Formulating requirements for training systems engineers in terms of a competency model STATE ATOMIC ENERGY CORPORATION “ROSATOM” June 28, 2013 St. Petersburg Larissa Strutskaya, PhD Project Director, International Business Development Division ROSATOM

Systematic approach to training (IAEA) 2

Improving safety via improving competence. Key technical competencies identification, description and development Fukushima lessons: safety evaluation should be integrated with the system of an NPP life cycle management Pilot project in Rosatom: some professional areas were selected as important for Rosatom strategic development and key competencies were identified in each area. Example: professional area Managing complex engineering objects through all stages of their life cycle Clusters of competencies: managing internal order; managing projects (managing requirements, project planning, managing timing, managing budgets) For each competency a detailed definition has been worked out and four levels of proficiency Key professionals and experts from Rosatom and global companies took part in the projects (workshops, focus groups, individual interviews) 3

4 6 most important professional competency areas were identified to provide international level professional development No.Professional AreasShort Description 1Marketing at Global Market  Marketing event execution  Customer relationship management  Client’s integrated product offering promotion 2 Legal Support for International Activity  International legal relations management 3Finance  Attracting investments in international projects  Credit activities on an international scale 4Supply Chain Management  Localization  Global supply chain management and certification 5Human Resources  Strategic HR-management  International labor relations and legislation 6 Complex Engineering Project Management  Involvement in concept design stage  Project planning  Requirements and change management  Timeline, cost and risk management  Quality control  Environmental and industrial safety  Design control and field supervision Key Professional Competencies Required to Succeed in the Global Marketplace

The following methodology for the competencies level description was developed Level 1Level 2Level 3Level 4 Content awareness Has general idea about respective principles and their application Is familiar with industry standards and methodology guidelines/ instructions Has detailed knowledge about respective principles and their application Monitors innovative approaches and tools and potential benefits of their application in business Fully understands respective principles, practices and their application for complex problem solving Has intimate knowledge of branch standards and trends Has intimate and comprehensive knowledge of respective principles, practices, application domains, technical and business-aspects Practical knowledge (practice) NoParticipated and / or supported realization of 1-2 international projects Applied his/her knowledge in this field Gained versatile experience in international projects Active practical person Actively participates in company's international projects as a subject matter expert Maturity level and contribution to success Some degree of individual liability and autonomy, but works basically under the direct supervision Independently completes assigned tasks Independently provides problem solution taking into account operations context and associated risks Fully autonomous in problem solution Integrates problem solutions into organizational context Sharing of best practices and mentoring (skill in knowledge transfer) Communicates relevant information on request Transfers relevant information and advises additional sources of information for problem solution Actively shares information, best practices and lessons learnt in his/her field of knowledge with colleagues Is a mentor in a given discipline Develops and transfers knowledge and organizes exchange of experience within a company 5

Short list of professional competencies in Complex Engineering Project Management 6 PC unit * PC Project Management 2 Requirements Management Project Planning Timing Cost (budget) Management "Complex engineering project management" developments: PC units – 2 PC – 5 Internal Order Management * PC - professional competencies

Description of professional competencies in Complex Engineering Project Management 7 PC unitsDescriptionPCDescription Internal order management Application of knowledge, skills, tools and methods for analysis, adaptation and description of requirements and consumers' preferences for the purpose of their consideration in development / modification of complex engineering projects in accordance with customer needs Internal order management Application of knowledge, skills, tools and methods for analysis, adaptation and description of requirements and consumers' preferences for the purpose of their consideration in development / modification of complex engineering projects in accordance with customer needs Project management Application of knowledge, skills, tools and methods for planning and organization of project implementation in order to meet requirements to the project, optimizing timing, financial, human and other resources Requirements management Knowledge and application of methods and tools of work with requirements when planning and implementing a project in order to minimize impact of changes on project cost, period and quality Project planningKnowledge and application of methodology and tools for development and updating project timelines of different levels in order achieve project goals with account for requirements and restrictions TimingKnowledge of project management methods and tools and ability to efficiently arrange project operations for timely completion of project stages, tracking of project schedule fulfillment, identification of issues, and taking decisions on resolving issues Cost (budget) management Knowledge and application of methods and tools for assessment and analysis of external and internal factor impact on project cost variation, development of measures which mitigate impact of negative factors on project cost, project budget monitoring and control, identification of actual problem areas and making decisions on their elimination for project completion within the approved cost (budget)

Description Requirements Management 8 Level 1Level 2Level 3Level 4  Understands requirements management role in project management  Knows basic requirements management tools and requirements management systems (RMS) (DOORS, etc.)  Collects, describes and records requirements in the company set format  Monitors requirements status changes  Knows how to use methods and tools of complex engineering object lifecycle management (Total Cost of Ownership (TCO), etc.)  Finds, structures and communicates relevant information necessary for requirements management (regulatory documents, contracts, etc.)  Analyzes internal and external project environment for the purpose of timely identification of project requirements  Analyzes, categorizes / classifies requirements  Evaluates requirements impact on project / project stage cost, period and quality  Interacts with project stakeholders for analysis of requirements impact of the project  Works out suggestions on incorporation (rejection) of requirements with account for engineering object lifecycle / TCO concept  Uses requirements management systems (RMS) (DOORS, etc.) in work  Transfers relevant information and advises colleagues of additional sources of information for solution of requirements management tasks (explains requirements, etc.)  Chooses the most relevant requirements management methods and tools  Prioritizes project requirements  Finds conflicts between different requirements  Finds optimal ways of requirements execution in all project components (in project documentation, project plans, resource plans, etc.)  Ensures incorporation of all agreed requirements in a project  Identifies necessity to introduce changes in project components (project documents, etc.) and substantiates introduction of changes  Monitors quality of elaborated project requirements management documents  Evaluates efficiency of individual requirements management tools  Uses requirements management experience accumulated in the company  Actively provides the company colleagues with information about requirements management practices  Resolves conflicts between requirements, chooses an optimal alternative and ensures its implementation  Works efficiently with stakeholders when analyzing and evaluating requirements  Evaluates risks associated with project cost increase, extension and quality deterioration from the viewpoint of entire project lifecycle when making decision about introduction of changes in project components  Attracts and ensures collaboration of experts from various domains and project parties for solution of requirements management tasks  Ensures incorporation of all agreed requirements via interaction with all stakeholders  Actively participates in company's international projects as an expert on requirements management  Acts as a mentor for other employees involved in requirements management and organizes respective exchange of experience within the company 1.1 Knowledge and application of methods and tools of work with requirements when planning and implementing a project in order to minimize impact of changes on project cost, period and quality 2.1

Selecting candidates to pilot groups, training programme design and delivery The project was promoted via Rosatom media, Internet and posters The process of selecting proper candidates consisted of several stages: Screening completed application forms Selecting according to aptitude test results Final selection by the results of assessment centres 400 candidates from Rosatom companies applied for all professional areas 180 candidates were selected (among them 74 engineers) and their key competency gaps were identified The training porgramme design was done aiming at covering competency gaps Training materials were developed and parts of the training course have been delivered

Larissa Strutskaya, PhD Project Director, International Business Development Division ROSATOM Phone: +7 (499) Thank you for your attention