Member States intending to introduce a nuclear power programme will need to pass through several phases during the implementation. Experience shows that careful planning of the objectives, roles, responsibilities, interfaces and tasks to be carried out in different phases of a nuclear project is important for success. This publication presents a harmonized approach that may be used to structure the owner/operator management system and establish and manage nuclear projects and their development activities irrespective of the adopted approach. It has been developed from shared management practices and consolidated experiences provided by nuclear project management specialists through a series of workshops and working groups organized by the IAEA. The resultant publication presents a useful framework for the management of nuclear projects from initiation to closeout and captures international best practices.
Author(s): International Atomic Energy Agency
Series: IAEA Nuclear Energy Series
Publisher: International Atomic Energy Agency
Year: 2020
Language: English
Pages: 159
City: Vienna
1. Introduction
1.1. Background
1.2. Objective
1.3. Scope
1.4. Users
1.5. Structure
2. Nuclear projects and Factors that influence them
2.1. What is a project?
2.2. Project phases and life cycle
2.3. External environment and organizational factors that influence projects
3. Project management guidance
3.1. IAEA standards and publications
3.2. International project and construction management guidance
3.3. Small project guidance
3.4. Megaproject guidance
3.5. Front end planning
3.6. Value engineering
3.7. Design to cost
4. Areas to be managed in nuclear projects
4.1. Integration
4.2. Scope
4.3. Time
4.4. Cost
4.5. Quality
4.6. Human resources
4.7. Communications
4.8. Stakeholders and interested parties
4.9. Risk
4.10. Procurement
4.11. Health, safety and environment
4.12. Lessons learned and operating experience
4.13. Radiation dose and radioactive waste management
4.14. Licensing (nuclear, environmental and other)
4.15. Emergency planning and response (EPR)
4.16. Security and safeguards
5. Developing and implementing a management system for a project and implementing best practices
5.1. Establishing a process based project management system
5.2. Developing and encouraging best practices
6. Project management activities for a new NPP in each project phase
6.1. Introduction
6.2. Phase 1 (pre‑project activities)
6.3. Phase 2 (project development activities)
6.4. Phase 3 (contracting and construction)
6.5. Commissioning, operations and decommissioning
7. Summary and conclusion
Appendix INPP OWNERSHIP STRUCTURES AND INDUSTRIAL INVOLVEMENT SCHEMES
Appendix IIPROJECT PROCESSES AND THE DEMING CYCLE
Appendix IIIINTERNATIONAL PROJECT MANAGEMENT FRAMEWORKS
Appendix IVPOTENTIAL COMMITTEES AND WORKING GROUPS
Appendix VPROJECT MANAGEMENT ACTIVITIES IN PHASE 2 OF AN NPP PROJECT
Appendix VIPROJECT MANAGEMENT ACTIVITIES IN PHASE 3 OF AN NPP PROJECT
Appendix VIIKEY ITEMS NEEDED AT CRITICAL PROJECT STAGES
REFERENCES
ABBREVIATIONS
CONTRIBUTORS TO DRAFTING AND REVIEW
STRUCTURE OF THE IAEA NUCLEAR ENERGY SERIES
