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> AREVA NP GmbH •

Project Management equalsIntegration Management

INTECO Projektmanagement TageLandshut June 14, 2007

Frank-Peter RitscheProject Management Initiative / AREVA NP

The reproduction, transmission or use of this document or its contents is not permitted without express written authority. Offenders will be liable for damages. All rights, including rights created by patent grant or registration of a utility model or design, are reserved.

> AREVA NP GmbH • Frank-Peter Ritsche, RP-G, May 2007 3All rights are reserved, see liability notice.

Outline

Who is AREVA?

Why Nuclear?

Managing a large project

What is Integration Management?

The Silos

AREVA PM Initiative


The AREVA group

Key figures (2006)

10 863 M EUR revenue

61.111 employees

AREVA is world leader in the energy business• N°1 in the entire nuclear cycle• N°3 in electricity transmission and distribution

ENERGYENERGY

AREVA NCAREVA NCAREVA NPAREVA NP AREVA T&DAREVA T&D Equity interests

Equity interests

34% 100%66% 100%


Energy: our core business

u Front End Division

u Reactors and Services Division

u Back End Division

u Transmission and Distribution Division


France

US

Reactors Service Fuels Components

Germany

Organization of AREVA NP


Who is AREVA?

Why Nuclear?



The Silos

AREVA PM Initiative

Outline


Why Nuclear?

1987

5 billion


Why Nuclear?

1999

6 billion


Why Nuclear?

2050

9 billion


Why Nuclear?

1900 2000 2020

Source: UN, IEA, Siemens PG * preliminary data 1) Hard Coal Equivalent


Why Nuclear?

Source: WNA


Why Nuclear?

Source: WNA, Dr. Ralf Güldner


Why Nuclear?

435 Nuclear Power Stations Worldwide


Why Nuclear?

An Energy Policy for Europe

„Reinforcing nuclear power generation could also represent one option for reducing CO2 emissions and

plays a major role in addressing global climate change. [...] nuclear power generation is largely immune in the

cost of raw material supplies, [...] in most industrializedcountries new nuclear power plants offer an economic

way to generate base-load electricity.“

European Commission, January 10th, 2007


Why Nuclear?

2005 2025

AREVA is restructuring its operations to deliver 25+ new nuclear plants over the next 10-20 years.


Who is AREVA?

Why Nuclear?



The Silos

AREVA PM Initiative

Outline


The EPR is an advanced evolutionarypressurized water reactor (PWR) designed by AREVA NP, an AREVA and Siemens company.

Electric Output: 1,600 MWeReactor Power: 4,300 to 4,500 MWtDesign Life: 60 yearsFuel Type: Enriched (up to 5%) uranium

and/ or mixed-oxide (MOX)

EPR: the first-built generation III+ reactor

More information on: www.areva-np.com


The EPR in Europe

Olkiluoto 3 (Finland)

First concrete: 2005Operation: 2011




The EPR in Europe






The EPR in Europe

Flamanville 3 (France)


Flamanville 3 (France)



The EPR in US

UniStar NuclearA joint venture

for the U.S. EPR

2005-09-15 Constellation Energy and AREVA Inc. announce foundation of a joint venture UniStar Nuclear. Bechtel Power Corp. will support as architect-engineer.

2005-10-27 Constellation Energy announce its intent to file with the NuclearRegulatory Commission (NRC) for a combined construction & operationlicense (COL). Sites under consideration are Calvert Cliffs NPP and Nine MilePoint NPP.

2007-04-05 UniStar Nuclear announced an agreement with Missouri-basedutility AmerenUE to prepare a combined construction and operating licenseapplication.


Lessons Learned from Olkiluoto

o Licensing: public awarenesstranslates into very high safetystandards. Licensing authoritiesare enforcing „Safety Culture“.

o Quality: Nuclear QualityStandards are a challenge formany global manufacturers and suppliers.

Olkiluoto is the first Gen3 reactor - a „FIRST-OF-A-KIND“ (FOAK) projectand the first turn-key nuclear power plant under construction in Europe since 10 years


Lessons Learned from Olkiluoto

o Schedule: High investment pushsfor ambitious schedules, resultingin concurrent engineering, manufacture and construction.

o Information management: Amountof documents and data more thanever handled. A challenge for IT-providers.


Who is AREVA?

Why Nuclear?



The Silos

AREVA PM Initiative

Outline


Project Management

The 9 Project Management Processesaccording to Guideline ISO 10006

and PMBoK® of the Project Management Institute®

Integration Management

Scope Management

Time Management

Cost Management

Quality Management

Resource Management

Communication Management

Risk Management

Procurement Management


A project organization

Work-package Manager

Subproject Manager

Project Manager


Responsibilities

What‘s the responsibility of a Work-package Manager (WPM) ?

Standard PMI requirements:

Ø Cost

Ø Time

Ø Scope

Ø Resources

Ø Quality

Ø Risk

Ø Reporting


Responsibilities

What‘s the responsibility of a Subproject Manager (SPM) ?

Integration Management:

Ø Transversal coordination

Ø Managing WP‘s as PM (top down)

Ø Reporting issues (bottom up)

Ø Consider aspect of “interface managers”

Ø Consider interface between project organization and technical units (resource organizations)


Responsibilities

What‘s the responsibility of a Project Manager (PM) ?

Leadership

Ø Establish the rules and structures

Ø Organizing

Ø Centralizing

Ø Decentralizing

Ø Define decision authority levels

Integration Management

Ø Outside & Inside subproject boundaries

Ø Client

Ø Executive management


EngineeringDatabase

A case study

3D Design3D

Design

2D P&IDs2D

P&IDs

Bill ofMaterialBill of

Material

MaterialManagement

POs/ Delivery

Lots

POs/ Delivery

Lots

DrawingsDocumentsDrawings

Documents

DocumentManagement

Time Schedule

Datesplannedactual

Datesplannedactual

Datesplannedactual

Datesplannedactual

SAPDates

plannedactual

Datesplannedactual


EngineeringDatabase

A case study

3D Design3D

Design

2D P&IDs2D

P&IDs

Bill ofMaterialBill of

Material

MaterialManagement

POs/ Delivery

Lots

POs/ Delivery

Lots

DrawingsDocumentsDrawings

Documents

DocumentManagement

Time Schedule

Datesplannedactual

Datesplannedactual

Datesplannedactual

Datesplannedactual

SAPDates

plannedactual

Datesplannedactual

Techn.ChangeTechn.Change

CostChangeCost

Change

ScheduleChange

ScheduleChange

QuantityChange

QuantityChange

CustomerLetter

CustomerLetter

DocumentRevision

DocumentRevision

ClaimClaim

LetterLetter


Who is AREVA?

Why Nuclear?



The Silos

AREVA PM Initiative

Outline


Silos

EngineersManagers

Commercials

University Education

Matrix organization

Career path


Silos

Engineering

Procurement

Construction

E P C


Silos

DaratechPLANT®CEGUG®

ISEIT®

PMI®INTECO®DPMO®

AVEVA®Intergraph®

Bentley®

SAP®Primavera®Impress®


Who is AREVA?

Why Nuclear?



The Silos

AREVA PM Initiative

Outline


AREVA NP Project Management Initiative

In late 2003, AREVA NP launched an ambitious initiative to globalize its project management practices. An international team of project management experts was assembled to begin developing and leading this effort by focusing on several key themes.

• Strengthening and harmonizing our PM practices • Standardized Processes• Improving Practices and Qualification• Successful projects



Standardized Processes

> Develop standardized project management processes, which lead to define good practices with special emphasis on project performance.

> The policies issued by the PMI are based on the PMBoK®, the internationally most recognized standard of the Project Management Institute Inc.®

The processes are described by policies and directives

n Project Management Process Manualn Project Rating / Criteria for Technical Risk Assessmentn Project Risk Management n Reporting and Project Status Presentation n Project Assessments n Project Manager Certification

covering the entire project life, from proposal preparation to contract closeout.



Qualification and Certification

> The Project Management Initiative implemented an AREVA NP wide internal training and certification program

> A training program is implemented along the project managers career path

> The highest level of AREVA NP project managers requires PMP®certification by the Project Management Institute Inc.®



Improvement and sharing best practices

> The Project Management Initiative performs project assessments through all business sectors worldwide to verify the status and effectiveness of the implementation of the PMI directives in the project reality, and to identify potential for further improvement

> PMI is the platform to share best practices in project management across the company, as the group is organizing PM-Forums or expert workshops

> Directives and guidelines are further evoluted considering this feedback

> The high standards of the Project Management Initiative have been reflected in the AREVA WAY model, the AREVA group’s continuous improvement program


You remember project reality...?

EngineeringDatabase

3D Design3D

Design

2D P&IDs2D

P&IDs

Bill ofMateria

l

Bill ofMateria

lMaterial

Management

POs/ Delivery Lots

POs/ Delivery Lots

DrawingsDocument

s

DrawingsDocument

s

DocumentManagement

Time Schedule

Datesplannedactual

Datesplannedactual

Datesplannedactual

Datesplannedactual

SAPDates

plannedactual

Datesplannedactual

Techn.ChangeTechn.Change

CostChangeCost

Change

ScheduleChange

ScheduleChange

QuantityChange

QuantityChange

CustomerLetter

CustomerLetter

DocumentRevision

DocumentRevision

ClaimClaim

LetterLetter


AREVA NP Information Management System

Project Management equals Integration Management

DocumentManagement

TimeScheduling

CommercialManagement

MaterialSupply Chain

Plant Layout3D-Model

System DesignEngineering DB


Project Managementconsiders the integration of

• time & resource information• commercial information and• scope, which in engineering isà documentation andà data

TimeScheduling Commercial

Management

DocumentManagement

DOCUMENTUMDocumentationManagement

DOCUMENTUMDocumentationManagement

PRIMAVERAEnterprise P3ETime schedule

PRIMAVERAEnterprise P3ETime schedule

SAPCommercial Management

SAPCommercial Management

Time

CostScope

Information Management in New Plants Projects


MaterialSupply Chain

Plant Layout3D-Model System Design

Engineering DB

Design Integrationin AREVA NP is achieved within Aveva‘sVANTAGE suite of Engineering tools

VPE

VPD VPRM

Vantage VPESystems Design database

Vantage VPESystems Design database

Vantage VPD (PDMS)3D Design

Vantage VPD (PDMS)3D Design

Vantage VPRMMaterial Management

Vantage VPRMMaterial Management

Information Management in New Plants Projects


TimeScheduling

CommercialManagement

DocumentManagement

VPEVPRM

VPD

AREVA NP Information Management System

Our partners are the world market leaders in their field


Silos

DaratechPLANT®CEGUG®

ISEIT®

PMI®INTECO®DPMO®

Some links are there……Let the links grow…

SAP®Primavera®Impress®

AVEVA®Intergraph®

Bentley®


Silos

Let‘s break down the silos...


www.areva.com

Contact:

Frank-Peter Ritsche, PMPAREVA NP GmbHProject Management Initiative

[email protected]

Contact:

Frank-Peter Ritsche, PMPAREVA NP GmbHProject Management Initiative

[email protected]

Alle Angaben ohne Gewähr. Irrtümer und Änderungen ohne vorherige Mitteilung vorbehalten. Alle Rechte vorbehalten.

Projektmanagement-Tage 2007

INTECO Gesellschaft für innovative Technologien mbH • Stethaimer Str. 32-34 • 84034 Landshut • Tel: +49 (0)871/ 922 89 –0 • Fax: +49 (0)871/ 922 89 –99 • http://www.inteco.de

Agenda 13. Juni 2007

„Kurs auf Zukunft – gemeinsam zum Erfolg“ in den

Bernlochner Stadtsälen

09.00 Check In mit Begrüßungskaffee

09.30 „Projektmanagement: Kurs auf Zukunft – gemeinsam zu m Erfolg“ (1.001)

Begrüßung, News und Vorstellung der Veranstaltung.

Christoph Eckl, INTECO GmbH

(im “Redoutensaal”)

10.00 Keynotespeaker: Dr. Ulrike Reisach (1.002)

„Die Amerikanisierungsfalle”

The American Way of Management: Kulturkampf in deutschen Unternehmen?


11.30 Kaffeepause

11.45 Rudi Mayer (Astrium GmbH) (1.003)

„Ariane: Europa – mit rotem Faden an die Spitze“

18 Jahre Primavera – von Kinderschuhen zu Sieben-Meilen-Stiefeln


Produktentwicklung

12.30 Gemeinsames Mittagessen

Parallele Vortragsreihen 14.00

Prof. Erich Everts (Fachhochschule Oldenburg) (1.004)

„Was Du heut’ nicht kannst besorgen, das besorgen wir dann morgen“

Die Grundlagen gerichtsfesten Nachtragsmanagements an einem praktischen Beispiel

(im „Ratsherrenzimmer“)

Bauwesen

Thomas Auer (Thales Group) (1.005)

„Prozessbasiertes Projektmanagement“

Prozessbasiertes Projektmanagement in einem CMMI Level 3 Unternehmen

(im „Redoutensaal)

Produktentwicklung

M – Methode T – Tool O – Organisation I – Integration




Parallele Vortragsreihen 14.45

Martin Bessler (DS-Infra GmbH) (1.006)

„Program Management Scottisch Railway“

Programm Management als Schnittstelle zwischen Regierung und ausführendem Unternehmen am Beispiel der Wieder-belebung des Bahnsystems in Schott-land

(im „Redoutensaal“)

Bauwesen

Dr. Robert Müller-Török (INTECO GmbH) (1.007)

„Projektfeuerwehr und Prozess-THW”

Was kann man tun, wenn das Projekt brennt und der Prozess kracht


15.30 Kaffeepause

15.45 Bruno Flohr / Christoph Eckl (SAP Deutschland / INT ECO GmbH) (1.008)

„DPMO – Deutsche Projektmanagement Offensive”

Eine Initiative von SAP und INTECO stellt sich vor


16.45 Zusammenfassung des Tages Christoph Eckl, INTECO GmbH


18.30 Abendveranstaltung mit „ 4xang “

(im „Zeughaus“)




Agenda 14. Juni 2007

„Kurs auf Zukunft – gemeinsam zum Erfolg“ in den

Bernlochner Stadtsälen

09.00 Begrüßung - Rückblick auf den ersten Tag



09.15 Christoph Eckl (INTECO GmbH) (2.001)

„Kundenbefragung: Resultate und Konsequenzen”

INTECO hat ausgewählte Kunden im Quartal 1 und Quartal 2 befragt, wie Produkt und Serviceangebot derzeit bewertet werden und wie diese anzupassen sind, um als Lösungsanbieter auch zukünftig attraktiv zu sein.


09.45

Max Leythäuser / Christoph Eckl (INTECO GmbH) (2.00 2)

„Was lange währt wird endlich gut”

Primavera Version 6.0 – Standortübergreifendes Projektportfolio- und Multiprojektmanagement unter besonderer Berücksichtigung von Ressourcenmanagement


10.45 Kaffeepause

11:00

Peter Ritsche (AREVA NP GmbH) (2.003)

"Projektmanagement ist Integrations-Management"

Standardisiertes Projektmanagement bestehend aus Methode, Tools und Organisation als notwendige Vorraussetzung bei der Abwicklung komplexer Großprojekte in einem internationalen Unternehmen.


Anlagenbau

11.45 Parallele Anwendervorträge

Dirk Hanewacker (KPC-E AG) (2.004)

„Use Case schlüsselfertige Dieselkraftwerke“

Homogenisierung von heterogenen Arbeitsweisen im Anlagengeschäft


Anlagenbau

Dr. Horst Kötting (Explovision Limited) (2.005)

„Auf den Inhalt kommt es an”

Systematisch die richtigen Planungs-inhalte entwickeln – Vorstellung der MAP Methode


Produktentwicklung

12.30 Gemeinsames Mittagessen

M – Methode T – Tool O – Organisation I – Integration




14:00 Parallele Anwendervorträge

Prof. Erich Everts / Christoph Eckl (Fachhochschu-le Oldenburg / INTECO GmbH) (2.006)

„INTECO Search And Retrain (iSAR)“

Vorstellung eines neuen Dienstleistungsproduktes:

INTECO Search And Retrain (iSAR) – Personalsuche und -entwicklung von Ingenieuren und Technikern im Bau und Anlagenbau


Josef Weig (INTECO GmbH) (2.007)

„Überblick auf einen Klick“

Konsolidiertes Projektcontrolling einer transnationalen Multiprojektumgebung in einem Unternehmen mittlerer Größe


14.45 Parallele Anwendervorträge

Stefan Kempe / Björn Zubel (BP Lingen / EP-CM) (2.008)

„Kurs auf Erfolg“

Erfahrungsbericht aus dem Shutdown 2006 der Raffi-nerie Lingen – einer der größten Erfolge der BP!

Einblick in Methoden, Tools und Resultate


Wartung und Großstillstände

Udo Grünberg (Bayer Schering Pharma AG) (2.009)

„Der Fünf-Jahres-Plan in der Rückschau“

Projektmanagement in der in der Vorklinischen Entwicklung mit Primavera: Erfolge und Zukunftsperspektiven


Produktentwicklung

15.30 Kaffeepause

15.45 Christoph Eckl (INTECO GmbH) (2.010)

„The Road Ahead“ Strategische Schwerpunkte für Unternehmen und Software INTECO GmbH und Primavera


16.15 Zusammenfassung, Ausblick und Farewell, Ankündigung neuer Veranstaltungen



16.45 Ende der Veranstaltung

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