Group B1

TEIO12 Industrial project management

Linkping University Wind Farm Project

GreenU

Del Toro Christian vt2 2009

Gaudichau Antoine
Howayek Marc
Vad Alexandre

1
Summary

executive summary ................................................................................................................................. 4

I The project (See appendix 1: Project Charter) ................................................................................... 5
Project background ............................................................................................................................. 5
Project objective.................................................................................................................................. 5
Project goal .......................................................................................................................................... 5
Limitation ............................................................................................................................................ 5
II Requirements ....................................................................................................................................... 6
Product requirements ......................................................................................................................... 6
Project requirements .......................................................................................................................... 6
Prerequisites........................................................................................................................................ 6
III - Handover and Implementation ......................................................................................................... 7
IV - Situational analysis ............................................................................................................................ 8
SWOT ................................................................................................................................................... 8
Stakeholders Mapping......................................................................................................................... 9
VI - Milestones, Activities and Schedule ............................................................................................... 10
Project model .................................................................................................................................... 10
Milestone plan ................................................................................................................................... 10
Activity list (see appendix 5).............................................................................................................. 10
Gantt chart (see appendix 6) ............................................................................................................. 11
VII Organisation and staffing .............................................................................................................. 12
Roles, responsibility and authority .................................................................................................... 12
Staffing plan....................................................................................................................................... 12
VIII Project budget .............................................................................................................................. 13
IX - Funding ............................................................................................................................................ 15
The Swedish government .................................................................................................................. 15
The European Union .......................................................................................................................... 15
Bank loans ......................................................................................................................................... 15
Electricity selling ................................................................................................................................ 15
X Communication and quality assurance ........................................................................................... 16
Reports and documents .................................................................................................................... 16
Communication plan ......................................................................................................................... 17
Quality assurance .............................................................................................................................. 18
Change management ........................................................................................................................ 18
XI - Risk analysis ..................................................................................................................................... 20
XII Sources .......................................................................................................................................... 21
Books : ............................................................................................................................................... 21

2
 Internet sources : .............................................................................................................................. 21
Appendix................................................................................................................................................ 22
1 - Project charter .............................................................................................................................. 22
2 - electricity consumption ................................................................................................................ 23
3 - Stakeholders Analysis ................................................................................................................... 24
4 - Network diagram.......................................................................................................................... 25
5 - Activity list .................................................................................................................................... 26
6 - Gantt Chart ................................................................................................................................... 27
7 - Wind turbine documentation....................................................................................................... 28
8 Work Breakdown Structure ......................................................................................................... 29
9 Wind map .................................................................................................................................... 30

3
 GREENU GDT Projects
Faster Than Light

Context Product
Energy production encountered a big change during the GreenU project is to deliver a solution for power
last two decades, encouraging people to produce power production using wind power, which is more than
ecologically by providing economical help. enough in Sweden.

Since power production has been liberalized, Linkpings BDT will be responsible for every step from the pre-
University could take advantage of such situations and study to the last delivery of the wind farm.
launch its own power production project.

Work Market
The final result to be handled will be a full scale wind The primary target would be Linkpings university.
farm which will provide Linkopings University electrical
power autonomy. The project could be then sold to other universities and
big companies.
Excessive produced power will be sold to Linkping
municipality, while in case of emergency; the university
would still be able to buy electricity from the usual
providers.

Strategy

Short Term Mid Term Long Term

Providing electrical Realising return over Promote the idea over
power autonomy for investment for the wind other universities and
Linkopings University farm implementation companies

Project Organization Financing

Project
Wind Turbines 55MSEK
Manager
Preparations 270kSEK
Maintenance 0.99MSEK
Prestudies Logistics Economics
Annual consumption 34MSEK
Manager Manager Manager Project profitable within 7 years 4
I The project (See appendix 1: Project Charter)

Project background

Linkping University is very well reputed in Sweden as well on the international level for the
formation it provides to the students in technology. In comparison with the other European
countries, Sweden is advanced regarding the environmental issues; this is seen daily thanks to the
large amount of recycling bins positioned in most of the public spaces, the wind farms, eco villages,
etc.

In accordance to the environmental Swedish policy and with the high technology image of
the university, LiU decided to ensure the electricity independency before the end of the second
semester of the year 2013 using green technologies.

Project objective

As described above, at the end of the project, Linkping University should be its only
electricity provider guaranteeing its independency. The business impact is expected on a midterm;
hence it is important to minimize the operation cost during the implementation of the project.

Project goal

The goal is not only ensuring the independency, but the challenge is to deliver a 100% green
product able to produce the electricity for all the campus Valla considering any disturbance for the
employees, students and neighbourhood.

To well define or goal, we rest on the SMART analysis :

S Wind farm for Linkpings University for power independency
M Ability to produce enough power
A Approval by the university, the locals, and the municipality
R Geographical point (wind conditions, space) Background
T Three years for implementation (July 2009 March 2012)

Limitation

Knowing that Linkping University is divided into three campuses (Campus Valla and Campus
US at Linkping Campus Norrkping), it would be very difficult to provide all the university in green
energy.
Furthermore, the campus US in Linkping is situated in the city-centre and important
modifications and work would have to be done directly in the city.

Thus, the study and the results are only expected on campus Valla, in the west part of
Linkping.

5
II Requirements
Product requirements

Considering the project of a wind farm installation the wind turbines should be considered as
the main product. The wind farm should provide electricity to ensure the complete autonomy of the
University of Linkping. The University consumption is illustrated by the graphs on the appendix 2.
The most important figure regarding this project is the electricity consumption of the university in
one year. As you can notice on the appendix the highest University consumption was in 2008 with
30642.2 MWh. This figure is the key data to select the type and the number of wind turbines for the
LIU wind farm.

The LIU wind farm should be able to provide at least 30642.2 MWh per year. To guaranty the
complete electricity autonomy of the university a safety margin of 10% will be applied. As a result
the LIU wind farm should provide at least 33706.4 MWh per year. Moreover the extra production of
electricity will be sold, improving the return on investment.

Project requirements

Several requirements regarding the LIU wind farm project should be considered in order to
ensure its success. The triple constraint triangle shows us that this project is located between quality
and resources. The time parameter is not crucial in this project. Nevertheless an optimum planning
ensures an optimum use of resources and can lead to considerable savings. As we can remark on the
triple constraint triangle below quality and resources are the two main parameters of this
project.
Quality (60%)

Resources (30%) Time (10%)

The quality aspect concerning the selection of the wind turbine is a priority in order to
provide a reliable means of electricity production.

Prerequisites

To ensure the result and the success of the project the budget should be defined accurately
with the customer (LIU).
In addition the length of the return on investment should be defined in order to create a profitable
project and provide savings in a long term point of view.

Regarding such an investment the maintenance aspect is crucial because the University can
not work without electricity. A technician will be allocated to monitor the wind farm functioning.
Moreover the periodic maintenance will be handled by the company which will deliver the wind
turbine. The preventive maintenance plan should be defined accurately in order to avoid any

6
breakdown. Nevertheless in case of breakdown the University should be connected to the classical
electricity network.

III - Handover and Implementation

The delivery of the wind farm to the university is an important step. The university technician
who will be in charge of the wind farm functioning would have received a previous training during
the project so he will be able to handle the functioning of the wind farm. Nevertheless the technician
will attend to an additional training on the site. The wind farm company will provide this
implementation training.

Moreover a complete documentation will be provided to the technician. All the technical
data will be gathered in an accurate documentation. A user manual will be provided too.

An inauguration will be planned with all the LIU stakeholders. This event will happen on
March 2012. The inauguration will gather all the important stakeholder and people from LIU
(teachers, employees, students) and media. It will be the occasion to make people discover the
outcome of the project. Moreover people will be aware of the fact that the university produces
effectively its own green electricity from this Inauguration Day. Such an awareness and
involvement of the LIU student, LIU employees and medias is paramount to guarantee a future
expansion of similar project in other universities.

7
IV - Situational analysis

SWOT
Strengths Weaknesses

Eco-friendly Project Price (Too expensive)

Uniqueness Generation of visual and noise pollution
Positive return on investment Only one campus of the university would
Prestige (Image) be covered.

Opportunities Threats

Project in line with global ecological Rejection of the project from the
trends. neighbours.
Ability to spread the idea to other
universities

Conclusions and actions Handled in

Advantages O1+S1+O2+S2 = The universitys Communication plan
S+O windfarm project is considered
challenging and creates
motivation.

O1+S2+S4= The universitys Activity plan

image will be positively affected
once it is in line with global
ecological trends.
Defence S2+T1 = People may not see Risk analysis
S+T this project as unique, and since
it is new they may not accept it
because there is not a huge
need for this.
Vulnerability W2+T1 = People may not
W+T change their mind.
Temptation O1+W1 = Building an eco- Accurate planning and
W+O friendly electricity production monitoring the budget
infrastructure without
considering budget issues.

The present situation of the project was assessed via a SWOT analysis in order to spot the factors
that could affect it in a positive or in a negative way. The main conclusions drawn from this study are
stated in the following:

The nature of the project is considered to be challenging and therefore create motivation
among the involved staff.
The sponsors image can be positively affected once the goals are reached.
The uniqueness of the project may not be perceived by the people and since it is something
new, they may not accept it since electricity dependency is not an important need.

8
 It may be hard to create a change on peoples mind.
The fact of building the eco-friendly facilities without considering budget issues.

The negative factors have to be managed carefully and considered in the risk analysis in order to
increase the possibilities of fulfilling the goals.

Stakeholders Mapping
For the wind farm project, three core stakeholders have been chosen among the important
ones, and these are: Linkpings University, Linkpings Municipality and the project team. In fact,
the importance of these stakeholders has pushed us to put them in the first group. Linkpings
University is in the same time the main client for the turbines and the project financier.
Linkpings Municipality has been considered as a principal investor, since the nature of the project
(ecological industry) and the actual legislation could push them to help the university overcome the
expenses. Moreover, all the documents made for the turbine construction, site selection etc. have to
be approved by the municipality.
The project team is the decisive head in the project. Even though they receive orders from
the client, its still their choices which will push the project in one direction or the other.

The primary stakeholders have then been identified; they are five including: the banks, the
state, the turbine builder, the media and the neighbourhood. The primary stakeholders are affected
by the project, and may have influence on it, but their decisions are less important than the ones
made by core stakeholders.
The banks should be investors and may give loans and donations to the university. This reason is
enough to give them an overall control over the project.
The state has also been considered as a source of donation and support for the project, while some
legislation could help the university in managing this kind of project.
The turbine builder is the member of the project which will provide the technical solution for the
problem. The project team choice of turbine will be based on the available technology presented by
the suppliers.
The media plays an important role in advertising the ecological projects and the university,
showing its prestigious aspect; but it could also play a bad role in the case the project is badly
managed.
The neighbourhood role has been considered critical to the project, since their acceptance for the
implementation of the turbines is required for the construction to take place. The project team has
to find the right arguments for the neighbours in order to let them accept the construction of the
wind turbines.

Finally, five secondary stakeholders have been found; they are: the students, the installers,
the builders, the geotechnical analyst and the weather analyst. Their role may be important for the
overall progress of the project and they could be affected by its result, but their position does not
give them enough power to make any changes, while they are indirectly affected by the management
and core stakeholders actions.
The students are here the final users of the technology, their opinion may be important, but
they cannot take decisions regarding the whole project.
The installers of the turbines and the site builders are subcontractors. Their performance may affect
the projects overall result, but they are hired with a specific goal that they cannot change.
The geotechnical and weather analysts results over the technical data could be decisive for the
turbines implementation on site, but once again they cannot push the project in the direction they
want.

9
VI - Milestones, Activities and Schedule

Project model

The development of the project depends absolutely on a feasibility analysis that is planned to
be done in the first part of the project execution. It is intended to analyze the environmental
characteristics of the potential wind farm in terms of wind availability during the year and geologic
conditions for the constructing requirements. After these studies are done, a tollgate with the
steering committee is planned to take place in order to decide whether or not to continue with the
project.
Given these characteristics, it is the task of the project team to take a decision on what type
of planning is the one that suits the best for this project. The project group has decided that it is
useless to plan in detail the whole project due to the level of uncertainty that surrounds it. A decision
has been made in focusing only on the first part of the project and let the latter activities described
as major milestones. This method is known as the rolling wave planning.

The project group knows that this planning method has a disadvantage, which is that the
costing of the project will not be exact. It was previously defined in the triple constraint triangle that
the quality of the project is the main priority; therefore not having an exact costing is not a significant
factor for the expected achievement of the goals.

Milestone plan

A milestone plan has been set on every delivery and on every important step of the project.
Please, see appendix 4to appreciate the milestone plan.

Activity list (see appendix 5)

We based the activity list on the Work Breakdown Structure (see appendix 8) and on the
milestone plan

Therefore, we tried to detail as most as we could the activities in the first part of the project
in accordance with the milestones. Since the activities require resources, the definition of the activity
list was particularly important to be able to set the right resources and then get an overview of the
budget.

In accordance with the WBS, the activity list consists in five different sections :
- Site selection
- Wind turbines
- Budgeting
- Operation management
- Marketing

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 Gantt chart (see appendix 6)

The Gantt chart is the graphic tool to express how the activities, with their respective
duration, are connected to each other.
It is very effective to have an overview of the project and would be very useful during the
implementation phase to see the evolution of the project. We wont be able to check this point...

This tool is also very useful to avoid any schedule conflict between the resources in the project.

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VII Organisation and staffing

Roles, responsibility and authority

In order to administrate the resources correctly and coordinate the work in a proper way, it
has been decided to arrange the team in the following organization structure at the beginning of the
execution:

Project
Manager

Prestudies Logistics Economics

Manager Manager Manager

Once the prestudies are concluded in the first stage of the project, there will be no need for
the prestudies manager. Afterwards, he can be reallocated in order to work with the logistics
manager because the activities will be very demanding for only one human resource.

Staffing plan

In order to fulfil the goal, different companies and work teams have been chosen to
participate in the project. In fact, since our group is just responsible for the overall planning of the
work, we preferred keeping ourselves out of the staffing plan, and therefore we do not interact with
the true wind farm project.
Two options were available: Assign a team for every single work, and then estimate the price
for that single job, or assign a company for a package of work in the form of a sub-contracted
company and then give it a single price. Since we do not have a big experience in the management
field, we chose to use the second available solution. The results are listed below.
One team has been assigned to work on the weather analysis and will give its first report
about the project, leading the team to choose on a go or no go tollgate.
A geotechnical team has a similar work giving the soil information about the region.
A statistic team will operate a survey in the neighbourhood of the university which will give us an
idea about peoples reacting over the subject.
Then the most important task of the project will be done by one single company. Our job is
to give it the requirements for our wind farm with the specifications we needed, the wind turbine
model and the collected data from the first two teams. The company will have to handle the
construction of the wind turbines, the preparation of the ground and the basement, the
transportation from the factory to the final site and finally the assembly of all the wind farm parts.
A team of electricians will then be required to link the wind farm with the universitys main electrical
power supply.
One technician, who would be already working at the university will be designated to receive
the appropriate seminar in order to manage the overall power production and supply.

12
VIII Project budget
Before talking about any prices in the on-going project, we should first say that although the
prices listed below are some kind of estimations, they have all been based on true number found on
the internet and in well known companies operating the same kind of business.
Since the project would take a long time and is quality based, we were working on a
unlimited funds project, which means that the overall cost of the wind farm construction shouldnt
be as low as possible. What matters the most was the efficiency of the result.
The method used to estimate the prices for the GreenU wind farm project is based on
common figures given by wind turbines companies. The price for a power of 1 MW is around
11,000,000 SEK. This price includes the installation of the wind turbine (preparation of the ground,
excavation, installation, connexion to the network).
Moreover on a wind farm project the distribution of the prices in the budget are presented
on the chart below.

Wind turbines
Connexion to the Works &
(with a 2 years Engineering Others costs
electric network Installation
warranty)
68.6% 12.7% 7.8% 5.9% 5%

Wind farm companies often estimate the cost of annual maintenance around 1.8% of the
total budget of the wind farm project.

Number of wind turbines: In order to estimate the budget we need to know the power of the
wind farm (in MW). As said in the product requirement part the GreenU wind farm should provide
33706.4 MWh per year. For an accurate estimation, we rested out calculations on data from the
manufacturer Clipper. The model is the Liberty C100 classIIIb. This model fits with the range of wind
speed of Linkping (between 5 and 7 m/s). You can see on the appendix 7 the technical
characteristics of this wind turbines and especially the curve of power.

The required power of the Green wind farm is 4MW. Regarding the power curve 2 wind
turbines Liberty C100 class IIIb (of 2.5 MW each) fulfil the requirement.
As the power installed is 5 MW (5MW) the estimation for the price is :
5*11,000,000= 55,000,000 SEK

Return on investment: The annual electricity consumption of LIU is 33706.4 MWh. It

corresponds to a budget of around 34,000,000 SEK. LIU will save this amount of money each year
thanks to the GreenU wind warm. Moreover we can estimate at 10% a European and Swedish fund
help.
First to begin, the wind turbines are the most expensive part of the project and cost
approximately 55MSEK. The estimation was based on estimation prices per MW produced found on
the internet. To calculate maintenance and other costs, with the 2 wind turbines solution of the
Liberty model, which could generate 4 MW maximum altogether with a 7 m/s wind, enough to
provide enough power to the whole campus Valla. The wind turbines themselves would cost 68.6%
of the whole amount (37.7MSEK), the engineering work 13.7% (7.6MSEK), the wiring and
connections 12.7% (7MSEK), plus some more expenses (2.75MSEK). The maintenance cost will be
approximately 1.8% of the total cost (0.99MSEK).

The neighbour statistics were estimated to 45kSEK. In fact, based on our own experience, we
know that statistics would cost around this amount even though the number of people concerned
with the study is not that much.

13
 The geotechnical and weather analysis are also costly. For residential buildings it would
usually cost a little bit less than the 100kSEK and 50kSEK we set to do the geotechnical analysis and
weather analysis respectively. We just amplified the number in order to let it fit our study. The
weather analysis was considered expensive too since the study should be accurate and would take a
long time.

The technician apprenticeship would

usually take a couple of weeks maximum.
These short but intensive learning periods are Cost Per Branch
highly paid. Through some contacts working in
the consulting field, we were able to have 40000 Turbine
some price information to estimate it at Engineers
70kSEK. 30000 Wiring

Cost In MSEK
The construction permission would cost Statistics
40kSEK based on French prices we could get 20000
Analysis
from Bouygues Constructions company.
Electrician
All these secondary costs have to be perfectly 10000
Permission
done. They may cost us a lot, but their result is
will let us choose the right wind turbines, and 0 Maintenance
then invest in the most expensive part.

Wind Geotechnical Weather

Engineers Connection Other Maintenance Statistics Technician Permission
Turbine Analysis Analysis
Price in
37 700 7 600 7000 2750 990 45 100 50 70 40
kSEK

The total cost of the project will be 56 345 kSEK.

14
IX - Funding

The Swedish government

We strongly believe to be able to raise funds from the Swedish government and especially
from the ministry of the environment.

First of all, we can clearly know the Swedish government wants to develop the green energy
in the country and implement a package of measures in the area of climate and energy. For instance,
on May 2008, the government approved the building of the biggest offshore wind farm in
Scandinavia with a maximum of 108 wind turbines and a capacity of 860 MegaWatts situated 30km
from Sweden's south-western coast.
Furthermore, the government allocated a funding of more the 3 billion Sek for the climate
and energy division in addition to a portfolio of 4 billion Sek for special initiative for climate and
development. Those 7 billion Sek will be provided for the years 2009-2011.
(source : government offices of Sweden)

Thanks to the uniqueness of our project and to environmental purpose, we can hope for
financial help from the Swedish government or at least support.

The European Union

Since environmental and energy topics belong to the highest priorities of the 2007-2013
budgetary period, plenty of funding opportunities are available to the kind of project we are leading.
Funds are mainly distributed to the research assignments about environmental issues but a financial
help must be provided. The commission FP6 (Sixth Framework Program) is the closest to our
purpose, a request of funding will be done as soon as the project starts. Since, the funds are provided
every year to projects, we can even apply several times improving the submission.

Bank loans

The main funding for the project will be borrowed to local banks.

Electricity selling

The excess amount of electricity can be sold to electricity providers; a contract should be set
guaranteeing us not to waste our production.

15
X Communication and quality assurance

Reports and documents

The documents generated during the project can be categorized in two different groups :

Internal
The documents that are for communication within the project group fit in this category, among them
there are:
Verification lists
Work status report
Evaluation forms
Feedback reports
Schedules

External
These documents are intended to be delivered to the steering committee and to the
sponsor; the main intention of these are to report advancement in the project and as well as
assessment.

Among the documents for reporting advancement there are:

Pre-study
Project charter
Pre-study report
Solution selection
Requirement specification
Planning
Project plan
Budget
Resource procurement documentation
Execution phase
Updated project plan
Prototype
Status reports
Delivery acknowledgement
Closure
Final report

A delivery acceptance protocol must be as well defined so that the sponsor can be able to approve
the result once the execution phase is over.

16
 Communication plan

who why what when responsible

project team planning & execution issues schedule every Monday morning PM
municipality approval from the municipality project description start PM
project group create working agreement project charter kick off PM
state raise fund + support executive summary once the budget is set Economic M
banks raise fund + support executive summary once the budget is set Economic M
turbine Assuring quality requirement
after the site selection PM + supplier
supplier building the right product specification
steering after the request for
information and approval solution selected PM
committee proposal
to be aware of the project
LiU progress report every month PM
advancement
steering before the execution
go / no go pre study report PM
committee phase
LiU to approve the project deliver acceptance at delivery PM

During the entire project, several documents will be produced, some of them only for
information purpose, others to assure quality to the sponsor, and so forth. In order to coordinate the
information between the different stakeholders and to deliver the right document at the right time,
we decided to gather those data in the communication plan (see chart above).

According to the rolling wave project model chosen before (see VI), this communication
plan is well defined for the early part but is assumed to get some changes or complements
afterwards.

In accordance with the project teams role of delivering the wind farm to the university, and
dealing principally with planning and coordinating issues, the project manager has to be highly
involved in communication with the stakeholders. This choice was made not to have too many
middle men in the communication flow.

The project manager is not directly responsible for technical issues since the technical parts
are all outsourced. For instance, the building of the turbines is a project itself and we are situated as
a client in this case. Thus, we do not have to manage it.

17
 Quality assurance

The quality assurance of our project rests on different criteria:

- During the elaboration of the risk analysis, we tried to propose a response to each risk. This
will form the quality assurance of the project.

As the triple constraint triangle indicated, the quality of the delivered product is a priority.
Thus, we especially paid attention to the highest risk value, i.e. from 8 to the maximum 12
and we systematically found a solution which could prevent from the risks with the highest
probability (probability of 4 or 5).

- There will be a follow up of the companies involved in the project, as well by direct meetings
during the construction process, as well during regular project reviews and meetings with the
steering committee

- Quality reviews will be organised (as a base) :

Every week of work for activities longer than one week

At mid-term for activities shorter than a week or twice for very critical
activities

(Remark: we did not mention the quality reviews in the Gantt chart for readability issues.
However, they are entirely part of the project planning)

- Project reviews will be organised at every tollgate (see Gantt chart)

- For instance, penalty causes are added to the sub-contractors contract to assure the
university to get the right product. The sub contractors will be chosen accurately according
to the work they have previously done in others projects, to their quality certificates and so
on.

Change management

A strategy for dealing with changes within the project must be set in order to be prepared
and achieve them in the desired way:

Change decisions
The change impact must be identified in a first stage; if the desired goals or the projects
parameters are to be affected, it is imperative that the project manager talks about the changes to
the steering committee and sponsor. If the change has an insignificant impact, the project manager
can take the decision by himself.
Internal changes must be consulted with the project manager.

18
Communication strategy
Once the change decision has been taken, schedule correction and replanning have to take
place. Also, depending on the impact, it is important to identify which are the stakeholders that need
to know about the changes so that they can be aware of them. Once this has happened, change
reports need to be done in order to inform the targeted individuals and make sure that they know
about the updates and no confusion takes place.

19
XI - Risk analysis

The risk analysis was also mentioned in the quality assurance (see IX).

risk event probability (1 to 5) Impact (1 to 5) Risk value response to the risk

weather not suitable 2 5 10 move the project to a better place
insufficient budget 3 4 12 seek more financing sources
not accepted by the population 1 3 3 allocate more resources to marketing
bad weather estimation 1 3 3 add penalty clause to contract
the electricity demand of the university
4 2 8 take care about LiU's growth plans
may change
unconsciousness of alternative solutions 2 1 2
delays from the municipality 3 2 6
doing an evaluation on an existing
lack of training of the technician 2 3 6
wind farm
bad selection of the wind turbine 2 5 10
press them, Add penalty clause to
delays from the suppliers 4 2 8
contract
the site selected is an archaeological area 1 5 5

20
XII Sources

We first want to thank Magnus OHRMAN, the electrician engineer from Akademiska Hus to have
provided us the electricity consumption of the University.

Books :

Project Management Bo Tonnquist bonniers edition

Internet sources :

Wikipedia - free encyclopedia en.wikipedia.org

Clipper Wind turbine Manufacturer www.clipperwind.com
The local Swedens news in English www.thelocal.se
Swedish government www.sweden.gov.se
Budget estimation www.parc-eolien.com

21
Appendix

1 - Project charter

Project name GreenU

Background (original idea)
The LiU has always been concerned by innovative technologies.
The current environmental issues led the university to think about a
new green way of producing its own electricity, regarding its
innovative motivation.
According to the geographical conditions in Sweden, a wind farm
was the appropriate contribution.

Client / sponsor LiU

End users LiU

Business impact goal - Long term results

Project objective - minimize the operation cost
- return on investments

Project goal To build an efficient wind farm to provide the University with
End result of the project electricity

Timeframe for the Start Finish

execution
of the project July 2009 February 2012

Priority of what is most Time Resources Quality

important during execution 10% 30% 60%

Budget 56 345 000 SEK

22
 Mountly consumtion

Electricity
Objekt
Intervall 070101-091231 Skapad 21/04/2009
Consumtion for Linkpings University, FOI, VTI, SGI and the company Alcontrol AB

3 000,0

2 500,0

2 000,0

1 500,0

1 000,0

500,0

0,0
janv. fvr. mars avr. mai juin juil. aot sept. oct. nov. dc.

09 08 MWh
Budget 07 MWh 09 MWh 08 MWh 07

Budget MWh MWh MWh kWh/m kWh/m kWh/m

Mnad MWh 09 08 07 09 08 07
janv 0,0 2 520,2 2 643,5 2 395,5
fvr 0,0 2 424,5 2 587,8 2 300,0
mars 0,0 2 763,2 2 586,3 2 417,9
avr 0,0 1 531,5 2 450,7 2 191,5
mai 0,0 0,0 2 570,9 2 288,9
juin 0,0 0,0 2 362,9 2 100,1
juil 0,0 0,0 2 351,3 1 963,1
aot 0,0 0,0 2 504,6 2 235,5
sept 0,0 0,0 2 582,5 2 311,7
oct 0,0 0,0 2 758,3 2 677,2
nov 0,0 0,0 2 673,3 2 716,3
dc 0,0 0,0 2 570,2 2 593,7
Summa 0,0 9 239,3 30 642,2 28 191,4

average 2553,516 2349,28

23
 3 - Stakeholders Analysis

The General Public The Market

Media
Turbine Builder

Neighborhood

Students

Wind Farm Project LiU

Project Team

Linkoping
Installers Municipality

Builders Banks

Geotechnical
Analyst State
Weather
Analyst
The Employees The Investors

24
 Start
4 - Network diagram

Weather Electricity
analysed analysed tollgates

Neighborhood
analysed

Ground
analysed

Municipality
Permission

Site Turbines
selected purchased

Ground
prepared

Facilities
Technician
constructed
trained

Turbines on Turbines completed

the site installed

Turbines
connected to
network
25
5 - Activity list

26
 ID Qtr 3, 2009 Qtr 4, 2009 Qtr 1, 2010 Qtr 2, 2010 Qtr 3, 2010 Qtr 4, 2010 Qtr 1, 2011 Qtr 2, 2011 Qtr 3, 2011 Qtr 4, 2011
Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov
1
2
3 permission from the municipality
4 weather analyst
5 20/04
6 neighbourhood analyst
7 11/05
8 geotechnical company
9 15/06
10 15/06
11
12
13
14
15 19/10
16
17
18 excavation company
19 excavation company
20 transportation company
21 installor
22 network company
30
31
32
23
24
25 19/10
26 technician training
27
28
29

Task Milestone External Tasks

Project: Project1
Date: Sat 09/05/09
Split Summary External MileTask
Progress Project Summary Split

Page 1
27
28
8 Work Breakdown Structure Wind Farm

Site Wind Operations

Marketing Budgeting
selection turbines management

Electricity
Weather demand Office Raising
Selling
analysis funds
Wind Request
turbine for Hire Promote the
Neighborhood selection proposal technician idea to other Financing
analysis
Transportation universities
(Fleets)
Train
Geographic
Facilities technician
analysis
construction

Install the
Permission wind
(Municipality) turbines

Network
connection
29
9 Wind map

30