Additional comments obtained from questionnaires

The comments below were obtained from the questionnaires, and were copied

verbatim. The aim was to provide additional insight round factors that affect project

quality, as viewed by some of the respondents. It is listed as the coded questionnaire

and indicated by stakeholder status, as well as the department from which the

comment came.

• Q3 - (PM, NPM)

The project department should employ a dedicated, experienced quality team to

oversee quality throughout the project life cycle. Stakeholders must be involved

throughout the project, not during handover certificate. The project team must not

be changed as the new team will not be able to meet the customer's quality

requirements if the customer constantly changes his/her quality requirements

• Q17 - (DE, DEG)

In general, a number of projects are rushed through without proper planning. In

particular projects for the conventional plant often suffer due to the plant being

committed to a large piece of equipment or technical decision that is made prior to

approval of a comprehensive technical specification or thorough design review

• Q30 - (Scheduler, NPM)

Project managers are pressed for time in the execution phase; they don't always

have their eye on every aspect of the project in this phase, that's where document

control and quality is compromised. No project can be completed if you don't have

all your documentation.

• Q31 - (PM, NPM)

More time could have been spent on planning and also getting the project

organised earlier.

• Q42 - (PM, NPM)

It is difficult to control the quality within nuclear environment especially the

projects that are initiated by Eskom corporate/other Eskom divisions. Nuclear

division has its own quality requirements irrespective of the other quality

standards. It is better to perform an audit upfront on the contract before placing a

contract.

• Q44 - (Programme Manager, NPM)

1) RD0034 details the requirements of the NNR for quality and safety

management systems (QMS,SMS) for licensees, applicants of a nuclear licence,

as well as for designers and suppliers involved in the design, manufacturing,

construction,

commissioning,

operation,

modification

and

potential

decommissioning for a nuclear installation in South Africa under the National

Nuclear Regulator Act of 1999 (NNRA). Currently, there are few vendors

(especially local) who comply with the requirements.

2) The IMS requirements defined in RD0034 directly relate to Quality and Safety

Management. Aspects such as security, economics, and environmental or health

management are outside the scope of RD0034, but form part of the management

system of an organisation. The integration of these issues should be handled.

3) Currently, within the nuclear industry, skilled resources that can effectively

manage large complex projects are limited. One of the contributors to this

challenge is an exodus of experienced staff owing to them reaching retirement

age. With these older staff goes a wealth of knowledge and experience.

4) There are no initiatives are in place to determine the effectiveness of training

programs.

5) Even though procedures are reviewed regularly, the staff levels are not

sufficient to allow for time to be trained or re-trained on all procedures regularly

enough.

6) Well-thought-out problem statements still problematic, so that resources may

be focused on the right areas. A contract specification is a statement of needs and

its purpose is to present to potential vendors a clear, accurate and comprehensive

statement of Eskom Holdings SOC Ltd’s needs so that they can propose solutions

to those needs.

7) The Eskom Holdings SOC Ltd.’s Nuclear Operating Unit, Project Management

Department, is often criticised owing to stakeholders claiming insufficient or

incorrect flow of information during the management of projects.

• Q45 - (PM, NPM)

Insufficient suitable storage of project components on site prior to implementation,

insufficient attention regarding processes to dispose of redundant equipment.

• Q47 - (PM, NPM)

Certain quality refinements have been established since the implementation of the

above project, i.e. Project QC, which as stipulated in NEC, is the responsibility of

the project supervisor. This function was fulfilled accordingly and problems were

resolved by due procedure.

• Q49 - (Q, QC)

Despite their integral role during CSC, there is no feedback or requirement to

provide feedback to QC regarding the resolution of quality reservations noted

during the CSC. The addition of a QC group within project engineering (NPM) has

had a profoundly positive effect on the overall quality of projects.

• Q55 - (Licensing)

Specific causes of project close out failure have been an area of much debate in

project management literature. So the focus should be on close out phase

• Q60 - (PM, NPM)

Until today, ownership of the project is still in dispute amongst clients; hence the

QAPD is not signed off 4 years after completion. South African law for certification

of equipment operating in a hazardous atmosphere (HAZLOC) changed during

the design approval stage and start of implementation period, hence local

conformance is still an issue. The design was corporately dictated, hence a black

box approach was assumed, resulting in numerous field changes, as built

changes, etc. Good point; (installation and system were declared "excellent" by

the Original Equipment Manufacturer - OEM).

• Q65 - (QA, NPM)

Modifications are rarely completed (i.e.: paper modification QADP’s, FRA, etc.)

timeously because of incomplete processes. PM’s should be aware that for every

physical action a record is produced, which must be retained as evidence. This in

turn would prove a more positive view of the overall project. In essence, if the

evidence is not there, the modification was not implemented. Secondly, QA is

involved in the projects, but appears too late in the process. Early QA involvement

would eliminate areas of concern.

• Q67 - (PM, NPM)

When speaking of the project team I think that it is necessary to differentiate in

this instance between employer and contractor, as this would provide a more

dynamic view of each other's culture in this regard.

• Q75 - (Licensing)

The impact of early engagement with the NNR and agreement on the regulatory

requirements is seldom factored into the project scheduling and resourcing. The

capability of Eskom to comply with NNR requirements and the ability of the NNR

to meet the expected review and acceptance stage is often under estimated.

Licensing is an activity, which the project manager has limited control over.

In document Factors that impact project quality at a nuclear power plant in South Africa (Page 107-110)