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Policy Department D: Budgetary Affairs ____________________________________________________________________________________________ - Projects progress - Financial and accounting management can be described in a simplified form as follows: Tools for project management, used in JAVYS In the process of project management, JAVYS uses the following basic levels of management: Project Manager, Project Engineer, Steering Committee, and Board of Directors: - The project manager is a full-time employee of JAVYS and personally manages one or several decommissioning sub-projects and leads appointed project team(s), consisting of experts from different fields. The project has appointed professional guarantor (being a relevant division director), who directs the strategic concept and the main direction of the project. - Project Engineer is responsible for overall project management of V1 NPP decommissioning set by the project management system and he is the representative of the operational project management (and in the case of the supply model he is also representative to the contractor in accordance with the applied rules and contractual FIDIC conditions). - The Steering Committee consists of the Head of PMU (Project Management Unit) and of representatives of other JAVYS’ divisions involved in the V1 NPP decommissioning project activities. They address the interfaces with other JAVYS’ projects, as well as other business activities in JAVYS. - The Board of Directors represents the highest governing body addressing the fundamental questions of project scope, management and the budget. Project management in addition to internal meetings is also performed on the monthly progress meeting of V1 NPP decommissioning project, involving the representatives of the European Bank for Reconstruction and Development (EBRD) and PMU Consultant (Project Management Unit). Project management process continues in the external environment of JAVYS company, through the Ministry of Economy as the sole JAVYS’ shareholder and decommissioning coordinator at the national level. The next level of management is through so-called The Joint Committee of the Slovak Republic and the EBRD, in which operate, in addition to the above-mentioned entities, also relevant Slovak authorities, including the State Nuclear Regulatory Authority, the National Nuclear Fund, Ministry of Finance, Office of the Government, etc. Information about decommissioning is presented also to the Slovak Government every year. This management structure is fully functional for escalation and subsequent decisions making in managing of questions, problems and risks in risk and changes management. Risk management Within the document 'Bohunice V1 NPP Decommissioning Strategy Report' a conceptual risk management for the overall V1 NPP decommissioning project has been developed. Risk management for the overall V1 NPP decommissioning project identifies risk categories (from very low to very high, probability criteria and impact criteria) with 6 major risks defined. Each major risk includes the type, definition, risk factor with assigned probability of occurrence and potential impact on the decommissioning project. 182
Nuclear Decommissioning: Management of Costs and Risks ____________________________________________________________________________________________ Based on the classification and risk assessment a risk matrix has been developed and were proposed measures for identified set of risks in order to avoid the risks or minimize their impact. The proposed measures, as well as permanent monitoring of new risks are constantly monitored and implemented. The actual implementation and its monitoring is conducted on multiple levels and divisions of JAVYS’ organisation chart which results from the nature of the proposed measure (e.g. management risk of critical projects, or risk of other projects provides decommissioning division, but the management of risk of the assets and related measures is the responsibility of the Business and Trade Division). The risk analysis shows that the most risky area forms so-called critical projects, to which is devoted the maximum attentions at all levels of JAVYS management. Monitoring of critical projects is implemented continuously by project manager and project teams, as well as by head of the relevant department and section director. Evaluation of the critical projects is carried out on a weekly internal meeting, on monthly progress meeting of V1 NPP decommissioning project, as well as on monthly meetings of the individual projects. Each quarter is presented to General Director meeting an 'update' of the state of V1 NPP decommissioning for the relevant period. In the event of unforeseen circumstances, these problems are solved immediately (i.e. after identification, all parties are informed, the meeting is organised with an objective to find a solution – and consequently, an immediate corrective measure is applied). Risk management is also an essential and integral part of the management of each individual project. Risk management matrix included in the Inception Report for each project (i.e. group of similar subject-matter/system tasks) is developed at the beginning of the project. This risk management matrix includes all foreseen risks as well as tools to address and minimize the impact of the risks not foreseen at that time. Risk control, solving and management is carried out without any interruption during the whole duration of the project, with regular monthly monitoring at monthly meetings of project management and usually recorded in the minutes of the monthly meetings. Project Manager, where appropriate, in case of risk solutions escalation, immediately notifies the Project Engineer (and, if necessary, the Steering Committee and Board of Directors) and the risk is jointly addressed on the weekly or monthly management meetings. To manage the risk management system JAVYS uses the standard MS Office tools, providing communication, recording and visualization interfaces and MS Project program for monitoring of the interrelationship and correlations. Progress of projects Project progress is monitored by tool called Integrated Project Baseline Time Schedule in MS Project application based on Gant diagram. Progress is evaluated weekly by comparison with the so-called Baseline and on the basis of the variations, appropriate corrective measures are taken. As a base for weekly updates of schedules and projects progresses are used outputs from project meeting. Once a month, Monthly progress meeting is implemented with the participation of the main stakeholders (Ministry of Economy, European Bank for Reconstruction and Development). Quarterly, the progress of projects is submitted to the senior management of the company, where the possible corrective measures and individual projects interfaces are discussed mutually along with other company activities. 183
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