Finding. DOE does not have adequate policies and procedures for managing projects. No single authority is responsible for enforcing or ensuring that project management tools are used.
Finding. DOE has developed comprehensive practice guidelines for the design and construction phases of projects but has not developed comparable guidelines for the early conceptual and pre-conceptual phases, when the potential for substantial savings is high.
Finding. Many DOE projects do not have comprehensive project management plans to define project organization, lines of authority, and the responsibilities of all parties.
Finding. DOE does not effectively use value engineering to achieve project savings, even though federal agencies are required to do so.
Finding. DOE project documentation is not up to the standards of the private sector and other government agencies.
Finding. DOE does not have a consistent system for controlling changes in project baselines.
Finding. DOE does not effectively use available tools, such as earned value management, to track the progress of projects with respect to budget and schedule.
Finding. ISO 9000 provides a certification process by which an organization can measure itself against its stated goals, but DOE has not obtained certification. The certification process would help DOE remake the entrenched operating procedures and standards that have accumulated over the past 50 years.
Recommendation. As a part of its project management system, DOE should issue fundamental policies, procedures, models, tools, techniques, and standards; train project staff in their use; and require their use on DOE projects. DOE should develop and support the use of a comprehensive project management system that includes a requirement for a comprehensive project management plan document with a standard format that includes a statement of the project organization covering all participating parties and a description of the specific roles and responsibilities of each party.