This document discusses nuclear professionalism in project execution at Sellafield Ltd, the largest nuclear site in Europe. It outlines Sellafield's project improvement strategy of "Doing the Right Project" through strategic management and programme management, and "Doing the Project Right" through the right processes and right people. It describes developing the right people through establishing a project manager career path, leadership training, coaching, an APM higher apprenticeship program, and support for APM accreditation. The goal is to develop a community of project managers effectively trained and supported to deliver Sellafield's complex nuclear projects.
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Nuclear Project Execution Professionalism
1. Nuclear Professionalism in Project
Execution
Ian Marr
Head of Project Functions
Sellafield Ltd
4 December 2013
1
2. Sellafield is the largest and most complex nuclear
site in Europe (1)
• Located in the County of Cumbria,
North West England
• Nuclear build started at Sellafield in the
late 1940’s
• Initially a military programme –
Windscale piles and associated
extraction plants
• Location of Calder Hall – The world’s
first commercial scale Nuclear Power
Station (1956-2003)
Calder Hall
Sellafield
Risley
3. Sellafield is the largest and most complex nuclear site in
Europe (2)
• 250 active facilities on 1 ½ sq. miles/
700 acres / 6 sq.Km
•Operations include
- Decommissioning
- Nuclear fuel reprocessing
- Nuclear waste management
- Construction and delivery of
major projects
• Total annual budget £1.6bn
•Employs over 9,000
•Capital project spends - £670m
• Supply Chain spends - £737m
4.
5. Sellafield Project Improvement Strategy
“Do the Right Project”
o Strategic management
o Programme Management
“Do the Project Right”
o Right Process
o Right People
6. Right Process and Right People
Right People:
Project
le
op
Pe
ht
Programm
e
g
Ri
Strategy
•
•
•
•
•
•
•
•
Organisation
Role, Responsibility,
Accountability, Authority
Leadership
Training
Development
Succession planning
Reward and Recognition
Project management
“community spirit”
7. Right People - Project Complexity Assessment
Business
Interfaces
Consequences
High Nuclear
Hazard
International
International
Complex or
Novel
Construction
Medium
Nuclear Hazard
National
National
Medium
Complex
Design with
Novel
Aspects
Some
Complex or
Novel
Construction
Low Nuclear
Hazard
Site
Local
Community
Complexity
Level
Financial
Technical
Delivery
Risk
Time
Commercial
Design
Construction Commissioning
5
£350M+
TRL 1/2
Internationally
split
Very
High
Fast
Track
High
Commercial
Risk
Highly
Complex
Novel
Design
Complex &
Novel
Construction
4
£170350M
TRL 3/4
Major
geographical
split
Medium
to High
Regulatory
Deadline
High
Commercial
Risk
Medium
Complex
Novel
Design
Medium
Commercial
Risk
3
£70170M
TRL 5/6
Geographical
split
Medium
Site
Business
Drivers
2
£30-70M
TRL 7/8
Medium
supply chain
Low to
Medium
Directorate
Drivers
Low to
Medium
Commercial
Risk
Simple but
Novel
Design
Task
No Nuclear
Safety
Directorate
Site
1
Up to
£30M
TRL 9
Small supply
chain
Low
Low
Constraint
Low to
Medium
Commercial
Risk
Proven
Design
Single
Discipline
Standard
Equipment
Building
Directorate
8. Right People – Project Managers Career Path
Type of Project(s) / Programme(s)
Level 5
• Level 5 complexity
• Greater than £350M
Project Management
Roles
Executive
Project
Manager
Level 4
• Level 4 complexity
• Up to £350M project lifetime cost
Senior Project
Manager Level II
(SPMII)
Level 3
• Level 3 complexity
• Up to £170M project lifetime cost
Senior Project Manager
Level I (SPM1)
Level 2
• Level 2 complexity
• Up to £70M project lifetime cost
Project Manager Level II (PMII)
Level 1
• Level 1 complexity
• Up to £30M project lifetime cost
Project Manager Level I (PMI)
Supervised Tasks
Project Assistant
Training Availability
•
Other external leadership course(s)
•
•
•
•
Other external leadership course(s)
Cranfield University Leadership course
SL Leadership/People skills courses
Simulation (I & II)
Instructor led & E-Learning
• PM Fundamentals
• Health & Safety
• Simulation
• Business Basics
• PM People Skills
• Commercial
• Leadership
•
•
APM Level D Course
Introductory APM Course
9. Right People - Leadership
o Journey To Excellence
o Nuclear Professionalism
o Connection Conversations
o Excellence Plan
o Leadership Model
o Set the standard
o Commit to the standard
o Hold self and others to account
o “Leading Projects to Success” training
10. Right People - Coaching
•
•
•
•
•
•
Over 60 Peer Assist Events run
Coached over 1500 project team members
Average potential schedule savings of 34%
Potential cost savings of £245m (22%)
4 projects killed with a saving of £629M
Project delivery teams now beginning to pull these
improvements and build them into their performance plans
Tell me and I will forget;
Show me and I will remember;
Involve me and I will understand!
11. Right People - APM Higher Apprenticeship
Phase 1
Year 1
Phase 2
Year 2
Year 3
Year 4
Diploma in Project Management (APM)
Foundation Degree Project Management & Controls (Nuclear)
Various placements across project delivery organisation within Sellafield Ltd
6 x 6 month placements plus 1 x 12 month placement
12. Right People - APM Support and Accreditation
•
•
•
•
•
•
•
•
APM accreditation of the Sellafield PM Career Path
Special Interest Group’s established in company
APM Level D mandatory for whole PM community
RPP mandatory for Project Managers above specified level
Sponsorship of APM award
Attendance at APM conferences
Seconded PM graduate trainees into APM
Introduced APM Higher Apprenticeship
“Developing a community of Project Managers who
are actively supported by the APM”
13. Right People - Achievements to Date
•
•
•
•
•
Site organisation of 9,000 people projectised
25 Project Mangers approaching RPP
146 Project Managers completed PM Career Path 1
20 Project Managers completed PM Career Path 2
19 employees undertaking project management MSc at
Manchester University
• 9 employees undertaking Foundation degree in project
management and controls at UCLAN
• 11 graduates completed 4 year training scheme
• 10 people commenced APM Higher Apprenticeship scheme
Notas do Editor
Good morning ladies and gentleman and thank you for inviting me to this Energy Choices conference to speak with you and to tell the Sellafield Ltd story.
It has now been one year since NMP was announced as the preferred bidder for the Sellafield contract through to share transfer and my appointment to the role of Managing Director – and the year has been interesting, rewarding and challenging.
We have started down a journey of discovery and improvement as we bring together learning from our parent organisations and the expertise that exists across Sellafield Ltd to create an organisation that can deliver new missions.
I want to share with you who we are the work we are doing now, our successes, future plans and the challenges we all face.
Site History
Operational site for almost 60 years
Initially military programme, then (mid 1950s) start of civil nuclear programme
Sellafield site home to the World’s first commercial nuclear reactor and test AGR reactor
Sellafield (Calder Hall) supported the generation of over 1500twh of electricity
Reprocessed over 50.000te of spent nuclear fuel – metal and oxide uranium fuel
The drive for nuclear deterrent and then civil energy programme has left us with many legacy issues
Only in the 1990’s was waste treated in real time – previously stored in ponds and silo’s on site
Sellafield very compact and constrained site – proximity of buildings and services presents a huge challenge to decommissioning
11,00 staff – 9, 800 permanent and 1,500 ASW and Contractors
Early storage facilities do not meet modern day requirements and have degraded over the years – decommissioning often involves major invest in the facility before work can begin
Uncertainty over inventory adds to the challenge as does uncertainty over final waste disposal form
Sellafield Ltd
Sellafield Ltd is the company responsible for safely delivering decommissioning, reprocessing, nuclear waste management and fuel manufacturing activities on behalf of the Nuclear Decommissioning Authority.
The company has sites at Sellafield in Cumbria and Capenhurst in Cheshire as well as an extensive engineering design capability based at Risley in Warrington.
Now under the ownership of Nuclear Management partners, Sellafield Ltd has the largest concentration of nuclear expertise in Europe, with over 50 years of experience.
Site History
Operational site for almost 60 years
Initially military programme, then (mid 1950s) start of civil nuclear programme
Sellafield site home to the World’s first commercial nuclear reactor and test AGR reactor
Reprocessed over 50.000te of spent nuclear fuel – metal and oxide uranium fuel
The drive for nuclear deterrent and then civil energy programme has left us with many legacy issues
Only in the 1990’s was waste treated in real time – previously stored in ponds and silo’s on site
Sellafield very compact and constrained site – proximity of buildings and services presents a huge challenge to decommissioning
11,00 staff – 9, 800 permanent and 1,500 ASW and Contractors
Early storage facilities do not meet modern day requirements and have degraded over the years – decommissioning often involves major invest in the facility before work can begin
Uncertainty over inventory adds to the challenge as does uncertainty over final waste disposal form
.
Current headcount is 10,619 although at the time of Projectisation (pre VSP) it was 11,459