The Department of Energy (DOE) is engaged in numerous multimillion- and even multibillion-dollar projects that are one of a kind or first of a kind and require cutting-edge technology. The projects represent the diverse nature of DOE's missions, which encompass energy systems, nuclear weapons stewardship, environmental restoration, and basic research. Few other government or private organizations are challenged by projects of a similar magnitude, diversity, and complexity. To complete these complex projects on schedule, on budget, and in scope, the DOE needs highly developed project management capabilities.
This report is an assessment of the status of project management in the Department of Energy as of mid-2001 and the progress DOE has made in this area since the National Research Council (NRC) report Improving Project Management in the Department of Energy (Phase II report) was published in June 1999.
Table of Contents
|2 Overarching Issues||15-21|
|3 Front-End Planning||22-32|
|4 Risk Management||33-49|
|5 Project Reporting and Oversight||50-56|
|6 Independent Reviews||57-63|
|7 Acquisition and Contracting||64-73|
|8 Documentation of Project Management Policies and Procedures||74-80|
|9 Project Manager Training and Development||81-86|
|Appendix A Biography of Committee Members||87-95|
|Appendix B Committee Fact Findings and Briefing Activities through August 2001 and Project Data Request in March 2001||96-100|
|Appendix C Phase II Report Findings and Recommendations||101-107|
|Appendix D Letter Report of January 2000||108-119|
|Appendix E Statistical Process Control with EVMS Data||120-125|
|Appendix F Acronyms and Abbreviations||126-128|
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