ML040980634
| ML040980634 | |
| Person / Time | |
|---|---|
| Site: | Browns Ferry  |
| Issue date: | 03/12/2004 |
| From: | Bhatnagar A Tennessee Valley Authority |
| To: | Office of Nuclear Reactor Regulation |
| References | |
| RIC 2004 | |
| Download: ML040980634 (10) | |
Text
RIC 2004 Region II Breakout, Session F4 Major Projects at Browns Ferry Ashok Bhatnagar Site Vice President Tennessee Valley Authority Browns Ferry Nuclear Plant March 12, 2004
Scope of Current Browns Ferry Projects 16 Active Capital and O&M Projects
$39,681,000 Budget for Active Projects Unit 1 Restart Project Over 3,000 people on site 2
Current Major Projects
- Variable Speed Drives for Reactor Recirculation Pumps
- Fuel vendor change
- Independent Spent Fuel Storage Installation (ISFSI)
- Extended Power Uprate
- Unit 1 Restart 3
ISFSI Physical Modifications
- ISFSI concrete pads scheduled to be completed by summer 2004
- Security modifications Design underway Field installation scheduled to complete early 2005
- Major storage hardware delivery by May 2004
- Reactor building crane modifications scheduled for late 2004 Cask Loading Schedule
- Emphasis will shift from construction to startup in summer 2004
- Dry runs and demonstration for NRC scheduled mid-2005
- Three casks will be loaded in first loading campaign Frequent interface with Sequoyah ISFSI project and industry groups 4
Extended Power Uprate Request for Extended Power Uprate, Units 2 and 3 (15%)
Request for Extended Power Uprate, Unit 1 (20%)
Both submittals have been drafted
- NRCs RS-001 Review Standard For Power Uprates was approved December 24, 2003. Will require additional work to:
Add markup of NRCs standard safety evaluation template Address testing requirements as described in SRP 14.2.1, Extended Power Uprate Testing Program.
- Further analysis being done to address recent operating experience and NRC concerns
- Submittals to NRC scheduled for June 2004 5
License Renewal License Renewal Application for Units 1, 2, and 3 submitted on December 31, 2003 Currently in early stages of staff review Unit 1 restart concurrent with License Renewal Application review resulted in some unique application attributes
- Significant discussions with staff since mid-2002 regarding three-unit application All three renewed licenses should be issued prior to Unit 1 restart
- Possible additional license renewal inspection prior to Unit 1 restart
- Possible license condition to track completion of Unit 1 restart as reflected in the application 6
Unit 1 Restart Unit 1 has been shutdown and defueled since 1985 Unit 1 Restart Project began in May 2002, scheduled restart May 2007 Projected cost $1.8 billion Regulatory scope
- 19 License amendments
- 40 Generic communications completions
- 27 Special Programs completions
- Approximately 200 commitments Project work scope
- Work consistent with that required for restart of Units 2 and 3
- Major projects completed on Units 2 and 3 since restart
- Major projects on 5-Year Project Plan 7
Unit 1 Restart (contd)
Sample of Modification Scope
- Approximately 750,000 feet of electrical cable
- Approximately 111,000 feet of conduit
- Approximately 25,000 feet of pipe
- Approximately 7,000 pipe hangers Dedicated Unit 1 Restart Organization Extensive Project Controls Regulatory Framework approved by NRC in August 2003 Project is currently on schedule 8
Lessons Learned Managing Multiple Major Projects Advantages Sufficient work load to allow retention of a well-trained contract workforce Expedites plant improvements Develops good relationships with primary contractors, which provides quality and financial incentives Challenges Core plant staff can be spread too thin (become involved in too many projects)
Competing/conflicting priorities may arise Site infrastructure (traffic, parking, office space, etc.) is challenged Maintain long range project plan BFN uses 5-year project plan Allows planning for cumulative effect of projects Long range plan must be maintained up to date 10 to15-year project planning process is currently being developed 9
Lessons Learned Utilize dedicated project management staff
- Balance workload between project managers
- Assign related projects to same project manager Develop detailed change management plans Provide senior management oversight
- Project meetings with site senior management team
- Corporate project review meetings Regulatory Projects
- Over communicate with NRC
- Understand NRC expectations, monitor emerging issues
- Utilize precedents
- Actively participate with industry organizations and other utilities
- Monitor NRC/Vendor interactions 10