Learnings

Outcomes

The project was setup to reduce the time and cost of connections to the NTS for an emerging potential customer base and has successfully demonstrated that this is achievable through development of a software platform, technical standard designs and commercial modifications. Each workstream has performed strongly during this project with numerous activities successfully completed and others further advanced in order to drive both time and costs down for connecting gas customers to the National Transmission System.

Quantitative demonstration of time and cost saving has been represented by considering the new standard design connection journey a customer follows – detail shown within chapter 4.

Time and cost savings achieved has led to a significant increase in interest from customers wishing to connect to the NTS and is confirmation that customers recognise that the network is now a viable option for them to consider. At the time of printing, National Grid have received interest from 12 different customers enquiring about 25 different potential
connection sites. Four of these customers have confirmed that they will be applying to National Grid for a Standard Design connection as the innovation project is implemented.
Historically, the National Grid connections team have dealt with approximately 10 project specific pre-connection requests over a twelve-month period, therefore an increase of
60% is notable.

Increased customer interest is further demonstrated through the successful onboarding of Project CLoCC’s pilot customer, BioCow Ltd, whose Somerset Farm project in Cambridgeshire
is expected to be the first direct biomethane gas connection to the NTS. Seeking a pilot customer was an additional, out of scope activity, that the CLoCC innovation team strongly
felt would improve the maturity of project deliverables prior to handover of outputs to the National Grid business. This additional item is evidence of the project’s transition from
Technology Readiness Level (TRL) 4-6 to TRL 7-8 – further detail available within chapter 4.

In addition, interest has also been shown by other UK and European networks who may wish to apply similar methods to their own networks. Learning has been shared by CLoCC,
through stakeholder engagement, in areas such as developing an online connection portal, creating standardised technical designs and the associated existing site database needed to
pull these items together. 

CLoCC has demonstrated that industry interest exists for utilising the NTS in new ways, and that the network can be “opened up” and made more accessible to our changing customer base. We do also recognise that complex industry conversations remain, which could not have practically been covered by this innovation project. All knowledge created by this innovation work will be handed to the National Grid business for further progression via our lessons learnt log (Appendix I). 

Lessons Learnt

Main learning generated Learning and opportunities generated throughout the project have been categorised and summarised below.

Gas customer connections portal generated learning:

• Value of upfront information for customers – new indicative cost estimate functionality provides free and rapid high level information to customers.
• Flexible information accessibility – 24/7 access to customer’s own connections portal account in order to check and track application progress.
• Mapping functionality – available via the connections portal allowing easy illustration of project viability.
• Simplified visualisation – demonstrated through userfriendly design of connections portal (e.g. gas quality “copy” functionality for multi-year data input).

Technical workstream

• Value of standardised designs – cost and time savings possible for both conceptual and detailed design phases of the connections process.
• Procurement constraints – specifying equipment to allow competitive procurement minimises costs but reduces the ability to fully standardise design.
• Gas quality measurement requirements – the requirements for gas quality sampling on the NTS at entry points and potential alternatives acceptable to National Grid are now fully understood. This learning is available by reviewing the projects technical guidance document which is accessible via the connections portal.
• Functionality of the Remotely Operable Valve (ROV) – the required functionality of the minimum connection isolation valve or “ROV” prompted further investigation. Clarity was obtained through development of the project.
• Improved understanding of enhancement opportunity – enhancements were considered from a design, supply, install, own and operate point of view. Having identified the anti-competitive issues associated with National Grid supplying 3rd party metering resulted in the project only developing designs for filters and meter systems.
• Improved understanding of renewable kiosk opportunity – the renewable kiosk when operating with the new telemetry systems did not have sufficient stored power. It was therefore unavailable to utilise in the CLoCC kiosk design at this time pending further development.
• Improved understanding of the G19 approval process – the additional time and engagement of National Grid subject matter experts to obtain approval for the project’s standard designs is now more widely understood.
• National Grid specification compliance – National Grid specifications were adhered to and deviations requested and approved enabling use of industry standard pipe. At this time it is anticipated that deviations will continue to be required due to the small quantities of pipe being ordered, should this change in the future National Grid my choose to review current policy.
• Procurement – the project experienced very late delivery of materials from some vendors. It is recommended, once customer appetite is clearly understood, that National Grid consider pre-building the connection modules and telemetry kiosk so that they are “on-the-shelf” ready for issue to customers. Pre-purchase of long lead items is also recommended, a concept which is already being considered by the National Grid business.
• Time to build – the outturn build programme was logged and fed back into the programme cost estimates for the portal.
• Testing and commissioning – testing and commissioning of the connection solution was carried out with National Grid sub-contractors, Vodafone. Learning regarding this process has been fed back into the costs and programmes which will be available in the new connections portal.
• Outturn costs – outturn costs for the build have been captured and fed back into the cost estimates that have been built into the new connections portal.

Commercial workstream 

• Value of process alignment – awareness that for some customers improved alignment between capacity reservation through PARCA and the connection processes, although separate processes, is valuable.
• Reduced upfront fees – support improved funding and cash flow opportunities for some customers.
• Staggered UNC implementation – enabling benefits of commercial changes to be utilised early where possible.
• Gas quality specification blockers – understanding that different customers experience differing blockers from National Grid’s Gas Ten Year Statement and offering as much flexibility as possible is valuable.
• Early engagement – engagement with key internal and external stakeholders is essential to implementation success.
• Value of fast track options – understanding where processes can be fast tracked, the limitations to this, and how this can benefit some customers.
• Pilot customer – working with our pilot customer directly to more widely understand their opinion of our standard design commercial terms supported revision where possible.

Main learning derived from method

Innovation projects inherently experience challenges and risks that would not be associated with business as usual activities. For this project a number of challenges arose from the original setup and methods adopted, considerable learning has been achieved in these areas. Learning generated from the methods adopted is summarised below and further detailed in chapter 9.

• Value of prototyping – a demonstration version of the connection portal was not originally scoped into the project but has proved invaluable in supporting stakeholder engagement and project team decision making.
• Order of scheduled activities – rework challenges faced in creating a software portal in unison with other workstreams, delayed start for software development would have been beneficial.
• Clear deployment/implementation goals – ambiguous understanding of whether or not innovation deliverables would be implementation ready at the start creates challenges for business as usual preparation. Early prototyping and staggered business implementation would be advised.
• Website dissemination – invaluable tool for efficient dissemination. Essential this communications method is setup prior to project start.
• Importance of engagement – early and continued engagement essential for all project stakeholders, internal and external. Clear engagement plan and dedicated resourcing to maintain and monitor activities is valuable.
• Supporting project tools – virtual project management tooling valuable when working with remote team members. Such tools help to improve efficiency and increases the ability for the team to collaborate.
• Naturally collaborative team – innovation projects are challenging and securing a team of collaborative and positive members increases the likelihood of a successful innovation outcome, whether that means failing fast against items or succeeding against all original activities set.
• Staying within project scope – clear and efficient communication to the business/project team when items raised may fall into “scope creep”. Clear identification of change requests and strong project management of change control is essential.