personnel was that DOE management did not want to hear bad news. The view of the Committee to Assess the Policies and Practices of the Department of Energy to Design, Manage, and Procure Environmental Restoration, Waste Management, and Other Construction Projects (the Phase II committee) was that DOE management should define its expectations regarding acceptable project management and then document these expectations so that everyone in the organization would know what they were. Less important than the details of the expectations was the fact that DOE management had some expectations and would adhere to them. DOE management’s intentions regarding policies and procedures in general were defined in 2000 by Order O 413.3 (DOE, 2000), but the requirements for implementing program and project management were not issued until 2003 in Manual M 413.3-1 (DOE, 2003). This delay is an indication that DOE management does not have a consistent set of expectations about project management across the agency. Even though the order had been issued and the decision made, considerable opposition existed internally and externally. The philosophy of successful organizations, that once the leadership has made a decision everyone unites to carry it out, has not been implemented at DOE with regard to project management.

Nonetheless the committee has observed a number of improvements in the policies that define the process by which DOE plans, selects, approves, acquires, manages, and executes projects. Notable among these process improvements are the following:

  • Issuance of Order O 413.3 and its supporting manual;

  • Formation of the Office of Engineering and Construction Management (OECM) and the Office of Program Analysis and Evaluations (PA&E) in the Office of Management and Budget Evaluation (OMBE);

  • Formation of the project management support offices (PMSOs) in the National Nuclear Security Administration (NNSA), the Office of Environmental Management (EM), and the Office of Science (SC);

  • Increased focus on strategic planning and budgeting, especially by NNSA, through its Future Years’ Nuclear Security Plan (FYNSP), Ten Year Comprehensive Site Plans (TYCSPs), and Integrated Construction Program Plans (ICPPs);

  • The top-to-bottom study and the strategic redirection of EM projects with the specified objectives of earlier completion at lower cost; and

  • Development of the Project Management Career Development Program (PMCDP).

Additional notable accomplishments are identified more fully in Chapter 2.

Regarding the second item in the charge to the committee, the results from its assessment of progress are mixed. Concerning DOE doing the right projects to support its missions—raised as an essential point in the 1999 NRC report (NRC, 1999)—DOE has made substantial progress in defining mission requirements

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