Achieving ReadinessPacific Northwest National Laboratory
Operational Experience Committee Meeting, September 13, 2011Brad EvansPNNL Nuclear Safety & Facility Authorization
PNNL-SA-82612 Reviewed for Public Release
The Purpose of Readiness
Readiness is the Bridge
A systematic process focused on delivery of turn-key capability fully ready to operate safely and conduct research operations. The bridge between developing a Capability and starting Operations
Mitigate risks and deliver benefits
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Risks Benefits• Major changes • Efficient and effective operations
• High hazards • Respected reputation
• Unique processes and training • Customer confidence
• Schedule constraints • Favorable award fee
• Elevated strategic and mission needs
• Improved business opportunities
Prevent missed action that could lead to delays in startupProvides a higher degree of confidence in operationsSound business practice and cost-effective
Why Readiness is necessary
Getting to Readiness:Through seamless integration
Tailored to RiskInstitutionalized in the “Phases of Project Management” procedureReinforces the tenets of Integrated Safety Management
ScopeHazardsControlsAll in place prior to operationsFeedback is always in place --- readiness is real-time
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Getting to Readiness: Focus on starting turn-key capability
Evaluate Project scope + customer input = focused Readiness deliverables
DecideLevel of rigor required to assure delivery
Execute, document, validateAssure Readiness items are completed to expectations
Final acceptance to startBegin safe operations of the fully operational capability
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The Best Part:Real experiences
Paul CraneDivision Manager, PNNL Nuclear and Materials Operations Division
Joe Cruz Division Manager, PNNL Projects and Engineering Division
Mark HartzellManager, EMSL Project Office
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Successful Execution of Readiness at PNNL Category 2 Nuclear Facility
Paul CraneDivision Manager, PNNL Nuclear & Materials [email protected]
PNNL-SA-81089 Reviewed for Public Release
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Pop Quiz
Question: What are the odds of completing a DOE-approved nuclear Readiness Assessment within 2 months of completion of construction?
A: Not a chanceB: 50/50C: It’s a sure thingD: Depends on the execution
Answer: D – Execution of the readiness principles described in this presentation can lead to a very successful and efficient completion of nuclear readiness activities
Contractor-led DOE-approved Readiness Assessment Scope of RPL Readiness Assessment
Category 2 Nuclear FacilityStart-up of 4 hot cells and 3 gloveboxes (newly constructed)
Radiochemical Processing Laboratory Readiness Assessment - Scope
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Many Challenges to Successful Readiness Outcome
Stress: Critical path schedule to completion of $230M PNNL Capability Replacement Laboratory (CRL) ProjectChange: Prior to CRL Project, RPL was a limited-life facility schedule for shut-downMultiple Activities: Hot cell and glovebox construction and readiness one of many activities underway at facilityLimited Experience: No nuclear RA/ORR conducted at PNNL in ~10 yearsTime: Less than 2 months to go from completion of construction to DOE approval of RA => must be successful the first time with no significant issues
Recognition of these challenges and management approach led to successful RA outcome
Radiochemical Processing Laboratory Readiness Assessment - Challenges
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Critical elements to successful RA outcome
Manage as a project with adequate authority of project leadClear understanding and documented agreement of “completion of construction” (competing priorities) and turnover from construction to operationsEarly documented agreement with approval authority of assessment criteria that will be evaluated – manage scope and scope creep
Radiochemical Processing Laboratory Readiness Assessment - Approach
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Critical elements to successful RA outcome
Hold responsible parties accountable to “defend” readiness – establish CRADs and use affidavitsEarly and continued involvement of stakeholdersDry-run staff as many times as it takes to get it right – both administrative and operationalRobust and independent Management Self Assessment – As method to verify readiness, not to determine whether you are readySelect RA team with approval authority credibilitySelect and use capable and credible mentors
Radiochemical Processing Laboratory Readiness Assessment - Approach
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Independent Readiness Assessment team identified one minor finding requiring resolution prior to start-upDOE approval obtained within days of requested approval to operateDOE-SC considers RPL RA as model execution of nuclear readiness process
Radiochemical Processing Laboratory Readiness Assessment - Outcome
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Integration and Management Commitment: Delivering “Ready for Research Capability”
Joe CruzProjects and Engineering Division [email protected]
PNNL-SA-81089 Reviewed for Public Release
Pop Quiz
Q: When is a project finished?A: When it runs out of moneyB: When it runs out of timeC: When the project sheds scope to finishD: All of the aboveE: When a well understood and documented ‘finish line’ is achieved
A: Management must provide framework to deliver and set the expectation that E is the only acceptable answer
Opportunity Knocks
Project Management Manual due for a rewriteLessons learned from the Capability Replacement LaboratoryAssessment findingsToo many small ‘Band-Aid’ revisions
Non-nuclear readiness gaining momentum in DOEPNNL projects have complex systems and interfaces
Unique equipment, facilities, hazardsDesire to improve the reliability/efficiency of project deliveryLeverage the Achieving Readiness methodology
PNNL’s Approach to Readiness: Project Management Manual Revision Plan
CharterObjectives to guide authoring teamStakeholder group identified
PM, Engineering, CM, Contracts, Readiness, SafetySchedule
ApproachTailored approach: “Risk Drives the Rigor”Integrate readinessCore + process guide architectureMimic DOE critical decision process
OutcomesSafe and efficient execution
Project Phases and Project Decisions (PD)
Readiness inherent to PM approachEnsures clarity for project finish line for ALL involved parties (IPT)Ensure project delivers “ready to operate” condition
Lessons Learned
Tailoring is easier said than doneClearly state criteria for different levels of rigorClearly state differences in tailored approachThresholds are difficult to establish
Cookbook approach to readiness is keyWith a good checklist, anyone can do it – no excuses not to
Readiness component delivering desired improvementsFewer hiccups when occupying new spacesCustomers are pleased – view the approach as value added
Not free, but not expensiveReduces burden on customer and building functions
PMs may be reluctantChallenges and misconceptions
Using Readiness for Successful Delivery of New Research Capability
Mark HartzellManager, EMSL Project [email protected]
PNNL-SA-81089 Reviewed for Public Release
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Environmental Molecular Science Laboratory
200,000sf research facilityBER user facilityProvides integrated experimental and computational resourcesThree science themes
Biological Interactions and DynamicsGeochemistry/Biogeochemistry and Subsurface ScienceScience of Interfacial Phenomena
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EMSL Projects
$60M to develop and deploy transformational capabilities
34 separate instrument systems18-months to procure, modify space, and installInvolved 10 separate science leadsScope ranged from simple install to significant modifications
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Quiet Wing10,000sfLow EMF low vibrationHigh res imaging (TEM+)
Radiochemistry AnnexLocated in new PSF5 existing labsExpands rad exhaust
AARA1 EMSL Capability Expansion2
How EMSL uses Readiness
Plan earlyDetermine Readiness scope during baseline developmentInclude discrete activities for readiness in schedule
Develop a comprehensive checklistTeam effort between the project, facility, and research staffStarts with the general categories from Achieving Readiness ProcessAssign individual responsibility
Prepare in advanceMeet throughout project execution to status and prepare
Complete and DocumentCompletion verified and documentedReadiness achieved when all approve
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How research uses Readiness
Testing and QualificationEquipment Operations training for staffHazards (IOPS) and Emergency Preparedness
System AcceptanceMeets procurement requirements
Technical DocumentationVendor manuals received and archivedSpare parts list
Laboratory Space AcceptanceSpace ready for research
AdministrativeMITMEL
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How Facilities and Operations uses Readiness
MaintenanceDeveloped preventative maintenance and calibration proceduresProvide special tools or training
OperationsAlarm responseOperator rounds
Technical documentationUpdated as-built and key drawings Design documentation
Laboratory space acceptanceNew or modified systems meet requirementsReady for operations
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Benefits
Faster time to researchProcess leads to “ah-ha” momentsChanges project delivery to capability deliveryReduces operating riskFacilitates the dialog between facilities and researchDocuments ReadinessDevelops Lessons LearnedCan be quite smooth once you have done it
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The challenge and misconceptions
The challengeCulture change: moving from how it was done to how it is done
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The potential misconceptions
If you think: Ask yourself :
“How?”
“Where?”
“How are you demonstrating you're ready?”
“At what point before?”
“Is this too late?”
“Is there money to do it over?”
“We already ‘do’ readiness.”1
“It’s built into our process.”2
“This is another work barrier.”3
“I do ‘readiness’ before I start operations.”
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“I involve the customer when I’m ready to turnover the project.”
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“We don’t have money.”6
Lessons Learned
New first time lab technology Project managers – train them and followupReadiness needs to be planned, not ad-hoc
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high risknon-nuclear
high risknuclear
low risknon-nuclear &high visibility
high risknuclear
Hazard Category 2 Nuclear Facility RANo RA in over 10 yearsTook Readiness seriouslyNear Flawless RA outcome
New, unique Fissile Materials PackageInitiated Readiness very late in the project life cycleQuickly evaluated and focused on minimum needs to safely deploySuccessful deployment and oversight assessment with no findings
Low Risk but High Visibility Projects 34 EMSL projects for latest state-of-the-art technologyAccelerate turnkey deliveries Necessary steps and key risks were not overlooked
Customize and apply Readiness to your site’s unique processes.Develop procedures and processes that integrate with your site’s lifecycles.Focus on implementation, it’s not as simple as it may seem.Train staff to sustain and expand a successful Readiness process.On-going support to ensure smooth integration into project management, research, and other site mission needs.Mentor and provide technical support for startups.Publish success – Articles in
NNSA June 2011 Tech BulletinPNNL Operating Experience/Lessons Learned
Support to Share Success
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Contacts for Information and Support
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Nick RegoliSenior Advisor, Startup and Operational ReadinessNuclear & Materials Operations Division Tel: 509-372-4765 [email protected]
Brad EvansNuclear Safety & Facility Authorization Manager Nuclear & Materials Operations DivisionTel: [email protected]
Paul CraneNuclear & Materials Operations Division ManagerFacilities & Operations DirectorateTel: [email protected]
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