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We were initially engaged by Entergy to provide a review of their project delivery system against industry benchmarks and recommend cost and schedule improvements. We provided an independent review of project performance to recommend additional efficiency measures and best practices which Entergy could apply to their capital program. This developed into a commitment to implement improvements to Entergy's project controls office and apply them to projects delivery. The scope of this engagement now touches portfolio management and all project management/project controls disciplines.
Following the initial assessment, we focused on the robustness of the cost and schedule baselines, including contingency, of two projects at Arkansas Nuclear One. We assessed the performance of the two projects against their respective baselines. The third study involved developing a cost and schedule baseline for a further two projects (Grand Gulf Nuclear Station and River Bend Station) and assess the robustness of the developed baselines.
Project challenges
Many subject matter experts were needed to develop this program and our challenge was ensuring the right resources could be engaged from within the company. Fortunately, we have an internal strategy for attracting and retaining quality staff which has left us with a deep resource pool which we were able to tap.
Prior to engagement, several techniques were applied to monitor and control any organization change management impact, including:
- The first three months of the engagement included detailed planning to assure consensus at executive and middle management.
- Developed control groups made up of client and consultant members to ensure smooth communication, increase consensus and reduce employee resistance.
- Developed an implementation strategy to ensure site team engagement. This includes our own site teams implementing the new standards, feedback loops between implementation and development teams and regular roadshows from the development teams.
Our solution
Our team applied our value plus process to assess the cost savings to Entergy. However, the intrinsic value to improving the client's asset management approach, project front end planning and performance management during implementation is beginning to show through client feedback. For example, more accurate estimates are expected to reduce the variance between portfolio budget and actuals, and early development of a procurement strategy based on the project objectives are easing the decision processes through front-end loading and better aligning expectations between client and vendors while improving the robustness of estimate accuracy. In addition, the project plan increased the confidence of the performance management data, resulting in easier and earlier decision making.
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