Argonne | Nuclear Engineering Division | IAEA Programs | Training Courses

Interregional Training Course on Integrated Management Systems and Developing of the Safety Culture

9 – 20 November 2015

Deadline for Nominations: 21 August 2015

Purpose of the course

The purpose of the training course is to help current or future owners/operators, regulators, and other relevant organisations establish management systems consistent with IAEA standards. The course should help Member States embarking on, or expanding, a nuclear energy programme, develop, implement, assess and continually improve management systems that incorporate international best practices, enhance safety and improve quality management and quality assurance in all the phases of developing a nuclear power plant.

Expected Outputs

The expected outputs of the training course are:
  • Improved ability to address the challenges and issues relating to building a management system and establishing a safety culture in a nuclear power programme.
  • Enhanced understanding of management system design and implementation for NPP project management to enhance safety.
  • Better knowledge of integrated management system options as well as the Milestones approach for introducing nuclear power.
  • Course participants with greater knowledge and comprehension of what safety-focused management systems are, how they work, their value and importance, and how they function or operate in the real world.
  • Feedback to help the Agency improve the guidance it provides through its publications and other services to Member States.
  • Enhanced networking opportunities among participants.

Scope and Nature

The training course will consist of lectures, presentations, discussions and practical implementation exercises in work groups organized along the following themes:
  • The basic processes for nuclear power programme management and the role of management systems
    • Using the Milestones approach to develop the national infrastructure for nuclear power
    • Principles of project management and key success factors
    • The roles and responsibilities of senior management and other stakeholders or interested parties
  • Establishing a management system
    • The benefits of management systems
    • Establishing or identifying management system requirements for the different phases of the developing a national infrastructure for nuclear power
    • Integration of requirements; including managing codes, standards and regulatory requirements, including licences(authorizations and permits), and matters relating to safeguards and physical protection
    • Using a graded approach
  • Leadership and organisational culture
    • Management commitment
    • Roles, functions and competencies of leaders and managers
    • Identifying and resolving issues before construction starts
    • Using the management system to establish, support and promote a strong safety culture throughout all the phases of a nuclear power plant project
  • Stakeholder communication and management
    • Internal and external project communications
    • Interface with regulatory bodies and local authorities
    • Maintaining contractual communications
    • Using the management system to assure effective interface arrangements between interested parties
  • Resource management
    • Managing long, global, supply chains
    • Human resource management and workforce planning for NPP construction
    • Human performance improvement
    • Providing a safe working environment
    • Knowledge management for the design and construction of a NPP fleet
    • Using equipment, work and material resource optimization (MRO), document, design change and materials/supply chain information systems to assure quality in NPP projects
  • Process management
    • Building quality into NPP project processes
    • Effective process management � challenges and solutions or best practices
    • Establishing robust procurement processes
      • Establishing procurement criteria;
      • Procurement planning;
      • Supplier qualification and selection (see also below under monitoring, measurement, assessment and improvement);
      • Bidding and bid evaluation;
      • Contracting;
      • Contract monitoring and enforcement;
      • Expediting of equipment and materials; and
      • Handling of warranty claims.
    • Using the management system to assure robust equipment and component manufacturing processes
    • Using the management system to assure robust plant construction, erection and installation processes
  • Monitoring, Measurement, Assessment and Improvement
    • Using the management system to monitor, measure, assess and improve the organisation, its processes, work and outcomes during all the phases of NPP projects, including:
      • Supervising the administration and execution of contracts
      • Supervising component manufacturing
      • Ensuring control and proper construction supervision at the plant site
      • Evaluating main contractor or subcontractors claims
      • Verifying compliance of design and manufacture with the established project requirements
      • Assessing the effectiveness of the equipment qualification programme
      • Establishing and using performance indicators for NPP projects
    • Conducting self-assessments, independent assessments, and management system reviews
    • Using the management system to learn lessons and improve safety and performance, particularly in the light of recent events in Japan

The training course also will discuss opportunities for participants to network and continue sharing information and good practices beyond the training event, as well as other potential future follow-up tasks and coordinated activities relating to management systems and improving quality management and quality assurance in nuclear power programmes and NPP project activities.

As Argonne is located near several Nuclear Power Plants (NPPs), a visit to one NPP or training would be held (subject to authorization) and some structured discussions with the managers of these plants organized.

Background Information

A number of countries are either embarking on a new nuclear power programme and building their first nuclear power plant or expanding existing programmes. It is anticipated that, in spite of recent events in Fukushima, there will be a number of new nuclear power plants constructed around the world. Recent experience shows successfully managing nuclear power plant projects is a very challenging task, even for countries with existing nuclear power programmes and previous experience constructing and operating nuclear power plants.

There is a need to provide a forum for exchange of ideas, information, best practices, lessons learned, etc., on establishing effective, safety-focused management systems for nuclear power plant projects among the various interested parties in a given region and the world at large. Such exchanges or sharing offer Member States opportunities to learn from others, to enhance their capabilities, and hence to foster better and more successful nuclear power programmes and NPP projects that result in safe, operating nuclear power plants.


Joe Braun
Matt Van-Sickle
David Shuffleton
Joaquim (Quim) Galles
Jongile Majola
Eberhard Grauf
Diane Sieracki
Gustave "Bud" Danielson
Duli Agarwal
Germaine Watts
Sonja Haber
Mark Cunningham
Pam Anderson
Charles Goodnight
Sarfraz Taj
Bruce Hamilton
Austin Grelle



Module Reference and Ranking Guide.pdf
Anderson-Supply Chain Management.pdf
Braun-Stakeholder Involvement.pdf
Braun-Management Leadership and Safety Culture.pdf
Braun-Timeline for the Discovery of Nuclear Fission.pdf
Cunningham-Risk Considerations.pdf
Cunningham-Using Risk and Performance Information.pdf
Danielson-Continuing Evolution of Nuclear Quality Assurance Principle, Practices_Requiements.pdf
Danielson-Continuing Evolution of NQA Part II.pdf
Galles-Managing and Controlling Processes - Responsibility and Authority.pdf
Galles-Monitoring, measuring and assessing performance.pdf
Galles-Development of Integrated Processes and SNPM.pdf
Galles-Managing Organizational Change.pdf
Galles-Monitoring, measuring and assessing performance.pdf
Galles-Corrective Actions Process.pdf
Goodnight-Worforce Planning.pdf
Grauf-6 years of INIR.pdf
Grauf-Excercise Process development.pdf
Grauf-IMS Process Owner.pdf
Grauf-Management Roles and Responsibilities for IMS.pdf
Grauf-MgtSyst_Operating Organization.pdf
Grauf-Milestones Approach.pdf
Grelle-Knowledge Management.pdf
Haber-Module L.2.3.pdf
Haber-Module L.2.4.pdf
Haber-Module L.2.5.1 and L.2.5.2.pdf
Haber-Module L.2.6.pdf
Majola-An Introduction to Management Systems.pdf ** 149 MB **
Majola-Application of the Graded Approach to Regulatory Activities.pdf
Majola-Examples of Other Process Models.pdf
Majola-Examples of Regulatory Body Process Models.pdf
Majola-Grading the Application of Management System Requirements.pdf
Majola-Integrating Risk Management Into Management Systems.pdf
Majola-Key Success Factors for Effective Senior Management.pdf
Majola-Sharing Experience of Regulatory Body IMS Implementation - Canada Part 1.pdf
Majola-Sharing Experience of Regulatory Body IMS Implementation - Canada Part 2.pdf
Majola-Sharing Experience of Regulatory Body IMS Implementation - Canada Part 3.pdf
Majola-Sharing Experience of Regulatory Body IMS Implementation - Canada Part 4.pdf

Shuffleton-The role of a new build project team.pdf
Shuffleton-Information Management.pdf
Shuffleton-The challenges of setting up a new build organization.pdf
Sieracki-Safety Culture.pdf
Watts-Assessment of Leadership Styles.pdf
Watts-Developing an Effective Internal Communication Process.pdf
Watts-Roles, Functions and Competencies of Leaders and Managers.pdf
Watts-Assessment of Leadership Styles-Supplemental.pdf