Structure Drives Progress
Implementation of Project Management Organization in a Nuclear Power Plant
Project Situation at the Beginning
The decommissioning of a nuclear power plant is among the most complex and highly regulated challenges in the energy sector. After the plant was shut down, a full dismantling and disposal strategy had to be developed, meeting the highest safety and regulatory standards.
The existing teams were experienced in routine plant operations—but decommissioning required a different mindset and skillset. The top management realized that the project was moving too slowly. The same team that had operated the plant was now expected to dismantle it—without the tools or structures needed to manage a multi-year, multi-project program.
There was no established program management structure, no suitable planning method, and limited visibility into interdependencies. That’s when we were brought in—to build structure, create momentum, and guide the program.
Our Contribution
To win trust, we focused on practical relevance over theory.
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We communicated openly and clearly, emphasizing benefits for each stakeholder.
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Over 100 staff members were trained – from technicians to senior executives.
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We supported and coached project managers in defining goals, planning, and managing risks.
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Together with the client, we developed lean, tailored tools for real-world use.
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A Project Management Office (PMO) was created, staffed with internal personnel, trained, and supported through its initial phase.
Every step was guided by the question: What value does this bring to the organization?
Project Situation After Completion
After just four months, all eleven projects were aligned to the new standard – fully planned, visible, and highly praised internally.
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The plant now had a functioning project portfolio system, allowing reliable budget tracking and early detection of deviations.
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Over 100 project participants were familiar with the process and actively applying the tools.
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A clear and accepted project management guide was introduced and enforced.
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What started as skepticism evolved into a collaborative project culture, including voluntary knowledge exchange among project managers.
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The PMO became a respected hub for project guidance and oversight. With its dual role as a coach and guardian, it significantly improved collaboration between project teams, line organization, and management.
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After seven months, the transition to structured project management was complete.
Project Situation After Completion
After just four months, all eleven projects were aligned to the new standard – fully planned, visible, and highly praised internally.
-
The plant now had a functioning project portfolio system, allowing reliable budget tracking and early detection of deviations.
-
Over 100 project participants were familiar with the process and actively applying the tools.
-
A clear and accepted project management guide was introduced and enforced.
-
What started as skepticism evolved into a collaborative project culture, including voluntary knowledge exchange among project managers.
-
The PMO became a respected hub for project guidance and oversight. With its dual role as a coach and guardian, it significantly improved collaboration between project teams, line organization, and management.
-
After seven months, the transition to structured project management was complete.
Client Voice
“At first, we were skeptical when a ‘project management guy’ showed up in our meeting. But when he pointed out that we were all working with different project goals in mind, we got it. That moment changed everything.”
“Bernd Zech brought real value to the project – not just with his structured and constructive style, but with his experience from other organizations and his ability to guide us through this transformation. His expertise in implementing project, program, and portfolio systems was particularly valuable.”