UK submarine dismantling: A case study in programme management


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A presentation given by John Davis to the APM South Wales & West of England members in Bristol, on Wednesday 18th March 2014

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UK submarine dismantling: A case study in programme management

  1. 1. UK Submarine Dismantling: A Case Study in Programme Management John Davis SDP Programme Manager NOT PROTECTIVELY MARKED
  2. 2. SDP: A case study in programme management Management of decommissioned nuclear submarines in the UK 18 submarines held in afloat storage – rising to 27 as current classes are decommissioned A safe approach for over 30 years. UK policy is to progress nuclear decommissioning as soon as is reasonably practicable. Costs are rising as the submarines age and increase in number 2
  3. 3. SDP: A case study in programme management Use of good Project Management principles • Management and controls developed to deliver specific objectives – the Business Case for SDP (supported by options analysis) and a concept design • Based on APM Body of Knowledge principles and the MoD Acquisition Operating Framework • Well defined objective and scope of work • Provided sufficient control and monitoring and some flexibility to ensure delivery • Successful in execution and achievement of objective – the SDP Main Gate Business Case was commended • Use of ‘Workstreams’ to deliver core requirements during Assessment Previous management approach up to Main Gate 3
  4. 4. SDP: A case study in programme management Why a different approach now? • Now have an increased set of challenges for the Demo & Manufacture phases • Increased volume and complexity of integration between workstreams • Multiple outputs across dispersed team with increased supplier involvement • Greater exposure to complex, diverse and influential stakeholders • Need for consistent and co-ordinated communications with stakeholders • Uncertainty – need to maintain flexibility and focus • Long timescales for disposing of all 27 submarines • Solution is to move to a Programme Management approach • Use of MSP framework to deal with uncertainty in the change programme • Programme boundary to deal with external environment, stakeholders & comms • Projects to focus on output delivery • Interdependencies managed within programme environment • Programme intermediate steps aligned with MOD approval requirements • Can differentiate between ‘change’ and ‘steady-state business’
  5. 5. SDP: A case study in programme management Identifying the change programme Focus on what is required – bound the change • The entire scope of the SDP challenge consists of several key elements • The change programme is the change of state – not the disposal of the submarines • Approach provides focus and clarity on the new state 5 Medium-Term Change Programme Short-term intermediate step-changes in capability CURRENT STATE (afloat storage) FUTURE STATE (planned disposal) Long-Term Submarine Disposal Steady State Programme (27 submarines) Facility Decommissioning (dismantling & storage) ILW DISPOSAL IN GDF
  6. 6. SDP: A case study in programme management Defining a Blueprint for the future Clarifying what is to be done • Know what is done currently (current state) • Understand what is needed in the future and why (future state) • Define the gap • Plan how that gap is to be filled • Define the structure needed to execute the plan • Ensure the outputs, capabilities and resulting outcomes match the requirements and benefits expected “A future where the means and approvals to safely, securely and sustainably dismantle nuclear powered submarines have been established and integrated into normal operating practices” This area is set aside for images, diagrams, charts etc. 6 From this…. … to this
  7. 7. SDP: A case study in programme management Flexibility within a disciplined framework 7 Strategic Programme boundaries and approvals Influenced by/affect other PTs & key external stakeholders L1 L0 L2 L3 Programme Overall programme definition and inter-project boundary management Project Focus on delivery of individual project outputs and support to programme outcomes Supplier Specific project workpackages Supplier activities
  8. 8. SDP: A case study in programme management Programme assurance through systems thinking An integrated approach from objectives and requirements to outputs, outcomes and benefits Benefits underpin multi-criteria decision analysis for the consultations Please contact APM/ INCOSE WG for V diagram
  9. 9. SDP: A case study in programme management Managing the interdependencies Project A Project B Interface Activities Interdependencies Programme-wide Interdependencies databaseSigned “Handshake Document” (detailing AB interdependencies) Reference Scope (details) Agreed Dates Programme Integrated Master Schedule Safety & Integration Review (e.g. changes or technical ramifications of non-adherence) Programme Review (e.g. schedule implications to programme milestones) Threats to interdependencies are captured and categorised as such within Programme Risk Register (Programme risks)
  10. 10. SDP: A case study in programme management Reducing the uncertainty Uncertainty arises from different sources • Options – have downselected the options for dismantling approach (whole RPV removal) and location (dockyards) – But still need to select ILW storage site – Opportunity to dispose of whole RPV ‘as is’ • Public consultation, regulators and other stakeholder involvement – Strong influences and potential for change • Dependencies - final ILW disposal in GDF – When available? Do we need to reduce the size of the packaged waste? • Pace of change & alignment with planned maintenance • Long time periods – crystal ball gazing 10 Russian and US dismantling A lot of this uncertainty now deferred to long- term steady-state planning
  11. 11. SDP: A case study in programme management Engaging the public A very public interaction for a typically silent area • Independent advisory group • Local representatives, authorities and committees • Regulators & policy holders – ONR, EA & SEPA, NDA, DECC, DfT, DNSR, CoRWM, DEFRA, HPA • UK & Scottish governments • Press coverage • Wide ranging public consultations – >3000 consultation documents distributed – ~55,000 newsletters mailed – 8 local exhibitions (>1,100 attendees) – 2 national workshops – Post-Consultation Report published July 2012 – MoD Response to Consultation published March 2013 11
  12. 12. SDP: A case study in programme management Lessons learnt so far and future aims MSP is not for everything Split change element from long-term business as usual Bring clarity & focus Projects know how they fit into ‘big change picture’ Get senior commitment Approach endorsed by SDP Programme Board Co-ordinate stakeholder engagement Communications must be co-ordinated and consistent Scale the management investment Do not swamp with bureaucracy Efficient pooling of resources Small team benefits from common central activities Cope with dispersed team Programme Management approach is the glue to hold things together 12