Management and integration of engineering and construction activities: Lessons learned from the AP1000{sup R} nuclear power plant China project
- Westinghouse Electric Company LLC, 1000 Westinghouse Drive, Cranberry Township, PA 16066 (United States)
The lessons learned during the early phase of design engineering and construction activities for the AP1000 China Project can be applied to any project involving multiple disciplines and multiple organizations. Implementation of a first-of-a-kind design to directly support construction activities utilizing resources assigned to design development and design delivery creates challenges with prioritization of activities, successful closure of issues, and communication between site organizations and the home office. To ensure successful implementation, teams were assigned and developed to directly support construction activities including prioritization of activities, site communication and ensuring closure of site emergent issues. By developing these teams, the organization is better suited to meet the demands of the construction schedule while continuing with design evolution of a standard plant and engineering delivery for multiple projects. For a successful project, proper resource utilization and prioritization are key for overcoming obstacles and ensuring success of the engineering organization. (authors)
- Research Organization:
- American Nuclear Society, 555 North Kensington Avenue, La Grange Park, IL 60526 (United States)
- OSTI ID:
- 22105930
- Resource Relation:
- Conference: ICAPP '12: 2012 International Congress on Advances in Nuclear Power Plants, Chicago, IL (United States), 24-28 Jun 2012; Other Information: Country of input: France; 1 ref.; Related Information: In: Proceedings of the 2012 International Congress on Advances in Nuclear Power Plants - ICAPP '12| 2799 p.
- Country of Publication:
- United States
- Language:
- English
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