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Policy Department D: Budgetary Affairs ____________________________________________________________________________________________ The EWN approach is thus characterized by a high degree of management responsibility, a clear distinction between strategic and operational decisions and a clear definition of control activities and issues. Figure 21: EWN management and decision levels Source: Authors 3.4.3. Organisation structure of decommissioning and project management organisation Requirements The main tasks to be fulfilled by a decommissioning project are: The timely removal of contamination and the enclosure of activated and contaminated components and structures in accordance with waste management practice and requirements; The removal of all buildings and structures that are not to be re-used; The release of the site from regulatory control. As this requires resources (in the cases discussed in this study: public resources) an additional requirement is that the amount of consumed resources shall be minimized, as far as minimization does not compromise safety. There are currently no formulated requirements in Germany on how the organisation structure and the overall management of a decommissioning project should be designed. Usual handbooks for decommissioning concentrate solely on the health and safety aspects of management. Only for this Safety Management of the operator have formal regulations been defined (compatible and in accordance with IAEA (IAEA 1999) and WENRA (WENRA 2007) requirements). As such regulation does not contribute to the question of how to best organize and control a decommissioning project, the following description does not center on the Safety Management requirements alone. 82
Nuclear Decommissioning: Management of Costs and Risks ____________________________________________________________________________________________ Practice From the very outset external managers were hired who have long experiences in the project management of large and complex construction projects. With this step it was assured on the management level that favourable conditions for adapting to the very different task of decommissioning were in place. The typical methodology of project management, the tools and the very different planning and work approaches, as compared with the operational phase (see Table 2 on page 47) were thus introduced from the outset, providing a different general approach to planning and execution. This contrasts with other approaches where the adaptation of the organisation and its work approach is achieved after long periods of slow conversion. Project management uses a set of IT planning tools and accounting methods, usually called a project information system (PMIS 9 ). Such a system provides up-to-date information on the status of all relevant decisions, properties, resources, etc.. PMIS systems can be applied as an add-on, accompanying other systems, or as stand-alone systems that include all relevant aspects of a project. Figure 22 provides an overview of the issues and aspects in the PMIS at EWN. Figure 22: Elements of project management at EWN Source: (EWN 2013a) 9 'A project management information system (PMIS) is the coherent organization of the information required for an organization to execute projects successfully. A PMIS is typically one or more software applications and a methodical process for collecting and using project information. These electronic systems 'help [to] plan, execute, and close project management goals'. PMIS systems differ in scope, design and features depending upon an organisation's operational requirements.' From: http://en.wikipedia.org/wiki/Project_management_information_system 83
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