Supervisor-Nuclear Project Controls

 

Dominion Energy is committed to providing reliable, affordable, and increasingly clean energy that powers our customers every day. If you want to work for a purpose-driven company that values safety and collaboration, we’re looking for you. You won’t just find a job here; you’ll find your career. Review the position below and apply today.

 

Military service members and veterans with a rank of E-5 or higher plus appropriate equivalent combination of education and years of experience as outlined below will be considered for this opportunity. 

At this time, Dominion Energy cannot transfer or sponsor a work visa or employment authorization for this position.

 

 

Job Summary

 

The continued success of Dominion Energy’s Nuclear division requires the efforts and expertise of a wide variety of professionals to include exceptional project management, financial administration and risk management talent.  To help support these essential functions, the Nuclear Projects team is adding a Supervisor of Nuclear Project Controls (“Supervisor”).

 

The Supervisor will lead a projects control staff who directly provide project controls support and standardization to the fleet of four nuclear power stations.  The team’s core tasks will include the development of reporting structures and governance for: 1) capital budgets; 2) project authorization; 3) project schedules; 4) cost performance; and 5) project variance and forecast reporting.  Further, the projects control staff will be focused on risk management for capital projects within the nuclear business unit.  

 

The Supervisor will oversee the creation and maintenance of governance and IT solutions to allow consistent application across all nuclear business units.  They will also oversee the implementation of a consistent aggregate reporting format and schedule.  They will interface with station projects controls counterparts to ensure consistent reporting protocols and implementation of governance across all station and fleet projects.

 

Another area of focus for the Supervisor will be the integration of a common reporting structure for project metrics and reporting for capital projects.  Advancing this goal will require productive engagement with projects and nuclear operations leadership across the fleet.  Further, they will support the administration of fleet projects governance and improvement initiatives to ensure timely and consistent application across the fleet projects organization.   

 

More specifically, the Supervisor will be responsible for the implementation of a Fleet Program Management/Controls (PCO) system, a centralized, common project health monitoring model.  The new, streamlined model will improve, across the fleet, project health adherence, monitoring, reporting and assessment.  Further, the new PCO will improve consistency, visibility, communications, coordination, learning, access to opportunities and risks, and accountability to prepared plans. In time, the PCO will empower project actions to be taken in real-time (and ahead of time) to stay on track, remove barriers to success, and seize opportunities (and know what on track looks like).

Areas of standardization will initially include:

• One scheduling tool: utilized by all teams, so that all schedules at a particular site are fully integrated, and can track progress of work progression to plan, so that real-time decisions can be made (in coordination with risk and cost tools below) to mitigate schedule delays, or capture schedule opportunities. Tool also assists with communicating and reporting out.
• One cost performance tool: that fits hand in glove with scheduling tool, utilized by all teams, that shows work progression to plan against scheduled budget, to see performance, and make decisions on where costs are not according to plan (charging, schedule adherence, %completed, fast tracking, re-arranging schedule, vendor performance, etc). Reviewing this regularly helps to make real-time decisions (in coordination with risk and schedule tools) on what decisions need to be made to mitigate cost and/or scope over-runs. Tool also assists with communicating and reporting out.
• One Risk (and Opportunity) Management Tool: takes data from the schedule and cost tools for real-time evaluation, reviewed and updated regularly (including hot washes/lessons learned—team learning), so that decisions can be made real-time to mitigate and adjudicate trends in schedule and cost overruns, and to seize opportunities. Tool also assists with communicating and reporting out.
• Centralized procedures and training maintenance (Governance) for these above tools/methods: to ensure the one tool’s described above are utilized effectively ac