The 12th International Conference on Environmental ... - Events

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