Management of Nuclear Power Plant Projects.

Management of Nuclear Power Plant Projects.

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Bibliographic Details
Superior document:IAEA Nuclear Energy Series ; v.NG-T-1.6
:
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
Online Access:
Physical Description:1 online resource (248 pages)
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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.

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