Sellafield - APM PM in the Nuclear Industry Event - Wednesday 27th November 2013
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This document discusses nuclear professionalism in project execution at Sellafield Ltd, the largest nuclear site in Europe. It outlines Sellafield's project improvement strategy of "Doing the Right Project" through strategic management and programme management, and "Doing the Project Right" through the right processes and right people. It describes developing the right people through establishing a project manager career path, leadership training, coaching, an APM higher apprenticeship program, and support for APM accreditation. The goal is to develop a community of project managers effectively trained and supported to deliver Sellafield's complex nuclear projects.
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Sellafield - APM PM in the Nuclear Industry Event - Wednesday 27th November 2013
- 1. Nuclear Professionalism in Project Execution Ian Marr Head of Project Functions Sellafield Ltd 4 December 2013 1
- 2. Sellafield is the largest and most complex nuclear site in Europe (1) • Located in the County of Cumbria, North West England • Nuclear build started at Sellafield in the late 1940’s • Initially a military programme – Windscale piles and associated extraction plants • Location of Calder Hall – The world’s first commercial scale Nuclear Power Station (1956-2003) Calder Hall Sellafield Risley
- 3. Sellafield is the largest and most complex nuclear site in Europe (2) • 250 active facilities on 1 ½ sq. miles/ 700 acres / 6 sq.Km •Operations include - Decommissioning - Nuclear fuel reprocessing - Nuclear waste management - Construction and delivery of major projects • Total annual budget £1.6bn •Employs over 9,000 •Capital project spends - £670m • Supply Chain spends - £737m
- 5. Sellafield Project Improvement Strategy “Do the Right Project” o Strategic management o Programme Management “Do the Project Right” o Right Process o Right People
- 6. Right Process and Right People Right People: Project le op Pe ht Programm e g Ri Strategy • • • • • • • • Organisation Role, Responsibility, Accountability, Authority Leadership Training Development Succession planning Reward and Recognition Project management “community spirit”
- 7. Right People - Project Complexity Assessment Business Interfaces Consequences High Nuclear Hazard International International Complex or Novel Construction Medium Nuclear Hazard National National Medium Complex Design with Novel Aspects Some Complex or Novel Construction Low Nuclear Hazard Site Local Community Complexity Level Financial Technical Delivery Risk Time Commercial Design Construction Commissioning 5 £350M+ TRL 1/2 Internationally split Very High Fast Track High Commercial Risk Highly Complex Novel Design Complex & Novel Construction 4 £170350M TRL 3/4 Major geographical split Medium to High Regulatory Deadline High Commercial Risk Medium Complex Novel Design Medium Commercial Risk 3 £70170M TRL 5/6 Geographical split Medium Site Business Drivers 2 £30-70M TRL 7/8 Medium supply chain Low to Medium Directorate Drivers Low to Medium Commercial Risk Simple but Novel Design Task No Nuclear Safety Directorate Site 1 Up to £30M TRL 9 Small supply chain Low Low Constraint Low to Medium Commercial Risk Proven Design Single Discipline Standard Equipment Building Directorate
- 8. Right People – Project Managers Career Path Type of Project(s) / Programme(s) Level 5 • Level 5 complexity • Greater than £350M Project Management Roles Executive Project Manager Level 4 • Level 4 complexity • Up to £350M project lifetime cost Senior Project Manager Level II (SPMII) Level 3 • Level 3 complexity • Up to £170M project lifetime cost Senior Project Manager Level I (SPM1) Level 2 • Level 2 complexity • Up to £70M project lifetime cost Project Manager Level II (PMII) Level 1 • Level 1 complexity • Up to £30M project lifetime cost Project Manager Level I (PMI) Supervised Tasks Project Assistant Training Availability • Other external leadership course(s) • • • • Other external leadership course(s) Cranfield University Leadership course SL Leadership/People skills courses Simulation (I & II) Instructor led & E-Learning • PM Fundamentals • Health & Safety • Simulation • Business Basics • PM People Skills • Commercial • Leadership • • APM Level D Course Introductory APM Course
- 9. Right People - Leadership o Journey To Excellence o Nuclear Professionalism o Connection Conversations o Excellence Plan o Leadership Model o Set the standard o Commit to the standard o Hold self and others to account o “Leading Projects to Success” training
- 10. Right People - Coaching • • • • • • Over 60 Peer Assist Events run Coached over 1500 project team members Average potential schedule savings of 34% Potential cost savings of £245m (22%) 4 projects killed with a saving of £629M Project delivery teams now beginning to pull these improvements and build them into their performance plans Tell me and I will forget; Show me and I will remember; Involve me and I will understand!
- 11. Right People - APM Higher Apprenticeship Phase 1 Year 1 Phase 2 Year 2 Year 3 Year 4 Diploma in Project Management (APM) Foundation Degree Project Management & Controls (Nuclear) Various placements across project delivery organisation within Sellafield Ltd 6 x 6 month placements plus 1 x 12 month placement
- 12. Right People - APM Support and Accreditation • • • • • • • • APM accreditation of the Sellafield PM Career Path Special Interest Group’s established in company APM Level D mandatory for whole PM community RPP mandatory for Project Managers above specified level Sponsorship of APM award Attendance at APM conferences Seconded PM graduate trainees into APM Introduced APM Higher Apprenticeship “Developing a community of Project Managers who are actively supported by the APM”
- 13. Right People - Achievements to Date • • • • • Site organisation of 9,000 people projectised 25 Project Mangers approaching RPP 146 Project Managers completed PM Career Path 1 20 Project Managers completed PM Career Path 2 19 employees undertaking project management MSc at Manchester University • 9 employees undertaking Foundation degree in project management and controls at UCLAN • 11 graduates completed 4 year training scheme • 10 people commenced APM Higher Apprenticeship scheme
Editor's Notes
- Good morning ladies and gentleman and thank you for inviting me to this Energy Choices conference to speak with you and to tell the Sellafield Ltd story. It has now been one year since NMP was announced as the preferred bidder for the Sellafield contract through to share transfer and my appointment to the role of Managing Director – and the year has been interesting, rewarding and challenging. We have started down a journey of discovery and improvement as we bring together learning from our parent organisations and the expertise that exists across Sellafield Ltd to create an organisation that can deliver new missions. I want to share with you who we are the work we are doing now, our successes, future plans and the challenges we all face.
- Site History Operational site for almost 60 years Initially military programme, then (mid 1950s) start of civil nuclear programme Sellafield site home to the World’s first commercial nuclear reactor and test AGR reactor Sellafield (Calder Hall) supported the generation of over 1500twh of electricity Reprocessed over 50.000te of spent nuclear fuel – metal and oxide uranium fuel The drive for nuclear deterrent and then civil energy programme has left us with many legacy issues Only in the 1990’s was waste treated in real time – previously stored in ponds and silo’s on site Sellafield very compact and constrained site – proximity of buildings and services presents a huge challenge to decommissioning 11,00 staff – 9, 800 permanent and 1,500 ASW and Contractors Early storage facilities do not meet modern day requirements and have degraded over the years – decommissioning often involves major invest in the facility before work can begin Uncertainty over inventory adds to the challenge as does uncertainty over final waste disposal form
- Sellafield Ltd Sellafield Ltd is the company responsible for safely delivering decommissioning, reprocessing, nuclear waste management and fuel manufacturing activities on behalf of the Nuclear Decommissioning Authority. The company has sites at Sellafield in Cumbria and Capenhurst in Cheshire as well as an extensive engineering design capability based at Risley in Warrington. Now under the ownership of Nuclear Management partners, Sellafield Ltd has the largest concentration of nuclear expertise in Europe, with over 50 years of experience. Site History Operational site for almost 60 years Initially military programme, then (mid 1950s) start of civil nuclear programme Sellafield site home to the World’s first commercial nuclear reactor and test AGR reactor Reprocessed over 50.000te of spent nuclear fuel – metal and oxide uranium fuel The drive for nuclear deterrent and then civil energy programme has left us with many legacy issues Only in the 1990’s was waste treated in real time – previously stored in ponds and silo’s on site Sellafield very compact and constrained site – proximity of buildings and services presents a huge challenge to decommissioning 11,00 staff – 9, 800 permanent and 1,500 ASW and Contractors Early storage facilities do not meet modern day requirements and have degraded over the years – decommissioning often involves major invest in the facility before work can begin Uncertainty over inventory adds to the challenge as does uncertainty over final waste disposal form
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- Current headcount is 10,619 although at the time of Projectisation (pre VSP) it was 11,459