The document discusses Sellafield's support for major projects in the Northern Powerhouse region. It outlines Sellafield's scope of work on nuclear projects totaling £3 billion. It also summarizes Sellafield's efforts to address challenges in delivering major projects by developing strategic supply chain partnerships, boosting skills through apprenticeships and educational programs, and establishing a Project Academy to train project managers. The document encourages sharing lessons learned to help resolve common challenges across organizations in delivering major projects on time and on budget.

1. Sellafield support for
the Northern
Powerhouse
Steve Livingstone
Projects Director, Executive

2. • Introduction
• Scope of the work
• Delivering Major Projects
• Project Supply Chain
• Boosting Skills
• Questions
Outline

4. Sellafield by numbers

6. Delivering Major Projects Using Your Money
• Key Causal Factors identified for Poor Performance in the NAO Report to Public
Accounts Committee (Delivering Major Projects in Government, HC 713 SESSION
2015-16 6-1-16):
• An absence of portfolio management at both departmental and government
levels.
• Departments making firm commitments on cost and timescales for delivery
before their plans have been properly tested.
• A lack of clear and consistent data with which to measure performance.
• Poor early planning
• A lack of capacity and capability to undertake a growing number of projects.
• A lack of clear accountability for leadership of a Programme or Project.

7. Recommendations from NAO:
• Prevent departments making firm commitments on cost and timescales for
delivery before their plans have been properly tested.
• Develop an effective mechanism whereby all major projects are prioritised
according to strategic importance and capability is deployed to priority areas.
• Put in place the systems and data which allow proper performance
measurement.
• Prioritise effectively (Portfolio & Programmes)
• Make good investment decisions, ensuring that the projects and programmes
given priority offer the best value for money
• Secure the skills to deliver programmes in different ways, including agile
development techniques and the capability to lead business and service
transformation programmes; and
• Respond flexibly to developments and change direction when new
approaches do not deliver results.
Delivering Major Projects Using Your Money

8. The Challenge
• These causal factors are present at Sellafield.
• We don’t think that these gaps are unique to ourselves.
• Its all about the PEOPLE!
• As we grow the Northern Powerhouse, these gaps will increase
unless we act now.
• We want to share what we’re doing to resolve the problem
because you may share some of these problems,
AND
• You could adopt some of the solutions

9. Scope - Nuclear new build ongoing- Over 500 projects in flight:
£3bn spend on major projects over the next 5 -10 years

10. Project Supply Chain – Strategy
From
• One off tactical
procurements
• Transfer of risk
• Little continuity or
deployment of learning
• Little investment in
capability
• Over reliance on agency
workers
• Not sure we can measure
productivity
To
• Long term strategic relationship
• Risks managed by entity who can
mitigate
• Continuity and embedding learning
• Investing in capability
• Reduced reliance on agency workers
• Clear demonstration that we are
delivering productivity against national
& international benchmarks

11. Project Supply Chain – Strategic relationships
We’re establishing long-term solutions to this critical business
issue, through:
• Programme and Project Partnership
• Prior Information Notice (PIN) published in the Official Journal of
the European Union 24 June 2016 as the next step in a process
to acquire Programme and Project partners
Building on existing strategic relationships:
• Design Services Alliance
• Infrastructure Strategic Alliance
• Decommissioning Deliver Partnership
Remember its all about PEOPLE

12. Skills - Grass roots educational support
Westlakes Academy
Britain’s Energy Coast
Construction Skills Centre
National College for Nuclear

13. Skills – Development of the next generation
395 apprentices
72 Technical Trainees
111 Graduate recruits

14. Skills
• APM Project Management Qualification (PMQ)
• Total of 346 Sellafield Ltd Staff in the Project Management community:
• 246 have PMQ
• Aiming for all disciplines across the Integrated Project Teams to attain PMQ
• 142 planned in coming year
• Including 45 Designers
• APM Registered Project Professional (RPP)
• 69 have attained RPP
• 39 more RPP applications in flight

15. Skills – Project Management Apprenticeships
• We’re leading the Project Management
Trailblazer Apprenticeship Group for BEIS
(Department for Business, Energy &
Industrial Strategy)
• Working closely with APM and over 40
companies
• Associate Project Manager Standard (level 4)
approved and ‘Ready for Delivery’
• Approval received to develop Standard for Project
Manager (Degree Level)
• Expression of Interest submitted to BEIS awaiting
Green light to develop Standard for Programme
and Portfolio Manager (Masters Level)
• We have 38 Project Management Apprentices
• 10 on the new ‘Associate Project Manager’
Trailblazer Apprenticeship.

16. Skills – The Project Academy
• Completely integrated
pathway of education,
training, development
and professional
qualifications
• For all project related
professions
• Continuous ladder for
people to develop their
competencies
• Multiple entry points
• Credit prior learning

17. Skills - The Project Academy
• Cross Functional Education and Training:
• Broader knowledge
• Improves integration and effectiveness of project team
• Qualifications
• Higher Education Credits
• Professional Body Accreditation
• Not bespoke to nuclear industry or Sellafield
• Available to other companies
• Available to the local population
• Led by University of Cumbria with University of Manchester,
Lakes College, Furness College and SME’s
• Project Management skills are sector transferable and Sellafield
is acting as a catalyst

18. Skills - Summary
• We’re actively engaging in long term relationship with our
suppliers, so that they can invest in their people.
• We’re boosting our skills. We’re acting as a catalyst by leading:
• HMG Trailblazer level 4 Associate Project Manager
• HMG Trailblazer Level 6 (Degree) Project Manager
• HMG Trailblazer level 7 (Masters) Programme and Portfolio
Manager
• The Project Academy education is open to you too
• Please talk with the University of Cumbria, University of
Manchester and Sellafield representative who are here
today

19. Summary
•Collectively, yes YOU & I, Supply Chain,
Academics & Clients … are we doing
enough to secure a productive future for
the region I call HOME ?