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Progress in Improving Project Management at the Department of Energy: 2003 Assessment
Invest in human capital by providing training and career development to ensure an adequate supply of qualified, skilled project directors;
Continue, refine, and document a program of external and internal project reviews; and
Employ innovative approaches to capital acquisition and the use of performance-based contracting.
Although the committee has provided suggested approaches, it believes that DOE senior managers have the responsibility to identify and apply metrics to define the appropriate level of excellence and to drive continuous process improvement.
POLICIES, PROCEDURES, DOCUMENTATION, AND REPORTING
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 preconceptual 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.