During the definition phase of the project, we performed a gap analysis, examining the strategies for governance, contracting and project controls. We looked at the processes and programs being developed and implemented, the financial reporting models, and then reported on our findings to the OPG board of directors.
Throughout that phase of the refurbishment, from 2013-16, we provided quarterly reports to the board. We brought a sharp and independent view on how processes and programs were designed and executed, ultimately issuing more than 200 recommendations for program and project improvements. These spanned everything from team organizational effectiveness to vendor control, estimating, scheduling, commissioning and reporting metrics.
We also provided special assessments regarding performance of infrastructure and prerequisite work, risk program development and implementation, and preparations for site integration. Another key element of the project was development of the Release Quality Estimate (RQE); our team oversaw execution of the process to develop it, seeing that it was as robust as possible.
In 2016, the utility started the execution phase for the first of the four reactors — Unit 2 — and Burns & McDonnell was again selected to provide independent oversight for the next stage of the program. In this phase we oversaw the execution of processes we had helped curate, monitoring performance metrics and the fidelity of the project team’s reports to actual project status. Our goal was to collaborate with the project team and the vendors to make them successful, not to tear anyone down, and see that the board was getting concise and accurate information from a prepared project team.