Electricity Asset Management Plan 2019-2029
234
Vector Limited://
engagement, business enablement, network integration and systems of intelligence. It allows us to in-source strategic core capability, through simpler resourcing, and makes outsourcing more manageable – we can outsource non-core system and software development to our vendor panel using standardised tools and processes. 6.3 DELIVERING OUR PROJECTS A Project Delivery Framework (PDF) based on industry best practice is used throughout our projects and programmes of work – this includes the Project Management Institute’s Project Management Body of Knowledge (PMBoK). The PDF lays out the standard procedures and processes project managers must comply with – for example, safety in design and standard contract templates. It focuses on core corporate obligations associated with health and safety, the environment, and time, cost and quality. This is done through close alignment with our corporate policies. The PDF has seven distinct phases, and these are associated with the project delivery lifecycle – this includes pipeline, concept, procurement, development, construction, test and commission, and project closure. In addition, the PDF provides our project managers with the templates, guidelines and tools relevant to each of these phases.
Inception of a project usually follows three distinct stages:
a. Initially, a project is defined in the Asset Management Plan b. The project is then planned and a CAPEX justification (business case) is develop which includes a budget estimate. It is then submitted for approval c. Following approval, a ‘project scope’ is created where the project is then handed over to a Vector project manager for development and delivery
The 2019 AMP summarises the high-level plan for technology solutions in support of the asset management objectives and related operations.
Our digital delivery framework enables a scalable, multi-speed delivery approach structured to deliver varying programmes of work and is based on industry best practice. The framework provides standard processes, procedures and tools designed to ensure the stated benefits and objectives of the asset management process are realised. Security, privacy, user experience, architecture, quality, operations and support are all taken into account. This ensures ‘diligence’ and alignment with Vector’s strategic objectives from inception through to planning and delivery – and that benefits to both the business and technology operations are realised. It also acknowledges – and compensates for, the uncertainty inherent in complex system development by selecting the appropriate delivery methodology (this depends on the outcome planned) and there is a strong focus on delivering small increments of value frequently. This is done in close collaboration with our subject matter experts. 6.4 INVESTMENT PLAN Through the adoption of the Symphony model (described in Section 1), we are taking an active view to network planning to ensure we appropriately respond to system growth and the changing demands of our customers, while meeting our targeted outcomes. Our investment plans consider and provide flexibility to accommodate future network needs, taking account of new types of generation, new technology capabilities and the ever-changing preferences of customers. However, this means that existing spend trends no longer serve as an effective indicator of future expenditure, with historic investment levels not reflective of the changing operating environment and the increasing pace of change which the network needs to respond to. This section describes the CAPEX and OPEX forecasts for the electricity distribution network assets for the next 10-year planning period based on the capital investment proposals outlined in Section 5. It provides a comparison with the 10- year forecast included the 2018 AMP (disclosed in March 2018), highlighting how our investment plan has evolved over the last year to both grow and improve the network to meet Auckland’s needs The CAPEX and OPEX forecasts presented in this section align with Vector’s planning process and financial year (FY) reporting period 1 July to 30 June. All figures presented are in 2020 dollars (note: Section 5 figures are in 2019 dollars). The regulatory disclosure forecast, shown in Appendix 6 and Appendix 7, are presented in regulatory year (RY) 1 April to 31 March, in both constant and nominal dollars, as per the Information Disclosure requirements.
Made with FlippingBook - professional solution for displaying marketing and sales documents online