TCM NC is based on the principles of process management. TCM NC processes have become the basis for building end-to-end processes that contribute to strengthening of cross-functional integration and are aimed to improve efficiency.
TCM NC processes are based on the management cycle PDCA: Plan-Do-Check-Act. PDCA is also known as the Deming-Shewhart cycle. Considering the correlation between the strategic asset and project management life cycles, the PDCA cycle is recursive.
The implementation of TCM NC processes into PDCA cycle involves continuous improvement, i.e. a transition to a qualitatively new level of development at each new PDCA cycle. For example, throughout the life cycle of a strategic asset, many projects will performed to create, modify, or terminate the strategic asset.
List of TCM NC processes
- Monitoring the cost of construction resources — collection of price data for estimating the cost of construction in prices based on the resource valuation method, which an assessment of the economic feasibility of entering into a contract or an agreement.
- Cost estimating — data collection and analysis for costing of nuclear facility construction.
- Development of resource-technology models — data collection and analysis of resources (considering the technology of its application) necessary for cost estimating.
- Functional cost analysis — design development of the facilities in accordance with the specified parameters of the life cycle considering the selection of optimal design solutions.
- Budgeting — development and implementation of the project budget, which allows to identify deviations from the expected parameters.
- Scheduling — estimating the duration of activities based on available resources.
- Risk management — identification, assessment and mitigation of risks or uncertainties that may impact project performance.
- Measurement of physical volumes of work — collection and analysis of data on the physical volume of work.
- Performance assessment and reporting — collection, consolidation and provision of information on the status of the project.
- Estimating — prediction of the project parameters (price, quantity, duration) based on the actual data.
- Change management — timely identification, recording and assessment of changes in the project parameters, as well as its coordination, approval, and implementation.
- Project cost accounting — timely measuring and reporting actual costs in the accounting systems for financial reporting and project control.
- Management of the uniform classification and encoding system reference directories — structured representation of the project data based on standardized classified directories.
- Contract strategy management — optimal organization of design, procurement, construction and project management for the effective implementation of the project and minimization of risks.
- Management of information models — development and updating of information models for construction project in progress.