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Progress in Improving Project Management at the Department of Energy: 2001 Assessment
Finding. The combination of the OECM and the PMSOs in the three major PSOs addresses many of the issues raised in the Phase II report but not all. This organizational structure is probably workable, but it does not fully address the department-wide issues of consistency, discipline, and excellence in project management that the Phase II report felt were essential.
Recommendation. The roles and responsibilities of the OECM should be strengthened, as set forth in the Phase II report, and the OECM should be budgeted, staffed, and empowered to become the center of excellence in project management and the coordinator for project manager training and development and for oversight and approval of all capital projects in DOE.
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