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
Club Grands Projets - 10 juin 2020 – p.3
The largest contract ever signed in the civil nuclear industry : 8G€
Taishan 1&2
Club Grands Projets - 10 juin 2020 – p.4
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
Club Grands Projets - 10 juin 2020 – p.6
$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
Club Grands Projets - 10 juin 2020 – p.7
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)
Club Grands Projets - 10 juin 2020 – p.8
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)
Club Grands Projets - 10 juin 2020 – p.9
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
Club Grands Projets - 10 juin 2020 – p.10
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
Club Grands Projets - 10 juin 2020 – p.11
Nuclear Steam Supply System
Club Grands Projets - 10 juin 2020 – p.12 Project Management – January 18th 2013 - p.12
Steam Supply / Balance of NI / CI (Turbine) — 170 systems: Cooling chain, (P155b,t°330, chemical, HVAC) control – Fuel – Waste
Club Grands Projets - 10 juin 2020 – p.13
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
Club Grands Projets - 10 juin 2020 – p.14
Consortium Organization & Scope
Scope of supply
112 packages 206 packages IOSIS COB (*)
TNPJVC
SOFINEL(*)
(*) subcontracts
Club Grands Projets - 10 juin 2020 – p.15
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
Club Grands Projets - 10 juin 2020 – p.16
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
Club Grands Projets - 10 juin 2020 – p.17
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
Club Grands Projets - 10 juin 2020 – p.18
Club Grands Projets - 10 juin 2020 – p.19
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 …
Club Grands Projets - 10 juin 2020 – p.20
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
Club Grands Projets - 10 juin 2020 – p.21 Project Management – January 18th 2013 - p.21
Taishan NI EP Project
Club Grands Projets - 10 juin 2020 – p.22
Club Grands Projets - 10 juin 2020 – p.23
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
Club Grands Projets - 10 juin 2020 – p.24
(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
CY
REP
OR
TIN
G
MO
NIT
OR
ING
&
CO
NTR
OL
PM
O
PR
OJE
CT
DA
TAIN
TEG
RA
TIO
N+
KP
I'S
MANA
GING &
SECU
RING
CRITIC
AL PA
THS
TO CO
MPLET
ION
MANA
GING
SCO
PE
AT C
OMPL
ETIO
N
(Con
tract,
Con
figur
ation
, Cha
nge)
MAN
AGIN
G A
ND
SECU
RING
CO
ST &
MAR
GIN
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
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
Operational Capability to
perform trade ff construction x
erection
Operational Capability to
perform trade ff construction x
erection x commissioning
Operational Capability to
perform trade ff construction x
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 Quanti KPI'sor objectives to be refined
Quali or Quanti KPI'sor objectives to be refined
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!
Club Grands Projets - 10 juin 2020 – p.26 Project Management – January 18th 2013 - p.61
Roadmap
Beginning 2010End 2010Beginning 2011
Club Grands Projets - 10 juin 2020 – p.27
And in 2017, less than 10 years later….
Club Grands Projets - 10 juin 2020 – p.28
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
Club Grands Projets - 10 juin 2020 – p.29
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
Club Grands Projets - 10 juin 2020 – p.30
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
Club Grands Projets - 10 juin 2020 – p.31
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
Club Grands Projets - 10 juin 2020 – p.32
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
Club Grands Projets - 10 juin 2020 – p.33
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
Club Grands Projets - 10 juin 2020 – p.34
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
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