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Policy Department D: Budgetary Affairs ____________________________________________________________________________________________ manner. On the other side it has been noted on several occasions that the major weakness in decommissioning projects is poor or inadequate planning and management, including unclear identification of roles and responsibilities.' (AF-Colenco 2008) Decommissioning differs in organisational compared to the operational phase of the reactor. Decommissioning can in many aspects be better compared with the building of a new reactor (construction project) than with its operation. A few differences between decommissioning and new build have to be considered, e.g. decommissioning involves radiation protection and contamination prevention issues. 2.4.1. Organisational aspects Figure 9 lists the management areas that have to be covered in a decommissioning project. Figure 9: Relevant management areas in the decommissioning phase Project management Risk management Technology management Cooperation Interrelation Safety management Financial management Personnel & competence management Source: Authors It is obvious from these listed management fields that the contribution of these areas to the success of a decommissioning project requires a specific approach. Most of these management aspects change their scope, intensity and relevance during decommissioning. This change is further characterised as follows: Project management: The scope of project management during decommissioning covers the complete project, includes all project phases (preparation, reactor unloading, demolition, the release from regulatory control), covers all planning and work processes and provides the base for cost estimates, time schedules, identification and management of critical paths, etc. Risk management: During decommissioning specific risks occur. The procedures and processes applied are of a non-routine nature, many of them only applied once or in a few cases. Applied 46
Nuclear Decommissioning: Management of Costs and Risks ____________________________________________________________________________________________ technologies have to be adapted to facility-specific conditions. The uncertainties that are associated with these steps require thorough evaluation and plan changes, if those can cause delays, especially on critical paths, or cost increases. The specific change is described as follows: 'It is extremely important to appoint a decommissioning manager and preferably to do this before the plant is shut down. This manager would have the responsibility for undertaking the development of an adequate decommissioning plan. The manager need not necessarily have direct experience in the operation and maintenance of the plant. Sometimes formulating this plan can be the responsibility of a central company headquarters department, if this exists, or undertaken by engaging specialist consultants or contractors.' (AF-Colenco 2008) Decommissioning differs widely from operation. In respect to typical organisational aspects Table 2 lists a few relevant ones and describes them further. As can be seen from those descriptions decommissioning is a largely unique task. Project and risk management are comparable with the new build construction phase, but knowledge and experience as well as the work organisation differs substantially. Decommissioning can in no aspect be compared with the operational phase and requires a completely different organisation, organisation structure, workforce, work planning, etc. Table 2: Typical organisational aspects and their characterization in decommissioning/deconstruction, construction and operation of nuclear reactors ORGANISATIONAL ASPECT Project management Risk management Personnel, Knowledge and Competence management Work organisation DECONSTRUCTION CONSTRUCTION OPERATION Central: To plan far ahead, to understand complex interactions, to understand consequences, to create optimized flows, to manage experiences, to fit plans to changes, etc. Central: To understand all technical, organisational and financial risks in respect to their consequences for the critical flow path, risk communication culture necessary and vital Central: Complete U-turn necessary with existing personnel, requires substantial change in self-conception of management and personnel, changes considerably over time, limited attractivity, project approach habits to be learned Complex: Nearly completely project-oriented, task determines work organisation, practically no routine work and procedures, unknown and uncertain conditions require continuous re-adjustment, requires mostly interdisciplinary approaches, experience reflection and reflux on all levels necessary External sources: Availability and appropriateness completely task of the building company, planned and provided by external sources Central: Plan-dependent work organisation, project-type work organisation, regular readjustment necessary to fit to work progress and delays, interdisciplinary as far as necessary, oriented mainly to experiences from past projects Scarcely necessary: except for major refitting of the facility or for outage planning and control Small relevance: Limited scope, limited uncertainties, most risks well known, limited influence Limited relevance: Mainly routine competence and work, well plannable ahead, nearly no relevant changes over time, high job appeal Standard: Hierarchical command/confirm/execution structure, handbook-driven work, mostly routine, moderate influence of experiences Source: Authors 47
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