Source · Select Committees · Public Accounts Committee
Recommendation 16
16
Accepted
Improved project planning and robust assurance processes contribute to better delivery outcomes at Sellafield.
Conclusion
More generally, the Department and the NDA told us that they believed that there was a much greater focus on ensuring projects were well–planned. ‘Reference class forecasting’ is being used to help ensure that project baselines are realistic, and there are now more frequent ‘check–ins’ with teams during the planning phase. When members of this Committee visited the site, we were shown a ‘4D’ digital model of one of the projects, which was created during the planning stage and is now used to identify potential issues and ensure the project remains on track. The Department and the NDA also believe that there are now more robust assurance arrangements than was the case previously, with reviews carried out by the Infrastructure and Projects Authority and independent ‘red teams’.41
Government Response Summary
The government reinforces the committee's observations about improved project planning and assurance, citing the 2024 NAO report which noted positive progress in major project delivery and the effectiveness of Reference Class Forecasting and the Programme and Project Partners (PPP) model.
Government Response
Accepted
HM Government
Accepted
3.3 The 2024 NAO report noted positive progress had been made in major project delivery at Sellafield, identifying that more recent projects are expected to be completed in line with business case assumptions. It recognised the positive ratings received by key projects from the then Infrastructure Projects Authority, and the gains made in Reference Class Forecasting to improve cost estimates. 3.4 The nationally recognised project delivery entity, the Programme and Project Partners (PPP) model was noted positively in the report: “Sellafield and the Infrastructure and Projects Authority believe that the PPP model has contributed significantly to strong performance on two of its first three projects, and external reviews have also identified a strong internal culture that is adding value to Sellafield.”