Nuclear Generation Development and Construction

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 DeliveryNuclear 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

• Five year project• Budget of $2.5 Billion• Current staffing – 2,623• Licensing process on schedule

Watts Bar Unit 2 - 2012

NGDC Projects

Nuclear Generation Development and Construction

• S-COLA for AP1000 • Construction permits reinstated• Preservation of assets

Bellefonte Current Status

NGDC Projects

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, self-assessment, integration, and accountability

• Signed out in April 2010. Being piloted on Bellefonte and Watt’s Bar rerack projects.

Nuclear Generation Development and Construction

Safety & Environment

People

Performance Improvement

Work ManagementWork Management

Project Management

Project 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

• 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

eFMSProject Portfolio

Powerplant - Fleet

Document Mgmt (BSL)

Work PeopleHRIS

elance

ATIS

Collaboration Tools (Sharepoint/Outlook)

ConfigurationMgt

Maximo

RiskMgt

System SchedulePrimavera 6

EstimatingSystem

Fleet Solution

eWorkplace

PerformanceKPIs/Dashboards

Knowledge

Mgt System

Fleet Solution

ContractsCompliance

Compliance

Project Management Integration System (PMIS)

Cost Processor/EVMS

Project Management

Conceptual Design

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