First Cellulosic Ethanol Plant of its kind in the US

Project at a Glance

Project Overview:

First Cellulosic ethanol Plant Construction CPM Scheduling

HSE Partners with DuPont and General Contractor Fagen Inc. in Pioneering Cellulosic Ethanol Plant Development

HSE is currently engaged in a highly innovative project involving the development of a cellulosic ethanol plant for DuPont, in collaboration with General Contractor Fagen Inc., a recognized leader in construction services. DuPont is at the forefront of a groundbreaking effort to produce high-quality ethanol from corn cobs and husks, as opposed to traditional methods that use the corn kernel. While HSE is bound by confidentiality agreements and cannot disclose the proprietary processes involved, it is important to note that this plant is unique. Prior to this, a smaller beta plant was constructed, but the lessons learned from that project have been seamlessly integrated into this one, making it a one-of-a-kind facility.

Innovative Cellulosic Ethanol Plant: A Groundbreaking Project with DuPont and Fagen Inc.

DuPont is determined to prove that this plant can be built and commissioned within a defined timeframe and a budget of approximately $330 million. Success in this endeavor is critical, as it would serve as a proof of concept for a larger-scale rollout, with the potential for over 200 additional plants or licensing opportunities for others to replicate the design. The project is particularly significant given the commitment DuPont made to the U.S. government to increase cellulosic ethanol production starting at the end of 2014.

HSE Tackles Unique Challenges in Building a State-of-the-Art Cellulosic Ethanol Facility with Fagen Inc.

However, this ambitious project has presented numerous challenges, both in terms of constructability and project controls. One of the most significant hurdles involved incomplete and delayed engineering and procurement deliverables, which led to the project being executed out of sequence—a departure from typical construction processes. HSE and General Contractor Fagen Inc. were tasked with reflecting these challenges in the project schedule, assessing their impact, and ensuring the contractor’s interests were protected without hindering the project’s overall progress.

DuPont’s $330 Million Cellulosic Ethanol Plant: A Model for Future Industry Expansion

Given the high level of scrutiny from the U.S. government, it is essential that the design team, the owner, and Fagen Inc., the contractor, collaborate as a cohesive unit. At the same time, HSE’s role was to safeguard the contractor’s legal rights while facilitating the timely advancement of the project. The project also faced staffing challenges; the owner did not allocate sufficient resources to staff the project with an appropriate number of planners. As a result, at least six planners left, and the remaining planner was overwhelmed with the volume of work. Furthermore, the baseline schedule that HSE inherited was based on less than 30% of the design being complete. HSE’s first major task was to work with Fagen Inc.’s team to complete the schedule and align it with the current engineering design.

Strategic Project Controls: HSE Aligns Scheduling and Resource Tracking for Success with Fagen Inc.

HSE recognized that the original schedule lacked the necessary infrastructure to track resources or physical percent completion. To address this, HSE recast the schedule, incorporating these essential tracking components. Additionally, HSE observed discrepancies between the schedule and the Earned Value (EV) data being tracked in Excel. HSE worked closely with Fagen Inc.’s staff to align these systems, ensuring that both were synchronized. This collaboration enabled HSE to generate comprehensive progress reports using Primavera P6, which included resource profile curves and stacked histograms to forecast future manpower requirements.

HSE Safeguards Contractor’s Interests While Ensuring Government Compliance in High-Stakes Project

Despite Fagen Inc.’s in-house project controls staff being highly skilled, they faced challenges due to limited experience with projects involving complex government regulations. HSE stepped in to provide mentorship, walking them through the regulatory aspects of the project. Furthermore, the contractor’s team was not fully equipped to meet DuPont’s rigorous reporting and tracking requirements, so HSE assumed a leadership role in this area, ensuring that DuPont’s standards were consistently met.

Expertise in Project Controls: HSE Leads Efforts to Harmonize Schedule and Earned Value Reporting

HSE has been deeply involved in the day-to-day operations of the project, while simultaneously providing mentorship to the direct-hire project staff. HSE joined the project midway through its lifecycle, and upon request from Fagen Inc., took responsibility for ensuring that all delays were properly documented in the schedule. In addition to routine maintenance and schedule progression tasks, HSE conducted extensive forensic analysis of the project’s timeline. HSE’s expertise in Excel played a crucial role in merging multiple databases from both Fagen Inc. and the owner, ensuring that critical project data was easily accessible and integrated.

From Forensic Analysis to Project Tracking: HSE Plays Crucial Role in Project Execution with Fagen Inc.

HSE’s proactive approach included forensic analysis to identify and document delays accurately. This meticulous effort was essential for maintaining transparency, accountability, and compliance. By integrating multiple data sources from both Fagen Inc. and the owner, HSE ensured that stakeholders received timely, actionable reports that supported informed decision-making throughout the project lifecycle.

HSE Facilitates Collaboration: Weekly Project Meetings Drive Accountability and Progress

Furthermore, HSE was tasked with organizing and leading the weekly project meetings between the owner and Fagen Inc.. These meetings were designed to serve a clear and defined purpose, establish accountability for all parties involved—both craftspeople and companies—and ensure that critical issues, which could impact the success of the project, were tracked and resolved in a timely manner. HSE’s leadership in these meetings played a vital role in driving progress and ensuring alignment between all project stakeholders.

Mentoring the Team: HSE Bridges Gaps in Planning and Regulatory Compliance for DuPont and Fagen Inc.

HSE’s contribution extended beyond technical expertise to mentoring the project’s direct-hire staff. By providing guidance on planning, regulatory compliance, and effective project controls, HSE ensured that the team could operate at a high level and effectively manage the complexities associated with this government-regulated project.

Project Controls Excellence: HSE Enhances Schedule, Reporting, and Resource Forecasting for DuPont and Fagen Inc.

HSE’s ability to enhance the project schedule, streamline reporting processes, and develop accurate resource forecasts was a cornerstone of the project’s success. This expertise not only ensured that DuPont’s high standards were met but also allowed the project to stay on track despite the numerous challenges it faced.

• CPM Scheduling
• Construction Claims Consulting
• Construction Scheduling
• Estimating