Using project management to create a customer-focused nuclear engineering organization
implications of a survey and recommendations for the future
Soon after the Philadelphia Electric Company (PECo) experienced a major management problem at one of its nuclear plants, the company revamped its Nuclear Group with the goal of making PECo into a world-class nuclear utility. This effort involved creating a project management component within PECo's Nuclear Engineering Department, a component responsible for designing and implementing processes, procedures, and systems and for formulating the philosophy, values, and beliefs PECo used both to realize its goal and to expand the organization's prevailing technical orientation into one embracing a broader business focus. This article describes the project management strategies PECo used to achieve its goal, implement this cultural shift, and build a strong project management-oriented organization. It also explains the methods PECo used to train its employees and establish the new processes needed to revamp its organizational culture.