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Recent Projects - Project management


Glenarm GT-5 1x1 Combined Cycle Power Plant


(CP)² provided project management services for the City of Pasadena Water &

Power's GlenarmPower Plant GT-5 1x1 combined cycle replacement of their

B-3 steam plant.  This project providedthe same output with reduced

emissions and water usage, while allowing for much faster startups,in part

through the use of a Once Through Steam Generator.


(CP)²​ was responsible for overall management of the project, including

managing the client’s project team, as well as the EPC and power island

equipment supplier contracts.  (CP)²​trackedproject expenditures versus

budget, negotiated change orders, and provided monthly updates to utility

management.  (CP)²​ also provided commissioning management services for

the final six months of the project.  Additionally, (CP)²​​ also performed

engineering  reviews of  submittals from the power islandequipment and EPC Contractor, helped to troubleshoot problems, developed recovery plans for equipment and schedule issues that arose, and managed closure of punch list.

This project was selected by
POWER magazine as the recipient of its 2017 Reinvention Award.


​​El Centro Generating Station Unit 3 2x1 Combined Cycle Power Plant


(CP)² provided project management services for Imperial

Irrigation District's 2x1combined cycle repowering of their El

Centro Unit 3  power plant.  This projectrepowered an existing

steam plant  increasing the output while reducing emissions and

without  increasing water consumption.  


Primary responsibilities included managing the project plan and

schedule, managingthe EPC and Power Island Equipment

contractors, working with the Owner’s Engineer and environmental consultants, tracking project expenditures versus budget, negotiating change orders, and periodic presentations to the Board.


Additional responsibilities included oversight of engineering, construction, and commissioning, interfacing with the interconnecting utilities, helping to troubleshoot problems, developing recovery plans for equipment and schedule issues that arose, developing the integrated long-term spare parts order, and managing closure of punch list and warranty items.

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