3 1-Ljubenov
3 1-Ljubenov
3 1-Ljubenov
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Background
• Many countries with less developed nuclear programmes among
the IAEA Member States
• Very often decommissioning is to be done by institutions, which
lack experience in running engineering projects
• Feedback from missions and meetings – assistance needed in
managing project risks
• Discussions at the 2011 Annual Forum of the International
Decommissioning Network (IDN) identified project risk
management as a priority issue
– Experiences and good practices exist in some MS, sharing of
experience is needed
• Proposal for an IDN project was developed by a group of experts
• Decommissioning Risk Management (DRiMa) project was
implemented in 2012-2015
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Project objective
• Collect existing experiences in Member States and identify
good practices related to management of project risks –
both general and decommissioning specific;
• Describe recommended risk management methodology;
• Provide recommendations on the application of that
methodology for decommissioning;
• Illustrate the role of risk management in key decision
making during planning and implementation / execution of
decommissioning;
• Illustrate the risk treatment strategies to minimise threats
and maximise opportunities during decommissioning;
• Enhance capabilities of Member States in this area and
facilitate exchange of information among Member States.
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Project scope
• Scope: risk management for decommissioning during
planning & execution
• Risk ≠ Safety Risk (as in most of the IAEA projects)
• ISO 31000: “Risk is the effect of any uncertainty on
objectives” – often negative, but could be positive
• Threats and opportunities with respect to the achievement
of project objectives
• Risk management serves to minimize threats and
maximize opportunities
• Consider RM at strategic and operational level
• Consider existing risk management methodologies
• Explain relation between RM and safety assessment
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Working mechanism and project
activities
IAEA International
Project Chairperson Decommissioning
J. Kaulard
Network (IDN)
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Working mechanism and
project activities
Start 12 Months 24 Months End
Draft
Continuous Elaboration and Drafting Final Methods
No. 0
Work
Trail Application “Pratical Exercises”
shop
Project Report
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Working mechanism and project
activities
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Context of Risk Management
typical objectives: costs, schedule, safety, quality, ...
activity
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Benefits from risk management
• Ensuring that all foreseeable risks to the decommissioning
project objectives are managed proactively and effectively;
• Identifying critical areas for the project to address and to
align the available resources;
• Supporting effective decision making under conditions of
uncertainty;
• Improving the awareness and visibility of the risks within the
organization;
• Aiding effective communication and transparency to external
stakeholders.
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Risk management methodology
for decommissioning
• Initial thinking – address risks to a decommissioning project – strategic
and operational
• Are there risks to the project before we have it in place (during early
planning)? What does introduce such risks?
Phase of Planning Phase of Execution
Details of Phase 1
Initial Decom- Final Decom-
missioning Plan missioning Plan Details of Phase 2
(IDP) (FDP)
Details of Phase n
project details
FDP Final Decommissioning Plan
IDP Initial Decommissioning Plan
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Risk management methodology
for decommissioning
Assumption Management vs. Operational Level Risk Management
management of management of
- assumptions - risks associated
- facts, strategic decisions with the project details of the
decommissioning work to be
and the related uncertainties performed
more of qualitative nature and the related / still existing
covering aspect of the evolution of uncertainties
assumptions towards strategic decisions more of quantitative nature
covering aspects of risk escalation and
de-escalation (operational / project risk
becoming strategic risk and vice versa)
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Risk management methodology
for decommissioning
Core of the risk management process
Establishing
• Risk assessment (populating a risk register) the context
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Risk management methodology
for decommissioning
• Risk evaluation – risk matrix
– typically: probability and consequence
– qualitative or quantitative evaluation
• Linked to the “risk appetite” of an organization (how much risk is
acceptable), there is no universal matrix for all organizations and situations
Threats Opportunities
very very
high high
high high
probability
probability
medium medium
low low
very very
low low
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Specificities of risk management
at strategic level
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Specificities of risk management
at operational level
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Specificities of risk management
at operational level
• Is the risk still valid, i.e. has it expired, has it occurred?
• Is the correct owner identified?
• Are the risk treatment actions progressing as planned?
• Does the risk still adequately describe the situation?
• Are the mitigation measures effective?
• Are there any new risks?
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Application of the methodology
– AM / RM workshops
“Assumption management” workshops
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Project output and outcomes
Structure of the DRiMa Report
Foreword
1. Introduction
2. Overview on Risk Management for Decommissioning
3. Risk Management at the Strategic Level
4. Risk Management at the Operational Level
5. Interfaces between RMSL and RMOL
6. Summary
7. References
ANNEXES
Annex A Risk Families
Annex B Example of a risk register for risk management at operational level
Annex C Examples on Assumption Management
Annex D Examples on Operational Risk Management
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Project output and outcomes
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Summary
• Risk management for decommissioning can be based on the
existing general risk management methodology
• DRiMa project discussed specificities of the methodology when
applied to decommissioning
• Two levels of risk management analyzed – strategic and
operational
• Concepts of “risk escalation” and “de-escalation” explained
• The same methodology applies, slightly different tools proposed
• Tools:
– Risk families developed to support a systematic identification of
– assumptions / strategic decisions and their related uncertainties
– project risks
– Risk matrix – for risk evaluation
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Summary
• Tools:
– Assumption register – used for planning assumptions / strategic
decisions
– Risk register – used for operational risks, applicable for strategic
decisions
• Risk management is not mandatory (by IAEA safety standards
and also by national regulations in general), but it’s considered a
good practice
• When implemented within an organization, should be part of the
integrated management system
• Safety, cost, schedule and quality are typically the main factors to
be considered when doing risk management - strong safety
culture within an organization is important for successful risk
management
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Acknowledgement:
• Members of the Coordinating Group:
• J. Kaulard (Germany) – project chairman
• P. Francois (France) and M. Pennington (UK) – leaders of the project WGs
• D. Skanata (Croatia), K. Schruder (Canada) – deputy leaders of the WGs
• IDN Scientific Secretary - P. O’Sullivan (IAEA)
• All the participants of the DRiMa project
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Thank you!