Link to the study - European Parliament - Europa

Nuclear Decommissioning: Management of Costs and Risks
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exercise control over all those activities over the very long time that a decommissioning project lasts
is the central task of project management.
As can be seen from both figures, Figure 22 and Figure 23, adding selective project management
methods to a project already running in a different mode does not make much sense, because most
of the necessary data is missing, data is not available or not with the necessary reliability, interfering
influences can be overseen because they remain out of scope, etc.
Project management requires continued feedback of experiences made during task performance. The
rationale behind that reflux is that estimates made in the planning phase of tasks require validation.
Validated estimates can be used in the planning of similar tasks, thus reducing risks and uncertainties.
Such reflux of experiences is highly valuable knowledge for project management purposes.
Figure 24: Control directions and reflux of experiences in EWN’s project management
Source: (EWN 2013a)
This entails a different role for the workforce in a project managed environment: the workforce not
only has to feed back that the planned task is performed (main role in the operational phase) but
gains an additional role in controlling ('Bottom up control'), see Figure 24. Estimation from the
planning phase is confronted with calculated results from the implementation phase in order to
generate awareness of the original estimate’s reliability. Without these corrections through
experience project management would not be able to detect and correct errors.
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