“The main benefits have come from the introduction of fresh perspectives and Pcubed’s ability to tailor best practice to our business situation. For our business they are helping to deliver our organisational transformation and set us up with the right management procedures going forward. ”
- David Rossiter; Head of Strategy and Transformation
LLWR Repository Ltd provides customers with a range of services to safely and effectively manage low level radioactive waste. Operations of both the company and the UK’s national Low Level Waste Repository are managed on behalf of the Nuclear Decommissioning Authority by UK Nuclear Waste Management Ltd, a consortium of nuclear expertise led by URS, alongside Studsvik, Areva and Serco. As a strategic partner to the Nuclear Decommissioning Authority, LLW Repository Ltd is working with other waste producers, regulators and stakeholders to put in place enablers for the successful delivery of the national strategy for low level waste. They are leading the delivery of the Low Activity Waste National Programme to prolong the lifetime of the Low Level Waste Repository, make best use of waste management assets and reduce lifetime costs.
- In the coming years LLWR will be undertaking a series of major infrastructure developments on top of normal business activities. Pcubed identified a need to implement Programme Management in order to establish a structure for collectively managing projects and ensuring LLWR continues to deliver its objectives.
- Pcubed were required to build a programme management capability including tools and processes into the organisation; restructuring nearly 100 projects into nine strategic programmes.
The Pcubed Solution Overview:
1. Implementing such a programme approach across the orgnisation and separate geographical locations simultaneously required a comprehensive co-ordination process plan and effective communication strategy. In order to achieve buy in and ultimately success, this involved stakeholder management across all functions from C-level to lower management throughout the organisation. This had long been a pain point for LLWR, and Pcubed were required to address it in such a way that embedded successful change for post project and ongoing ‘business as usual’ activities.
2. Pcubed defined and implemented roles and responsibilities across the entire business up to C level. New roles such as the Senior Responsible Owner, Programme Manager and Business Change Manager were scoped and formally appointed as part of the organisational structure. This process was facilitated through communication for change and ultimately gained the successful buy-in from key stakeholders. By re-arranging the governance arrangements so that Programme Boards could be setup, as well as creating a PMO foundation to support and guide programme management where needed, there was a reduction in the decision making bottle necks.
3. By creating a programme lifecycle and processes system where the new programme process streamlines sanctioning, reporting and risk management. Matched with a suite of documents to better front load decision making and align to the parent body organisation. Means that transparency and business functions are now better aligned across the organisation between projects.
4. LLWR are now able to coordinate related projects, manage their outputs and realise business benefits. This is critical for the current and future success of programmes.