Power to the people

In the mid-1970s, Luminant (then called TXU Corp.) (Dallas, TX, USA) approved projects to build power plants at two sites, with each to deliver more than 800 megawatts of power. However, not long after the company approved construction, the projects were deferred because of a reduction in the demand for new power. This article discusses how Luminant resurrected the project. In doing so, it overviews how the company combined the two projects because site preparation had already been started at one project site. It then details how the project was rebaselined and identifies the project scope. It looks at the first obvious obstacle encountered in the project--the team was dealing with old equipment--and shows how the project team overcame this obstacle. The article discusses how the project site's remote location made it difficult to recruit a qualified team and shows how this challenge was addressed. It also overviews the risk management framework that the company used to identify risks to labor and equipment t
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