Transcript TVA’s Integrated Project Delivery

TVA’s Integrated Project Delivery for
Nuclear Projects
The Challenges of Transitioning to Long
Term Major Nuclear Plant Construction
Mark J. Hellstern, CAPT USN (ret)
General Manager, NGDC Oversight
Nuclear Generation Development and Construction
TVA’s Integrated Project Delivery
Nuclear Generation Development and
Construction (NGDC) Genesis and Development
• Late 2007: Established NGDC and a small oversight group
• April 2009 Self-Assessment: need for a project process
standardization, formal governance and oversight, risk
management, and process improvement.
• Late Summer 2009: INPO cited a strength in the designation
of NGDC to provide major construction activity separate from
Nuclear Power Group Operations
• November 2009: TVA stands up a Project Management Peer
Team to standardize Fleet project management.
• FY 2010/11: NGDC Project Manual implementation, Project
management software integration, key performance indicator
development, and piloting initiatives
Nuclear Generation Development and Construction
NGDC Projects
Watts Bar Unit 2 - 2012
• Five year project
• Budget of $2.5 Billion
• Current staffing – 2,623
• Licensing process on schedule
Nuclear Generation Development and Construction
NGDC Projects
Bellefonte Current Status
• S-COLA for AP1000
• Construction permits reinstated
• Preservation of assets
Nuclear Generation Development and Construction
NGDC Strategic Projects
• Several Strategic Outage Projects to include:
– Watts Bar Re-rack
– Sequoyah Steam Generator replacement
– Browns Ferry Extended Power Uprate (EPU)
– License renewal
– Modular Reactors, etc.
Nuclear Generation Development and Construction
Integrated Project Team Manual
• Standardization of TVA’s project processes incorporating
benchmarking of industry best practices. 42 processes.
• Benchmarked NASA, U.S. Navy, CURT, CII, APQC, state DOTs,
and other utilities
• Incorporates regulatory, environmental, TVA, and business
unit policies, procedures, and processes
• Stresses team building, process improvement, selfassessment, integration, and accountability
• Signed out in April 2010. Being piloted on Bellefonte and
Watt’s Bar rerack projects.
Nuclear Generation Development and Construction
Safety & Health
Environmental
Program
Conservation &
Energy Efficiency
Project Risk
Management
Continuous
Improvement
Change
Management
Safety & Environment
Human
Resources
Diversity/Inclusio
n
Training/
Qualifications
Facilities
Management
Discipline
Communications
Project Management
People
Integrated
Project
Team
Manual
Project
Management
Contract
Surveillance
Project Controls
Financial
Government &
Accounting
Corrective Action
Operating &
Construction
Experience
Self Assessment
Employee
Concern
Independent
Oversight
Project Management
Performance Improvement
Licensing
Legal/Regulatory
Compliance
Info Tech/
Cyber Security
Transition to Ops
Work Management
Quality
Project Work
Management
Procedures/
Records
Security Program
Work
Management
Nuclear
Generation
Development and Construction
NGDC Oversight
• Standard Governance and Oversight procedures
• Blocking and Tackling:
• Robust, intrusive Quality Assurance Oversight
• Project Assurance (cost, schedule, scope) assessments
based on INPO assessment process: data analysis,
observations, interviews
• Knowledge/Risk Mgt with project approval
process tied to risk plans. Business Planning.
• Implement Knowledge Capture process with
push/pull of knowledge for present and future
projects
Nuclear Generation Development and Construction
NGDC Project Management Integration
FY 10 Initiatives
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Pilot of the Project Manual on Bellefonte/Watt’s Bar Rerack projects.
Successful implementation of behavior-based NGDC safety programs
Incorporating Primavera 6 in Bellefonte as a pilot for a Fleet solution.
Implement a mature Risk and Opportunity Management
Key Performance Indicators, which roll-up for senior management into
INPO’s nine principles of construction excellence.
• Approving a pilot for a wireless site at Bellefonte with electronic
configuration management and work flow tools
• Approval for a Fleet Knowledge Management System
Nuclear Generation Development and Construction
Project Management Integration System (PMIS)
Performance
KPIs/Dashboards
Compliance
Risk
Mgt
System
Configuration
Mgt
Cost Processor/EVMS
Schedule
Primavera 6
HRIS
Work
elance
Maximo
Knowledge Mgt
System
Fleet Solution
Contracts
Compliance
Project Management
Estimating
System
Fleet
Solution
People
ATIS
eWorkplace
eFMS
Project Portfolio
Powerplant - Fleet
Collaboration Tools (Sharepoint/Outlook)
Conceptual Design
Document Mgmt (BSL)
Nuclear Generation Development and Construction
Challenges
• Cultural resistance to change management
• Requires consistent Senior Management focus and
support for change implementation and funding
• Mature work force
• Accurate metrics
• Changes required in owner-contractor relationships
• Develop a self-critical culture focused on process
• Not a self-learning organization … yet
• Lack of historic knowledge management
Nuclear Generation Development and Construction
Long Term NGDC Goals
• Standardized TVA Fleet project management
processes
• Nuclear construction conducted using BIM and
extensive modular construction processes
• Target a 48 mon new nuclear construction
schedule
• Target $$/kW overnight cost for new nuclear
construction
• Cradle-to-grave electronic configuration
management
Nuclear Generation Development and Construction