1. (5.2) Organisation of developing IMS
Training Course on Integrated Management System for Regulatory Body
Module 5 (Development and Implementation of IMS)
(5.2) Organisation of developing IMS 1

2. Objective
The aim of the module is to explain the project organization suitable for developing Integrated Management System.
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3. IMS Development/Upgrade Project
Two options:
Development of new IMS from scratch
Upgrade (major overhaul) of existing IMS
Usually, there is some management system existing in the organization, maybe not integrated, maybe not covering all areas of regulatory functions …
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4. Small or Big (complex) Organization?
Usually the Regulatory Authority is small to medium size organization.
Size (competencies) depends mainly on size of nuclear program and number of regulators in a country.
National legislative customs are influencing structure of regulatory organizations as well - scope of competencies/responsibilities given to RB in the law.
Examples may be shown using three following slides.
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5. Small or Big (complex) Organization?
Regulators in smaller nuclear programmes usually cover only limited scope of peaceful uses of nuclear energy and ionizing radiation – medicine uses, radioactive waste management (low-intermediated level), mining, research, limited industrial uses, …
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6. Simplified and Complex Process Model for a RB
Leadership and strategies
GOVERNANCE
DOMAIN
Management system governance
Financial management and economics
MANAGEMENT
DOMAIN
Human Resource Management
PRIMARY DOMAIN
Authorization
Assesment
Inspection
Enforcement
Information technology
SUPPORT
DOMAIN
Administration and purchasing
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7. Small or Big (complex) Organization?
Regulators in many countries do not issue authorizations themselves (some ministry) or do not do enforcement actions directly (prosecutor, police, …)
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8. Simplified and Complex Process Model for a RB
Leadership and strategies
GOVERNANCE
DOMAIN
Management system governance
Financial management and economics
MANAGEMENT
DOMAIN
Human Resource Management
PRIMARY DOMAIN
Authorization
Assesment
Inspection
Enforcement
Information technology
SUPPORT
DOMAIN
Administration and purchasing
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9. Small or Big (complex) Organization?
In some cases RB cover wide scope of peaceful uses of nuclear energy and ionizing radiation (which include NPPs, reprocessing, fuel fabrication, …) and perform all regulatory activities from developing legislation through inspection to enforcement.
See last example of process diagaram on next slide.
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10. GOVERNANCE DOMAIN MANAGEMENT DOMAIN PRIMARY DOMAIN SUPPORT DOMAIN
Leadership and strategies
GOVERNANCE
DOMAIN
Stakeholder management
IMS control and documentation
Measurement, evaluation and feedback
Management of risk
Financial control and economics
MANAGEMENT
DOMAIN
Human resources management
Project management
Knowledge management
Legislation
Authorization
Evaluation
Security
Nuclear Safety
Radiation Safety
Emergency Preparedness
Radioactive Waste and Transport Safety
Decommissioning Safety
Non-proliferation
Inspection
Enforcement
PRIMARY DOMAIN
IT support
SUPPORT
DOMAIN
Internal security
Procurement
Administration

11. Organization of Developing IMS
The IMS refurbishment/development project is quite significant event in life of any regulatory authority (any organization resp.)
Such project usually need internal/external resources and takes time. Therefore it is recommended to use standard project management approach
The Project Organization defines the human infrastructure of the project.
Main reason to apply project organization methodology is to create an environment that fosters interactions among the team members with a minimum amount of disruptions, overlaps and conflict.
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12. Typical Project Organization
The Project Board realizes the connection to the line management.
Project board
The Project Manager reports regularly to the board, keeping them informed of progress and highlighting any problems for its decision. .
Project
management
Task 1
team
Task 2
team
Task X
team
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13. Typical Project Organization
Project Board mainly responsible is for:
providing resources
defining strategy
decision making
acceptance of main results.
Project board
Project
management
Task 1
team
Task 2
team
Task X
team
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14. Typical Project Organization
Project Management mainly responsible for:
project planning, execution and closing
effective management (reaching goals)
efficient management (with optimal resource allocation)
performance management (progress)
Project board
Project
management
Task 1
team
Task 2
team
Task X
team
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15. Typical Project Organization
Task Force teams mainly responsible for
resolving individual tasks
(Usually one team is responsible for resolution of one gap)
Project board
Project
management
Task 1
team
Task 2
team
Task X
team
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16. Typical Project Organization
Teams for individual tasks may be established to resolve a specific task resulting from gap analysis and included in the priority list set up by RB management. Example may be:
Task force for IMS Manual
Task force for developing document management subsystem of IMS
Task force for developing standard procedure for inspection in radiation protection area (or emergency preparedness, safeguards, waste safety area, …)
Task force works – no managing function !
Konzultovat příklady
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17. Project Charter (Terms of Reference)
The purpose of the project charter (general part of project ToR) is to document:
Reasons for initiating the project (project justification)
Objectives and constraints of the project
Possible solutions (in general)
Identification of the main stakeholders
In-scope and out-of-scope items of future IMS
Risks identified early on
Project benefits (expected)
Budget (at general level) and spending authority
Dá se tak nazvat?? Jak napsat „ project cherter is an excellent tool for formal setting project (organisation??)
(source
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18. Project Lifecycle Plan
Any project has a beginning and an end … and passes through several phases of development known as life cycle phases. A standard project typically has the four major phases:
initiation,
planning,
implementation,
closure.
Taken together, these phases represent the path a project takes from the beginning to its end.
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19. Main Activities under the IMS Development Project
Setting-up a Project (decision by head of RB - appointment of member of the management accountable for IMS development/refurbishment project – Project Owner/Sponsor)
Project Sponsor allocates resources (financial and human), decides on use of external resources and appoints project manager - initiation phase
Project manager prepares ToR for Project Sponsor that submits it to the RB management approval - planning Phase
Konzultovat !!!!
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20. Main Activities under the IMS Development Project
Project kick-off with presence of all project organization members – using Project Charter (ToR) to explain project organisation
Gap Analysis – (set of gaps, priorities)
Project stages – solution of identified gaps in accordance with priorities (see previous presentation)
Acceptance of Project deliverables (solution teams outputs) - implementation phase
Konzultovat !!!!
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21. Main Activities under the IMS Development Project
Project closure (fulfilment of project objectives set in Project Charter (ToR) and release of project members) - closure
Konzultovat !!!!
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22. Main Activities under the IMS Development Project
In case of smaller organization with flat management structure:
IMS development project may be organized with less formal structure;
Project Owner function may be taken by RB Chairperson/Head;
Project Manager as a person responsible for project results needs to be established in all cases.
Konzultovat !!!!
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23. Resource Management incl.Training
Financial resources – budget for several consecutive years to cover mainly external support for development of IMS (consultants) and training of management and staff (usually contracted under consultancy services)
Human Resources management – depends on size of a project, size of organization and its duties respectively
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24. Resource Management incl. Training
In case of a project for small RB with limited responsibilities (no „heavy“ license holders such as NPPs, reprocessing or enrichment facilities, etc.) human resources management mainly consist of
(re)allocation of duties between existing staff to get necessary free workforce for IMS project
training (RB management training, general RB staff training, training for specific positions inside the IMS development project, … ) m
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25. Resource Management incl.Training
Typical set of necessary training:
Initial training for RB managers (management systems in general – purpose, goals, benefits, elements, organization …, training on project management in general);
Specific training for project manager (in case of internal project manager);
Initial training for RB staff (management systems in general – purpose, goals, benefits, elements organization …);
Tailored training for managers of Task force teams and key project personnel (management systems in depth – process management …).
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26. Project Communication Plan (Matrix)
Project communication plan is important for effective communication inside the project ( to avoid communication gaps and/or overflow)
Project communication plan should consist of:
Project roles spec. (P.Sponsor, P.Manager, P.Administrator, managers of (re)solution teams, other project members);
Assignment of individuals to project roles and spec. Of contacts (telephone, );
Way of communication between project members (meetings - frequency, attendance - access to project documentation, definition of key project documents …).
See previous presenation on communications!!!
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27. Short Interactive Session at the End?
What experience do you have in your organization with development and application of project communication plan?
Discuss experience with establishing communication plan (in relation to complexity of responsibilities/size of your organization)
Má to nějaký vztah??
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28. Thank you!!
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