Putting planning for whole asset life into nuclear design
To meet the UK’s nuclear infrastructure ambitions, the industry must shift from siloed, cost-first thinking to a whole-life, capability-led approach
Model-based systems engineering (MBSE) offers a powerful way to reduce risk, rework and delays by integrating design, operations, and decommissioning from the outset
Mott MacDonald is helping our clients make this shift by integrating MBSE into project planning, aligning funding models and ensuring delivery confidence from day one
Designing nuclear assets for performance not just construction
UK government plans to create a 10-year infrastructure investment pipeline will create huge opportunities for the nuclear industry, but it will come with responsibilities too. Making the most of this planned investment will call for the ability to plan and deliver projects more effectively, on time, and to budget, to demonstrate value for money to the taxpayer.
Doing this will call for a radical rethink – we cannot take the same approach to projects as always and expect to get a different result. Understanding the key drivers for delay and cost overruns in nuclear, while also looking at how other sectors succeed, might be a good starting point.
Designing for capability, not just a building
Many delays in nuclear projects are the result of rework needed during the design phases, as well as at the handover phase; but maintenance, upgrade and, ultimately, decommissioning can also be problematic. Taking a whole life approach to planning a new nuclear asset and designing for a capability, rather than just designing a building, could remove or reduce these issues.
Too much of the focus for current nuclear projects is on the initial cost of delivery
Too much of the focus for current nuclear projects is on the initial cost of delivery which makes it difficult to take an asset lifecycle approach; but, in doing so, better value for money could be delivered at every stage. This makes it sound simple, but it will call for a step change in how projects are planned at the procurement stage or a decision to take a different approach once work reaches a specific point.
To make the shift, more time will be needed upfront to fully understand the whole life requirements of an asset. This will allow us to bring all the data together to see where the gaps, risks, and deficiencies are. The automotive, rail, and aviation industries have already used model-based systems engineering (MBSE) – which is the next step on from systems engineering – to effectively tackle this challenge. MBSE could also be the solution for the nuclear industry.
What model-based systems engineering could unlock for nuclear
Before we consider the barriers, let us look at the benefits MBSE could bring for the nuclear sector – and there are plenty.
- MBSE creates a golden thread that allows understanding of how the subsystems within a project are linked and the different functionalities. Essentially, it creates a single source of truth that removes siloed information and creates a cohesive picture of a project. By understanding how everything is connected rather than viewing it in silos, project teams can truly understand the risk a project is carrying. Teams can then either progress with the knowledge of risk and the consequences or can stop and course correct to avoid the impact – financial or delays – of that risk at a later point.
- MBSE allows project teams to see the impact of changing one parameter and the knock-on effects. So, for a nuclear project, where you might have 10 requirements from different users, you can see how changing one affects everything else. Through this knowledge, teams can understand what needs to be prioritised and the trade-offs involved to get the final result needed by the client and provide evidence that the solution has balanced risks to levels that are demonstrably As Low As Reasonably Practicable (ALARP)
- Moving to MBSE is a significant change away from the P6 schedule and workstream approach, and viewing the project in terms of capability may mean that we need to change the order we deliver the project in too. This would alter the roles of people on the project team as well, but we believe that it would free up functional subject matter experts to undertake more innovative, less process-led work that could also have a major beneficial impact on project outcomes.
A staged transition would be needed
Nonetheless, the nuclear industry is not one that can change overnight, so we need a staged transition from the way we work now to an MBSE style of working. The first stage of that is explaining what MBSE is and what it could unlock for the sector.
We need to decide at what point a project should shift
Many projects that could benefit from an MBSE approach are already in progress, so we need to decide at what point a project should shift. To do that, we need to work with clients to review requirements with an understanding that it could take several months to complete, which may seem like it is adding to potential for project delays, but taking that time could improve confidence in project delivery, reduce rework, handover delays, maintenance and upgrade issues, while creating the capability rather than just a building.
A requirements review would allow conversations with the client around risk appetite and to prioritise what is more important – cost certainty, programme timescale, or asset assurance – and how to balance those priorities. The earlier we can implement the MBSE approach in the lifecycle of a project, the more benefits it can bring, but it is challenging to shift to a new way of working.
The other hurdle faced in introducing MBSE is the different levels of project funding that clients have which are linked to certain workstreams being delivered at specific stages. MBSE would shake some of those up and it would take time for funding to be aligned with the new approach, meaning that not all projects could decide to move to that way of working straight away.
The greatest gains will come in the legacy
If we can overcome these barriers, MBSE could help the nuclear industry avoid overspends, reduce the need for rework, and deliver more projects on time. However, it is in the legacy where we see the greatest gains – MBSE will support us to deliver capabilities that fully meet operational requirements, can be maintained and upgraded with ease, and, critically, already have the decommissioning phase fully planned out.
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