Existing nuclear power plants are increasingly facing the conversion to digital instrumentation and controls technology. Meanwhile, new nuclear designs have digital technology integrated throughout the plant. Digital controls will soon be inevitable, so how do we make the transition as smooth as possible? Without losing focus on the technical solutions, organizations have to pay attention to the nontechnical issues as well.
For many engineers involved in digital upgrades, their focus is on the technical issues of hardware and software design, the development and execution of test plans, or field implementation of communication networks. Unfortunately, a digital upgrade can be technically successful but doomed to failure because of issues on the nontechnical side. When a project is perceived as a failure by the management, then the next digital upgrade can be extremely difficult to get approved even if there are tremendous benefits for the organization. The opposite is also true. If a project is perceived as a success, then management is more likely to approve and support future digital upgrades.
Although many issues, both technical and nontechnical, can affect an upgrade, which ones should technical personnel address? Sometimes budget, scope, and schedule decisions are made by project managers and executives with input from technical leads. If you find yourself responsible for selling a digital upgrade to management, or managing its implementation, here are some important nontechnical aspects of the task to keep in mind.
Increase Management’s Knowledge of Digital Technology
For many nuclear power plant managers and executives, the word "digital" conjures up an image of their Blackberry or their personal computer. Engineering managers usually have a good understanding of all the major engineering disciplines and have a really strong background in either mechanical, civil, or electrical engineering. These managers understand the consequences of a pump cavitating or an electrical breaker tripping. Sadly, few managers have a strong background in instrumentation and controls (I&C), much less digital controls. Because of their background, it is hard for them to relate to issues that are unique to digital upgrades. If they do not understand, they will be unwilling to make decisions related to digital upgrades, unwilling to commit to large capital projects, and unwilling to commit resources. Thus, the first concern is educating managers who are not typically familiar or comfortable with digital upgrades.
Reduce Confusion. One way to improve the comfort level of managers and executives is to increase their knowledge about digital upgrades. It is important to describe issues in ways the listener can understand. Use simple, clear illustrations. As always, avoid using jargon, because your listeners will lose interest fast and may not understand what you are telling them. Also remember that acronyms can mean one thing when discussing a digital upgrade but mean something else to your listener. For example, an MOV at a nuclear power plant often means "motor operated valve." However, an MOV is also short for "metal oxide varistor," which is used for electrical protection in electronics.
Avoid Information Overload. One frequent type of mistake is overloading a person with information. Digital upgrades usually have a project length that ranges from several months to a couple of years. There will be plenty of time to enlighten management on digital issues and obstacles. As you discuss new concerns, it is important to allow people to digest what they have learned. When given the chance, pick only one or two of the most pressing issues and address them. Take advantage of informal opportunities when they occur.
Tailor Communication for the Person. Know your audience. Some people respond quickly if you leave them a voice mail, but it may take them a couple of days to respond to an e-mail. Other people are just the opposite. Each person is different. So when increasing managers’ familiarity with digital technology, choose a contact method that best suits each one’s personal preference. If their preferred method is not known, then ask them. People will tell you what works best for them.
Tailor Information for the Person’s Time Constraints and Interests. Higher-level managers or executives often will have less time than those in lower managerial levels. It is not that they believe that your concerns are unimportant; it is that they have many matters to deal with daily. Therefore, it is important to be able to tailor information for each person’s time constraints. A vice president may need to know only the part of the design that has a major impact on the organization. A mid-level or lower-level manager may need more information than is given to an executive. Remember that people will pay attention to and listen for what their role is or what their involvement may be. Be sure to highlight the decisions or actions that you need from the manager.
Here is an example related to cyber security. A vice president may only care that the digital upgrade does not meet the newly proposed cyber security standards. That person’s help is needed in contacting executives at other companies to help define the number of cyber security levels as well as develop a description of each of those cyber security levels. In this example, the scope of what is needed from the executive is narrow and focused. The amount of face-to-face time between the technical person and the executive could be less than one minute. As a follow-up, the technical lead may be asked to prepare a one-page write-up that provides concise talking points for the executive.
Now take the same issue, cyber security, and consider the needs of project manager or a first-line supervisor. These people need to coordinate resources from other departments and understand the impact of certain decisions. The face-to-face time may be considerably longer and the type of information may be considerably different with your direct supervisor than with the executive.
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