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Copyright © AREVA NP GmbH 2008. All rights, including rights created by patent grant or registration of a utility model or design, are reserved. Any reproduction, transmission or use of this document or its contents wholly or in part is not permitted without express written authority. Any violation may result in liability for damages.
Project Management,A Discipline Which Contributes to Project Success
Günter Hoch Project Director, PMP
May 28, 2008
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Agenda
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1. The Project
2. Project Management in the Modernization of NPP Kozloduy Units 5 & 6
3. Project Management Process within AREVA NP GmbH
4. Current Status
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1. The Project
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out of „Making it happen - An Executive’s Guide to Project Management”
“If it’s March, then we must be halfway done...right?”
“The bearing of a child takes nine months, no matter how many women are assigned.”
“When is a schedule not a schedule even when it looks like a schedule?”
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1. The Project
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PMBOK: A temporary endeavour undertaken to create a unique product or service: Performed by people
Constrained by limited resources Planned, executed, and controlled
ISO 10006: Unique process consisting of a set of co-ordinated and controlled activities with start and finish dates, undertaken to achieve an objective conforming to specific requirements, including constraints of time, cost and resources
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2. PM in Modernization of NPP Kozloduy Units 5&6
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After long time of project definition (94/95), budget estimation and issuance of terms of reference the negotiation process was started in 1996. Finally a Contract was signed between
KNPPandEuropean Consortium Kozloduy (ECK) consisting ofFramatome ANP GmbH as Leader (63%)Framatome ANP S.A.S. (17%)Atomenergoexport (20%)
Contract Effective Date (CED) : 01.06.2001Finished: 30.05.2006
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2. PM in Modernization of NPP Kozloduy Units 5&6Success Factors
Organization of the Teams
Planning
Engineering and Design
Outage Organization
Implementation (incl. testing and commissioning)
Quality Assurance
Social Project Life
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2. PM in Modernization of NPP Kozloduy Units 5&6 Success Factors
Organization of the Teams
Technical Measure Responsible
Project Coordination and Control
KNPP Project Management
Technical Measure Responsible
Partner Project Manager
ECK Project Management
Technical Measure Responsible
Technical Measure Responsible
Studies MechanicalMeasures
Electrical and I&CMeasures
Studies MechanicalMeasures
Electrical and I&CMeasures
Interface Management
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2. PM in Modernization of NPP Kozloduy Units 5&6 Success Factors
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Main advantages
Key people work together from planning until implementation phase
No slip of information
Gaining of mutual trust
Lessons learned implementation is easier
Organization of the Teams
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2. PM in Modernization of NPP Kozloduy Units 5&6 Success Factors
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Success Factors - Planning
Clearly defined hierarchy: General Time Schedule Detailed Time ScheduleInstallation Time Schedule
Planning started always well in advance and on site considering all the inputs from KNPP, within the Consortium and ECK subcontractors
Experience of unit outage was considered for the planning of subsequent unit outage (Lessons learned)
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2. PM in Modernization of NPP Kozloduy Units 5&6 Success Factors
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Success Factors – Implementation (incl. testing and commissioning)
Keep “key people”
Assignment of high qualified personnel
Improve further the implementation process, especially for repetitive Measures (Lessons learned)
0,00%
25,00%
50,00%
75,00%
100,00%
10.09.2004 17.09.2004 24.09.2004 01.10.2004 08.10.2004 15.10.2004 22.10.2004 29.10.2004 05.11.2004 12.11.2004
Unit 6
actual
plan
0%
25%
50%
75%
100%
01.04.2004 08.04.2004 15.04.2004 22.04.2004 29.04.2004 06.05.2004 13.05.2004 20.05.2004 27.05.2004 03.06.2004 10.06.2004
Unit 5
plan
actual
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2. PM in Modernization of NPP Kozloduy Units 5&6
Success Factors
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Social Project Life
The success of full compliance with the outage schedule was also based on the
Outage Preparation Meetings
during which the “main outage crew” of KNPP and ECK were gathered together in a “camp” on suitable sites in Bulgaria.
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2. PM in Modernization of NPP Kozloduy Units 5&6 Success Factors - Summary
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Team building process successfully realized
Understanding of each others processes of working and joining the benefits
Successfully overcome cultural, language and communication problems
Teams have reached mutual trust between each other
All these elements, which needed time to develop are the basis to assure excellent products with the required quality and on time produced by a multicultural TEAM within ECK and its subcontractors and together with KNPP
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3. Project Management Process Within AREVA NP GmbH Policy of AREVA NP
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All projects will be proposed, developed and executed using processes complying with the principle requirements and standards described in the Project Management Process Manual and associated directives.
Results are typically measured in the form of cost, schedule and quality of the product together with customer satisfaction.
The Project Management Initiative group (PMI) is providing leadership and guidance in the implementation of the overall project management process, Project Risk Assessment/Management and Project Reviews/ Assessments company wide.
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3. Project Management Process Within AREVA NP GmbH
Management Attention Process
(process conformance control)
Process: “Manage a Project“
(standardized procedures for the project phases)
Sales
Project handover
Initiation Planning Execution Closing
Controlling
Personnel Planning PM Training Program
PM Assignment
(Resources & qualification management)
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InitiationPlanning
Controlling
ExecutionClosing
3. Project Management Process Within AREVA NP GmbH
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Project Controlling Phase
● Project Status Meeting No 1
● Release of project execution
● Kickoff – meeting / instruction of team members
● Technical and commercial controlling and reporting
● Risk management
● Change- and claim management
Standardized project reporting requirements enable the consolidation of information through all business sectors and regions.
3. Project Management Process Within AREVA NP GmbH
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3. Project Management Process Within AREVA NP GmbH
Cover Page -Summary
Project Status Indicator
Cost & Work Progress
Cost / Price Preview.On-Time Figure Risk Assessment
UpdateMilestone TrendCash-Flow
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● Final Documentation
● Customer Acceptance ( Open Issues)
● Notice of Completion
FinalAcceptance
● Invoicing
● Customer Evaluation● Evaluation of Experience,
Lessons Learned
● Final Documentation
● Archiving
End of Project
● Team Closure
● Project Closure
● Contract Closure
End of Contract
3. Project Management Process Within AREVA NP GmbH
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4. Current StatusTraining and Qualification
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► The Project Management Initiative implemented an AREVA NP wide internal training and certification program along the project managers career path.
► The policies issued by the PMI are based on the PMBoK®, the internationally most recognized standard of the Project Management Institute Inc.®
► The highest level of AREVA NP project managers requires PMP® certification by the Project Management Institute Inc.®
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4. Current Status Qualification and Projects
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Level I
PM Basics
PM Tools
Nuclear Safety
AREVA NP Processes
SCC
Export/Customs
Level II
Project LeadershipManagement
SchedulingCost ControlRisk Management
Intercultural Training
Advanced Contract Management
Level III
PMP Certification (preparation)
HR Policies
Crisis Management
Softskills for PM
Advanced PM Training
Project Manager
Depending on criteria such as
Project valueManpowerOrganizational interfacesCustomer involvementTechnology Schedule
the projects are rated from category A to D
Project Rating
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4. Current Status Qualification and Projects
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A
B
C
D
PM Level III
PM Level II
PM Level I
Entry Level
2
5
10
Years accumulated
Project Rating
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4. Current StatusYear 2007
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Level I Level IIILevel II
AREVA NP GmbH – Engineering Services
27 22 5
Average number of Projects : 6585% category C, D - 15% category A, B
Project Managers
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Final Conclusion
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Let the planning happen
Use proven methods
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Final Conclusion
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But don’t loose flexibility during execution of the project