Link to the study - European Parliament - Europa

Policy Department D: Budgetary Affairs
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The management selects and controls external consultants that send their experts to work with
the managing organisation (either with the management or the work level, whatever
appropriate for the task).
The PMU is fully integrated into the managing organisation level, defined and controlled by its
management.
The managing organisation’s budget control issues are a task of the national administration
(source 1, the institution responsible for national fund control) as well as of EBRD (source 2,
control on behalf of the EC budget contribution) and serves as control of the due diligence.
Improvements of the management in the three countries are still possible. This involves on the one
side to strengthen the management’s role as a planner of strategic decisions (see chapter 2.4.3), but
on the other side also to hold management responsible for any failures, for
perceiving/evaluating/communicating risks and for consistently controlling work planning and work
progress.
In order to strengthen the role of the management a clear definition of its tasks should be
established. One of the tasks should involve the complete internal control of the work progress, to be
reported using meaningful and significant indicators to the supervising organisations.
The management and its control institutions, not any outside institutions, should be held responsible
for all aspects that involve control over the decommissioning process.
4.5. PROJECT AND RISK MANAGEMENT
As described in chapters 3.4.3 and 3.4.4 project and risk management should govern the whole
planning process of the decommissioning project.
This chapter identifies the approaches in the three countries and compares them with the best
practice.
4.5.1. Project and risk management approach in the decommissioning projects
Bulgaria
ANNEX 3, page 150, lists several examples of projects and their delay. Among them are well
foreseeable reasons for delays that can well be expected and should be detected with a functioning
systematic project and risk management approach.
E.g. the time that was required for unloading the pools was underestimated by the consultant group.
The described reasons (delay in finishing the external storage facility through detection of unsuitable
underground conditions and delayed cask delivery) point to underestimated risks that were not
correctly evaluated. The condition of the underground of a site for a facility must well be known if the
planning involves state-of-the-art foundation ground examination as part of the site identification,
site selection and evaluation process. So risks of this kind are foreseeable, if the planning is following
rules that allow for early risk identification.
The example shows that project and risk management are still to be vastly improved. The responsible
decommissioning organisation has to take control over all relevant issues and has to have the
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