Project Introduction.
dedicated to advancing nuclear power technology
Rolls-Royce SMR emerged as a distinct entity from Rolls-Royce plc, dedicated to advancing nuclear power technology. Its focus lies in delivering scalable, cost-effective, and sustainable energy solutions for diverse applications such as electricity generation and industrial processes.
Operating as a separate business, the establishment of Rolls-Royce SMR mandated the creation of an entirely new Programme Management Office (PMO) and Project Controls function.
The Problem.
Rolls-Royce SMR faced challenges in establishing a PMO due to the absence of processes, limited systems integration, and a lack of project controls expertise.
Movar were engaged to create a PMO organisation with the capability to govern, control and inform the business of project performance to enable data-driven strategic decisions to achieve business goals.
Our Solution.
Movar conducted a Programme Maturity Assessment to evaluate the level of maturity of Rolls-Royce SMR processes, capabilities, and management practices; and to identify areas for improvement to achieve better program outcomes. Part of this assessment was to establish where Rolls-Royce plc and existing industry practices could be adopted, as a foundation for maturity. Movar also conducted an Integrated Project Controls Assessment to evaluate, in detail, how robust and effective the Cost, Schedule, Risk, Change & Reporting management disciplines were for Rolls-Royce SMR.
Based on the results from the maturity assessments, Movar worked with Rolls- Royce SMR to implement the structural and technical solutions required. Movar also assisted with staff training and recruitment of key permanent personnel to PMO organisational maturity.
