Link to the study - European Parliament - Europa

Policy Department D: Budgetary Affairs
____________________________________________________________________________________________
management training in Lyon and risk analysis training offered by EDF-CIDEN respectively took
place.
The first step towards more comprehensive decommissioning planning was taken in 2007 when the
so called 'Conceptual decommissioning plan' (in further text 'decommissioning plan') was developed
that comprises of two main decommissioning stages. According that, the decommissioning activities
should be completed in 2025 (ANNEX 5).
The 1 st stage of the decommissioning was started in 2011 and the 2 nd stage shall start in 2015
according to the decommissioning plan. Subsequently, as described in 'Combined Programming
Document – Bohunice Programme' (CPD 2012) (also see ANNEX 5), several tasks/projects and their
objectives were defined that are co-financed within the EU assistance. According to the status in
2012, the project 'Management and preparation of decommissioning activities' has been implemented.
The objective is to ensure the effective project management in compliance with western
management methodologies. Among other things, the international standards in the quality
management, risk management, interface management, scheduling and costs calculation should be
implemented.
As support it was proposed to contract a consultant to provide JAVYS with expertise or to cooperate
with JAVYS.
4.5.2. Comparison and evaluation of the project and risk management with best
practice
All three investigated cases point to serious deficiencies in the understanding of management,
responsibilities and decision processes.
A consultant group or an external PMU consultant can never take over responsibilities for failures or
mal-planning of processes, because his work has principally to be independently checked by the
management of the managing organisation, corrected or upgraded if necessary, and finally adopted
by the finally responsible management (and its control institution). It then is the management’s (and
its control institutions) failure to accept inadequate planning or consultant work. This misperception
in the current understanding of management duties and responsibilities and their control has already
been discussed in chapter 4.4.3.
Project management which is performed isolated in a PMU unit instead of being integrated into the
whole organisation cannot work properly. INPP has clearly recognized that and now tries to integrate
this as a holistic approach. Compared to best practice this has to be evaluated as being in an 'early
stage of implementation'. Bulgaria and Slovakia are on that way, too, but 'responsibility sharing'
between the management, its national administration institution, external consultants and EBRD still
is an issue.
4.5.3. Recommendations for project and risk management
A complete and adequate project and risk management, including the respective task-tailored IT
tools (PMIS), for the decommissioning project has to be considered a state-of-the-art requirement.
Improving, completing and fully implementing project and risk management should be given highest
priority. Management should set up respective work methods and tools, the controlling institutions
should supervise their design and timely implementation in the managing process.
114