nic robotics progress report two · nic robotics project progress report two 19th december 2014 sam...

NIC Robotics Project Progress Report Two 19th December 2014

Sam Wilson

NIC Robotics Project Manager

2

Contents

1 Document Control .................................................................................................................................. 3

2 Executive Summary ................................................................................................................................ 4

2.1 Risks to Project Delivery .............................................................................................................................. 5 2.2 Learning Summary ....................................................................................................................................... 7

3 Project Managers Report ........................................................................................................................ 8

3.1 Previous Six Months – 19.06.2014 to 19.12.2014 ....................................................................................... 9 3.2 Targets for the next six months – 19.12.2014 – 19.06.2015 ..................................................................... 14

4 Consistency with Full Submission ......................................................................................................... 18

5 Risk Management ................................................................................................................................ 18

6 Successful Delivery Reward Criteria ...................................................................................................... 19

7 Learning Outcomes .............................................................................................................................. 19

7.1 Dissemination ............................................................................................................................................ 20

8 Business Case Update ........................................................................................................................... 23

9 Progress against Plan ............................................................................................................................ 23

10 Progress against Budget ..................................................................................................................... 24

11 Bank Account ..................................................................................................................................... 25

12 Intellectual Property Rights ................................................................................................................ 27

13 Other .................................................................................................................................................. 27

13.1 Company Rebranding .............................................................................................................................. 27

14 Accuracy Assurance Statement ........................................................................................................... 28

Appendix A – ULC Progress Report…………………………………………………………………………………………………………29

Appendix B – RPS Progress Report…………………………………………………………………………………………………………44

Appendix C – Risk Register – v2.2 – 10.12.2014…………………..…………………………………………………………….……62

Appendix D – ULC Progress Report…………………………………………………………………………………………………………68

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Document Control Sheet

This report takes into account the particular instructions and requirements of the Client. It is provided for sole use of the Client and its professional advisors. Information disclosed should be treated as being strictly private and confidential. Any use which a third party makes of this document, or any reliance on or decisions to be made based on it, is the responsibility of such third parties. No responsibility is accepted by RPS for the use of this Document, in whole or in part, for any other purpose.

Client: SGN

Project Title: Network Innovation Competition (NIC) Robotic Solutions

Document Title: Project Progress Report Update 2

Document No: MDR1025Rp013

Text Pages: 15 Appendices: 0

Rev. Status Date Author(s) Reviewed By Approved By

F02 Final 11

th December,

2014

Ian MacHugh

David Phelan

Mark Phelan

David Phelan

Ciarán Butler

PJ Rudden

Ofgem Project Progress Report Update 2

NIC Robotic Solutions Project Progress Report Update 2

MDR1025Rp013 i

TABLE OF CONTENTS

EXECUTIVE SUMMARY ................................................................................................................. 1

1 INTRODUCTION ................................................................................................................ 3

2 PROGRESS SUMMARY ...................................................................................................... 4

2.1 ELEMENT 1 .................................................................................................................................... 6

2.2 ELEMENT 2 .................................................................................................................................... 7

2.3 ELEMENT 3 .................................................................................................................................... 7

2.4 ELEMENT 4 .................................................................................................................................... 8

3 KEY LEARNING OUTCOMES ............................................................................................... 9

4 CONSISTENCY WITH FULL SUBMISSION PRO-FORMA ....................................................... 11

5 RISK MANAGEMENT ....................................................................................................... 13

6 KEY TARGETS AND OBJECTIVES FOR THE NEXT 6 MONTHS ............................................... 14

7 CERTIFICATION ............................................................................................................... 15

LIST OF TABLES

Table 2-1: Table of Reports by RPS ........................................................................................................ 4 Table 2-2: Face to Face Project Team Meetings .................................................................................... 6 Table 3-1: Robot Configurations, Entry-hole Requirements & Estimated Launch Tube size ............... 10


MDR1025Rp013 2

Finalising the design of the sensor module followed by parts fabrication, assembly and integration with the robotic platform.

Carry out the internal testing of the launch system testing including retrieval & travel testing and seal repair tool testing.

Identify and select suitable live gas mains for use as field trial sites.


MDR1025Rp013 3

1 INTRODUCTION

This project progress report provides an update of work completed since the last progress report submitted to Ofgem. The key areas to which RPS is providing an update on are as follows:

Progress of each element against plan and budget;

Key learning outcomes,

Consistency with full submission,

Risk management,

Key objectives for the next six months. RPS input towards robotics innovation development RPS was appointed by SGN in February 2014 to provide a range of services including on the project such as:

Technical review and gap analysis of conceptual designs and manufacturing design against SGN, UK and European Standards and legislation.

Due diligence and project appraisal

Strategic development planning

Provision of technical assessments and advisory services

Provision of support and assistance for the provision of field trial testing.

Assist on technical input for Mains Risk Prioritisation System (MRPS)

Risk management

Multidisciplinary engineering design


MDR1025Rp013 8

Extensive consideration has been given to all specifications associated with the sensor module, with parameters requiring additional research and testing being identified.

Existing sensor technologies are being researched in detail and that there is communication with component manufacturers.

SGN has sourced pipe samples and shipped them to United States for testing by ULC. Analysis of the tests carried out will inform the project team of what can/cannot be done including the level of detail (i.e. extent of survey required versus ‘value proposition’) that can be used to inform the MRPS.

Overall, it appears that ULC is progressing well with Element 3. They are managing the sourcing of possible sensor vendors and are currently on schedule. There are a number of key areas the development of the Element 3 must achieve in order to progress:

1. ULC must successfully be able to design a sensor module using the selected sensor technologies that can be commercially reproducible. There are currently a number of unknowns regarding the sensor module mechanical specification that need to be confirmed.

2. Operation of the sensor module will be relevant to SGN’s operational objective with respect to pipe risk management. The overarching goal is to devise a practical sensor module that can identify primary pipe defects that will provide the most informative and meaningful set of measurements to assess mains integrity while meeting the cost target outlined in the Full Submission Pro-forma.

A key risk regarding the sensor module development is to make sure that there is no delay in the project programme as there are a number of reporting milestones to be achieved and the sensor package is due for procurement and testing in March 2015. This is an important Go/No-Go Milestone.

2.4 ELEMENT 4

Element 4 involves automated live asset replacement for smaller distribution pipes. Work is due to begin on this Element in July 2015.


MDR1025Rp013 14

6 KEY TARGETS AND OBJECTIVES FOR THE NEXT 6 MONTHS

The key targets for the next six months involve:

1. Fabrication of parts for the robotic platform and joint repair module.

2. Assemble the robotic platform and joint repair module and carry out preliminary functional testing.

3. Develop and assemble the launch system prototype, including completing the final design and parts fabrication stages.

4. Finalise the design of the sensor module.

5. Parts fabrication and assembly of the sensor module and integration with the robotic platform.

6. Carry out the internal testing of the launch system, robotic platform launch including retrieval & travel testing and seal repair tool testing.

7. Identify and select suitable live gas mains for use as field trial sites. This will involve obtaining the necessary permits to conduct the field trials and the meeting the required health & safety criteria.

8. A MPRS workshop will be held to determine how sensor data can be incorporated into the risk model.

9. Structural assessments to be performed to determine the risks associated with installing the launch tube on the gas mains.

10. While no SDRC milestones are scheduled over the next 6 months, there are a number of SDRC milestones in the following 6 month period and consideration will be given to these during the next 6 months to ensure that these are adequately prepared for.


MDR1025Rp013 15

7 CERTIFICATION

It has been decided to seek CE marking for both the robotic systems and launch tube developed under this project. This decision was made on the basis that obtaining this marking is a form of quality assurance whereby independent testing confirms that the systems comply with the various applicable European Standards. It will greatly aid the integration of these robotic systems onto the market should this project be successful. The applicable Directives include:

Pressure Equipment Directive (Directive 97/23/EC),

Machinery Directive (Directive 2006/42/EC),

Electromagnetic Compatibility Directive (Directive 2004/108/EC),

Low Voltage Directive (Directive 2006/95/EC),

ATEX Directive (Directive 94/9/EC).

Investigation is currently underway into the Directives to check if the conformity tests are required to be carried out by an independent Notified Body or whether they can be done by the manufacturer. This varies for different Directives. Depending on these requirements, the UK Conformity Assessment Bodies (notified bodies, recognised third party organisations and user inspectorates) will be assessed for each applicable Directive to assess who can best provide the relevant conformity assessment tests.

62

A

Project

ppendi

Progress Rep

x C ‐ Ris

port Two

sk Register – v2.2 ‐ 11.12.2014


Scoring Key

16-25 10-15 1-9

Likelih

ood

Impact

Score

Likelih

ood

Impact

Score

1

Insufficient Resources

Insufficient resources assigned to the NIC Project Manager and/or

ULC's Director of Research and Development. SGN unable to

resource personnel for on‐site management and management of

SCO procedures.

Time /

Financial3 3 9

A ‐ Regular resource review at monthly innovation group meeting.

B ‐ Implement and maintain a project programme to monitor deliverables

against the timescales and ensure that any shortage of resources impacting

delivery of the overall project are clearly identified. Review programme at

monthly progress meetings.

C ‐ ULC Robotics to contract additional staff to the project.

D ‐ SGN to identify dedicated resources to undertake site management and

management of SCO procedures.

E ‐ RPS has assigned committed resources to carry out technical advisory of

the NIC Robotics Project.

A‐ SW

B ‐ SW

C ‐ AM

D ‐ AM

E ‐ DP

Ongoing N/A 1 3 3

2

Local Authorities Communication for E1,2&3

SGN unable to obtain notices from Local Authorities to allow work on

the highway.

Time /

Financial2 4 8

A ‐ SGN to liaise with Local Authorities as early as possible to expedite the

process.

B ‐ Input from the SGN Regulation and Corporate Communications Officer

where necessary to support engagement with customers.

A ‐ SW

B ‐ SW & SG10/04/2015 54 1 4 4

3

Local Authorities Communication for E4

SGN unable to obtain notices from Local Authorities to allow work on

the highway

Time /

Financial2 4 8

A ‐ SGN to liaise with Local Authorities as early as possible to expedite the

process.

B ‐ Input from the SGN Regulation and Corporate Communications Officer

where necessary to support engagement with customers.

A ‐ SW

B ‐ SW & SG17/02/2017 228 1 4 4

4

Stakeholder Opposition for Elements 1,2&3

Has the potential to influence the public's perception of the project.

This could lead to a negative response if not handled appropriately;

conversely can result in a very positive response.

Reputation 1 4 4

A ‐ Implement and maintain a stakeholder management plan.

B ‐ Input from the SGN Regulation and Corporate Communications Officer to

ensure high level engagement with customers as early as possible. This will

allow our stakeholders to understand exactly what we are aiming to achieve

and what the benefits are.

A ‐ SW & SG

B ‐ SW & AM &

SG

Ongoing N/A 1 4 4

5

Stakeholder Opposition for Element 4

Has the potential to influence the public's perception of the project.

This could lead to a negative response if not handled appropriately;

conversely can result in a very positive response.

Reputation 1 4 4

A ‐ Implement and maintain a stakeholder management plan.

B ‐ Input from the SGN Regulation and Corporate Communications Officer to

ensure high level engagement with customers as early as possible. This will

allow our stakeholders to understand exactly what we are aiming to achieve

and what the benefits are.

A ‐ SW & SG

B ‐ SW & AM &

SG

Ongoing N/A 1 4 4

6

Technical Issues with Robotic Platform for Elements 1,2&3

Any technical issues when developing the robotic platform could

delay the Project and lead to increased costs. Further issues may

arise if the project timeline begins to slip.

Time /

Financial4 4 16

A ‐ ULC Robotics to divert staff from other aspects of the business to support

the project.

B ‐ Go / No Go Stage Gate at early stages of the project.

A ‐ ULC

B ‐ SW & RPS 10/04/2015 54 1 4 4

By When

Residual Risk

Project Plan Ref

Business Risk

Ref No

Risk

Inherent Risk

Controls & Mitigation Owner

Responsibility Key:AM ‐ Angus McIntosh (SGN)SW ‐ Sam Wilson (SGN)SG ‐ Susan Gray (SGN)DP ‐ Dave Phelan (RPS)MP ‐Mike Passaretti (ULC)

7

Technical Issues with Robotic Platform for Element 4

Any technical issues when developing the robotic platform could

delay the Project and lead to increased costs. Further issues may

arise if the project timeline begins to slip

Time /

Financial4 4 16


the project.


A ‐ ULC

B ‐ SW & RPS 09/01/2017 253 1 4 4

8

Repair Module (Element 2)

Issues that may occur when developing the Repair Module has the

potential to delay the project.

Time /

Financial4 4 16


the project.


A‐ ULC

B ‐ SW & RPS 10/04/2015 48 1 4 4

9

Sensor Module (Element 3)

Issues that may occur when developing the Sensor Module has the

potential to delay the project.

Selection of optimum Sensor.

Sensor Accuracy, Processing Time, Interface & Usefulness.

Sensor Module proposed puts pipe safety at risk

Time /

Financial4 4 16

A ‐ ULC Robotics to investigate optimum solution to satisfy the needs of the

project.


A‐ ULC

B ‐ SW & RPS 23/10/2015 160 2 4 8

10

Repairing Leaking Joints

There is a risk that a solution for remotely repairing leaking Weco

seals and mechanical joints will not be determined.

Financial 1 5 5

A ‐ Develop sealing methods and conceptual designs early in the project

schedule to ensure that a method is determined.

B ‐ Shop testing will be performed to ensure that the methodology provides

an adequate seal.

C ‐ Go / No Go Stage Gates added into the project plan in case a solution has

not been determined.

A ‐ ULC

B ‐ ULC

C ‐ SW & RPS03/07/2015 79 1 5 5

11

Sensor Manufacturer Not Found

There is a risk that a sensor manufacturer will not be found which

meets the requirements i.e. functioning and transmitting data

accurately over a long distance, providing accurate measurement of

pipe wall loss, measurements in varying pipe diameters etc.

Time /

Financial2 5 10

A ‐ Generate a report outlining options for sensors and the pros/cons of each

will be performed early in the project.

B ‐ A collaborative decision relative to the sensor selected for the project will

be performed.

C ‐ Go / No Go Stage Gates added into the project plan in case a manufacturer

is not found.

A ‐ SW

B ‐ SW & ULC

C ‐ SW & RPS

06/03/2015 142 1 5 5

12

Sensor Manufacturer

Delays from the sensor manufacturer could affect the overall

schedule.

Time /

Financial3 4 12


the project. B ‐ Review project plan

if required for sourcing sensor vendor

A ‐ SW

B ‐ SW 06/03/2015 142 2 4 8

13

Technical Issues with Service Replacement

Any unforeseen technical issues with service replacement could

hamper the effectiveness of the robotic system and delay the

Project. For example; identifying custom flexible PE tubing to insert

in the service line, identifying custom fittings for service replacement

and ensuring a reliable and gas tight seal on the newly connected

service.

Time /

Financial4 4 16


the project.

B ‐ Test robot in mock up main.

C ‐ Go / No Go Stage Gates at early stages of the project.

A ‐ SW

B ‐ SW

C ‐ SW & RPS14/04/2017 247 1 4 4

14

Field Trial Challenges

The mains selected for the field trial are not suitable for the robotic

operation.

Time /

Financial 3 3 9

A ‐ Network Analysis undertaken.

B ‐ Familiarity with site location and mains.

C ‐ Pre inspection of main using camera.

A ‐ SGN

B ‐ SGN & ULC

C ‐ SW & RPS

23/06/2017 267 1 3 3

15Launch Robot for Elements 1,2&3

SGN / ULC Robotics are unable to launch the robot into the main.

Time /

Financial1 5 5

A ‐ Ensure entry tee compatible with launch tube and manufacturer

requirements.

B ‐ Design parameters well defined.

C ‐ Go / No Go Stage Gate at early stages of the project.

A‐ ULC

B ‐ ULC

C ‐ SW & RPS

18/01/2016 80 1 5 5

16Launch Robot for Element 4

SGN / ULC Robotics are unable to launch the robot into the main.

Time /

Financial1 5 5

A ‐ Ensure entry tee compatible with launch tube and manufacturer

requirements. B

‐ Design parameters well defined.

C ‐ Go / No Go Stage Gate at early stages of the project.

A‐ ULC

B ‐ ULC

C ‐ SW & RPS

27/11/2017 253 1 5 5

17

Robot Manoeuvrability E1,2&3

There is a risk that a motor drive system capable of transporting the

robotic system for each element cannot be developed.

Financial 2 4 8

A ‐ ULC have significant experience developing and deploying complex

electromechanical systems in live natural gas mains and other inaccessible

locations.

B ‐ Ability to apply past engineering knowledge along with computer

modelling and simulation to guide the conceptual design of the robotic

platform drive system.



A‐ ULC

B ‐ ULC

C ‐ SW & RPS

06/02/2015 74 1 4 4

18

Robot Manoeuvrability E4

There is a risk that a motor drive system capable of transporting the

robotic system for each element cannot be developed.

Financial 2 4 8

A ‐ ULC have significant experience developing and deploying complex

electromechanical systems in live natural gas mains and other inaccessible

locations.

B ‐ Ability to apply past engineering knowledge along with computer

modelling and simulation to guide the conceptual design of the robotic

platform drive system.



A‐ ULC

B ‐ ULC

C ‐ SW & RPS

09/09/2016 241 1 4 4

19

Structural Assessment

Risk associated with the Launch Tube and the structural integrity of

the pipe condition to take loads.

Time /

Financial1 4 4

A ‐ RPS to carry out assessment with review from Structural Engineers.

Structural Assessment takes into account maximum loads in ideal scenarios

and then provides assumptions that affect maximum loads (for example wall

thickness & unsupported pipe lengths).

B ‐ ULC to agree and be satisfied with assumptions.

A‐ RPS

B ‐ ULC 09/01/2015 N/A 1 4 4

20

Robotic Functionality For E1,2&3

There is a risk that the technology developed cannot be operated at

the target length of 150 meters or manoeuvre around debris,

obstacle and bends.

Financial 2 4 8

A ‐ Utilise 3D modelling and simulation techniques throughout the design to

determine the estimated travel distance and ability to manoeuvre within the

pipe (launch, retrieve, avoid or travel over/through debris and obstacles,

etc.).

B ‐ Once the manoeuvrability and the overall travel distance for each pipe size

has been determined a decision can be made to pursue one concept, modify

the design to meet the specifications of the project or modify the project

criteria to meet the design limitations.



A‐ SW / ULC

B ‐ SW & ULC

C ‐ SW & RPS

25/09/2015 74 1 4 4

21

Robotic Functionality for E4

There is a risk that the technology developed cannot be operated at

the target length of 150 meters or manoeuvre around debris,

obstacle and bends.

Financial 2 4 8

A ‐ Utilise 3D modelling and simulation techniques throughout the design to

determine the estimated travel distance and ability to manoeuvre within the

pipe (launch, retrieve, avoid or travel over/through debris and obstacles,

etc.).

B ‐ Once the manoeuvrability and the overall travel distance for each pipe size

has been determined a decision can be made to pursue one concept, modify

the design to meet the specifications of the project or modify the project

criteria to meet the design limitations.



A‐ SW / ULC

B ‐ SW & ULC

C ‐ SW & RPS

17/02/2017 245 1 4 4

22

Capabilities of the Tether for Elements 1 & 2

There is a risk that a tether capable of carrying power and data

connections meeting the distance and bend radius requirements

cannot be developed. For example; transmitting data over a long

distance, providing sufficient bend radius, manufacture lightweight

and robust tether to the desired length.

As a result of the design process, it has been determined that the

best course of action is to develop two tethers (one for the sensor

module and one for the repair module).

Financial 2 5 10

A ‐ Deliver a list of conceptual design requirements to cable manufacturers

for quotations early in the project to mitigate against technical and schedule

risk.

B ‐ Experience working with several industrial cable manufacturers to develop

custom, highly specialised tethers for powering and controlling robotic

systems.

C ‐ Conceptual Design Go / No Go Stage Gate added into the project plan at

an early stage in case a solution cannot be determined.

D ‐ ULC are aware of the issue of gas leakage at the gland arrangement of the

large CISBOT launch tube.. This will be factored into conceptual design

E ‐ Developing two tethers will avoid complications with dual functionality

and will be proven through the controlled testing phase of the project

A ‐ SW

B ‐ SW

C ‐ SW & RPS

D ‐ ULC

E ‐ ULC

22/05/2015 71 1 5 5

23

Capabilities of the Tether for Elements 1 & 3






As a result of the design process, it has been determined that the

best course of action is to develop two tethers (one for the sensor

module and one for the repair module).

Financial 2 5 10



risk.



systems.



D ‐ ULC are aware of the issue of gas leakage at the gland arrangement of the

large CISBOT launch tube. This will be factored into conceptual design

E ‐ Developing two tethers will avoid complications with dual functionality

and will be proven through the controlled testing phase of the project

A ‐ SW

B ‐ SW

C ‐ SW & RPS

D ‐ ULC

E ‐ ULC

22/05/2015 71 1 5 5

24

Capabilities of the Tether for Element 4






Financial 2 5 10



risk.



systems.



D ‐ ULC are aware of the issue of gas leakage at the gland. This will be

factored into conceptual design

A ‐ SW

B ‐ SW

C ‐ SW & RPS

D ‐ ULC

17/02/2017 243 1 5 5

25

Tapping and Fitting Tools

There is a risk that a tapping and fitting tools capable of being carried

and operated by the service replacement robot cannot be

developed.

Financial 2 5 10

A ‐ Tools for service replacement will be identified early in the development

stage of the robotic system.

B ‐ Experience developing a prototype service replacement robot which

performed tapping and fitting of a new service connection on inserted PE

pipe. C ‐ The

entire system will be shop tested at ULC to ensure it performs prior to being

deployed in the field.

D ‐ Tapping and Fitting Tool Validation Go / No Go Stage Gate added into the

project plan in case a solution cannot be determined.

A‐ ULC

B ‐ ULC

C ‐ SW & ULC

D ‐ SW & RPS

12/05/2017 250 1 5 5

26

Cost Escalation

Costs may escalate due to unforeseen circumstances and / or

unknown delays in Programme, procurement, shipping, field trials

etc.

Financial 2 5 10

A ‐ Build sufficient float into Project plan

B ‐ Project has built in Go/No Go Stage Gates to ensure an opportunity to halt

Project at anytime.

A‐ SW / ULC

B ‐ SW & RPSOngoing N/A 1 5 5

27

SME Cash flow

There is a risk that ULC may not have the required cash flow to

complete each task defined on the project plan.

Financial 2 5 10

A ‐ Up front mobilisation payment.

B ‐ Project has built in payment milestones to ensure steady cash flow.

C ‐ Go/No Go Stage Gates added into the project plan at critical points.

A ‐ SW

B ‐ SW & ULC

C ‐ SW Ongoing N/A 1 5 5

28

Timetable Slippage

Timetable may slip due to unforeseen circumstances and / or

unknown delays in procurement, custom and shipping to the UK.

Time /

Financial2 4 8

A ‐ Build sufficient float into Project plan

B ‐ Regular steering group reviews to monitor progress against the

programme

C ‐ If required there is an opportunity to halt programme at Go/No Go Stage

Gates

A ‐ SW & AM

B ‐ SW & AM

C ‐ AM

Ongoing N/A 2 4 8

29

Operation of Robot in a Live Gas Main For Elements 1,2&3

Safety risk ‐ pollution risk from gas leakage and potential for

anaerobic sealant to contaminate moving parts of the robot as well

as debris from inside the main to be spread when removing the

robot. Due to operation in the carriageway, potential risk of impact

from vehicles in the event of a road traffic accident.

Time /

Financial2 4 8

A ‐ Spillage kits available at trial sites

B ‐ Monitor level of debris being removed from main visually using robot

camera

C ‐ ULC to consider the impact of anaerobic contamination on

moving/functional parts of the robot and the associated cleaning that is

required.

D ‐ The operation of E2 & E3 will be performed using two seperate

transportation platforms, reducing design complexity and the possibility of

anerobic contamination to one system.

A ‐ SW & RPS

B ‐ ULC

C ‐ ULC

D ‐ ULC / SGN

25/09/2015 72 2 4 8

30

Operation of Robot in a Live Gas Main For Element 4

Safety risk ‐ pollution risk from gas leakage and potential for debris

from inside the main to be spread when removing the robot

Time /

Financial2 4 8

A ‐ Spillage kits available at trial sites

B ‐ Monitor level of debris being removed from main visually using robot

camera

A ‐ SW & RPS

B ‐ ULC09/01/2017 253 1 4 4

31

Structural Integrity of Pipe Wall

The impact of the pressure applied by the robotic wheels when

operating inside the main could have a detrimental affect on the

integrity of the pipe wall.

Reputation /

Time /

Financial

1 4 4

A ‐ A Structural Assessment will be carried out to mitigate this risk

B ‐ Launch tube operational weight design parameters set for ULC

C ‐ Coupon sample taken from main at initial survey to confirm main material

prior to the launch tube being fitted

A ‐ RPS

B ‐ SW & RPS

C ‐ SW & ULC

10/04/2015 52 1 4 4

32

Launch tube development for Elements 1, 2 & 3. A launch tube

design needs to be developed to facilitate a gas free operation and

ease of use on site. Considerations need to be given to its

manoeuvrability, functionality and the excavation footprint.

Time /

financial1 4 4

A ‐ ULC and SGN to utilise experience gained from Large CISBOT trial and

incorporate improvements into the new design

B ‐ SGN and RPS to assess designs against UK legislation

C ‐ Maximum operating weight of launch tube to be identified as a result of

structural integrity pipe wall report conducted by RPS (30)

A ‐ ULC & SGN

B ‐ SGN & RPS

C ‐ SGN & RPS

16/01/2015 59 1 4 4

33

Communication of Project Team Due to

geographical split of team across UK, Ireland and the USA, there is a

risk that effective communication channels may not be maintained

efficiently.

Time /

Financial1 4 4

A ‐ Face‐to‐face meetings for key stage gate deliverables

B ‐ Use of virtual meeting centre and secure file share

A ‐ SW

B ‐ SWOngoing N/A 1 4 4

34Impact of UK legislation/HSE acknowledgement of remediation

technique.

Time /

Financial3 4 12

A ‐ SGN to set up regular progress meetings with HSE

B ‐ RPS and SGN to check legislative requirements for system operation and

outputs

A ‐ SW & AM

B ‐ RPSOngoing N/A 2 4 8

68

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Project

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Progress Rep

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nic robotics progress report two · nic robotics project progress report two 19th december 2014 sam...

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