Case Study Project Management and Project Planning

Case Study Project Management and Project Planning Decommissioning Project Greifswald Axel Bäcker

IAEA Workshop on Decommissioning Planning and Licensing, Karlsruhe/Germany – November 2012

Project management & planning

Contents 

project strategy/planning



project implementation



project management/controlling


Project strategy / planning (main issues)



project analysis



key decisions



licensing strategy/project planning



project planning/technical concept


Project strategy / planning (main issues) – Project analysis

Basic tasks and objectives  investigation of scenarios for the company strategy  timely sequence of main tasks  planning of the necessary personnel (qualification measures)  evalution of alternatives (technical, personnel)

ã definition of the company strategy (decommissioning main goals)

ã WBS creation (part projects definition)


Project strategy / planning (main issues) – Project analysis

Steps system analysis à

definition of the overall strategy

detailed analysis for main issues à

technical strategy

à

personnel development

à

cost development


Project strategy / planning (main issues) – Project analysis Main considerations • • • • • •

(fuel management) Material (waste) management & mass flow logistic dismantling strategy post operation personnel strategy site reuse options

 define main dependencies between activities  define mile stones and overall project life time  prepare key decision plan (with arguments) HOW to do it??


Project strategy / planning (main issues) – Project analysis Practical realisation

Basis for the decision making process (system analysis)

DECISION TREE


Project strategy / planning (main issues) – Project analysis Decision tree dismantling

Energiewerke Nord Energiewerke NordGmbH GmbH Unternehmensentwicklung Stillegung und Abbau

1990

ja

Unternehmensentwicklung integrierte Standortentwicklung

1990

nein

1

Personalstrategie AR-Beschluß 1990 sicherer Einschluß nein

Ende

ja

2

Unterstützung Region, aktive Öffentlichkeitsarbeit

1991

Flächenrecycling und Demontage Altanlagen

nein

3

1991

Stillegungskonzeptstudie EWN, KAH, NIS Ende

ja ABBAU BRENNELEMENTE

STILLEGUNGSABFÄLLE

BETRIEBSABFÄLLE

STANDORTBETRIEB

NACHBETRIEB

32

nein

Industriebrache

ja

1992

defekte Brennelemente

aus freien Marktgründen nur teilweise realisiert

feste Abfälle

ja

ja

nein

33

nein

Einlagerung Morsleben

1993

10

7

25

Konditionierung mobile Anlage

Konditionierung ZLN

ja

nein

ja nein

ja

ja

14

16

nein

aus Wirtschaftlichkeitsbetrachtungen aufgegeben

nein

Ende

nein

Ende Bereitstellung Sonderbehälter und Handhabungstechnik

1995

Konfektionierung vor Ort oder ZLN Ende

Schmelzanlage/ Verdampferanlage EWN nein

15

nein

5

ZLN

Schmelzanlage Extern/ Verdampferanlage ZLN Ende

Ende

ja

nein

28

Ende

nein Personalausstellung

ja

nein

29

nein

Restbetrieb

ja Abbau mit Fremdunternehmen

19

nein

ZLN

24

nur Halle 7

ja

ja

Ende

nein

ja

37

1994

39

Personalausstellung

ja

nein Personalausstellung Ende

Personaltransfer zu Stillegung und Abbau

ja (EWN)

38

1995

nein (§ 249 h)

ja

Realisierung Infrastruktur für Investorprojekte

Personalausstellung Ende

Ende

21

Block 5, KKR-MH geklärt

22

1996

abhängig von Realisierung TTC und Privatisierungs-/ Industrialisierungskonzepten

nein

Personalumsetzung möglich bis Bereitstellung Abbautechnik

Ende Entwicklung Technik Castor/Pollux

36

Ende

ja

Ende

nein


Ende

Abbautechniken verfügbar

Ende

Umlagerung Castor ZLN

ja

35

Personalausstellung

Terminverzug 1:1

nein

20

Beräumung unterirdische Wirtschaft

Ende

30

Ende

1993 nein

Ende

Personalzuordnung zum Stellenplan Stillegung und Abbau

ja

stationäre Anlage Zustandsanalyse konform Erwartungen

34


Ende

nein

Ende

Anpassung Infrastruktur für Investorprojekte

ja

23

ja

Rekultivierung

Erschließung der Flächen für Neuanlagen

Qualifikation vorhanden ja

ja

nein Ende

KRB-MOX

1997

nein

26

Nachqualifizierung


Stillegungsgenehmigung

1996 Castor ZLN

Umlagerung des Personals bei Ausgliederung

ja

ja

ja ja

ja

nein

nein

27

Ausgliederung nach § 613 a BGB

nein

18

keine Rückstellung für KGR, KKR Gebäudeabriß

8 Ende

Modellprojekt Block 5-8 Teilstillegungsvorhaben

nein

Konfektionierung ZAW

ja 11

ja

ja 13

Bereitstellung VERA + weitere Lagerkapazität

Castor Block 1-5 bzw. Rheinsberg

nein

Einsatz und Auswahl EWN-Stammpersonal für Stillegung und Abbau ja

nein

Ende

1994

yes 17

Einlagerung ZAB nein

Ausgliederung von Betriebseinheiten (Fernwärme, Schaltanlage), Automatisierung von Betriebseinheiten

complete dismantling no

ja

6 nein

1992

nein 12

4 Transporttechnik für Einlagerung verfügbar

Ende

Entwicklung zum Energie- und Industriestandort

nein

1997


Personaleinsatz außerhalb EWN ja

1998

31

BE-Wiederaufarbeitung ja

9

nein

nein

Aufbau Stillegungs- und Standortbetreibergesellschaft

schrittweise Personalausstellung

Ende

Endlager

Endlager

Erhaltung Reststruktur

Privatisierung

Ende

Ende

Ende

Ende

1998 Referenzstrategie Strategiealternativen

Ende

Direkte Endlagerung Ende

programm-, personal- und terminbestimmende Meilensteine


Project strategy / planning (main issues) – Project analysis Decision tree waste management

Energiewerke Nord Energiewerke NordGmbH GmbH Unternehmensentwicklung Stillegung und Abbau

1990

ja

Unternehmensentwicklung integrierte Standortentwicklung

1990

nein

1

Personalstrategie AR-Beschluß 1990 sicherer Einschluß nein

Ende

ja

2


1991


nein

3

1991

Stillegungskonzeptstudie EWN, KAH, NIS Ende

ja ABBAU BRENNELEMENTE

STILLEGUNGSABFÄLLE

BETRIEBSABFÄLLE

STANDORTBETRIEB

NACHBETRIEB

32

nein

Industriebrache

ja

1992



feste Abfälle

ja

ja

nein

33

nein

Disposal Morsleben

1993

10

ja

ja

14

16

nein nein


nein

Ende

nein


1995



15

nein

5

ZLN


Ende

ja

nein

28

Ende


ja

nein

29

nein

Restbetrieb


19

nein

ZLN

24

nur Halle 7

ja

ja

Ende

nein

ja

37

1994

39

Personalausstellung

ja



ja (EWN)

38

1995

nein (§ 249 h)

ja



Ende

21


22

1996


nein



36

Ende

ja

Ende

nein


Ende


Ende


ja

35

Personalausstellung

Terminverzug 1:1

nein

20


Ende

30

Ende

1993 nein

Ende


ja

stationäre Anlage Zustandsanalyse konform Erwartungen

34


Ende

nein

Ende


ja

23

ja

Rekultivierung



ja

nein Ende

KRB-MOX

1997

nein

26

Nachqualifizierung



1996 Castor ZLN


ja

ja

ja ja

ja

nein

nein

27

Ausgliederung nach § 613 a BGB

nein

18


8 Ende


nein


ja 11

ja

ja 13

Additional storages


nein

25


Konditionierung ZLN nein

Einsatz und Auswahl EWN-Stammpersonal für Stillegung und Abbau ja

ja stop

1994

17

no

yes 7

aus Rückstellungsgründen nur teilweise realisiert

ja

nein

Einlagerung ZAB nein


kompletter Rückbau

ja

6 nein

1992

nein 12


Ende


nein

1997



1998

31


9

nein

nein



Ende

Endlager

Endlager


Privatisierung

Ende

Ende

Ende

Ende


Ende




Project strategy / planning (main issues) – Project analysis Overall decision tree EWN

Energiewerke Nord GmbH Unternehmensentwicklung Stillegung und Abbau

1990

ja

Site reuse

1990

nein

1

Personnel strategy AR-Beschluß 1990 sicherer Einschluß nein

Ende

ja

2


1991


nein

3

Ende

ja

Fuel elements

Dismantling material

Operational waste

1991

Stillegungskonzeptstudie EWN, KAH, NIS

Dismantling

STANDORTBETRIEB

Post operation

32

nein

Industriebrache

ja

1992



feste Abfälle

ja

ja

nein

33

nein

Einlagerung Morsleben nein

nein

10

Einlagerung ZAB 7

nein

ja

ja

14

16


Ende

Ende

nein


nein





15

nein

ZLN

5


Ende

ZLN

nur Halle 7

ja

nein

28

nein

29

nein

ja


Restbetrieb


nein

24

ja

ja


Ende

21

ja



ja (EWN)

38

1995

nein (§ 249 h)

ja



Ende


22

1996


nein



39

Personalausstellung

Ende

ja

Ende

1994

Ende


Ende

nein

Personalausstellung

Terminverzug 1:1

nein

20

36

ja

37


Ende

30 Zustandsanalyse konform Erwartungen


nein

Ende


ja

1993 nein

ja

35


Ende

nein

19

34


Nachqualifizierung ja

stationäre Anlage Ende

Ende



ja

nein Ende

KRB-MOX

1997

nein

26

Ende

23

ja


1996 Castor ZLN

ja

Rekultivierung

nein

27

ja

ja ja

ja


Ausgliederung nach § 613 a BGB Personaltransfer zu Stillegung und Abbau

nein

18

8

1995

25 nein

nein

nein


ja

11

ja

nein

ja 13

Bereitstellung VERA + weitere Lagerkapazität


1994


Konditionierung ZLN

ja

aus Rückstellungsgründen nur teilweise realisiert

ja Ende

Einsatz und Auswahl EWN-Stammpersonal für Stillegung und Abbau

nein

ja

17

nein

ja nein


kompletter Rückbau

ja

6

1993

1992

nein 12


Ende


nein

1997



1998

31


9

nein

nein



Ende

Endlager

Endlager


Privatisierung

Ende

Ende

Ende

Ende


Ende







project analysis



key decisions








Project strategy / planning – EWN initial key decisions

 Direct dismantling no Safe Enclosure

 Introduce project organization  Project realisation by own staff instead of contractors  Erect major interim store on-site for fuel, waste and treatment  Reuse of site for industrial and energetic uses





project analysis



key decisions








Project strategy / planning (main issues) – Licensing strategy/project planning -step by step procedure basic documents for dismantling project p a r t o f

o v e r a l l

license 1995

application for dismantling license

issue of dismantling license

pre checking documents

Explanatory reports on - fire protection - dismantling - radiation protection - remote dismantling - waste management Operation manual - procedures of operation systems - radiaton protection ordinance - decommissioning and dismantling ordinance Technical planning: - which parts should be dismantled - which parts should be remained Authority of the country Mecklenburg-Vorpommern

Authorised expert (technical control organisation, experts of fire protection, site safety )

VPU 0 VPU 1

VPU 2





project analysis



key decisions








Project strategy / planning (main issues) – Technical concept - contents



main decommissioning and dismantling steps

   

dismantling principles operational waste management categorisation of systems/buildings/areas by radiological classes inventorisation

   

mass flow logistic (from dismantling) main items of necessary plant adaptations main items of investments (new equipment, new installations) special dismantling and disposal concept for highly activated components safe post operation, evaluation of the residual life time of old equipment possibilities to reduce costs (alternatives)

 


Project strategy / planning (main issues) – Technical concept – dismantling principles



dismantling planning on system basic, execution on room basis



start in unit 5; low contamination / radiation dose



from low to high contamination / radiation dose



use market equipment



in situ decontamination only for dose reduction



whole components / parts as possible for decay or treatment in interim storage


Project strategy / planning (main issues) – Technical concept – material categorisation Radiological classes

category I

unrestricted material from the monitored area which is not subject to the release measurement procedure

category II

suspected material (an eventual contamination cannot be excluded) from the monitored area, mainly from the turbine hall

category III

contaminated material


Project strategy / planning (main issues) – Technical concept – inventory issues 

- inventory of buildings, rooms and equipment (only so deep as necessary!!) - radiological classification of components, systems, buildings, areas - dose rate situation in rooms - waste inventory from operation

Planning tasks to be solved on this basis: 

planning of - working hours per room / dose estimation - preliminary actions as decontamination for dose reduction before dismantling



planning of possible mass flow intensity and of containers for storing of dismantled material and waste



determination of material for further conditioning and treatment



determination of necessary buffer storages and treatment possibilities


Project strategy / planning (main issues) – Technical concept – inventory (mass flow)

NPP Greifswald 1 800 000 Mg

Category 1 ~ 1 235 000 Mg

Plant parts TH 1 - 6, CA 6 ~ 50 000 Mg Building structure ~1 185 000 Mg

2/

Radioactive material Category 2 and 3 ~ 565 000 Mg

3

1/

Plant parts TH 1 – 5, IH 1 - 5 ~ 68 000 Mg

Building Structure and concrete ~ 497 000 Mg


3




project analysis



key decisions









Contents 









Project implementation – Main items



project definition (WBS)



project execution



registration of actual data


Project implementation – Project definition Technical project structure Definition of main projects – as basic for the WBS (example EWN) all in all 6 Projects:



decommissioning and dismantling of unit 1 – 6 KGR



decommissioning and dismantling of KKR-unit



refurbishments (plant adaptation and new facilities)



construction of the new interim storage



waste management



site reuse preparation


Project implementation – Project definition Work breakdown structure EWN








project execution





clarification of content and scope of technical planning documents (PCD 0,1&2)

execution planning (pre-checking documents)

licensing procedure

Project implementation - Project execution Detailed planning

issuing of dismantling licence



„Pre-checking document „ (PCD, German abbreviation VPU), requirement of authority before starting of any decom. work PCD‘s are to be submitted to the authorized experts to check these documents regarding the licence and technical rules

PCD in connection with KGR decommissioning (VPU 0, VPU1, VPU2)

PCD in connection with storage of residual materials

PCD in connection with adaptation of systems, refurbishment, new equipment, wall opening


Project implementation - Project execution Detailed planning PCD 1 (content) – Execution of cutting points between Systems to be dismantled and operation systems

•

Description of tasks

•

List of systems to be decommissioned

•

Catalogue of the mechanical, electrical and instrumentation cutting points

•

Adaptation of P&I flow sheets to show parts to be dismantled

•

Preconditions (removal of media, cleaning, decontamination, removal of hot spots)

•

Step by step working plan

•

Dismantling instruction to realize the cutting points


Project implementation - Project execution Detailed planning PCD 2 (content) – Dismantling execution •

List of systems to be dismantled

•

List of remaining systems

•

Kind of material,

•

mass per system and room (inventory database)

•

Preconditions for dismantling (wall opening, changing of remaining systems, new airlocks)

•

Step by step working plans

•

Dismantling instructions

•

Plan for dose assessment (>25 mSv)


Project implementation - Project execution Detailed planning Principle of decommissioning

§7 facility- category IV

VPU 1

Free release through authorized expert

VPU 2

Sign of cuttig points

Realisation of cutting points

Emptying cleaning

Confirmation of cutting points



PCD 1 implementation example - Electrical cutting point IAEA Workshop on Decommissioning Planning and Licensing, Karlsruhe/Germany – November 2012


PCD 1 implementation example - Cutting points of reactor IAEA Workshop on Decommissioning Planning and Licensing, Karlsruhe/Germany – November 2012







project execution





Project implementation – Registration of actual data

OD

claiming of working orders

PM

used manpower

registration of dismantled material (mass flow supervision)

invoice of contractors (services)

kg

direct costs

time consumption

schedule/ mile stones

checking period: bi-weekly / monthly checking level: working package (activities) IAEA Workshop on Decommissioning Planning and Licensing, Karlsruhe/Germany – November 2012







project execution






Contents 









Project management / controlling – Controlling level working packages

Estimated costs

Basic time schedule

Project controlling

top down

Project Part project Program

Time

bottom up

Detailed time schedule

Working package

Costs

Activity Action Task

Detailed project controlling

Nominal costs


Project management / controlling – Basic time schedule


Project management / controlling – Time schedule planning time schedule planning by Project Engineers •

based on

- mile stones and dependencies - different project structure levels - licensing conditions - basic time schedule and budget

supervision of realisation by Project Managers (Controlling) •

•

continuous inquiry of actual data and comparison with nominal data (planned or calculated) according to: - mass (kg) - manpower (mh) - costs (€) - time consumption (d) calculation of actual cost specific factors and correction factor


Project management / controlling – Actual controlling actual controlling by PM (controlling department) 

assessment of differences between actual and nominal data



adaptation of cost specific factors and correction factors



control of manpower capacity (mh) and dismantling productivity (kg/mh)



feedback of correlated factors into the planning tool of the DeManS (decommissioning management system)



shifting of working packages outside the critical path on time (smoothing of capacity peaks)


c o n v e n tio n a l b u i ld in g d e m o l i ti o n

a u th o rit y c o n t ro l e x e m p ti o n a u t o m i c la w

s ta rt m e ss ure m en t b uil d in g

u n it 3 + 4 a n d w e t f ue l s to ra g e

u ni t 1 + 2

s ta r t d i s m a n t l i n g

Project management / controlling – Actual controlling


c o n v e n t i o n a l b u i l d in g d e m o li ti o n

a ut h o ri ty c o n t ro l e x e m p t i o n a u t om i c law

s tart m e ss u re me n t b uil di n g

un it 3 + 4 a n d w e t f ue l s to ra ge

u ni t 1 + 2

s ta rt d i s m a n tl in g

Project management / controlling – Actual controlling


Project management / controlling – Reporting and documentation



reports on actual status of project performance



estimation of project performance (forecast)



preparation of management decisions in advance to the project revision (to change the project strategy)



preparation / justification and issue of a new revision of the project performance (each two years)


Project management / controlling – Actual controlling Optimisation of the whole decommissioning process Practical results - dismantling of big components and decay storage reactors (part 1), SG, pressurizers: • Shorten project time– ca. 3 a • Decrease of overall cost – ca. 15% – – – – –

(apr. 250 Mill.€) by: shorter remaining operation phase optimisation of container costs minimisation of final storage volume easier treatment condition due decay time lower personnel costs

Decommissioning Costs KGR

Mio. €

Concept planning

7.63

Licensing (ca. 4%)

65.83

Project controlling (ca. 1%)

14.54

Dismantling monitored area (ca. 3%)

43.45

Remote dismantling (ca. 7%)

113.11

Dismantling controlled area overall dismantling (ca. 4%)

67.47

Refurbishing (ca. 7%)

121.12

Material (Waste) Management (ca. 25%)

386.82

Remaining operation (ca. 50%)

833.00

1,653.0 0 IAEA Workshop on Decommissioning Planning and Licensing, Karlsruhe/Germany – November 2012


Contents 









Thank you for your attention !


Case Study Project Management and Project Planning

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