SWEDEN CASE STUDY: INTERFACE WITH PROJECT DELIVERY TOOLS

Project delivery tools

At this point the decommissioning studies and their cost estimates form the reference documents for the monitoring and financial control of project delivery and available funds; however, as mentioned above the structure for this is under review as part of the strategy process.

The interface with project delivery tools in context of decommissioning cost estimations is considered to consist of planning of the decommissioning projects (i.e. refining understanding of the cost consequences of decisions) and execution of decommissioning projects (i.e. project controls and project delivery management).

The interface with project delivery tools for planning and execution of the decommissioning projects is structured on the basis of the three major tasks of nuclear D&D and suitable key performance indicators and the costs specifically related to them:

Operation and maintenance of auxiliary systems, surveillance of plant and plant security

These measures are necessary as long as the plant is a nuclear site and the radioactivity is not removed, to support D&D work and waste management. OMS expenditures are influenced by the decommissioning strategy. These base cost are directly connected to the ownership of the plant and to “time”.

Use is made of the same principles as followed during the operation of a nuclear power plant and the project controls are comparable to the normal operation performance process.

Main key performance indicators (KPI) can be:

•availability of critical systems;

•specific cost for operation and maintenance;

•personal indicator (e.g. number of FTE);

•safety indicator.

D&D work packages

The decommissioning of systems and the “Dismantling” of radioactive material is required to fulfil the legal requirements of an operator. The measures can be somewhat delayed to the future, stretched or compressed. In general, the measures follow the principles of projects, even if they are directly influencing each other and operation mentioned above.

D&D work packages and special projects (e.g. treatment facilities, interim storage and system adaptions) follow the control and performance approach of a “major asset project”.

Main KPIs can be:

•time (e.g. milestone trend analysis, schedule);

•cost;

•performance (e.g. dismantled mass [Kg], decontaminated surface [m²]);

•resources;

•risk;

•safety indicator.