quelles leçons de management de projet peut-on tirer de ces ......flamanville, taishan, olkiluoto...

Flamanville, Taishan, Olkiluoto et Hinkley Point :

quelles leçons de management de projet

peut-on tirer de ces quatre EPR ?

ClubGrandsProjets10juin2020

ThierryROLLAND

Club Grands Projets - 10 juin 2020 – p.2

4 EPR™ Units Under Execution

Olkiluoto 3 Flamanville 3

Taishan 1&2

The World’s First Gen III+ Fleet to be

deployed


The largest contract ever signed in the civil nuclear industry : 8G€

Taishan 1&2


Site location

TAISHAN

Hong Kong

Club Grands Projets - 10 juin 2020 – p.5 Project Management – January 18th 2013 - p.5

November 2007… TAISHAN

Daya Bay

TAISHAN

Daya Bay


$13Bn*

The Chinese contract A long-term vision of nuclear supply

*8Bn€ Discussions on cooperation in treatment and

recycling

Uranium supply until 2026

Conversion + enrichment services

until 2026

Construction of 2 EPR

Fuel assemblies for

15 years + JV zirconium tubing

JV Engineering

This contract illustrates the value of AREVA’s model


Project overview Customer CGNPC

CGNPC – China Guangdong Nuclear Power Holding Corp. Ltd.

One of the 3 Chinese Nuclear Electrical Companies

Developing a nuclear program historically in the Guangdong province (Daya Bay, Ling Ao I&II…) and now in other provinces

Capital: CNNC (45%), Guangdong Province (45%) & China Power Investment (10%)

Today, CGNPC wants to create its own nuclear industry to position as the major actor of the electronuclear development in China

CGNPC involves many of its own subsidiaries into the Taishan Project, among them China Nuclear Power Engineering Company (CNPEC) and China Nuclear Power Design Company (CNPDC)


November 26, 2007 (Beijing) - signature of Global Agreement and its 4 contracts:

u Nuclear Island Engineering & Procurement, incl. Full-Scope Simulator

u Fuel Cores Supply

u 2 related Technological Transfers

Contractual situation

AREVA is responsible for the Nuclear Island (NI)

design and procurement, and is leader

of a consortium involving 2 subsidiaries

of CGNPC for procurement (CNPEC)

and design (CNPDC)


Two EPR units, French EPR (FA3) as the reference power station

Client: JV between CGNPC (70%) with EDF (30%)

EP Contract (not EPC) for whole Nuclear Island

Construction managed by the Client

Technical Assistance for Installation & Commissioning (Client scope)

Three party Consortium with AREVA leadership

Other: Enriched Uranium and Fuel assemblies, Technological transfer

8 B€

Taishan Project integrated contract over 20 years


Taishan scope of work

Primary Loop:

- Engineering

- Procurement

I&C, Electrical:

- Engineering

- Procurement

Bulk & HVAC:

- Engineering

- Procurement

Auxiliary Equipment:

- Engineering

- Procurement

Civil:

- Basic design

- Detailed design

In addition, in Shenzhen, a Joint Design Team is led by IOSIS/ COB and includes CNPDC as its partner for the execution of the reinforcement shop drawings of most of the NI buildings.

Execution Detail Design:

- Detailed design

Systems & Layout:

- Basic design

The Joint Design Organization led by ANP mobilizes CNPDC (Self Reliance Program) for the piping and electrical detail design.

Site support:

- Site Representative - Civil design Liaison team - Technical Support


Nuclear Steam Supply System


Steam Supply / Balance of NI / CI (Turbine) — 170 systems: Cooling chain, (P155b,t°330, chemical, HVAC) control – Fuel – Waste


Taishan 1&2 Industrial Scheme

Engineering Manufacturing Construction Commissioning Operation Management Civil Work Erection

Overall Design CNPDC

TNPJVC/ CNPEC TNPJVC/ CNPEC TNPJVC/ CNPEC

NI PLP

ANP+CNPDC ANP+DEC+SEC

(Localization ratio 50%) HXCC CNI23

BNI CNPEC is in charge of the procurement which is mainly in domestic market

CI TG ALSTOM+DEC ALSTOM+DEC (the share of Chinese party accounts for

2/3) SBC

Guangdong Coal-Fired

Power Engineering Co,

Ltd BCI CNPDC+ALSTOM +GEDI CNPEC is in charge of the procurement which is mainly in domestic market

BOP CNPDC CNPEC is in charge of the procurement which is mainly in domestic market Domestic contractors

Note: joint cooperation between China & France under the charge of domestic company under the charge of CGNPC


Consortium Organization & Scope

Scope of supply

112 packages 206 packages IOSIS COB (*)

TNPJVC

SOFINEL(*)

(*) subcontracts


Great amount of resource is mobilized More than 1,500 people working for the NI EP Consortium

1,000 AREVA and more than 500 CNPDC/CNPEC

Data 01.12.2010

On site, TNPJVC responsibility: 12,000 people


6 site locations in China

Beijing

CTEC

Taishan

Dong Fang

Daya Bay

Shenzhen

ALO Procurement

DFHM RPV+SG

TSN site Technical assistance

SENPEC SG

JDO

Design

CORYS Beijing


Initial time schedule

Self reliance starts

(May 2008)

LOI JV WECAN (Oct. 2008)

FCD TSN2

(April 2010)

RPV intro-duction TSN1

(Dec. 2011)

Circuit Cleaning TSN1

(Dec. 2012)

End of Performance tests TSN1 (Dec. 2013)

ContractsignatureTSN1-2

(Nov.2007)

Excavationceremony(Aug.2008)

FCDTSN1

(Oct.2009)

Dome lifting TSN1

(July 2011)

Simulator ready

(June 2012)

Fuel loading TSN1

(July 2013)

2008 2009 2010 2011 2012 2013


Consortium Organization & Scope for NI EP Contract

AREVA Project Management

CNPEC Project Management

CNPEC

TNPJVC

CGNPC : 70% EDF : 30%

NIEP Consortium Led by AREVA

AREVA CNPDC SOFINEL

IOSIS COB

Nuclear Island Engineering

AREVA

Supply for Nuclear Island

JDO

JDT

125,000 documents More than 336 contracts

PLP + I&C

BNI

Full scope Simulator

System and layout …

Detailed design …

Civil work design …

Civil work detailed design …


BD in Europe, DD in China Lump-sum + cap for LDs (€ + RMB) LDs for Equipment; EXW / FOB 50/50 risk sharing in Consortium Completeness Performance guaranty No Consortium team 2 units / 10 months between Unit 2 localized Milestones SOC, FCD, FL, EPT Never achieved schedule


Taishan NI EP Project


Contract

Project Management Office

Project Control

Quality & Environment

Procurement

Support functions -  Secretary

-  Liaison officer

TAISHAN NI EP Project GmbH Deputy

Execution Detail Design

CW B & D Design

Lay-out 3D Model

Configuration Interface Methods & Tools

Erection Commissioning

Primary Loop Package

Engineering Manager Primary Loop Package

Bulk Material & HVAC (supplied by CNPEC)

Auxiliary Equipment (supplied by CNPEC)

I&C (partly supplied by CNPEC)

Site Activities (Field Design / Technical Assistance

on Construction, Erection, Commissioning)

Schedule

IMS

Self Reliance

(*)

NSSS Equipment BNI(*)

NSSS Systems BNI(*)

I&C Electrical

Process

Safety &

Functional Supports Legal : S. Santos Tax : G. Cintura Insurance : M. Guillon Export Finance : I; Logeais Export Control : J.M. Leudet IT : W. Ambrose Human Resources : J. Rebut

AREVA Liaison Office

2010 2011


(2) – Have a specific process to enable anticipation

Calendar

Objectives Actions

Vision / Key words Visibility on critical paths & action Analysis, cross analysis Discriminating amongst criticality Collaborative work for efficiency Facilitation with method or tools Process strength versus people strength Quick access to updated information Risk Mgt, a practice for any team member Decision Making with figures and Euro Align energy sharing the vision Alignment on vision/action/method Synchronization Team Work

The roadmap, the “GPS” built together with the Team to provide anticipation

Roadmap LegendTop-level NIEP

Objectives 2010 as set-up

by Patrick ANIERE

Top-level NIEP Objectives

2010 as set-up by Patrick ANIERE

iiExpected achievement, KPI's level, maturity on

transverse NIEP performance drivers

Expected achievement, KPI's level, maturity on

transverse NIEP performance drivers

Scope Management

TimeManagement

Cost, MarginManagement

"Set-up" action

Analyze issues or problems and root causes,

Define solution (process, meth., tools, practices, orga..)

and Plan implementation

"Run & Operate" action

Implement and execute and define process, practice, tool…Monitor and control execution,

KPI's and run, improve

"Achieve & Close"action

Ensure completeness of the execution of a running process,

achievement of deliverables, termination of activities and

resources removal

TSN Seminar(Feb. 2010)SpecificLegend

Action or topicsintroduced / staged in a

"Booth" (Day 1 AM)

Action or topicsaddressed in a WorkShopwith specific preparation

(Feb 18-19th Seminar)

WS WS

Set of Action or topicsadressed in a WorkShop

(Feb 18-19th Seminar)

S1

S2

S2

Q2

Q1

Q2

Q1

D

S1

Q4

Q3

Q2

Q1

N

O

S

A

J

J

M

A

M

F

J

20122011

2010

2012Q1 Q2 Q3 Q4 S1 S2

J F M A M J J A S O N D Q1 Q2

2010 2011Q3 Q4 S1 S2

1st I&C LotSite

Delivery

Start of I&C SW – V2

(TXS, TXP…)

Start ofCable trays

install. in HL

Functions, System

I&C

NSSS

BNI

BULK

LAYOUT

CW

(Civil work)

ELECTRIC

AL

PIPING

HVAC

.

ENG-D

ATA-INT

EGRA

TION

+ KPI'S

VPRM

-DATA

-

INTEG

RATIO

N

+ KPI'S

CNPE

C-

SUPP

ORT

PROC

ESS

& DEL

IVERY

(Sele

ction

,

Orde

r plac

emen

t,

Mana

geme

nt,

Expe

diting

)

CONS

TRUC

TION

INST

ALLA

TION

I&C

NSSS

BNI

SYST

EM,

NISU

PPO

RT T

OCL

IENT

TNPJ

VC

RO

LE &

R

ESPO

NSA

BILI

TY

/ OR

GA

CO

MPE

TEN

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REP

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OR

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&

CO

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OL

PM

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PR

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DA

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TEG

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I'S

MANA

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SECU

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CRITIC

AL PA

THS

TO CO

MPLET

ION

MANA

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SCO

PE

AT C

OMPL

ETIO

N

(Con

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Con

figur

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SECU

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CO

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MAR

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AT

COM

PLET

ION

Schedule first, with project and contract in harmony

Schedule first, with project and contract in harmony

33

Completeness for TFR (Rev ITT incl., also

spares, consumables, enabling systems, …

Completeness for TFR (Rev ITT incl., also

spares, consumables, enabling systems, …

I&C, TXS V2 or V3, Electrical…

I&C, TXS V2 or V3, Electrical…

Priority and counter measures for D2-D2' modification or hold

on, CWD, JDO Prod, BNI delivery…

Priority and counter measures for D2-D2' modification or hold

on, CWD, JDO Prod, BNI delivery…

PEC procurement and expediting, ANP

associated engineering

PEC procurement and expediting, ANP

associated engineering

Mitigate (performance) risk for erection / commissioning

Mitigate (performance) risk for erection / commissioning

Fine tuning Project Orga., PE role,

Expediting, ALO role…

Fine tuning Project Orga., PE role,

Expediting, ALO role…

Quali or Quanti KPI'sor objectives to be refined


Dry Run to test capability

and usage "Test Case"

Dry Run to test capability

and usage "Test Case"

Operational Capability to

perform trade ff construction x

erection



erection



erection x commissioning



erection x commissioning

Freeze of Schedule

Baseline to completion

(2010)

Freeze of Schedule

Baseline to completion

(2010)

1 2Monitor risk of CW DD

Drawings delays => impacts on construction

Manage Changes on CW Detail

Design

Ensure convergence of decoupling values for

CW interference

4.1 4.2Issue Safety I&C (TXS)

V2 Development Schedule

Issue I&CLicensing roadmap

22

Implement I&C Interfaces synchronizat°management

5Clarify Electrical Basic and Detail Design process,

schedule & organization

6Tune handover

process from Piping BD to DD at JDO

7

Define pre-requisite for site piping prefabrication

activities

8.c

Review and perform sanity check of Tech. Req in

Tendering Package – Present conclusion to Proj. Direct°

(Re)EnforceConfig/Change Mgt practices on TSN

10

Define and monitor mitigation measures on construct°/erect°

for all late civil dependent equip'ts

11(Re)inforce procedure for CNPEC order placement (incL

STC/GTC)

Fix Bottleneck issue on Supplier Tech. Document.

14.1

14.2

Share vision and target on VPRM use (vs EPP) and define process to enrich

accuracy and completeness

Migrate data and implement new practices with VPRM as back-

bone of source data and updates (follow-up and reporting) /

"Endoctrination"

16

Define Schedule for Bulk Team expatriation to

China

17

Increase commercial capabilities of PE (Change proposal,

pricing template & tool..)

18.1

20.1

18.1…

20.2…

Improve Project Reporting Cycle /

and Communication

Set-up Project Data Integration and KPI's plan

Implement Project Data Integration and KPI'smgt along with Project Monitoring & Control

19

Refine PMO Contribut° and role

– TSN Orga and support

21

Identify Top-Level Construction / Erection / Commissioning risks on which to develop

mitigation tactics (based on GEN3 List of Witness Points asset)

24Optimize Resources / schedule trade-off of JDO DD "production"

23.1

23.2

23.3

23.4

28Refer only to

TSN Catalog(s) in TSN model

29Manage impacts of

feed-back from Valves suppliers

4.3Stabilize impacts of

Licensing issues on I&C Architecture

3.2Monitor effectively D2 and D2' open points

3.1

3.3

Material Management using

VPRM in place

14.3

Polar Crane FOB

RB Level +19,5waterproofed

Dome Lifting

Start Elec.Tests

SimulatorReady

Schedule first will make our TaishanProject a success and the

reference EPRTM project.

It will trigger our Client's support as well.

Anticipation and teamwork must pave

the way.

Last I&C LotSite Delivery

SimulatorFAT

Close any remaining Basic Design pending

issue

Close any remaining Basic Design pending

issue

44

Achieve the complete

specification of NI Equipment

Achieve the complete

specification of NI Equipment

55

Analyze Critical Paths for

optimizing our Project

Management and focusing our efforts

Analyze Critical Paths for

optimizing our Project

Management and focusing our efforts

11

Make BNI procurement by

CNPEC a success for ANP

Make BNI procurement by

CNPEC a success for ANP

77

Bridge our supplier responsibility

between equipment delivery and plant

operation

Bridge our supplier responsibility

between equipment delivery and plant

operation

88

Adjust internal organization for a

smooth and optimized NI Consortium operation

Adjust internal organization for a

smooth and optimized NI Consortium operation

66

Proactive and representative KPI on each EDL, SFL layout and systems, Mfg ANP, Proc

ANP and BNI with VPRM implementat°

Proactive and representative KPI on each EDL, SFL layout and systems, Mfg ANP, Proc

ANP and BNI with VPRM implementat°

The best (and the less) KPIs for right analyses and our

(re)actiondevelopment

The best (and the less) KPIs for right analyses and our

(re)actiondevelopment

22

Refine set-up and ensure implementation of Equip. Suppliers Doc. Related to

Erect°& Installation:- Documentum (LDRF, LPD)

- For both ANP and PEC!

8.b

8.a

8.e

Ensure good understanding by JDO of TSN Contractual "Typical" Work Product

- Expected as Transition (I/F) from DD (Piping, Electrical) to Erection- Matching LINGAO framework /

template (acc. Contract)

Start ofPiping Install.

Start ofPiping Prefab

32

PCPA Tool & Process Dvlpt

Phase 1

PCPA Tool & Process

Refinement Ph.2

PCPA Tool & Process Run

Ph. 3

PCPA Tool & Process Run -

Ph. 4

(Re)inforceprocedure for

NAR and expediting

12

EQUI

PMEN

T

MANA

GEME

NT

27

Tune Detail Design Content

30Set-up ramp-up of

Licensing Deliverables issuance

Initiate I&C Early Validation on

Models / Simulat°

33 Initiate Commissioning Proc. production

34 Set-up tracking of Equipts perfo. discrepancies on Licensing / I&C

35 Set-up TSN operational DEN procedure on SDM

and Test Proc

36.1Tune process to gather set of spares, consumables, special tools on NI scope

36.2Gather set of spares, consumables, special

tools on NI scope

36.3Freeze a baseline of set of spares, consumables, special tools on NI scope

13

37Set-up / Initiate TSN operational

procedure for Equipt Delivery

38

(Re)inforce Quality Assurance / Qua. Inspect°/Control

Procedures?

8.f

Set-up and tune operational way to manage "Appel en Garantie"

(lost items, broken items, re-supply…): from Client Proc down to

Consortium, Internal, Project proc….

39

9.1

(Re)EnforceContract Mgt

practices on TSN

40

26.1

Set-up TSN Project Roadmap

(rolling)

26.2

Manage & Update TSN Project

Roadmap – "alive"

25

Confirm "Value Chain", Com. channel and R&R from Eng to Site (and Vice-Versa) on issues,

optimization, trade-off (EDL, PEs, Proc., JDO, Site…)

41

Enhance easiness to know and access to

applicable procedures and their status

42.1

Implement a PEC Team for Mfg follow-

up in Europe

42.2

Assess PEC expediting

capabilities in Europe / China

44

Select Logistic Supplier for ANP Scope (and set-

up implementation operational process)

In 2009, all of you have achieved a lot. You all fed the Project with a lot of energy to stick to the NI EP Contract commitments. So far, you managed to cope with numerous difficulties. You have been continuously creative and we have reinforced our organization. To date FCD pouring is a reality. You have recovered most of our engineering delays. The PSAR and the FSAR process are well on track. All the PLP equipment are now being manufactured just like the localized equipment for unit 2. 50% of packages are now placed and the first equipment are already delivered on site.

Today, new challenges appear for 2010 & 2011. The synchronization of our teamwork will be the key success factor. The Roadmap, “Scheduled First” oriented, will be the tool for this. In a snapshot, it will provide you with a clear and consistent view on our objectives and the key actions we are undertaking. This dynamic Roadmap will be updated continuously to monitor and to enhance our performance.

“Schedule First" is also our Client’s primary goal: this is the reason why we have translated our big picture in a global and paced approach. We must have in mind the overall Project progress, atop the NI EP Contract. As we are closely linked to the Client through the now driving site activities, “Schedule First” will also trigger Client’s support for the global efficiency of our vision and for a common success.

Have in mind the next major Project Milestones upcoming with the Polar Crane FOB delivery in October 2010, the start of pipes erection in November 2010 and of course with the Dome Lifting in May 2011. Furthermore, unit 2 FCD is now scheduled in April 2010: it is tomorrow!

Today, our Client renewed its satisfaction to work with a team dedicated to the success of Taishan Project. Tomorrow, paving the way for the future EPR projects, you will be a decisive contribution to Taishan success.

George Tsang

Patrick Aniéré

Denis Mosser

Thierry Rolland

Stefan GossensGeorge Tsang

Patrick Aniéré

Denis Mosser

Thierry Rolland

Stefan Gossens

Taishan NIEP Roadmap

WS

WS

WS

WS WS

WS

Set-up and implement reporting process expediter

towards PE's on all equipments (ANP and PEC)

46

45

47.1

47.2

Establish and share "Target" Baseline(s)

trajectory for NI Systems (Conf)

Manage realization of targeted

Baseline(s), PCR, waivers..

48.1Set-up dedicated Integrat° & Plant

Operat° System Team 48.2 Initiate System Tests Procedures def (for Test PF)

9.2

Ensure implementation of Change & Conf Mgt practices on Handover

BD to DD

49Check Completeness of NI "Basic Scope"

Taishan Project commitment 2010-2011

Taishan NIEP Process Big Picture… within the Contract



Quali or QuantiKPI's or

objectives to be

refined

Quali or QuantiKPI's or

objectives to be

refined

Monito

r suppl

y

of Anch

ors

Quali or QuantiKPI's or objectives

to be refined

Quali or QuantiKPI's or objectives

to be refined

Set-up PE, EDL (incl. SFL), Procurement , ALO way to operate (BNI, Proc Meeting)

31Org. Operating Proc. Product°(also with Client)

Set-up and implement TSN

operational C.I.N. procedure

Show pressure from Proj. Dir. on JEUMONT

Define a tactic to enter in short to

mid-term into Local Client Organization

"on site"

8.d

Integrate in JDO an "Erection Eye" to ensure

proper compliance of JDO DD to erection end-user needs and contract (similar to LINGAO Typical)

15

with 15

with 8.b

with 25

51

Propose a way to "facilitate" and

"run" the cost and margin axis in the roadmap

52

Set-up / Refine Suppliers Claim

management process with CNPEC

NEW!

NEW!


Roadmap

Beginning 2010End 2010Beginning 2011


And in 2017, less than 10 years later….


Stratégie Globale Chinoise

Planification systématique

Toute l’organisation se tient et se parle

Tout se décide à Pékin

Recherche de la localisation à outrance

Recherche systématique de transfert de technologie

Difficultés pour monter des JV et durée courte en général

Nombreuses lois repoussent l’action étrangère : HAF 604…

Forte aspiration à devenir le N°1 mondial dans tous les domaines


Attention aux différences culturelles

Eviter de faire perdre la face à un chinois devant son équipe

Ne comprend pas la vision occidentale de gestion de projet

En Chine on fait et on négocie après

L’engagement des chefs est un axe majeur

Excellents négociateurs sur les coûts et les montages contractuels

Importance des minutes of meeting qui valent contrat

Sont fiers de leur réalisation mais grand respect du fournisseur européen

Importance du discours, de la synthèse en fin de réunion

Importance des cérémonies pour tous les événements du projet, remise de cadeaux

Une réponse mineure à une question peut bloquer un projet


Différences d’organisation Chine vs. Europe

Séparent volontairement les fonctions projet / commercial / technique

Connaissent et jouent les contrats à fond (taxes, pénalités…)

Evitent les avenants par principe par peur de devoir rendre compte

N’arrivent pas toujours à décider même quand le sujet est important si des coûts sont à engager

Recherchent toujours l’engagement des patrons plus que des directeurs de projet

En Chine le chef ne connait pas bien les détails et délègue plus qu’en Europe

Management très directif, peu de place à la liberté d’action contrairement au système D en France

Excellence du reporting projet


Raisons du succès de Taishan EPR comparé à FA3 (Flamanville) et OL3 (Olkiluoto)

Prise en compte du Retour d’Expérience OL3 et FA3

Meilleur schéma industriel EPCC

Organisation Équipe de projet plus adaptée au périmètre du projet

Prise en compte du process projet

Profil de l’équipe de projet avec plus d’expérience de terrain

Anticipation des risques mieux maîtrisée

Le client très impliqué et moteur avec une grosse expérience de CPR1000

Provision pour risques mieux calculée que sur les précédents projets

Meilleure communication

Spirale du succès

Respect du client chinois

Nombreuses interventions de la direction de projet sur des sujets à risques

Recherche de standardisation à outrance

Adaptation successive du projet au cours des étapes


Raisons de l’échec d’OL3

Premier de série car FA3 (Flamanville) devait commencer avant OL3

AREVA a vu trop large et aurait dû se contenter du Nuclear Island

Client incompétent en PWR et pas motivé n’attendant que le turnkey

AREVA s’est séparé en 2009 d’EDF, le seul sachant du Nuclear Island

Refus de réalité planning et coûts

Trop focalisé sur les KPI et jalons court terme pour tenir le planning

L’éloignement de la base France n’a pas permis d’avoir les meilleurs éléments


Ma vision de FA3

Attention, je n’y ai jamais été directement impliqué

Structure projet pour moi lourde

Cela faisait 20 ans qu’EDF n’avait pas fait de réacteurs

De fait, direction de projet loin du terrain

Beaucoup trop de turn-over


Ma vision de HPC (Hinkley Point)

Pas de standardisation suffisante par rapport à FA3

Structure projet encore plus lourde que FA3

Des hiatus culturels entre Anglais et Français ?

Beaucoup trop de « contractés » qui n’ont pas la motivation des « payroll »

Des exigences différentes en terme d’Autorité de Sûreté qui changent la définition

Recherche de fournisseurs différents qui vont faire prendre plus de temps et de risques au projet

Trop de gestion contractuelle au détriment de la gestion technique

Trop grand éloignement du site par rapport aux voies d’accès

Questions -réponses

ClubGrandsProjets10juin2020

ThierryROLLAND

quelles leçons de management de projet peut-on tirer de ces ......flamanville, taishan, olkiluoto...

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