The 12th International Conference on Environmental ... - Events
The 12th International Conference on Environmental ... - Events
The 12th International Conference on Environmental ... - Events
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Sessi<strong>on</strong> 9-10 Abstracts<br />
7) IMPLEMENTATION OF THE BEST IN CLASS PROJECT MANAGEMENT AND CONTRACT MANAGEMENT<br />
INITIATIVE AT THE DEPARTMENT OF ENERGYS OFFICE OF ENVIRONMENTAL MANAGEMENT - 16062<br />
Scott Van Camp, U.S. Dept. of Energy (USA); Mike Deiters,Project Time & Cost, Inc. (USA)<br />
Since its creati<strong>on</strong> in 1989, the Department of Energy (DOE), Office of Envir<strong>on</strong>mental Management (EM) has struggled with<br />
a legacy of inadequate project management and c<strong>on</strong>tract management. This has been manifested in recurring scope changes, cost<br />
overruns and schedule delays, and has been documented in multiple internal and external reviews. EM has committed itself to<br />
improving project performance and undertaken a number of proactive management initiatives including the development of a Best<br />
in ClassProject Management and C<strong>on</strong>tract Management organizati<strong>on</strong> (i.e., the BICPM Initiative).<br />
During 2007, EM assessed the status of project management and c<strong>on</strong>tract management at 15 EM sites. <str<strong>on</strong>g>The</str<strong>on</strong>g>se assessments evaluated<br />
strengths and weaknesses in 12 key project management capabilities and three c<strong>on</strong>tract management benchmarks. <str<strong>on</strong>g>The</str<strong>on</strong>g> January<br />
2008 Compilati<strong>on</strong> Assessment Report showed that EM faces significant challenges in its missi<strong>on</strong> executi<strong>on</strong> due to staffing<br />
shortages, project and c<strong>on</strong>tract management integrati<strong>on</strong>, insufficient project-oriented culture, and lack of a clear role for Headquarters<br />
in BICPM.<br />
EM then formulated a strategy to meet their objectives in the March 2008 Corporate Implementati<strong>on</strong> Plan. It summarizes<br />
BICPM efforts, introduces the visi<strong>on</strong> for BICPM, identifies the strategy for achieving BICPM, and describes a process for implementing<br />
BICPM. That is, it acts as a roadmap to address EMs challenges. It also documents 18 Recommended Priority Acti<strong>on</strong>s<br />
(RPAs) that are the key to correcting these challenges. <str<strong>on</strong>g>The</str<strong>on</strong>g>se RPAs provide a clear path forward that can be communicated to the<br />
entire EM organizati<strong>on</strong> and provide the foundati<strong>on</strong> up<strong>on</strong> which a BICPM culture can be built. EM has since gained c<strong>on</strong>siderable<br />
momentum and progress towards instituti<strong>on</strong>alizing BICPM. This paper provides a discussi<strong>on</strong> of the BICPM Initiative and its implementati<strong>on</strong>.<br />
8) EDUCATION AND INDUSTRY PARTNERSHIP: A CASE STUDY OF CO-DELIVERY - 16065<br />
Timothy Mercer, John Tyndall Institute for Nuclear Research (UK);<br />
J<strong>on</strong>athan Francis, University of Central Lancashire (UK)<br />
One of the essential elements for safe operati<strong>on</strong> of a nuclear licensed site is the availability to the licensee in sufficient numbers<br />
of suitably qualified and experienced people to carry out and manage the operati<strong>on</strong>s and associated design work. In the last<br />
few years, there have been a number of reports to illustrate the recent and current problems of recruiting such people to work in the<br />
traditi<strong>on</strong>al locati<strong>on</strong>s for nuclear pers<strong>on</strong>nel in the North-West of England. C<strong>on</strong>cern for the immediate future is exacerbated by a peculiar<br />
demographic of the people currently employed in positi<strong>on</strong>s demanding higher level skills.<br />
In resp<strong>on</strong>se to the growing realizati<strong>on</strong> that there is an impending skills gap that needs to be filled, Sellafield Talent Management<br />
team (and latterly with support of the NDA) have been working with a number of educati<strong>on</strong> and training providers to put in<br />
place bespoke courses aimed at overcoming this shortage. In the absence of a steady stream of willing graduates from technical and<br />
management courses, the primary strategy has been to encourage life-l<strong>on</strong>g learning and up-skilling am<strong>on</strong>gst its employees, targeting<br />
those who, for whatever reas<strong>on</strong> up<strong>on</strong> leaving school, missed their opportunity to study and progress to train at a high level, but<br />
who possess that potential and have now developed a keenness to proceed with that study in later life.<br />
One Foundati<strong>on</strong> Degree has been selected for development of a unique approach to higher educati<strong>on</strong>. <str<strong>on</strong>g>The</str<strong>on</strong>g> work of University<br />
of Central Lancashire and its West-Cumbrian educati<strong>on</strong> and training partners has featured as a case study in other media, but this<br />
paper reports <strong>on</strong> a fresh development within that work: co-delivery.<br />
SESSION 10 - EM LIFE-CYCLE ECONOMICS AND COST-BENEFIT ANALYSIS<br />
1) UK NUCLEAR DECOMMISSIONING AUTHORITY - VALUE FRAMEWORK,<br />
ITS DEVELOPMENT AND ROLE IN DECISION MAKING - 16399<br />
Mark Wareing, NDA (UK)<br />
As part of its day to day business NDA must be able to dem<strong>on</strong>strate that it is delivering value for m<strong>on</strong>ey across its entire estate,<br />
as this is essential to securing funding from government and dem<strong>on</strong>strating to stakeholders that NDA is delivering <strong>on</strong> its missi<strong>on</strong>.<br />
Value comes in many forms such as an improved envir<strong>on</strong>ment, hazard reducti<strong>on</strong>, changes in sky line, social amenities, m<strong>on</strong>ey,<br />
employment etc. Depending <strong>on</strong> the perspective of the receiver, and their closeness to the effected area, the relative weighting they<br />
place <strong>on</strong> the different aspects of value will vary. <str<strong>on</strong>g>The</str<strong>on</strong>g>refore the challenge to NDA has been how to get a c<strong>on</strong>sistent approach to measuring<br />
value that is broadly acceptable to stakeholders and allows the different aspects of value to be compared and decisi<strong>on</strong>s made<br />
<strong>on</strong> a nati<strong>on</strong>al basis. This paper describes the work undertaken by NDA to<br />
2) STRATEGIC ENVIRONMENTAL ASSESSMENT FOR UK LLW MANAGEMENT - 16392<br />
Andrew Craze, Matthew Clark, NDA (UK); Pete Davis, EntecUL Ltd. (UK)<br />
NDA is delivering a Strategic Envir<strong>on</strong>mental Assessment (SEA) to sit al<strong>on</strong>gside the UK Nuclear Industry Low Level Waste<br />
Strategy. <str<strong>on</strong>g>The</str<strong>on</strong>g> purpose of this assessment is to fulfil our requirements under the European Uni<strong>on</strong>s Strategic Envir<strong>on</strong>mental Assessment<br />
(SEA) Directive (2004/42/EU) and transposing UK Regulati<strong>on</strong>s, and to underpin the development of the strategy. <str<strong>on</strong>g>The</str<strong>on</strong>g> outputs<br />
of the SEA have provided input into particular aspects of the strategy, leading to a more robust and informed result.<br />
Development of opti<strong>on</strong>s to be assessed under the SEA has looked at a number of factors, including:<br />
• what the strategy is aiming to achieve<br />
• expectati<strong>on</strong> from stakeholders as to what should be addressed<br />
• c<strong>on</strong>siderati<strong>on</strong> of tactical approaches to implementati<strong>on</strong> of the strategy in additi<strong>on</strong> to high level strategic issues<br />
• links to other projects and programmes (for example the Envir<strong>on</strong>mental Safety Case for the Low Level Waste Repository<br />
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