Over R1 billion
Nuclear, Mechanical, Electrical, I&C
The CP1 Alignment Programme was the first major engineering and construction programme performed at Koeberg Power Station. Its main objective was to improve the level of nuclear safety of the plant to be comparable with a credible international benchmark. The benchmark selected by Eskom was the CP1 reference plant of Electricite de France (EDF). Following an extensive evaluation of differences between the two nuclear plants, (Koeberg and the EDF CP1 reference plant), and evaluation of impact on nuclear safety of each difference identified, the scope of the programme was determined to “align” Koeberg Power Station with the EDF reference plant. The programme consisted of implementing 79 plant modifications of various complexity and disciplines over a period of 8 years on both Koeberg units and the resolution of 14 open items which still required additional efforts to confirm applicability. The scope of modifications was divided into three batches which were then planned for implementation during the scheduled unit refuelling outages.
Project and Contract Management – Mr Hilton G Roos was the appointed Project Manager for the CP1 Alignment Programme and managed the programme from Business Case development and approval stage, (in 2002/2003), up to the point where the Batch 1 and Batch 2 modifications were successfully implemented and all contracts associated with the Batch 3 and Open Items modifications were agreed and in place (2007). He was also the contract manager for various PSC and ECC contracts excess of R100M.
Reasons for Complexity
- Each modification had to follow the Koeberg plant modifications process resulting in a substantial level of interface management with line groups providing input as part of Eskom’s acceptance review process. Additional requirement was the acceptance by EDF of the proposed technical solutions.
- Large volume of information flowing in and out of the project between contractor, Koeberg line groups and the National Nuclear Regulator. This required tracking, revision control and continuous follow-ups on distributed information.
- Complex technical modifications directly impacting on the reactor protection systems (RPR).
- Complex integration into outage programmes as a result of the large number of modifications on various different systems.
Points of Interest
The project team consisted of approximately 25 dedicated staff which made up the management team, engineering team, construction team and project support, (including controls), team.
The project initiated and implemented its own internal quality management system.
The project successfully introduced an additional nuclear OEM (Westinghouse) to perform engineering and construction related work in competition with the Koeberg OEM (Framatome) at Koeberg Power Station.
The project required extensive interface with the National Nuclear Regulator.
The scope of modifications was successfully implemented as planned and within the approved business case budget.
Hilton G Roos managed this project until 2007, at which stage all the relevant contracts were placed, 50% of the modifications were successfully implemented and the project organisation, systems and procedures well established. The project was then handed over to the customer’s project representative for completion as C2’s services were urgently required for a priority project required by the same customer.
Turning complex projects into completed projects
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