EPIC

Excellence in Project
Implementation and
Construction

18/10/23
 « EPIC is an in-house project management system for all
EDF Renewables units aiming to ensure the successful
implementation of projects.
An approach that brings clarity, consistency and control,
Excellence in while achieving targets and results.»

Project
Implementation & 2014 : an idea
of the
construction
2017 : V1 – implemented on
all construction projects at

Construction
community group level (EPIC V1)

2015 : V0 – tested on 2020 : V2 – extended to all

selected construction onshore projects and to the
projects upstream phase (EPIC V2)
(EPIC V0)

2
How EPIC overcomes project challenges

Increase the performance and success rate on projects

EPIC Libraries
five libraries with
downloadable templates and
Alignement with organizational strategy: out turn certainty previous project examples

Gain in efficiency and agility : harsh competition, new techno A competencies

Enhancement Plan
with a set of workshops,
Provide a systemic way to capture, share and reuse the trainings, e-trainings,
company’s best practices A Project and a coaching and
Management mentoring program

Framework
for all projects and
Reinsure our clients and our partners (PMI and ISO) entities at EDF
Renewables

Support business & personal development

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 The new EPIC Policy
A One-page EPIC V2 Policy A Golden principle of the Industrial Policy

For all onshore projects

(upstream & downstream
phases) Seven Guiding EPIC
principles

Key role of the EPIC Ambassadors

Do the What, tailor the How

Continuous improvement

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The seven guiding principles

1 A common “project” definition

5 The “operational environment”

2 Empowerment and collaboration

6 Four key minimum outcomes

3 A clear project governance

7 Key users leading by example

4 Do the “WHAT”, tailor the “HOW”

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1 A common “project” definition

A Project is defined as “a temporary endeavor undertaken to create a unique product,

service, or result”.

A temporary endeavor undertaken to create a unique product, service, or

result. The temporary nature of projects indicates that a project has a
definite beginning and end. The end is reached when the project’s
objectives have been achieved or when the project is terminated because
its objectives will not or cannot be met, or when the need for the project
no longer exists.
Project Management Institute (PMI), PMBOK definition

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2 Empowerment and collaboration

Employees are empowered and a genuine “Project culture” of collaboration is promoted.

▪ All team members shall feel accountable for and must contribute to the successful delivery of the projects

A team is a small number of people with complementary skills who are committed to a common
purpose, set of performance goals, and approach for which they hold themselves mutually accountable.
Jon Katzenbach and Douglas Smith, The discipline of teams

▪ The web platform EPIC Online eases the sharing of good practices and training material at corporate level
and acts as a delivery mechanism for collaboration and expertise.

EPIC online V2 7
3 A clear project governance

A clear governance is implemented on all projects.

Project Governance

A project is often cross-functional and may involve

Project Sponsor
partnerships, so it needs a different organization
from the line management. Projects Boards and Subsidiarity of Reporting alerts and
decisions at Project Board QCD – Sensitive
Steering Committees are implemented in order to relevant level issues
set an effective project governance.
Steering Committee

Project Team

Project Governance procedure 8

4 Do the “WHAT”, tailor the “HOW”

All projects apply a common project management framework.

EPIC reminds “WHAT” to do, and lets the users decide, based on their expertise and project constraints the
“HOW”.

EPIC Policy EPIC Matrix EPIC Actions Organization

checklist notes
explains the key summarizes lists the best explain HOW the
project WHAT project practices and policy can be
management managers have to identifies WHEN to implemented in
PRINCIPLES do on all projects implement those the projects and
promoted by the
suggested project business units,
EPIC environment
management An online guide
tasks goes further into
the details

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5 The “Operational Environment”

Corporate polices as well as project environment requirements are always considered.

The operational environment combines both business unit and corporate process assets (existing plans,
processes, policies, procedures and knowledge bases) as well as project environmental factors (client
requirements, local regulations, cultural aspects).
It is an input to all the planning processes.

Operational Environment → Define scope

→ Develop schedule
Continuous improvement Local business unit → Develop budget
process assets → Plan QHSE
→ Plan HR
→ Plan stakeholder management
Project environmental → Plan risks
EPIC process assets factors → Plan procurements
→ ….

The process assets available on EPIC Libraries must be used to continuously update the local process
assets and to address specific needs that may not be covered by the local business unit process assets.

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5 The “Operational Environment”

The EPIC Libraries complement the local knowledge bases.

Procedure Template Examples Examples

1 2 3 4

In-house assets (Tailored to the local unit)*

EPIC processes and tools (EDF R)

PMI guides and tools (Industry)

*when they exist 11

6 Four key minimum outcomes

All the following outcomes should be found on every project at a minimum :

Clear objectives for the project and Project Charter

for the team have been defined

A clear organization has been put

Organization Chart
in place

A plan agreed and understood by all

is regularly updated, and the project Kick Off meeting
is executed according to that plan

The project is properly closed and a

feedback and return of experience is Lessons learnt report
captured 12
7 Key users leading by example

Managers, with the support of EPIC ambassadors, will be the primary

players of the implementation of the EPIC policy, leading by example,
locally.

oma yo an
A coordinator is appointed within the PMO to animate and support the EPIC
ambassadors’ network. In addition to that, trainings and workshops are organized
every year around the group.

EPIC ambassadors contact lists

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 EPIC Structure
EPIC policy

EPIC Matrix
Project management framework
EPIC actions checklist
All those elements are collated in a single
shared online environment : EPIC online V2
O ganiza ion no s (E I , Am assa o s, Gov nanc …)

Projet management reference library

Engineering & Quality reference library

EPIC Libraries
Procurements & Contracts reference library

Competitive bidding reference library

Workshops and trainings plan

E-learnings

Competencies enhancement plan

EPIC local implementation plans

EPIC ambassadors network

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 EPIC Libraries content

Procurements and
Project management Engineering and Quality Competitive bidding
Contracts reference
reference library reference library reference library
library

Suggested tools and Main equipment (WTG,

mo l s, …) Competitive bidding
templates Employ ’s requirements
guideline

Best practices from

EPC contracts
previous projects
Feedback and learnings
Inspection and test plans
on bids
Other projects examples BOP/BOS contracts

Own ’s Engineering Engineering management

Project management tools Cost estimation
contracts
guidelines

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Role of the EPIC Ambassadors

1 Work closely with the local project teams and the

integrated EPIC project team

• Promote EPIC values and goodwill as defined in the EPIC policy in its business unit
• Collect and share with other EPIC Ambassadors project plans & tools and contribute to
an up-to-date and continuously improved EPIC environment

Proactively promote EPIC within its project environment

2 and establish itself as the focal point within its
organization for communications about EPIC
• D v lop, imp ov an impl m n m o s o a ac p o c am m m s’ in s
and involvement within its organization (lead by example)
• Sell the EPIC processes by illustrating its benefits and mentoring its local unit when
they develop and adopt an EPIC project environment (mentoring)

3 Actively participate in the EPIC ambassadors network

• Share concerns, suggestions and ideas on how to improve EPIC

• Participate in EPIC Ambassadors group meetings
• Benefit from the dedicated spaces on Office 365 (EPIC online, Allowin, Teams), share
success stories and lessons learned.
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EPIC ambassadors Organization note
 Who are the EPIC Ambassadors ?
Solar Engineering Adrien Guitton

Greg James Wind Engineering To be confirmed

Esther Till
Sarah Pytlakowski Martin Fawaro
Karen Dros
Vincent Lafont
Guillaume Devienne Nicolas Fourastier Storage Engineering Margaux Faucheux
Argyro Kalantidou Weiling Ye

Justin Radilofe, Kevin

Abdelhai El-Amri Pardeep Kamboj (EDEN) Procurement
Forest
Shashikant Tiwari (EDFR India)
Julien Chouraqui

Antonio Valentin Diaz Construction Sylvestre Baufume

Abel Erasmus

Toan Nguyen-Van Quality Alexandra Daubriac

Andres Lopera

Gabriela Marçal
New Technologies Axel Becker

Asset Operation
Pascal Girard
Solutions
Manuel Lopez Benito

Christiaan Els
Carl Wlotzka Offshore Mathieu Stoltz
Jeremy Peyroutet
Rogan Bayley

PMO points of contact

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Kostas Katsiris Vincent Gugliermina Tania Bielakoff
Sponsor Sponsor Representative Coordinator
A maturity self-assessment for all the business units

The EPIC ambassadors will carry out twice a year the EPIC Maturity self-assessment of their business unit.

By this self-assessment, you will be able to

▪ estimate the level of progress of EPIC implementation in your organization
▪ determine the areas for improvement among :

Organizational enablers for Competence in EPIC Project stakeholder Participation to the EPIC
EPIC implementation knowledge areas competencies community

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 Four Competencies Enhancement Programs
EPIC Key
Outcomes
(induction)
Quality Induction
Project
Management
Assisting or participating to Projects :
EPIC Program
Introduction
Fundamentals* EPIC Fundamentals
(by an
ambassador)

Technical
Training Pass Project
EPIC Hard Skills
PV Manager –
Level 1 Training
Foundations*
Managing Projects :
Technical EPIC Intermediate
Training Scope Time HSSE Risk
Wind Other Knowledge areas

Pass Project
EPIC Hard Skills Contract
Manager –
Level 2 Training
Experienced*
Manager 3 * Managing Projects :
EPIC Experienced
Scope Time HSSE Risk
Other Knowledge areas

Certification
Leading

PMP
EPIC Soft Skills
Process COM*
Projects :

**
Training

EPIC
Communication Leadership Negociation
Change
Management Advanced

100% digital * EDF Project Management University (UGM) 19

Face to face and/or distance ** External training
training Expected minimum trainings
Role of the Project Managers

Apply EPIC on all projects

• Following the seven EPIC guiding principles

• Making sure that all project stakeholders have the same understanding of the project specific
environment that has been implemented
• Using as a guideline the EPIC matrix and actions checklist for the effective management of projects.

EPIC matrix EPIC Actions checklist

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Role of the Project team members

Support the project manager in the implementation of EPIC

• Be pro-active and take action on the use and adaptation of EPIC project management tools and
templates
• Frequently access EPIC Libraries to reuse EDF Renewables’ best practices in project management,
contracts and procurement, competitive bidding, construction management and engineering and quality
• Share feedback to the project manager on EPIC.

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 Role of the Project Sponsors

Support the initiative and guide the project teams

• Build a business case

• Present the objectives
• Ask for a project charter
• Sign or endhorse the
Project charter
Planning • Approve all changes
Closing
made in the project plans
• Validate the project • Communicate EDF R • Make sure that the project
management plan and vision, objectives, manager share all lessons
subplans (quality, HR, expectations and learnt
HSE, …) o execution constraints to the project
• Validate the baselines team

Initiation Execution

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Role of the (Functional) Managers

Accountable for the work of their teams : ask for EPIC outcomes !

• Ask for Project Charter, Goverance, Organization Charts, Plans, priorities, etc

• Lead by example:

• Utilize the EPIC online

• Also apply the processes on transverse projetsMonitor the projects

• Meet regularly with the project manager

• Communicate

• Ask for more !

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 EPIC V2 in a nutshell

New scope including all Updated Competencies

A one-page EPIC Policy onshore projects New website Enhancement Plan

7 PMO taking over the

Seven Guiding principles Maturity Self-Assessment DI Ambassadors maintenance of EPIC

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 EPIC in a nutshell
EPIC aims at ensuring a harmonized collaboration and common understanding of basic project management
principles across the group

Three main pillars Seven guiding principles

EPIC Libraries
1 A common “project” definition
5 The “operational environment”
Empowerment and
2
collaboration
A 6 Four key minimum outcomes
competencies
3 A clear project governance
Enhancement 7 Key users leading by example
A Project Plan
Management Do the “WHAT”, tailor the
4 “HOW”
Framework

EPIC reminds “WHAT” to do, and let the users decide, based on their expertise and project constraints the “HOW”
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Key take-aways
Always remember the 4 minimum outcomes !

Clear objectives for the project and Project Charter

for the team have been defined

A clear organization has been put

Organization Chart
in place

A plan agreed and understood by all

is regularly updated, and the project Kick Off meeting
is executed according to that plan

The project is properly closed and a

feedback and return of experience is Lessons learnt report
captured
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Thank you