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Restarting a Nuclear Power Plant
Project Situation at the Beginning
Following a technical incident that led to shutdown and months of downtime, a nuclear power plant was scheduled to be restarted. An external commission of inquiry had made hundreds of technical and organizational optimization proposals that needed to be implemented. Within a few weeks, the framework for the site had completely changed and there was considerable pressure to implement the recommendations and restore power generation capacity as quickly as possible.
The main challenge: The organization was not prepared for a project of this scale. The project teams consisted of highly experienced staff from operational departments, but they lacked project methodology.
There was confusion about priorities, unclear responsibilities, and no guiding structure – all within a safety-critical environment.
Our Contribution
Bernd Zech was tasked with structuring the project, establishing clarity, and enabling the team to take control of the situation and deliver results.
Key actions included:
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Forming an accepted and capable project team
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Implementing a clear project structure with defined roles and decision-making paths
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Introducing reporting tailored to the plant’s operational environment
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Supporting project management in day-to-day operations: steering, troubleshooting, prioritizing
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Moderating goal-oriented workshops with leadership, departments, and interface partners
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Coaching and training key staff in project methodology
A particular focus was placed on building acceptance for project structures within the plant. Bernd Zech worked closely with the existing line organization to introduce project thinking without disrupting established roles.
Project Situation After Completion
The restart was executed as planned. All safety-critical tasks were prioritized, completed, and documented.
The structures developed during the project remained in place beyond its completion and were used in subsequent initiatives. The plant not only resumed operation but also gained long-term project competence – and thus, future viability.
Project Situation After Completion
The restart was executed as planned. All safety-critical tasks were prioritized, completed, and documented.
The structures developed during the project remained in place beyond its completion and were used in subsequent initiatives. The plant not only resumed operation but also gained long-term project competence – and thus, future viability.
Client Voice
“This was not a standard project – and Mr. Zech understood that immediately. His structured approach, experience with high-stakes projects, and ability to guide people made a crucial difference.”