Updated June 14, 2016

In prior posts, I’ve covered several issues to consider before replacing or upgrading an existing hydropower turbine. These are challenging projects that tax even the most savvy operator. I’ve previously addressed the issues of:

1. Risk Management - COMPLETE

2. Geographic Challenges - COMPLETE

3. Project Communication - COMPLETE

4. Staffing Capacity - SEE BELOW!

In this last part of the series I’ll weigh the challenges related to project staffing, which you know can be significant because of scarce expertise and remote project sites. Poor staffing can have some of the most devastating impacts on any project.  

How do you maintain operations and simultaneously advance progress on a rebuild project?

Option #1.  Use Existing Staff

Certainly, internal staff can be reassigned to manage the design and construction of your turbine project(s). Your employees are extremely knowledgeable about your facilities. They can also easily navigate the internal policies and systems of your organization. But do they have the capacity to give these projects the attention and long-term commitment required? And do they have the expertise to manage complicated construction activities, sometimes adversarial contractor relationships, and even the sourcing of materials and equipment from international suppliers?

Obviously, the answers to these questions depend on several variables. Consider:

• your current staffing levels
• staff education and expertise
• status of their assignments

In my experience, I have found it is unusual for large hydro operators to have in-house staff with the time and expertise to complete these complex construction efforts.

Option #2.  Hire New Employees

We have had clients that have hired new employees to manage their turbine projects. This is certainly a viable approach. However, it is difficult to find expert staff willing to relocate for relatively short-term project opportunities, even when they last for a year or more. This approach also does not provide flexibility for those times when staffing levels must be adjusted for short-term peaks and valleys in construction activities. Consider the costs associated with recruiting and the implications should these new hires decide to leave in the middle of the project.  

Option #3.  Rely on Third Party Management

Certainly, as providers of project management, construction management, and third-party inspection on hydro facilities we are biased toward and promote the practice of hiring third-party consultants for your construction support needs. I've witnessed the benefits first-hand.

An experienced third-party construction manager has previously solved the challenges of staffing remote locations. They can also handle the ebbs and flows of the construction process by reaching into their organization to provide additional support as needed. This flexibility also provides a backup plan to mitigate the risks of illness or other unexpected departure of a key construction management staff member.

Cost considerations for this option are important. While initially an owner may think this option too expensive, keep in mind overhead expenditures, benefits and relocation expenses for new staff. A discussion of potential costs is incomplete without consideration of risks. 

I hope you’ve found my comments about the management of turbine upgrade projects useful. These are complex projects and it's difficult to address all of the challenges and opportunities in just a few blog posts. However, my goal in sharing these thoughts was to raise awareness of some of these basic issues so that you might have a more successful project.

As always, I’d love to hear about your experience staffing these projects. Also, I’d encourage you to contact me to strategize how to make your next project more successful.