1. TVA’s Integrated Project Delivery for Nuclear Projects
The Challenges of Transitioning to Long Term Major Nuclear Plant Construction
Mark J. Hellstern, CAPT USN (ret)
General Manager, NGDC Oversight
Mark J. Hellstern, General Manager for Nuclear Generation Development and Construction Oversight. I have been in the position for one year, and I provide the quality assurance, project assurance, and benchmarking oversight for all NGDC projects. Additionally, my group identifies process improvement and technology enhancements/tools to improve project planning, execution, and monitoring. Previously, I served 26 years in the Navy as a Commanding Officer, Reactor Officer, Major Project Manager, and most recently, at Naval Reactors, as the senior oversight advisor for all aircraft carrier construction, refueling, modernization, and operations.
Tennessee Valley Authority provides electrical power to the Tennessee Valley through nuclear, fossil, coal, and river operations. TVA also effectively manages the Tennessee River System for commercial, private, and environmentally responsible use.

2. TVA’s Integrated Project Delivery Nuclear Generation Development and Construction (NGDC) Genesis and Development
Late 2007: Established NGDC and a small oversight group
April 2009 Self-Assessment: need for a project process standardization, formal governance and oversight, risk management, and process improvement.
Late Summer 2009: INPO cited a strength in the designation of NGDC to provide major construction activity separate from Nuclear Power Group Operations
November 2009: TVA stands up a Project Management Peer Team to standardize Fleet project management.
FY 2010/11: NGDC Project Manual implementation, Project management software integration, key performance indicator development, and piloting initiatives
Late 80s, TVA transitioned from construction capable to an operating company
Institute of Nuclear Power Operations (INPO) cited the NGDC organization as a strength, because it allows the Nuclear Power Group to concentrate on operational excellence of the operating units
NGDC was designed to tackle large outage projects and major construction for NPG

3. NGDC Projects Watts Bar Unit 2 - 2012 Five year project
Budget of $2.5 Billion
Current staffing – 2,623
Licensing process on schedule
Watts Bar Completion project (65% complete when started). Being completed as an EPC project. Bulk Construction being conducted in a “Stick-Build” approach.
Some perspective: For every $1 spent in modular construction, $3 is spent in integrated construction, and $8 is spent in “stick” construction working off bulk work. BIM is more efficient than modular.

4. Bellefonte Current Status
NGDC Projects
Bellefonte Current Status
S-COLA for AP1000
Construction permits reinstated
Preservation of assets
Potential Bellefonte Completion project of one unit or new AP1000 Unit
Looking at the Bellefonte potential completion project (85% complete in 1985, but, will more likely be 65% complete at construction), NGDC desires to move toward a modular approach with integrated project management as an owner-managed project with a “best athlete” approach to constructors. Longer term focus of new nuclear builds over the next years and the need for construction expertise within the organization.

5. NGDC Strategic Projects
Several Strategic Outage Projects to include:
Watts Bar Re-rack
Sequoyah Steam Generator replacement
Browns Ferry Extended Power Uprate (EPU)
License renewal
Modular Reactors, etc.
For new nuclear builds, NGDC is focused on BIM approaches and definitely modular construction with an owner-managed project with excellent partnering arrangements with the NSSS contractor and other major contractors.
Strategic projects are designated through Licensing, the Chief Nuclear Officer, NGDC Senior Management, and the COO

6. Integrated Project Team Manual
Standardization of TVA’s project processes incorporating benchmarking of industry best practices. 42 processes.
Benchmarked NASA, U.S. Navy, CURT, CII, APQC, state DOTs, and other utilities
Incorporates regulatory, environmental, TVA, and business unit policies, procedures, and processes
Stresses team building, process improvement, self-assessment, integration, and accountability
Signed out in April Being piloted on Bellefonte and Watt’s Bar rerack projects.

7. Facilities Management Discipline Communications Corrective Action
Integrated Project Team Manual
Safety & Health
Environmental
Program
Human Resources
Diversity/Inclusion
Training/
Qualifications
Facilities Management
Discipline
Communications
Corrective Action
Operating & Construction Experience
Self Assessment
Employee Concern
Independent Oversight
Quality
Project Work Management
Procedures/
Records
Security Program
Licensing
Legal/Regulatory Compliance
Info Tech/
Cyber Security
Transition to Ops
Financial Government & Accounting
Contract Surveillance
Project Management
Project Controls
Conservation & Energy Efficiency
Project Risk Management
Continuous Improvement
Change Management
Safety & Environment
Project Management
People
Project Management
Performance Improvement
Work Management
Work Management

8. NGDC Oversight Standard Governance and Oversight procedures
Blocking and Tackling:
Robust, intrusive Quality Assurance Oversight
Project Assurance (cost, schedule, scope) assessments based on INPO assessment process: data analysis, observations, interviews
Knowledge/Risk Mgt with project approval process tied to risk plans. Business Planning.
Implement Knowledge Capture process with push/pull of knowledge for present and future projects

9. NGDC Project Management Integration FY 10 Initiatives
Pilot of the Project Manual on Bellefonte/Watt’s Bar Rerack projects.
Successful implementation of behavior-based NGDC safety programs
Incorporating Primavera 6 in Bellefonte as a pilot for a Fleet solution.
Implement a mature Risk and Opportunity Management
Key Performance Indicators, which roll-up for senior management into INPO’s nine principles of construction excellence.
Approving a pilot for a wireless site at Bellefonte with electronic configuration management and work flow tools
Approval for a Fleet Knowledge Management System
The Safety KPI effort was a proof of concept for the new KPI waterfalls for the other 8 principles of nuclear construction excellence.
A risk software program for risk-based decision-making at project phases with off-ramps and kill-points
Standing up two Knowledge Sharing Networks in FY 11.
Nine Principles of Construction Excellence:
Leadership Alignment on a commitment to excellence with owners and contractors
Strong First Line Supervision
Personnel are Qualified
Schedules are realistic and understood
Nuclear Plants have Special Requirements
Personnel Safety is highly valued
Plant is Built as Designed
Deviations are ID’d, Communicated and Resolved
Transition to Plant Operations is started early

10. Project Management Integration System (PMIS)
eFMS
Project Portfolio
Powerplant - Fleet
Document Mgmt (BSL)
Work
People
HRIS
elance
ATIS
Collaboration Tools (Sharepoint/Outlook)
Configuration
Mgt
Maximo
Risk
System
Schedule
Primavera 6
Estimating
Fleet Solution
eWorkplace
Performance
KPIs/Dashboards
Knowledge Mgt System
Contracts
Compliance
Wireless Infrastructure
Wireless Infrastructure
Project Management
Cost Processor/EVMS
Conceptual Design

11. Challenges Cultural resistance to change management
Requires consistent Senior Management focus and support for change implementation and funding
Mature work force
Accurate metrics
Changes required in owner-contractor relationships
Develop a self-critical culture focused on process
Not a self-learning organization … yet
Lack of historic knowledge management
Developing trained, experienced future project teams
Ability to self-assess
Needs robust oversight of processes including quality assurance (regulatory requirements) and project assurance processes. Accurate metrics are the key.

12. Long Term NGDC Goals
Standardized TVA Fleet project management processes
Nuclear construction conducted using BIM and extensive modular construction processes
Target a 48 mon new nuclear construction schedule
Target $$/kW overnight cost for new nuclear construction
Cradle-to-grave electronic configuration management
Standardized TVA Fleet manual, project management tools, risk management, knowledge management, fleet knowledge sharing networks for key business processes, and project approval process.
Targeting $4000/kW (zero carbon emission requirements under CAP and trade) through process mapping and process improvement in the construction phase based on CAP and trade.
Work with ASME, NEI, NRC, INPO to develop electronic processes for QA records and N-stamps