policy, process,
procedures, work flow and analytic tools).
Our experience includes:
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Asset management governance
Assisting management in developing portfolio
investment strategies, project selection and delivery
governance (policy, process, procedures, work flow and
analytic tools). We have worked with energy companies,
including national and international generation and
energy delivery holding companies, merchant generators,
and public power entities.
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Power plant, transmission,
and distribution value frameworks
Developing deterministic
and stochastic analytic models to estimate the accretive
value of capital investment and O&M changes. These
predictive models capture expected value from capacity,
reliability or service quality strategies and
improvement projects. Results are presented in a
variety of value dimensions (EBIT, ROE, ROIC, etc.) and
help provide insight into the magnitude and direction of
the key drivers to business uncertainty. For regulated
businesses, results can also explore the potential
impact of various regulatory structures and strategies.
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Project management/deployment assessments
Working with management to assess current project
management utilizing the 44 sub-processes defined in
PMBOK 2005 along with a proven maturity model. Recently
reviewed project types include environmental retro-fit
project, new solid fuel plant construction, and wind
plant project close-out.
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