About This Offering

Delivered in two dynamic, two-day sessions, the course blends interactive case studies, practical simulations, and expert insights to build actionable knowledge in key areas such as cost estimation under uncertainty, regulatory navigation, stakeholder alignment, and financial structuring.

Registration form

Sola M. Talabi Ph.D.
Sola M. Talabi Ph.D.

Dr. Talabi served as the Westinghouse Program Risk Manager, responsible for the first of a kind deployment of the 1000 Megawatts advanced nuclear power plants called the AP1000, which were deployed in China and USA.  Sola will share lessons and best-practices developed from the significant challenges that these projects faced.

Sola Talabi is currently the President of Pittsburgh Technical nuclear engineering consulting, and  has 24 years of experience in Risk Management and Nuclear Engineering.  Dr. Talabi is currently adjunct professor at Pittsburgh University and University of Michigan, and served as a member of the Advanced Nuclear Committee for the National Academies of Engineering and Science. 


Lee Huffman

Lee Huffman is an engineering consultant with Pittsburgh Technical consulting firm. Lee possesses 17 years of experience and expertise in large infrastructure projects, having worked in a variety of positions responsible for the deployment of Westinghouse Electric Company’s AP1000 nuclear reactors. Lee’s knowledge of nuclear reactor deployment includes the pricing and contracting of the reactors, process improvements (Six Sigma, HuP and Lean methodologies) to reduce reactor costs, risk management to ensure reactor costs and schedules, and licensing of the reactors. Additionally, Lee is a small business owner with extensive experience in real estate investments.
  • Course cost: $975
  • Dates: September 17-18
  • Location: 2127 Innerbelt Business Center Drive, Suite 210, St. Louis, MO 63114
  • Prerequisites: None

By the end of the course, participants will have gained valuable insights and practical skills to effectively manage large infrastructure projects, particularly those with unique challenges and complexities like FOAK nuclear power deployments. 

  1. Identify best practices for managing large infrastructure project risks.
  1. Analyze case studies to extract actionable insights and strategies for risk management.
  1. Develop skills to apply economic management principles to large infrastructure projects.
  1. Use a limiting case of the unique challenges and complexities associated with FOAK nuclear power projects as a case study.
Session 1 - Day 1: Establishing the Challenge
  • Introduction to FOAK Nuclear Projects and Economic Management
    • Know the risks: Overview of FOAK projects and their complexities.
    • Risk Management on Large Complex Infrastructure Projects
  • Case Study 1: Developing the Team
    • Need for integrated teams from concept to completion
    • Review evidence of lack of cost and schedule coordination in planning phases and effects on project success
    • Analysis of a successful FOAK nuclear project that implemented an integrated project team approach
    • Key factors that contributed to the success of the collaborative effort
    • Lessons learned and best practices for future projects
Session 2 – Day 1
  • Case Study 2: Passionate Leadership and Accountability
    • Examine a nuclear project where strong leadership and accountability played a crucial role
    • Strategies for maintaining open communication and avoiding surprises
    • Insights into the impact of leadership on project outcomes
  • Case Study 3: Improving Risk Management on Large Energy Infrastructure Projects
  • Quantitative Evidence of the Effect of Risk Management on Steam Generator Replacement Projects
    • Analysis of the effect of risk identification on projects
    • Improving Accuracy: Understanding and limiting the effects of biases in risk identification and assessments
    • Exploration of risk management practices in a FOAK nuclear project
    • Identifying potential risks and developing mitigation strategies
    • Case study analysis of how proactive risk management led to project success
Session 3 - Day 2: Risk-Informed Practices for Contract Development and Project Execution
  • Case Study 4: Innovative Approaches
    • What is a risk-informed approach
    • Innovative risk-informed contracting
    • Project Risk-Informed Cost Estimation (PRICE)
    • Project Risk-Informed Schedule Management (PRISM)
    • Project Risk-Informed Management and Engineering (PRIME)
    • Study approaches used in a FOAK nuclear project to improve efficiency and reduce costs
    • Application of advanced construction techniques and technologies
    • Best practices for integrating innovation into large infrastructure projects
  • Case Study 5: Regulatory Compliance
    • In-depth analysis of regulatory compliance challenges in a FOAK nuclear project
    • Strategies for navigating the rigorous regulatory regime
    • Importance of maintaining open lines of communication with regulatory bodies
Session 4 - Day 2
  • Case Study 6: Stakeholder Engagement
    • Examination of stakeholder engagement practices in a FOAK nuclear project
    • Building trust and maintaining transparency throughout the project
    • Case study on how effective stakeholder engagement contributed to project success
  • Course Conclusion and Summary
    • Recap of key takeaways from the course
    • Discussion on the application of best practices to future infrastructure projects
    • Q&A session and closing remarks