[en] The Cernavoda Unit 2 NPP work was originally started in 1982 with work coming to a halt in 1989, and a preservation program implemented in 1991 while work continued on Unit 1. In 1995 attention turned to the completion of Unit 2 and status verification reports were commissioned. Work proceeded, as funds were available, up until 2002 when an interim contract was signed. Subsequently a Contract Completion Effective Date (CCED) was signed in March 2003 with completion duration of 48 months. A project schedule is a necessity for any project whether it is a new build or a restart to a delayed project. There are 5 major elements that are included in all CANDU project schedules, Engineering, Procurement, Construction, Commissioning and the conversion from Construction to Commissioning. The Engineering schedule of deliverables was not fully defined at CCED. Design changes defined prior to CCED were not fully defined and the scope of work associated with these only became known during the actual construction program. A significant number of new design changes were introduced after CCED, which compounded the impact to the construction program. All projects require their budgets to be built up within a defined structure. Delayed projects are no different from other projects in that respect. The standard Work Brakout Structure (WBS), which is applicable to most CANDU projects, is equally applicable for a delayed project. On Cernavoda Unit 2 we used a Budget Breakdown Structure, which was a combination of a traditional WBS and an Organization Structure. This structure was adopted in order to have consistency with the structure, which had been used prior to the delay on the project and also it was a requirement of the three party agreements with funding from different sources and in different currencies. All major construction projects normally carry a contingency allowance for undefined work and a risk allowance for the possibility of major changes. Delayed projects require greater contingency due to the uncertainty of the legacy equipment inventory, the possible effect of code changes during the legacy period, and the possibility of schedule extensions. One of the critical success factors for the construction restart of Cernavoda NPP Unit 2 was the condition and assessment of existing material and equipment stored in the warehouses or installed in the field. A preservation program was implemented separately for site-installed materials and managed through the construction division. Subsequently, a refurbishment program was also implemented on identified equipment, which including checking and testing of equipment and changing materials defined as obsolete or undesirable for further use in operation of equipment. For the most part, the extent of testing of equipment is the same as for a new build project. However, some major components require additional testing which should be performed early enough in the program to take corrective action if required. A good example of this is the Main Output Transformers T01, and T02, which were manufactured 20 years ago by Electroputere in Romania. These transformers have been preserved on site and recently refurbished. The Cernavoda 2 Project provided many opportunities to better define the correct approach to a successful completion of a delayed project. Most significant is the need to have a full assessment and definition of the remaining scope of work before the beginning of the Completion Contract. In conclusion, MT Project Management team adapted their work processes and procedures to suit the specificity and challenges of the Cernavoda 2 project. Interfaces with internal groups and external organizations were optimized through efficient communication processes. This allowed timely identification of issues through to the Engineering, Procurement, Construction, Planning, and Commissioning organizations. It was clearly demonstrated that teamwork, creativity and dedication to quality and productivity have been keys to the successful completion of many critical activities. (author)