Integrated management systems in the project planning phase of the project can be a proactive step to avoid unnecessary delays and costs. There is a perception that quality is implemented or executed in the implementation phase of the project lifecycle.
INFERENTIAL STATISTICS 69
RECOMMENDATIONS AND CONCLUSION 73
SCOPE OF THE RESEARCH
- INTRODUCTION AND MOTIVATION
- BACKGROUND TO THE RESEARCH PROBLEM
- Statement of the research problem
- THE RESEARCH QUESTION STATEMENT
- Investigative (sub-) questions
- PRIMARY RESEARCH OBJECTIVES
- THE RESEARCH PROCESS
- THE RESEARCH DESIGN AND METHODOLOGY
- COLLECTING PRIMARY DATA USING ‘QUESTIONNAIRES’
- DATA VALIDITY AND RELIABILITY
- ETHICS
- RESEARCH ASSUMPTIONS
- RESEARCH CONSTRAINTS
- CHAPTER AND CONTENT ANALYSIS
- SIGNIFICANCE OF THE PROPOSED RESEARCH
Was there any commitment from the PBMR's senior management in the implementation of the Quality Management System during the planning stage of the project life cycle. Did the PBMR project management department experience problems due to a Quality Management System that was not implemented at the planning stage of the project life cycle.
PEBBLE BED MODULAR REACTOR
- INTRODUCTION
- MANAGEMENT 1 Assurance
- Risk Management
- Safety, Health, Environment and quality
- TECHNOLOGY 1 Background
- Test facilities
- Helium Test Facility (HELIUM TEST FACILITY)
- Heat Transfer Test Facility (HTTF)
- Fuel Development Laboratories
- SAFETY AND ENVIRONMENT 1 Safety culture
- Training and development
- QUALITY
- HEALTH AND ENVIRONMENT
- EIA PROCESS
- LICENSING
- PEBBLE BED MODULAR REACTOR PROJECT STATUS
- GOVERNMENT SUPPORT
- LATEST STATUS
Eskom, Pebble Bed Modular Reactor and the national nuclear regulator have agreed on a phased licensing process. The construction phase of the Pebble Bed Modular Reactor project is conditional on obtaining a positive Record of Decision (RoD) on the Environmental Impact Assessment (EIA) study.
CHAPTER 3: NUCLEAR POWER PLANT PROJECT DYNAMICS: A LITERATURE REVIEW
INTRODUCTION TO PROJECT MANAGEMENT
- Project origination and definition
- Pre-project planning and organisation
- Design, procurement, and pre-testing
- Training
- Preoperational testing
- Start-up (commissioning) and initial operations
- Closeout and make-benefit analysis
Pinkerton believes that operational and maintenance training is critical to project success. Pinkerton believes that if the project is well planned, well designed and well executed, commissioning should be uneventful.
ELEMENTS OF PROJECT MANAGEMENT
- Scope management
- Time management
- Cost management
- Quality management
- Project integration management
- Human resource management
- Communications management
- Risk management
- Procurement management
Scheduling issues are a major source of conflict in a project, especially in the middle and later stages of a project. Schalbe defines project integration management as “the process of coordinating all areas of project management knowledge throughout the project life cycle”. Human resource management consists of project systems that are designed to make the most of the people involved in the project (Zack, 2002:5).
Zack (2006:5), defines project communication management as “the processes required to collect and distribute appropriate information regarding the project to.
NATIONAL AND INTERNATIONAL LEGAL FRAMEWORK
Some of the risks can be identified as layout risks, resource overload, activity interferences, coordination of subcontractors and suppliers, and documentation review. Procurement management is the processes necessary to obtain goods and services from outside the organization for the prosecution of the project," (Zack, 2002:6). In light of the accident's cross-border consequences, nuclear safety is no longer a national responsibility, but is now an international one.
The regulator is directed and controlled in accordance with this law by a Board of Directors and operated by an Executive composed of the chief executive and staff of the NNR.
NUCLEAR SAFETY
- Introduction
- Safety culture
- Management responsibility
According to Alexander (2004:6), safety culture often arises in conversations following incidents at nuclear power plants. Petrangeli (2006:7) defines the safety culture concept as "the set of beliefs, knowledge and behavior in which safety is placed at the highest level in the value scale in every activity regarding the use of nuclear energy". According to Alexander (2004:6), a safety culture often arises in conversations following incidents at nuclear power plants.
The safety culture concept is defined as the set of beliefs, knowledge and behavior in which safety is placed at the highest level in the value scale in every activity regarding the use of nuclear energy" (Petrangeli, 2006:7).
NUCLEAR POWER SUPPLY MARKET
- Supply of nuclear power plants
- Supply of nuclear fuel and fuel cycle services
The IAEA emphasizes that Management at all levels will demonstrate its commitment to the establishment, implementation, evaluation and continuous improvement of the management system and will allocate the appropriate resources to carry out these activities. Senior management will develop individual values, institutional values and behavioral expectations for the organization to support the implementation of the management system and act as role models in promulgating these values and expectations. Top management will set goals, strategies, plans and objectives that are consistent with the organization's policies.
The organization will retain overall responsibility for the management system when an external organization is involved in the work to develop all or part of the management system.
FINANCIAL MARKET .1 The current global status
- Factors driving the resurgence of interest in nuclear power
According to Meckoni, Catlilin and Bennet (1977:1), in the case of the purchase of nuclear fuel, the application of quality assurance can be faced with several problems due to the lack of standardization in nuclear fuel and the proprietary information of the fuel manufacturers on fuel design specifications and fuel manufacturing procedures . Due to the lack of generally accepted standards, the successful application of the quality assurance concept to the procurement of fuel depends on how much information can be provided by the fuel manufacturer to the utility company that purchases fuel, and in what form and how early this information can be provided. The IAEA states that nuclear power's strong and sustained performance record is reflected in nearly 12,000 reactor years of experience, with continuous reductions in plant downtime, lower generation costs and a progressively improved safety record.
Many lives were lost and thousands suffered major health impacts, in addition to significant environmental and social impacts.
MANAGEMENT SYSTEM
- Integrated approach
The IAEA is developing a new standard on management system requirements (GS-R-3) that will cover all these aspects. Riha (200:2) describes the management system as a system that serves to prevent human errors, promotes training and qualification of personnel, improves. The second interface is between the nuclear facility and suppliers of goods and services that have developed a quality management system in accordance with ISO 9001:2000.
The National Nuclear Regulator states that the integrated management system structure consists of three safety culture aspects as part of their IMS.
According to Kibri and Zouain, the nuclear facilities of the IAEA Member States have their own Quality Management System established according to the IAEA 50-C/SG-Q standards, ISO 9001:2000 and the regulations of their government regulatory agency, for obtaining the license their functioning. The safety classification and application of these codes and standards require additional QM and product-related quality measures, which must be adequately implemented in the respective suppliers' QMS.
The applicant / licensee, his designee as well as suppliers involved in the design, manufacture, supply and construction of products of high importance to
REGIONAL AND INTERREGIONAL COOPERATION
According to Lee, the Korean Nuclear Energy Law, licensing provisions and regulatory practices are based on a combination of the US and Japanese systems. Before a nuclear power program is implemented, it is important that appropriate legislative measures are taken at the earliest possible stage to establish a proper legal framework. Alongside this legal framework, the infrastructure for the implementation of the program must be established for appropriate communication and coordination between the various government bodies such as the Economic Planning Council, the Ministry of Trade and Industry, the Ministry of Construction, etc. as well as for control and supervision of the nuclear power project.
In order to ensure public health and safety, strict safety requirements for nuclear power plants must be implemented.
CONCLUSION
CHAPTER 4: QUALITY MANAGEMENT SYSTEM DURING THE IMPLEMENTATION OF PEBBLE BED MODULAR REACTOR
- THE SURVEY ENVIRONMENT
- AIM OF THIS CHAPTER
- CHOICE OF SAMPLING METHOD
- THE TARGET POPULATION
- DATA COLLECTION
- MEASUREMENT SCALES
- THE DEMAND FOR A QUALITATIVE RESEARCH STRATEGY While this author acknowledges that a number of strategies can be applied in
- SURVEY SENSITIVITY
- SURVEY DESIGN
- THE VALIDATION SURVEY QUESTIONS
- SENIOR MANAGEMENT QUESTIONNAIRE: MANAGEMENT SUPPORT
To ensure that every identifiable stratum of the population was considered (Hussey & Hussey, 1997) (Easterby-Smith, Thorpe & Lowe, 1996), 3 respondents were selected from the quality department, 5 from the project management department and 6 from Management. The target population was specifically chosen to validate practical concepts as presented here. As is the case with most academic research, the collection of data forms an important part of the overall thesis content.
The survey design that will be used in this case is that of a descriptive survey as opposed to an analytical survey.
Question 3: Management made sure that goals, strategies, plans, and objectives defined for the management system were achieved during the project life cycle
Due to the fact that face-to-face interviews are highly structured, the questions were designed and piloted to ensure that they reflected a high degree of "validity" (Easterby-Smith, Thorpe & Lowe (1996).
Question 4: Management made sure that each stage of the nuclear installations’
QUALITY MANAGEMENT QUESTIONNAIRE
Senior Management at all levels can demonstrate its commitment to the implementation, assessment and continual improvement of the management
Senior Management was responsible for the activities and behaviours necessary to foster a strong safety culture during the project life cycle. To what
Question 5: Senior Management made sure that goals, strategies, plans and objectives defined for the management system were achieved during the project
Question 8: All processes needed to achieve the quality and safety goals of the organization were identified, and their development was planned, implemented,
The Quality department did not have to retrofit some of the processes as a result of QMS not implemented at the planning stage of the project life cycle
PROJECT MANAGEMENT QUESTIONNAIRE
Senior Management was responsible for the activities and behaviours necessary to foster a strong safety culture during the project life cycle. To what
Question 4: Senior Management made sure that each stage of the nuclear installations’ life cycle was preceded by monitoring and a pre-assessment to
The QMS was implemented during the planning stage of the project
After implementation of QMS there has been visible improvement in controlling project scope. To what extent do you agree with this statement?
After implementation of QMS there has been visible improvement in controlling project costs. To what extent do you agree with the statement?
After implementation of QMS there has been visible improvement in controlling project schedule. To what extent do you agree with this statement?
Question 9: The QMS implementation ensured that minimum regulatory requirements were met when applying for licensing. To what extent do you agree
Question 10: During the implementation of QMS the project management team played an influential role to ensure success. To what extent do you agree with this
During all phases of the life cycle of the nuclear installation PBMR/
CONCLUSION
DATA ANALYSIS
- INTRODUCTION
- METHOD OF ANALYSIS
- VALIDATION OF SURVEY RESULTS
- DATA FORMAT
- PRELIMINARY ANALYSIS
- INFERENTIAL STATISTICS
- ASSISTANCE TO RESEARCHER
- SAMPLE
- ANALYSIS
- RELIABILITY TESTING
- DESCRIPTIVE STATISTICS
- UNI-VARIATE GRAPHS
- INFERENTIAL STATISTICS
- DISCUSSIONS AND CONCLUSSIONS
During the implementation of the QMS, the project management team played an influential role in ensuring success. For statement Q01 in the senior management questionnaire (senior management/management ensured that systems were established and implemented in the conceptual phase of the project life cycle and can demonstrate their commitment to the project) it appears that project management respondents least agreed with (20% are strongly agree) in the statement. The quality department experienced compliance issues as a result of not implementing the QMS in the planning phase of the project life cycle.
Senior management did not ensure that systems were established and implemented during the conceptual stage of the project life cycle, and can demonstrate their commitment to the project.
RECOMMENDATIONS AND CONCLUSION
THE RESEARCH THUS FAR
Quality management cannot possibly be effective if the management of the organization does not show commitment to it. Quality management is effective if it is anchored in the strategy and values of the organization. Senior management is responsible for developing the organization's policies that support the development and implementation of the quality management system.
Three functional areas were targeted for the purpose of this project, namely project management, quality management and senior management support.
FINDINGS
During QMS implementation, the project management team did not play an influential role in ensuring success. Senior management did not ensure that the systems were designed and implemented during the conceptual phase of the project life cycle and could not demonstrate their commitment to the project. Senior management at all levels cannot demonstrate their commitment to the implementation, evaluation and continuous improvement of the management system throughout the project life cycle.
Senior management has not ensured that systems are set up and implemented during the conceptual phase of the project lifecycle and can demonstrate their commitment to the project.
ANALOGIES DRAWN FROM THE LITERATURE REVIEW
IMS (combination of QMS and SM) has not been implemented in all phases of the nuclear installation life cycle as required by RD0034. The role of the nuclear regulators is to ensure that the license holder is proactive and that its activities comply with safety requirements. It is the sole responsibility of the permit holder to ensure that his installation is operating safely.
Management at all levels shall demonstrate their commitment to the establishment, implementation, evaluation and continuous improvement of the management system and shall allocate appropriate resources to carry out these activities.
THE RESEARCH PROBLEM REVISITED
THE RESEARCH QUESTION REVISITED The research question as in chapter 1 is as follows
KEY RESEARCH OBJECTIVES REVISITED The key research objectives as per chapter 1 are as follows
Although the survey results show that Project Management did not see any benefits when QMS was implemented, they experienced problems with supplier qualifications before the effective implementation of the QMS. Suppliers play a very important role in nuclear projects as the non-compliant suppliers can lead to the stop work order being given to the licensee and can result in delays and huge costs. Has the PBMR Quality department experienced any compliance issues as a result of a Quality Management System that was not implemented at the planning stage of the life cycle project.
According to the survey, the quality department had compliance problems because it did not implement QMS during the planning phase of the project life cycle.
RECOMMENDATIONS AND CONCLUSSION
SM ensured that each phase of the project lifecycle was preceded by monitoring. Cumulative Cumulative Q09 Frequency Percent Frequency Percentage ƒƒƒƒƒƒƒƒƒƒƒƒƒƒƒƒƒƒƒƒƒƒƒƒƒƒ Agree-Strongly Agree Indecided Disagree-Strongly Disagree Chi-Square test. Cumulative Cumulative Q11 Frequency Percent Frequency Percentage ƒƒƒƒƒƒƒƒƒƒƒƒƒƒƒƒƒƒƒƒƒƒƒƒƒƒ Agree-Strongly Agree Indecided Disagree-Strongly Disagree Chi-Square test.
Cumulative Cumulative Q05 Frequency Percentage Frequency Percentage ƒƒƒƒƒƒƒƒƒƒƒƒƒƒƒƒƒƒƒƒ Strongly Agree Agree Strongly Disagree Chi-Square Test. Cumulative Cumulative Q03 Frequency Percentage Frequency Percentage ƒƒƒƒƒƒƒƒƒƒƒƒƒƒƒƒƒƒƒƒƒƒƒƒƒƒƒƒƒƒƒ Agree-Strongly Agree Disagree-Strongly Disagree Chi-Square Test.
