Learnings

Outcomes

The project has delivered the second phase of activity, providing us the basis for the digital twin – the virtual twin and the data twin.  The development of the virtual twin has been aligned with our reopener activity “digital construction” and learning has been shared across the programmes. In future phases we plan to utilise the digital construction ecosystem to enable a trial run of our ‘business as usual’ system development. The data twin has provided a base to discuss internal data storage systems and how the business separation could look to improve our data structures as we migrate out of previous systems. The result for the project has created a project space for FutureGrid that aligns to our current internal structures but also considers locational aspects and begins to support the integration with GIS and virtual twin information.                                                                                                               

Value tracking

•        Maturity - TRL has increased from 2 to 4. We have produced the requirements of hydrogen and its blends’ pre-heating system and understand the differences between hydrogen and natural gas.  These have been conducted offline to provide confidence for future phase development. 

•        Opportunity – 100% of single asset class. The solution is deployed only pre-heating assets.

•        Deployment cost - The project is not delivering something that will be deployed on the network.  

•        Innovation cost - £242,233.33. The cost of the innovation includes a desktop study, site visits (travel), reporting and project management. 

•        Financial saving – The project may result in financial savings if the findings can be used to avoid costly changes to Pre-heating system and configurations however this will not be realised within this work.  

•        Safety – The project can be taken forward to update policies and procedures for hydrogen, which will enable safe operation and maintenance of the NTS.  This project is also a part of HSE Safety Case.

•        Environmental - The project does not have any direct CO2 savings but will help enable hydrogen in the NTS.  

•        Compliance – Ensures compliance. The project supports compliance with relevant safety standards for safe operation of hydrogen network in the future.  

•        Skills & Competencies - Individuals. Individuals directly involved with the project have gained an understanding into the hydrogen networks and current NTS assets designs with hydrogen.  

•        Future Proof – Supports business strategy. The project helps enable hydrogen in the NTS and support the energy transition. The project has the potential to influence future decision-making, such as RIIO-3 investment to enable NTS network decisions on future hydrogen transmission infrastructure.

Lessons Learnt

The project has many technical learning points from previous projects with the suppliers to enable future workstreams.  These previous lessons have been built into the proposal of the project since the start.

No project management lessons were identified through the project, with the delivery on time, cost and quality.

No significant problems were discovered whilst the project was “in flight”, but as a positive reinforcement of the project strategy it was noted that engagements with vendors are vital to the project delivery and is one of the key risks in the project. It is important to address potential vendors since the start of the project, conduct early engagement and get contractual agreement in place as early as possible if needed.