FUTURA ENERGY DRAFT

Authors:
Adriana Mascolo
Enrico Arlango
Sarah-Jaqueline Kuhn
Elena-Laura Weber
Ana Maciel
Laura Villageois
Nikolaos Balotis
Amir Roshangah
Summary
Executive summary................................................................................................................................... 4
1.Genereal Information ............................................................................................................................. 5
1.1. Details of the petitioner.............................................................................................................. 5
1.2. Details of the owner ................................................................................................................... 6
1.3. Details of the construction work................................................................................................ 6
2. Project Overview ................................................................................................................................... 6
2.1 Project summary and description .................................................................................................. 6
2.2. Project Scope ................................................................................................................................. 7
2.2.1. Scope Definition and business objectives ............................................................................ 7
2.2.2. Boundaries .............................................................................................................................. 8
2.3 Project Approach ............................................................................................................................ 8
2.4 Work Breakdown Structure ............................................................................................................ 9
2.5. Milestones .....................................................................................................................................11
2.6 Estimated Schedule .......................................................................................................................12
3. Project Organization.........................................................................................................................13
3.1. Company description...................................................................................................................13
3.2. Project team structure.................................................................................................................14
3.3. Roles and Responsibilities............................................................................................................15
3.4. Personal Resources......................................................................................................................15
3.5. Project facilities and resources ....................................................................................................17
3.6. Promoter, stakeholders and board ..............................................................................................17
3.7. Sponsor/teacher ..........................................................................................................................18
3.8 Project controls .................................................................................................................................19
4.Product description .................................................................................................................................20
4.1 PDS Product Data Specification .........................................................................................................20
4.1.1 Economic and financial level .......................................................................................................20
4.1.2 In relation to the market ............................................................................................................21
4.1.3 In relation to the design..............................................................................................................21
4.1.4 In connection with the engineering and manufacturing ..............................................................22
4.1.5 In terms of organization and management .................................................................................23
4.2. Overview of product process or facility to be developed, main characteristics..................................24
4.3. Location map and environmental analysis .......................................................................................25
Windpark Distribution .........................................................................................................................28
4.4. Parts/subsystems that make up the installation and justify their necessities ....................................29
4.4.1. Turbines ....................................................................................................................................29
 4.4.2. Cable .........................................................................................................................................30
4.4.3. Foundation ................................................................................................................................30
4.4.4. Transformers .............................................................................................................................31
4.5.Building up Process ...........................................................................................................................32
4.5.1. Detailed Process ........................................................................................................................33
4.6. Commissioning and Testing Stage.....................................................................................................34
4.7. General operation of the facility .......................................................................................................35
4.7.1. Control Strategies ......................................................................................................................35
4.8. Maintenenance Plan ........................................................................................................................36
4.8.1. Detailed maintenance activities .................................................................................................37
4.9. Catalogue of components.................................................................................................................37
5. The alternative approach ....................................................................................................................42
6. Quality tools ...........................................................................................................................................44
6.1. FMEA ...............................................................................................................................................44
6.2. QFD ..................................................................................................................................................45
6.3. FISHBONE.........................................................................................................................................45
6.4. SWOT ...............................................................................................................................................46
7. Costs .......................................................................................................................................................46
7.1. Cost estimation ................................................................................................................................46
7.2 Cost Budgeting ..................................................................................................................................47
7.3 Revenues estimation .........................................................................................................................48
8. Risks .......................................................................................................................................................50
8.1. Risk identification .............................................................................................................................50
8.2 CONTIGENCY PLAN ............................................................................................................................51
8.3 Opportunities ....................................................................................................................................52
9. References ..............................................................................................................................................53
Executive summary
The scope of the project includes the design, procurement, construction and commissioning of a
Wind Farm in Catalunya region of Spain for Som Energia. The project is planned to begin on 23rd
of October 2019 and the installation will be operative in 16 months. The wind farm will provide
sustainable energy for approximately 6,000 homes and it’s lifecycle and insurance is for 25 years.

Som Energia is a power production company which is particularly active in the Renewable Energy
field and starting good collaboration with this company could result in a good future prospect for
Futura Energy. The strategic goal of this project is to develop a key partnership with Som Energia
and gain notoriety and shares of the Spanish Renewable Energy Market. The scope of the project
is to get access to the market.

The forecasted budget is of 30 million euros for a total duration of 16 months, in this amount is
included the compensation for the company. Futura Energy will not have to invest in this project, but
just have to use the budget invested by Som Energia in a competitive way, in order to provide a good
product but also to gain the right compensation for the work done. The service includes the
mechanical, electrical and civil design of the wind farm, procurement of the construction material,
civil works to construct the site, the erection of the wind turbines and construction of the facilities to
manage the windfarm and its connection with grid. The project delivery method is Design-Bid-Build.

Once the construction is completed, the wind farm would be handed over to Som Energia who is the
customer. The project also includes the training of the Som Energia Technical staff for the proper
operation of the wind farm.

With regard to the regulations the equipment of the park must respect the environmental laws and
must be placed in a site that is far from houses in order to not be dangerous for local people. As for
the new wind farms, there are two aspects of EU directives to be kept in particular consideration
depending on the site of the plant:

1) at the Natura 2000 (Nature Protection Areas in EU) sites and surrounding areas: each
new wind farm which may have effects on one or more Natura 2000 sites must be subject
to an evaluation o gradual impact and, if necessary, provide for the application of the
necessary guarantees procedural protection of the types of species and habitats of
Community interest

2) anywhere in the EU: the two directives also stipulate that Member States protect species
of community interest in their natural area of distribution throughout the EU (Article 5 of
the Birds Directive and Article 12 of the Habitats Directive referred to above). Therefore,
each new wind farm must also take into consideration the possible impacts on species of
Community interest (covered by the two directives).

The project will be carried out in accordance with the previous guidelines, otherwise there is a risk
that it will not be completed, due to a failure in obtaining the necessary permits.
1.Genereal Information

The project DRAFT is a document that includes every single work part that is needed to work out a
project. It should be an informative document for stakeholders and investors. In the following DRAFT
document, you will get a small insight to our project. After you have read this DRAFT you will know
all the necessary technical, economic and ecologic aspects that need to be considered for our
Project, the Futura Energy wind farm.
The draft is divided in the following topics:
 Executive summary: sums up the whole project content
 General information: includes a very short introduction with the main information you will get
reading the draft, the details of the petitioner, the owner and the construction work.
 Project overview: describes the scope and the reason for this project and the work that needs
to be done
 Project organization: describes Futura Energy as a company, the team and team structure
with their rules and responsibilities, the personal and facility resources and project control
possibilities
 Product description: overview of the product process or facility to be developed, main
characteristics
 The alternative approach: discussion and finding an alternative or the best approach
 Quality tools: Helpful quality management tool for work out the project
 Costs: cost estimation, budgeting and revenues
 Risks: deals with all the risks that can affect our project and how to avoid them

1.1. Details of the petitioner

Company Name: Som Energia

E-Mail: info@somenergia.coop

Phone: 900.103.605

Company Name: EEBE-UPC Barcelona

E-Mail: alpiste@ege.upc.edu
Phone: 0039345/ 87456

1.2. Details of the owner

Company Name: Futura Energy LLC

E-Mail: futura.energy@greenenergy.es

Phone: 0039567/ 89101

1.3. Details of the construction work

Before we can start with the construction work there need to be done legal works, talks to the
governments, fulfilling all legal rules and finally finding a place to build up our wind farm.
The preliminary work and renting of the place is done by Som Energia after we had done a lot of
wind and market analysis and have suggested them a few possible places. The chosen location
must also take into account that less concurrence is possible, so that Som Energia stays a large part
of the market. Basing on this considerations the best chose of the location was in the mountain
region of Catalunya. There are also possible locations in other countrys, but Som Energia preferred
to expand first in the Spanish region and then in the next five years expand in other countrys in the
EU.

2. Project Overview

2.1 Project summary and description

The project borns from the winning of a bid to design and build a Wind Farm in Catalunya region of
Spain, it deals with the design, procurement, construction and commissioning of the Wind Farm and
the client of the project is Som Energia, which is a market leader in running renewable energy plants.
The project would begin in Oct 23st of 2019 and would finish in 16 months. Once the construction is
completed the wind farm would be handed over to Som Energia, whose technical staff would have
been trained properly to use it.
The Wind Farm will be composed of 20 turbines of 500KW each, powering approximately 6000
homes for a guaranteed 25 years. The forecasted budget is of 30 million euros for a total duration of
16 months, in this amount is included the compensation for the company. Futura Energy will not
have to invest in this project, but just have to use the budget invested by Som Energia in a
competitive way, in order to provide a good product but also to gain the right compensation for the
work done. The project includes the mechanical, electrical and civil design of the wind farm,
procurement of the construction material, civil works to construct the site, the erection of the wind
turbines and construction of the facilities to manage the windfarm and its connection with grid.
2.2. Project Scope
2.2.1. Scope Definition and business objectives
The short-term scope of the project includes the design, procurement, construction adn
commissioning of the wind farm, with the aim to use less fossil energy sources.
The long – term scope of the project is to develop a key partnership with Som Energia and get access
to the Spanish market, gaining notoriety and shares of it.
The entrance in the Spanish market is one of the main business needs of Futura Energy and
establishing a partnership with Som Energia is the best way to achieve this need. Som Energia is a
power production company which is particularly active in the Renewable Energy field, starting a good
collaboration with this company could result in a good future prospective, both for a matter of image
and for the chance to do more lucrative projects for it.
In the following table are listed the main goals the company wants to achieve and the related
objectives and business outcomes. Goals are high-level statements of intention that are typically
intangible or abstract, objectives are concrete measurement criteria that are used to confirm if an
objective has been met and business outcomes are results expected at the end of the project.

No. Goals Objectives Business Outcomes

● Respect deadline of 16 ● Develop a good business
months and business relationship with “Som
constraints of the project Energia”: by the end of
such as the total capital 2030 they will have
used that must be commissioned us 2 other
1. Business Partner maximum 30 million euros projects.
Development
● Make a professional job
and win the confidence of
15% of spanish customers
in 8 years

● Build a pioneer installation ● 15% increase in profit, in 20

whose effectiveness is years
10% higher than the others
● 15% increase in customers
2. Growth in the renewable in the market
in 20 years.
energy market ● Design and built 10
solar/wind plants in spain,
by 2030.

● Create a facility that ● Gain access to the Spanish

provides electrical energy renewable energy
for 6000 households for 25 marketplace, by the end of
years in an unexploited the project.
3. Spain Market Access place.
● Knowledge gathering in the
field of wind farm
implementation in the
region of Catalunya
2.2.2. Boundaries
Som Energia” must have done in advance the preliminary evaluation about the geological
compatibility of the site; for this reason in this project will be carried out only the mechanical,
electrical and civil design of the farm.
There would not be any governmental interference during the construction of the project
because the government permissions are up to the customer; on the other hand everything
concerned about the suppliers management will be completely carried out by Futura Energy.
In this regard Futura Energy will undertake to choose valid and operating equipment, in
particular turbines, but this will not include studies on research and development in order to
improve equipment quality in the future. That would be another service that could be provided
in the future, the improvement of the plant.
Looking into the technical management of the facility, the project includes training of client
personnel and connection to the National Electrical Grid. The management and maintenance
of the equipment and also the delivery of energy will be at the exclusive expense of the
owner.

Activities in Scope Activities out of Scope

1. Mechanical Electrical and Civil Design 1. Preliminary evaluation of geographic site, a

solid and functional design of the installation

2. Drafting of contract with suppliers 2. Government permissions and having the

budget in time to accomplish the deadlines

3. Training client Personnel before handover 3. Maintenance of the facilities after handover

4. Connection to the Electrical Grid 4. Delivery of energy

5. Choose the best turbines after wind analysis and 5. Design of turbines and R&D studies to improve
buy them from suppliers. their quality.

2.3 Project Approach

The project will be impemented in five different phases: initiation, planning, execution, control and
closing. These phases cover the entire project, from the winning of the bid until the hand – over of
the wind farm to the client. The description of each phase is following below.
1. Initiation:
Upon authorization of the wind farm project, a project charter will be drafted and finalized
formally identifying project goals, scope, project organization and providing a summary of
objectives and management. Furthermore, anticipation approach is adopted for the project
therefore a project kickoff meeting would be held where all stakeholders both internal and
external would be involved. This meeting would help to clarify the scope and ensure a
complete understanding of the project’s requirements. This would result in a formal start of
the project.
2. Planning:
During the planning phase, the project management team will initiate the planning of the
project and hold an informal public consultation with residents and governing figures of
Catalunya to address issues and answer any questions. Site investigations and initiation of
a pre-feasibility report and feasibility analysis report will be done in house. Formalization of
 land leases and the power purchase agreement with the Government will prompt the design
phase. During the planning stage, a project schedule will also be created so that progress on
the project can be tracked.
3. Execution:
During the phase of execution, project engineers, designers and technologist will prepare
preliminary and detailed design specifications and drawings as pre reports and site analysis
which will be reviewed at 50% and 75% completion to ensure requirements are being met
and all quality procedures are being followed by the design team.
Contract documents will be tendered for the bidding phase, upon which a contractor will be
selected. A contract statement of work will be drafted and finalized prompting the mobilization
phase. From the beginning of this stage the relevant teams would be working to secure
permits, bonds, licenses and insurance required before the start of mobilization phase to
prevent the project from getting delayed.
During the mobilization phase, equipment and resources will be mobilized to prepare the site
for the site work phase. The delivery of the turbines and the transformers would also occur
during this phase. While the mobilization phase is taking place the training of the local crew
would take place so that they are ready for the site work.
In the site work phase all the civil engineering work would be completed and the erection of
the turbines would take place. These turbines would then be connected to the electrical
system so that they are ready to be used. Which would finish the site work phase.
4. Control:
This stage involves activation of the power system and verification that all the equipment and
infrastructure that make up the wind farm complies of specifications and code guaranteeing
its operability in terms of performance, reliability, safety and information traceability. Upon
completion of all tests of the power system and auxiliary equipment, a report will be
documented stating all requirements have been met and commercial commissioning is
approved. During this stage it is made sure that the work onsite also complies with the
technical requirements set forth in the contract documents.
In the managerial phase of the control stage maintenance documentation would be created
and user acceptance testing would be done to ensure that the user approves the project.
5. Close out:
Project closeout phase will conclude all activities of the project. The site will be cleaned and
construction equipment and materials will be taken off site. Access roads will be restored to
their original vegetative condition and erosion control will be implemented. The transition of
the project to client will be formalized with activities like inaugurating and handover marking
the project’s completion.
This phase will also include project “post-mortem” meeting, finalizing all subcontracts,
archiving project documentation, and performing a “lessons learned” report to formally close
the project.
A warranty period will address any warranty issues to the power system and warranty service
will be provided for up to six months.

2.4 Work Breakdown Structure

Phases mentioned before are general macro-phases that cover the entire time of the project. From
October till December just two of these phases will be accomplished: Initiation and Planning; instead
the Execution of work will start in January, and with it the Control and Close – Out phases will be
realized in the remaining months.
Going deeper in the Initiation and Planning phase it is possible to analyze their activities,
decomponing macro - activities into smaller ones. This is represented in the WBS, a view into the
project which shows what work the project encompasses. It is a tool which helps to easily
communicate the work and processes involved to execute the project and is needed to develop the
project schedule, resource requirements and costs.
The team project has identified four macro activities: Management, Design, Control and Closing.
These contain all the work necessary to design the wind farm, plan the execution of work, prepare
the documentation and obtaining the sponsor approval. The peculiarity is that these phases don’t
follow a temporary line, they don’t succeed each other, but occur simultaneously even if there are
some activities that depend on each other. General description of each macro activity follows.
- Management:
In this area there are all activities needed to support the design and the project in general,
including the preparation of the official documentation. Work packages are grouped into three
sections, some are needed for the initiation and the initial approval of the project (such as
the developing of the Project Charter), some are needed for the scheduling of the project and
some are needed for documentation regarding the scope of the project and its management.
- Design:
In this area all the technical work is considered, including also the technical work needed for
planning and budgeting. Work packages are grouped into four sections: planning contains all
the activities needed to support the project such as the scheduling and the human resources
planning; technical design contains work packages needed for the design of the wind farm;
budgeting is the section in which costs analysis are taking into account and the financial
accounting is done; closing is the section needed to close all the design activities, check
them and submit the final draft.
- Control:
This is the section in which each document is controlled, first by the Project Coordinator for
a first feedback and the by the Sponsor for the final feedback.
- Closing:
This section includes only the activities regarding the closure af the final documentation and
the submission of it. The important milestone of this section is the Sponsor Approval, after
which is it possible to start with the execution works.
 Futura Energy

1.Management 2.Design 3.Control 4.Closing

4.1.Delivery of
1.3.Scope 2.2.Technical 3.1.Internal 3.2.External
1.1.Initiation 1.2.Scheduling 2.1.Planning 2.3.Budgeting 2.4.Closing Final
Management Design Changes Control Control
Documentation

1.1.1.Evaluation 3.2.1.Milestone : 4.2.Final

1.2.1.Develop 1.3.1.Develop 2.1.1.Scope 2.2.1.Environme 2.3.1.Cost 2.4.1.Develop Final 3.1.1.Project
and Project Charter Documentation
Gantt Scope Statement Planning ntal Analysis Analysis Draft Charter Control
recommendations Sponsor Feedback Approval

4.3.Milestone :
1.2.2.Revise 1.3.2.Revise 2.1.2.Scope 2.2.2.Wind 3.1.2.Project 3.2.2.Milestone :
1.1.2.Develop 2.3.2.Accounting 2.4.2.Revise Final Project Sponsor
Gantt Scope Statement Definition Energy Potential Charter Changes Gantt Sponsor
Project Charter Draft Approval
Control Feedback

1.3.3.Scope 2.1.3.Human 2.2.3.Soil

1.2.3.Gantt 3.1.3.Milestone : 3.2.3.Milestone :
1.1.3.Revise Statement Ressource Chemical and 2.4.3.Milestone :
Internal Approval Project Charter Pert Sponsor
Project Charter Internal Approval Planning Physical Analysis Submit Final Draft
Feedback Feedback
1.3.4.Milestone :
1.2.4.Milestone : 2.1.4.Activity 2.2.4.Grid
1.1.4.Project Submit Scope 3.3.3.Milestone :
Submit Gantt Definition Analysis 3.1.4.Gantt
Charter Internal Statement Scope Statement
Control
Approval Sponsor Feedback
1.2.5.Develop 2.1.5.Activity 2.2.5.Land Cost
1.1.5.Milestone : Pert Sequencing Consideration
3.1.5.Gantt
Submit Project
Changes Control
Charter
2.1.6.Activity
2.2.6.Accessibilit
1.2.6.Revise Pert Duration
y
Estimating 3.1.6.Milestone :
Gantt Feedback
1.2.7.Pert 2.1.7.Schedule 2.2.7.Site
Internal Approval Development Confirmation
3.1.7.Pert Control
2.2.8.Number
1.2.8.Milestone : 2.1.8.Feasibility
and Type of
Submit Pert Analysis
Turbines
3.1.8.Pert Changes
2.2.9.Grid Control
2.1.9.Risk
Modification and
Analysis
Fabrication
3.1.9.Milestone :
Pert Feedback
2.1.10.Market 2.2.10.Civil
Analysis Implementation

3.1.10.Scope
2.2.11.Equipmen Statement Control
t Transportation
and Procedure
3.1.11.Scope
2.2.12.Turbines Statement
Installation Changes Control
Procedure
3.1.12.Milestone :
2.2.13.Turbines Scope Statement
Foundations Feedback

2.2.14.Grid
Modification
Review

2.2.15.Civil
Implementation
Review

2.2.16.Equipmen
t Transportation
Review

2.2.17.Turbines
Installation
Review

In the appendix the tabular view of Work Breakdown Structure with the WBS dictionary is attached.

2.5. Milestones

Milestone Description Deadline date

Project proposal Defines the issue to be developed through the project. 25/09/2019

Project charter The purpose of the charter is to obtain formal approval on 16/10/2019
the general parameters and structure of the proposed
 project, including objectives, milestones, organization,
governance structure, and stakeholders.

Project scope Scope statement outlines the project’s deliverables and 06/11/2019
statement identifies the constraints, assumptions, key success factors
and preliminary evaluation of the wind farm location. The
used turbines and transformers will be chosen as well.

Project draft The draft will allow a detailed overview of each part and 13/11/2019
phase of the project.

Project Gantt The purpose of a Gantt chart is to expose the time spent 20/11/2019
expected for different tasks or activities during a given
overall time.

Project PERT PERT is a method to analyze the involved tasks in 27/11/2019

completing a given project, especially the time needed to
complete each task, and to identify the minimum time
needed to complete the total project.

Final Project Final version of the project 18/12/2019

2.6 Estimated Schedule

The deliverables are important points the project needs to achieve in order to reach success and
make it real in a proper and practical way. The following points focus on the rapid and progressive
development of the wind farm.
Project Deliverables Description Expected
Date
0.Win the competition Win the competition Som Energia did to build a new 25/09/2019
wind farm.
1.Contract Finalization Signing a contract with the customer/investor in order to Before
start the project. 23/10/2020
2.Pre-mobilization and Condition the emplacement, rent the machinery and the 1/11/2019
land conditioning workers to have the place ready to start the building and
installing process.
3.Windflow analysis Analyze the meteorological conditions of the 1/11/2019
emplacement in order to locate the turbines in the best
place.
4.Start the design Start planning the building. Choosing the turbines, 1/11/2019
transformers and how to locate and secure them.
5.Order the turbines As it takes a long time. We have to order them as soon 1/1/2020
as we know which ones we are taking.
6.Finishing the design Have the design of the installation, documentation and 1/4/2019
hiring of the building companies.
7.First delivery of Receive the 10 first turbines and transformers. 1/4/2020
turbines
8.Installing the first Assembly and install them and start producing in a way 15/4/2020
delivery of turbines of testing.
 9.Second delivery of Receive the other 10 turbines and transformers. 1/8/2020
turbines
10.Installing the Assembly and install them in order to complete the 15/8/2020
second delivery of installation.
turbines
11.Final test Do an overall test to check that the park works as it 1/1/2021
should.
12.Start operating Start operating normally. 1/2/2021

3. Project Organization
3.1. Company description
Futura Energys goal is to contribute to a better environment, to use raw materials more sustainable
and to reach the minds of the people to be more aware of the importance to handle the earth and
their environment in a good way.

Futura Energy is a young EPC company in the renewable energy sector. EPC stands for energy-
procurement-construction, refering to the turnkey activities by which the company works out the
entire range of design, material, procurement and construction of a project. Futura Energy builds
wind parks, from designing to commissioning and then sells them to operator companies. The
optimal, innovative design and efficient implementation of the wind park in the environment helps to
increase its productivity. At this point the expertise of an EPC company like Futura Energy is useful.
The key roles of an EPC company for example of Futura energy are:
- The realistic planning and timing of the project
- Efficient and economic design of the wind park
- Procure the source material and equipment globally from proven manufacturers, preferably
from the area
- Managing logistics from delivering to storing from the material and equipment
- Be aware of deadlines
- Optimize the cost of the project, through design, material, equipment, personal resources, …
- Using industry standards and following legal rules
Futura Energy has a strong desire to expand its grasp in the renewable energy sector. For this
reason, it is specialized in local and international renewable energy projects.
Its aim is to produce and use more green energy to use less fossil energy and to save the last natural
resources of the earth. As said before Futura Energy does not run any renewable energy plants, but
design, built and install them before selling and handing them out to other companies for use.
The renewable energy sector is a more and more growing sector with a big potential of development
in the future and will secure enough work, projects and jobs for people, because one day there will
be no natural resources left. It is not a new sector and also not an old one and Futura Energy is a
very young company but with an international team from each parts of the world and with a lot of
different knowledges and strengths that can be developed and Futura Energy will grow, so the
competition is manageable.
In order to achieve the project goals Futura Energy works with a lot of contracted partners, for
example a building company, that sets up the wind turbines under our supervision.
Futura Energy is an LLC, limited liability corporation. All eight team members are also the owners of
Futura Energy in equal shares, but not personally liable for the companys depts or liabilities. An LLC
is a more formal partnership arrangement which requires articles of organization to be filed with the
state. An LLC is much easier to set up than a corporation and provides more flexibility and protection.
LLCs don't pay taxes themselves. Instead, profits and losses are listed on the personal tax returns
of the owner(s). If fraud is detected or if a company hasn't met legal and reporting requirements,
creditors may be able to go after the members. Am LLC is the most popular form of a corporate
structure and fits the best with our new and small start-up company.

3.2. Project team structure

The project team is formed by a multicultural group of eight professional engineers, which make up
the board at the same time, with different backgrounds allowing them a multidisciplinary approach
of the project in all its phases. Because Futura Energy is a very new and young company with only
a small team, it works with a start-up structure and not with a classical hierarchical structure. That
means, that the team leader manages the team governance and has an overview over the whole
project, but the cross-project decisions are decided by the whole team.
When the first park is done and the company is grown slowly, the structure needs to and will change.
But for the moment, specific decisions are decided in the functional units. The team works separated
in different sectors, but all of them work simultaneously and inform each other part of the project of
the relevant decisions. The team will be supported by contracted workers from cooperation
companies.
All eight members of Futura Energy receive the same salary which can vary depending on the
project. As the projects have to be implemented within a budget more or less profit will remain,
depending on the quality of the companys work. From the remained profit, investment costs have to
be deducted to increase the companys long term viability and skills.
This is the team behind Futura Energy:

Sarah-Jaqueline Kühn - Elena Laura Weber -

Mechanical Engineer Mechanical Engineer

Ana Maciel - Laura Villageois -

Biotechnology Engineer Material Engineering

Adriana Mascolo - Amir Roshangah -

Management Engineer Environmental Engineer

Enrico Arlango - Nikolaos Balotis -

Energetic Engineering Electronical Engineer
 3.3. Roles and Responsibilities
The roles are defined in the following table.

Project Role Responsibilities Assigned to

- Is responsible for the whole project

- manages directly the project planning and control
phases
Project Manager - has the responsibility to achieve the project’s goals Nikolaos
- guarantee the integration and coordination among Balotis
the different functions
- must be able to resolve any possible issue which
can arise during the development of the project
- is a management and measurement expert
- scope managers focus on the interface between
Scope manager customers and suppliers of contracted projects Elena Weber
- manage customer driven project scope in terms of
requirements, size, cost and schedule
- are responsible for the project development
- compare project progresses and problems against Ana Maciel,
Project developers each other and take action if necessary
Laura Villageois
- define how and where to order the needed parts
and set up the wind farm
- are responsible for the market- and competitive
analysis, assessment of the market position of the
company Adriana
Market-, cost- and
- looking for the state of the product and competitive Mascolo, Sarah
business analysts
products in the markets Kühn
- are responsible for marketing the product in the
best way considering the costs
- is responsible for ensuring that the product has no
Environmental Amir
negative impact on the environment during
analyst Roshangah
production and during the use, in compliance with
regulations and laws
- supports PM in risk management and assessment
Risk assessor - provides methodological support and experience Enrico Arlango
- guarantees proper risk management in multi-
project contexts
Review Committee - reviews the entire project and analysis the result in All
terms of strengths and weaknesses

3.4. Personal Resources

The personal resources of Futura Energy are listed in the following table, where the only direct
resource is the team of eight members.
Other needed personal resources for doing the work before the project starts, like looking up all the
rules, talk to the government, ground investigation and the needed personal resources during the
project like doing the logistic, storing, building and installation of the wind park and for the training of
the future wind park employees are contracted by our cooperation partners or by Som Energia who
will run the wind park.

In the following table the personal resources are listed.

Resource name Max. units
Board of Directors 1
Project Manager 1
Scope Manager 1
Risk Assessor 1
Project Controller 1
Site Manager 1
Head Legal Department 1
Permit Manager 1
Contract Manager 1
Insurance Manager 1
Documentation Manager 1
Head Human Resources 1
Administration Manager 1
Customer Training manager 1
Head Finance Department 1
Head Civil 1
Surveyor 1
Feasibility Accessor 1
Site Construction Engineer 1
Civil Design Engineer 1
Head Mechanical 1
Engineering Feasibility Accessor (mech) 1
Mechanical Testing Engineer 1
Site Mechanical Engineer 1
Mechanical Design Engineer 1
Head Electrical 1
Engineering Feasibility Accessor (elec) 1
Electrical Testing Engineer 1
Site Electrical Engineer 1
Electrical Design Engineer 1
Electrical Tender manager 1
Electrical Procurement Manager 1
Mechanical Tender Manager 1
Mechanical Procurement Manager 1
Civil Tender Manger 1
Site mobilization Manager 1
Civil Procurement manager 1
GM Engineering 1
GM Procurement 1
 Head Civil Procurement 1
Procurement 1
Head Electrical Procurement 1
Worker 25
Engineer 10
Assistant 4

3.5. Project facilities and resources

The following listed items will be needed for the team to realize the project .

Item Description Quantity

Office room - one big room to hold up 8 people and visitors- 1

- with access to internet
Work - to hold up 8 people and maybe new workers
Stations - including computer with equipment, and basic office equipment, 10
partitions
Meeting Point - one big working table for group meetings with a beamer, 1
flipboard
Toilet - gender separated 2

Kitchen 1
- fridge, microwave, oven, drinks automat
- SAP
- simulation programs
- Open Office package
Software 5
- CAD
- Photoshop
- enough licences for each system
- domaine with emails and website

3.6. Promoter, stakeholders and board

Role Name Definition

Project Sponsor Som Energia Provides executive team approval and sponsorship for the
project. Has budget ownership for the project and is the
major stakeholder and recipient for the project deliverables.
Project Owner Futura Energy Provides policy definition to the Project team. Resolves all
policy issues with the appropriate policy owners in order
to provide a clear, decisive definition. Makes final decisions
and resolves conflicts or issues regarding project
expectations across organizational and functional areas. The
project owner and the project manager have a direct link for
all communication. The project manager will work directly
with the project owner on all policy clarification.
Project Manager Nikos Balotis Provides overall management to the project. Accountable
for establishing a Project Charter, developing and
managing the work plan, securing appropriate resources
and delegating the work and ensuring successful
completion of the project. All project team members report to
the project manager. Handles all project administrative
 duties, interfaces to project sponsors and owners and has
overall accountability for the project.
Steering Sarah Kühn Provide assistance in resolving issues that arise beyond
Committee Enrico Arlango the project manager’s jurisdiction. Monitor project
Ana Maciel progress and provide necessary tools and support when
milestones are in jeopardy.
Board Elena Weber Because of the small size of the company the board is
Sarah Kühn build up of all eight team members. The board of
Enrico Arlango directors generally refers to the management body of
Adriana Mascolo companies or other private or public legal forms, which
Laura Villageois
represents the association of persons outwardly and
Amir Roshangah
Ana Maciel out of court and is entrusted with managing the
Nikos Balotis business internally.

Stakeholder Francisco Alpiste Key provider of requirements and recipient of project

Penalba deliverable and associated benefits. Deliverable will
directly enhance the stakeholders’ business processes
and environment. Majority of stakeholders for this project
will be agency heads, CIO’s and project management
representatives.
Team Member Elena Weber Working project team member who analyses, designs and
Sarah Kühn ultimately improves or replaces the business processes.
Enrico Arlango This includes collaborating with teams to develop high
Adriana Mascolo level process designs and models, understanding best
Laura Villageois practices for business processes and partnering with
Amir Roshangah team members to identify appropriate opportunities,
Ana Maciel challenging the old rules of the business and stimulating,
Nikos Balotis create, thinking and identifying organizational impact
areas.

3.7. Sponsor/teacher
At this point, we would like to thank all Futura Energy employees, our contracted cooperation
companies, and especially Som Energia, our sponsor and project officer.

Without you, the project would not have been feasible in this way. Above all, the sponsored budget
from Som Energia for the project conversion was a great help. Som Energia and our cooperation
partners have always been available to assist with any queries we may have had, and that's how
this great project worked out. We hope in the future for another, great cooperation with you all.

This project will guarantee Futura Energy a big financial profit along with an access to the Spanish
renewable energy marketplace. Furthermore, this project will increase Futura Energy’s dominion
over the renewable energy sector and will be a keystone for its future financial success.
3.8 Project controls
Typical project controls are steering committee meetings, monthly status reports, risk management
assessment and mitigation planning and monitoring, issue management, changemanagement, and
communication management. They are itemized in the following points below.

1. Steering Committee Meetings

Numerous meetings are held on a weekly basis and involve the high-level decision-making
authorities of the project, in order to check that it is being carried out correctly and that it is on time.
Aside from the general guidance of the project and instructing the project/program manager, steering
committees are entrusted with the decisions that ultimately determine how the project will look upon
conclusion. Some common tasks and decisions steering committees deal with include:

● Selecting the right expertise to manage the project

● Checking, approving or rejecting any project management plans

● Dividing tasks and organizing the workload

● Monitoring progress

● Establishing how the project benefits are defined and measured

● Proposing solutions to any strategical shortcomings

● Reviewing any changes to the project management plan

2. Monthly Status Reports

The progress of the project will be monitored monthly, summarizing achievements and delays
occurring during the previous month. Pinpointing the causes for them and looking to find short- and
long-term solutions and improvements.

3. Risk Management

The project’s risks are closely monitored to ensure its safety, and if needed, mitigation actions can
be applied accordingly.

The strategy is to allocate the contingency funds to the relative WBE, when the risk is “closed” so
the uncertainty disappear it can be used because the risk occurred and it impacted the project, or
release to margin because the risk has not occurred.

4. Issue Management

Any issues regarding the project will be thoroughly recorded in an issue database. Specifying issue
details and actions taken, as well as people involved. Its current status and update reports will be
closely monitored by the team. All Issues will be informed in the project status report.

Special meetings for issue monitoring will be held once a month, where progress of the solutions will
be analyzed and discussed, seeking improvement and effectiveness.

5. Change Management

All change requests will be submitted and reviewed accordingly by the team and project manager.
Considering scope, costs, and alternatives. All change requests will need their appropriate approval.
Any change made in the Project Management Plan will be recorded in a change database. Further
tracking of the effects of these changes will also be recorded.
6. Communication Management

In order to ensure proper and effective communication, the following actions need to be taken:

The project team have weekly update meetings to review the work done and determine priorities. In
these meetings the project status is presented weekly, including progress, issues, improvements
and changes made during the week. Urgent matters are highlighted and discussed with the
appropriate team members.

The project status is presented to the project sponsors once every two weeks, highlighting completed
tasks and important decisions made during this time frame. In that moment the project manager
provides to the project sponsor reports about meeting minutes, developments done in the two weeks
before, problems and possible solutions about the project status.

All important documents and data that all people involved should have access too, will be uploaded
and daily updated in a private project web site.

4.Product description
4.1 PDS Product Data Specification
4.1.1 Economic and financial level
Number of units produced:
We will first produce one windpark with 20-30 turbines and then grow and make the windpark
building universal for other locations. This project will guarantee us to step into the market
and get future projects.

Cost, investment and return time on investment:

We think we need an investment of about 30.000.000€ for the whole project. The payback
period ends with the day we sell the windpark, after 16months.

Development time in design:

We will need 16 months in total, from contracting, over designing up to building, testing and
handing the farm over. The start is the 23.10.2019.

Life cycle in production:

Site analysis

delivery design

training of
construction
personnel
4.1.2 In relation to the market
Product type, general characteristics (functional and level of performance):
The product is a windpark consisting of 20-30 turbines that produce green energy in using
the wind. 500KW power procudtion for one windwheel, so in total 10000KW production of
energy.

Price level:
The pricelevel is related to the windwheel industry in the middle range. One windwheel will
cost around one to three million euros.

Positioning:
We will place the wind farm in Girona a part of Catalunya region of Spain. We had a few more
locations, also outside of Spain that have been possible to install a wind farm, but Som
Energia preferred a location in Spain and decided after market and wind analysis on this one.

Target:
Build a windpark that generates green energy for the surrounded areas and providing the
costumer a whole functional windpark, national energy supply company

Brands and products direct competitors:

There are many different competitors direct competitors like Siemens and enercorn, these
two are under the biggest five and also other EPC companies at EU level, but the renewable
energy sector is big and growing, so the competitive pressure is not that big.

Range of products, versions and accessories:

There are many different companies who are selling windwheel parts or whole windwheels.
But all windwheels have similar dimensions, because you are not able to manufacture the
windwheels as big as you want, it only pays of to a certain point. The decision of the
dimension depends on the space you have and on the amount of energy you want to
generate.
Distribution channels used:
We will use applications for EU wide tenders and a attractive website in the future to get more
projects like this. We have won a invitation of tenders for this project and now work together
with Som Energia.

Importance of packaging:
Windwheels are not packaged, they were delivered to the location they are needed with a
heavy transport car, so there is no packaging needed.

Defining models and versions, names and commercial Code:

There are 3 different models of windwheels: conical steel tube tower, concrete tower and
lattice python. And the dimensions depend on the space and the energy that should be
generated. There are no known commercial codes.

Definition of functions, both main and secondary:

The main function is to generatie green energy by using the wind and the second function is
to do this as calm and environmentally friendly as possible.

4.1.3 In relation to the design

References from design trends:
There are no design trends, there are just different dimensions and a windwheel is
standardized, because the performance is more important than the optic. Wind turbine rotor
 blades are being made longer to increase efficiency. This requires them to be stiff, strong,
light and resistant to fatigue. Materials with these properties are composites such as
polyester and epoxy, while glass fiber and carbon fiber have been used for the reinforcing.
Construction may use manual layup or injection molding.

Maximum dimensions:
The tower height will be around 40-65m the rotor diameter around 40m and on top there will
be installized a engine house with the generator.

Aesthetic recommendations:
We try to choose the best wind wheel depending on space, performance, power and size. It
is possible to color the bottom of the windwheel relating to the environment, but not the whole
windwheel, because e.g. planes still needs to see them.

Feeling that the design must incorporate to the product:

We feel not that the design must incorporate the product, because, the function and
performance are most important, but with respect to the environment and minimal impact on
the landscape

Issues related to the user:

The biggest problem is the noise and that it doesn’t looks nice in the landscape, but apart
from that there are no negative issues for the user. User in this case are the people living
close to the wind farm.

Ergonomic considerations:
We don’t have ergonomic considerations for this product, because we use big machines for
transport and building.

Needs and expectations of users and consumers:

The expectation is producing and using green energy and use less other energy sources,
like atom energy or charcoal energy.
Definition of basic functions of the product:
By using the existing wind, the rotor blades are set in motion and this movement is converted
into electricity with a generator.

Approximate weight of the product:

The approximate weight sums up from 1400t for the tower, 120t for the engine house and
100t for the rotor blades and the fundament which depends on the constitution of the
environment, so in total around 4000t.

Areas of use:
The using area is to transform free energy from the wind to electric energy. So producing
green energy, without using finite resources.

Adaptation and integration of the product with the environment or with other devices:
The best areas for windparks are the areas with a lot of wind, but you have to ensure that
you don’t disturb people living near and the environment with all its organisms. Furthermore
you need enough space, so that every windwheel has its own wind sluice. And you need
electrical lines for transporting the generated current and connect it to the grid.

4.1.4 In connection with the engineering and manufacturing

Guidelines, laws and regulations:
We used the 2019/28/EG renewable energy guideline.
internal regulations of the company:
Our aim is to build up wind farms of good quality, efficiency and safety. Therefore we have
different internal regulations like quality control, documentation of each step, annual safety
check, factory acceptance tests.

Materials and finishes:

For manufacturing a windwheel we need reinforced concrete, cables, wires, fiber glass,
plastics

Desirable transformation processes:

Using more green energy and less atom and coal energy.
Safety and quality of the product:
It is very important that the product is of a high quality and at the highest safety standard,
because of the dimensions and the turning rotor blades. Imagine that the windwheel loses
one rotorblade in operation, the damage would be immense.

Definition of the internal components of the product:

The products components are a generator, the fundament, the tower, rotor blades, an engine
house and a rotor hub.

Security systems to be included in manufacturing:

The parts are bought from another companys, we just add them and build the windpark.

4.1.5 In terms of organization and management

Planning phases and time scheduled:
Start of the project implementation is 01.01.2020 which should be finished after 16 months.
The planning starts before, with different phases like initiation (1 month), planning (2months),
managerial phase (2months), execution (6,5months), control(1,5months), project close out
and review (4,5months)

Table 1: Roles and responsibilities

Project role Responsibilities assigned to

Project manager The Project Manager is the responsible for the whole Nikolaos Balotis
project and he directly manages the project planning
and control phases.
In fact, he has the responsibility to achieve the
project’s goals and at the same time to guarantee the
integration and the coordination among the different
functions. Moreover, the project manager must be
able to resolve any possible issue which can arise
during the development of the project.
Scope manager The scope manager is a management and Elena Weber
measurement expert. Scope managers focus on the
interface between customers and suppliers of
contracted projects. They manage customer driven
project scope in terms of requirements, size, cost and
schedule.
Project developers The project developers are responsible for the project Ana Maciel,
development. How to get the needed parts and set up Laura Villageois
the wind farm.
 Market-, cost- and These persons are responsible for the market- and Adriana
business analysts competitive analysis, assessment of the market Mascolo, Sarah
position of the company and looking for the state of Kühn
the product and competitve products in the markets.
Furthermore they are responsible for marketing the
product in the best way considering the costs.
Environental analyst The environmental analyst is responsible for ensuring Amir Roshangah
that the product nas no negative impact on the
environment during production, in compliance with
regulations and laws.
Risk accessor The risk accessor supports PM in risk management Enrico Arlango
and assessment. He provides methodological support
and experience and guarantees proper risk
management in multi-project contexts.
Review Committee This Committee reviews the entire project and All
analysis the result in terms of strengths and
weaknesses.

Profile of the design team:

The design team has a large knowledge about all geographical and environmental issues,
about the technical parts of the windwheels, like how much space is needed, how many noise
they produce etc. With this knowledge they will choose the right location and calculate the
number of possible windhweels.

Profile and responsibilities of the design manager:

He has to have the overview over the windpark building and his design team. Therefore he
needs to ensure that the team is doing its work within the time schedule and that all released
and businees matters are done in time.

4.2. Overview of product process or facility to be developed, main characteristics

The wind farm maximum energy production is 10 MW made of 20 wind turbines with rated power of
500 kW each. The emplacement is in the Alt Empordà, a zone well known for its high wind peaks.
The basic idea of the plant is as shown in picture 1.

Picture 1: Basic schematic of the wind park.

The plant will be powered by 20 turbines connected to a transformer center wich conditionates the
electricity so it can be correctly introduced in the medium tension grid.

With a special program and the data from the wind analysis, it would calculate an approximate value
of how much energy we produce with one wind turbine or with the 20 wind turbines.
1 wind turbine produces 570 MWh per year. This means that with the complete wind farm we produce
about 11400 MWh of electricity per year.

4.3. Location map and environmental analysis

In order to have a successful project one of the most important criteria is the location. Since wind
farms have a notable visual, acoustic and biological impact, an analysis is been done and shown
below.

The most important criteria is to have enough wind to power the turbines and make them work in its
maximum working ratio. The Empordà, north east of Catalunya, is well known for the high wind. In
the map below it’s shown the average wind speed of the community.

Map 1: Average wind speed in Catalunya from COAC.

As we can see the Empordà zone is one of the windiest but the place we need has to have also the
minimum ecological impact. The zone is surrounded by small rivers and has a lot of bird migration
so this have to be taken in account and build it far from them.
 Map 2: Protected areas from Catalunya(Data from SENP).

We can see that the highest windy zone is the one that is protected. Having in account these and
the analysis of the ICO(Catalan Institute of Ornithology) of the migration of 5 different spices of birds
and that the period where the birds migrate are the mid-seasons(Spring and Autumn). We assume
that those maps are valid to make an approach of the location.

Map 3: Density of birds in the spring in Catalunya. (Taken form ICO).

Another important factor is the accessibility to the grid. The closest the installation, the cheapest the
cost.
 Map 4: National spanish grid of electricity. Taken from Red Eléctrica de España.

To reduce costs is very important to be close to a road so we can build the installation without making
new roads. Putting all this information in the map of Alt Empordà we get that the place in the purple
circle is the place where the far should be located.

Map 5: Summary of the location and approach.

In this map we can see the main villages and roads. The green zone is protected because of
biological resources and we don’t want to harm the environment. and the blue zone has too low wind
power. The blue and white line is the electrical grid.

The purple area is chosen as the optimal because it accomplishes with the exposed criteria, it’s far
from the most touristic zone(cost) and is closest to the high wind area.
Taking a deeper look in the area between Capmany , Darnius and Biure and analyzing the population
we have chosen the Còrrec de la Jaça hill (42.347368, 2.863431) as it accomplishes the demands
and its not close to population.

Map 6: Emplacement. (Taken from Google Maps).

Windpark Distribution
Now that we have the right emplacement for the park, we can proceed to distribute the windmills
along the place. There are some important points to keep in mind when setting up the wind park.

1. wind wheels have not to stand behind each other, otherwise a windwheel will take away the
wind from each other → producing less energy
2. Turbulence in wind farms is not uncommon, therefore the wind turbines should be installed
at a greater distance. the distance between 2 wind turbines should be as close as possible
to 3 times the length of a rotor blade.

3. The turbines direction has to be faced with the dominant wind.

Picture 2: Wind direction and average wind of Alt Empordà.

Taking in account this and that the diameter of the turbine is approximately 40 m. We distributed
them like this and orientate them in the north north west direction.
 Map 7: Distribution of the wind park. Image taken from Google Maps.

4.4. Parts/subsystems that make up the installation and justify their necessities

Several components are used for the Futura Energy wind farm system. The most important are the
turbines, the cables, the foundation and the transformers.

4.4.1. Turbines
Name: Enercon E-40/5.40

The wind turbine E-40/5.40 is produced by Enercon GmbH, a manufacturer from Germany.
This manufacturer has been in business since 1984. And is currently one of the best manufacturers
in the area of wind turbines.
The nominal power of the Enercon E-40/5.40 is 500kW.
At a wind speed of 2,5 m/s the wind turbine starts to work and produce energy. And the shutdown
speed is 25,0 m/s. This means that the rotors are attracted by a mechanical brake,
Because the forces caused by the wind are too strong and there is danger that the wind turbine will
break down.

The rotor diameter of Enercon E40/5.40 is 40,3m. The rotor area is 1275 m . In total the wind turbine
2

is equipped with 3 rotor blades.

Enercon GmbH relies on synchronous for generator. The voltage is 440V.

4.4.2. Cable

For the wind farm it used only high-quality cables, because the Futura Energy wind farm is designed
at least for 20 years of operation and it is not allowed to fail during this time.
Aluminum cables, copper cables and fiber optic cables are mainly used.
Aluminum cables & copper cables are used for wiring in the tower itself and for connecting to the
public power grid.
Fiber optic cables are also needed for the communication between the wind turbines and for the
monitoring.

4.4.3. Foundation

The foundation (basement) of a wind turbine is one of the most important points. The wind turbine is
exposed to high loads and forces, so the foundation must be particularly stable. For this purpose, a
steel grid is placed in the ground and poured with high-quality concrete.
In addition to that, concrete piles will used to support the entire foundation.

4.4.4. Transformers

In order to feed the electrical energy obtained from wind turbines into a power grid, this current must
be adapted to the grid frequency, phase position and voltage of the grid. The grid frequency in
Europe is 50Hz. To be able to feed into the grid, the wind power supplied must be synchronized
with this frequency. Technically, this is done in a transformer system.

The transformer is purchased from SIEMENS because they are known for their quality and
maintenance guarantee. Distribution transformers from Siemens guarantee high reliability, efficiency
and environmental performance. The modular system with its various design options ensures cost
efficiency and low maintenance.
Advantages:
High efficiency - low losses
Environmentally friendly
Mostly without maintenance
Low weight and high reliability
Worldwide availability
Customizable design

4.5.Building up Process

The entire process takes approximately one year from commencement of construction to commercial
operation. The construction operations process includes:

 Mobilization
1. Construct lay-down
2. Officie trailer yard

 Roadwork
1. Stake and build roads
2. Prepare sub-grade
3. Place aggregate
4. Install drainage structures
5. Compact and grade
6. Public road improvements, if necessary

 Foundations
1. Excavation
2. Foundation installation: install rebar, pour concrete, foundation backfill

 Turbine deliveries

 Install electrical collection

 Construct substation

 Erection
1. Turbine erection and tower wiring
2. Building and setting rotor

 Test and commission system

 Energize turbines

 Site restoration
1. Reclaiming intersection expansions
2. Reseeding and gravel additions
Access Roads

Each wind turbine site begins with building construction access roads to connect the turbine sites.
After the wind turbines are installed, the construction access roads are converted to permanent
gravel access roads that are about 16 feet wide.

Turbine Foundations

The foundation for each wind turbine consists of a concrete spread footing that is buried 8-12 feet
underground, depending on soil conditions, and with a 4-6 foot tall cylindrical pedestal that is
exposed 6-10 inches above finish grade with a 10-15 foot gravel ring around it. Post construction,
farming and grazing activities can resume within 15 feet of the pedestal.

Turbine Construction

Wind turbines are composed of a tall tower, a 3-blade rotor, and a nacelle which houses all the gears,
generators and electrical conversion equipment. All the components are delivered and laid out on
temporary crane pad and assembly areas adjacent to the wind turbine foundations. Assembly begins
by bolting the tower base section to the foundation pedestal and then bolting the remaining tower
sections into position, followed by erecting the nacelle and the rotor using a very large tall crane.
Each turbine takes about 4 to 5 days to erect from offload to pre-assembly and effective staging of
components.

Electrical collection

An underground electrical collection system connects each wind turbine and carries the electricity
generated by each wind turbine to the to the project substation. In most cases, an overhead
transmission line is also installed connecting the project substation to the electrical grid
interconnection facility or point of interconnection (POI).

O&M Building

Construction of 5,000 square foot operations and maintenance building to house the onsite staff, the
equipment, and spare parts necessary for ongoing maintenance of the project.

Commercial Operation

Once all the wind turbines are fully operational and capable of producing power into the energy grid,
the construction phase is deemed complete and the project will be commissioned. After
commissioning is complete, the project will be handed over to the operations and maintenance crew.

4.5.1. Detailed Process

During the construction stage contractors move onto the site, and the civil works, electrical
infrastructure and wind turbines are brought to site and installed. This is the most capital-intensive
stage of the project. The building process begins with the construction of the site roads, upgrade the
public roads as required, construction of the wind turbine foundations and areas for the cranes used
in turbine assembly (hardstands), and the electrical substation.
As the civil works advance also the electrical aspects of the plant are beginning to be developed,
installing the electrical cables to provide connection to the grid. Within the wind farm underground
electrical cables are typically used to bring the electricity from each wind turbine to the wind farm
electrical substation. Finally, the electrical equipment is installed in the electrical substation once its
construction is finished.
When the project is completed the electricity can then flow from the substation built on the wind farm
to an electrical substation via underground cable or overhead wires.
Off-site grid connection works are constructed at the same time as the on-site wind farm works. The
electricity then flows from the substation along the existing electricity network to domestic and
commercial electricity customers.
The grid connection works take the most time (primarily due to how long it takes to manufacture
some of the large and complex electrical equipment), and all the other works (civil, wind farm
electrical works and turbines) are scheduled to be completed at the same time the grid connection
works are complete and ready to be energized.
During this period the wind turbines are also being manufactured and shipped to Spain. Once the
civil works are largely complete and the electrical and grid connection works are well advanced the
wind turbines are brought from the port to the wind farm site and assembled at the wind farm.
Due to their size, the wind turbines are shipped and transported to site in several separate sections.
It takes one week to assemble the sections and erect a wind turbine at a wind farm site, though if
weather conditions are suitable it can be completed in two days. The turbines are assembled and
erected using large cranes and a team of engineers and technicians who specialize in this work.
Throughout the construction stage the project is monitored by various specialists to ensure it is
constructed safely, correctly and in compliance with the planning conditions. This can include
community liaison officers, ecologists, archaeologists, ornithologists, hydrologists etc. alongside
construction monitoring by various engineers to ensure the project is constructed in accordance with
the designs and contracts. The role of the responsible project manager is to ensure the project is
delivered safely, in accordance with the permits, permissions and contracts, and within the agreed
time frames and budgets. Lenders can also retain their own technical adviser from the pre-
construction stage to carry out occasional site visits and project monitoring on their behalf.
The construction stage can provide a large boost to local communities near the windfarm. Materials
for the civil works are normally sourced locally, and many local sub-contractors and suppliers can
also have an opportunity to supply and work on the projects. Local accommodation providers,
hardware shops, service stations, grocery shops, garages etc. also benefit from this stage of the
project. Once the grid, electrical and turbine works are sufficiently advanced the project is ready to
enter the Commissioning Stage, when the wind farm starts to generate renewable.

4.6. Commissioning and Testing Stage

As the grid, electrical works and turbines near the end of construction/installation the commissioning
and testing stage begins.

This stage involves specialist commissioning engineers and technicians who check, test and adjust
the equipment until it is ready to operate safely and reliably.

At this stage, the wind farm (similar to any electrical generation facility) also carries out what is called
grid code compliance testing with the grid system operator. This ensures that the project meets the
rules the grid system operator sets out to maintain the continued smooth, secure and reliable
operation of the electrical transmission and distribution systems.

At the end of commissioning, the wind turbines undergo an extended test phase, sometimes called
a reliability run before being finally handed over at the end of the commissioning stage. The project
manager and specialist engineers monitor the commissioning and testing to ensure everything
performs safely and reliably in accordance with the various contracts.
After this, during the Operational Stage the wind farm continues to undergo further grid code
compliance tests for a period of time until all the requirements of the system operators (have been
checked and certified.

4.7. General operation of the facility

Once the project is commissioned and tested it is handed over to the wind farm owner to begin life
as an operating wind farm. The wind farm generates electricity which feeds into the electrical network
and provides clean renewable electricity to domestic and commercial electricity users.

The wind farm owner can either use in-house staff or specialist asset management consultants to
co- ordinate the wind farm operation. During the operations stage of a wind farm the operation and
reliability, maintenance, finance, ongoing compliance with permissions and permits, safety, security,
community relations and benefits, land-owner agreements etc. must be continually managed.

During operation the wind turbines and other key wind farm equipment are continually monitored
remotely via a computer system. Using this system, the wind farm owner, operations supervisor and
turbine maintenance contractor can monitor the wind farm production and performance to ensure it
is working efficiently. Where a fault occurs the computer system will identify it and inform the
supervisor who will send a maintenance crew to the site.

Typically, each wind turbine undergoes routine maintenance between two and four times a year
depending on the turbine type. Each routine maintenance can take number of days and involves at
least two service technicians. The maintenance technicians also carry out unscheduled maintenance
in response to faults or to replace components.

Civil works are routinely maintained as necessary, typically twice a year for routine maintenance.
The electrical infrastructure undergoes routine maintenance and testing at least once per year.
Monitoring of the civil and electrical works can also result in additional unscheduled maintenance.

The electricity produced by the wind farm is sold to customers and the income is used to pay back
the loans taken out at the pre-construction stage to construct the project, pay the maintenance
contractors, wind farm operators, utility charges, landowners rent, local authority rates, project
insurances etc.

In addition, windfarms can provide community benefit funds to local communities during their
operational stage. One modern wind turbine can contribute up to €250,000 to a local community over
its lifetime, making a significant positive contribution to the rural community adjacent to the wind
farm.

4.7.1. Control Strategies

 Cut in/Cut out mechanisms

The wind speed at which we try to start catching the wind’s energy is called the cut in wind
speed (because the generator “cuts in”). Conversely the wind speed at which we decide to
stop trying to catch the wind’s energy is called the cut-out wind speed (because the generator
“cuts out”).
At low wind speeds the rotor may still be allowed to rotate (free- wheel) even when it is not
generating electricity. This generally occurs when the wind has been blowing but dies away
for a short period of time. This is done so that, when the wind goes back above the cut in
speed again, we do not have to overcome the inertia of a rotor at standstill. This allows
generation to re-commence more quickly. This does not happen at high wind speeds though.
Once the wind speed exceeds the “cut out” wind speed the machine takes action to bring the
 rotor to a halt and yaw out of the wind. It will generally not attempt to generate again until the
wind has slowed down significantly (to say 22m/s or 80km/h). In this way the machine will
shut down and stay shut down during the gusty winds of a passing storm front.

 Power regulation – Variable pitch control

The angle of attack or pitch of the blade can be changed through a full ninety degrees as the wind
speed changes. In low wind speeds the pitch is set to capture as much wind as possible. As the wind
speed increases the pitch is continually changed to capture the maximum amount of power. Once
the power limit is reached the pitch is changed so as to begin spilling the energy from the rotor. The
pitch of the blades is changed by sophisticated hydraulic motors controlled by microprocessors. The
pitch angle of each blade is changed independently and because the whole blade is moved, even a
single blade is able to bring the rotor to a stop if there is a failure in the other two pitch controllers.
The pitch angle is reviewed very rapidly (and can be changed by large amounts (several degrees)
quite quickly. In this way it can respond to wind gusts and lulls and optimize the pitch of the blades
to optimize the energy capture of the rotor. The advantage of this regulation methods is that the
machine can also be detuned so as to reduce noise levels.

 Condition Monitoring System

Condition Monitoring System (CMS) is a tool used in machine maintenance and is becoming a long
term service package for components. CMS provides information on what the condition of a
component is and can also predict an impending failure within the system.This includes: service and
maintenance; inspection; measuring and evaluating the machine conditions and estimating the
remaining service life. Machining process is extensively utilized within the turbine industry and
includes operations such as rotating, milling, drilling and grinding. Monitoring process involves
sensor measurements to determine the condition of the process. Analyzing measured signals,
detecting a process anomaly and detecting faults are necessary factors of the monitoring process.

 SCADA

Supervisory Control And Data Acquisition (SCADA) is an application that collects data from a system
and send them to a central computer for monitoring and control usages. Remote measurements,
reporting data and monitoring information are known as telemetry.

4.8. Maintenenance Plan

The wind farm is designed to operate without intervention and are unattended for the majority of the
time. Each wind generator is able to operate completely independently of all other wind generators.
If conditions outside of the operating and safety parameters occur the generator will fail to a safe
condition. All safety and control systems have full redundancy to ensure safe operation.
Under normal circumstances, routine scheduled maintenance will be carried out approximately once
every six months. This scheduled maintenance of each wind generator will consist of oil changes,
brake pad replacement, bolt tightening, etc and takes approximately one day per generator. The
major component parts of the wind turbine generator are designed for the lifetime of the machine but
may occasionally require repair or replacement (this is not common).
The first few months of operation of the wind farm will require regular attendance at site by several
technicians to ensure that the wind generators ‘bed in’ properly and that all final construction and
commissioning tasks are attended to. On-going performance and reliability are continuously
monitored, including site inspections and if necessary a service team can carry out any unscheduled
maintenance.
4.8.1. Detailed maintenance activities

 Semiannual and annual maintenance of the wind turbines

 Converter maintenance
 Lubrication/greasing works
 Winch and blockstop maintenance
 Maintenance of on-board crane and chain hoists
 Oil change
 Maintenance of transformer and transmission station
 Condition-based blade inspection including lightning protection testing
 Gearbox/transformer endoscopies

4.9. Catalogue of components

 Enercon E-40/5.40

The wind turbine E-40/5.40 is a production of Enercon GmbH, a manufacturer from Germany. This
manufacturer has been in business since 1984.

The rated power of Enercon E-40/5.40 is 500,00 kW. At a wind speed of 2,5 m/s, the wind turbine
starts its work. the cut-out wind speed is 25,0 m/s.

The rotor diameter of the Enercon E-40/5.40 is 40,3 m. The rotor area amounts to 1.275,0 m². The
wind turbine is equipped with 3 rotor blades. The maximum rotor speed is 38,0 U/min.

The Enercon E-40/5.40 is fitted with an without direct drive gearbox.

In the generator, Enercon GmbH sets to synchronous. The manufacturer has used one generator
for the E-40/5.40. The maximum speed of the generator is 38,0 U/min. The voltage amounts to 440,0
V. At the mains frequency, the E-40/5.40 is at 50,0 Hz.

In the construction of the tower, the manufacturer uses Steel tube/ concrete. As corrosion protection
for the tower Enercon focuses on painted. Manufacturer of the tower is Pfleiderer / CAL.

Power

Rated Power 500.0 KW

Flexible power ratings -

Cut-in wind speed 2,5 m/s

Rated wind speed 12.0 m/s

Cut-out wind speed 25.0 m/s

Survival wind speed 70.0 m/s

Wind zone (DIBt) -

Wind class (IEC) -

Rotor

Diameter 40,3 m

Swept area 1,275.0 m^2

Number of blades 3

Rotor speed, max 38 U/min

Tipspeed 80 m/s

Type Enercon 3

Material GFK / Epoxy

Manufacturer Enercon

Power density 1 392,2 W/m^2

Power density 2 2,6 m^2/ kW

Gear box

Type Without direct drive

Stages 2

Ratio 90:1

Manufacturer -
 Generator

Type Synchronous

Number 1.0

Speed max 38.0 U/min

Voltage 440.0 V

Grid connection WR

Grid frequency 50.0 Hz

Hersteller Enercon

Tower

Hub height 65 m

Type Steel tube/ concrete

Shape Conical

Corrosion protection Painted

Manufacturer Pfeiderer / CAL

Weight

Single blade 0.9 t

Hub -

Rotor 2.7 t

Nacelle 26.5 t
 Tower, mac 120.0 t

Total weight 150.0 t

Miscellaneous

Installation -

Offshore No

Onshore Yes

 Siemens distribution transformer 8DJH 36

Technical Features

Rated values up to 36 kV, 20 kA , 3s

Rated frequency 50/60 Hz

Busbar current up 630 A

to

Feeder current up 630 A

to

Busbars Single busbar

Insulation Gas-insulated

Switchgear vessel Hermetically enclosed

Type of Factory-assembled, type tested, metal-enclosed switchgear according to IEC

switchgear 62271-200, modular and extendable, individual panels and panel blocks

Internal arc IAC A FL/FLR 21 kA, 1 s

classification
 Dimensions

Panel width according to panel type 430 mm, 500 mm

Panel height 1,600 mm (without low-voltage compartment)

Panel depth 920 mm

 Subsation with air-insulated switchgear

Siemens high-voltage substations with air-insulated switchgear (AIS) are the cost-efficient choice for
rated voltages of up to 800 kV. They are renowned for highest reliability, economical operation, and
low maintenance requirements.

The Siemens experts always consider the electrical parameters as well as the environmental
conditions to which a substation is exposed. That’s why Siemens AIS substations meet even the
most demanding challenges and provide:
- an optimum solution when space restrictions and environmental circumstances are not an
issue;
- easy implementation of a wide range of standard applications;
- reliable switching for up to 800 kV, rated currents of up to 8,000 A, and short-circuit currents
of up to 80 kA.

 Cables and Connectors

Our company relies on Prysmian Group for the supply of cables and connectors that will be used
during the installation. Prysmian Group, created through the merge of Prysmian and Draka is the
world leader in cable manufacturer, energy solutions, telecom cables and systems and for any
information about the specifications of these components, please refer to the detailed catalogue on
the PG website.
 5. The alternative approach

For the realization of the project there are two different solutions. The different solutions are listed
below.

Enercon E40-500 Enercon E-70 E4

Enercon E40-500 Enercon E-70 E4
Related power 500 kW 2.300 kW
Diameter rotor 40,3 m 71 m
Number of blades 3 3
Rated wind speed 12 m/s 15 m/s
price 1.000.000€ 4.100.000€
Turbines needed to produce 20 5
10MW
Hub height 65 m 113 m
Area needed per turbine 1500 m² 4000 m²

The environmental conditions are the most significant ones for the decision which turbine to take for
the wind park.
In the region of Catalunya, there is an average wind speed of 5m/s. Compared with the rated wind
speed of both possible wind turbines, it is seen that the smaller turbine needs less wind speed to
reach the best power production. Compared to the Enercon E-700 E4 which reaches a power of
500kW at a wind speed of 7,5ms the Enercon E400-500 seems to be worse, but compared to the
total power the turbine with the 70m rotor diameter would be way more overdesigned than the little
turbine.
Even the costs per turbine are a significant factor when deciding for a solution. For the 20 turbines
solution the price would be 20.000.000€. Compared to the solution with the big turbines the price is
less. Therefore, the solution with the big turbines would blast the project budget.
In the final the space needed for the wind park needs to be compared. For the E400-500 turbine we
would need a space of 3ha. That’s a third more space needed than for the huge turbines. In addition,
it is needed to compare the environmental change due to the wind wheels. The smaller wind turbines
are less noisy and aren’t that huge. Therefore, they don’t destroy the environment in such a huge
way than the huge turbines.
In final Futura Energy decided for the Enercon E400-500 to have less complications with residents
close to the wind park and to have less overdesign, because most wind turbines produced nowadays
are getting huger to a production of almost 6 but in Catalunya the average wind speed isn’t suitable
for the huge turbines. Even the price decision is a relevant factor for deciding for the E400-500.
6. Quality tools
6.1. FMEA
An FMEA, Failure Mode and Effects Analysis is a tool to identify and quantify project risks and to
think how you can avoid them or which action you need to take to erase the risks or to improve the
RPN number. We analysed the windhweel in the following FMEA.
6.2. QFD
The Quality function deployment tool, is a comprehensive technique that is used to help build in
customer demands into a product during the design stage. We did the Quality Function Deployment
for different aspects like design, environment, function.

6.3. FISHBONE
A fishbone diagram is also called a cause and effect diagram or Ishikawa diagram. It is a visualization
tool for categorizing the potential causes of a problem in order to identify its main causes. The
following one display the main failure causes and effects on the wind farm and the windwheels.
6.4. SWOT

A SWOT Analysis has been conducted to achieve a better insight of the project, it is presented
below.

7. Costs
7.1. Cost estimation
A cost estimate is a summation of all the costs involved in successfully finishing a project, from
inception to completion. Cost estimates are typically revised and updated as the project’s scope
becomes more precise and project risks are realized, as the Project Management Body of
Knowledge (PMBOK) notes, cost estimating is an iterative process.
The forecasted budget invested by Som Energia is 30 million euros. Thus, Futura Energy will not
have to invest in order to complete the project, but only to use it in a competitive way. These project
costs can be categorized in many ways and levels of detail, in this case we divided the overall cost
in three main parts:
1. Financing cost
2. Material cost
3. Crew cost
The project costs start with financing cost including expenditures on land purchase, permits and
insurance which are not high and take only 10% of overall cost. In this project, material costs have
the biggest share with more than 85%, in which the turbines are the most expensive item by 69% of
overall project cost. The crew cost includes the salary for engineers, assistants and managers and
wage for workers which represent only 3% spreads along the project life cycle.
The estimated costs of the project are the ones shown in the table below.
Item Estimated cost (€)
Financing cost Obtain land rights 1,000,000
10% Permits 4,000
Insurances 2,000,000
Material cost Turbines 20,000,000
87% Foundation 2,700,000
Construction material 1,400,000
Equipment and facilities 700,000
Transportation 650,000
Crew cost Salaries 750,000
3%

The shares of the project costs are representedin the chart below.

7.2 Cost Budgeting

The costs distribution during the project development can be seen below. This kind of analysis is
useful to evaluate monthly monetary outflow, which gives information on when capitals are required.
It is a good instrument to establish communication with our Som Energia because this prediction
shows how its investments is coordinated.

Monthly cost
14.000.000
12.000.000
10.000.000
8.000.000
6.000.000
4.000.000
2.000.000
0
01/03/2020
01/04/2020
01/05/2020
01/10/2019
01/11/2019
01/12/2019
01/01/2020
01/02/2020

01/06/2020
01/07/2020
01/08/2020
01/09/2020
01/10/2020
01/11/2020
01/12/2020
01/01/2021
Moreover, a cumulated cost curve can be extrapolated from these data. It is a useful tool to compare
the real outflow with the predicted one. This curve gives information on the increasing of the project
irreversibility effect, when the costs raise it is more difficult to modify the project without spending big
amount of capital.

Cost Budgeting - S curve

30.000.000
25.000.000
20.000.000
15.000.000
10.000.000
5.000.000
0
01/11/2019

01/09/2020

01/12/2020
01/10/2019

01/12/2019
01/01/2020
01/02/2020
01/03/2020
01/04/2020
01/05/2020
01/06/2020
01/07/2020
01/08/2020

01/10/2020
01/11/2020

01/01/2021
01/02/2021
This analysis is the result of costs allocation on each milestones of the project, different dates of
payments and teams work periods are correlated to the development of respectively phases.
The big jumps in the S curve is due to the cost of turbines which are the most expensive part of the
budget.

7.3 Revenues estimation

Som Energia have invested 30 million euros for the installation of the wind farm by Futura Energy.
The price of electricity is sold about 0,2 €/kWh by Som Energia. The park is composed of 20 turbines
of 500 kW each. Thus, the revenues can be estimated.

In order to calculate the amount of money that the facility can potentially generate, is crucial to
consider the actual power generated from the wind, given its average distribution during the year.
The statistical evaluation of the average wind speed is performed through a software provided by
the company Enair, which is considered to be very reliable since it considers different and numerous
data from different databases and applies a different confidence interval for each of them.
Once the average wind speed has been obtained, the power actually extracted from the turbine is
calculated by means of another software which allows extremely precise results to be obtained as it
is specific for the Enercon turbine used.

Through the simulation, a power production of 0,57 GWh/ year is obtained for each turbine.

𝐾𝑤ℎ € €
570000 ∗ 0,2 = 114000
𝑦𝑒𝑎𝑟 𝐾𝑊ℎ 𝑦𝑒𝑎𝑟

This is the amount of money potentially generated for each wind turbine.
Considering the whole wind farm:

€
114000 ∗ 20 = 2280000 €
𝑦𝑒𝑎𝑟

Thus, the payback period is roughly estimated as

30000000/2280000 = 13,15 𝑦𝑒𝑎𝑟s

Note that this is only a preliminary calculation which doesn’t take into account some important factors
such as the depreciation of the capital, the maintenance costs, the change in the price of electricity
etc. A more comprehensive approach will be carried out in the final version of the project.
8. Risks
8.1. Risk identification

Known project’s risks are closely monitored to ensure its safety, and if needed, mitigation actions
will be applied accordingly. As well, the team will be always on the lookout for any issues or risks
that might come up or that weren't originally considered.

Any issues regarding the project will be thoroughly recorded in an issue database. Specifying issue
details and actions taken, as well as people involved. Its current status and update reports will be
closely monitored by the team. All Issues will be informed in the project status report.

Special meetings for issue monitoring will be held once a month, where progress of the solutions will
be analyzed and discussed, seeking improvement and effectiveness.

 Administrative risks
Listed below are the possible administrative risks the project has.

Probability Impact
No. Risk Description Planned Mitigation
(H/M/L) (H/M/L)

1. Lack of coordination and M H Aligning the objectives of all stakeholders

organization by doing continuous stakeholder
meetings and creating well-structures
and detailed documentation.

2. Inability to complete the M H Exact cost estimates with contract and

project within the budget exact calculation.

3. Inaccurate cost forecasts L H Constant re-evaluation of main costs and

budget redistribution. Update project
sponsors of any probable changes in the
needed budget.

4. Delay in the training of M H Extra days added to the training phase to

local crew make sure this doesn't happen

5. Political changes in L H Be informed in advance of every

national energy policy, permission process, the political
legislation and considerations of the energy policy.
permission process
  Technical risks
Listed below are the possible technical risks the project has.

Probability Impact
No. Risk Description Planned Mitigation
(H/M/L) (H/M/L)

1. Transportation problems M M Cautiously design the transportation

due to the access route to route, improving the existing roads, and
the project site constructing additional access roads if
needed

2. Seismic Risk L H Due to its low probability of occurrence,

it was decided to accept the seismic risk

3. Damage to the turbines M H All equipment is to be insured, including

during the construction the turbines. In case of any damage, the
phase turbines can be fixed or replaced.

4. Failure of civil, mechanical L M There must be spare parts or repairs.

and electrical design

8.2 CONTIGENCY PLAN

1. No grid availability caused by a high concentration of wind farms.

Our plan is to gather information in advance in order to avoid this problem at the beginning. The area
where we are planning our project is already exploited for a massive wind production, which means
there is a chance that we might not be able to get connected to the grid, this is why the risk level is
high and why we need to evaluate the all scenario at the very beginning.

2. Community acceptance.

Renewable energy is a technology that has a good acceptance from the clean power point of view,
but at the same time is considered a threaten for the environment (changing the migration of birds)
and for the common life (noisy sounds). This can be a problem for realisation of the project that is
why it important to Contact the local communities early, providing clear information about the
project's specification and impacts. Solve potential issues early.

3. Land leasing.

The land-owners of our site could ask too much money for the leasing and from an economic point
of view can make it impossible for the realization of the project. It’s important to identify and contact
the landowners as soon as possible, establish a representative to communicate and negotiate with
the land-owners.

4. Political changes in national energy policy, legislation and permission process.

The Spanish government is highly bureaucratic, therefore the permission process can lead to a delay
in the process creating problems since the beginning.
In this case can it’s fundamental to be informed in advance of every permission process, the political
considerations of the energy policy and be aware and conscious of any time request.

5. Governmental lack of commitment to support to the wind energy sector.

The renewable sector in Spain, has been excessively supported by the government providing huge
incentives. This has led to an overall dissatisfaction of the citizens caused by the increasing of the
tax in the bills. Some political party can push for the political changes in the energy sector because
of this problem caused.
The contingency plan in this case can be to lobby the government regulators, engage in social
activities and demonstrate the positive impact and sustainability of wind power.

6. Security Breach.

During the construction phase there can be security breach that can cause loss of time and material.
It’s important to Increase security patrols and personnel, ask government for assistance, follow all
policies to further reduce risk.

8.3 Opportunities
In our project we have identified some risks that can be opportunities. They can be beneficial for the
company, our client, the local community and for the government.
In the tables below are reported the most important opportunities. Each of them can have a positive
impact from an economic point of view, and from a strategical point of view must be considered.

The opportunities, that a project can create, are the real value that it can have. They are an important
aspect to underline with all the stakeholders, considering mainly the sponsor of the project and the
client. Our company can be a leader in innovation mainly focusing on what it can create and make
better.
Each of them must be evaluated from the project management team that is in charge of consider all
the aspect of the project from different point of view.
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