Diletta Colette Invernizzi

A methodology based on benchmarking to learn across megaprojects: the case of nuclear decommissioning

Purpose The literature lacks a single and universally accepted definition of major and megaprojects: usually, these projects are described as projects with a budget above

The need to improve communication about scope changes: frustration as an indicator of operational inefficiencies

1 billion and a high level of innovation, complexity, and uniqueness both in terms of physical infrastructure and stakeholder network. Moreover, they often provide fewer benefits than what were originally expected and are affected by delays and cost overruns. Despite this techno-economic magnitude, it is still extremely hard to gather lessons learned from these projects in a systematic way. The purpose of this paper is to present an innovative methodology based on benchmarking to investigate good and bad practices and learn from a portfolio of unique megaprojects. Design/methodology/approach The methodology combines quantitative and qualitative cross-comparison of case studies and statistical analysis into an iterative process. Findings Indeed, benchmarking offers significant potential to identify good and bad practices and improve the performance of project selection, planning, and delivery. Research limitations/implications The methodology is exemplified in this paper using the case of Nuclear Decommissioning Projects and Programmes (NDPs). Originality/value Indeed, due to their characteristics, NDPs can be addressed as megaprojects, and are a relevant example for the application of the methodology presented here that collects and investigates the characteristics that mostly impact the performance of (mega)projects, through a continuous learning process.

Similar but Different: A Top-Down Benchmarking Approach to Investigate Nuclear Decommissioning Projects

Abstract Early and timely sharing of information can provide a sustainable competitive advantage. However, even if lean information management aims to improve this information flow, it has mainly been investigated in ‘operations-based’ companies. This paper fills this gap, drawing upon the experience of the authors working within a large project-based company engaged in the ‘engineer and manufacture to order’ of a complex piece of equipment costing millions of dollars, for its strategic long-term client, both working in the same industrial field, i.e. nuclear decommissioning. This research investigates the information flow regarding scope changes between the project-based company and the long-term client adapting and applying a five-step framework to highlight operational inefficiencies, reduce the corresponding transaction costs and increase the overall company’s competitiveness. This is exemplified through a particular case, but can be applied to other project-based companies dealing with strategic clients involved in long-term relationships.

We Never Built Small Modular Reactors (SMRs), but What Do We Know About Modularization in Construction?

Project management literature has, until now, mainly focused on new build and only in the last decades the issues of decommissioning (mega) projects has arisen. To respond to this changing environment, project management will need to understand the challenges of decommissioning projects. Decommissioning projects within Oil & Gas, Chemical and Nuclear sectors are characterized by high costs, long schedules and uncertainty-based risks. The budget for Nuclear Decommissioning Projects and Programmes (NDPs) are subject to well publicized increases and, due to their relatively recent emergence, complexity and variety, key stakeholders lack a full understanding of the key factors influencing these increases. Benchmarking involves “comparing actual or planned practices [...] to identify best practices, generate ideas for improvement” and offers significant potential to improve the performance of project selection, planning and delivery. However, even if benchmarking is the envisaged methodology to investigate the NDPs characteristics that impact on the NDPs performance, until now, it has only been partially used and there is a huge gap in the literature concerning benchmarking NDPs. This paper adapts a top-down benchmarking approach to highlight the NDPs characteristics that mostly impact on the NDPs performance. This is exemplified by a systematic quantitative and qualitative cross-comparison of two major “similar-but-different” NDPs: Rocky Flats (US) and Sellafield (UK). Main results concern the understanding of the alternatives of the owner and/or the contractors in relation to (1) the physical characteristics and the end state of the nuclear site, (2) the governance, funding & contracting schemes, and (3) the stakeholders’ engagement.

Investment and risk appraisal in energy storage Systems: A real options approach

The key characteristics of small modular reactors (SMRs), as their name emphasized, are their size and modularity. Since SMRs are a family of novel reactor designs, there is a gap of empirical knowledge about the cost/benefit analysis of modularization. Conversely, in other sectors (e.g. Oil & Gas) the empirical experience on modularization is much greater. This paper provides a structured knowledge transfer from the general literature (i.e. other major infrastructure) and the Oil & Gas sector to the nuclear power plant construction world. Indeed, in the project management literature, a number of references discuss the costs and benefits determined by the transition from the stick-built construction to modularization, and the main benefits presented in the literature are the reduction of the construction cost and the schedule compression. Additional costs might arise from an increased management hurdle and higher transportation expenses. The paper firstly provides a structured literature review of the benefits and costs of modularization divided into qualitative and quantitative references. In the second part, the paper presents the results of series of interviews with Oil & Gas project managers about the value of modularization in this sector.