Management of Nuclear Power Plant Projects.

• Superior document: IAEA Nuclear Energy Series ; v.NG-T-1.6
• Author: IAEA.
• Place / Publishing House: Havertown : : International Atomic Energy Agency,, 2020.; Ã2020.
• Year of Publication: 2020
• Edition: 1st ed.
• Language: English
• Series: IAEA Nuclear Energy Series
• Physical Description: 1 online resource (248 pages)

Table of Contents

Intro -- 1. Introduction -- 1.1. Background -- 1.2. Objective -- 1.3. Scope -- 1.4. Users -- 1.5. Structure -- 2. Nuclear projects and Factors that influence them -- 2.1. What is a project? -- 2.2. Project phases and life cycle -- 2.3. External environment and organizational factors that influence projects -- 2.3.1. External environment factors -- 2.3.2. Organizational factors -- 3. Project management guidance -- 3.1. IAEA standards and publications -- 3.1.1. Safety standards -- 3.1.2. Nuclear energy series -- 3.1.3. Other IAEA references -- 3.2. International project and construction management guidance -- 3.3. Small project guidance -- 3.4. Megaproject guidance -- 3.5. Front end planning -- 3.6. Value engineering -- 3.7. Design to cost -- 4. Areas to be managed in nuclear projects -- 4.1. Integration -- 4.1.1. Project charters -- 4.1.2. Life cycle management strategies -- 4.1.3. Project management or execution plans -- 4.1.4. Managing and monitoring ongoing work -- 4.1.5. Project change control -- 4.1.6. Project closure -- 4.1.7. Alignment and team building -- 4.1.8. Knowledge management -- 4.2. Scope -- 4.2.1. Initiation and project charter -- 4.2.2. Detailed scoping -- 4.2.3. PBS/WBS preparation -- 4.2.4. Owner's scope -- 4.2.5. Scope verification -- 4.2.6. Scope change control -- 4.3. Time -- 4.3.1. Baseline schedule -- 4.3.2. Project milestone and schedule management -- 4.3.3. Impact of late deliverables -- 4.3.4. Schedule metrics and schedule risk analysis (SRA) -- 4.4. Cost -- 4.4.1. Cost breakdown structure -- 4.4.2. Cost estimating -- 4.4.3. Budgeting and contingency -- 4.4.4. Financing -- 4.4.5. Controlling costs -- 4.4.6. Cost metrics -- 4.5. Quality -- 4.5.1. Quality assurance -- 4.5.2. Quality control -- 4.5.3. Quality metrics -- 4.6. Human resources -- 4.6.1. Human resource planning -- 4.6.2. The owner's role.

4.6.3. Organizational structure -- 4.6.4. Organizational breakdown structure (OBS) -- 4.6.5. Establishing the project board -- 4.6.6. Appointing the project manager -- 4.6.7. Appointing the project core team -- 4.6.8. Acquire and develop staff -- 4.7. Communications -- 4.7.1. Communications audience -- 4.7.2. Communication methods -- 4.7.3. Communications planning -- 4.8. Stakeholders and interested parties -- 4.9. Risk -- 4.9.1. Risk management framework -- 4.9.2. Evaluating and documenting risks -- 4.9.3. Design maturity risk -- 4.9.4. Risk allocation -- 4.9.5. Portfolio and programme risk -- 4.9.6. Internal controls -- 4.9.7. Other risk references -- 4.10. Procurement -- 4.11. Health, safety and environment -- 4.11.1. Industrial safety and health -- 4.11.2. Environmental protection -- 4.12. Lessons learned and operating experience -- 4.13. Radiation dose and radioactive waste management -- 4.14. Licensing (nuclear, environmental and other) -- 4.14.1. Nuclear licensing -- 4.14.2. Environmental and other non-nuclear licences or regulations -- 4.15. Emergency planning and response (EPR) -- 4.16. Security and safeguards -- 5. Developing and implementing a management system for a project and implementing best practices -- 5.1. Establishing a process based project management system -- 5.1.1. Background -- 5.1.2. Establishing a process hierarchy -- 5.1.3. Developing project processes -- 5.1.4. Project manuals -- 5.2. Developing and encouraging best practices -- 5.2.1. PMI best practices -- 5.2.2. CII best practices -- 5.2.3. AACE value management or value improving practices -- 5.2.4. UK best management practice portfolio -- 5.2.5. Project management offices or centres of excellence -- 6. Project management activities for a new NPP in each project phase -- 6.1. Introduction -- 6.2. Phase 1 (pre-project activities).

6.3. Phase 2 (project development activities) -- 6.3.1. Project planning -- 6.3.2. Approval to proceed to development stage -- 6.3.3. Siting and evaluation -- 6.3.4. Infrastructure and industrial involvement planning -- 6.3.5. Grid integration planning -- 6.3.6. Licensing -- 6.3.7. Procurement -- 6.3.8. Radiation dose and radioactive waste management -- 6.3.9. EPR -- 6.3.10. Security and safeguards -- 6.4. Phase 3 (contracting and construction) -- 6.4.1. Project management activities -- 6.4.2. Contracting -- 6.4.3. Construction (contract management) -- 6.4.4. Lessons learned -- 6.5. Commissioning, operations and decommissioning -- 6.5.1. Commissioning phase activities -- 6.5.2. Contract closeout -- 6.5.3. Operations and decommissioning -- 7. Summary and conclusion -- Appendix I NPP OWNERSHIP STRUCTURES AND INDUSTRIAL INVOLVEMENT SCHEMES -- Appendix II PROJECT PROCESSES AND THE DEMING CYCLE -- Appendix III INTERNATIONAL PROJECT MANAGEMENT FRAMEWORKS -- Appendix IV POTENTIAL COMMITTEES AND WORKING GROUPS -- Appendix V PROJECT MANAGEMENT ACTIVITIES IN PHASE 2 OF AN NPP PROJECT -- Appendix VI PROJECT MANAGEMENT ACTIVITIES IN PHASE 3 OF AN NPP PROJECT -- Appendix VII KEY ITEMS NEEDED AT CRITICAL PROJECT STAGES -- REFERENCES -- ABBREVIATIONS -- CONTRIBUTORS TO DRAFTING AND REVIEW.